Richard Jolley
Council: Fareham
Committees:
Activity Timeline
Meetings Attended Note this may include planned future meetings.
102 meetings · Page 1 of 21
Economic Development & Regeneration Advisory Panel - Thursday, 15th January, 2026 6.00 pm
Planning Committee - Wednesday, 14th January, 2026 2.00 pm
Decisions from Meetings
106 decisions · Page 16 of 22
Draft Air Quality Strategy 2025-2030 for Consultation
From: Executive - Monday, 3rd February, 2025 6.00 pm - February 03, 2025
To approve the draft Air Quality Strategy 2025 – 2030 for consultation prior ro final consideration and adoption. Air pollution can have a serious effect on people’s health. The Environment Act 2021 requires all local authorities to have either an active Air Quality Action Plan (AQAP) if the authority has declared an Air Quality Management Area or to produce an Air Quality Strategy. In 2024, Fareham revoked both of its AQMAs and is therefore no longer required to have an AQAP. As such, an Air Quality Strategy is required. A 12-week public consultation process on the draft Air Quality Strategy is proposed and the final Strategy will be brought back to the Executive for decision later in the year.
Recommendations Approved
Capital Programme & Capital Strategy 2025/26
From: Executive - Monday, 13th January, 2025 6.00 pm, NEW - January 13, 2025
The report considers the Capital Strategy for 2025/26, prior to its submission to Council for approval. Regulations require the Council to prepare and formally approve a Capital Strategy. The document for 2025/26 is attached as Appendix A to this report for consideration by the Executive before being submitted to Council for approval. The Capital Strategy gives a high-level overview of how capital expenditure, capital financing , asset management and treasury management activity contribute to the provision of services along with an overview of how associated risk is managed and the implications for future financial sustainability. The main highlights in the Capital Strategy are: i) The 5-year programme contains capital expenditure of £85.9 million (compared to £82.3million in the previous Strategy). Kay points included are: · Completion of Fareham Live and demolition of Osborn Road car park · Construction of Assheton Court sheltered housing apartments · Holly Hill Woodland Park Restoration · Fareham Park Vision · Aeronautical Ground Lighting at Daedalus · Land purchase for Nutrient Mitigation in Stubbington · Vehicle purchases for the introduction of Simpler recycling ii) New Schemes that are proposed since the 2024/25 Capital Strategy are listed at paragraph 30. There is currently no provision in the programme for the Town Centre Regeneration requirements which will be subject to a separate report. iii) The revised level of capital expenditure estimated for 2024/25 is £30 million (previously £16.4 million). This significant increase reflects streams of external funding that the Council has been successful in attracting, such as from Homes England for Assheton Court housing, or is pursuing , such as Lottery Grant funding for Holly Hill Woodland Park. The current estimate is that only £2.3 million of the spend will need to be met by new borrowing. iv) However, there are a number of pressures highlighted in the Capital Strategy, not least for the General Fund asset management and replacement plans. In particular, the estimated provisions for vehicle replacement and ICT development are such that it is proposed that Revenue Contributions to Capital are now increased by £225,000 to £1.3 million a year. This is covered by the Revenue Budget report at the same meeting. v) There are also a number of pressures on the HRA element of the Capital Strategy. In particular, the value of the planned maintenance of the stock has been increase from £3million to £4million and is one of the reasons that no further funds are being put aside the HRA debt at this moment. This will be covered further in the HRA budget to the February Committee. vi) The funding of the 5-year Strategy relies on forecasts of resources that are not yet in place. These total £64 million (75% of the programme). vii) A high-level review of future funding requirements has also identified a capital funding requirement of £229 million over the next 30 years. viii) The Strategy proposes some policy clarifications. This includes expanding the capitalisation of officer salary costs that are directly attributable to capital schemes, to now be considered as part of the total project costs. A separate report proposing the Treasury Management Strategy and Investment Strategy for 2025/26 will be presented at the February meeting of the Executive. The value of the Council’s investment property portfolio is covered in the Capital Strategy and is estimated to have a value of £66 million.
Recommendations Approved
General Fund Fees & Charges 2025/26
From: Executive - Monday, 13th January, 2025 6.00 pm, NEW - January 13, 2025
The report provides an update and proposals for the Council’s fees and charges for the financial year 2025/26. The report gives the Executive the opportunity to consider the Council’s fees and charges for 2025/26, including approving increases in existing charges, and consider new charges where applicable.
Recommendations Approved
Review of Hackney Carriage Tariff
From: Executive - Monday, 13th January, 2025 6.00 pm, NEW - January 13, 2025
To set the level of Hackney Carriage Tariff for licensed Hackney Carriage vehicles in the Borough of Fareham. Earlier this year, the Fareham Taxi & Private Hire Association approached the Council’s Licensing team seeking an increase to the Hackney Carriage Tariff. Although Licensing generally in a non-Executive function and matters are dealt with by the Licensing Committee, the setting of the Tariff is an Executive function. A consultation was undertaken with taxi vehicle owners. Of those who responded to the consultation, 17 (85%) agreed with the proposal as suggested by the Association, whilst 3 (15%) respondents indicated that the Tariff should remain as is. This matter was considered by the Licensing and Regulatory Affairs Committee on 26 November 2024 and they have recommended the proposed increase to the Executive.
Recommendations Approved
General Fund Revenue Budgets & Finance Strategy 2025/26
From: Executive - Monday, 13th January, 2025 6.00 pm, NEW - January 13, 2025
The report provides an update on the Council’s 5-year financial forecasts and makes recommendations regarding the revised revenue budget for 2024/25 and base budget for 2025/26. The Executive recommended, and the Council approve, in February 2023, the base budget for 2024/25, for the General Fund Revenue Account services. The report sets out some revisions to the budget for 2024/25 and proposes a base budget for 2025/26 for the Executive’s agreement and submission to Council. The report also gives the context to these budgets in the form of the latest five-year projections from the Medium-Term Financial Strategy. Revised General Fund Revenue Budget 2024/25 The original general fund revenue budget for 2024/25 set, for £14,883,100, required a funding shortfall of £404,200 to be met from unallocated general reserves. The projected shortfall has now dropped to £285,700, with the revised budget of £14,410,200. This is mainly dure to the savings that have been made through the Opportunities Plan and wider work in the year such as reducing the cost of Homelessness provision. Base General Fund Revenue Budget 2025/26 The proposed general fund revenue budget for 2025/26 totals £14,839,100 which is a decrease of £43,900 against the original budget for 2024/25. There is a funding shortfall of £62,600 which will need to be met from unallocated reserves. 5-Year Financial Forecasts The 5-year financial forecasts for 2024/25 to 2028/29 is predicting future funding shortfalls, each year rising to £1.3million by 2026/27, which will be the last year that the shortfall can be met from unallocated General Reserves. The Opportunities Plan work recommenced in 2023/24 and has served to delay the funding shortfall problem each year. Work will need to continue to expand and deliver the Opportunities Plan to help manage the Council’s financial pressures and remain resilient. As the easier projects have now been delivered, there may be a need to make increasingly difficult decisions. Members have already started this work which will be built into the next Opportunities Plan.
Recommendations Approved
Summary
Meetings Attended: 102
Average per Month: 4.1
Decisions Recorded: 106