Decisions

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Decisions published

03/02/2020 - 10 Year Capital Strategy 2020-2030 ref: 422    For Determination

Decision Maker: Strategy and Resources Committee

Made at meeting: 03/02/2020 - Strategy and Resources Committee

Decision published: 13/02/2020

Effective from: 03/02/2020

Decision:

The Committee considered a report by Chief Financial Officer (circulated previously) regarding the 10 Year Capital Strategy 2020 to 2030.

 

The Head of Resources highlighted the following:

 

·         Prior to 2019, the Council only reviewed capital expenditure and financing over a short period of 2-3 years.   The revised Prudential and Treasury Management code required all local authorities to prepare a Capital Strategy.

·         The capital strategy document covered the ten year period from 2020 to 2030 and would be reviewed annually by Full Council prior to each financial year.

·         The Council’s Capital Project Governance and appraisal process as detailed in paragraph 4.3 of the report.

·         The Capital Strategy for years 2020/21 to 2023/24 (Medium Term) as detailed in paragraph 4.4 of the report.

·         The Capital Strategy for years 2024/25 to 2029/30 (Long Term) as detailed in paragraph 4.5 of the report.

·         The Watersports Centre potential funding bid had not been included in the Strategy and would be presented to a future Committee.

 

RECOMMENDED that the Capital Strategy 2020/21 to 2029/30 be approved.

 

Lead officer: Jon Triggs


03/02/2020 - Treasury Management Strategy Statement 2020/21 ref: 417    For Determination

Decision Maker: Strategy and Resources Committee

Made at meeting: 03/02/2020 - Strategy and Resources Committee

Decision published: 13/02/2020

Effective from: 03/02/2020

Decision:

The Committee considered a report by the Chief Financial Officer (circulated previously) regarding the Treasury Management Strategy Statement 2020-21.

 

The Head of Resources highlighted the following:

 

·         The Council was required to receive and approve three reports each year which included: Prudential and treasury indicators and treasury strategy (first report), Mid Year Treasury Management report (second report) and an Annual Treasury report (third report).

·         The Council’s investment priorities were security of funds first, portfolio liquidity second and then yield, (return).

·         The Capital Prudential Indicators 2020-21 to 2022-23 as detailed in paragraph 5.1.

·         The Council’s Capital Financing Requirement projections as detailed in paragraph 5.2.

·         Core funds and expected investment balances as detailed in paragraph 5.3.

·         Minimum revenue provision (MRP) policy statement as detailed in paragraph 5.5. The MRP was based on the estimated life of the assets in accordance with the regulations.

·         Current portfolio position and borrowing levels would increase as detailed in paragraph 6.1.  No difficulties were envisaged in the repayment of borrowing.

·         Treasury indicators limits to borrowing activity and the operational boundary as detailed in paragraph 6.2.

·         The majority of investment returns were short-term.

·         Appendix B would be superseded by the Commercialisation Strategy when this comes forward.

·         Economic background as detailed in Appendix C.

 

RECOMMENDED that the Treasury Management Strategy Statement, Minimum Revenue Provision Policy Statement and Annual Investment Statement 2020/2021, including the Treasury Management and Prudential Indicators for 2020/21 to 2022/23, be approved.

 

Lead officer: Jon Triggs


03/02/2020 - Revenue Budget 2020/21, Capital Programme and Medium Term Financial Strategy 2020-2024 ref: 420    Recommendations Approved

Decision Maker: Strategy and Resources Committee

Made at meeting: 03/02/2020 - Strategy and Resources Committee

Decision published: 13/02/2020

Effective from: 03/02/2020

Decision:

The Committee considered a report by the Head of Resources (circulated previously) regarding the Revenue Budget 2020-21, Capital Programme and Medium Term Financial Strategy 2020-2024.

 

RESOLVED that as part of the budget setting process that in future a briefing be arranged for the Committee to gain a full understanding  prior to formal consideration of the budget.

