The Cabinet is asked to note any apologies for absence received from Members.

There were no apologies for absence submitted from Councillors on this occasion.

To confirm and sign the minutes of the last meeting of the Cabinet held on Friday 12 September 2025.

It was moved by Councillor Stephenson, seconded by Councillor Hendersonand:-

RESOLVED that the minutes of the meeting of the Cabinet, held on Friday 12 September 2025, be approved as a correct record and be signed by the Chairman.

Councillors are invited to declare any Disclosable Pecuniary Interests, Other Registerable Interests or Non-Registerable Interests, and the nature of it, in relation to any item on the agenda.

There were no declarations of interest made by Members at this time.

The Cabinet is asked to note any announcements made by the Leader of the Council.

There were no announcements made by the Leader of the Council on this occasion.

The Cabinet is asked to note any announcements made by Members of the Cabinet.

The Economic Growth, Regeneration and Tourism Portfolio Holder (Councillor Henderson) referred to this year’s Tendring Jobs and Skills Fair, which had been held at the Princes Theatre in Clacton Town Hall yesterday (25 September 2025), and had brought together residents, employers, and training providers for a hands-on showcase of opportunities designed to inspire and connect the local workforce. This year’s edition had welcomed around 1,000 attendees, who had explored a wide range of exhibitors representing diverse industries and pathways into employment. Visitors had been encouraged to ‘try before they apply’ through interactive experiences, including CPR demonstrations, cooking tasters, and a virtual reality climb of an offshore wind turbine — offering a real-world glimpse into the skills and environments of key sectors. This event continued to deliver real results for both jobseekers and employers within the District.

Councillor Henderson thanked the staff involved in organising this vital event.

The Leader of the Council and the Chief Executive echoed the sentiments expressed above.

There are no matters referred to the Cabinet by the Council on this occasion.

There were no matters referred to the Cabinet by the Council on this occasion.

To enable the Cabinet to consider the recommendations made to it by the Resources and Services Overview and Scrutiny Committee in respect of the update on Corporate Projects.

RESOLVED that the recommendations made by the Resources and Services Overview & Scrutiny Committee be noted and that the response of the Leader of the Council thereto be endorsed.

Cabinet was informed that, at the meeting of the Resources and Services Overview and Scrutiny Committee held on 9 July 2025, the Leader of the Council had submitted to that Committee a detailed list of corporate projects that were underway or had, relatively speaking, been completed recently.  He had also addressed questions around political oversight of the then unauthorised commitments by Officers to expenditure in respect of the delivery of the Spendells House works to enable the building to be used for temporary accommodation for homeless families.  The commitments made had been subsequently approved to facilitate the delivery of that project.

The Committee had decided to submit the following recommendations to the Cabinet:-

“That:-

(a)   due to the reliance on the newly established Project Delivery Unit (PDU) for the larger Capital Delivery projects, Cabinet should give consideration to how projects are being managed and risk assessed for those projects not managed through the PDU;

(b)   the criteria for projects within the PDU currently depends upon its funding source, Cabinet is requested to confirm this and consider expanding the scope of the PDU to other Capital Delivery Projects;

(c)   Cabinet members should be reminded of their roles and responsibilities on managing projects, budget controls and risk assessments; and

(d)   Cabinet should give consideration to not only risk management in relation to the individual projects but the totality of what Cabinet is seeking to achieve, based on the projects list (at Appendix B) presented to the Committee.”

Cabinet had before it the following response of the Leader of the Council to the Committee’s recommendations:-

“I want to thank the Members of the Resources and Services Overview and Scrutiny Committee for its attention to risks associated with project delivery by the Council.  The recognition by the Committee of the positive steps taken by the Administration in establishing and resourcing the PDU to provide good project management of major capital regeneration schemes locally is heartening.  Likewise, the Committee’s appreciation of the work undertaken across non PDU projects by Portfolio Holders and Officers to determine and manage major risks associated with those projects is noteworthy. 

