Agenda, decisions and minutes

There were no apologies for absence.

To approve as a correct record the Minutes of the meeting held on 2 January 2025.

RESOLVED – That the Minutes of the Cabinet meeting held on 2 January 2025 be approved as a correct record.

Councillor Angela Macpherson declared an interest in Fairhive however this was only referred to in response to a Cabinet question.

The following hot topics were discussed:-

Deputy Leader and Cabinet Member for Transport

The Cabinet Member thanked the highway crews who had been working hard following named storms. Despite that crews were also working on the scheme of works outlined in the capital programme including drainage; for example Rectory Hill in Amersham, a major drainage scheme was progressing and should be completed by the end of the week. The Leader reminded residents of Fix My Street if they had any concerns about the roads.

https://fixmystreet.buckinghamshire.gov.uk/

Cabinet Member for Planning and Regeneration

The Cabinet Member referred to the government planning changes relating to the National Planning Policy Framework of which further information was expected and an update would be provided at the next Cabinet meeting.

Question from Councillor Stuart Wilson to Councillor Angela Macpherson, Cabinet Member for Health and Wellbeing

How does Cabinet justify a Value for Money reason in proposing to close Council-run day care and respite services saving only £0.5m a year in south Buckinghamshire for Burnham, Hillcrest and Seeleys House serving the most vulnerable adults, given the significant contribution to the Buckinghamshire economy by carers and higher financial pressures avoided by the Council in higher cost care packages through direct payments, respite and carer support, all referenced in the All-Age Carers Strategy, when a high-need residential placement from the additional pressure from these closures on just one carer might cost £0.4m a year ?

Question from Councillor Robin Stuchbury to Councillor Mark Winn, Cabinet Member for Homelessness and Regulatory Services

I have concerns about Fairhive (formerly Aylesbury Housing Trust) selling historical council houses that were originally part of Aylesbury Vale District Council's housing stock. Fairhive have stated that these properties are unlikely to meet government energy performance targets (EPC level C) by 2030. Buckinghamshire Council has a goal of delivering 500 affordable social houses annually from 2024 to 2029. Please could the Cabinet Member comment on whether the sale of housing stock by the Housing Association could impact the Council’s target on delivering affordable social housing and could negatively impact rural areas and North Buckinghamshire ?

Question from Councillor Diana Blamires to Councillor Peter Strachan, Cabinet Member for Planning and Regeneration

The Government announced the rebirth of the Oxford and Cambridge arc, which the previous Government scrapped because the cost of building Expressway road scheme would have outweighed the benefits it brought. Developers would have bulldozed Bucks by building along it. With this new plan, what consideration is being given to the implications for the Local Plan for Buckinghamshire regarding housing and roads? The Expressway would have torn through Winslow so there are fears it is about to be blighted by a motorway on top of possibly being chosen as one of the Government's new towns.

The following questions were asked:-

Question from Councillor Stuart Wilson to Councillor Angela Macpherson, Deputy Leader and Cabinet Member for Health and Wellbeing

How does Cabinet justify a Value for Money reason in proposing to close Council-run day care and respite services saving only £0.5m a year in south Buckinghamshire for Burnham, Hillcrest and Seeleys House serving the most vulnerable adults, given the significant contribution to the Buckinghamshire economy by carers and higher financial pressures avoided by the Council in higher cost care packages through direct payments, respite and carer support, all referenced in the All-Age Carers Strategy, when a high-need residential placement from the additional pressure from these closures on just one carer might cost £0.4m a year ?

Response from Cllr Angela Macpherson

The Carers Strategy which is put forward for decision by Cabinet is about how we work with partners to support the estimated 55,000 people in our county who are carers. The priorities within the strategy will help us to reach and support more carers through our partnership working, so that they can access information and guidance, support young carers in our schools, and address health inequalities, work with employers and businesses.  Adult social care is one important part of that support for Carers alongside support from all partners across the system.

This question relates to the consultation on day opportunities and overnight respite services which has recently been undertaken. The consultation launched on 15th October 2024 and closed on 31 January 2025. No decisions have been taken. We have consulted at a formative stage to listen and gather views from all, including those directly affected by a proposal to potentially change the location of where care and support services are delivered from.  All consultation responses, alongside further analysis, will be carefully considered by Cabinet in making a decision which is anticipated in summer 2025.  We are grateful to everyone who has contributed to the consultation process.

The council has a statutory duty to meet the assessed care and support needs for adults under the Care Act 2014.  This duty will continue to be met if the Council’s preferred option proceeds.  This includes any support identified as necessary for carers.  Therefore, a comparison between day/respite support and residential care packages is not relevant to the analysis of value for money.  The Council has clearly set out in the consultation and FAQs how the analysis has been undertaken.

The Council is committed to ensuring continuing care and support for all adults who have been assessed as needing support under the Care Act 2014. The location of where services are delivered from may change for some adults supported if the Council’s current preferred option, as set out in the Better Lives in our Communities consultation documents, is adopted.  If that is the case, the Council will work with the adults concerned and their carers to carefully manage any transition to minimise the impact of any move.

It is important that we continue to deliver high quality and sustainable  ...  view the full minutes text for item 5.

The Leader introduced the Forward Plan and commended it to all Members of the Council and the public, as a document that gave forewarning of what reports would be discussing at forthcoming meetings.   

RESOLVED – That the Cabinet Forward Plan be noted.

For Cabinet to note the Select Committee Work Programme.

The Leader introduced the Select Committee Work Programme and commended it to all Members of the Council and the public, as a document that gave forewarning of what Select Committees would be discussing at forthcoming meetings.   

