Democratic Services
Environment and Transport Select Committee
TUESDAY 11 FEBRUARY 2014
7.00 pm
COUNCIL CHAMBER, CIVIC OFFICES, CENTRAL MILTON KEYNES
A G E N D A
www.milton-keynes.gov.uk/scrutiny
Chair: Councillor Tallack Councillors: Hawthorn, Klein, Legg (Vice-Chair), D McCall, I McCall, McKenzie, Wallis, Wharton (Vice-Chair) and (1 Conservative Vacancy)
This meeting is open to the Public
For more information about the meeting please contact Lesley Sung on (01908) 252325 or by e-mail [email protected]
Councillors Carstens ,Fraser ,Jury , Lloyd, D McCall , A Morris ,O’Neill Tamagnini- Barbosa and Tunney.
Milton Keynes Council (1) Democratic Services, Civic Offices 1 Saxon Gate East Milton Keynes MK9 3EJ Tel: Milton Keynes (01908) 691691 Fax: (01908) 252456 Hays DX 31406 Milton Keynes 1
What is Overview and Scrutiny? Each local authority is required by law to establish an overview and scrutiny function to support and scrutinise the Council’s executive arrangements. Each select committee has its own remit as set out in its terms of reference but they each meet to consider issues of local importance.
They have a number of key roles:
Providing a critical friend challenge to policy makers and decision makers
Enabling the voice and concerns of the public
Driving improvement in public services. The select committees consider issues by receiving information from and questioning officers and external partners to develop an understanding of proposals or practices. They then develop recommendations to provide to officers, Members or external partners that they believe will improve performance, or as a response to public consultations. As select committees have no executive powers they often present their conclusions in the form of recommendations that can be provided to the Council, Cabinet or external agencies. Members will often request a formal response and progress report on the implementation of recommendations that they have provided to various parties.
Attending Meetings of Select Committees Meetings of the select committees are held in public and are open for everyone to attend. If you would like to attend then please just turn up but if you can, please let us know you are attending in advance of the meeting and whether or not you would like to make a representation to Members on behalf of yourself or others. If there are specific issues that the meeting must consider in private then they will be asked to consider this at the meeting. After the meeting the recommendations and Minutes of the meeting, as well as agendas and reports for the majority of the Council’s public meetings are available via the Council’s website at: http://cmis.milton-keynes.gov.uk/cmiswebpublic/
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The Overview & Scrutiny process aims to promote the five themes and priorities set out in the Milton Keynes Council’s Corporate Plan
The Corporate Plan and framework sets out the vision for Milton Keynes. It captures what type of place Milton Keynes aspires to be for all those who live, work, learn and visit here. The plan sets out ambitious new objectives for Milton Keynes including achieving world class status for its design, new approaches and technologies and as a sporting city. It has five key themes which help communicate all the work the Council does on behalf of the residents of the borough.
The five themes are: Cleaner, greener, safer, healthier MK: Improve health and well-being, reduce health inequalities and work with partners to reduce crime and disorder to improve quality of life in MK. Visiting MK: Aim to make Milton Keynes a highly regarded visitor destination with a safe and effective transport system which is easily accessible regionally, nationally and internationally. Working in MK: To improve the skills and opportunities of everyone in Milton Keynes and help jobseekers into work, while attracting and retaining businesses to provide new opportunities and to bring people, jobs and industries to MK to improve the strength and resilience of the local economy. Living in MK: Ensuring people are satisfied with Milton Keynes as a place to live, and to support them effectively through the provision of high quality and efficient public services. World Class MK: Our ambition is to increase the international and national standing of Milton Keynes in several areas including our economic success, thriving communities and a high quality environment.
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GENERAL TERMS OF REFERENCE FOR OVERVIEW AND SCRUTINY COMMITTEES/PANELS (a) To review or scrutinise any decision made, or other action taken, in connection with the discharge of any of the Executive Functions within the remit of the Committee/Panel. (b) To make reports or recommendations to the Council or to the Cabinet with respect to the discharge of any of the Executive Functions within the remit of the Committee/Panel. (c) To review or scrutinise any decision made, or other action taken, in connection with the discharge of any of the Non-executive Functions within the remit of the Committee/Panel. (d) To make reports or recommendations to the Council or any Committee of the Council with respect to the discharge of any of the Non-executive Functions within the remit of the Committee/Panel. (e) To make reports or recommendations to the Council, to the Cabinet or to a regulatory committee on matters within the remit of the Committee/Panel which affect the Council's area or the inhabitants of the Council's area. (f) To consider any representations made in connection with the work of the Committee/Panel by a Member of the Council on behalf of her/his constituents. (g) To appoint advisers from outside the Council to advise the Committees/Panels.
Environment and Transport Select Committee - Terms of Reference
1. To assist in the planning and provision of services to enhance the environment of the Borough.
2. To assist in the planning and provision of transport services throughout the Borough.
3. To scrutinise the provision of services, the achievement of targets and the provision of resources to this end.
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AGENDA 1. Welcome and Introductions The Chair to welcome Members, officers and the public to the meeting and introduce Members and officers who are present. 2. Apologies 3. Minutes To approve, and the Chair to sign as a correct record, the Minutes of the meetings of the Environment and Transport Select Committee held on 26 November 2013 (Item 3) (Pages 8 to 13). 4. Disclosures of Interest Members to declare any disclosable pecuniary interests, or personal interests (including other pecuniary interests), they may have in the business to be transacted, and officers to disclose any interests they may have in any contract to be considered. 5. Highways Maintenance and Repairs At this meeting, the Committee will have the opportunity to consider Milton Keynes as an International Sporting City. Milton Keynes as an International Sporting City originated from the Council’s Core Strategy “To develop Milton Keynes as an international sporting city…..a concept which seeks to attract and support regional, national and international facilities and events and to improve people’s health and wellbeing through new opportunities to participate in sport and active recreation”. An executive summary of the Milton Keynes as an International Sporting City Strategy is contained in the agenda (Item 5(a)) (Pages 14 to 25). The four key concepts of the strategy are: To strengthen the ‘offer’ for top class sportsmen and women so as to attract new athletes to Milton Keynes (and the wider South Midlands area) and to enable local athletes to base themselves in and around Milton Keynes for their training. To host major international, national and regional events and provide some essential pre-event training facilities for the competitors (teams and individuals) To support a larger number and more varied mass participation sports events for everyone in the community and encourage pathways from grassroots to elite. To support community sport, health and wellbeing. The complete version of the Milton Keynes as an International Sporting City Strategy can be viewed via the following link:
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http://www.milton-keynes.gov.uk/planning-and-building/planning- policy/international-sporting-city-first-report-jan- 2011#.Uu9wDp3kBfw.email The Sports and Active Communities Strategy (Item 5(b)) (Pages 26 to 44) builds upon the initial work established by Milton Keynes as an international sporting city and helps to raise the profile of sport in Milton Keynes, co-operation and participation. The Strategy has recently gone through a public consultation exercise and adoption proposed in April 2014. The Strategy will cover a period of 10 years running from 2014 through to 2024. The Strategy provides direction to all organisations and individuals who have a role in enabling, directing and developing, co-ordinating and delivering sport and active recreation within Milton Keynes. The Strategy is based on 3 strategic objectives: Enhancing Identity – creating a sporting identity for Milton Keynes and building a reputation as an International Sporting City. Increase Opportunities – to offer a range of opportunities that people can become involved in for social, competitive or health reasons, thus helping to support the wider health agenda. Actively Celebrate – to create an environment in which to promote sport and where sporting events are used as a means of increasing economic investment, inspiring participation and where achievements are celebrated. The Committee may recall that this Select Committee established a Major Events Management Review Group to consider all aspects of major event management and to seek out the best approach to ensure that people visiting and attending events in Milton Keynes leave with a good impression of both the event itself and the Borough. The Review Group’s draft report is included in the agenda (Item 5(c)) (Pages 45 to 57) and Members of the Committee are asked to comment. The Council’s Head of Strategy will be providing a brief overview of Milton Keynes as a major sporting and event city and the Council’s Sports Development Officer will be in attendance. 6. Flood And Water Management The Committee will receive details of the authorities flood and water management responsibilities (Item 6(a)) (Pages 58 to 63) and implementation of Schedule 3 ‘Sustainable Drainage’ of the Flood and Water Management Act 2010 (Item 6(b)) (Pages 64 to 66).
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Health and Safety Any persons attending meetings in the Council Offices are requested to take a few moments to familiarise themselves with the nearest available fire exit, indicated by the fire evacuation signs. In the event of a continuous alarm sounding during the meeting you must evacuate the building immediately and follow all instructions provided by the fire evacuation officer who will identify him/herself should the alarm sound. You will be assisted to the nearest designated assembly point until it is safe to return to the building. Any persons unable to use the stairs will be assisted to the nearest safe refuge. The yellow call point alarm will be sounded to alert the fire service as to your presence.
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Comments, Complaints and Compliments Milton Keynes Council welcomes comments, complaints and compliments from members of the public in order to make its services as efficient and effective as possible. We would appreciate any suggestions regarding the usefulness of the paperwork for this meeting, or the conduct of the meeting you have attended. A form is available online at http://www.milton-keynes.gov.uk/complaints/ or is obtainable at the meeting. Please detach the slip below and return it to one of the officers attending the meeting. THE PROCEEDINGS AT THIS MEETING MAY BE RECORDED FOR THE PURPOSE OF PREPARING THE MINUTES OF THE MEETING. ------Meeting Attended: Environment and Transport Select Committee Date of Meeting: 11 February 2014 Comments:…………………………………………………………………………… …………………………………………………………………………………….…… …………………………………………………………………………………………. …………………………………………………………………………………….…… ………………………………………………………………………………….……… …………………………………………………………………………………….…… …………………………………………………………………………………….…… Contact details (optional):
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ITEM 3
Minutes of the meeting of the ENVIRONMENT AND TRANSPORT SELECT COMMITTEE held on TUESDAY 26 NOVEMBER 2013 at 7.00 pm
Present: Councillor Tallack (Chair) Councillors Hawthorn, Legg, D McCall, I McCall, McKenzie, Wallis and Wharton
Also Present: Councillor Bint (responsible Cabinet Member)
Witnesses: J Pryor (Assistant Director (Public Realm Service Group)), R Kingsley (Head of Highways), Neil Allen (Regulatory Compliance Manager), R Peck (Head of Customer Services (Public Access) and L Sung (Overview and Scrutiny Officer).
Apologies: Councillor Klein
Number of Public: 1
ET07 MINUTES RESOLVED - That the Minutes of the meeting of the Environment and Transport Select Committee held on 2 October 2014 be approved and signed by the Chair as a correct record.
ET08 HIGHWAYS MAINTENANCE REPAIRS The Committee had the opportunity to consider issues relating to road maintenance and repairs, including how the Council was dealing with the backlog of repairs. At the Council meeting held on 6 August 2013, the Leader of the Council announced that the existing MKC highways workforce would, between now and April 2014, be re-focused, to primarily only deal with defects on the public highway. With this in mind, the Council’s Assistant Director (Public Realm Service Group), the Head of Highways and Head of Customer Services (Public Access) provided the Committee with a joint presentation covering the following matters: • An update of the current position on road / footway repairs and work outstanding • The criteria, standards and processes in place under the new highways contract • The role of highway inspectors • Communications and Managing public expectation • The way forward
ENVIRONMENT AND TRANSPORT 26 NOVEMBER 2013 PAGE 1 SELECT COMMITTEE (8) The Assistant Director reminded the Committee that the Cabinet would be receiving a report on the Council’s street lighting network infrastructure tender, a potentially £2m 10 year contract. The tender will establish standards for highways and sets out a number of KPIs the tenderer will be expected to achieve. He further added that the whole of the highways operations are now operating in one place at Bleak Hall, and it was a stipulation of the contract that the new contractor would work from the same place. The Assistant Director updated the Committee on issues relating to highways defects and during early 2013, pothole patrol had been enacted, targeting groups of the workforce to specifically address pothole issues. The Head of Highways reported that 2700 potholes had been repaired during the 6 week pothole patrol period. In August through to November 2013, the Highway Action Plan was implemented which sought to address defects in the carriageway and generally in the highway and footway areas. In addition, a complete review has taken place on how the Council keeps and maintained records and this has helped to identify and record defects more effectively. During 2011/2012 and 2012/2013 the enhanced prudential borrowing programmes were enacted which has meant approximately £10m available over the next two years which will see a vast improvement of the transport network over that period. The Head of Customer Services (Public Access) explained to Members the process of reporting a highways defect, how the report is dealt with and subsequently what happens following the work undertaken on the repair. 130 reports had been received in the last 3 months, compared with reports on waste which receives reports in the region of about 8,000 per month. The number of reports received is quite low in comparison and down from 500 reports during the same period last year. There are a number of ways in which people can report a problem, either on-line, telephone or face to face and whichever reporting system is chosen, all are recording in the same way. A mapping database is used to locate the repair and the customer will be able to see reports in the area when a new on-line system is developed and introduced next year. Customers will also have the ability to upload a photo of defects and receive an on-going update of what work has been undertaken. The information will then be fed into the Council’s portal system used by highways together with co-ordination points of the defect to ensure quick and efficient identification of the issues being reported. Highways officers will then allocate each defect with a priority rating and look at each defect in line with set criteria as set out in a code of practice which takes on board national guidance. The criteria sets out lengths of time a defect should be made safe e.g. 24 hours (made safe and not necessarily repaired), within 28 days (if defect is 50mm depth or more) or if the defect will be incorporated into planned works.
