The Strategy and Resources Policy Committee were scheduled to discuss a range of topics, including contract procurement, the council tax reduction scheme, debt management, asset disposals and funding for the Bristol Museum & Art Gallery.

Capital Strategic Partnering Initiative

The committee were to consider a report seeking approval to continue working with Arcadis, the council's Capital Strategic Partner (CSP). The report noted that this would be done via the existing crown commercial services framework, and sought to increase the contract spend ceiling by £30 million over the next two years, to assist in delivering the council's capital programme.

The report stated that the contract with Arcadis was awarded in early 2021 with a planned duration of seven years, plus an optional one-year extension. It also noted that there was no explicit contract value, although an indicative figure of £20 million was mentioned in the invitation to tender.

The report argued that continuing the partnership would enable the council to deliver progress against its capital delivery programme, leveraging expertise both within the council and with Arcadis, accelerating the pace of delivery and supporting the Corporate Plan and the One City Plan¹. The report also highlighted the role of the Portfolio Management Office in driving progress across the council's capital programme, ensuring effective governance and high-quality outputs. It stated that the CSP assists in resource management, skills and training, and knowledge transfer, with council and Arcadis teams partially co-located for rapid decision-making and collaborative working.

The report noted that an ambitious capital programme, primarily funded through external grants, had significantly increased the use of the CSP from that originally envisaged, particularly across major initiatives such as Bristol Temple Island, Bristol Temple Quarter, and the City Region Sustainable Transport Settlement (CRSTS).

The report listed alternative options that were considered, including doing nothing, direct award to Arcadis via an established framework, directly awarding to another provider via an established framework, and running a further competition via an established framework.

Appendix A of the report provided detail and evidence on the value delivered by the partnership. It stated that the council obtains the best of three global leading players through a best athlete approach to each commission, and that procurement is done so council officers can immediately discuss commissions to bring significant pace in delivery. It also stated that the CSP assists in resource management, skills and training and knowledge transfer.

The report stated that the CSP has derived a delivery methodology and standardised processes making project delivery faster, more controlled and continuously improving. It also stated that council processes have been integrated into a gateway governance framework to ensure quality assurance is achieved, and that this is defined in a standard Delivery Framework.

The report also stated that the CSP has delivered £12.5 million of social value, with 38% of the framework value delivered to date exceeding the 36% target. It also stated that the CSP has delivered 571 hours of staff time volunteered to support local initiatives, and that £5.8 million has been spent with local suppliers.

The report included an Equality Impact Assessment, which concluded that the proposal would not have an equality impact. It also included an Environmental Impact Assessment, which concluded that the proposal would not have a significant environmental impact.

Corporate Landlord Asset Disposals

The committee were to consider a report seeking approval for a proposed methodology and financial appraisal tool for identifying sites for disposal from the council's asset portfolio. The report also sought approval for the disposal of specific Bristol City Council assets and to progress the disposal in principle of playing field land at Oasis Academy John Williams and Oasis Academy New Oak, Hengrove.

The report stated that in February 2025, a budget was agreed by Full Council which included proposals to generate £45.5 million in capital receipts, to fund activity within the council's capital programme and transformation portfolio. It also stated that external partners were procured in April 2025 to produce a new asset strategy, refined financial model and disposals tracker to inform the council's approach to future property disposals.

The report outlined a four-stage framework for appraising assets for disposal:

• Financial Appraisal: Assessing the revenue impact of disposal over the Medium Term Financial Plan² and the asset's life, and assessing the cost of capital.
• Market Appraisal: Assessing the asset in the context of market conditions and considering opportunities for rental uplift or lease regears.
• Non-financial Appraisal: Assessing value across strategic, economic, operational, social and environmental categories using a weighted 'scorecard' approach.
• Stakeholder Review: Assessing alternative proposals or potential impacts of disposal with wider stakeholders.

The report stated that the methodology was applied to the council's investment estate portfolio, resulting in a list of assets where disposal would be financially beneficial. It noted that the assets proposed for disposal were all situated in the Avonmouth area.

The report detailed assets proposed for disposal in 2025/26 and 2026/27, and included commercial information in an exempt appendix. It stated that if approval was obtained, the assets would be placed with agents for sale on the open market, and that Jones Lang LaSalle (JLL) had been identified as the preferred partner to support the marketing and disposal of these assets.

The report also discussed the proposed disposal of playing field land at Oasis Academy John Williams and Oasis Academy New Oak, Hengrove, stating that Oasis Community Learning (OCL) and BCC were undertaking a joint project to determine whether the playing fields could be redeveloped to provide around 360 new homes, including affordable housing. It stated that the residual land value would be used to deliver a replacement primary school with SEND provision and improved sports facilities.

The report noted that a Memorandum of Understanding (MoU) had been signed by the Executive Director for Growth & Regeneration in October 2023, outlining joint strategic objectives for future development. It stated that a Decision Pathway Report was presented to Corporate Leadership Board in November 2023 detailing proposals for the joint working arrangement, including governance arrangements via a Joint Project Board and budget.

