The Tamar Bridge and Torpoint Ferry Joint Committee met on Friday 13 March 2026 to discuss operational performance, budget monitoring, and the annual pay policy. Key decisions included noting the Chief Officer's quarterly report, approving the 2026/27 Pay Policy, and noting the 2025-26 budget monitoring report.

Chief Officer's Quarterly Report

The committee received an update on the operational and general matters of the Tamar Bridge and Torpoint Ferry for the period November 2025 to January 2026. Ferry availability was reported at 96.9%, below the 99% target, with 513 missed trips during the period. Eastbound tolled traffic on the Torpoint Ferry saw a 3.6% increase compared to the previous year, while the Tamar Bridge experienced a 1.9% decrease in eastbound tolled traffic. Lane availability on the Tamar Bridge was below its target of 99.5% at 95.73%, impacted by ongoing National Highways works on the Saltash Tunnel and severe weather. Journey times across both crossings were also noted to have increased.

Significant maintenance activities included the replacement of a wire and tunnel chain on the Tamar II ferry and servicing of its integrated platform management system. The Plym II ferry experienced prow defects, and a leased telehandler was declared beyond economic repair, impacting routine heavy work. Capital programme updates included planned structure replacement for the North gantry of the Plym II and the commencement of an upgrade to the Tamar II's platform management system, which would result in the vessel being out of service for up to six weeks. The Torpoint Ferry office refurbishment and traffic management systems were also progressing.

The Bridge to Zero, Torpoint Ferry Decarbonisation Study was progressing, with preliminary reports on design options for hydrogen fuel cells, portable battery modules, and overnight charging. The final report and draft strategy were expected to be presented to the committee in June or September 2026.

On the Tamar Bridge, planned maintenance included general cleaning, repairs, and vegetation clearance. The principal inspection of the bridge gantries was ongoing. Capital programme activity included ongoing supplementary cable repairs, the completion of toll booth replacements, and rocker remedial works. The Bridge Recoating Phase 3 was running to budget and plan, with limited painting possible over winter due to weather.

The Visitor and Learning Centre had hosted a temporary exhibit on the Torpoint Ferry's history, introduced workshops for home-educated families, and continued early careers support and school outreach.

Staff sickness absence for the reporting period was 508 days, with an average of 4.6 days per employee. Employee turnover YTD was 10.6%.

The Tamar Tag administration fee consultation was launched on 3 March 2026, with a closing date of 6 April 2026. An independent consultant was appointed to manage the process, which included a webinar, drop-in sessions, and media engagement. The analysis of feedback would be presented to the June 2026 Joint Committee meeting.

Communication with Central Government included a letter sent to the Secretary of State for Transport and local MPs requesting an Infrastructure Revenue Grant of £499,999 per annum. A summit meeting with MPs was arranged for mid-May to finalise a case for investment and modernisation.

The committee noted the report and approved the 2026/27 Pay Policy, subject to updates following national pay negotiations.

2025-26 Budget Monitoring Report

The committee reviewed the 2025-26 Budget Monitoring report, which detailed the financial position as of January 2026. The revenue position showed an overall surplus of £0.902m year-to-date, with a forecast surplus of £0.576m by the end of March 2026. Capital expenditure to date was £3.502m against a forecast of £6.959m for the year. The forecast reserve position was a surplus of £1.492m as at 31 March 2026.

Significant variances were noted in employee expenses, premises costs, and cash toll income, which continued to show volatility. The report highlighted that the revised forecast for cash toll income had been reduced due to factors such as a later than expected toll increase, a shift in payment methods towards tags, ongoing roadworks, and poor weather.

The capital programme showed expenditure on Ferry Refit 2023-26, Bridge Protective Coating, and Supplementary Cable Works. The report also noted that the ongoing conflict in Iran would negatively impact budget forecasts going forward.

The committee noted the revised revenue forecast and capital programme for 2025/26.

2026-27 Pay Policy

The committee considered the draft 2026-27 Pay Policy, which included updates to local agreements regarding additional duties payments and reflected the increase in the voluntary Foundation Living Wage. The policy would be updated following national pay negotiations. The committee approved the 2026/27 Pay Policy.

Other Matters

The minutes of the previous meeting held on 5 December 2025 and an extraordinary meeting held on 12 January 2026 were approved. Public questions were addressed, covering topics such as the justification for toll increases, the impact of account cancellations, the cost of consultations, and the potential for government funding for toll abolition.

The committee also discussed the Chief Officer's Quarterly Report, which included updates on National Highways works on the Saltash Tunnel, toll booth replacement, the ferry decarbonisation study, and stakeholder engagement. The report noted the importance of arranging a general stakeholder meeting as soon as possible.

A proposal to increase the Tamar Tag monthly administration fee from £0.80 to £2.00 was discussed. Following a public consultation where a majority of respondents opposed the increase, the committee resolved to reject the proposal.

The Budget Outturn Report 2025-2026 was approved, subject to audit. The report highlighted that capital expenditure was at minimum activity levels and that financial support from the Government would be beneficial. Concerns were raised about the strategic risk register and the potential financial responsibility of the Parent Authorities if financial reserves were exhausted.

The Budget Monitoring Report 2026-27, covering the first two months of the financial year, was noted. Officers advised that savings would be made where possible and that the impact of international instability, such as the conflict in Iran, was yet to be fully determined.