ENVIRONMENT AND TRANSPORT 26 NOVEMBER 2013 PAGE 2 SELECT COMMITTEE (9) The Assistant Director reported that as a result of implementing the action plan, there were 501 jobs over 100 days outstanding at the end of August 2013; by the end of September 147; by the end of October there were 28 outstanding and by mid-November there were 14. The Assistant Director also reported that there was a fall in the level number of compensation claims and the Council will be in a better position to deal with these issues once the 28 day repair process was fully established. The Members of the Committee raised the following matters: Improving the communication of road defects to Councillors to assist them in dealing more effectively with members of the public. How to counteract a potential increase in the number of potholes that do not meet the intervention level. From a customer’s point of view, the measurement of a pothole and whether the pothole is 50mm or not, may not be of their concern if the pothole has caused a road accident or a pedestrian has been injured. Reporting defects on the environment helpline results in an unhelpful automated reply and a change has taken quite a time to implement. The number of defects visited and rejected if not meeting the 50mm depth criteria. The Head of Customer Services (Public Access) reported that the new repairs portal will vastly improve the reporting of defects, enabling better management reports allowing the Council to provide much better up-to-date information to the customer. The Head of Highways added that the intervention level for potholes had been more clearly defined, with a set criteria established to assess safety issues. The Highways Action Plan addressed the older defects which in some instances were over 600 days outstanding and this resulted in some of the 28 day defects going over target. She added that she was confident that the new contract would address this issue and the number of defects over target will be significantly reduced. The Assistant Director reported that a change in automated replies seems quite a simple process but the overall change project has taken a long time. Contact Centres and change takes time to embed and the Council wanted to make sure that the system was fit for purpose and that the type of information and messages being available for customers was appropriate, timely and clearly communicated.
ENVIRONMENT AND TRANSPORT 26 NOVEMBER 2013 PAGE 3 SELECT COMMITTEE (10) The Cabinet Member responsible for highways agreed that the number of defects reported by customers that had been rejected by highways officers would be a useful measure to address issues that are perceived as defects by the public and how that differs from the established criteria defining a defect. A member of the public raised the following matters: What criteria is established for repairs to redways and footways and how much of the £10m is to be spent on redways and footways. Missing white lines at roundabouts, mini-roundabouts and junctions considered a defect and was this subject to the 28 day criteria The Head of Highways confirmed that there was a separate budget for the repair of white lines and would consider the replacement if it was prioritised as a safety issue. She added that works on cost of works undertaken on the redway was £2.8m and on footways, £0.5m to date. The Council was programmed to spend another £2.5m on other schemes. The redway system accounts for approximately 30% of the road and footway network and the redways and footways combined cover a 30% networking area. RESOLVED – 1. That the contents of the report be noted. 2. That the Committee recognises the effort of the highways team and the successful implementation of the Highways Action Plan. 3. That the Assistant Director takes on board comments made about customer reporting of perceived defects which may be rejected as defects in that the defect does not meet the established criteria in the adopted code of practice.
ET09 LOW CARBON LIVING STRATEGY AND PROGRAMME The Regulatory Compliance Manager advised the Committee on the Low Carbon Living programme. In 2010, the Low Carbon Living Strategy was adopted with a target to reduce carbon emissions by 40% by 2020. Since 2005, carbon emissions across Milton Keynes have been reduced by 23%, despite a growing city and the associate pressure of that growth i.e. increased street lighting on stream or increased use of refuse vehicles. Significant savings (approx. £60,000 per annum) have been made at Saxon Court with the installation of efficient boilers and daylight activated light units. The governance arrangements put in place for the low carbon living programme are extensive and a steering group meets monthly with staff, Members, collaborative partners and academia, providing a
ENVIRONMENT AND TRANSPORT 26 NOVEMBER 2013 PAGE 4 SELECT COMMITTEE (11) wide perspective of carbon issues across the whole of Milton Keynes. The Thinking Energy initiative, in partnership with EON, has provided low energy solutions to 75 homes which are currently being monitored regularly for their energy usage output. For example, some homes have been provided with photovoltaic roofing or new efficient washing machines or electric cars. Work is being undertaken with the National Energy Foundation on a number of projects: the Affordable Warmth initiative and management of the Carbon Offset Fund. The Open University has been the recipient of a catalyst bid grant to work on issues relating to broadband and cloud technology. In respect of transport, charging mechanism posts have been introduced in CMK and investigations are taking place to expand the scheme to introduce charging points within each of the grid squares. The provision of electric buses on route 7, the residual waste facility and construction of the anaerobic digester will come on stream in the near future. Other areas of work involved the regeneration of the Lakes Estate and the provision of information about reducing the expenditure on energy by individuals. Re-start local promotes the supply chains for small and medium local businesses to ensure local sustainability. The biggest success so far has been the work undertaken in respect of the carbon reduction commitment, a tax introduced by the government placed on carbon emissions and which came into force in 2010. A member of the public raised the following issues: Separation distances stated in planning policy restricts wind turbine construction in Milton Keynes. Need a modal shift from high car use to lower none carbon modes of transport such as cycling and walking. Accessible and punctual bus system required to promote higher bus use to reduce carbon emissions. Members considered that the amount of work being undertaken in this area should be better publicised. RESOLVED - 1. That the report be noted. 2. That during the preparation of Plan MK, the environmental standards should remain in place.
ET10 MAJOR EVENT MANAGEMNET REVIEW GROUP RESOLVED –
ENVIRONMENT AND TRANSPORT 26 NOVEMBER 2013 PAGE 5 SELECT COMMITTEE (12) That the update on the work of the Major Event Management Review Group be noted.
THE CHAIR CLOSED THE MEETING AT 9.15 PM
ENVIRONMENT AND TRANSPORT 26 NOVEMBER 2013 PAGE 6 SELECT COMMITTEE (13) ITEM 5(a) INTERNATIONAL SPORTING CITY EXECUTIVE SUMMARY NOVEMBER 2011 ______
An International Sporting City and area’s reputation as a young and vibrant place, and one which is good to live in and work. Milton Keynes aims to become an International Sporting City (ISC). The International Sporting The concept and proposals have been the subject City has four key concepts, and although it of wide‐ranging consultation with organisations started as a Milton Keynes project alone, its value and the community across Milton Keynes, and and opportunities have now been recognised with potential partners across the SEMLEP area. across the South East Midlands area. The A strong feeling emerged from the consultation concepts are: that the ISC was a “good thing”. The International Sporting City First Report of January • to strengthen the “offer” for top‐class 2011 was welcomed and it was broadly agreed sportsmen and women, so as to attract new that its recommendations should be progressed. athletes to Milton Keynes (and the wider South East Midlands area) and to enable local Key Objectives of the ISC athletes to base themselves in and around Milton Keynes for their training; The brief for the International Sporting City originated from the emerging Milton Keynes Core • to host major international, national and Strategy “To develop Milton Keynes as an regional events and provide some essential International Sporting City ... a concept which pre‐event training facilities for the seeks to attract and support regional, national competitors (teams and individuals); and international facilities and events, and to improve people’s health and wellbeing through • to support a larger number and more varied new opportunities to participate in sport and mass participation sports events for everyone active recreation.” in the community and encourage pathways from grass roots to elite; Whilst the ISC focuses on sport and leisure it does so in the context of a wider cultural, tourism, and • to support community sport, health and well‐ health agenda, and with a main priority to being. support growth and inward investment, delivering economic prosperity. This applies in The ISC will help to ensure that high quality sport, MK, and also has potential for the wider SEMELP leisure and cultural facilities are developed and area. maintained. Similarly that high profile sports events, both high‐performance and mass For Milton Keynes, the ISC has the following participation, are attracted and retained as part objectives: of a wider cultural offer. The ISC will also create new jobs, bring in new income and investment, 1: To support MK’s role as a regional centre, and support Milton Keynes’, and potentially the promoting its image, attracting inward wider South East Midlands Local Economic investment for skilled employment, quality Partnership (SEMLEP) area’s, economic progress. housing and infrastructure;
The proposal brings together a wide range of 2: To support the vitality and viability of CMK as partners, including athletes, clubs, Milton Keynes a regional office centre; Council, the private sector, health sector, education, other sports interests. The ISC, led at 3: To enable local communities to achieve least in the short‐medium term by Milton Keynes, improved health and well‐being; would attract and support regional, national and international sport which will enhance the City’s 4: To provide facilities that are of a national standard, and are located and designed to offer a
(14) Nortoft International Sporting City Page 1 of 12 www.nortoft.co.uk Executive Summary October 2011 robust and flexible platform from which a variety investment and economic prosperity is illustrated of future bids for major events can be launched by the figure below, which makes specific and delivered; reference to the strategy links in Milton Keynes.
5: To make the best use of MK’s accessibility and The Sport and Leisure Strategy Refresh was its natural and built infrastructure, to host completed in March 2011 and contains both the national and international events, and so sports development and sports facilities strategy. strengthen MK as one of the UK’s major event The Refresh takes account of the slow‐down in and visitor destinations; the planned growth of Milton Keynes and also the changing circumstances facing the public 6: To build upon the strengths of MK’s image as a sector. The Refresh focuses on community sport, young, vibrant and forward looking City; and covers these needs up to 2026. The recommendations take into account the ISC 7: To embrace the best of new technology and concept and the emerging proposals outlined green sustainable development; below. The MK Events Strategy has now reached full draft stage and will be actively used as a 8: To adopt “smart” approaches to international framework for future events. level sport services, such as sports medicine and education, working in collaboration with a range The figure below shows how the strategies link of regional education and health organisations; together.
9: To provide opportunities for National Governing Bodies of Sport (NGBs) and major club services to be provided from the City;
10: To ensure all ISC proposals (facilities and events) are deliverable and viable. To do this there will be some need for innovative, enabling development, both on‐site and off‐site;
11: To seek to ensure the ISC is attractive to potential investment from major, national level companies, including those based in MK and in the wider area, as well as offering smaller local companies the opportunity to engage with it;
12: To set the ISC within the context of the South East Midlands Local Economic Partnership (SEMLEP) so as to support wider growth, jobs and economic prosperity through a collaborative HEALTH AND THE ECONOMY partnership across the SEMLEP area. Sport and health ISC and other Strategies The ISC will play a significant role in supporting The ISC will provide a limited number of high participation in sport and active recreation and so quality, flexible facilities and a platform from improve health and well‐being. The health which major events and high level sports training benefits of participation in physical activity are needs can be delivered. As well as directly well known, as is the increase in sports supporting the sporting and healthy lifestyles participation at the time of high profile events. agendas, the ISC is an integral part of the wider cultural offer of MK and potentially the wider The ISC will also lead to the further development SEMLEP area, so having a very significant impact of a wide range of mass participation events, on the economy. The potential central role of the aimed at increasing the involvement (and ISC, linking sport participation, health, inward therefore activity levels) of local people.
(15) Nortoft International Sporting City Page 2 of 12 www.nortoft.co.uk Executive Summary October 2011 a sports hub, an improved and better connected Inward investment Willen Lakeside, Campbell Park, an international standard team training base, and supporting Sport makes a major contribution to the local and infrastructure such as hotels, public transport and national economy. The ISC will support, enable car/coach parking. and promote a range of major events and other sports participation opportunities, which will Mass participation events such as the MK raise the image of MK as a place to invest in, and Marathon 2012 and Sky Ride Cycle Event will make it a great place to live, work, shop and visit. attract mainly local people and will use a number As and when the ISC concept is extended to the of locations and facilities across the City. It is wider SEMLEP area, similar benefits linked to the hoped that these will become established as ISC could be expected elsewhere. regular events.
It is essential that the ISC proposals are realistic Other events will have a wider appeal, for but ambitious, and the ISC is well placed to build example those linked to the Olympics 2012. MK on the City’s (and SEMLEP’s) existing strengths. will promote itself as a touring base for visitors and competitors’ families, host an “Olympic In relation to MK, these include providing high Fanfest”, and the Cultural Olympiad “Godiva quality, day and short‐stay breaks focusing on Awakes” procession. urban sports, adventurous sports, major events and festivals, often linked with retail Hosting visiting teams opportunities. There are also potential benefits linked to the London 2012 Olympics, especially if It is anticipated that the proposed mix of facilities there is appropriate marketing, facilities and which might make up the ISC will position MK as events; perhaps aimed at providing a base for the venue of choice for visiting international both UK and overseas visitors. teams, for a number of different sports. Some visiting international or top level club teams from In support of the technology sectors, the ISC abroad could hold competitions in MK, others should seek to support leading‐edge technology could use the ISC facilities as a training base, for and make best use of science and IT in its major events elsewhere in the country. They proposals (e.g. using social network sites to would be attracted by the excellent sporting engage local young people and visitors). facilities, a range of high quality hotel accommodation and high quality support EVENTS services, such as sports medicine capabilities.