Beyond risk assessments, the multitude of projects being delivered by the Administration are also monitored through the approved highlight priorities adopted by Cabinet which also checks on progress with those projects.  This process allows a more holistic assessment of the objectives and outcomes of projects within those priorities.  This process has stood the test of time over many years, and different Administrations. It is right to continue to use that process to assess progress with particular projects in the context of delivery against the Council’s Corporate Plan. In addition, monitoring takes through the Financial Performance Reporting, the Cost Pressure process and regular Budgetary / Performance review meetings of Senior Management and the Officer Corporate Projects Progress Board.

The opportunity to look at the capacity of the PDU to take on projects beyond their current remit and/or to ensure that good practice in project management (including, but not limited to,  ...  view the full minutes text for item 60.

To enable the Cabinet to consider the recommendation made to it by the Planning Policy and Local Plan Committee in relation to the Draft Hartley Gardens Supplementary Planning Document.

RESOLVED that the Hartley Gardens Draft Supplementary Planning Document (August 2025) and associated evidence base (listed as Background Documents) be approved for publication and consultation with residents and other interested stakeholders.

Cabinet had before it a reference report (A.2) that enabled it to consider the recommendation made to it by the Planning Policy and Local Plan Committee in relation to the Draft Hartley Gardens Supplementary Planning Document (SPD).

It was reported that the Planning Policy and Local Plan Committee (“the Committee”), at its meeting held on  8 September 2025 (Minute 13 referred), had considered a detailed report of the Corporate Director (Planning and Community) (A.1) which had updated the Committee on the progress of the Hartley Gardens SPD and which had also sought the Committee’s endorsement to recommend to Cabinet that the draft SPD be published for public consultation.

The Committee’s decision at its meeting held on 8 September 2025 had been as follows:-

“RESOLVED that the Planning Policy and Local Plan Committee recommends to Cabinet that the Hartley Gardens Draft Supplementary Planning Document (August 2025) and associated evidence base (listed as Background Documents) be published for consultation with residents and other interested stakeholders.”

Cabinet had before it the following response of the Housing and Planning Portfolio Holder to the Committee’s recommendation:-

“I thank the Planning Policy and Local Plan Committee for its detailed consideration of the Hartley Gardens Supplementary Planning Document (SPD) and for helping to bring it to this important stage. As a site allocated in our adopted Local Plan, Hartley Gardens is expected to make a significant contribution to meeting the District’s housing needs over the coming decades. The principle of development has already been established, but I recognise that local residents and Ward Members have raised important concerns – particularly around infrastructure, health provision, and the need for development to be well-planned and sustainable.

The SPD provides a clear framework for how development should come forward at Hartley Gardens, setting out the Council’s expectations around the quality of design, movement and access, green infrastructure, and the delivery of supporting infrastructure. It reflects the feedback received during early engagement with Councillors, stakeholders, and the public, and demonstrates how those views have helped shape the emerging masterplan.

I am keen that residents now have the opportunity to review the proposals and share their views through public consultation. This is a chance for the community to help refine the details and ensure the final SPD reflects local priorities and aspirations. I look forward to seeing how the consultation helps strengthen the document and supports the successful delivery of this important site.”

The Housing and Planning Portfolio Holder commended the Planning Policy Team Leader (Paul Woods) and his Team on the work that had gone into producing the SPD.

Having duly considered the recommendation submitted by the Planning Policy and Local Plan Committee, together with the response of the Housing and Planning Portfolio Holder thereto:-

It was moved by Councillor Baker, seconded by Councillor Henderson and:-

RESOLVED that the Hartley Gardens Draft Supplementary Planning Document (August 2025) and associated evidence base (listed as Background Documents) be approved for publication and consultation with residents and other interested stakeholders.

There are no Leader of the Council’s items on this occasion.

There were no Leader of the Council’s items on this occasion.

To report on the Council’s treasury management activities and Prudential Indicators for 2024/25.

RESOLVED that Cabinet -

(a)   notes the Treasury Management performance position for 2024/25;

(b)   approves the Prudential and Treasury Indicators for 2024/25;

(c)   in respect of the recommendation made by the Resources and Services Overview & Scrutiny Committee through its consideration of the Annual Capital and Treasury Strategy for 2025/26, welcomes and notes that recommendation, and endorses the response thereto of the Corporate Finance and Governance Portfolio Holder, as set out within this report; and

(d)   agrees that no amendments to the Annual Capital and Treasury Management Strategy for 2025/26 are necessary.