 

The Head of Resources highlighted the following:

 

·         Government settlement December 2019.  The provisional 2020-21 settlement (included the Rural Services Delivery Grant) was £3.317m.  In cash terms this was £48,000 more than 2019/20 (1.5% increase) in line with last year.  The Fair Funding Review had been delayed by one year until April 2021.  The New Homes Bonus in-year allocation had been allocated for 2020/21 only.  There were no legacy payments on the 2020/21 allocation.  The Government was intending to consult on the future of housing incentive in Spring 2020 to move towards a new, targeted approach.  The Rural Services Delivery Grant matched the 2019/20 level.  Council Tax levels for District Councils could be increased by up to 2% or £5 whichever was higher.  The referendum in relation to Council Tax levels for Town and Parish Councils had been deferred.

·         The reduction in Government funding for 2012/13 to 2020/21.  Funding had reduced from £28.1bn to £18.5bn (34%) to 2019/20.  There were potential significant changes to core funding from the Government from 2021/22 onwards and the Council needed to put plans in place to become more commercial and improve efficiencies across the whole Council.

·         Medium Term Financial Plan (2019-23) approved by Council in February 2019 was based on a number of financial assumptions about the future which included: funding from Central Government, retained Business Rates income and future Council Tax levels, cost pressures and saving plans, and contributions to and from reserves (e.g. vehicle replacement).  The forecast budget gap as at this time last year from 2021/22 onwards was outlined.

·         New Homes Bonus changes introduced in 2017 and potential changes for 2021/22 year onwards.

·         New Homes Bonus provisional level of funding to 2020/21.  The level of funding for 2019/20 was £1,445,670.  The Medium Term Financial Plan assumed £1.446m, therefore there was an additional £391,000. It was recommended that £250,000 be placed into a reserve for transformation and delivery of the corporate plan.  For 2021/22 the projected income was £814,531, therefore was a potential reduction of over £1m funding on the current level.  For 2022/23 the projected income was £434,860, therefore was a potential reduction of over £1.4m funding on the current level.  There was uncertainty around future funding and design of the new scheme for 2021/22. 

·         The 2020/21 Business Rate retention forecast income was £1.986m.  The 2020/21 draft budget (above baseline funding) included £1.658m income.  Reform of Local Government funding from 2021/22 onwards. 

·         Local Government Finance funding reforms which included: Spending Review for the period 2021/22; a review of relative needs and resources; Business Rates retention pilots; Business Rates baseline reset; Fair Funding review; New Homes Bonus review; reforms to Local Government funding would change the level of resources available and impact on the revenue budget; indicative allocations would be announced in Autumn 2020.

·         Council Tax levels for 2019/20 Band D properties had been increased by £5.33 (equivalent to 2.99%).  For 2020/21 Rural Councils could increase levels by up to 2% or £5 (whichever higher).  By increasing the level by £5 for 2020/21 would increase NDC’s proportion of Council Tax for Band D properties from £183.35 to £188.35 (increase of 2.73%).  Devon County Council could increase its proportion of Council Tax by up to 2% and an additional 2% for Adult Social care.

·         Strategic Grants (Appendix B) – it had been recommended that the level of strategic grants not be reduced.  The Medium Term Financial Plan supported the principle of a planned reduction for 2020/21 of around 9%, however the Government finance settlement had been slightly better than forecast, therefore no reduction was recommended for 2020/21. 

·         Draft Revenue Budget 2020/21 which included: cost pressures and savings; options to balance the budget and how it would be funded.   Business rates retention and New Homes Bonus were both at risk of change for 2021/22 year onward.

·         Draft Revenue Budget 2020/21 (Appendix A) showed a balanced budget and assumed:

o   2.73% (£5.00) increase in Council Tax (each 1% equated to circa £63,000).

o   Strategic Grants have not been reduced as originally planned.

o   Parish Grants removed following report and decision made by Strategy and Resources Committee on 4 November 2019 and replaced with new Climate and Environment Grants scheme for smaller Parish Councils outlined in January 2020.

o   Additional one-off core Government funding placed into a Transformation Reserve to deliver the Corporate Plan.

·         Reserves (Appendix C).  General fund balance forecast level at 31 March 2021 was £1.161m (8.7% of net budget).  The recommended level was between 5-10%.  Earmarked reserves forecast level at 31 March 2021 was £3.336m.  In compliance with the Local Government Act 2003, the Chief Financial Officer assured the Committee of the robustness of the estimates and the adequacy of the proposed financial reserves.