The report stated that OCL had appointed consultants to develop a design brief that would be used to market the site to potential developers via the Homes England Dynamic Purchasing System. It also noted that a paper was taken to Estates Strategy Board on 30 June 2025, outlining recommendations for the disposal of the playing field land.

The report included alternative options considered, including reducing the level of capital funding required, adopting a different appraisal methodology, and disposing of assets from the council's operational estate.

The report included an Equality Impact Assessment, which concluded that the proposal would not have an equality impact. It also included an Environmental Impact Assessment, which stated that the proposal would have both beneficial and adverse environmental impacts.

Arts Council England MEND Round 5 Funding Application

The committee were to consider a report seeking approval to apply to Arts Council England (ACE) for up to £3,984,028 from the Museum Estate Development Fund (MEND) Round 5 grant for Bristol Museum & Art Gallery (BMAG). The report also sought approval for £124,818 in match funding to be drawn from Bristol City Council's Corporate Landlord Health and Safety capital programme, and for up to £75,584 to be incorporated in next financial year's capital programme.

The report stated that BMAG is an accredited museum housing 2.5 million objects across a broad range of subjects, and that it was built in 1905 and is a Grade II* listed Edwardian Baroque landmark. It also stated that protecting the fabric and longevity of the structure would allow BMAG to continue as a community resource and civic focal point for Bristol.

The report noted that BMAG had already received £679,365 from ACE MEND 1 and successfully completed works to the building in March 2025 with this funding. It also stated that an application to MEND R4 was unsuccessful, and that the museum had undertaken a critical review of the submission and procured a design team led by a Conservation Accredited Professional to update the Museum's Condition Survey Report and recommend priority works.

The report detailed the budget for the MEND R5 application, stating that a minimum of 10% match funding estimated at £362,184 was required. It noted that this would come from:

• £198,000 committed by Bristol Museums Development Trust
• £124,818 committed from the Corporate Landlords Health and Safety Capital programme already allocated to BMAG
• An additional contribution of up to £75,584 in match funding identified as necessary from other BCC budgets

The report also stated that officers were exploring whether CIL funding could be used to support the match funding.

The report outlined the MEND R5 package of works, stating that the Museum Condition Survey Report 2025 found that the building was in poor condition and that there were major defects in the building envelope. It noted that the report recommended that external works be prioritised due to accelerating deterioration.

The report listed the proposed works, including replacement and refurbishment of roof coverings, replacement of lead flashings, refurbishment of rainwater goods, a programme of façade repair works, and a programme of window and door refurbishment.

The report included an alternative option considered, which was to reduce the amount of the application to MEND R5 due to a shortfall in the match-funding budget.

The report included an Equality Impact Assessment, which concluded that the proposal would not have an equality impact. It also included an Environmental Impact Assessment, which stated that the project would have a positive long-term environmental impact by improving the thermal performance of the museum's building envelope.

Council Tax Reduction Scheme 2026/27

The committee were to consider a report seeking agreement for a Council Tax Reduction (CTR) scheme for 2026/27 that provides a consistent level of support. The report also sought approval to consult on changes to improve administration by ignoring small changes in income, to reduce reassessment of awards and rebilling of Council Tax.

The report stated that since Council Tax Benefit (CTB) was abolished in 2013, local authorities in England are responsible for designing their own CTR schemes for those of working age, and that pensioners are protected under a scheme prescribed by the government.

The report noted that Bristol remains one of a minority of local authorities to keep its level of support at pre-2013 levels, up to 100% of a household's council tax liability. It stated that 84% of working age households entitled to CTR have their council tax liability met in full, accounting for 90% of the £31.1 million total expenditure for the working age scheme.

The report proposed to continue with the current scheme for 2026/27, but also to consult on changes to ignoring small changes in income, resulting in reduced reassessments of awards and rebilling of Council Tax to citizens. It stated that this would be done by introducing income 'tolerances', where a change of +/- £15.00 change in income per week (the equivalent of a £3 change in CTR entitlement) would be ignored.

The report noted that if adopted, this would result in a total of 6,700 fewer changes in entitlement for the Benefits Service and subsequent rebilling to households. It also stated that the estimated savings across both Revenue and Benefits Services was anticipated to be £50,000, with a further £5,200 in postage.

The report detailed the current and future scheme cost, stating that Bristol's CTR scheme costs £45.8 million as of June 2025, with the working age scheme costing £31.1 million and the pension age scheme costing £14.7 million. It noted that the cost borne by Bristol City Council is around 85%, with around 15% being borne by the precepting authorities³. The report stated that councils are required to review their CTR schemes each year and decide whether to replace it with another scheme, and that the Local Government Finance Act 1992 requires local authorities to consult with precepting authorities and those likely to have an interest in the operation of the scheme.

The report included an Equality Impact Assessment, which concluded that the changes to the scheme were marginal in nature, with changes in entitlement of up to £3.00 per week not being taken into account in calculating CTR awards for working aged people. It stated that any subsequent changes in circumstances that would affect entitlement would be considered, and that the purpose of the proposal was to stabilise CTR awards for those with incomes that fluctuate slightly.