Cabinet considered a report of the Corporate Finance and Governance Portfolio Holder (A.3) which reported on the Council’s treasury management activities and Prudential Indicators for 2024/25.

It was reported that borrowing and investments had been undertaken in accordance with the 2024/25 Annual Capital and Treasury Strategy that had been approved by full Council on 19 March 2024.

Summary of the Council’s Borrowing Position:

Cabinet was advised that no new external borrowing had been undertaken in 2024/25 for either the General Fund (GF) or Housing Revenue Account (HRA).

Summary of the Council’s Investment Position:

Members were informed that the amount of interest earned from investments had remained at a high level during the year. Although the Bank of England had announced a number of interest rate reductions during the year, many of the Council’s investments were fixed for six months at a time and therefore such reductions did not necessarily feed immediately through to the investment income earned. Advantages to the Council’s cashflow position had also accrued during the year due to the receipt of significant Government grant income relating to the associated major regeneration projects.  Estimated income had been increased through the quarterly financial performance and budget reports during the year - from £1.985 million at the start of the year to £4.035 million at the end of the year, with the outturn figure being £4.781 million as set out in the table above.

Cabinet was reminded that the Council continued to hold one property within its Commercial Investment Portfolio, which had a balance sheet value at 1 April 2024 of £2.284 million. This ‘book value’ had been decreased by the Council’s appointed valuers to £2.212 million at the end of 2024/25. However, this was an ‘accounting’ valuation and not a direct value that would be achieved on the market if it was sold. In-line with the budget, rental income of £0.233 million had been earned on the property in 2024/25, in line with estimates.

Treasury performance figures for the year were set out in Appendix A to the Portfolio Holder’s report with Prudential Indicators attached as Appendix B.

Members were advised that responding to inflation continued to be a challenge for the Bank of England with their current forecast suggesting CPI to peak at 4.0% in Q2/Q3 2025 before gradually falling back to their target of 2% from 2026/27. In terms of interest rates, the forecast from the Council’s own treasury advisors was for rates to reduce gradually from its current level of 4.0% to 3.75% in March 2026. The impact of interest earned from previous higher rates was therefore expected to continue to filter into budgets for the first half of this year, with  ...  view the full minutes text for item 63.

To seek Cabinet’s approval to launch a consultation on the draft Housing Strategy 2026-30.

RESOLVED that Cabinet - 

(a)     agrees to launch a consultation on the draft Housing Strategy 2026 – 30 on the basis that a further report will be presented to Cabinet outlining the outcome of that consultation and recommending a final version of the strategy for onward recommendation for adoption by Full Council in January 2026; and

(b)     authorises the Corporate Director (Operations & Delivery), in consultation with the Portfolio Holder for Housing and Planning, to approve the consultation questions to be used.

Cabinet considered a report of the Housing and Planning Portfolio Holder (A.4) which sought Cabinet’s approval to launch a consultation on the draft Housing Strategy 2026-30.

Members were informed that local authorities were not required by Government to have a formal housing strategy, but that they were expected to adopt a strategic approach to housing in their local areas to deliver a thriving housing market and address local needs.

The Council currently had a Housing Strategy that had been approved and adopted by full Council in 2020 as part of its Policy Framework, and which covered a five-year period to 2025. That strategy had included four strategic housing priorities:

1.   Delivering homes to meet the needs of local people

2.   Reducing and preventing homelessness

3.   Making the best use of and improving existing housing

4.   Supporting people in their homes and communities

Cabinet was advised that much of what had been included in the 2020-25 strategy remained relevant, although different approaches were required due to the challenges emerging since 2020.

Members were aware that it had previously been identified by Cabinet through its annual highlight priorities that a revised Housing Strategy should be developed to address the needs of the District and its residents.  This would then shape the delivery of relevant services going forward, including exploring the possibility of working with other authorities in light of Local Government Reorganisation (LGR). 

It was reported that there had been much change recently at central Government level especially in relation to housing policy and the landscape in that respect was clearer over a year on from the general election in 2024. On 2 July 2025, central Government had published a Policy Paper on delivering a decade of renewal for social and affordable housing. This was relevant to the Council in its role as a social housing landlord and as a housing enabler.