·         Medium Term Financial Strategy 2020-24 was based on a number of financial assumption about the future which included: funding from Central Government; retained Business Rates income and future Council Tax levels; cost pressures and savings plans; and contributions to and from reserves (e.g. vehicle replacement).  Paragraph 5.1.5.6 outlined the assumption on loss of core funding and New Homes Bonus.  Paragraphs 5.1.5.8 and 5.1.5.11 in the report provided further detail on the budget gap and what was not included.  Appendix D detailed the modelled financial projections.

·         Capital Programme for 2019/20 to 2022/23.  Investment plans for 2019/20 to 2021/22 totalled £31.276m.  5 business cases for capital funding had been submitted.  The cost to the Council was £1.936m.  The Project Appraisal Group had scored all of the business cases as “high”.  The Watersports Centre potential funding bid had not been included and would be presented to a future Committee.  Business cases had been submitted for the following projects:

o   Online consultation software system

o   ICT projects 22-23

o   Vehicle replacement

o   Boyton House re-furbishment

o   Disabled Facility Grants

·         The projects would be funded by earmarked reserves (£0.553m) and the borrowing need would increase by £1.383m.

·         Future year borrowing costs had been included in the Medium Term Financial Plan.  The borrowing costs would increase to £1.278m by 2023-24 (an increase of £0.578m).  Borrowing costs increase would be offset by the Leisure Centre maintenance savings and new Leisure Centre contract revenue subsidy income (£0.496m).  Without any further capital receipts in addition to the amount that had been forecast already, it was estimated that borrowing costs could increase to £1.480m in 2029-30 due to additional future year vehicle and ICT replacements.

·         Draft Capital Programme (Appendix E).  The total Capital Programme 2019-20 to 2022-23 was £34.191m which would be recommended to Council for approval on 26 February 2020.

·         How the total Capital Programme 2019-20 to 2022-23 would be funded.

·         Projected underlying need to borrow in accordance with the 10 year Capital Strategy.

·         Risks identified that could affect financial plans.

·         Timeline – Council at its meeting on 15 January 2020 approved the Council Tax base; the budget and capital programme would be considered by the Committee on 3 February 2020 and Policy Development Committee on 13 February 2020; Council on 26 February 2020 to consider the approval of the budget and capital programme and setting of Council Tax.

 

In response to questions, the Head of Resources advised the following:

 

·         50% growth forecast income for Business Rates above baseline was the net growth in changes in business rates.

·         The new Climate Environment Grant scheme contribution of £20,000 would be included within the Strategic Grants appendix presented to Council on 26th February 2020.  Consideration could be given at year end to any underspend from the Community Councillors Grant scheme being placed into a reserve.

·         It was anticipated that the Commercialisation Strategy would be brought to the Committee for consideration at its meeting in April 2020.

·         The forecast budget was prudent and included the potential risks identified.

·         The Council had lobbied the Government through the Rural Services Network on fairness of the rural and urban finance settlement.

·         Universal Credit did not have a direct cashable cost on the Council, however had a potential impact on homelessness.  Measures had been implemented to reduce costs for the provision of temporary accommodation.

·         The level of earmarked reserves changed.  However, as the Chief Financial Officer he was satisfied with the level of reserves currently held.

 

In response to questions, the Chief Executive advised that the changes to the ICT infrastructure did not result in an immediate direct cashable benefit to the Council.  However, the direct impact was in relation to the number of ways that customers could contact the Council and less telephone calls to the Customer Services centre.  There was currently an increase in demand in contact to the Customer Services centre, which was being investigated.    The Council needed to adopt a more commercial approach to bridge the funding shortfall to enable the Council to continue to provide core services.

 

RESOLVED:

 

(a)

That the latest forecast for Budget 2019-20 and the proposed contributions to earmarked reserves be noted;

 

(b)

That the Chief Financial Officer’s assurance on the adequacy of the reserves and the robustness of the budget in paragraph 5.1.4.5 of the report be noted;

 

(c)

That the Chief Financial Officer’s highlighted areas of risk identified within the budget process set out in paragraphs 5.1.4.6 and 5.3 of the report be noted;

 

(d)

That the latest Medium Term Financial forecast for 2020-2024 as shown in paragraph 5.1.5 of the report be noted;

 

(e)

That subject to approval of (i) below, that funds are released for the capital schemes listed in paragraph 5.2.2 of the report;

 

RECOMMENDED:

 

(f)

