Enfield Council March 2010
Infrastructure Delivery Plan
Infrastructure Delivery Plan Enfield Council
Contents
1 Executive Summary 3 2 Introduction 7 2.1 Introduction 7 2.2 Aims and Scope of the Infrastructure Delivery Plan 9 2.3 Policy Context 13 2.4 Enfield in Context 13 2.5 Structure of Document 15
3 Physical Infrastructure 17 3.1 Transport 17 3.2 Utilities and Renewable Energy 32 3.3 Water and Drainage 36 3.4 Waste 41 3.5 Telecommunications 42 3.6 Public Realm 45 3.7 Historic 47
4 Social and Community Infrastructure 51 4.1 Education 51 4.2 Health Care 64 4.3 Social Care 70 4.4 Children's Services 77 4.5 Community Services 77 4.6 Leisure Services 87 4.7 Cultural Services 93 4.8 Emergency and Essential Services 97
5 Green Infrastructure 101 5.1 Parks and Open Spaces 101 5.2 Lee Valley Regional Park 107 5.3 Waterways 109
6 Strategic Growth Areas 113 6.1 Central Leeside Including Meridian Water 113 6.2 Edmonton 114 6.3 North East Enfield Including Ponders End 114 6.4 North Circular Including New Southgate 115 6.5 Enfield Town Including Enfield Town Station 117
7 Conclusions 119 7.1 Conclusions 119 Appendices A List of Consultees 122
B Acronyms 124
C Glossary 128 Enfield Council Infrastructure Delivery Plan
Contents Infrastructure Delivery Plan Enfield Council
1 Executive Summary
Executive Summary
1.1 This Infrastructure Delivery Plan (IDP) seeks to establish what additional infrastructure is required to support the planned increase in new homes and jobs, and the projected population growth within the Borough up to 2026. It includes a review of existing provision for social infrastructure, (such as health and education facilities), physical infrastructure, (such as transport and utilities) and green infrastructure, (such as parks and open spaces). The Plan provides an analysis of the nature of future infrastructure provision, and where known, where it will be provided, when it will be provided, how it will be funded and who will be responsible for the delivery.
1.2 The spatial strategy for Enfield is set out in the Council's Pre Submission Report for the Core Strategy.(1) The Core Strategy seeks to focus growth within four broad locations, which are referred to as Strategic Growth Areas. They are:
Central Leeside - a large area in the south east of the Borough where growth will be focused south of the North Circular in an area known as the Meridian Water Place Shaping Priority Area. North East Enfield - growth in this area will be focused in the area around the Ponders End Place Shaping Priority Area. North Circular Road - focusing growth in the New Southgate Place Shaping Priority Area. Enfield Town - the Borough's major town centre where growth will be focused around the Enfield Town Station Place Shaping Priority Area.
1.3 The IDP supports the delivery of the Core Strategy and other documents within the Local Development Framework (LDF) and will help to ensure that all supporting infrastructure is identified and delivered in a timely, coordinated, efficient and sustainable way.
1.4 There is a range of governance in place that delivers infrastructure at the regional level (for example, Mayor of London), sub regional level (for example, the North London Strategic Alliance), and at the local level, (for example, Enfield Strategic Partnership via the Local Area Agreement, and the Sustainable Community Strategy).(2) The IDP focuses on key infrastructure needs rather than list every infrastructure scheme currently programmed in the various plans and strategies, but these have informed the IDP.
1.5 The IDP has been informed by information from a range of Council services (such as education, libraries, highways and place shaping), and infrastructure providers external to the Council (such as the Primary Care Trust, emergency services and utility companies). It focuses on key infrastructure needs derived from various plans and strategies of each of these partners. Ongoing dialogue with infrastructure providers is essential to plan for infrastructure needs and this document, alongside the Core Strategy informs other business plans and strategies of all partners to help to shape and influence the Borough. The IDP is accompanied by an Infrastructure Delivery Supporting Schedule which sets out those schemes that are proposed to take place during the Core Strategy plan period to 2026.
1.6 The IDP is not a policy document and information contained within it is does not override or supersede the Core Strategy, or policies and commitments contained within the formal suite of LDF documents. It provides a key piece of evidence base and will further provide a robust basis on which the Council will seek to influence public, private and agency funding and priorities. The IDP also begins to provide the intelligence that will serve as a basis for establishing new Council policies on Community Infrastructure Levy (CIL), albeit that more detailed work will be required to establish appropriate charging regimes.
1.7 As stated above the IDP has been produced in liaison with providers internal and external to the Council. A draft version of the IDP was published for consultation between 14th December 2009 and 29th January 2010 as a means to enable the wider public and organisations to have an input in the formulation of the document. The draft IDP was published for consultation alongside the consultation on the Pre Submission Core Strategy. Comments received to the draft IDP have been taken into account in producing this document.