It was acknowledged that LGR made the future less certain, with the knowledge that this Council would merge into a new Unitary Authority from 2028. The new Strategy, as drafted, covered the period from 2026 through to 2030, and was proposed for adoption at Full Council in January 2026. This ensured an overlap into the tenure of the new unitary authority that would no doubt want to set out its own strategic approach to housing matters, tying into that of the Mayoral Combined Authority for Greater Essex. Through devolution, that mayoral authority would bring a greater voice for Essex on strategic housing and planning matters.

Cabinet was informed that Colchester City Council had a housing strategy covering the period 2022-27 and Braintree District Council’s strategy covered 2023-28. Those Councils, along with Essex County Council would be invited to comment on the draft strategy.

The draft strategy set out notable achievements along with tempered ambitions across four strategic priorities, namely:-

1.   Maintain and improve our existing housing stock.

This focussed on the Council’s role as a landlord and the management of its homes to ensure compliance with statutory obligations along with  ...  view the full minutes text for item 64.

To present a Health and Wellbeing Strategy and delivery plan for Cabinet approval following input and feedback from stakeholder and public consultation.

RESOLVED that Cabinet:

a)       acknowledges and takes on board the outcome of the consultation for the draft Health and Wellbeing Strategy, noting that the majority of responses to the online survey either strongly agree or agree that the document effectively identifies the key health issues faced by Tendring residents;

b)       approves and adopts the Health and Wellbeing Strategy as amended;

c)       authorises the Portfolio Holder for Partnerships to accept and to allocate Essex County Council’s Public Health Improvement funding, to support the delivery of objectives in this Strategy; and

d)       authorises the Assistant Director (Sport, Culture and Health) to enter into the associated funding agreements.

Cabinet considered a report of the Partnerships Portfolio Holder (A.5) which presented a Health and Wellbeing Strategy and delivery plan for Cabinet’s approval following input and feedback from stakeholder and public consultation. This Strategy would set the direction for the Council’s focus on supporting residents to live a healthier, fulfilled and independent lives for longer.

It was reported that evidence from data showed that, although there were some improving figures, when compared to other areas in Essex, Tendring still had higher than average levels of certain preventable long-term conditions, poorer mental health, excess weight/obesity and lower physical activity levels.

It was believed that adoption of this Strategy and the delivery plan within it would help support partnership working to deliver improvements around the wider determinants of health in the District which would have a direct impact on health and wellbeing outcomes.

Considering the data and partner feedback as detailed in the draft Strategy, the following strategic objectives were considered key to improving the health and wellbeing of residents:

1. The Wider Determinants of Health

2. Improving Wellbeing and Resilience

3. Encouraging a healthier lifestyle

4. Improving Long Term Condition Prevention and Management

5. Suicide Prevention

Members were made aware that the Strategy had been presented with a delivery plan to impact on all of the objectives set out above. Although it would not be possible for the Council to fund all the actions listed, adopting a delivery plan would allow the Council to proactively look for external funding opportunities.

A key focus of this work was to ensure that all residents felt represented by the Strategy and were supported in living a healthier, independent and fulfilling life. This could be achieved by working closely with health partners to deliver initiatives that helped to tackle some of the District’s health needs. Understanding how the wider determinants of health could have a real impact on health outcomes was critical to improving the quality of life for many of residents.

Cabinet recalled that, on 17 September 2024, the Council had entered into a Memorandum of Understanding (MOU) with Essex County Council’s Public Health Team, which set out the agreement by which a total of £54,000 in funding was allocated to the Council, to promote health and wellbeing priorities in the District.  Delegations to the Portfolio Holder for Partnerships to accept and allocate additional funding from Essex County Council to support delivery of this strategy were recommended through this report.

Following adoption of this Strategy, it was proposed that an executive decision be brought forward under delegated authority to the Portfolio Holder for Partnerships, together with the Portfolio Holder for Leisure and Public Realm, to develop and deliver a series of pilot projects across the District, to support improvements in public health. 

Informed by those pilot schemes, it was proposed also to allocate a future budget to launch a new Active Wellbeing Fund to be allocated through an open call process, with the details and projects approved by the Portfolio Holder for  ...  view the full minutes text for item 65.

There are no Management Team items on this occasion.

There were no Management Team items for Cabinet to consider on this occasion.