Councillor Heseltine disclosed, in the interests of clarity that he was a Trustee of Friends of Bingley Pool (minute 50).

ACTION: City Solicitor

Recommended –

That the minutes of the meeting held on 6 March 2018 be signed as a correct record (previously circulated).

(Asad Shah – 01274 432280)

That the minutes of the meeting held on 6 March 2018 be signed as a correct record.

ACTION: City Solicitor

(Access to Information Procedure Rules – Part 3B of the Constitution)

Reports and background papers for agenda items may be inspected by contacting the person shown after each agenda item.  Certain reports and background papers may be restricted. 

Any request to remove the restriction on a report or background paper should be made to the relevant Strategic Director or Assistant Director whose name is shown on the front page of the report. 

If that request is refused, there is a right of appeal to this meeting. 

Please contact the officer shown below in advance of the meeting if you wish to appeal. 

(Asad Shah - 01274 432280)

There were no appeals submitted by the public to review decisions to restrict documents.

NO ACTION

Any referrals that have been made to this Committee up to and including the date of publication of this agenda will be reported at the meeting.

There were no referrals submitted to this Committee.

The report of the Strategic Director, Corporate Services (Document “Z”) sets out the progress made towards achieving the councils ambition to develop a City Centre based District Energy Network supplying low carbon heat and electricity on commercial terms to City Centre civic buildings, other public sector buildings and commercial properties.

Recommended –

That Members note the progress made on development of the scheme and its technical scope.

Neill Morrison – 01274 434003

The report of the Strategic Director, Corporate Services (Document “Z”) set out the progress made towards achieving the Council’s ambition to develop a City Centre based District Energy Network supplying low carbon heat and electricity on commercial terms to City Centre civic buildings, other public sector buildings and commercial properties.

The Assistant Director, Estates and Property and the Energy Team Manager were both in attendance and gave a synopsis of the report. They explained that the report summarised the progress made so far, changes to the network from the initial proposals with next steps and likely delivery timelines.

District Heat Networks (DHN) offered an opportunity to create significant new long term secure income streams and to contribute towards corporate cost reductions.

In 2010, Bradford Council agreed to reduce its carbon emissions from its own activities and for the District by 40% by 2020. The Council also agreed a target of 20% for energy for delivery of its own functions to come from renewable sources (Council March 2010). Then Executive considered a Renewable Energy report on 3rd May 2013. This presented a discussion of the Link Member Report Bradford Power 2020 and Beyond, Renewables Future for Bradford Council and set out the Councils approach to deploying a range of renewable electricity and heat projects. The Report set out progress to date on a number of renewable technology projects deployed across Council assets and includes the case for use of biomass systems. Executive endorsed this approach.

Following introduction, a question and answer session ensued:

·         The report lacked a considerable update on risk management and feasibility within the report?

o   Since information on risk and feasibility had been produced in a report and presented to the Committee in January 2018, there had been no changes to reviews;

·         Was the proposed scheme considered the best to reduce the district’s carbon emissions?

o   This was correct. The scheme would not only reduce carbon emissions but equally save a considerable amount of money;

·         Had there been any form of contribution in terms of support or financial assistance by the Combined Authority who had provided a strategy to become zero carbon?

o   The Council had received in the region of £60,000;

·         Had a company from the list of Modelled Connections (Companies), as highlighted in Appendix 2, agreed to sign up to the Council’s energy supply?

o   A feasibility check had been undertaken and it was shown that all the companies were interested in the scheme however, at present it was about agreeing the Heads of Terms with companies finally making commitments;

·         Was the district’s heat power a combined one?

o   Yes. The purpose of a Combined Heat and Power (CHP) also known as Cogeneration was the use of a single piece of plant to generate both heat and electricity. In conventional power generation large quantities of energy in the form of heat were wasted but, by using Cogeneration technique, the total energy conversion efficiency was reaching maximum levels of heat with minimum loss;

·         The report highlighted the  ...  view the full minutes text for item 50.

The report of the Strategic Director, Corporate Services (Document “AA”) provides the committee with an update of the functions of the Estates Management Service, following the report outlining presented to committee on 23^rd January 2018.

Recommended –

That the committee consider the report and comment as appropriate.

Ben Middleton – 01274 439607 / 07582 101816

The report of the Strategic Director, Corporate Services (Document “AA”) provided the committee with an update of the functions of the Estates Management Service, following the report presented to committee on 23^rd January 2018.

The Assistant Director, Estates & Property was present and accompanied by the Senior Estates Surveyor, Estates Manager – Acquisitions & Disposals and the Estate Manager Operational. They jointly gave a synopsis of the report by stating that following a restructure of service areas within the Regeneration Department in 2016, the Estate Management Service together with Facilities Management, the Built Environment and the Energy Centre now comprised the Estates and Property Service, which had moved under the remit of the Department of Corporate Resources.