It is known that there are wide economic benefits A key outcome of the ISC is a long term, high from the hosting of major regional and national quality grass team training base, which will be level sports events, and high quality facilities with located in MK. This would have three functions: high profile events help “place‐marketing”. At hosting international teams (mainly football) when they visit the UK; supporting other teams the other end of the spectrum, an individual’s when they are playing international matches at commitment to taking part in a mass the Stadium:MK; and as the MK Dons training participation event may be the reason for base. improving their own levels of fitness. The ISC therefore addresses both high performance As well as providing a venue for football, the events and mass participation events. combination of the team training camp and the Stadium:MK could offer facilities for other sports, The ISC will provide an excellent range of high such as an alternative venue to host the Rugby quality flexible facilities and support services World Cup 2015, and perhaps a European base which will be able to respond effectively to a for International American Football. variety of major event bidding opportunities. SUPPORTING COMMERCE In Milton Keynes it is envisaged that the key facilities would include amongst others: The Commercial leisure is strong in MK and in the Arena:MK; a new 12‐court sports hall; an 8‐lane wider SEMLEP area. Milton Keynes’ facilities competition pool; an enhanced National Bowl as include Xscape/SNO!zone, Planet Ice, and David
(16) Nortoft International Sporting City Page 3 of 12 www.nortoft.co.uk Executive Summary October 2011 Lloyd. MK also has a strong commercial headquarters presence from companies such as The needs of disability sport must be fully Red Bull Technology, Mercedes Benz and Trek integrated into the ISC concept. The nearby Bicycles. The opportunity to further target the National Centre for Disability Sport at Stoke commercial sports and leisure sector, particularly Mandeville has excellent facilities and hosts many the motorsports sector (given that SEMLEP is the national events, including the World Wheelchair home of British Motorsports) should be taken. and Amputee Games. These and other facilities For example there may also be opportunities for across the SEMLEP area potentially provide a these companies to benefit from sponsoring ISC special focus for disability sport at an events and facilities. international level.
SPECIALIST INFRASTRUCTURE ISC LOCATIONS AND CLUSTERS
As well as the proposed sports facilities, the The ISC will include existing facilities and some of supporting facilities such as the hotels and the these are identified for enhancement, expansion, enabling development (to help pay for some of or as sites for co‐location of new facilities. In the sports facilities), there is also a need for relation to new facilities, whilst some will need specialist infrastructure. specific locations, perhaps dictated by the land area needed, or a site specific need such as Sports science/medicine hub access to clean open water, the majority will be best located where they can be easily and There will be a requirement for sports medicine sustainably accessed by the community and by and sports science facilities to support visiting visitors. This will favour locations which are on teams, local elite and performance athletes, and main transport corridors, and close to train and potentially the wider local community. Rather than aim to deliver a rival facility, a “virtual” or bus stations. “cloud university” approach could be complimentary and bring together the very best The following proposals relate to the ISC delivery of current practice, providing diagnostic and within Milton Keynes, and for simplicity, the ISC is treatment services to elite athletes based in or based on 3 clusters. Whilst some facilities will visiting MK but serviced from facilities located in have options to be located at different sites the wider SEMLEP area. within a single cluster, some may have site options in more than one cluster. The main The hub would bring together both on‐site and proposals are outlined below and more detail on off‐site expertise. It would have some support each is given in the Appendix. These proposals are at an early stage and detailed feasibility facilities that would be responsive and flexible, so studies will be required to test them. as to allow the right level of support for major training camps and/or events. Specialised Cluster One: Central MK expertise could be brought in (physically or virtually) as required, without the need to have Central Milton Keynes is already a major visitor all these services located within MK. attraction as it encompasses facilities such as
Xscape/SNO!zone, sports‐related and other retail House of Sport sectors, food and drink, and wider cultural
opportunities such as the Milton Keynes Theatre. Smaller NGBs and larger clubs need a range of Locating new ISC facilities to take advantage of back office services that are not sport‐specific, these would provide benefits, for both day such as administration, legal, accountancy, HR visitors and competitors. and IT. Offering a “House of Sport” that provides these services to a number of clients would offer MK Core Strategy policies support the economies of scale, financial savings and intensification of CMK for retail and culture opportunities to share expertise. This facility including sport and leisure. By imaginative use of would help encourage NGBs and others to locate the CMK public realm (current and planned) to MK (or nearby), and in the longer term lead to there are great opportunities for urban sports opportunities to attract larger, national sporting activity, supported by planned sustainable organisations and/or relevant Government transport links. Departments. Disability Sport (17) Nortoft International Sporting City Page 4 of 12 www.nortoft.co.uk Executive Summary October 2011 Willen Lakeside against the benefits that would be brought in by There are already significant sport and leisure the ISC. facilities taking place at Willen Lakeside and these could be enhanced. Examples could include: Cluster Two: South and East MK establishing a National Dragon Boat training and competition venue; increasing car parking; better MK Bowl and Elfield Park linkages with Campbell Park; increasing the The ISC proposals are to maintain and enhance amount of visitor accommodation. the Bowl as a cultural events venue. Elfield Park is adjacent to the Bowl and is partly brownfield Newlands land. If brought together these sites potentially Support the link from the Grand Union Canal to offer more options for multiple ISC sports uses, Willen Lake. This is a potential site for the for example as a team training base/ training proposed new 12‐court sports hall, 8‐lane ground for various visiting international sports swimming pool and sports medicine hub in a teams, as well as for the MK Dons. “sports quarter”. To ensure that a team training base at the Bowl is Campbell Park fully viable and to continue to provide a wider Campbell Park is used for informal and formal cultural offer on site, enhanced on‐site recreation but can offer opportunities for the ISC infrastructure is likely to be required. This should as a location: to hold major outdoor events; new include a 3*/4* hotel, backstage facilities, outdoor adventure related facilities such as a commercial leisure and enhanced car parking. major skate park; enhanced venue for The Bowl could also be a potential site option for Northamptonshire County Cricket Club’s regular the location of the Sports Quarter with its 12‐ programme of 20‐20 matches; a site option for court sports hall, 25m x 8‐lane pool and sports the Sports Medicine Hub and/or a “House of medicine hub. Sport”.
The current cycling facilities could be retained, CMK Community Sports enhanced and extended, with potential links to, A full sized artificial grass pitch with a sports and use of, Furzton Lake and the Loughton Valley pavilion and room for other community sport has Country Park (“Tear Drop Lakes”). funding agreed as the “hockey stadium replacement site”. This is close to the station and Stadium: MK and Arena: MK adjacent to the new Network Rail HQ where the The Arena:MK is adjacent to Stadium:MK and is hockey stadium once stood. It is due to open in partially complete. When finished it will provide 2013. an indoor space for sporting and cultural events
which would have an audience capacity of up to Planet Ice 5000. A facility of this type would provide a Planet Ice provides both a significant leisure suitable location for some of the higher level destination for MK and the ISC, and a training and matches and competitions which were raised in event venue for Ice Hockey. Its continued discussion with various sports, and in particular presence and enhancement should be supported with badminton and basketball. through the planning process.
Woughton on the Green CMK Block 4 Sports Quarter The Woughton on the Green site is an important CMK Block 4 (part of) offers one of three site resource for sport in MK. It is currently used in options for the proposed 12‐court sports hall, part by MK Dons as their training ground, but it 25m x 8‐lane competition pool and sports also has a double water based artificial grass medicine hub. To be more viable this would be pitch for hockey, an indoor artificial turf pitch, a best developed as part of a wider mixed use number of grass football pitches, tennis courts, development (e.g. multi‐storey car park, hotel, and ancillary facilities. It has recently been agreed ground floor retail, commercial leisure and that the site will become the national training residential). This site would however have centre for baseball and softball, and there are significant opportunity costs if the ISC proposals aspirations for the site to become a Regional replaced other, higher value development Coach Education and Development Centre. options, and this would need to be balanced
(18) Nortoft International Sporting City Page 5 of 12 www.nortoft.co.uk Executive Summary October 2011 Mount Farm Lake DELIVERY The development of this MK Parks Trust site as a Lawn Tennis Association Regional Indoor Tennis With the current financial pressures and the scale Centre is being promoted by the Trust. It is of the ISC aspirations, it is clear that delivery proposed to comprise of 8 indoor and a minimum needs to be over a 10‐15 year period. of 4 outdoor courts for high level performance athletes, as well as casual pay and play for the The ISC is not an “all or nothing” concept but one community. that is based both on existing and new facilities, and can be brought forward in phases as funding, Bletchley Leisure Centre planning and other delivery opportunities This is mainly a community leisure facility, but become available. with its 25m x 8‐lane pool, a large sports hall (6 court), gym studios and other facilities all with Given the current constraints on public sector excellent disabled access throughout; it has a role finance, a particular the focus should be on to play in the ISC. This would be both as a support supporting opportunities for the private and third venue for major events, and a specialist venue for sectors to fund elements of the ISC, albeit ISC disability sport. through close partnership working with the
public sector. Caldecotte Lake
Enhancement of this lake would help to attract major water‐based events. To support ISC facility delivery, especially in the first few years, it will be necessary to support Big Rock Climbing Centre enabling development through the planning The Big Rock Climbing Centre is located on the process where this can provide additional funding Kingston Business Estate. It has a both large over and above normal planning contributions. bouldering area and a large number of routes of Enabling development examples could include varying degrees of difficulty. Such facilities meet housing or commercial developments. the suggested MK adventure sports focus, and its long‐term future should be supported as part of the ISC. NEXT STEPS
The consultations undertaken in relation to the Cluster 3: North MK ISC confirm that it should be progressed and that there is a need to deliver some early priorities to Stanton Low Country Park build confidence and momentum for the ISC in The creation of Stanton Low Country Park line with the four key concepts outlined at the provides an opportunity for a facility which can start of this summary. be used for both informal and formal recreation, potentially including triathlon, enabling the Specific proposals for action include feasibility staging of regional and national level events. work, master‐planning and continued political, planning policy, and partnership support of the Stantonbury Campus options and facilities presented in the ISC First The site is already important for athletics as it has Report. These should include as priorities: the only track in Milton Keynes. The proposals should enhance the venue, perhaps with an 1. team training base for grass pitch sports indoor athletics training facility, The site may community sports coaching hub (grass roots also be able to also offer other facilities in to elite) support of major events. 2. sports quarter site options for competition North MK Lakes Area swimming pool and 12 court (or larger) sports This area, north of the City, includes Haversham hall, health and fitness centre (Newlands or Lake and other lakes by the River Great Ouse and CMK Block or the Bowl) Grand Union Canal. They may have a future focus for developing triathlon, cycling and sailing. 3. mass participation events platform at Willen Lake/Newlands/Campbell Park
(19) Nortoft International Sporting City Page 6 of 12 www.nortoft.co.uk Executive Summary October 2011 Action Lead 4. major venue for cycling (and triathlon) Team training base MK Dons Identification of options for and 5. Sports Medicine/Education Hub and Portal, delivery of a Team Training Base perhaps as a SEMLEP pilot project. Camp Community sports coaching hub MKC There is also need for: Proposed at Woughton on the Green. Work with FE/HE skills 6. A more detailed strategic analysis of existing training organisations and NGBs. and proposed ISC facilities across the SEMELP Site options in MK MKC, private area. sports quarter site options for sector competition swimming pool and 7. Further detailed discussions with relevant 12 court (or larger) national governing bodies of sport to sports hall, health and fitness encourage them to confirm their aspirations centre (Newlands or CMK Block for specific facilities and events. or the Bowl) mass participation events 8. The adoption of the draft MK Events Strategy platform at Willen and consideration of its possible extension to Lake/Newlands/Campbell Park encompass the SEMLEP area, including major venue for cycling (and existing and proposed high level and mass triathlon) participation events. Sports medicine / sports science FE / HE, and 9. Discussions with Sport England and potential A detailed feasibility study on possibly the funding agencies in relation to capital and the deliverability of the professional revenue funding opportunities. proposed Sports sports clubs Medicine/Education Hub and 10. Further desk‐based research to strengthen Portal feasibility study the economic case and the health case for Events Strategy Destination investment in sports facilities and events. Adoption of MK Events Strategy MK and MKC and possible extension to It will also be essential to hold further SEMLEP. Including consideration discussions, led by the existing ISC Steering Group to support proposals for the in relation to political links to SEMLEP and the 2012 Olympics, the MK existing partnerships, such as Bucks and Milton Marathon 2012, the UK Keynes County Sports Partnership. This will need Corporate Games in 2013 or to address the role that Milton Keynes should 2014, Rugby World Cup 2015 play; the extent to which the ISC should be a and other events, so as to best partnership project; and, the need to support catalyse inward investment and community health and well‐being. economic growth SEMLEP MKC and To move the ISC forwards, partners who are Identification of options to have SEMLEP already involved with the ISC have agreed to take the ISC formally addressed via Developers’ on specific elements of these actions which are the new organisational Working summarised in the table below. arrangements Group rep Cross‐boundary co‐ordination MKC, Bucks Co‐ordination and review of the & MK CSP, existing sports networks across Sport MK and the SEMLEP area to England deliver ISC
(20) Nortoft International Sporting City Page 7 of 12 www.nortoft.co.uk Executive Summary October 2011 The outcomes of these actions will be reviewed group or something similar will continue to have by the ISC Steering Group in spring 2012. It is a critical role in Milton Keynes itself. anticipated that this group will remain closely involved with overseeing the deliverables of the ISC, and also with monitoring its progress. As such it will continue to meet on a regular basis. SUMMARY FACILITY PROPOSALS MAP