That there be an increase of 2.73% in the level of Council Tax charged by North Devon Council for 2020-21 (in accordance with the revised referendum limit ability of £5.00 per Band D property) with a Band D Council Tax level of £188.35;

 

(g)

That the actions identified in sections 5.1.2 to 5.1.4 of the report, which were required to ensure a balanced budget was achieved and therefore recommend to Council the approval of 2020-21 General Revenue Account Budget;

 

(h)

That the Medium Term Financial Strategy 2020-2024, in paragraph 5.1.5 of the report, as part of the Policy Framework be adopted;

 

(i)

That the Capital Programme 2019-20 to 2022-23 as highlighted in paragraph 5.2 of the report be approved.

 

Lead officer: Jon Triggs


03/02/2020 - Performance and Financial Management Quarter 3 of 2019/20 ref: 418    For Determination

Decision Maker: Strategy and Resources Committee

Made at meeting: 03/02/2020 - Strategy and Resources Committee

Decision published: 13/02/2020

Effective from: 03/02/2020

Decision:

The Committee considered a report by the Head of Resources (circulated previously) regarding the Performance and Financial Management report for Quarter 3 of 2019/20.

 

The Accountancy Services Manager highlighted the following:

 

·         As at 31st December 2019, the latest forecast net expenditure was £12,512,000, which produced a forecast budget surplus of £6,000. Quarter 2 forecast a budget deficit of £87,000.  Details were shown in Appendix A – Variations in the Revenue Budget. The main variances supporting the £93,000 positive movement from quarter two to quarter three included savings within Temporary Accommodation and ICT Software and Devon WAN contract.

·         The original budget for 2019/20 included a forecast to achieve £239,000 worth of salary vacancy savings.  This was reduced to £214,000 as a result of a virement in respect of the redesign of the salary pay structure. The current position forecasts this will be exceeded by £17,000.

·         A review of procedures and processes within Works and Recycling was carried out at quarter two and a targeted spend had been set in respect of the vehicle workshop, challenging resources across all Works and Recycling manual sections and to reduce sickness levels.  As a result of these changes a reduction in overtime and agency costs was factored within the quarter 2 projections.  The current figures indicated that these targeted reductions were being achieved, although it would continue to be closely monitored until the end of the financial year.

·         The sale of recyclable material continued to be an uncontrollable variable where there had recently been a reduction to zero for glass and cardboard, although the sale price of plastic had increased significantly. The continued volatility remained a risk on-going and would be monitored closely. 

·         At the 31st December 2019, a £200,000 increase to business rates growth had already been factored into the budget, the growth was now estimated to be £1,702,000.

·         Appendix B – “Movement in reserves and balances” detailed the movements to and from earmarked reserves in 2019/20.

·         Appendix C – “Strategic Contingency Reserve” detailed the Strategic Contingency Reserve movements and commitments.

·         Appendix D – “Capital Programme”.  The Budget and Financial Framework report to Executive 4th February 2019 outlined the Capital Programme for the 2019/20 financial year of £9,609,022.

·         Variations of £908,967 were proposed to the 2019/20 Capital Programme as detailed in paragraph 4.4.3 of the report.

·         Variations of £528,428 were proposed to the 2020/21 Capital Programme as detailed in paragraph 4.4.4 of the report.

·         Variations of £171,413 were proposed to the 2021/22 Capital Programme as detailed in paragraph 4.4.5 of the report.

·         The revised Capital Programme for 2019/20 taking into account the budget variations was £8,102,276.

·         Actual spend on the 2019/20 Capital Programme, as at 31st December 2019 was £3,795,934.

·         The overall Capital Programme for 2019/20 to 2021/22 was £31,275,809.

·         The Programme of £31,275,809 was funded by Capital Receipts (£14,082,815), External Grants and Contributions (£14,618,838) and Reserves (£2,574,156). 

·         Once funds had been included in the Capital Programme the Constitution required a separate decision to release those funds. Accordingly the HGV ramp scheme needed the funds to be released so that spending can start within the following three months.

·         Treasury Management and Debt Management as detailed in paragraphs 4.5 and 4.6 of the report.

 

In response to a question regarding variations to the Capital Programme in relation to the Leisure Centre project, the Accountancy Services Manager advised that the funds had been included within the Capital Programme following approval by full Council and calculation of the final costs for the project.