RESOLVED – That the Select Committee Work Programme be noted.

Cabinet were asked to consider the recommendations of the Flooding Response Rapid Review Group which was formed to investigate flooding in Buckinghamshire and the response to flooding from key actors in particular Buckinghamshire Council.

RESOLVED

1. That the ‘Flooding Response’ Rapid Review Group, as well as the supporting officers and partners, be thanked for their work and subsequent recommendations. 

2. That Cabinet’s responses to the Flooding Response Rapid Review report and recommendations, as detailed at the meeting, be agreed. 

Note: a complete breakdown of the scrutiny recommendations and Cabinet’s responses can be found here

Cabinet were asked to consider the recommendations of the Flooding Response Rapid Review Group which was formed to investigate flooding in Buckinghamshire and the response to flooding from key actors in particular Buckinghamshire Council. The Vice-Chairman of the Transport, Environment and Climate Change Select Committee chaired this review group and attended the meeting.  Also, Jake Morley Lead for Local Government for Thames Valley North and Julia Perrin, Regional Manager attended from Thames Water and Richard Hancock, Senior Flood Risk Team Leader from the Environment Agency.

In June 2024, the Select Committee agreed a scope to review flood response in Buckinghamshire. The Chairman was joined in this by four other colleagues: Cllrs Bill Chapple, Peter Cooper, Caroline Cornell and Stuart Wilson.  The review group held evidence gathering sessions in September 2024 which included a meeting with the Environment Agency, Thames Water and Anglian Water. It was somewhat timely that September experienced significant rainfall which brought ‘live’ experience to the working group.

The 10 recommendations were spread across different themes:

Communication, Resourcing, Resilience, Riparian Ownership, Planning, the Environment Agency and the Water Companies.

He extended his thanks to colleagues on the review group, the organisations and parishes, the scrutiny officer Chris Ward, and the officers in Highways, the Strategic Flood Management Team and the Resilience Service. 

Jake Morley, Thames Water commented that the two main themes were communication and collaboration, and Thames Water were putting a process in place for better collaboration with the Council and other organisations. They had worked with local authorities and the National Flood Forum to establish Flood Action Groups and with the Thames Regional Flood Committee for funding. The National Flood Forum was a charity helping those affected by flooding. There was a Strategic Catchment Director who was looking at improving communication with agencies after flooding events. Richard Hancock, Environment Agency referred to two areas he wanted to highlight including the need for residents to be aware of flood warnings and ways that they could protect their property and also to be aware of any risks with regard to the local area such as the route to work. He specifically referred to the flood warning service.

The Leader referred to a difficult meeting a year ago in Chalfont St Peter who had experienced bad flooding and the need for collaborative working and understanding the responsibilities of each individual agency. Jake Morley, Thames Water commented that a year on they were working well with residents to mitigate any future flooding events. The Leader also commented that it was important to inform residents of how the flooding had been caused; it could be related to ground water levels being high. Jake Morley, Thames Water commented that they were also working hard on local communications to parishes and explaining why flooding occured, who was responsible for each area and if it impacted sewage to contact their water company.

Cabinet Members asked questions on the report. One question was asked about the growth in housing, particularly with the government’s plans  ...  view the full minutes text for item 8.

Cabinet were asked to consider the recommendations of the Budget Scrutiny Inquiry Group which was formed to scrutinise the draft Revenue Budget 2025/26 to 2027/28 and Capital Programme 2025-2029 which were approved by Cabinet on 2 January 2025 before being submitted to Full Council in February 2025.

RESOLVED

1. That the Budget Scrutiny Inquiry Group, as well as the supporting officers, be thanked for their work and subsequent recommendations. 

2. That Cabinet’s responses to the Budget Scrutiny review report and recommendations, as detailed at the meeting, be agreed. 

Note: a complete breakdown of the scrutiny recommendations and Cabinet’s responses can be found here

Cabinet were asked to consider the recommendations of the Budget Scrutiny Inquiry Group which was formed to scrutinise the draft Revenue Budget 2025/26 to 2027/28 and Capital Programme 2025-2029 which were approved by Cabinet on 2 January 2025 before being submitted to Full Council in February 2025.

The Chairman of the Finance & Resources Select Committee, Councillor Dev Dhillon introduced the report.  In January, the Finance and Resources Select Committee carried out its review of the draft budget. This involved three full days of questioning with each portfolio session attended by Cabinet Members and their deputies, the Section 151 officer, Corporate Directors and Heads of Finance.

Overall, the inquiry group supported the budget proposals and acknowledge the tough decisions proposed in a difficult financial climate for Local Government. It was clear that there was not much room to manoeuvre, and services would be impacted to achieve a balanced budget.

In particular the Inquiry Group want to highlight three key areas of the budget:

·           The risk associated with removal of portfolio contingencies and the creation of a risk reserve;

·           Planning Enforcement was a priority for residents and Members, and should not have its funding reduced and;

·           The significant savings built into the budget through increased foster families.

He extended his thanks to all members of Cabinet and officers for attending the sessions and their contributions as this helped the inquiry group gain a deeper understanding of the challenges and opportunities for the Council. He also thanked his colleagues on the review group, and Chris Ward, Senior Scrutiny Officer for his support in producing the report.

The report included 10 recommendations across the portfolios.

The Leader responded to the recommendations and a complete breakdown of the scrutiny recommendations and Cabinet’s responses can be found here.