In the longer term the Steering Group may evolve A map is provided below that shows a summary to take into account the potential partnerships of the facility proposals and the three clusters. across the SEMLEP area, although the existing
(21) Nortoft International Sporting City Page 8 of 12 www.nortoft.co.uk Executive Summary October 2011 MK ISC Clusters: Major facility proposals and venue options (22)
Nortoft International Sporting City Page 9 of 12 www.nortoft.co.uk Executive Summary October 2011 Appendix : Detailed Cluster Proposals
Cluster 1 : Central MK Location Activity / Facility ISC Function Training Event Support Enabling Development Newlands Area Sports Medicine Hub √ or 12 court hall √ √ CMK Block 4 Indoor athletics √ √ or (option)
The Bowl 8 lane pool √ √ (see Cluster 2) Other “Urban sports” √ √ 5 star hotel (option) √ √ Quarter (The facility mix would Residential √ change depending on the location – not all Retail √ uses listed here are Sports Housing land swap √ suitable at all sites) Car parking √ Sports Medicine Hub √ √ House of Sport √ Commercial leisure √ Campbell Park County/national level cricket √ √ (incl: 20/20) Major skateboard park √ √ Outdoor adventure √ √ Willen Lakeside Dragon boat racing √ √ 5 star hotel (option) √ √ Car parking √ National National level badminton √ √ Badminton Centre training (NB Also adjacent undeveloped land). Daytona Racing Racing and potential for √ √ other off‐peak training using track Urban adventure Public realm event space √ √ David Lloyd Tennis, health and fitness √ √ Xscape/Sno!zone Snow sports √ √ Planet Ice Ice skating and Ice Hockey √ √
(23) Nortoft International Sporting City Page 10 of 12 www.nortoft.co.uk Executive Summary October 2011
Cluster 2 : South & East MK Location Activity/Facility ISC Function Training Events Support Enabling Development MK Bowl Major cultural events √ and Training Base Camp and √ √ Elfield Park MK Dons training and ground Furzton Lake Major cycling centre √ √ (part) option (and triathlon) Hotel √ √ Commercial Leisure √ √
Sports Medicine Hub √ √ 12 court hall √ √ (NB Location is
Quarter Indoor athletics (option) √ √ also one of 8 lane pool √ √ options for the House of Sport √ Sports Quarter) Sports Stadium: MK Up to international level √ √ football matches (and other sports) Concerts √ Arena: MK Concerts/ cultural events √ High level sporting √ competitions e.g. European Cup Basketball Woughton on the MK Dons training ground (part √ Green option) High level community sports √ √ √ club/coach training National training centre – √ √ Baseball and softball Hockey Centre (tbc) √ √ Mount Farm LTA Indoor Tennis Centre √ √ Big Rock Climbing Climbing and conditioning √ √ Centre Western Team training base √ √ Expansion Area (alternative) MK Dons training ground √ (alternative) Hotel (alternative) √ √
(24) Nortoft International Sporting City Page 11 of 12 www.nortoft.co.uk Executive Summary October 2011
Cluster 3 : North MK
Location Activity/Facility ISC Function Training Event Support Enabling development Stantonbury Athletics track √ √ Campus Indoor athletics (option) √ √ Other sports √ Event accommodation? √ North MK Lakes Sailing and rowing clubs √ √ (Haversham) and Triathlon venue (option) √ √ Stanton Low Major cycling centre (option) √ √ Country Park Area
(25) Nortoft International Sporting City Page 12 of 12 www.nortoft.co.uk Executive Summary October 2011 ITEM 5(b)
Sport & Active Communities
Milton Keynes Sport & Active Communities Strategy
www.milton-keynes.gov.uk/sports
(26) Milton Keynes Sport & Active Communities Strategy 2014-2023 Public Consultation Document
Leadership, New Facilities Coaching and for New Areas Officiating Sporting Improve Workforce Aging Heritage Facilities Club IDENTITY Development Enabling the Community PLACE infrastructure that PEOPLE Asset creates a sense Strategic Transfer of place Infrastructure
Achieve Volunteer Athlete the International Development Development Funding Sporting City
Active Participation Intervention in Sports Engage, Activities Brand and Participation Cultural Promote in Active Tourism Recreation Celebrating COMMUNITY Achievement
COMMUNICATION OPPORTUNITY Creating activities that raise participation CELEBRATION Creating experiences and sharing successes Transition Improving to Voluntary LEARNING Physical Sports Clubs Education EVENTS Elite Sporting Increasing the Offering Events Number of Pre- Competitive school Places School Sport Access Rugby for All World Cup (27)1 Milton Keynes Sport & Active Communities Strategy 2014-2023 Public Consultation Document
Contents
Page 1 Introduction and Long-Term Vision 3 1.1 Cultural Vision 3 1.2 Strategic Position 4 1.3 Promise 5
2 Strategic Priorities 6 2.1 Strategic Priority 1: Enhance Identity 6 Aim A: People 6 Aim B: Places 7 2.2 Strategic Priority 2: Increase Opportunities 7 Aim C: Community Participation 7 Aim D: Learning 8 2.3 Strategic Priority 3: Actively Celebrate 8 Aim E: Events 8 Aim F: Communications 9
3 Delivery 10 3.1 Programme Plan 2014 - 2023 10 3.2 Annual Review Reporting 17
4 Appendices 0 4.1 MK Sport and Leisure Strategy Review Report 2009 - 2014 0 4.2 Background – Sport and Active Communities 0 4.3 Sports and Community Facilities Methodology and Conclusions 0 4.4 Engagement and Consultation in Developing the New Strategy 0
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1. Introduction & Long-term Vision 1.0 Introduction
“Sport is more than a luxury or a form of entertainment. Access to and participation in sport is a human right and essential for individuals of all ages to lead healthy and fulfilling lives. Sport is critical to a child’s development. It teaches core values such as cooperation and respect. It improves health and reduces the likelihood of disease. It is a significant economic force providing employment and contributing to local development, and it brings individuals and communities together bridging cultural or ethnic divides”
(Source – U.N. Toolkit – Sport for development)
The importance of sport and having active communities strategic direction to all the organisations and individuals, who provides a means to achieve wider social, health, economic have a role in enabling, directing, developing, co-ordinating and environmental outcomes for individuals and communities. and delivering sport and active recreation within Milton Keynes. The Strategy recognises that Milton Keynes Council Having active communities has the capacity to bring together are not the only provider of sport and active recreation and, people of different generations, cultures and backgrounds. It therefore, the responsibility of meeting the targets and improves health, is a source of new friendships, can be used to delivering actions falls across a wide range of partners. tackle exclusion and isolation, can engage those who otherwise may become involved in antisocial behaviour and is The Sport and Active Communities Strategy will cover three a key component in regeneration. main areas : • Sports Development, Sport and active leisure time matters to a lot of people. Not • Facilities including Community Centres, just those performing at the highest level, but also those • Playing Fields. seeking activities for fun, exercise and enjoyment. This strategy requires the many different providers of sport Our aspiration in Milton Keynes is to build active, healthy safe and active recreation to work together. Through local and successful communities through increased participation partnerships, the providers should improve co-ordination, and active recreation. reduce duplication and maximise resources, in order to The Sport and Active Communities Strategy provides a achieve the shared strategic outcomes, and give Milton Keynes communities the greatest opportunities to participate. Previous strategies (Sport and Leisure 2008 and Leisure Facilities 2003) have been vital in enabling delivery of
Case Study: Wolverton Swimming and Fitness Centre £7.4m of Growth Area funding was secured to deliver the new Swimming and Fitness Centre at Wolverton. The new facility has bought life to the west end of Wolverton and provided a link to the old town and the new housing development surrounding the site. The new pool provides a 25m 6 lane swimming pool with sauna and steam room, a 50 station fitness suite and dance studio and café area. It is open 7 days a week and has been well received both locally (65% of members have a local postcode) and across Milton Keynes with membership numbers exceeding expectations in the short time since opening in April 2013.
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increased participation in sport and the development of new facilities in the area.
Milton Keynes Council sports and community projects alone have created around £44m of investment in new facilities in the area since 2008, of which £42m was from external sources, this has been made possible by using the strategy to make the case for funding priorities.
Milton Keynes has an ethos of local people generating communities and involving themselves in their locality. Community facilities have benefited from local people investing considerable amount of personal time in managing, promoting and maintaining these important facilities for their local community. The providers of sport and active recreation must continue to work together to ensure training and financial opportunities are identified, to support these important local volunteers.
The selection of Milton Keynes as a host venue for the Rugby World Cup in 2015 offers a unique opportunity as a catalyst to enthuse, motivate and stimulate the borough, to increase participation in sport and active recreation, as well as celebrate the culture and diversity of the local communities.
The successes of the previous strategies, the investment that has been secured and the burgeoning reputation as a sporting strategies that have been produced to support a wider cultural destination means that Milton Keynes is well placed to achieve offer in Milton Keynes. Alongside the Art and Public Art Strategy its own ambitions to become an International Sporting City; and the Heritage, Museums and Archive Strategy, the three renowned for providing opportunities to ensure that people strategies underpin a strategic cultural statement and vision: make the active choice whether they live, work, learn or play in “Culture in Milton Keynes is a term that means different things the City. to different people. We believe that cultural participation is where people of all backgrounds come together with shared 1.1 Cultural Vision interests and passions. Together with the environment in The Sport and Active Communities Strategy is one of three which cultural activities take place, culture includes all the things that define our lives, connect our communities and us and represent the values we pass on to other generations”
Jointly the strategies will aim to deliver the cultural vision:
“By 2023 we will be recognised as being world class”
The vision for sport and active communities is “To establish Milton Keynes as a sporting destination, where facilities, events and programmes inspire people to make the active choice and create a lasting sporting legacy.” 1.2 Strategic Position Sport and active recreation has a prominent position within
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the Council’s Corporate Plan under the theme World Class MK; “Milton Keynes will be recognised internationally as being a premier sporting city” and in addition to that specific contribution, the corporate plan provides opportunities for sport and active recreation to contribute under the themes Living in MK, Working in MK and Visiting MK. Additionally sport and active recreation continues to work across the local authority and wider political landscape to support the delivery of outcomes identified within a number of key strategic documents such as the Core Strategy, Community Strategy, Joint Health and Wellbeing Strategy and the Cycling Strategy.
The published Joint Health and Wellbeing Strategy1 identifies clearly the role physical activity has in positively impacting on an individuals mental and physical health. The sport and active 1.3 Promise recreation community and this Strategy have a clear role and Milton Keynes is unique and must meet the demands of an mandate to support the objectives of the Joint Health and ever increasing population. To do this, the following principles Wellbeing Strategy and prove the value of the sector in a wider will be embedded into delivery plans and strategic decisions: context. We will: The development and growth of sport and active recreation • Offer diverse sport and active recreation opportunities. particularly the built infrastructure has been led by Milton • Ensure that the ‘offer’ is available across the borough within Keynes Council and underpinned by our national partners established and emerging communities. Sport England and the various sporting governing bodies. This • Capitalise on opportunities to expand inward investment has led to the redevelopment of Bletchley Leisure Centre and within the sport and active recreation sectors the creation of a new rugby site on the West of the Borough. • Use sport and active recreation to improve wellbeing, This successful model of partnership working and matching reduce early deaths and reduce health inequalities. Council and external funding with third sector support will be • Enable communities to make informed choices with the a continuing focus in this new strategy. development, management and use of their local facilities
(31)5 1 Milton Keynes Joint Health and Wellbeing Strategy 2015 Milton Keynes Sport & Active Communities Strategy 2014-2023 Public Consultation Document
2.0 Strategic Priorities
Working in partnership, we will create more opportunities for people to participate in sport and active recreation and support individuals to achieve their potential. In order to achieve this, a framework has been adopted with the following headings:
Enhance Identity when we enable the infrastructure that creates a sense of place
Increase Opportunity when we create activities that raise participation Aim A: People The clubs, coaches, officials, and volunteers who provide the Actively Celebrate when we create experiences and share workforce to deliver sport and active recreation opportunities. stories of success The athletes that provide the success and enhance the reputation Milton Keynes as a “premier sporting city”. The 2.1 Strategic Priority One: Enhance people that volunteer to manage our community facilities to create a sense of community and space for personal recreation Identity Creating a sporting identity is a key priority for Milton Keynes • Leadership, coaching and officiating workforce: which is still relatively young as a place. Building a reputation Providing the courses and support functions to facilitate as an International Sporting City is a stated ambition of individuals progressing through a coaching / officiating partners and permeates throughout the sporting community. pathway.
“To develop Milton Keynes as an International Sporting City ... a • Sporting Heritage: Working with the Heritage sector to concept which seeks to attract and support regional, national recognise the sporting history of Milton Keynes and and international facilities and events, and to improve people’s accurately document the successes and events which shape health and wellbeing through new opportunities to participate in the sporting landscape. sport and active recreation.” 2 • Club Development: Supporting clubs to improve their In order to fulfil this aim, we have to ensure that the primary sporting offer to current and potential new members with building blocks are in place within the voluntary sport sector advice and guidance on facility improvement, funding, and that the local infrastructure can sustain lifelong volunteer recruitment and retention. participation both in terms of the built facilities that are available and the human resource that exist within community • Strategic Infrastructure: Providing leadership through a sports clubs. co-ordinated, dynamic approach for sport and active recreation ensuring local connectivity across a wide range of partners to shape and enable growth (revenue and capital) in the sports and community sector.
Case Study: Marshall Milton Keynes Athletics Club Marshall Milton Keynes Athletics Club is one of the largest voluntary sports clubs in Milton Keynes and arguably the most successful. It regularly produces athletes who represent their country, the most well-known after his gold medal winning performance at the London Olympics being Greg Rutherford. Whilst being successful in developing athletes, the club also has very good administrative structures, recruiting volunteers, securing sponsorship and developing coaches. The club has been acknowledged for its outstanding work by winning England Athletics Club of the Year on two separate occasions.
