Agenda and draft minutes

The Chair welcomed everyone to the meeting.

The Democratic Services Officer will read out the emergency evacuation procedure as set out in the notes.

The Senior Democratic Services Officer read out the emergency evacuation procedure.

At this point in the meeting declarations of interest are received from Members in any of the agenda items under consideration at the meeting. Members are asked to indicate:

(a) The agenda item number in which they have an interest to declare.

(b) The nature of their interest.

(c) Whether their interest is a disclosable pecuniary interest or an other interest, (as defined in Part 4.4 Appendix B of the Code of Conduct and Rules for Registration of Interests)

Any Member who needs to clarify any matters relating to the declaration of interests is recommended to seek advice from the Council’s Monitoring Officeror a member of his staff before the meeting to expedite dealing with the item during the meeting.

There were no declarations of interest.

There was no urgent business.

Questions submitted before the deadline will receive a reply from an appropriate Cabinet member or an undertaking to respond within 5 working days of the meeting.  Councillors may ask one supplementary question for each question they submit, up to a maximum of two per Councillor.

There were 10 questions from Councillors and 18 questions from members of the public.

[Copies of the questions and responses, including supplementary questions and responses if any, have been placed on the Minute book as Appendix 1 and are available on the Council's website.]

Councillors and members of the public may register their intention to make a statement if they notify the subject matter of their statement before the deadline.  Statements are limited to 3 minutes each.  The speaker may then be asked by Cabinet members to answer factual questions arising out of their statement.

There were no statements from the public or councillors.

To be confirmed as a correct record and signed by the Chair.

RESOLVED that the minutes of the meeting held on Thursday 12^th February 2026 be confirmed as a correct record and signed by the Chair.

This is a standard agenda item, to cover any reports originally placed on the Weekly List for single Member decision making, which have subsequently been the subject of a Cabinet Member requisition to the full Cabinet, under the Council’s procedural rules.

No single member items were requisitioned to Cabinet.

This is a standing agenda item (Constitution rule 3.3.14) for matters referred by Policy Development and Scrutiny bodies.  The Chair of the relevant Policy Development and Scrutiny Panel will have the right to attend and to introduce the Panel’s recommendations to Cabinet.

No matters were referred by Policy Development and Scrutiny Panels.

To note the list of Cabinet Single Member decisions taken and published since the last Cabinet meeting (no debate).

The Cabinet agreed to note the report.

To consider the update of the Heritage Services Business Plan 2026-2031.

Cllr Paul Roper, Cabinet Member for Economic and Cultural Sustainable Development, introduced the report, moved the officer recommendation and made the following points:

• The Heritage Services Team continues to demonstrate strong leadership and entrepreneurial management of the Council’s key cultural assets.
• Council assets include the Roman Baths, Victoria Art Gallery, Bath Records Office, Clore Learning Centre, and the World Heritage Centre.

• The Victoria Art Gallery recorded 60,000 visitors in the past year.
• The Pump Room Restaurant received a Tripadvisor Travellers’ Choice Award, placing it in the top 10% of restaurants worldwide.
• The Roman Baths was awarded Tripadvisor’s 2025 ‘Best of the Best’, ranked 7th among UK attractions.

• Heritage Services continues to deliver excellent financial returns.
• The income generated reduces residents’ annual Council Tax bills by approximately £160.  This has supported B&NES in maintaining the second-lowest Council Tax rates in the South West.
• The expected 2026/27 surplus of £13.261m is driven by steady visitor growth, investment in staff, prudent management, and innovation.

• Business planning has accounted for known risks but predates the recent escalation in Middle East conflicts.
• The war involving Iran and wider regional instability may impact global and domestic travel, potentially influencing future visitor numbers.

• Heritage Services has launched a pioneering Sustainability Action Plan, which is among the first of its kind for UK museums.
• The Plan outlines steps to cut greenhouse gas emissions over three years and develop a pathway to net zero.  This supports the Council’s broader climate and ecological priorities.

• Bath holds a world-class fashion collection, and the Council is delivering a new, internationally significant fashion museum, set to open in 2030.
• Expected benefits include:
  • Job creation
  • Community outreach
  • Economic growth
  • Stronger university and stakeholder partnerships
  • Longer visitor stays and reduced day?trip pressure on the city.

• New cultural infrastructure follows the model of landmark UK museums (e.g., Hepworth, Lowry, V&A Dundee) and is expected to drive civic pride and local economic development.

Cllr Manda Rigby seconded the motion and made the following points:

• The council has a responsibility to conserve and enhance heritage assets for the community’s benefit.

• Heritage is not elitist and it has an ability to broaden horizons, bring diverse communities together, and address inequalities.  It must be accessible to all residents, particularly those facing disadvantage.
  Heritage Services is leveraging the global profile of the Roman Baths to expand access, opportunities, and learning.

• The Roman Baths Youth Forum provides young people aged 16–25 with exposure to careers in heritage, archaeology, and museums.  It aims to build skills, confidence, and pathways to higher education and entry-level roles.
• The Bath Carers Centre has a long-standing collaboration offering respite and wellbeing activities for both adult and young carers (5–17).
• A partnership with Blind Veterans UK was launched in 2025, delivering adapted creative and wellbeing activities, with programming shaped by participant feedback.

• B&NES Children’s Services offers structured work experience placements for care-experienced young people.
• There are plans to introduce £1 tickets for visitors receiving Universal Credit, Pension Credit, or Employment and Support Allowance  ...  view the full minutes text for item 91.

To consider the new council policy document, the Cultural Development Plan, for review and adoption.