In particular he mentioned that the Council no longer had a contingency budget but now had reserves which acted as a safety pot. This introduced an element of risk which was not there before. The Council however had a well established risk management process and framework that would act as the key means of mitigation of any financial risk inherent in its budget. He also referred to recommendation 3 on a review of the administrative costs of Community Boards and the reason that this had not been agreed was that the Community Boards had been reviewed and reconfigured twice between 2022 and 2024. With regard to the Planning Enforcement Service the saving of £100k would be removed from the MTFP proposals for 2025/26 only and funded via a reduction in the proposed transfer to the MTFP profiling reserve for that year.

Cabinet welcomed the report.

RESOLVED

1. That the Budget Scrutiny Inquiry Group, as well as the supporting officers, be thanked for their work and subsequent recommendations. 

2. That Cabinet’s responses to the Budget Scrutiny review report and recommendations, as detailed at the meeting, be agreed. 

Cabinet received a report on the Medium Term Financial Plan 2025/26 to 2027/28 and Capital Programme 2025/26 to 2028/29 for Buckinghamshire Council.

The Revenue Budget was for the financial years 2025/26 – 2027/28. The financial position for the Council was extremely challenging with significant pressures identified in relation to both the legacy effects of high inflation and ongoing increases in demand for key services, in line with those being experienced nationally. The Council discharged more than 1,300+ statutory duties and was facing increased demand pressures in key services such as Adult Social Care, Children’s Services, Home to School Transport and Special Education Needs and Disabilities. This year had become the most difficult to date in responding to these challenges whilst delivering a balanced budget, and this had been achieved through a significant programme of additional savings and income.

The Council had a strong track record of delivering savings with £75.4m delivered in the first 4 years following the inception of the new unitary council, a further £41.3m of income and savings currently on-track for delivery in 2024-25. A further programme of £115.6m of new income and savings had been identified as part of the 2025-26 to 2027-28 Revenue Budget.

The Final Local Government Settlement had not yet been published at the time of the agenda being sent out but the Council had received an extra £200,000. Further information was awaited from the Government on the longer term position. The Section 151 Officer reported that the Council had not been fully reimbursed for the increase in National Insurance contributions; there was no reimbursement for increases through the supply chain but there had been some reimbursement for direct costs (80% coverage, so the Council had to find an extra £800,000).  It was proposed that any small changes to funding in the final settlement be managed through the Mitigating Future Financial Risks reserve.

Overall, the key elements of the final revenue budget portfolio proposals include unavoidable growth of £49.8m, Inflation of £26.6m, and net savings and income changes of £46.2m in 2025-26.

The budget proposed had been built on the agreed Council Tax base and assumes a 2.99% increase in basic Council Tax and a 2% increase for the Adult Social Care Precept, giving a total increase of 4.99%. This was the maximum allowable without triggering a local referendum.

Whilst this budget provided the best available estimates for the 2025/26-2027/28 financial years, there was significant risk around future income, cost and especially funding projections, with the long-promised review of Local Government funding due to be implemented for 2026-27. The external environment was continuously monitored, and financial risks were managed through risk management revenue reserves contained within these budget proposals.

The Capital Programme was presented for 4 years as many schemes span multiple financial years. In total the programme includes £612.5m of projects. As with previous years it was proposed that a recommendation be made to Council in February for delegation to be given to Cabinet to add up to £100m worth of schemes  ...  view the full decision text for item 10.

Cabinet received a report on the Medium Term Financial Plan 2025/26 to 2027/28 and Capital Programme 2025/26 to 2028/29 for Buckinghamshire Council.

The Revenue Budget was for the financial years 2025/26 – 2027/28. The financial position for the Council was extremely challenging with significant pressures identified in relation to both the legacy effects of high inflation and ongoing increases in demand for key services, in line with those being experienced nationally. The Council discharged more than 1,300+ statutory duties and was facing increased demand pressures in key services such as Adult Social Care, Children’s Services, Home to School Transport and Special Education Needs and Disabilities. This year had become the most difficult to date in responding to these challenges whilst delivering a balanced budget, and this had been achieved through a significant programme of additional savings and income.

The Council had a strong track record of delivering savings with £75.4m delivered in the first 4 years following the inception of the new unitary council, a further £41.3m of income and savings currently on-track for delivery in 2024-25. A further programme of £115.6m of new income and savings had been identified as part of the 2025-26 to 2027-28 Revenue Budget. The Leader particularly referred to the use of technology in libraries to deliver savings and the use of AI which Buckinghamshire was leading on nationally.

A public consultation on priorities and budgets was conducted between 29 August 2024 and 13 October 2024. 1,190 Buckinghamshire residents and seven representatives of organisations completed the 2025/26 budget, including 157 responses collected at the County Show. The results have been reviewed by Cabinet alongside the draft budget report.

The Final Local Government Settlement had not yet been published at the time of the agenda being sent out but the Council had received an extra £200,000. It was suggested by the S151 Officer and agreed to add this to the Mitigating Future Financial Risk Reserve. Further information was awaited from the Government on the longer term position. The Section 151 Officer reported that the Council had not been fully reimbursed for the increase in National Insurance contributions; there was no reimbursement for increases through the supply chain but there had been some reimbursement for direct costs (80% coverage, so the Council had to find an extra £800,000).  It was proposed that any small changes to funding in the final settlement be managed through the Mitigating Future Financial Risks reserve.

Overall, the key elements of the final revenue budget portfolio proposals include unavoidable growth of £49.8m, Inflation of £26.6m, and net savings and income changes of £46.2m in 2025-26.

The budget proposed had been built on the agreed Council Tax base and assumes a 2.99% increase in basic Council Tax and a 2% increase for the Adult Social Care Precept, giving a total increase of 4.99%. This was the maximum allowable without triggering a local referendum.