(32)6 2 International Sporting City Report, 2011 Milton Keynes Sport & Active Communities Strategy 2014-2023 Public Consultation Document
• Athlete Development: Ensuring that athletes in Milton Keynes have access to the correct facilities and support networks to achieve their potential as they move along the performance pathway.
• Volunteer Development: Provide support for volunteers to ensure that they have skills, knowledge and tools to provide for the local community.
Aim B: Places Investing in our existing sports and active recreation facilities physical infrastructure, whilst identifying opportunities for new developments.
New Facilities for New Areas: Ensuring appropriate new leisure and community facilities are developed to meet the needs of new communities in Milton Keynes.
Improve Aging Facilities: Replacing or refurbishing aging facilities which are important in the sports and community facility network. 2.2 Strategic Priority Two – Increase Community Asset Transfer: Providing the freehold or Opportunities leasehold of sport and community assets to local Sport and active recreation offers a range of opportunities that organisations to manage and operate whilst ensuring they people can become involved in for social, competitive or remain accessible to local people particularly in identified health reasons. It has the ability to bring people and areas of deprivation. communities together. Sport and active recreation provides an opportunity to have a positive impact on individuals’ mental International Sporting City: Providing facilities and and physical health and wellbeing, therefore supporting the associated support to enable top class sports men and women wider public health agenda. to train, and where possible to compete, in Milton Keynes in agreed priority sports, whist also offering new opportunities Aim C: Community Participation for community sport. Enabling individuals and communities to experience, engage and participate in sport at a level of their choosing and a range Achieve the Funding: Ensuring that Milton Keynes maximises of active recreation activities and opportunities the potential benefits from development including via • Participation in Sport: Increasing the number of developers contributions, and also being able to respond to opportunities for children, young people and adults funding opportunities as they arise. participating in sport across Milton Keynes • Participation in Active Recreation Increasing the number of adults participating in active recreation across Milton Keynes • Active Interventions: To use sport and active recreation as an intervention to prevent long term health conditions and to increase wellbeing
Case Study: Broughton Community Sports Pavilion The eastern expansion area is delivering 4,500 new homes in Milton Keynes. Broughton Pavilion was completed in 2012 for these new residents and funded by the MK Tariff, s106 developer gain and Milton Keynes Council capital funding. The facility provides an important central hub for the community to meet, play sport, provision for pre-school and youth activities, space for the local community police officers to link with local people and a new office for the Parish Council to operate from.
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Case Study: Bletchley Leisure Centre Over £21m of funding was invested in the new Leisure Centre in Bletchley. The Centre was the catalyst for the regeneration of that area of Bletchley, involving new residential homes alongside the new Leisure Centre for local residents. The new development included an 8 lane competition pool, sports halls, squash courts, fitness suite and purpose built community gymnasium.
Aim D: Learning Providing sport and active recreation opportunities within educational and community settings, supporting the development of a quality early years and physical education curriculum married to a diverse and expansive extra-curricular Aim E: Events: programme. Delivering events that will instil a sense of pride amongst local • Improving Physical Education: Supporting teachers and communities, inspire people to participate and enthuse coaches to improve their knowledge and skills of sport people to visit the City. Sporting events will be used to within an education setting and maximising investment promote Milton Keynes externally and deliver economic opportunities to enhance the quality of PE delivery. investment.
• Transition to Clubs: Improving the pathway from school • Rugby World Cup – Maximising the impact of the third sport into more formal voluntary sport club sessions. biggest international tournament to create a sporting programme to increase participation in sport and active • Offering competitive School Sport: Supporting and recreation developing the competitive school sport structures that • Elite Sporting Events – Devising a strategic approach to exist in Milton Keynes the creation of a sporting events programme working with partners across the South East Midlands Local Economic • Increasing the number of pre-school places: through the Partnership. potential expansion of existing facilities and all new • Access for All – Supporting and developing events that developments encourage community sports participation. Case Study 2.3 Strategic Priority Three – Actively Milton Keynes has hosted three flagship Sport Relief Mile Celebrate events in the City Centre. Across the three events, over Working in partnership to create an environment in which the 8000 people have run 1, 3 or 6 miles raising money for promotion of sport will be co-ordinated, where sporting Sport Relief. Hosting the races has also meant that local events are used as a means of increasing economic sports clubs have been able to access £50000 of funding investment, inspiring participation and where achievements through the MK Community Foundation to develop and are celebrated. improve their sporting offer. The races have been televised locally and nationally, with runners coming from across the region to take part.
Case Study: Walking for Health Programme The Walking for Health programme was launched in Milton Keynes in 2006 as part of the Everyday Activity Project. The programme encourages adults to become more active as a means to improving their health and is delivered in different locations around the Borough, utilising the network of parks, Redway routes and lakes. Each walk is led by a walk leader and over 140 people have been trained and now volunteer as walk leaders. Currently there are 17 weekly walks throughout the year, of differing difficulty and distances taking place with some walks attracting nearly 50 people per session. The programme is now supported nationally by the Ramblers and MacMillan cancer support.
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Case Study: Sport Relief Mile Milton Keynes has hosted three flagship Sport Relief Mile events in the City Centre. Across the three events, over 8000 people have run 1, 3 or 6 miles raising money for Sport Relief. Hosting the races has also meant that local sports clubs have been able to access £50000 of funding through the MK Community Foundation to develop and improve their sporting offer. The races have been televised locally and nationally, with runners coming from across the region to take part.
Aim F: Communications: Informing those people that live, work, learn and play in Milton Keynes about opportunities to participate in sport and active recreation and share the successes and achievements taking place in Milton Keynes regionally, nationally and internationally.
• Sporting Destination: Sport and active recreation are a key tourism component through the Destination Management Plan and there is appropriate signage [physical and virtual] to sites across MK
• Engage, Brand and Promote: To Increase awareness of facilities and opportunities for sport and active recreation by all providers through branding and an improved communication network.
• Celebrating Achievements – Celebrate the success of our clubs, coaches athletes and volunteers
Case Study: Reactivate MK Reactivate MK was launched in 2009 as the umbrella brand for adult sport and physical activity delivered by a range of partners across Milton Keynes. The brand was a way of maximising resources and generating maximum impact across the City. Annually, three ‘Give it a Go’ months are organised, using the latest Active people and market segmentation data to identify and target specific groups. These provide a platform for national and local partners to promote and launch new products to encourage greater participation in sport and active recreation.
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3.0 Delivery
3.1 Programme Plan 2014-2023 Successful implementation of this strategy will require all stakeholders to work collaboratively, in a co-ordinated manner and make a commitment to explore new ways of delivery and doing things differently to make the best possible use of resources to impact on participation levels.
Aspects of the strategy and delivery plan will be initiated and led by Milton Keynes Council Officers who will take responsibility for project, contract and budget management, monitoring and commissioning and partnership development. However, recognising the limited resources within the Sports Development and Leisure & Community Facilities team, a significant part of the delivery will be undertaken jointly, with Council Officers offering a strategic view, supporting our partners in identifying fund raising opportunities, providing the evidence base and when required business support and development.
Strategic Priority 1: ENHANCE IDENTITY Aim A: People Programme Programme Outcomes Outputs/Projects Group 2014-2017 2018-2021 2022-2026 i) Leadership, MK Council Providing the courses and support a) Milton Keynes Coaching Centre: A family of facilities Coaching and MK College functions to facilitate individuals which can be used to host a range on national governing Officiating BMKSP progressing through a coaching / body coaching / officiating awards which are Workforce External orgs officiating pathway. programmed on a yearly basis based on the needs of the sporting community
b) Walking for Health: To deliver the new training programme for walking for health volunteers across Milton Keynes.
c) Cycling Leaders: To utilise the partnership with British Cycling to identify and train cycle leaders to support the Skyride programme in Milton Keynes
ii) Sporting MK Council Working with the Heritage sector to a) Our Sporting Life: MK: Building on the success of Heritage Badminton Eng. recognise the sporting history of London 2012 by securing and profiling the sporting MK Collection Milton Keynes and accurately heritage of Milton Keynes. MK Dons SET document the successes and events MKHA which shape the sporting landscape. External orgs
iii) Club MK Council Supporting clubs to improve their a) Clubmark: Encourage and support more clubs to go Development BMKSP sporting offer to current and through the Clubmark or equivalent process Sport MK potential new members with advice External orgs and guidance on facility b) Club Seminars: Establishing an annual voluntary sports improvement, funding, volunteer club seminar providing updates on funding, NGB recruitment and retention. initiatives and sharing good practice.
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Strategic Priority 1: ENHANCE IDENTITY Aim A: People Continued… Programme Programme Outcomes Outputs/Projects Group 2014-2017 2018-2021 2022-2026 iv) Strategic MK Council Providing leadership through a a) Sport:MK: Building on the success of Sport MK in Infrastructure BMKSP co-ordinated, dynamic approach distributing grants to be better placed to offer the Sport MK for sport and active recreation, strategic leadership and advocacy for voluntary sports MK Sports Board ensuring local connectivity across a organisations. wide range of partners to shape and enable growth (revenue and b) Milton Keynes Sports Board: -Shaping the MK Sports capital) in the sports and Board to be recognised as a strategic enabler and advocate community sector. for sport across key local, regional and national organisations in light of a decreasing central resource.
v) Athlete MK Community Ensuring that athletes in Milton a) Talented Athlete Scheme: A formal scheme in place that Development Foundation Keynes have access to the correct recognises and supports talented athletes to develop and Sport MK facilities and support networks to achieve their potential. Sports Aid achieve their potential as they move External orgs along the performance pathway. b) Sports Science / Medical Hub: Work with partners to develop a sports medicine and sports science hub for access by local elite and performance athletes.
vi) Volunteer Provide support for volunteers to Seminars to be held to inform and update volunteers – Development ensure that they have skills, Committee Connections. knowledge and tools to provide for the local community. Managed process of officer attendance at management committee meetings
Steering groups developed at new facilities
Strategic Priority 1: ENHANCE IDENTITY Aim B: Place Programme Programme Outcomes Outputs/Projects Group 2014-2017 2018-2021 2022-2026 i) New NGB’s A Capital programme is in place for a) Management Specifications: Ensuring that future Facilities for MK Council a range of sport and active management specifications for new facilities include New Areas: recreation assets which will be sections on sports development and public health realised throughout the life of this outcomes. strategy b) Playing Pitches: Use new methodology to develop a new Playing Pitch Strategy for Milton Keynes
c) New Facilities: Development of new facilities in developing areas of Milton Keynes to meet community and sporting needs. • Brooklands Community Sports Pavilion • Tattenhoe Park Community Sports Pavilion • Western Expansion Area – Temporary Community House • Western Expansion Area Community Sports Pavilion and Pitches x 2
d) Flexibility: Creating flexible spaces within local community facilities
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Strategic Priority 1: ENHANCE IDENTITY Aim B: Place Programme Programme Outcomes Outputs/Projects Group 2014-2017 2018-2021 2022-2026 ii) Improve Aging facilities in Milton Keynes are a) Stantonbury Campus: Refurbishment and potential Aging Facilities refurbished, or replaced that are reconfiguration of existing facilities to improve community important in the sports and access and customer experience whilst supporting the community facility network. development of the PE curriculum.
b) Sir Herbert Leon Academy: Refurbishment of existing facilities to improve community access and customer experience whilst supporting the development of the PE Curriculum.
c) Asset Management Plan –
iii) Community Providers of sport and active a) Produce a guide to aid any potential new managers of Asset Transfer: recreation ensure that facilities facilities about supporting existing volunteer management continue to provide a range of committees opportunities and remain accessible for local people, particularly in b) Signposting for best practice in facility management identified areas of deprivation. c) Further devolvement of community assets under the localism agenda
iv) Achieve Ensuring that Milton Keynes Developer Investment – support continued negotiations the Funding: maximises the potential benefits for sport and community facilities developer contributions from development including via through Community Infrastructure Levy [CIL], Tariff, S106 developers contributions, and also and profile within planning documents & Neighbourhood being able to respond to funding Planning Frameworks opportunities as they arise.
v) Inter- Providing facilities and associated Priority Sports: Identifying Priority Sports which MKC will national support to enable top class sports work more closely with offering strategic support and Sporting City: men and women to train, and where time. possible to compete, in Milton Keynes in agreed priority sports, Performance Centres: Development of performance whist also offering new centres to develop athletes and encourage grassroots opportunities for community sport. participation: • Cycling Centre of Excellent • National Training Centre for Baseball / Softball
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Strategic Priority 2: INCREASE OPPORTUNITIES Aim C: Community Participation Programme Programme Outcomes Outputs/Projects Group 2014-2017 2018-2021 2022-2026 i) Participation MK Council Increasing the number of a) Sportivate: Utilising the Sportivate programme to in Sports BMKSP opportunities for children, young create opportunities for young people and adults to Activities Other Ext orgs people and adults participating in participate in a wider range of sports and ensuring links sport across Milton Keynes with voluntary sports clubs to offer sustained engagement
b) Return to Sport: utilising NGB products and links with established voluntary sports clubs to initiate and retain interest in new sporting pursuits and create future club members.
c) Culture Card/App: Implement the recommendations of X the Culture Card feasibility study to offer a co-ordinated sports and active recreation offer across all public sports facilities.
d) Workplace Provision: Create a workplace sporting programme culminating in a Milton Keynes Corporate Games model
e) Community Games: Establish an annual delivery of parish based sporting competition across Milton Keynes
ii) Participation Parks Trust To increase the number of adults a) Health Walks: Increase the number of opportunities to in Active Cycling Forum participating in sport and active take part in the Walking for Health programme utilising GP Recreation BMKSP recreation across Milton Keynes Surgeries, open space and community centres as meeting Other ext orgs points.
