Cabinet Members will be asked to make any declarations of interest in respect of items on this agenda. 

There were no declarations of interest.

To sign and confirm as a correct record the minutes of the meetings held on 09 March 2026 and 23 March 2026.

Cabinet agreed the minutes of the meetings held on 09 March 2026 and 23 March 2026 as correct records.

To receive questions from the public in accordance with the Constitution.

Questions, of no longer than 50 words, can be submitted to the Democratic Support Unit, Plymouth City Council, Ballard House, Plymouth, PL1 3BJ, or email to democraticservices@plymouth.gov.uk. Any questions must be received at least five clear working days before the date of the meeting.

There were no questions from members of the public.

To receive reports on business which, in the opinion of the Chair, should be brought forward for urgent consideration.

Councillor Evans OBE (Leader of the Council) raised urgent business and highlighted the following points:

a)     The Birthday Honours List had recently been published, which had generated notable activity locally;

b)    Congratulations were extended to Emma Hewitt (Skills Lead) on receiving an MBE, noting that she had led the Building Plymouth project for approximately 11 years, growing it from a modest initiative with a small number of local firms into a successful enterprise comprising around 80 members, significantly supporting the development of the local construction workforce;

c)     Hannah Sloggett, a former planning officer at Plymouth City Council, had been awarded a BEM, recognising her work with Nudge Community Builders, particularly in the regeneration of Union Street and her efforts to encourage a diverse range of small businesses within the Stonehouse area;

d)    Rob Haring had been awarded an OBE, acknowledging his contributions to education, including his leadership as former Head of Ivybridge Community College and his more recent involvement with the Westcountry Schools Trust, alongside his support for young people within the area;

e)     All recipients were commended for their achievements and the recognition of their contributions to Plymouth and the wider community.

Cabinet agreed:

1. To formally record its congratulations to all award recipients.

Councillor Evans OBE (Leader of the Council) introduced the item and highlighted:

a)     A number of appointments had already been agreed at the Annual Council meeting;

b)    Certain appointments remained reserved to Cabinet for determination, which were set out within Appendix A of the report;

c)     The full list of appointments was presented in the published papers and therefore would not be read aloud in full;

d)    Further representations had been received in respect of vacancies relating to Reform UK nominations, which required inclusion;

e)     The following nominations were put forward:

    i) Corporate Parenting Board – Councillor Rose (Reform UK);

    ii) Child Poverty Working Group – Councillor Sharp (Reform UK);

    iii) Mount Edgcumbe Joint Committee – Councillors Rose and Crumplin (Reform UK);

Cabinet agreed:

1. To approve the appointments contained within the report for the 2026/27 municipal year.?

Councillor Taylor (Cabinet Member for Finance and Sport) introduced the Provisional Capital and Revenue Outturn Report 2025/26 and highlighted the following:

a)     The report set out the budget outturn position for the 2025/26 financial year, noting that the figures remained provisional;

b)    Thanks were extended to Councillor Lowry for his leadership of the finance portfolio over several years, alongside recognition of the significant efforts of officers across the Council in managing finances in a challenging environment;

c)     The Council’s net budget totalled approximately £253 million, supporting over 300 services across the city, and that the scale of this expenditure often extended beyond headline figures;

d)    The outturn position showed an overspend of £2.576 million, representing just over 1% of the total net budget;

e)     Whilst any overspend was taken seriously, the position demonstrated strong financial control, particularly when considered against the national context of significant pressures facing local authorities;

f)      The financial position had improved considerably during the year, reducing by more than £2.2 million since Quarter 3 and significantly from earlier forecasts, reflecting disciplined financial management across the organisation;

g)     Key cost pressures continued in the “big four” areas of adult social care, children’s social care, homelessness and temporary accommodation, and SEND (Special Educational Needs and Disabilities) services, all of which were demand-led and increasing in complexity;

h)    Despite these pressures, the Council had maintained a strong grip on finances, with services prioritising essential expenditure and working collectively to improve the overall position;