The report also included a risk register, which detailed potential risks to the Council Tax Reduction Scheme, including poor quality data/modelling, improved administration and related costs/staffing being over or underestimated, and the scheme and/or consultation being subject to legal challenge.

Debt Report 1 April 2024 - 31 March 2025

The committee were to consider a report providing an overview of the debt position across revenues and benefits, parking services, housing revenue account, temporary accommodation, and sundry debt, and detailing the steps being taken to improve collection across a number of service areas. The report also provided details of those sums written off during the period 1 April 2024 to 31 March 2025.

The report stated that high quality income management that maximises the income due to the council is key to ensuring the council can meet its spending plans, and that the Corporate Debt Management Policy sets out consistent principles and standards for invoicing and recovery processes.

The report detailed the balance due by income type at year end 2024-2025, with accounts receivable accounting for 37% of the total due debt, council tax accounting for 26%, and business rates accounting for 7%.

The report provided a breakdown of accounts receivable debt by directorate, with Adults & Communities accounting for the largest proportion of the total due debt. It also detailed the amount of debt in accounts receivable that is over 30 days old and does not currently have a payment plan or property charge agreed for repayment.

The report included collection rate trends for accounts receivable, council tax, and business rates. It also detailed the split of direct debit and other payers for open accounts for council tax and business rates.

The report provided information on overpaid housing benefit, housing revenue accounts, temporary accommodation, and parking services. It also detailed the debt support referral service and other activities and areas for further improvement.

The report stated that debts are proposed for write off only when all recovery avenues have been exhausted and are approved in accordance with the authorisation levels set out in the finance scheme of delegations. It noted that write offs in the period 01 April 2024 to 31 March 2025 totalled £18.649 million, with council tax accounting for 25% of the total write offs, and national non-domestic rates accounting for 15%.

Mobile Voice and Data Contract Procurement

The committee were to consider a report identifying the requirement to replace the council's current contract for mobile voice and data, which comes to an end in July 2026. The report sought permission to procure a new contract to ensure seamless continuation of mobile voice and data connectivity on council-provided devices, and value for money for the council's mobile telephony services.

The report stated that the existing provider is Vodafone, who have supplied this service to the council for over 20 years. It also noted that the council is in the process of reviewing existing usage and connections with the intention of reducing the total number of connections needed, and that it will soon introduce Bring Your Own Device (BYOD) to enable council staff to securely use their own mobile devices for council business and further reduce the number of connections needed.

The report noted that the procurement decision required committee approval due to its financial value (£2.25 million) for a mobile voice and data contract over a 3-year term (2+1). It stated that the procurement would provide essential SIM cards with associated airtime for up to circa 6,000 SIMs in use across the organisation, along with the ability to procure devices, whilst optimising costs through a consolidated procurement approach. The intended route to market would be the CCS Mobile Voice and Data Services Framework - RM6261.

The report detailed the budget for the 3-year term (2+1), with £1.38 million from the general fund to provide SIM cards with associated voice and data airtime, and up to £0.87 million capital to cover the cost of new/replacement mobile devices.

The report included alternative options considered, stating that there were no alternative options as there is a requirement for mobile connectivity to enable staff to continue working.

The report included an Equality Impact Assessment, which concluded that the proposal would not affect how people access or participate in a service, or change aspects like health, education, or quality of life. It also included an Environmental Impact Assessment, which concluded that the procurement would have no significant environmental impact as it represents a like-for-like replacement of the existing service.

Procurement for a Learning and Development Managed System Provider

The committee were to consider a report seeking approval to procure a contract for a managed service provider of learning and development, valued at £900,000 over a three-year period. The report also sought to authorise the Director of Workforce and Change, in consultation with the Chair of the Strategy and Resources Committee, to make the contract award.

The report stated that the council currently uses a Managed Service Provider to procure learning and development providers, to deliver learning in areas such as Health and Safety, Housing, Licensing and Adult Social Care, and that the current contract expires in March 2026. It noted that the council has an obligation to secure best value through testing the market with the aim to make further efficiency savings and improvements.

The report highlighted the benefits of the Managed Service Provider (MSP) model, including addressing long-standing inefficiencies in procurement and delivery of training services, reducing the administrative workload for internal teams, enabling rapid access to a diverse range of high-quality training providers, consolidating learning and development procurement under a single contract, offering robust data tracking and reporting capabilities, and demonstrating an ability to scale services quickly in response to emerging needs.

The report listed an alternative option considered, which was each department sourcing and managing its own Learning and Development (L&D) providers independently.

The report included an Equality Impact Assessment, which stated that the recommissioning aims to enhance the delivery of training and development programmes across the organisation by enabling access to a diverse range of high-quality learning solutions. It noted that as part of the quality scoring assessment for joining the Framework, providers would be required to demonstrate a good understanding of Equality Act 2010 requirements and the public sector equality duty.

The report also included an Environmental Impact Assessment, which stated that the recommissioning of a Learning and Development Managed Service Provider would support the effective delivery of training and development programmes across the organisation by providing access to a broad range of high-quality learning solutions, improving efficiency, and ensuring value for money through a streamlined procurement approach.