b) Cycling: To support the delivery of the Cycling strategy objectives around participation and maximising the partnership with British Cycling and the network of cycle routes and Redways
c) Parks / Open Space: Look to maximise the local Park / open space infrastructure for active recreation pursuits creating cost effective delivery packages that can be replicated across the Borough.
iii) Active MK Council To use sport and active recreation as a) Physical Activity: To develop an overarching Physical Intervention HWB Board an intervention to prevent long term Activity framework which embraces sport, active recreation MK Community health conditions and to increase and everyday activity. Health Service wellbeing Other ext orgs b) Exercise Referral: To further develop the Active Milton Keynes Exercise Referral Programme to encompass links to more sustainable activities outside of the referral programme.
c) Children’s and Young People Weight Management: To improve the current programme to deliver an increase in participants and completion rates and support the Health and Wellbeing Boards objectives in decreasing childhood obesity.
d) Active Ageing To develop sport and active recreation programmes to support older people to continue to be active throughout their later years.
e) Active Communities: To directly target those areas in Milton Keynes that have been identified as having significant health inequalities and put in place a community based sports programme linked to the physical activity pathway (39)13 Milton Keynes Sport & Active Communities Strategy 2014-2023 Public Consultation Document
Strategic Priority 2: INCREASE OPPORTUNITIES Aim D: Learning Programme Programme Outcomes Outputs/Projects Group 2014-2017 2018-2021 2022-2026 i) Improving MK Sport Supporting teachers and coaches to a) Physical Literacy: To work with the education sector to Physical Partnerships improve their knowledge and skills ensure that the physical literacy pathway form early years Education MK Council of sport within an education setting to secondary school is supported and developed. BMKSP and maximising investment Other Ext org opportunities to enhance the quality a) Teacher Training: To increase the number of teachers of PE delivery. accessing physical education specific training across Milton Keynes
b) School Swimming: To ensure that all children at the end of Key Stage 2 have progressed their ability to swim unaided.
c) Playground to Podium: Ensuring that opportunities are developed for young people with special educational needs
ii) Transition Sport:MK Improving the pathway from school a) Satellite Clubs: To deliver the Satellite Clubs programme X to voluntary MK Sport sport into more formal voluntary in Milton Keynes across all the secondary schools. sports clubs Partnerships sport club sessions. MK Council b) Community Use: To support and increase those schools NGB’s who wish to open or keep open their facilities for wider BMKSP community sports users.
iii) Offering BMKSP Supporting and developing the a) School Games: Working with partners to increase the competitive MK Sport competitive school sport structures opportunities available within the School Games framework. School Sport: Partnerships that exist in Milton Keynes NGB’s
iv) Increasing MKC Areas of need will have facilities for a) Consideration to be given in new and existing facilities the number pre-school use. for multi use activities e.g. pre-schools and badminton of pre-school running together (vis a viz Broughton Pavilion). places b) ensuring that existing facilities have full potential for multi use seeking funding to extend and improve facilities where there is space and need.
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Strategic Priority 3: ACTIVELY CELEBRATE Aim E: Events Programme Programme Outcomes Outputs/Projects Group 2014-2017 2018-2021 2022-2026 i) Rugby MK Dons SET Maximising the impact of the third a) ‘Legacy Programme: a delivery programme pre and World Cup MK Council biggest international tournament to post Rugby World Cup which maximises the interest in the Rugby Football create a sporting programme to sport and provides a lasting participation legacy Union increase participation in sport and Other ext org. active recreation b) Volunteering: working with partners to create a workforce of volunteers which can be the ‘face’ of Rugby in MK during the world cup
c) Festival of Rugby: Working with the cultural sector to support the festival of rugby which will be delivered throughout the duration of the World Cup Tournament
ii) Elite MK Sports Board Devising a strategic approach to the a) Sports Events Strategy: Identifying the opportunities Sporting MK Events Board creation of an elite sporting events for Milton Keynes to attract major sporting events to the Events SEMLEP programme working with partners City and the wider SEMLEP region. BMKSP across the South East Midlands Local Economic Partnership. b) Economic Impact: To put in place a framework to assess the economic impact of major sporting events that take place in Milton Keynes.
iii) Access for Supporting and developing events a) Participants: Increasing the number of participants All that encourage community sports involved in mass participation sporting events that take participation. place in Milton Keynes.
b) Sporting Calendar: The creation of a formal calendar of sporting events
c) National Campaigns: Getting involved in national sport and active recreation campaigns as a tool to promote and increase participation.
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Strategic Priority 3: ACTIVELY CELEBRATE Aim F: Communication Programme Programme Outcomes Outputs/Projects Group 2014-2017 2018-2021 2022-2026 i) Cultural Destination MK, Sport and active recreation are a key a) Destination Management Plan (DMP) – position sport Tourism MKC, AHA-MK, tourism component through the and active recreation within the tourism plan for MK and SEMLEP Destination Management Plan and support delivery of sports and active recreation related there is appropriate signage actions [physical and virtual] to sites across MK] b) Brown Signage – create clear signage to sports and x community centres/facilities through tourism ‘brown signs’
c) Redways – Improve the network of Redways in line with the objectives of the Cycling Strategy
ii) Engage, MK Council To Increase awareness of facilities a) Reactivate: MK: For a wider audience to utilise the Brand and BMKSP and opportunities for sport and Reactivate:MK logo. Promote: MK Sports Board active recreation by all providers Other ext orgs through sector branding and an b) Give it a Go: Increase the number of organisations improved communication network. involved in the Give it a Go campaign
c) Centre MK Games: Ensure the continued delivery and growth of a sporting exhibition in Middleton Hall for voluntary sports clubs and National Governing Bodies of sport.
d) The Message: Promoting the wider benefits of sport and active recreation through the relevant channels to both the consumer and the stakeholder.
iii) Celebrating BMKSP Celebrate the success of our clubs, a) MK Sports Awards: Increasing the number of Achievement Sport:MK coaches athletes and volunteers applications and the range of sports applying for MK Sports Board recognition.
b) Bucks and MK Sports Awards: Increasing the number of applications submitted from voluntary organisations, schools and individuals from Milton Keynes
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3.2 Annual Review Reporting The strategy is a ‘live’ document which will need to adapt and respond to the changing national trends and funding priorities. The programme plan is both robust and flexible and projects will be delivered in the short, medium and long-term. Success will be monitored by an annual internal review, asset management planning and against the national performance indicators undertaken by Sport England through the Active People Survey.
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ITEM 5(c)
Democratic Services
DRAFT
Report of the Major Event
Management Review Group
February 2014
www.milton-keynes.gov.uk/scrutiny
Membership: Councillor Cec Tallack (Chair) Councillors Mick Legg and Phil Wharton
Overview and Scrutiny Officer: Lesley Sung (Tel: 01908 252325)
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Contents Page
Introduction by the Chair 3
Membership and Scope of the Review 4
Officer Support / Witnesses 4
Review Group Considerations:
Milton Keynes as a Major Sporting/Events City - Background 5 - A Broad Perspective 5 - A Local Perspective 6 - Strengths and Weaknesses 7
The Visitor Experience - Role of the Safety Advisory Group 8 - Role of the Police 8 - Reasons to Stay / Re-Visit MK 9
Visitor Accommodation 9
Travelling and Wayfinding 10
The Future 10
Findings and Recommendations 10
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Introduction
The Major Event Management Review Group was established to consider all aspects of major event management and to seek out the best approach to ensure that people visiting and attending events leave the area with a good impression of both the event itself and the Borough of Milton Keynes.
By drawing on past experience, the Group considered lessons learned and the strengths and weaknesses of Milton Keynes as a destination for major events. Recognising the value of past successful events such as the Red Bull Racing ‘Home Run’and MK International Festival, and appreciating how these events enhanced Milton Keynes’ national and international reputation as a great place to hold major events, the Group wished to explore how the Council could further promote and capitalise on such events held in the future.
The Group heard from external witnesses – consultants ‘Four Communications’, who had already worked with the Council in the preparation of the bid for the Rugby World Cup; Destination:MK to enable the Group to look at Milton Keynes as a sporting / events city from a more local perspective, and Rod Hardie from Thames Valley Police.
The Group also wanted to consider elements that contributed to a good visitor experience by scrutinising the role of the Safety Review Group and the partnership working in place, enabling the safe management of a large influx of people all travelling to one event.
I would like to take this opportunity to give my personal thanks to Members of the Review Group, Councillors Mick Legg and Phil Wharton for their contributions and to thank Geoff Snelson, Chris Londy, Rachael Kinglsey and Lesley Sung for their collective help and support.
Councillor Cec Tallack Chair of the Major Event Management Review Group February 2014
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Membership and Scope of the Review
The Environment & Transport Select Committee, at its meeting held on Tuesday 9 July 2013, recommended to the Overview & Scrutiny Management Committee, that a Major Event Management Review Group be established with a membership of 1:1:1 from the main political groups on the Council. The Management Committee agreed to the setting up of the Group.
The following councillors were nominated to serve on the Review Group:
Councillor Cec Tallack (Chair)
Councillor Mick Legg
Councillor Phil Wharton To tie in with the Environment & Transport Select Committee’s work programme theme of ‘Visiting MK’, the Select Committee suggested that the Review Group should consider all aspects of major event management within the borough.
At its first meeting held on 25 November 2013, the Review Group elected Councillor Cec Tallack as its Chair.
Officer Support / Witnesses
Officer support was provided by:
Overview & Scrutiny Officer: Lesley Sung
Witnesses (Milton Keynes Council):
Geoff Snelson (Director of Strategy) Rachael Kingsley (Head of Highways) Chris Londy (Regulatory Investigations Manager) Richard Davis (Sports Development Manager)
Witnesses (External):
Alun James and Alex Russell - Four Communications (Marketing Consultants for the Rugby World Cup 2015) Steven Gordon-Wilson (Destination:MK) Rod Hardie (Thames Valley Police)
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Review Group Considerations
The Review Group met on 4 occasions from November 2013 to February 2014 to carry out the scrutiny of the Council’s approach to major event management within the borough.
1. Background 1.1 Every year, there are a large number of events taking place throughout the borough of Milton Keynes, all differing vastly in size and prestige. During 2013/2014 there were over 160 events taking place in Milton Keynes ranging from Christmas fayres, league one football fixtures at MK Dons stadium, cycling events and MK Marathon. Events taking place in Milton Keynes may take place in a specific location such as a concert at the Bowl or a football match at the Stadium whilst other events may be located in an area of the borough such as Stony Stratford Town Fayre. Other events may cover a wider area such as Milton Keynes Marathon or which may cover an area outside of Milton Keynes with a start and/or finish within the MK area such as the Evans ‘Ride It’ cycling sportive.
1.2 Milton Keynes has some distinct event locations such as The National Bowl, Arena, Stadium:MK and not too far outside of the borough, the Silverstone circuit. Badminton England has recently been granted permission to build its new headquarters at the National Bowl and bids for expansion of facilities at the National Bowl are currently under consideration. Recent planning permission for the redevelopment of the Leisure Plaza in CMK includes the refurbishment of Planet Ice, creating one of the best ice rinks in the country. 1.3 Milton Keynes will be hosting a number of prestigious events in the near future including the English National Badminton Championships at the Arena on 8th and 9th February 2014 and three Rugby World Cup group stage matches at Stadium:MK in 2015. Three major music events at the National Bowl are expected to attract large numbers of people into Milton Keynes this year.
2. Milton Keynes as a Major Sporting / Events City – A Broad Perspective
2.1 The Group initially considered Milton Keynes, not just as a place to host major events, but more broadly, the challenges and opportunities for Milton Keynes as a destination; an attractive place that would encourage visitors to stay longer than the time spent at a particular event or encourage them to want to return in the future. The Group went on to assess the strengths and weaknesses of Milton Keynes as a major eventing city in terms of its geography, access to facilities, places of interest etc and identified where there were gaps in what Milton Keynes could offer.
2.2 Appealing towns and cities may possess an identity or moniker e.g. garden city, heritage site; it may have places of interest or may be a place known for its reputation and meaning which attracts tourists, businesses and/or industry. For example, Stratford on Avon is well known for its culture and heritage; Blackpool for its tower, seaside and funfair; Loughborough for sports and education.
2.3 From an overview analysis undertaken by Four Communications (Marketing Consultants), Milton Keynes was perceived as well connected and commutable,
5 (49) the home of Red Bull, innovative and a comfortable place to live but it was also seen as bland, boring and limited in culture and heritage.
2.4 Milton Keynes as a new city has little heritage, although the area does include the significant Bletchley Park which has been designated as a World Heritage Site. The Group recognised that development in other areas was needed to attract visitors. Four Communications’ analysis identified some of the strengths and weaknesses of Milton Keynes as a sporting destination, the development opportunities available and threats to consider for the future, some of which are included in the Table in paragraph 4.1.
2.5 The Group considered how sport could help position Milton Keynes as a centre for sports development and innovation by associating itself with success and high performance and by showcasing events and attracting businesses related to the sports sector. According to Four Communications, positioning MK as a sporting city would increase the number of visitors to Milton Keynes, attracting a core audience of sports business leaders motivated by high performance, facilities and technology; sports enthusiasts and tourists with an interest in modern design. Four Communications also stressed that an events strategy needs to be located in a wider strategy for promotion and development of the city.