i)      Reserves had been used in a planned and controlled manner to maintain stability, whilst recognising that reliance on one-off funding was not sustainable and that plans to rebuild reserves were embedded within the Medium-Term Financial Plan;

j)      Several service areas, including the Growth Directorate, Public Health, and Customer and Corporate Services, had delivered underspends which helped offset pressures elsewhere;

k)     Services had secured external funding and generated additional income where possible, including offsetting temporary accommodation costs and mitigating income losses within the Growth Directorate linked to the energy-from-waste profit share and its summer shutdown;

l)      Approximately 80% of planned savings had been delivered during the year, representing a significant achievement, with a growing focus on prevention, transformation, and demand reduction to improve long-term outcomes;

m)   The Council had delivered an in-year capital programme of £126 million, supporting investment in housing, infrastructure, regeneration, and public services, with around 60% of funding sourced externally to reduce the burden on local taxpayers;

n)    Overall, the report demonstrated resilience, discipline, and responsible financial management, despite ongoing challenges in local government finance.

John Bougeard (Head of Corporate Finance) added:

o)    The strength of financial control, noting that performance would appear even stronger when considered against gross expenditure levels, and emphasised the role of both finance officers and service departments in maintaining budget discipline;

p)    Appreciation was expressed for the support provided to Councillors in improving understanding of the Council’s financial position and ensuring effective scrutiny and governance;

q)    Cabinet acknowledged the importance of continued financial discipline and the contribution of  ...  view the full decision text for item 132.

Councillor Taylor (Cabinet Member for Finance and Sport) introduced the Provisional Capital and Revenue Outturn Report 2025/26 and highlighted the following:

a)     The report set out the budget outturn position for the 2025/26 financial year, noting that the figures remained provisional;

b)    Thanks were extended to Councillor Lowry for his leadership of the finance portfolio over several years, alongside recognition of the significant efforts of officers across the Council in managing finances in a challenging environment;

c)     The Council’s net budget totalled approximately £253 million, supporting over 300 services across the city, and that the scale of this expenditure often extended beyond headline figures;

d)    The outturn position showed an overspend of £2.576 million, representing just over 1% of the total net budget;

e)     Whilst any overspend was taken seriously, the position demonstrated strong financial control, particularly when considered against the national context of significant pressures facing local authorities;

f)      The financial position had improved considerably during the year, reducing by more than £2.2 million since Quarter 3 and significantly from earlier forecasts, reflecting disciplined financial management across the organisation;

g)     Key cost pressures continued in the “big four” areas of adult social care, children’s social care, homelessness and temporary accommodation, and SEND (Special Educational Needs and Disabilities) services, all of which were demand-led and increasing in complexity;

h)    Despite these pressures, the Council had maintained a strong grip on finances, with services prioritising essential expenditure and working collectively to improve the overall position;

i)      Reserves had been used in a planned and controlled manner to maintain stability, whilst recognising that reliance on one-off funding was not sustainable and that plans to rebuild reserves were embedded within the Medium-Term Financial Plan;

j)      Several service areas, including the Growth Directorate, Public Health, and Customer and Corporate Services, had delivered underspends which helped offset pressures elsewhere;

k)     Services had secured external funding and generated additional income where possible, including offsetting temporary accommodation costs and mitigating income losses within the Growth Directorate linked to the energy-from-waste profit share and its summer shutdown;

l)      Approximately 80% of planned savings had been delivered during the year, representing a significant achievement, with a growing focus on prevention, transformation, and demand reduction to improve long-term outcomes;

m)   The Council had delivered an in-year capital programme of £126 million, supporting investment in housing, infrastructure, regeneration, and public services, with around 60% of funding sourced externally to reduce the burden on local taxpayers;

n)    Overall, the report demonstrated resilience, discipline, and responsible financial management, despite ongoing challenges in local government finance.

John Bougeard (Head of Corporate Finance) added:

o)    The strength of financial control, noting that performance would appear even stronger when considered against gross expenditure levels, and emphasised the role of both finance officers and service departments in maintaining budget discipline;

p)    Appreciation was expressed for the support provided to Councillors in improving understanding of the Council’s financial position and ensuring effective scrutiny and governance;

q)    Cabinet acknowledged the importance of continued financial discipline and the contribution of  ...  view the full minutes text for item 132.