The Estates Management service area had now arranged into three teams, these being, Property Management, Acquisitions & Disposals and Strategic Asset Management. The Estates teams provided both proactive strategic and operational asset management advice and were essential enablers offering corporate support and strategic functions across the Council. This work had split into three broad remits, Strategic Asset Management providing strategic and day to day management of the Council’s occupied operational property, Community Asset Transfers, Assets of Community Value and the Allotments service; Property Management Team providing day to day management and support in respect of the Council’s non-operational property, the investment estate, including lettings, rent reviews, lease renewals and valuations, including the Council’s annual Asset Valuations and, the Acquisitions & Disposals team who lead on acquisitions and disposals of Council property assets.

He further explained that the Council had to ensure it was maximising the efficiency and potential of all of its assets, and to provide some context, as the Council was the largest land owner in the Bradford District with holdings in excess of 4,538 hectares, representing 12.4% of the entire district. Given the current unprecedented reductions and financial pressures in public sector funding, it was now more pressing than ever to ensure an effective and holistic use of public assets.

Following presentation, a question and answer session ensued:

·         Through means of regular income, there was an anticipated loss of £500,000 this municipal year and therefore what plans did the authority have to compensate for this loss?

o   The service was challenging accounts of tenants in addition to savings being proposed to Asset Management;

·         What percentage of revenue did that Estates Management receive?

o   In the region of £150,000;

·         What was the reason behind the significant number of Community Asset Transfers?

o   This was due to a high number of empty properties that blighted areas and owners refusing to make repairs hence authority taking ownership of properties which mattered to the local community to meet the priorities and needs of the local area;

·         There was a mention of Estate Management working with the Energy Unit to minimise the impact of property onthe Council’s carbon footprint but no mention of low carbon projects?

o   The Energy unit was working jointly with the Estates and Property department in all projects such as, St George’s Hall, that  ...  view the full minutes text for item 51.

The report of the Strategic Director, Place (Document “AB”) provides the Committee with an update on patronage, timetable changes, Northern Powerhouse Rail and other initiatives including renewal works to the city centre stations that will improve the provision of rail services within the district.

Recommended –

(1)       That the Committee notes the content of this report.

(2)       That the Committee fully endorses the need for a Bradford City Centre station to be included as part of the proposed Northern Powerhouse Rail network, for the wider benefit of the North as well as the Bradford district.

(3)       That a further report in relation to rail strategy is provided in December 2019.

(Julian Jackson – 01274 433766)

The report of the Strategic Director, Place (Document “AB”) provided the Committee with an update on patronage, timetable changes, Northern Powerhouse Rail and other initiatives including renewal works to the city centre stations that would improve the provision of rail services within the district.

The Assistant Director, Transportation and Planning was present at the meeting and introduced the report to the Committee. He highlighted that the provision of a good quality rail service was a key component in improving connectivity and supporting increased economic activity across the district. The Council continued to lobby for better rail services across the district with an emphasis on securing a Bradford city centre stop on the proposed Northern Powerhouse rail network and delivering improvements to local stations.

Following an introduction, a question and answer session ensued:

·         We always talk about public transport supposed to be efficient but in reality the fares are very pricey and therefore this was a massive concern as there was a long way to go to win over the public?

o   There were plans for improvement on infrastructure resilience needed for reliability.

o   Calder Valley line worst performing line in West Yorkshire and the industry accepted the current performance as unacceptable.

o   There would be reviews to understand the problems areas of the line however it was all about local accountability but in addition, the Autumn season was often worst for services;

·         With the welcoming of the successful new station at Apperley Bridge (which opened in December 2015) continued to be popular with passenger numbers exceeding all expectations. Explanation was sought on the slow operation levels in the Low Moor station?

o   At present, the Low Moor station struggled through an approved process and this was due to the lack of demand of train services;

o   Construction of the new station at Low Moor was completed in 2017. Patronage at the station continued to grow albeit at a slower rate than experienced at Apperley Bridge. The 120-space car park was currently operating within capacity with passengers able to park on site irrespective of the time of the train service. The slow increase in patronage at this station was in part due to the limited hourly train service to Bradford Interchange, Leeds, Halifax and Huddersfield by Northern. Grand Central services to Wakefield, Doncaster and London were introduced in April 2017; the service currently operated four times per day.

o   Portfolio Holder for Regeneration and Transport Planning stated that it was paramount for the Low Moor Station to continue as it was a imperative service provider and possessed the ability to attract further public transportation users in future years;

·         In relation to the Foster Square Station, what were plans in terms of detailed infrastructure?

o   Through the transforming cities bid the FS Station was being looked at in a wider context by connecting and facilitating other important services such as bike charging points for the purposes of a more efficient all round service transport provisions. This would connect and integrate  ...  view the full minutes text for item 52.

The report of the Chair of the Regeneration and Environment Overview and Scrutiny Committee (Document “AC”) presents the Committee Work Programme 2018-19.

Recommended –

That the Work programme 2018-19 continues to be regularly reviewed during the year.

(Mustansir Butt – 012174 432574)

The report of the Chair of the Regeneration and Environment Overview and Scrutiny Committee (Document “AC”) presented the Committee Work Programme 2018-19.

Resolved –

That the 2018/19 Work Programme continues to be regularly reviewed during the year.

ACTION: Overview and Scrutiny Lead