3. Milton Keynes as a Major Sporting / Events City – A Local Perspective
3.1 The Group considered the strengths and weaknesses of Milton Keynes as a major sporting / events city from a local perspective by considering the roles of both Destination:MK and the Council and how each work in partnership with other agencies to promote Milton Keynes as an attractive place to host events and to visit.
3.2 Destination:MK is an independent not-for-profit company, funded predominantly by its members, typically local businesses involved in the visitor economy. It provides a tourism and information service for Milton Keynes dealing with enquiries from members of the public, businesses and organisations that wish to visit the area. The organisation aims to enhance the visitor experience by providing free venue and accommodation services and by running a number of marketing campaigns throughout the year, the service is encouraging leisure and business customers to Milton Keynes.
3.3 Destination:MK has recently launched a Destination Management Plan detailing how tourism industry stakeholders within Milton Keynes could deliver a successful and sustainable visitor economy over the next ten years. It has also recently re- launched a brand new website and has been working on the upgrade of a phone app.
3.4 The Group considered the success and impact of recent events that had given rise to Milton Keynes’ reputation as an international sporting/events city, such examples being the Foo Fighters concert at the National Bowl and the JLS concert at Stadium:MK; the Super Bike World Championships at Silverstone; international football England v Finland Under 21 and the staging of the rugby Heineken Cup quarter and semi-final, both at Stadium:MK which brought in large numbers of overseas fans to Milton Keynes. According to a study undertaken by the Northampton Saints (quarter-finalists of the Rugby Heineken Cup), around
6 (50) 3,500 Ulster fans travelled to Milton Keynes, providing an average expenditure of £250 per person, the majority spent on food and drink (38%) and hotels/accommodation (23%). The Association of Milton Keynes Hoteliers carried out research with its members to estimate the spend on accommodation during the Foo Fighters concert weekend, reporting income of around £640,000 (excluding food, drink, transport or any additional entertainment).
3.5 During June and July, Destination:MK, received over 38,000 website visits with over 100,000 page views. For the Foo Fighter’s concert, the website provided a dedicated information page which included the latest travel, parking, running times and accommodation information (providing a dedicated on-line accommodation booking service run on behalf of its members).
4. Strengths and Weaknesses – An Overall Perspective
4.1 The Group discussed the strengths and weaknesses of Milton Keynes as a place to hold major events, from both a broad and more local perspective:
Strengths Weaknesses Red Bull association Limited National Governing Bodies Proximity to Silverstone Hockey National Centre issues Rugby World Cup 2015 Limited cultural assets or traditional National Badminton Centre heritage / landmarks Bletchley Park – World Heritage Site Difficult to navigate International Festival Insufficient amount of visitor The city’s innovative design accommodation during the week Modern infrastructure and Public Transport conference facilities Wayfinding and signage Central location and well connected – easy commuting Fast flowing local road network Home to unique / iconic facilities e.g National Bowl, Xscape A concentration / commonality of strong local offers. Young and affluent population
Opportunities Threats Rugby World Cup 2015 – cultural F1 moves activation; training camps; grassroots Red Bull moves and club rugby Rugby flops Engaging ambassadors – Greg Staging of poor quality events – Rutherford; Ian Poulter; Red Bull / F1 damage to reputation drivers Other major sporting events and top class training camps/facilities National Badminton Centre University and higher education links with sport
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5. The Visitor Experience The Group wanted to consider the visitor experience, particularly, the safety aspect of an event and the reasons why a visitor may want to stay longer in Milton Keynes or wish to return at a later date.
(a) Role of the Safety Advisory Group 5.1 The Milton Keynes Safety Advisory Group (SAG) has been established to encourage and promote the safe management and organisation of events in Milton Keynes. It provides a single point of contact to ensure that event organisers receive consistent advice concerning safety and planning arrangements, to help them fulfil their statutory responsibilities and duty of care. 5.2 The Milton Keynes Safety Advisory Group meets on a monthly basis and consists of representatives from Milton Keynes Council (Regulatory Unit, Emergency Planning and Highways), Thames Valley Police, Buckinghamshire Fire & Rescue Service, South Central Ambulance Service and the Emergency Planning Officer at MK Hospital. Other representatives may be invited to attend meetings of the SAG as appropriate, including event organiser, voluntary and commercial first aid providers, the Parks Trust, local business/community etc. 5.3 The SAG provides a forum for member organisations to consider event related matters, discuss any perceived risks, and develop and provide guidance to member agencies and event organisers. The SAG has no enforcement powers but may give advice to other agencies or bodies in the exercise of their powers. The SAG neither discourages, or encourages bodies from holding public events but it does advise, support and encourage the organisation of safe, legal and responsible events. For example, the use of appropriate signage for cars and pedestrians, the provision of appropriate facilities such as toilets and access to water. 5.4 The SAG has terms of reference to ensure the promotion of safety and welfare at events in Milton Keynes. In some instances the Group will recommend that a multi-agency Emergency Planning Contingency Plan should be considered if an event meets a number of criteria in respect of a new event involving an expected crowd of more than 10,000; whether or not the event will directly impact on Milton Keynes communities not involved in the event i.e. Red Bull Racing event; if the event requires a specific traffic management plan; and an event where Police Silver Control will be running or on ‘stand-by’.
(b) Role of the Police 5.5 For any event, the event organisers are responsible for their own footprint. The Police have a major role in ensuring the safety of visitors, ensuring that visitors can make their way safely to and from an event i.e. liaising with train operators to provide extra trains and the prevention of crime and disorder.
8 (52) (c) Reasons to Stay or Re-Visit Milton Keynes 5.6 Milton Keynes is unique, and by thinking differently, using its assets to best effect, Milton Keynes can offer unique opportunities, different experiences and a range of varied events.
5.7 There are many reasons why people are attracted to Milton Keynes, for example, the city’s innovative design attracts global attention from urban planners.. (Refer to paragraphs 1.1, 3.4 and the Table at 4.1). Large numbers of people visit Milton Keynes to attend specific events, facilitated by excellent sporting and events facilities. Milton Keynes has been host to a number of successful high quality events such as the Red Bull Racing Event, the International Festival and Milton Keynes ‘Summer of Culture’ in 2012 – a programme of small events taking place over the summer period. Future events such as the Rugby World Cup in 2015 and the National Badminton Championships in February 2014 will surely help to secure Milton Keynes’ reputation as a truly international sporting and events city.
5.8 But, what happens when things go wrong? The reputation of Milton Keynes as a great place to hold major events could be very easily damaged if very low quality events take place attracting unwelcome publicity in the media. The recent MK Winter Wonderland event provides an example of how such an event had been negatively targeted by the media and an example of how social media had helped to escalate the event to national news. The Group did consider that the media’s stereotypical view of Milton Keynes may have contributed to the spread of such news and that similar incidents occurring in other areas may not have been subject to such a negative response.
5.9 Milton Keynes is an area providing a range of arts and heritage opportunities and a visitor could very easily spend a full day undertaking arts and heritage activities in the area, for example, Bletchley Park, which has been designated a world heritage site, and the city’s innovative design attracts global attention from urban planners On the whole, visitors are not attracted to Milton Keynes for these reasons alone but they do provide visitors with opportunities to explore Milton Keynes which will help to enhance the visitor experience and ensure Milton Keynes is perceived as a good place to visit.
5.10 The Group was very disappointed to hear that Milton Keynes cultural partners including MKC were unsuccessful in securing the highly competitive Cultural Destination funding from Arts Council England; a three year programme bringing cultural organisations together with tourism, business and private partners to promote Milton Keynes as an international culture city. The project would have engaged with users throughout the 3 year period, testing ideas and launching new initiatives at the International Festival 2014 and 2016, the Rugby World Cup 2015 and Milton Keynes 50th Anniversary celebrations, including the expansion of MK Gallery and the new MK Museum in January 2017. Three strands to the bid covered the creation of family friendly trails which would raise the profile of and link cultural organisations to visitor destination through the unique walking and cycling redway routes; the creation of packages for visitors which could offer accommodation, cultural experiences and full day / weekend programmes; and to engage a wayfinding specialist to integrate cultural requirements into the existing highway signage plan, including road and venue signage, on-site
9 (53) interpretation and gateways. The partners involved are keen to still implement elements of the bid.
5.11 Experiential opportunities ensures that Milton Keynes provides a strong local offer and visitors have the opportunity to partake in unique experiences such as wakeboarding, water-skiing and Aerial Extreme which is the biggest high rope adventure course in the South of England. Four Communications had highlighted that Milton Keynes offered a commonality of events and facilities, for example, the visitors attracted to the National Bowl for the Swedish House Mafia concert were very likely to visit and use the facilities at the Xscape.
6. Visitor Accommodation
61 Whilst there are few places to stay / limited hotel accommodation available during the week, there is an abundance of availability over the weekends, indicating that Milton Keynes is good at attracting business visitors and less so at attracting numbers visiting Milton Keynes for leisure purposes.
7. Travelling and Wayfinding
7.1 It was acknowledged that Milton Keynes is difficult to navigate, exacerbated by a lack of information points, mapping data and bus information. If Milton Keynes is to promote itself as an international sporting and events city, it is vital that visitors should have the ability to move freely and conveniently around the city. Inappropriate signage and lack of information, particularly in locations where directions to major visitor areas would be expected, will most definitely detract from the good visitor experience. Attractions and places of interest that make up part of the visitor economy may remain unattended if such locations are not highlighted to visitors of the city. An example frequently discussed by Members of the Group was a visitor’s difficulty to find easily, their destination when exiting CMK train station.
7.2 A real time mobility map and a bespoke visitor phone app is being developed as part of the Council’s SMART cities initiative which will help to assist visitors finding their way around Milton Keynes.
7.3 Large events may require a Traffic Management Plan and it is the responsibility of an event organiser to produce a plan which would satisfy the Safety Advisory Group. The Review Group suggested that in some circumstances, an organiser should be encouraged to provide free transport if a large number of visitors is expected and which may impact greatly the residents of an event locality.
8 The Future 8.1 The Group considered the potential for Milton Keynes as a ‘Capital of Culture’ and whether or not it could be a contender for such an accolade. If the results of such investigations found that this was not a feasible option for Milton Keynes, investigating the prospect may highlight other opportunities that counld enhance Milton Keynes reputation as an attractive place to visit for arts and culture.
10 (54) 8.2 The Group also considered how Milton Keynes could capitalise upon the Olympic legacy and its impact on the development of grassroots sport and opportunities to engage residents in development of Milton Keynes as a major sporting and events city.
Findings and Recommendations
9.1 Milton Keynes is an area providing a range of arts and heritage opportunities which help to support the visitor economy but recognises that visitors do not come to Milton Keynes specifically for those reasons. The Group acknowledged that Milton Keynes provided a strong local offer and assessed whether or not, facilities such as MK Theatre were being promoted to the best of their advantage.
The Group recommends that the Council explores the prospect of Milton Keynes as a contender for the accolade of ‘Capital of Culture’ and the potential for marketing Milton Keynes arts and heritage attractions outside of Milton Keynes.
9.2 The Group acknowledged that the role of the Safety Advisory Group was to encourage and promote the safe management and organisation of events in Milton Keynes and not to comment on the quality of events in Milton Keynes.
Keeping in mind the reputational damage that may ensue from the staging of a poor quality event, the Council recommends development of a low cost guide providing advice to event organisers on some of the major issues to consider when hosting a major event in Milton Keynes.
9.3 The Group acknowledge the lack of accommodation available for visitors to Milton Keynes, particularly during the week.
The Group recommends that the Council explores ways to facilitate an increase in hotel provision within the area and the potential for the provision of campsites and camping facilities close to sports and event venues.
9.4 The Group considered how Milton Keynes could capitalise upon the Olympic legacy and looked at how this could enhance the development of grassroots sport and encourage resident engagement in developing Milton Keynes as a major sporting and events city.
The Group recommends that the Council assess the capacity to build on the Olympic legacy and explore the potential for developing, in consultation with Community Action:MK a major sports / events volunteer pool, including through the preparations for the Rugby World Cup 2015.
9.5 The Group recognised the difficulties for visitors navigating around Milton Keynes and that any attempts for Milton Keynes to be a truly international sporting and events base, it was important that visitors have access to accurate and up to date travel and directional information.
11 (55) Whilst the Group welcomed the work being undertaken as part of the SMART cities initiative and the development of a bespoke visitor phone app, the Group recommends that the Council investigate the provision of appropriate and effective wayfinding and signage to sporting / event venues and other places of interest; the provision of information points at advantageous locations, and the provision of up to date bus and coach information and location maps at the train station, bus shelters, and the coachway.
9.6 The Group recognised the reputational value of hosting events such as the International Festival. Some of the events taking place under its banner this year would be re-located to areas outside of Central Milton Keynes, for example, Willen Lake. Taking into account the potential difficulties of navigating between venues, the Group was of the opinion that this could create a possible disconnect between events, which may have a detrimental impact on Milton Keynes reputation as a good place for hosting well-planned events.
The Group recommends that the Council enter into discussions with the event organiser for them to provide free transport to and from major event venues.
9.7 The Group recommends that a similar approach be adopted for the Rugby World Cup 2015 and that free transport be provided to and from events from appropriate locations.