Councillor Stephens (Cabinet Member for Strategic Planning and Infrastructure) introduced the Community Infrastructure Levy Governance Review and discussed:

a)     Plymouth had operated a Community Infrastructure Levy (CIL) since June 2013, providing a key mechanism for securing developer contributions towards infrastructure required to support the city’s growth;

b)    Unlike Section 106 agreements which were tied to specific developments, CIL enabled more flexible investment in wider infrastructure aligned to the Council’s strategic growth priorities;

c)     Since its introduction, approximately £9 million had been secured through CIL, supporting infrastructure projects across the city, including improvements to the Central Library, city centre public realm enhancements, the Forder Valley Link Road, electric bus infrastructure, and regeneration works in North Prospect;

d)    The Council had adopted a principle of maximising CIL funding by using it as match funding to leverage larger external investment, with £9 million supporting projects with a combined value of approximately £169 million;

e)     A proportion of CIL funding was allocated to neighbourhood priorities via the City Change Fund, overseen by the Cabinet Member for Cooperative and Community Development, which had supported approximately 190 grassroots projects and leveraged almost £4 million in additional funding;

f)      The City Change Fund had received national and international recognition, including the Royal Town Planning Institute Silver Jubilee Cup in 2019 and an Engaged Cities Award in the same year;

g)     The existing governance framework for CIL dated back to 2013 and it was therefore appropriate to review and refresh the principles and processes governing the allocation of this funding;

h)    An officer working group, including representatives from the Monitoring Officer function, Capital Finance, and Strategic Planning and Infrastructure, had reviewed current arrangements and developed proposals covering allocation principles, decision-making processes, and the delivery of the neighbourhood proportion;

i)      Three key changes were proposed:

    i) Updating the principles for CIL allocation;

    ii) Strengthening transparency between Cabinet and the Corporate Management Team to ensure appropriate engagement at key stages of prioritisation;

    iii) Maintaining flexibility to use CIL to support projects that could also help alleviate wider corporate pressures where appropriate;

j)      A new CIL-funded grant scheme was proposed, with an initial allocation of £20,000 to support grassroots sports facilities such as pitches and changing rooms, complementing existing Section 106 contributions;

k)     The wider benefits of supporting sport were recognised, including improvements to physical health, mental wellbeing, confidence, and community cohesion;

l)      The proposals aimed to strengthen governance, improve transparency, and ensure that CIL continued to deliver maximum benefit for Plymouth’s communities.

In response to questions, Cabinet discussed:

m)   The City Change Fund operated as the primary mechanism for allocating the neighbourhood proportion of CIL funding and was open to applications from across the city, although it was acknowledged that some areas had historically benefitted more than others;

n)     Further work was required to increase awareness of the fund and support communities with less capacity to develop bids, ensuring more equitable access across Plymouth;

o)    Community Infrastructure Levy charging rates could be reviewed at any time, although any review  ...  view the full minutes text for item 133.

Councillor Lowry (Cabinet Member for Organisational Efficiency) introduced the Manifesto Priorities Report and discussed:

a)     Following the local elections in May, the administration had set out commitments to residents through its manifesto, and it was appropriate these were translated into the Council’s day-to-day work;

b)    The report brought all manifesto commitments together in one place, providing transparency and enabling residents to hold the Council to account for delivery;

c)     Corporate Priority One focused on working with the police to tackle crime and anti-social behaviour, with proposals including the potential introduction of noise cameras to address nuisance caused by vehicles such as modified mopeds;

d)    Corporate Priority Two related to fewer potholes, cleaner and greener streets, and transport, including a commitment to invest in highways and fill 20,000 potholes;