Cllr Paul Roper, Cabinet Member for Economic and Cultural Sustainable Development, introduced the report, moved the officer recommendation and made the following points:

• Culture includes arts, libraries, museums, heritage sites, music, theatre, festivals, landscapes, natural spaces, and major sporting events.
• Culture is not elitist or ideological; it builds community cohesion, belonging, pride, and opens opportunities, particularly for disadvantaged groups.
• The administration aims to ensure that cultural enrichment reaches disadvantaged young people, young carers, families in poverty, and communities in deprived areas.
• The new Fashion Museum is one of the UK’s most significant cultural projects over the next five years.
• There will be continued investment in social value programmes at the Roman Baths and Victoria Art Gallery.
• The Discovery Care scheme is expanding, and we now have over 60,000 active cards.
• Libraries remain protected as inclusive cultural hubs, despite cuts in other local authorities.
• The Council provides indirect support for external cultural organisations such as capacity building, expertise and funding bids rather than direct grants.
• Long-term austerity pressures and past decision have reduced local cultural capacity.
• Culture is a key component of place-shaping and is one of the Council’s priorities in the Corporate Strategy.
• B&NES lacks an up?to?date cultural strategy, limiting access to external funding from organisations like WECA and Arts Council England.
• The Cultural Development Plan is a two?year foundation aiming to:
  • Re?orientate the Council’s cultural approach across departments.
  • Rebuild relationships with the cultural sector.
  • Make it easier for cultural activity to take place.
  • Continue evolving cultural delivery through Heritage Services, Libraries, and the Regeneration Team.
  • The time?limited approach reflects the need to rebuild trust, understand sector challenges, and prepare for a longer-term strategy.
• Adoption of the plan sets a clear path for supporting culture.

Cllr Mark Elliott seconded the motion and made the following points:

·  Culture is described as fundamental to identity, not a luxury, and a powerful lever for improving wellbeing, aspiration, community strength, and economic vitality.

·  Culture must be embedded across the Corporate Strategy, Economic Strategy, and Joint Health and Wellbeing Strategy as a tool for reducing inequalities and building cohesive communities.

·  The district’s creative and visitor economies will benefit significantly from:

·  The strategy commits to enabling cultural activity across the whole district, not only in Bath—responding to community feedback from places such as Keynsham, Somer Valley, Twerton, and Radstock.  The Plan includes actions to simplify processes, remove barriers, and work collaboratively with partners to allow culture to thrive locally.

RESOLVED (unanimously):

To approve the Cultural Development Plan 2025-2027.

To consider adopting the Corporate Estate Asset Management Framework (comprising the Corporate Estate Policy and Corporate Estate Strategy and associated Action Plan).  These documents set out the approach and priorities for the management of the Council’s Corporate Estate over the next five years (2026-2031).

Cllr Paul Roper, Cabinet Member for Economic and Cultural Sustainable Development, introduced the report, moved the officer recommendation and made the following points:

·  The Asset Management Framework is a new and significant advancement.

·  The Framework consolidates three core components and is the umbrella document that draws together the three key strands for delivery:

•   Asset Management Policy

•   Asset Management Strategy

•   Asset Management Action Plan

·  The council holds over 900 land and building assets valued at £328m.  The estate also generates revenue of £4.7m a year.

·  A new Concerto computer?aided facilities management system has been implemented, enabling:

•   Centralised asset data for the first time

•   Improved management information and decision?making

•   Integration of data since May last year, with go?live in January

·  By 2031, the framework aims to deliver:

•   A safe, compliant, right?sized estate aligned to modern, inclusive service delivery

•   Reduced office floorspace and creation of co?location hubs

•   A reduced maintenance backlog

•   Progress toward net?zero carbon, including reduced energy intensity, Energy Performance Certificate alignment, heat decarbonisation, and renewable power

•   Clearer communication through scrutiny, Key Performance Indicators, and annual reporting

·  The project is recognised as being complex and challenging, but significant progress has been made, with long?term organisational benefits expected.

Cllr Sarah Warren seconded the motion and made the following points:

·  The framework supports the council’s ambition for 30% of land to be managed positively for nature by 2030 and enhances opportunities for biodiversity net gain.

·  The council has already achieved a 52% reduction in estate carbon emissions since 2016 and is progressing toward net?zero operations by 2030.

·  Planned actions to reach net zero include:

•   Fabric?first retrofits of buildings

•   Installation of heat pumps, solar generation, and battery storage

•   Grid capacity planning

•   Fleet decarbonisation

•   Expansion of local renewable energy generation

By 2030, the council aims for:

•   Energy Performance Certificate B or better across non?domestic assets

•   More than 60% of heat decarbonised

•   More than 50% of electricity matched by renewables

•   Reduced water consumption and waste

•   Ecological emergency commitments include:

•   Increasing land and waterways managed positively for nature

•   Improving abundance and distribution of key species

•   Enhancing public access and engagement with nature

•   Creating meadows, pollinator corridors, and supporting tree canopy targets

Progress will be monitored through key performance indicators to ensure delivery remains on track. 

RESOLVED (unanimously):

(1)  To approve the Asset Management Framework 2026-2031 suite of documents, including the Asset Management Policy, Asset Management Strategy and Asset Management Action Plan, attached at Appendix 1 of the report. 

(2)  To delegate authority to the Head of Corporate Estate and Director of Capital and Housing to implement the Framework and Action Plan in accordance with the Council’s Constitution and Scheme of Delegations to Officers of the Council, in consultation with the Cabinet Member for Economic and Cultural Sustainable Development, as defined.