 

In response to questions, the Head of Resources advised the following:

 

·         There was a slight increase in the level of outstanding Council Tax as a result of an increase in the number of people being billed due to the Council Tax Reduction scheme.  The Council billed approximately £50m per annum.  The collection of Council Tax was in line with the target of between 97-98%.

·         There had been an increase in the number of write offs.  This was mainly due to an increase in insolvency cases and voluntary arrangements whereby the Council had to write off the outstanding debt. The Council billed approximately £35m for business rates and combined with Council Tax the Council had approximately £90m debt to collect.  In comparison to the total amount of overall debt, the outstanding amount for collection was relatively small.

·         The Council had a recovery process in place to collect outstanding debt and some cases were taken to court to seek a liability order.

·         If a customer passed away, the outstanding debt would be written off.

·         The movement in aged debt from 2018 to 2019 included circa £180,000 in relation to housing deposits and £1,270,000 for planning Section 106 fees, for which there are payment plans in place for these areas of debt.

·         It was not anticipated that the number of insolvency cases would decrease, however the Government was providing assistance to businesses by providing additional rate relief.

·         The Council worked with individual customers in relation to payment plans and instalment plans were agreed in some circumstances.

·         The acquisition of the sub lease interest at Plot 1, Seven Brethren bank, Barnstaple had been completed and the final cost had been included within the capital programme.  These costs included any works required to be undertaken.

·         Works to the Pannier Market roof had been delayed as a specialist team was required to undertake the works.  Works were due to commence in 2020/21 and may need to continue into 2021/22.  There was a need to plan the works carefully in relation to VAT implications.

·         Officers were in the process of contacting the tenant of the public house that the Council owned in Castle Street in relation to works that the Council needed to undertake and discuss long term plans.

·         Targeted spend had been set in relation to the vehicle workshop and the resources within the Works and Recycling service to reduce costs.  Although the costs had reduced, an overspend of £222,000 was forecast for the end of the financial year.

·         Following a report presented to the Executive in April 2019 in relation to the Watersports Centre project, the Project Team had undertaken a significant amount of work to explore alternative options in order to reduce the funding gap. The options had been informally presented to the Ward Members and Ilfracombe Town Council. It was anticipated that a report outlining the options would be presented to the Committee in April 2020.  The report would also include revenue streams to offset borrowing implications.

·         The updates in relation to service plan actions detailed in Appendix E were in relation to the service plans for 2019/20.  Outstanding actions would be included within the service plans for 2020/21.  The Quarter 4 report would include revised completion dates and updated progress notes.

·         The number of Disabled Facility Grants completed and monies paid (Service Plan action LEHH019, Appendix E) was a cumulative figure.  The completion number had increased as the Council was now working with North Devon Homes, some funds had been re-circulated through the Devon fund which had enabled the team have more resources to assist with the processing of applications.

 

The Chief Executive advised that as part of the “Vanguard” process causes of overtime spend were being analysed.  It was anticipated that once the causes had been identified, these would be addressed within the next few weeks.  A robust service needed to be in place prior to consideration of moving to a three weekly waste collection service.  A report would be brought to the Committee at the appropriate time.

 

RESOLVED:

 

(a)

That the actions being taken to ensure that performance is at the desired level be noted;

 

(b)

That the contributions to/from earmarked reserves be approved as detailed in paragraph 4.2 of the report;

 

(c)

That the movements on the Strategic Contingency Reserve (paragraph 4.3) be noted;

 

(d)

That funds be released for the capital schemes listed in paragraph 4.4.12;

 

(e)

That the sections dealing with Treasury Management (section 4.5), and Debt Management (sections 4.6 and 4.7) be noted;

 

RECOMMENDED:

 

(f)

That the variations to the Capital Programme 2019/20 to 2021/22 (paragraphs 4.4.3 to 4.4.5) be approved.

 

Lead officer: Jon Triggs


03/02/2020 - Approval and Release of Section 106 Public Open Space Funds - Berrynarbor ref: 421    For Determination

Decision Maker: Strategy and Resources Committee

Made at meeting: 03/02/2020 - Strategy and Resources Committee

Decision published: 13/02/2020

Effective from: 03/02/2020

Decision:

The Committee considered a report by the Project, Procurement and Open Space Officer (circulated previously) regarding the allocation of section 106 public open space funds towards projects in Berrynarbor.