Councillor Stephens (Cabinet Member for Environment and Transport) added:

e)     The commitment to address potholes reflected consistent feedback from residents regarding the condition of roads, particularly within their local neighbourhoods;

f)      An additional £460,000 investment had been allocated to highways works, with a focus on improving residential roads, which had historically received less funding than main roads;

g)     While main roads in Plymouth were broadly comparable to those in other towns and cities in England, greater investment was required in residential streets;

h)    The Council’s “Project Pothole” initiative would utilise established repair methods alongside innovative practices to address a range of road defects, not limited to potholes but including worn surfaces and structural deterioration;

i)      Weather conditions, including periods of intense rainfall, had accelerated deterioration of highways, further emphasising the need for sustained investment;

j)      A communications programme would be implemented to inform residents of progress and improvements, alongside tracking the number of potholes repaired;

k)     The Council was committed to delivering the pledge and improving road conditions so residents could see tangible improvements across the city;

Councillor Lowry (Cabinet Member for Organisational Efficiency) added:

l)      Corporate Priority Three focused on building more homes for social rent and affordable ownership, including reducing energy bills for low-income households through improved energy efficiency;

m)   £3.1 million had been secured through the Warm Homes Local Grant for 2025–2028 to support these improvements;

n)    Corporate Priority Four focused on green investment, jobs, skills, and education, with further proposals to be brought forward relating to SEND provision, libraries, and skills development;

o)    Corporate Priority 5 involved working with the NHS to improve access to healthcare and dentistry;

Councillor Lawson (Cabinet Member for Adult Social Care and Public Health) discussed:

p)    A roundtable and taskforce approach would be established to address health inequalities in Plymouth, where health outcomes and life expectancy were below the England average;

q)    Focus would be given to areas with higher levels of deprivation and poorer health outcomes, working collaboratively with GPs and local partners;

r)     That initiatives would explore how Council assets, including libraries and community wellbeing hubs, could improve engagement among residents reluctant to seek support;

s)     Priority areas included cardiovascular disease and cancer outcomes, alongside ensuring appropriate infrastructure was in place  ...  view the full minutes text for item 134.

Purpose of the Report

To update Cabinet on the Devon local government reorganisation programme up to the end of May 2026 and asks Cabinet to agree the draft response to the governance questions in the Structural Changes Order (SCO) information request issued by the Ministry of Housing, Communities and Local Government. The Devon consultation closed on 26 March 2026.

Decision

1.    Cabinet noted the local government reorganisation programme update;

2.    Cabinet agreed the draft response to the structural change order governance questions and authorised the Chief Executive to submit it to the Ministry of Housing, Communities and Local Government.

Reasons

1: To keep members informed of progress on the Devon programme and the Council's preparatory work ahead of the ministerial decision expected before the summer 2026 recess.

2: The information request from MHCLG asks the Council to set out its preferred positions on governance questions by 16 June 2026. Member endorsement gives the response the authority of the Council and confirms elected member priorities on the model, representation and ceremonial protections that matter most to Plymouth.

Alternative options considered and rejected

Cabinet could decline to agree the response and ask officers to revise the positions. This is rejected. The response reflects the Council's settled policy position on reorganisation, and the timetable in the information request leaves little room for delay. Reworking the positions now would risk the Council missing the submission window.

Cabinet could submit no response at all. This is rejected. Saying nothing would leave the Council's preferred positions off the table and lose influence over the governance provisions in the Order.

Declarations

No declarations of interest were made in relation to this item.

Councillor Evans OBE (Leader of the Council) introduced the Local Government Reorganisation Update and Structural Changes Order Report and highlighted the following key points:

a)     The report sought agreement to the Council’s response to Government questions on the Structural Changes Order, which represented a key stage in the local government reorganisation process;

b)    The report did not revise the Council’s previously agreed four-unitary proposal for Devon, which had been approved in 2025;

c)     The final decision on the structure and number of authorities rested with the Secretary of State and was expected before the summer recess;

d)    The Structural Changes Order would enable implementation of the new arrangements and required the Council to confirm its proposed transitional approach;

e)     The Council’s preferred position was to act as a “preparing authority”, meaning it would continue as an existing authority transitioning into a larger organisation rather than forming a new council;

f)      This approach would provide continuity, with existing staff forming the core of the enlarged authority alongside some staff transferring from neighbouring councils;

g)     Transitional governance arrangements would operate for a time-limited period ahead of vesting day in 2028, when the new authority would formally come into effect;

h)    Representation from Devon County Council and South Hams District Council would be included within the transitional governance structure;

i)      Although those areas represented approximately one tenth of the population, one third of seats had been offered to ensure inclusivity and collaborative working;

j)      This approach aimed to build strong relationships early and ensure the interests and identities of incoming communities were recognised;

k)     It was proposed that the expanded authority be named “Greater Plymouth Council” to reflect the wider geography, including rural and South Hams areas, and to signal a broader strategic focus;