Whilst this budget provided the best available estimates for the 2025/26-2027/28 financial years, there was significant risk around future income, cost  ...  view the full minutes text for item 10.

The Council was required to approve its Capital & Investment Strategy on an annual basis. The Capital & Investment Strategy provided the framework within which to deliver the Council’s Corporate Plan objectives through the effective investment of its limited capital resources.  As well as the Councils immediate statutory responsibilities, the strategy also reflected the important role that it had to play in the regeneration and growth, affordable housing and climate change agendas, especially in the context of significant housing growth in the area.

The draft Capital & Investment Strategy was included at Appendix 1 of the report.

RESOLVED that the Capital & Investment Strategy attached at Appendix 1 of the report be AGREED and RECOMMENDED to Full Council for approval.

The Council was required to approve its Capital & Investment Strategy on an annual basis. The Capital & Investment Strategy provided the framework within which to deliver the Council’s Corporate Plan objectives through the effective investment of its limited capital resources.  As well as the Councils immediate statutory responsibilities, the strategy also reflected the important role that it had to play in the regeneration and growth, affordable housing and climate change agendas, especially in the context of significant housing growth in the area. Minor amendments were proposed to keep the document up to date which included updating the list of strategies which underpinned the Capital Programme, expand the Capital Investment Objectives around support for placement sufficiency around Social Care, SEND and Temporary Accommodation and to update the governance arrangements.

The draft Capital & Investment Strategy was included at Appendix 1 of the report.

RESOLVED that the Capital & Investment Strategy attached at Appendix 1 of the report be AGREED and RECOMMENDED to Full Council for approval.

Each year the Director of Public Health produced an annual report on the health of the population. This year the report focused on the start of life – from preconception, through pregnancy and into early childhood. It described the factors that support good health and development during these crucial early stages of life and identifies groups that were at risk of poorer health outcomes.

The report was a call to action for partners in Buckinghamshire. Partner organisations were asked to reflect the recommendations to support parents and carers in giving children the best start in life within their existing local and multi-agency plans including the Health and Wellbeing Board Strategy, smoking cessation, drug and alcohol strategies.

RESOLVED

1)      That the report be NOTED and ENDORSED.

2)      That the Council and partners respond to the recommendations it contains by incorporating their actions into existing plans.

Each year the Director of Public Health produced an annual report on the health of the population. This year the report focused on the start of life – from preconception, through pregnancy and into early childhood. It described the factors that support good health and development during these crucial early stages of life and identifies groups that were at risk of poorer health outcomes.

The report was a call to action for partners in Buckinghamshire. Partner organisations were asked to reflect the recommendations to support parents and carers in giving children the best start in life within their existing local and multi-agency plans including the Health and Wellbeing Board Strategy, smoking cessation, drug and alcohol strategies.

There are a number of recommendations regarding actions that Buckinghamshire Council, the local NHS and voluntary sector organisations could undertake to support parents and to tackle the issues that parents could not influence themselves. These actions were grouped into five areas:

·         Improve the physical and mental health of parents

·         Empower families to plan pregnancies

·         Ensure high quality care

·         Promote the importance of reading and play

·         Provide extra support where it is most needed

The Cabinet Member for Health and Wellbeing reported on the work of HRH Princess of Wales who had shone a light on the importance of early years as building the foundations for life. The report was based on this premise and risk factors such as weight, smoking, maternity care, uptake of vaccinations and mental health. 5,500 babies were born in Buckinghamshire each year and a quarter of those babies were born into the County’s most deprived areas.  

In response to a question, Louise Hurst, Interim Director of Public Health reported that this was the first year they had Buckinghamshire baby week which was a successful communication campaign which reached a wide audience. Activities were also focussed in the Opportunity Bucks areas and events were held in the libraries. A Community Health Worker pilot was being launched to train community workers in the Opportunity Bucks areas to support women around pre-conception, pregnancy and early years. There were other services such as the Family Hubs to help support parents in deprived areas.

Regarding obesity in young children there was a child measurement programme which measured a child’s weight in Year 6 and over the last few years this performance measure had not increased which was going against the trend, due to partnership action. The Council worked with schools and through the PHSE curriculum. There was also an initiative called Play Parks where there were organised activities in deprived areas to engage children and families. There was also an app to play organised games in parks. The Cabinet Member also referred to the Healthy School Neighbourhoods which was a cross portfolio initiative such as regulating fast food providers near schools, providing green spaces in the Local Plan and also walk to school projects. The Cabinet Member also referred to Community Action Days.

Cabinet welcomed the report.

RESOLVED

1)      That the report be NOTED and  ...  view the full minutes text for item 12.

The All-Age Carers Strategy 2025-2030 sets out the commitment of the Council and partners to work to improve the lives of carers in the County. The strategy had been co-produced with representatives from across Buckinghamshire Council, Buckinghamshire Healthcare Trust, Buckinghamshire Oxfordshire and Berkshire West Integrated Care Board, Oxford Health, Carers Bucks, Healthwatch Bucks and Families and Carers Together, as well as with wide engagement with carers.

Four priority areas were identified based upon the needs and feedback which had been received from carers; 

·       Priority 1: To provide a system that best works for carers, by joining up services and identifying carers at the earliest stage.

·       Priority 2: To ensure carers can find information and advice they need easily when they need it.

·       Priority 3: To support our carers’ health and wellbeing, helping them to access support, make connections with other carers and prepare for the future, balancing their life outside of their caring role.

·       Priority 4: To support carers to minimise the financial impact of caring.