12 (56)
Democratic Services
Overview and Scrutiny Milton Keynes Council Civic Offices 1 Saxon Gate East Central Milton Keynes MK9 3EJ
T 01908 25 E scrutiny@milton -keynes.gov.uk
www.milton-keynes.gov.uk/scrutiny
13 (57)
ITEM 6(a)
MILTON KEYNES FLOOD AND WATER MANAGEMENT RESPONSIBILITIES / OBLIGATIONS – UPDATE
1. Background Information 1.1 Throughout 2013/14, the Council’s flood and water risk management programme has continued to be coordinated by the Development Plans Team as part of a joint working multi-departmental team that includes the Transport/Highways/Drainage Team, the Emergency Planning Team and the Landscape/Leisure Team.
1.2 In addition, MKC has continued its role in the officer-led Anglian Regional Lead Local Flood Authority (LLFA) Group and Tri-Partnership LLFA Group (incorporating MKC, Beds Borough Council, Central Bedfordshire Council and representatives from the Anglian Central Environment Agency Team, Anglian Water and Bedford Group of IDB’s).
1.3 Whilst Milton Keynes continues to have a low flood risk profile both nationally and regionally, it cannot be complacent as far as flooding is concerned. With the continued planned growth of the City and the impacts of climate change likely to increase pressure on existing infrastructure, it is important that the Milton Keynes flood risk management regime is retained, maintained, and where possible and practicable, improved.
1.4 It should also be noted that 2014/15 is the final financial year whereby Milton Keynes Council will receive Defra funding to aid the Lead Local Flood Authority in putting into place and carrying out the new responsibilities under the Flood and Water Management Act (2010). This funding has been provided annually since the 2011/12 financial year.
2. Responsibilities/Obligations 2.1 As reported at the March 2013 Environment and Transport Select Committee meeting, following the Flood Risk Regulations (2009) and Flood and Water Management Act (2010), Milton Keynes Council is now a Lead Local Flood Authority (LLFA) and as such is now responsible for the management of flood risk from surface runoff, ordinary watercourses and groundwater.
2.2 The following table sets out an update on all of the responsibilities/obligations that Milton Keynes Council can exercise under the Flood and Water Management Act (2010) and the Flood Risk Regulations (2009). The table outlines where these responsibilities are a statutory duty or a power, the national and local deadlines that are in place and the current status with regards to MKC’s progress.
1 (58) MKC Flood Risk Management Functions Function Legislation Explanation Duty or National MKC Current Status Power Deadline Local Flood Flood and Water The Council must develop, maintain, apply and Duty Not set Production of the LFRMS Risk Management monitor a strategy for local flood risk management has slowed due to the Management Act (2010) of the area for surface runoff, groundwater and pressures of other Flood Strategy ordinary watercourses. Risk Management (LFRMS) Deadlines and day-to-day The Strategy outlines current and proposed workload. methods/objectives for dealing with the responsibilities the Council has as an LLFA, as MKC Officers currently outlined in this table. considering the potential of using consultants to complete this work in the 14/15 period.
Co-operation Flood and Water Authorities must co-operate with each other in Duty Ongoing MKC continue to exercise and Joint Management exercising functions. Authorities can also delegate through the Officer-led Working Act (2010) functions to each other by local agreement. Local Partnership Water Arrangements and Flood Meeting (with adjoining authorities) and the Cabinet-led Milton Keynes Water and Flood Management Group (which adjoining local authorities and other water and flood partners are invited to).
For the period 2012 – 2014 MKC consenting and enforcement powers were delegated to the Bedford (59) 2 Group of IDBs. This has proved to be a good working partnership and an agreement has been made for this delegation to continue for 2014/15 with a further review at the end of this period.
Power to Flood and Water LLFAs and the Environment Agency may request Power Ongoing Development Plans Request Management information from other water and flood partners (for continues to be the Information Act (2010) example in Milton Keynes, Anglian Water and other Council’s main contact water suppliers, the IDB, and the Parks Trust) in point for this. We receive relation to the authority’s risk management requests from in-house functions. The information must be provided in the colleagues to obtain form/manner and period specified within the information. request. Enforcement action may be taken if the individual neglects to comply with the request. A financial penalty may also be imposed. Creation and Flood and Water This section requires LLFAs to establish and Duty Not set Assets are recorded, but Maintenance Management maintain a register of structures, or features, which work is needed in pulling of an Asset Act (2010) may significantly affect flood risk in their everything together. Register administrative area and also provide a record of information about such structures and features, A project manager has including ownership and state of repair. now been secured and is in place to complete this The register must be available for public inspection work. at all reasonable times. Investigation Flood and Water The purpose of this provision is to require the LLFA Duty Ongoing Ongoing. Flood of Flooding Management to investigate flooding incidents where appropriate, investigations are carried Incidents Act (2010) so as to try and ascertain where responsibility for out by the Council’s managing the flood risk lies and what is being done Drainage Team with the about it. assistance of the (60) 3 Development Plans Team. The LLFA must publish the results of any investigation and notify any relevant flood risk Protocol to be re-assessed management authority of those results. and if need be, revised, through the LFRMS.
Designation of Flood and Water The Schedule to the Act provides additional legal Power Ongoing Ongoing. Features Management powers for certain authorities in England and Act (2010) Wales to formally designate assets or features None have been which affect flood risk. It increases the regulatory designated this year. control of the significant number of assets or features, which form flood risk management Features are assessed systems, but which are not maintained or operated when the Council is made by those formally responsible for managing the aware of them, however, risk. there is a reluctance to designate all features and Once a feature is designated, the owner must seek assets due to the consent from the designating authority to alter, resources required to remove, or replace it. A series of conditions have to monitor and enforce. be met prior to designation. MKC flood defences at Stoke Goldington and Tathall End will be designated once projects have been completed.
Consenting Flood and Water With the provisions in the Flood and Water Duty 6 April 2012 For the period 2012 – and Management Management Act 2010, powers relating to 2014 MKC consenting and Enforcement Act (2010) consenting and enforcement on ordinary enforcement powers were Powers watercourses will move from the Environment delegated to the Bedford Agency to LLFAs outside areas under the Group of IDBs. This has jurisdiction of an Internal Drainage Boards (IDBs) proved to be a good where relevant. working partnership and (61) 4 an agreement has been made for this delegation to continue for 2014/15 with a further review at the end of this period.
Sustainable Flood and Water LLFAs must establish a SuDS Approval Body Duty Commencem See separate report Drainage Management (SAB), having a range of responsibilities including: ent date to (SuDS) Act (2010) The approval of proposed drainage systems in be set by Approval Body new and redevelopments; Defra – April (SAB) Determining the drainage application aspect of 2014 date planning permissions; has now Adopting and maintaining SuDS which serve been revised. more than one property, where they have been approved; and Designating SuDS on private property as features that affect flood risk and detailing all approved SuDS structures and features on the asset register. General Flood and Water LLFAs have powers to undertake works to manage Power Ongoing This is currently dealt with Powers: Flood Management surface water runoff and groundwater flood risks. by the Drainage Team. Risk Act (2010) Powers to do works on ordinary watercourses Management remain with the district authorities and IDBs in Works Drainage Board Districts.
(62) 5 3. Other Work/Projects for 2014/15
3.1 Maintenance: A budget has been agreed within the Highways Team for the Council to meet its responsibilities with regard to maintenance of ordinary watercourses and Riparian Ownership. This will come into place in April 2014.
3.2 Planning: Work has begun on the production of a new Local Plan for Milton Keynes (PlanMK). As part of the evidence base for preparing the Plan, the Milton Keynes Strategic Flood Risk Assessment Level 1 will be updated and subsequently a new Water Cycle Study Stage 1 will be produced. Both of these documents will be produced by consultants, with the Development Plans Team taking the project management lead.
3.3 Surface Water Management Plan (SWMP): Officers in both the Highways Team and Development Plans Team are preparing for the production of a SWMP for the Milton Keynes area. A SWMP will look to understand the causes and effects of surface water flooding and outline the preferred process of managing the surface water risk for the long term. The SWMP will be produced by consultants with a joint Highways and Development Plans Team group taking the project management lead.
3.4 Water Framework Directive: The European Water Framework Directive (WFD) came into force in December 2000 and became part of UK law in December 2003. WFD requires ‘overall good status or potential’ for groundwaters and surface-waterbodies by 2021. It provides an opportunity to plan and deliver a better water environment through river basin management planning. The Environment Agency is the lead authority for WFD in England. As well as continuing to support of the EA in carrying out its WFD programme, we are looking to produce, in-line with the EA, local MKC guidance on WFD which can be utilised by internal teams, developers, landowners and members of the public alike. This will be led by the Development Plans Team.
6 (63) ITEM 6(b)
IMPLEMENTATION OF SCHEDULE 3 “SUSTAINABLE DRAINAGE” OF THE FLOOD AND WATER MANAGEMENT ACT 2010
1. Background 1.1 Schedule 3 of the Act requires the Lead Local Flood Authority (LLFA) to establish a SuDS Approval Body (SAB). As Milton Keynes is a Unitary Authority it is the LLFA for the Borough and must therefore establish a SAB, having a range of responsibilities including: The evaluation and approval of proposed surface water drainage systems in new and redevelopments (except where exemptions apply); and,
Adopting and maintaining SuDS which serve more than one property, where they have been approved by the SAB (except where exemptions apply). 1.2 Applications to the SAB will be separate to planning applications and a separate SAB approval will be needed before development can occur. 1.3 Government intention was to implement Schedule 3, with transitional and phasing arrangements, as of April 6 2014. However, in the w/c 13 January 2014, Defra announced that the implementation date would be delayed to allow further time for preparation. 1.4 Incomplete draft guidance and standards were distributed at a Defra Capacity Building Workshop event during the w/c 21 October 2013, however since this date no further correspondence has been received and Defra are still working on final guidance. 1.5 It is now expected that final versions of the draft guidance and standards will be released on April 6 2014 alongside a further timetable for implementation. Whilst Defra are yet to provide any details on a likely new implementation date, it is currently believed this will be around October 2014. 2. Implementation and Transitional Arrangements 2.1 It is intended that, when implemented, Schedule 3 will only be applied to ‘works’ which constitute major planning applications (10dws and above/0.5 hectares and above). This will remain for a period of 3 years, when the schedule will then be fully implemented. 2.2 Planning applications already within the planning system will not need to apply for SAB approval. However for existing Outline Consents in place on the date of implementation, it is expected that all reserved matters will have to be approved and conditions discharged within a period of a year, otherwise a new Drainage Application will have to be made.
3. What MKC needs to do before Implementation Date 3.1 As an LLFA we must establish a SAB. Provisional agreement was reached, following publication of the Flood and Water Management Act in 2010 that Building Control would take on the role of SAB within Milton Keynes. Further agreement and working arrangements were intended to be looked at once
(64) National guidance and SuDS standards were released and an implementation date was announced. 3.2 Following recent announcements, Building Control and Planning have been working together to plan a route forward for the establishment of a Milton Keynes Council SAB. The intention still remains for Building Control to take on these responsibilities but the practical arrangements are still being developed. These are heavily dependent on the amount of work involved and the income that can be expected in relation to charging for SAB applications. Until final guidance is released by Defra we cannot form definite protocols. 4. Potential Implications for MKC 4.1 These potential implications are all based on the incomplete guidance provided by Defra in October 2013. Further certainty cannot be provided until final guidance is provided by Defra. 4.2 Application and Approval Process: There is a potential issue regarding resources and the need to have an expert in-house resource to assess drainage applications and ensure they comply with national guidance and standards. 4.3 It must be ensured that the SAB process is set up in-line with the planning process. The SAB assessment will be an objective technical assessment and will only be able to grant a final approval, no outline. Therefore it is essential that planning policy is up-to-date and a pre-application and outline application consultation procedure is put in place between the Planning Department and the SAB to ensure that drainage is still considered at a strategic level. 4.4 Adoption and Maintenance Process: MKC will now have to adopt any SuDS schemes that are approved by the SAB. Other organisations, such as Anglian Water, The Parks Trust and the Internal Drainage Board will no longer be able to take on the adoption of these features. MKC will however still be able to form agreements to outsource the maintenance of SuDS features to alternative organisations, such as those mentioned above. 4.5 A key implication for MKC is in relation to the process for funding the future maintenance of approved schemes. As part of the implementation of Schedule 3, MKC will no longer be able to take commuted sums from developers for maintenance of schemes they have developed. Funding will instead have to be found through charging those who are served by the SuDS. To this end, the Government will be putting in place a statutory Instrument for charging via Section 150 (Charging for Discretionary Services) of the Local Government and Housing Act. Further detail is still awaited on this aspect and will likely be outlined in the final guidance when published by Defra. 4.6 This is also very likely to have an impact on current strategic sites such as the Western Expansion Area, the Strategic Land Allocation and remaining parts of the Eastern Expansion Area, whereby adoption and maintenance arrangements which have already been agreed may no longer be implementable.
(65) 5. Next Steps 5.1 A working group consisting of officers from Development Plans, Development Management and Growth and Infrastructure are continuing to work on ensuring MKC is in a position to implement a SAB when Schedule 3 is implemented. This includes ongoing work looking at the potential extra resources that will be necessary and reviewing the status of current strategic applications to assess the potential impact of the transitional arrangements both in terms of the processes that might be required for SUDS approval and maintenance costs. 5.2 MKC continue to seek clarity from Defra on the operational impacts of both the transitional and statutory requirements of the SuDS approval process and are pressing for the full version of the proposed National standards and guidance to be published with a sufficient lead-in time prior to implementation. 5.3 MKC is working with neighbouring authorities through established stakeholder groups to share issues and develop potential models for delivery.
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