Tracey Lee (Chief Executive) added:

l)       The Structural Changes Order was a statutory instrument requiring parliamentary approval to enable implementation of the reorganisation;

m)   All Devon councils had been asked to respond to six key questions and work was ongoing to identify areas of agreement;

n)    There was consensus that the Chief Executive of Devon County Council should act as Senior Responsible Owner, reflecting the central role of county functions;

o)    Some areas of the response would differ between authorities, but the final decision would be made by Government;

p)    A decision was expected before 16 July, after which the process would move into implementation;

q)    Key milestones included shadow authority elections in May 2027 and vesting day on 1 April 2028;

r)     Most strategic decisions for the new authority would be made after the 2027 elections, with preparatory work undertaken beforehand;

Ross Jago (Head of Devolution and LGR Office) added:

s)     The Structural Changes Order response combined technical officer-led work with matters requiring political direction, including naming of the authority;

t)     Extensive collaboration had already taken place with neighbouring councils to prepare for implementation;

In response to questions, it was reported that:

u)    A shadow authority would operate following the 2027 elections, running alongside existing councils for approximately  ...  view the full minutes text for item 135.

Councillor Lowry (Cabinet Member for Organisational Efficiency) introduced the Corporate Plan Performance Report Q4 and highlighted the following key points:

a)     The report was one of the most important considered by the Council, as it set out what the Council aimed to deliver and tracked performance against Corporate Plan priorities;

b)    The report related to the final quarter of the previous municipal year 2025/26, covering the period January to March;

c)     It provided a review of performance across key priorities, including community safety, highways, children’s services, planning, waste services and housing;

d)    Antisocial behaviour reports had fallen to their lowest level during the year, representing a positive outcome;

e)     There had been a significant increase in highway defects, with 1,689 reported compared to 660 in the same period the previous year, attributed largely to adverse weather conditions;

f)      Despite this increase, 92% of highway defects had been resolved within target timescales;

g)     The number of children subject to child protection plans had reduced from 348 in October 2025 to 274 in March 2026, indicating improvement in safeguarding outcomes;

h)    All planning applications had been determined within statutory timeframes, demonstrating an efficient and responsive planning service to support development and investment;

i)      The first phase of the food waste collection service had been successfully launched, reaching approximately 20,000 properties and collecting 280 tonnes of waste in its first quarter;

j)      Targets for bringing long-term empty homes back into use had been exceeded, with 60 properties returned to use against a target of 40;

k)     The report also highlighted areas of challenge, including flat performance in affordable housing completions;

l)      Secondary school absence rates remained too high;

m)   Access to NHS dentistry continued to be an ongoing concern for residents;

n)    Significant effort had been undertaken by officers and Members to ensure the report provided a clear and comprehensive overview of performance across the Council;

o)    The report would be subject to further detailed review by the Corporate Management Team;

p)    Cabinet Members would be expected to demonstrate accountability by explaining performance and actions within their portfolio areas;

q)    The report strengthened transparency and enabled clearer alignment between service delivery and Corporate Plan priorities;

In response to questions, it was reported that:

r)     The report had been designed to be accessible and understandable while still containing detailed performance information;

s)     Regular engagement between Cabinet Members and senior officers was essential to ensure performance was effectively monitored alongside financial management;

t)     The use of consistent performance data supported clearer accountability and alignment across the organisation;

u)    Cabinet Members may be asked to provide further explanation of performance at future meetings.