 

The Project, Procurement and Open Space Officer highlighted the project details as detailed in paragraphs 4.1 to 4.3 and the financial implications as detailed in paragraphs 5.1 to 5.3 of the report.

 

RESOLVED:

 

(a)

That £5,274.32 be allocated to Berrynarbor Parish Council towards the refurbishment of Manor Hall;

 

(b)

That £7,593.10 be allocated to Berrynarbor Parish Council towards the provision of new play equipment at Manor Hall;

 

(c)

That £9,074.58 be allocated to Berrynarbor Parish Council towards the provision of new play equipment at the Recreation Field;

 

RECOMMENDED:

 

(d)

That Council vary the capital programme by £21,942 and that funds be released, subject to a Funding Agreement upon such terms and conditions as may be agreed by the Senior Solicitor, for external projects.

 

Lead officer: Lucy Wheeler


03/02/2020 - Review of Charges and Fees for Services 2020/21 ref: 419    For Determination

Decision Maker: Strategy and Resources Committee

Made at meeting: 03/02/2020 - Strategy and Resources Committee

Decision published: 13/02/2020

Effective from: 03/02/2020

Decision:

The Committee considered a report by the Head of Resources (circulated previously) regarding the review of Charges and Fees for Services 2020/21.

 

The Head of Resources highlighted the following:

 

·         It was proposed that the fees and charges be increased by 3% which was in line with inflation with the exception of the services outlined in paragraphs 4.3 to 4.8 in the report.

 

In response to questions, the Head of Resources advised the following:

·         The review of the Trade Waste Service from Holiday homes had been reviewed replacing the weekly collections with fortnightly collections.  This was to align the service with others part of the Waste and Recycling service.  However, clarification would be sought as to whether customers had been consulted on the proposed changes to the frequency of collections and the reason for the proposed change.  This information would be presented to the Policy Development Committee at its meeting on 13th February 2020 and circulated to Councillors prior to Council on 26th February 2020.

·         The charges for the collection of Trade Waste were still competitive.  The Trade Service would be reviewed as part of the Works and Recycling Service Plan for 2020/21 to ensure that the service was more efficient and fees covered the costs of the provision of the service.  Once this review had been completed work would be undertaken to promote the service. 

·         The Barnstaple Town Centre Manager sat on the Pannier Market Traders Committee.  There was currently no Councillor appointed to the Committee.

 

The Chief Executive advised that previously the Leader of the Council informally sat on the Pannier Market Traders Committee and that a formal appointment of a representative on the Committee would be made if required.

 

RECOMMENDED:

 

(a)

That there be a 3% increase in fees for 2020/21 financial year, for the following services:

 

Allotments – Appendix A

Trade Waste – Appendix C

Cemetery fees – Appendix F

Sports pitches – Appendix G

Pannier Market Charges (subject to consultation with the traders committee)

Appendix H

Bulky Collections – Appendix I

 

(b)

That the remaining fees be varied by the elements outlined in paragraphs 4.3 to 4.8 in the report.

 

Lead officer: Tony Rumble


15/01/2020 - Exclusion of Public and Press and Restriction of Documents ref: 396    Recommendations Approved

Decision Maker: Council

Made at meeting: 15/01/2020 - Council

Decision published: 06/02/2020

Effective from: 15/01/2020

Decision:

RESOLVED:

 

(a)

That, under section 100A(4) of the Local Government Act 1972, the

public and press be excluded from the meeting for the following item

as it involved the likely disclosure of exempt information as defined by Paragraph 2 of Part 1 of Schedule 12A of the Act (as amended from time to time), namely information which is likely to reveal the identity of an individual;

 

(b)

That all documents and reports relating to the item be confirmed as

“Not for Publication”.

 


15/01/2020 - Policy Development and Governance Committees - appointments for 2019/20 ref: 401    Recommendations Approved

Decision Maker: Council

Made at meeting: 15/01/2020 - Council

Decision published: 06/02/2020

Effective from: 15/01/2020

Decision:

Councillor Yabsley advised that following the change in the time of Policy Development Committee meetings, Councillor Luggar had requested to remain on the Committee.  Therefore, no change to the membership of the Policy Development Committee was required.

