(i)

the Hoe Foreshore Task and Finish Group had been added to the agenda to be discussed and finalised;

(ii)

Destination Southwest  would be removed from the tracking document and added to the work programme associated with the tourism strategy;

(iii)

the item regarding Co-opted Representatives was added to the agenda and would be discussed at the meeting – this would subsequently be removed from the tracking resolutions document;

(iv)

questions stemming from the 19 February 2010 meeting on the Local Development Framework Annual Monitoring Report had been answered and emailed to Panel Members – this would subsequently be removed from the tracking resolutions document;

(v)

the Plymouth City Council Housing Services recommendations from 3 March 2010 Overview and Scrutiny Management Board meeting would be discussed under the Work Programme item later on the agenda;

(vi)

questions stemming from the ‘Growth and Regeneration Agenda’ discussed at 22 March 2010 meeting had been answered and emailed to Panel Members – this would subsequently be removed from the tracking resolutions document;

(vii)

the accuracy of the 3 March 2010 Overview and Scrutiny Management Board minute 94a (c and d) had been checked – these minutes were approved on 31 March 2010 meeting therefore the resolution stands. This would subsequently be removed from the tracking resolutions document;

(viii)

the question regarding Milehouse Park and Ride had been answered and emailed to Panel Members – this would subsequently be removed from the tracking resolutions document;

(ix)

the Events Strategy was reallocated from the Customers and Communities Overview and Scrutiny Panel to the Growth and Prosperity Overview and Scrutiny Panel; Gill Peele, the Business Manager for Development and Regeneration, informed Members that currently there wasn’t an Events Strategy however there was an intention for this to be developed alongside the Visitors Strategy which was on the Panel’s work programme;

(x)

the resolution from Plympton Area Committee regarding the Community Events and Road Closure Policy was referred from the Overview and Scrutiny Management Board on 31 March 2010; Gill Peele, the Business Manager for Development and Regeneration, informed Members that a new strategy was currently being formulated. This item would be added to the Panel’s work programme;

(xi)

the Tree Strategy was reallocated from the Customers and Communities Overview and Scrutiny Panel to the Growth and Prosperity Overview and Scrutiny Panel; Gill Peele, the Business Manager for Development and Regeneration, informed Members that this was in relation to the maintenance programme for trees. It was agreed that this was not appropriate to include in the work programme for the Growth & Prosperity OSP at this stage; as per the Hoe Foreshore Task and Finish Group, it would be highlighted to the Audit Committee if it became a concern.

(i)

there were still a few minor repairs to the Hoe Foreshore that needed completion;

(ii)

it was not known how long the current risk was going to stay amber as remedial works on the Hoe Foreshore would be the result of a yearly inspection;

(iii)

it was not known if there was adequate budget to cover possible future remedial works as the yearly inspection for 2010 had not been completed;

(iv)

the recent remedial works to the Hoe Foreshore had slightly delayed the risk assessment which would normally take place in the Spring;

(v)

on page 35 of the agenda, the pool had to be filled in other than repaired as this was more cost efficient;

(i)

was created over a year ago and covered the following areas - Economic Development, Planning, Strategic Housing and Transport;

(ii)

employed 352 staff, had an annual budget of £16.6m, generated £18.7m of income, attracted £127m grant funding and had a capital programme of £21.1m;

(iii)

had achieved 108 major planning applications and 1,496 planning applications in 2009/2010;

(iv)

had more adopted Area Action Plans than any other authority;

(v)

maintained 538 miles of roads and managed over 3500 car parking spaces, jointly owned and operated with Cornwall Council the Tamar Bridge and Torpoint Ferries, subsidised 20 different bus services and operated 3 Park & Ride services;

(vi)

had a statutory duty to deliver a Local Transport Plan, directly managed 100 shops, 2 business parks and the City Market, jointly owned Tamar Science Park with the University of Plymouth, managed a £14m programme to encourage enterprise and achieved the UK’s highest renewal mandate of 91% for the City Centre BID;

(vii)

dealt with planning applications, housing needs, CCTV, civil enforcement and the city market as part of its front line services;

(viii)

focused upon the following policy and strategy documents: Local Development Framework, Local Economic Strategy, Local Transport Plan and the Local Housing Service;

(ix)

had the following key challenges for 2010/2011:

• to develop a fit for purpose housing service in order to improve the quality of private sector housing and increase the supply and mix of housing and regeneration of key neighbourhoods;

• deliver the Local Transport Plan 3 by April 2011 and deliver major transport schemes;

• deliver the Local Economic Strategy

• position the city within emerging structures post general election

(x)

Ports were one of Plymouth’s assets – the Atkins report had been received by the Council’s Planning Service;

(xi)

the Transport Capital Programme had received a 25% reduction this year;

(xii)

there were no financial implications for the East End Community Scheme as funding had been committed and accounted for before 1 January 2010;

(i)

the Local Economic Strategy (LES) was adopted in 2006 by the Council and was at the heart of the work of the Wealthy Theme Group (WTG);

(ii)

the LES worked towards the City Vision objective ‘Developing a prosperous economy’ and sought to realise the following aspirations:

a highly competitive City, well recognised and branded on the global economic stage

a City with a balanced, diversified and knowledge intensive business base

a City Region with well connected and inclusive communities

a City with an adaptable and skilled workforce, constantly learning

a City where strong stakeholders and agencies work effectively together to deliver shared priorities

a City where a genuine commitment to sustainable development reinforces a set of unique environmental assets

(iii)

membership of the WTG was to become private sector led and delivery focused; meetings would be based around the delivery of the five Local Economic Strategy themes:

Skills

Business

Centres

Participation

Leadership

(iv)

the WTG would provide a forum for:

holding organisations to account in delivering the economic agenda for Plymouth;

bringing together relevant organisations to ensure coordinated delivery;

identifying issues that needed addressing;

gaining input and experience of the business community;

(v)

the Local Strategic Partnership would hold all partners to account;

(vi)

the Wealthy Theme Group would create a unified approach to leadership;

(vii)

in terms of jobs, the economy was over dependent on the public sector however the University had driven growth and employment in recent months;

(viii)

the Wealthy Theme Group would ensure everything was on target through a monitoring process;

(ix)

Plymouth City Council officers had been visiting local businesses as part of a urban enterprise programme;

(x)

the Smith review provided an opportunity for growth whether it be in terms of housing/and or jobs;

(xi)

the Chair of the Wealthy Theme Group and the Assistant Director for Economic Development agreed that the minutes of the Wealthy Theme Group be a standing item on the Panel’s agenda.

Monday 12 July 2010

Monday 13 September 2010

Monday 18 October 2010 - Provisional

Monday 8 November 2010

Monday 10 January 2011

Monday 7 March 2011

Monday 4 April 2011 - Provisional