Cabinet agreed:

1. To note the Corporate Plan Performance Report Q4.

Councillor Taylor (Cabinet Member for Finance and Sport) introduced the Quarterly Risk Monitoring Report and highlighted the following key points:

a)     This was the first risk report she had presented to Cabinet and provided an overview of the Council’s risk position as of 01 June 2026;

b)    While the Council had ambitious plans, risk could not be eliminated entirely and instead needed to be understood, owned and managed through risk-aware decision making;

c)     The Council’s approach focused on balancing risk against delivering positive outcomes for residents rather than avoiding risk altogether;

d)    The report identified 14 strategic risks at Corporate Management Team level and 58 operational risks across directorates;

e)      No risks had been added or removed since the previous quarter;

f)      One risk relating to nurturing key relationships had reduced in score from 8 to 4 and was now assessed as low risk;

g)     The risk register highlighted potential events or conditions that could arise, alongside mitigating actions to reduce their impact;

h)     The assessments represented informed professional judgement about uncertain future events rather than precise measurements;

i)      Mitigation measures were considered robust and reflected the dynamic environment in which the Council operated;

j)      Improvement work had been undertaken in partnership with the Devon Assurance Partnership, including the development of a shared risk language, consistent scoring guidance and a review of the Council’s risk appetite;

k)     The next phase would involve workshops across directorates to review objectives and associated risks;

l)      Risk management was a shared responsibility across all portfolios, including safeguarding, housing, infrastructure and workforce;

m)   Councillors were encouraged to complete cyber security training, which remained a key risk area for the Council;

Si Bellamy (Chief Operating Officer) added:

n)    The Corporate Management Team met quarterly to review and update strategic risks, acting as the Council’s corporate risk group;

o)    Risk management was dynamic and required collective responsibility at a strategic level;

p)    Operational risks were also dynamic, requiring continuous monitoring to ensure effective delivery and mitigation;

q)    A correction was made to the report, confirming that the risk owner for business continuity was the Director for Public Health, Professor Steve Maddern, rather than the officer previously listed;

In response to questions, it was reported that:

r)     The purpose of the risk report was to enable challenge and ensure risk ratings remained appropriate, including reviewing likelihood scores where circumstances had changed;

s)     The risk relating to emergency response may require further review given the number of recent incidents within the city;

t)     The cyber security risk mitigation should be updated to explicitly include Members undertaking training, reflecting current expectations;

u)    The Council’s response and recovery arrangements during emergency incidents were effective and provided reassurance despite the challenges faced;

Action: Officers to update the risk register wording to explicitly include Members in cyber security training requirements.

Cabinet agreed:

1. To note the report. 

Councillor Evans OBE (Leader of the Council) introduced the Leader’s Announcements and highlighted the following key points:

a)     The Box had recorded 355,000 visitors over the past 12 months, significantly exceeding expectations and more than tripling the previous museum attendance of approximately 80,000 visitors;

b)    This achievement demonstrated the success of the cultural offer and fulfilled commitments made during the project’s development;

c)     The Box had been nominated for National Museum of the Year, representing recognition at a national level and placing Plymouth alongside major cultural institutions;

d)    An update had been received on the City Living Framework, which would inform the Local Plan and set out a 20-year vision for the city centre and surrounding areas;

e)     The framework would address a range of themes including culture, economy, retail, tourism, public health, public realm and housing;

f)       The study area would extend beyond the traditional city centre to include areas such as Royal William Yard and Cattewater, with a detailed masterplan developed for the retail core;

g)     A multi-disciplinary team, including WSP and specialist consultants, had been appointed to deliver the work, with a focus on high-quality design and place-making;

h)     Early stages of the framework included baseline analysis followed by development of a vision, with consultation planned later in the year and adoption anticipated in 2027;

i)      Increasing city centre living was a key objective, noting that currently only approximately 8% of the retail footprint was used for housing, representing a significant opportunity for growth;

j)      Discussions were ongoing with Government regarding a bespoke housing deal to support early-stage regeneration and unlock development sites;

k)     Initial regeneration phases would help stimulate the housing market and deliver significant numbers of homes over the next five years;