 

It was moved by Councillor Yabsley and seconded by Councillor D. Spear “that Councillor Luggar be appointed to the Governance Committee in place of Councillor Saxby for the 2019/20 municipal year.”

 

RESOLVED that Councillor Luggar be appointed to the Governance Committee in place of Councillor Saxby for the 2019/20 municipal year.

 


15/01/2020 - Bridge Trust ref: 400    Recommendations Approved

Decision Maker: Council

Made at meeting: 15/01/2020 - Council

Decision published: 06/02/2020

Effective from: 15/01/2020

Decision:

Councillor Lofthouse declared a personal interest as a trustee in his own right.

 

It was moved by Councillor Worden and seconded by Councillor Tucker “that Councillors Biederman and Prowse be appointed as Trustees to serve on the Bridge Trustee Board for a term of four years.”

 

RESOLVED that Councillors Biederman and Prowse be appointed as Trustees to serve on the Bridge Trustee Board for a term of four years.

 


15/01/2020 - Strategy and Resources Committee ref: 407    Recommendations Approved

Decision Maker: Council

Made at meeting: 15/01/2020 - Council

Decision published: 06/02/2020

Effective from: 15/01/2020

Decision:

RESOLVED that the following minutes of the Strategy and Resources Committee (circulated previously) be noted and adopted as follows:

 

(i)            2nd December 2019

(A) Minute 76: Acquisition of Corporate Property


15/01/2020 - Policy Development Committee ref: 406    Recommendations Approved

Decision Maker: Council

Made at meeting: 15/01/2020 - Council

Decision published: 06/02/2020

Effective from: 15/01/2020

Decision:

RESOLVED that the following minutes of the Policy Development Committee (circulated previously) be noted and adopted as follows:

 

(i)            9th December 2019

 

Councillor Prowse advised that Parish Councils had received notification that the Northern Devon Healthcare Trust and Royal Devon and Exeter Boards had agreed to explore joining together on a more formal basis.

 

Councillor Spear, Chair of the Policy Development Committee advised that the Committee would consider the proposals during the consultation period.


15/01/2020 - Planning Committee ref: 405    Recommendations Approved

Decision Maker: Council

Made at meeting: 15/01/2020 - Council

Decision published: 06/02/2020

Effective from: 15/01/2020

Decision:

RESOLVED that the following minutes of the Planning Committee (circulated previously) be noted and adopted as follows:

 

(i)            13th November 2019

(ii)          3rd December 2019

(iii)         11th December 2019


15/01/2020 - Harbour Board ref: 404    Recommendations Approved

Decision Maker: Council

Made at meeting: 15/01/2020 - Council

Decision published: 06/02/2020

Effective from: 15/01/2020

Decision:

RESOLVED that the following minutes of the Harbour Board (circulated previously) be noted and adopted as follows:

 

(i)            12th November 2019

(A) Minute 29: Ilfracombe Harbour – Charges Review 2020-2021

(B) Minute 30: Designated Person Role


15/01/2020 - Governance Committee ref: 403    Recommendations Approved

Decision Maker: Council

Made at meeting: 15/01/2020 - Council

Decision published: 06/02/2020

Effective from: 15/01/2020

Decision:

RESOLVED that the following minutes of the Governance Committee (circulated previously) be noted and adopted as follows:

 

(i) 5th November 2019


15/01/2020 - Building Control Joint Committee ref: 402    Recommendations Approved

Decision Maker: Council

Made at meeting: 15/01/2020 - Council

Decision published: 06/02/2020

Effective from: 15/01/2020

Decision:

RESOLVED that the following minutes of the Building Control Joint Committee (circulated previously) be noted and adopted as follows:

 

(i) 31st October 2019


15/01/2020 - Council Tax Base 2020/21 ref: 398    Recommendations Approved

Decision Maker: Council

Made at meeting: 15/01/2020 - Council

Decision published: 06/02/2020

Effective from: 15/01/2020

Decision:

Council considered a report by the Head of Resources (circulated previously) regarding the Council Tax Base 2020/21.

 

In response to a question regarding how the Council’s collection rates compared nationally, the Head of Resources advised that the collection rate had been set at 97.5%, whereby the national collection rate was around 97%. 

