The Tamar Bridge and Torpoint Ferry Joint Committee meeting scheduled for 12 January 2026 was set to discuss the updated 2026-27 revenue budget and capital programme, with a particular focus on income from TAG account fees. The committee was also scheduled to review the annual business plan for 2026-27.

Updated 2026-27 Revenue Budget and Capital Programme – Review of Income from TAG Account Fees

A significant portion of the meeting was dedicated to reviewing the financial outlook for the Tamar Bridge and Torpoint Ferry operations for the 2026-27 financial year. The report pack indicated that the committee was to consider recommendations regarding the monthly TAG account fee.

The report highlighted that the previously recommended increase in the TAG account fee from £0.80 to £2.00 per month, which was part of the budget presented in December 2025, was being re-evaluated. This re-evaluation was prompted by public representations and a desire from the Joint Chairs for more detailed consideration. Consequently, the budgets recommended to the Full Councils were to assume the current fee of £0.80 per month remains unchanged for the time being.

The report detailed the financial implications of maintaining the current fee, projecting a deteriorating reserve position that could lead to reserves being entirely depleted by March 2030. It was noted that this situation moves the reserves away from the £3 million level considered prudent.

The committee was scheduled to consider three options for the TAG account fee:

• Retaining the current 80p fee.
• Increasing the fee to £2.00 per month, as previously included in December 2025 reports.
• Increasing the fee to £1.60, which would restore the relationship between the fee and the discounted car toll that existed in 2014.

A budget of £10,000 was proposed to fund a consultation and engagement exercise on increasing the monthly TAG account fee. The feedback from this exercise was to be reported to a future meeting of the committee. The report also outlined the history of the TAG account fee, its impact on current operations, and efficiencies and improvements made to the scheme since 2013.

The report also presented the capital programme for 2026/27 to 2029/30, detailing planned expenditures on various maintenance and improvement projects for both the bridge and the ferries. This included significant works such as bridge protective coating, ferry decarbonisation studies, and bridge structural fire protection upgrades.

2026-27 Annual Business Plan

The committee was also scheduled to review the 2026-27 Annual Business Plan. This plan outlines the strategic goals and actions for the upcoming year, building on the Tamar 2050 strategy. Key strategic goals identified for continuation include:

• Meeting Customer Expectations: This involves achieving service delivery KPIs, providing more payment options, enhancing online communication, undertaking major maintenance projects, and improving traffic data.
• Fiscally Sustainable: Ensuring income covers expenditure, acting on operational efficiency reviews, improving management of toll debtors, and pursuing the ability to index-link tolls.
• Transparent Governance and Clear Decision Making Processes: Considering alternative organisational models, adopting a revised approach to long-term planning, publishing more information about public meetings, and exploring how the crossings can address the Climate Emergency.
• A Modern, Diverse and Well Trained Workforce: Acting on workforce feedback, mitigating recruitment issues, and improving diversity within the organisation.
• Quality and Appropriate Standards: Improving pedestrian safety, demonstrating a safety culture, ensuring environmental responsibility, and maintaining regulatory standards.

The business plan also detailed specific actions for 2026-27 under each strategic goal, including progressing a business case for open road tolling, implementing actions from the Income Optimisation Study, reviewing governance arrangements, and embedding environmental management systems. The plan also included performance targets for safe, reliable, and efficient services, alongside monitoring indicators for areas such as complaints and road traffic collisions.

The financial context for the 2026-27 business plan was also presented, outlining forecast income and expenditure, and projecting a deficit for the year. This deficit was expected to reduce the reserve balance from a forecast £1,492,000 at the end of March 2026 to £1,364,000 at the end of March 2027. The capital works programme for the year was also detailed, with anticipated borrowing requirements.