l)      Preparatory works had been completed at the Civic Centre site, including removal of hazardous materials, and that further works would involve scaffolding and stripping back the building to its original frame;

m)   Major construction works were scheduled to take place between 2027 and 2028, with completion and occupation anticipated by 2030;

n)     Capital & Centric had been confirmed as the residential development partner, with a strong track record in regeneration and placemaking;

o)    Babcock had acquired the former House of Fraser building to establish a new national capability centre, expected to bring approximately 2,000 workers into the city centre;

p)    Theatre Royal Plymouth had secured £8.5 million to upgrade its facilities and ensure long-term sustainability;

q)    Progress had been made at the Guildhall, including external works and electrical upgrades, although internal works remained complex and would be developed further;

r)     Work had commenced on the Bath Street project, supported by Homes England funding, which would deliver new homes in two phases;

s)     Community Diagnostic Centre developments were progressing, including plans for a second facility focused on general practice provision in a high-need area;

t)     Armada Way was due to reopen on 04 July 2026 with a public event, marking the completion of a major regeneration project;

u)     The project represented a significant  ...  view the full minutes text for item 138.

Councillor Briars-Delve (Cabinet Member for Environment and Climate Change) provided the following updates:

a)     The appointment of Vital Energy as the delivery partner for Plymouth’s heat network, supporting delivery across key central sites including the Civic Centre, Guildhall area and Bath Street;

b)    The Council’s position at the forefront of the Government’s advanced zoning programme under the Energy Act 2023, placing Plymouth among the first locations to establish a heat network zone;

c)     The benefits of heat networks as a cost-effective low-carbon solution for heating and cooling buildings, using previously underutilised waste heat sources;

d)    The expected outcomes of the programme, including the creation of green jobs, improved air quality and reduced reliance on fossil fuels;

e)     The success of the Council’s beaver reintroduction programme at Poole Farm, with research demonstrating reduced flood risk through slowing water flow;

f)      The recent birth of a beaver kit, bringing the total number to four and confirming the suitability of the habitat;

g)     Opportunities for residents to attend organised tours of the beaver habitat;

h)    The return of the Big Green Trail event in Central Park, delivered in partnership with over 30 organisations and offering a range of environmental activities;

i)      Updates relating to the National Marine Park, including the global launch of Project MUFFIN to improve accessibility in marine science, particularly for the deaf community;

j)      The introduction of British Sign Language gestures for marine species;

k)     The launch of the “Stay Salty” campaign to promote behavioural change and engagement with the marine environment;

l)      The appointment of a contractor to restore the Garden Battery at Mount Edgcumbe, enabling public access for the first time.

Councillor Stephens (Cabinet Member for Strategic Planning and Transport) provided the following update:

m)   The completion of the Big Walk and Wheel Challenge delivered with Sustrans, promoting active travel to school;

n)     Participation of 21 Plymouth schools, recording approximately 32,500 active journeys and over 6,000 hours of physical activity;

o)    Environmental benefits including significant reductions in carbon dioxide and nitrogen oxide emissions;

p)    Recognition of participating schools and associated celebratory events;

q)    The start of Better Transport Week, which ran from 15 June to 21 June 2026, with a programme of activities promoting sustainable travel options;

r)     A bus accessibility event had been held on Armada Way Piazza providing engagement with transport providers and opportunities to trial mobility options;

s)     Government proposals for free bus travel for 5-to-15-year-olds during August 2026 to support families with the cost of living;

t)     Ongoing work of the Plymouth Enhanced Bus Partnership and engagement with national organisations;

u)    Planned improvements to the pathway between Efford and Marsh Mills, including resurfacing, lighting and drainage;

v)     Consultation on naming the route “Brian Vincent Way”;

w)   Ongoing regional work to strengthen rail connectivity, including the development of a Plymouth Metro system;

x)     Partnership working with Network Rail, Great Western Railway and Peninsula Transport;

y)     Commissioning of an economic study to support future rail investment and inform the Local Plan.

Councillor Penberthy (Cabinet Member for  ...  view the full minutes text for item 139.