The strategy was underpinned by a shared commitment to delivery. A partnership action plan was set out in Appendix 2 of the report. The action plan was focused on the first year of implementation and would be monitored and driven forward by the Carers Partnership Board, with annual updates.

RESOLVED that the All-Age Carers Strategy 2025-2030 be APPROVED.

The All-Age Carers Strategy 2025-2030 sets out the commitment of the Council and partners to work to improve the lives of carers in the County. The strategy had been co-produced with representatives from across Buckinghamshire Council, Buckinghamshire Healthcare Trust, Buckinghamshire Oxfordshire and Berkshire West Integrated Care Board, Oxford Health, Carers Bucks, Healthwatch Bucks and Families and Carers Together, as well as with wide engagement with carers.

Four priority areas were identified based upon the needs and feedback which had been received from carers; 

·         Priority 1: To provide a system that best works for carers, by joining up services and identifying carers at the earliest stage.

·         Priority 2: To ensure carers can find information and advice they need easily when they need it.

·         Priority 3: To support our carers’ health and wellbeing, helping them to access support, make connections with other carers and prepare for the future, balancing their life outside of their caring role.

·         Priority 4: To support carers to minimise the financial impact of caring.

The strategy was underpinned by a shared commitment to delivery. A partnership action plan was set out in Appendix 2 of the report. The action plan was focused on the first year of implementation and would be monitored and driven forward by the Carers Partnership Board, with annual updates.

The Cabinet Member for Health and Wellbeing reported that with a population of 550,000 the number of people providing care was likely to be 55,000 but many residents did not recognise themselves as carers and therefore they were not accessing support. One of the aims of the Strategy was to ensure all residents received support. This was an all age Strategy which was shared with the Cabinet Member for Children’s Services and some young carers had been involved with producing the Strategy. There were 2000 young carers in Buckinghamshire.

A question was asked about how carers were reached particularly if they did not recognise themselves as carers. The Service Director for Strategy, Improvement and Governance reported that communication was key and speaking to residents in different ways about how they were supporting a loved one. Important work was being undertaken in schools with teachers and professionals to recognise any signs in children who might be carers. The Service was also supported by Carers Bucks. If a carer lived outside of Buckinghamshire they would engage in communication if they had a contact number for them and the same principles would apply.

RESOLVED that the All-Age Carers Strategy 2025-2030 be APPROVED.

The Cabinet received a report which recommended the adoption of a new strategy focused on facilities where people could be active and play sport: ‘Active Places and Spaces’. This would be the first strategy of its kind for the geography of the entire Buckinghamshire area.  The strategy supported the already adopted Physical Activity Strategy.

Buckinghamshire benefits from a wealth of places and spaces that enable people to be physically active. The Council was a significant provider of and investor in facilities for people to be active and play sport in Buckinghamshire, with many sites operated directly by Buckinghamshire Council, or contractors on the Council’s behalf. There were also many facilities owned or operated by town and parish councils, local clubs and associations, schools, charities, other partners and the private sector.

The strategy set out the vision for good quality, inclusive, enjoyable and sustainable sports and community facilities, for their many benefits for people’s health and happiness. It described shared priorities for the Council, together with partners, to maintain and build on the good provision already in place and would also support the development of the Local Plan for Buckinghamshire to ensure that future provision evolves in line with housing and population growth.

RESOLVED that the adoption of the Strategy focused on facilities for physical activity and sport across Buckinghamshire, called ‘Active Places and Spaces’ be AGREED.

The Cabinet received a report which recommended the adoption of a new strategy focused on facilities where people could be active and play sport: ‘Active Places and Spaces’. This would be the first strategy of its kind for the geography of the entire Buckinghamshire area.  The strategy supported the already adopted Physical Activity Strategy.

Buckinghamshire benefits from a wealth of places and spaces that enable people to be physically active. The Council was a significant provider of and investor in facilities for people to be active and play sport in Buckinghamshire, with many sites operated directly by Buckinghamshire Council, or contractors on the Council’s behalf. There were also many facilities owned or operated by town and parish councils, local clubs and associations, schools, charities, other partners and the private sector.

The strategy set out the vision for good quality, inclusive, enjoyable and sustainable sports and community facilities, for their many benefits for people’s health and happiness. It described shared priorities for the Council, together with partners, to maintain and build on the good provision already in place and would also support the development of the Local Plan for Buckinghamshire to ensure that future provision evolves in line with housing and population growth. An audit had been undertaken of the facilities available.

The Cabinet Member for Culture and Leisure reported that every £1 spent on activity saved £4 on health. The Leader made a comment that the north of the County was more lacking in leisure facilities and this was an area to be addressed especially with possible growth with the Oxford-Cambridge arc and funding from developer contributions. Another Cabinet Member made reference to his area where a BMX track was being built which had been funded by the voluntary sector with support from the Council. It was important to provide cutting edge equipment that met the needs of residents.

Cabinet welcomed the report.

RESOLVED that the adoption of the Strategy focused on facilities for physical activity and sport across Buckinghamshire, called ‘Active Places and Spaces’ be AGREED.

Local Cycling and Walking Infrastructure Plans (LCWIPs) were evidence-based long term plans that identify cycling, walking, and wheeling improvements at the local level. ‘Wheeling’ included adapted cycles, wheelchairs, mobility scooters, prams and push scooters.

A Buckinghamshire-wide LCWIP had been developed which outlined a high-level aspirational future cycling, walking, and wheeling network across Buckinghamshire, focusing on opportunities for new and improved connections between settlements.

The draft Buckinghamshire LCWIP was subject to consultation in Autumn 2024. This report outlined headline consultation results and subsequent amendments made to the LCWIP report, which was attached at Appendix A.