 

In response to a question regarding –A banding, the Head of Resources advised that this rate was for disabled band reduction.

 

It was moved by Councillor Roome and seconded by Councillor Lane that “the recommendations in the report be adopted.”

 

RESOLVED:

 

(a)

that the report for the calculation of the Council Tax Base for 2020/21 by the Head of Resources be approved;

 

(b)

that pursuant to the report and in accordance with the Local Authorities (Calculation of Council Tax Base) (England) Regulations 2012, the amount calculated by North Devon District Council as its schedule for 2020/21 shall be as shown on the schedule to the report.

 


15/01/2020 - Report of meeting of the Strategy and Resources Committee ref: 397    Recommendations Approved

Decision Maker: Council

Made at meeting: 15/01/2020 - Council

Decision published: 06/02/2020

Effective from: 15/01/2020

Decision:

Councillor Worden, Chair of the Strategy and Resources Committee reported the recommendations of the Strategy and Resources Committee on the Council Tax Reduction New Income-Banded Scheme (circulated previously).

 

It was moved by Councillor D. Spear and seconded by Councillor Hunt that “minute 72 of the meeting of the Strategy and Resources Committee on 2nd December 2019 be adopted”.

 

In response to a question, the Head of Resources advised that the reduction applied to the total Council Tax bill.

 

RESOLVED that minute 72 of the meeting of the Strategy and Resources Committee on 2nd December 2019 be adopted.

 


15/01/2020 - Proposed Committee Timetable for 2020/21 ref: 399    Recommendations Approved

Decision Maker: Council

Made at meeting: 15/01/2020 - Council

Decision published: 06/02/2020

Effective from: 15/01/2020

Decision:

Council considered a report by the Senior Corporate and Community Services Officer (circulated previously) regarding the proposed committee timetable for 2020/21.

 

In response to a question regarding scheduling meetings of the Climate Action Team, the Chief Executive advised that the timetable included formal Council and Committee meetings of the Council only.  The Action Team could set dates of future meetings.  Committees also had power to change time or dates of meetings if required.

 

Council discussed the difficulty of Councillors attending evening meetings commencing at 6.00 pm due to the current works being undertaken on the North Devon Link Road and of Councillors working not being able to attend daytime meetings.

 

In response to a question regarding cost implications of holding evening meetings, the Head of Resources advised that officers attending to support evening meetings would accrue additional flexi-time or Time Off in Lieu for meetings after 8.00 pm.

 

It was moved by Councillor Bushell and seconded by Councillor Luggar “that the timetable of Council and Committee meetings for 2020/2021 as detailed in Appendix A be adopted subject to for a trial period of 12 months the time of Council and Governance Committee meetings being changed to 6.30 p.m. and times of Policy Development Committee meetings being scheduled to alternate between 10.00 am and 6.30 p.m.”

 

RESOLVED that the timetable of Council and Committee meetings for 2020/2021 as detailed in Appendix A be adopted subject to for a trial period of 12 months:

 

(a)

the time of Council and Governance Committee meetings being changed to 6.30 p.m.; and

 

(b)

times of Policy Development Committee meetings being scheduled to alternate between 10.00 am and 6.30 p.m..

 


15/01/2020 - To approve as a correct record the minutes of the meeting held on 20th November 2019 (attached). ref: 395    Recommendations Approved

Decision Maker: Council

Made at meeting: 15/01/2020 - Council

Decision published: 06/02/2020

Effective from: 15/01/2020

Decision:

RESOLVED that the minutes of the meeting held on 20th November 2019 (circulated previously) be approved as a correct record and signed by the Chair.

 


04/02/2020 - Insurance contract extension ref: 416    Recommendations Approved

The Insurance contract with Zurich Municipal and Risk Management Partners (as well as Arthur J Gallagher) has now run for three years. Included in the tender document was the option to extend the contract for an additional two years.
The Council’s brokers have advised that RMP will be holding their rates and claims experience does not show a significant deterioration. Therefore any increase should be limited to any changes in sums insured. Zurich Municipal have also given similar advice.

Decision Maker: Head of Resources

Decision published: 04/02/2020

Effective from: 04/02/2020

Decision:

To extend the contract with Zurich Municipal and Risk Management Partners (as well as Arthur J Gallagher) for 2 years to 31st March 2022.

Lead officer: Jon Triggs