The report sought approval for the amended Buckinghamshire LCWIP to be adopted as Council policy. If adopted, the Buckinghamshire LCWIP would play a key role in leveraging external funding and guiding the Council’s delivery approach. It should be noted that inclusion of a corridor within the LCWIP did not guarantee funding or delivery. The Council would seek to identify appropriate funding sources to develop and deliver the Buckinghamshire LCWIP proposals; however, in most cases this would be highly dependent on successful external funding applications; securing developer contributions or obtaining match funding from partner organisations.

RESOLVED

1)      That the consultation results and subsequent amendments made to the draft Buckinghamshire Local Cycling and Walking Infrastructure Plan (LCWIP) be NOTED.

2)      That the adoption of the Buckinghamshire LCWIP be AGREED.

Local Cycling and Walking Infrastructure Plans (LCWIPs) were evidence-based long term plans that identify cycling, walking, and wheeling improvements at the local level. ‘Wheeling’ included adapted cycles, wheelchairs, mobility scooters, prams and push scooters.

A Buckinghamshire-wide LCWIP had been developed which outlined a high-level aspirational future cycling, walking, and wheeling network across Buckinghamshire, focusing on opportunities for new and improved connections between settlements.

The draft Buckinghamshire LCWIP was subject to consultation in Autumn 2024. This report outlined headline consultation results and subsequent amendments made to the LCWIP report, which was attached at Appendix A.

The report sought approval for the amended Buckinghamshire LCWIP to be adopted as Council policy. If adopted, the Buckinghamshire LCWIP would play a key role in leveraging external funding and guiding the Council’s delivery approach. It should be noted that inclusion of a corridor within the LCWIP did not guarantee funding or delivery. The Council would seek to identify appropriate funding sources to develop and deliver the Buckinghamshire LCWIP proposals; however, in most cases this would be highly dependent on successful external funding applications; securing developer contributions or obtaining match funding from partner organisations.

The Cabinet Member for Transport reported that the Buckinghamshire LCWIP followed the development of town-level LCWIPs for Aylesbury, Buckingham and High Wycombe, with the latter adopted by Cabinet in January 2024. The Buckinghamshire LCWIP aimed to build upon, rather than supersede, these town-level plans, incorporating relevant information alongside the Council’s vision for the Buckinghamshire Greenway spine. 80% of respondents strongly agreed or agreed with the Buckinghamshire Greenway vision and objectives.

A question was asked about sharing the road network and not impinging on other road users. The Cabinet Member recognised the friction between different road users and commented that the Council would follow best practice and where possible provide segregated routes. In addition Cabinet Members noted that the Council was working with other Councils to ensure that routes were connected across boundaries.

RESOLVED

1)      That the consultation results and subsequent amendments made to the draft Buckinghamshire Local Cycling and Walking Infrastructure Plan (LCWIP) be NOTED.

2)      That the adoption of the Buckinghamshire LCWIP be AGREED.

This report set out the forecast Revenue and Capital outturn position for Buckinghamshire Council for the financial year 2024/25 as at Quarter 3. The Council continued to experience significant financial pressures due to increases in demand, complexity of need and market insufficiency in key services, primarily High Needs Block (DSG), Children’s Social Care, Home to School Transport, Temporary Accommodation and Adults Social Care. These pressures were in line with those being experienced nationally.

The forecast revenue outturn position at Quarter 3 was an adverse variance of £6.2m (1.2% of Portfolio budgets) compared with £8.4m reported in Q2. The adverse variance was primarily due to pressures in Education and Children’s Services around additional placements for Looked After Children, Transport Services from increases in demand in Home to School Transport, Adult Social Care due to increases in demand and complexity, and in Climate Change & Environment due to Waste collection costs and income pressures.

Within the overall position there was an adverse variance of £12.9m (3%) in Portfolios (an improvement of £1.3m from last quarter’s forecast of £14.2m) offset by a £6.7m (£5.8m last quarter) favourable variance in Corporate & Funding.  Although an adverse variance was still forecast, the portfolio position had improved due to actions taken to contain the forecast as much as possible.

The forecast for the Dedicated Schools Grant budget was a deficit of £14.8m (£13.1m Q2), primarily due to ongoing pressures within the High Needs Block. An Action Plan to reduce spend and introduce more rigorous control over new packages was being further developed but this had not been sufficient to fully mitigate the demand in the system.

The forecast position on capital budgets was £173.1m against a budget of £183.1m, which was a variance of (£10.0m) or 5.5%. This remained within the Cabinet performance target of 90% delivery of the capital programme.

The budget included an approved savings programme totalling £95.3m over 3 years with £41.3m of additional income and savings to be delivered in 2024/25. Delivery of savings for 2024/25 was currently forecast at 1.4% above target with a total £0.59m of savings above budget. This was helping to manage the overall position against a background of challenging demand pressures.

Actions would continue to be required to closely manage the in-year financial position.

RESOLVED that the report and the risks and opportunities contained within it be NOTED.

This report set out the forecast Revenue and Capital outturn position for Buckinghamshire Council for the financial year 2024/25 as at Quarter 3. The Council continued to experience significant financial pressures due to increases in demand, complexity of need and market insufficiency in key services, primarily High Needs Block (DSG), Children’s Social Care, Home to School Transport, Temporary Accommodation and Adults Social Care. These pressures were in line with those being experienced nationally.

The forecast revenue outturn position at Quarter 3 was an adverse variance of £6.2m (1.2% of Portfolio budgets) compared with £8.4m reported in Q2. The adverse variance was primarily due to pressures in Education and Children’s Services around additional placements for Looked After Children, Transport Services from increases in demand in Home to School Transport, Adult Social Care due to increases in demand and complexity, and in Climate Change & Environment due to Waste collection costs and income pressures.

Within the overall position there was an adverse variance of £12.9m (3%) in Portfolios (an improvement of £1.3m from last quarter’s forecast of £14.2m) offset by a £6.7m (£5.8m last quarter) favourable variance in Corporate & Funding.  Although an adverse variance was still forecast, the portfolio position had improved due to actions taken to contain the forecast as much as possible.

Of the £12.9m (£14.2m last quarter) adverse variance in Portfolios the Cabinet Member for Accessible Housing and resources reported that this consisted of:

a) £6.4m (£6.8m last quarter) pressure in Education and Children’s Services predominantly due to pressures in placement budgets from high numbers of looked after children (£5.9m).

b) £4.3m (£4.5m last quarter) pressure in Transport made up of £3.0m (£3.7m Q2) due to demand and price increases within Home to School Transport together with £1.1m pressure in Highways and Technical Services due to reduced parking income and maintenance (£1.3m) offset by £0.2m within Network Management for Coring income.

c) £1.2m (£1.8m last quarter) in Climate Change and Environment. £1.5m relates to Waste Collection contract costs. Income pressures due to reduced electricity market prices in Energy from Waste (EfW) and Third-Party Waste were offset by an assumed full use of Waste Reserve (£5.1m).  

d) £1.6m pressure within Health and Wellbeing, which included pressures on transport costs and care packages in Supported Living, offset by favourable income variance.

The £6.7m (£5.8m last quarter) favourable variance in corporate budgets included:

a) A favourable variance of £2.9m within Capital Financing due to £2.4m reduction in interest payable due to internal borrowing, and £0.5m below budget on the MRP (Minimum Revenue Provision) budget.

b) Favourable variance of £3.6m (£3.1m last quarter) on Treasury Management income, due to cash balances being higher than expected and interest rates having remained higher for longer than had been originally expected.

c) These favourable variances were offset by an adverse variance of £0.6m (an improvement of £0.2m since Quarter 2) on the centrally held savings target which was being proactively managed to identify additional savings over and above the agreed targets held within portfolios. Ongoing savings had  ...  view the full minutes text for item 16.

The Council’s Capital Programme for 2024/25 to 2027/28 was approved by Full Council in February 2024 as £666.264m. The programme was revised to £674.944m following additions agreed by Cabinet in July 2024. The programme was further revised to £686.589m by Cabinet in November 2024. This report set out the changes required in Quarter 3 bringing the programme to £687.780m.

The report recommended changes which have been recommended through the Council’s Gateway process:

·       Additions of £1.283m for new projects which are externally funded from grants and s.106.

·       Reductions of £0.053m, where a project has been completed and an expectation of a project underspend.

·       A reprofile of the programme to align with current project delivery plans, including a net £0.149m is recommended to be reprofiled from 2024-25 to future years.

·       Release of £37.505m for projects which are recommended to release existing budgets to projects which have come forward as part of the Capital Gateway Process as outlined by section 5 of the report.

Since Quarter 2 there had been a £0.089m budget removal through Leader Decision (Marlow Hill S106). Also, there had been £9.337m of budget releases which had been put through a Leader or Key decision.

RESOLVED that the recommended changes to the Capital Programme be APPROVED:

1.      £1.283m of additions to the Capital Programme, which are funded from ringfenced grants and s.106.

2.      £0.142m of removals due to completion, expected underspend or a transfer to revenue to fund operating costs.

3.      The revised £687.780m Capital Programme, with £0.149m reprofiled from 2024/25 into future years.

4.      The release of funding of £37.505m relating to the projects set out in section 5 of the report.

The Council’s Capital Programme for 2024/25 to 2027/28 was approved by Full Council in February 2024 as £666.264m. The programme was revised to £674.944m following additions agreed by Cabinet in July 2024. The programme was further revised to £686.589m by Cabinet in November 2024. This report set out the changes required in Quarter 3 bringing the programme to £687.780m.

The report recommended changes which have been recommended through the Council’s Gateway process:

·       Additions of £1.283m for new projects which are externally funded from grants and s.106.

·       Reductions of £0.053m, where a project has been completed and an expectation of a project underspend.

·       A reprofile of the programme to align with current project delivery plans, including a net £0.149m is recommended to be reprofiled from 2024-25 to future years.

·       Release of £37.505m for projects which are recommended to release existing budgets to projects which have come forward as part of the Capital Gateway Process as outlined by section 5 of the report.

Since Quarter 2 there had been a £0.089m budget removal through Leader Decision (Marlow Hill S106). Also, there had been £9.337m of budget releases which had been put through a Leader or Key decision.

RESOLVED that the recommended changes to the Capital Programme be APPROVED:

1.      £1.283m of additions to the Capital Programme, which are funded from ringfenced grants and s.106.

2.      £0.142m of removals due to completion, expected underspend or a transfer to revenue to fund operating costs.

3.      The revised £687.780m Capital Programme, with £0.149m reprofiled from 2024/25 into future years.

4.      The release of funding of £37.505m relating to the projects set out in section 5 of the report.

The quarterly performance report provided details of the key performance measures reported through the corporate performance framework for 2024/25 and the performance scorecard which provided information on four key elements of performance for the Council covering Finance, Customer Service, Performance and Human Resources indicators. Within the performance report and performance scorecard, outturns which were performing at or better than target were classified as Green, those which were within 5% of the target were Amber and those which were more than 5% of the target were Red. At the end of Quarter 3, 91 indicators had outturns reported with a Red, Amber or Green status. Of these, 61 were Green (67%), 13 were Amber (14%) and 17 were Red (19%).

RESOLVED

1)      That the Council’s performance for the Quarter 3 period 2024-25 be NOTED.

2)      That the actions being taken to improve performance where required be NOTED.

The quarterly performance report provided details of the key performance measures reported through the corporate performance framework for 2024/25 and the performance scorecard which provided information on four key elements of performance for the Council covering Finance, Customer Service, Performance and Human Resources indicators. Within the performance report and performance scorecard, outturns which were performing at or better than target were classified as Green, those which were within 5% of the target were Amber and those which were more than 5% of the target were Red. At the end of Quarter 3, 91 indicators had outturns reported with a Red, Amber or Green status. Of these, 61 were Green (67%), 13 were Amber (14%) and 17 were Red (19%).

The Cabinet Member for Accessible Housing and Resources reported that following the closure of the Office of Local Government the 27 indicators that were previously categorised as OFLOG were now being categorised as the Ministry of Housing and Local Government; most of these indicators were monitor only.  

RESOLVED

1)      That the Council’s performance for the Quarter 3 period 2024-25 be NOTED.

2)      That the actions being taken to improve performance where required be NOTED.

The Friars Square Store B unit was currently let in accordance with the terms set out in the Confidential Annex, however the Council could break this lease, and bring in a new tenant on the terms outlined in the Confidential Annex.

Comparable market knowledge of the proposed tenant’s impact on other shopping centres and towns suggested the effect of this new letting would be transformational through the retaining of existing tenants in terms of rent reviews and lease renewals, as well as the letting of key space elsewhere within the centre. The benefit would then be seen with anticipated increased footfall upon opening, which in turn would lead to a significant impact on the wider regeneration of Aylesbury Town Centre, in line with the aims of the Council’s emerging Economic Development Strategy. This in turn would help attract new investment to the town with the benefits to Friars Square and Aylesbury Town Centre being felt long before the store opens. This letting would be a significant local employment driver.

RESOLVED

1)      That the Service Director of Commercial Property and Regeneration in consultation with the Cabinet Member for Accessible Housing and Resources be authorised to:

1.      finalise Heads of Terms for a new 10 year long-term lease for Store B at Friars Square in accordance with the draft Heads of Terms contained in the Confidential Annex.

2.      finalise the Agreement for Lease, exchange and complete in accordance with the Heads of Terms and provisional costings as set out in the Confidential Annex.

3.      agree and execute appointments of necessary construction consultants and construction contracts to refurbish Store B to the agreed Landlord Specification capital works, as set out in Confidential Annex Appendix 3a.

4.      authorise the services of required legal notices on the existing tenant to terminate the existing lease.

2)      That £4.5m for the Landlord specification capital works, as set out in the Confidential Annex Appendix 3a, be added to the Council's Capital Programme for 2025-26, to fund fit-out works at Store B, funded from a contribution from the Growth Board.

The Friars Square Store B unit was currently let in accordance with the terms set out in the Confidential Annex, however the Council could break this lease, and bring in a new tenant on the terms outlined in the Confidential Annex.

Comparable market knowledge of the proposed tenant’s impact on other shopping centres and towns suggested the effect of this new letting would be transformational through the retaining of existing tenants in terms of rent reviews and lease renewals, as well as the letting of key space elsewhere within the centre. The benefit would then be seen with anticipated increased footfall upon opening, which in turn would lead to a significant impact on the wider regeneration of Aylesbury Town Centre, in line with the aims of the Council’s emerging Economic Development Strategy. This in turn would help attract new investment to the town with the benefits to Friars Square and Aylesbury Town Centre being felt long before the store opens. This letting would be a significant local employment driver.

RESOLVED

1)      That the Service Director of Commercial Property and Regeneration in consultation with the Cabinet Member for Accessible Housing and Resources be authorised to:

1.      finalise Heads of Terms for a new 10 year long-term lease for Store B at Friars Square in accordance with the draft Heads of Terms contained in the Confidential Annex.

2.      finalise the Agreement for Lease, exchange and complete in accordance with the Heads of Terms and provisional costings as set out in the Confidential Annex.

3.      agree and execute appointments of necessary construction consultants and construction contracts to refurbish Store B to the agreed Landlord Specification capital works, as set out in Confidential Annex Appendix 3a.

4.      authorise the services of required legal notices on the existing tenant to terminate the existing lease.

2)      That £4.5m for the Landlord specification capital works, as set out in the Confidential Annex Appendix 3a, be added to the Council's Capital Programme for 2025-26, to fund fit-out works at Store B, funded from a contribution from the Growth Board.

To resolve that under Section 100(A)(4) of the Local Government Act 1972 the public be excluded from the meeting for the following item(s) of business on the grounds that it involves the likely disclosure of exempt information as defined in Part I of Schedule 12A of the Act.

Paragraph 3 - Information relating to the financial or business affairs of any particular person (including the authority holding that information)

RESOLVED -

that under Section 100(A)(4) of the Local Government Act 1972 the public be excluded from the meeting for the following item(s) of business on the grounds that it involves the likely disclosure of exempt information as defined in Part I of Schedule 12A of the Act.

Paragraph 3    Information relating to the financial or business affairs of any particular person (including the authority holding that information)

RESOLVED that the confidential minutes be agreed.

The confidential appendices were discussed.

11 March 2025 at 10am

11 and 17^th March 2025 at 10am.