1 Enfield Core Strategy Pre Submission Report December 2009 http://www.enfield.gov.uk/core-strategy 2 Enfield's Future - A Sustainable Community Strategy for Enfield 2009 - 2019 Enfield Council Infrastructure Delivery Plan
1 Executive Summary
Summary of Key Infrastructure and Phasing of Development
1.8 The table below provides a summary of the key infrastructure that is required to deliver the levels and location of growth proposed within the Core Strategy. The full IDP and accompanying schedule provides more detailed information on the range of schemes, funding mechanisms and responsibilities for delivery.
Phase Housing Physical Infrastructure Social Infrastructure Green Contingency development Infrastructure
0-5 2,690 units (20%) General rail and tube Boroughwide: North Circular: Alternative sites for years of which; enhancements e.g. longer provision of social (2010/11 trains, capacity improvements Expansions to Worcesters, Improvements to infrastructure will be - Central Leeside to Piccadilly and Victoria Merryhills, St Michael's primary Cherry Blossom identified through the 2014/15) (4%) Lines; schools. Close open Area Action Plans. space and Enfield Town (7%) Diversion of existing bus Primary care and acute care Salmons Brook. The forthcoming Upper routes to provide enhanced health schemes boroughwide Lee Valley Transport North Circular access to residential and Study will identify (17%) employment areas; Edmonton Green: further transport infrastructure required NE Enfield (9%) Enhanced east-west bus Forest Road and Evergreen to support growth in services linking Enfield Town health care centres upgraded the Borough. Other Borough with Ponders End and the to become a Neighbourhood (63%) area around North Circular Health Centre for south east with Central Leeside; and Enfield.
Development of route North Circular: management strategies to maximise the efficiency of the New Modern GP Practice in the existing road network. Arnos Grove area
NE Enfield:
New Neighbourhood Health Centre in Ponders End;
New modern GP practice as part of a proposed community hub in Ponders End High Street;
New large modern GP practice at Innova Park;
Relocation of Oasis Academy Hadley and creation of an all age Academy at former Gas Holder Site, Ponders End;
6-10 4,170 units (30%) As above Boroughwide: Improve access Alternative sites for years of which; to the Lee Valley provision of social (2015/16 New 6 form entry secondary Regional Park. infrastructure will be - Central Leeside school in the south east of the identified through the 2019/20) (16%) Borough. NE Enfield: Area Action Plans.
Enfield Town (7%) Proposed expansion of Improve access Edmonton County School to the Lee Valley North Circular Regional Park at (13%) New Neighbourhood Health Ponders End. Centre in Southgate or Palmers NE Enfield (18%) Green;
Other borough Central Leeside: North Circular: (46%) Infrastructure Delivery Plan Enfield Council
1 Executive Summary
Phase Housing Physical Infrastructure Social Infrastructure Green Contingency development Infrastructure
2 x 2 form entry primary schools Improved/new in Meridian Water; green space in the New 6 form entry secondary Ladderswood school in Meridian Water; and Estate.
Enfield Town:
New Neighbourhood Health Centre for 50,000 patients;
Up to 2 forms of entry primary school places in Enfield Town/Bush Hill Park area.
North Circular:
Up to 2 forms entry primary school places.
11-15 4,120 units (30%) As above plus: Central Leeside: Central In the absence of a years of which; New primary health care Leeside: four local trains per (2020/21 Additional north-south bus modern GP practice facility. hour service, continue - Central Leeside provision along the A1055 New public park to increase north - 2024/25) (55%) corridor benefiting Central in Meridian south bus provision to Leeside and North East Water; and support development Enfield Town (0%) Enfield; in the East of the Improve access Borough as well as North Circular Additional capacity along the to the Lee Valley Enfield as a whole; (12%) A406 North Circular Road, Park and local road network Alternative options and NE Enfield (0%) around Central Leeside; innovative transport solutions will be Other borough 4 local trains per hour along considered in the (33%) the West Anglia Main Line; preparation of the Area Action Plans and Enhanced rail station access; masterplans for the and Place Shaping Priority Areas. Further enhancements to the east-west bus connectivity.
16-20 Up to 2,500 units As above plus: As above years (20%) of which; (2025/26 Additional rail capacity to be - Central Leeside assessed as part of future 2029/30) (80%) Route Utilisation Strategies;
Enfield Town (0%) Additional high quality bus based services to increase North Circular PTAL level to 4; and (20%) Additional road capacity to NE Enfield (0%) mitigate impact of trip generation on local road Other borough network. (0%)
Table 1.1 Housing Development and Phasing of Key Infrastructure Enfield Council Infrastructure Delivery Plan
1 Executive Summary
Monitoring
1.9 This IDP forms the baseline from which the monitoring and delivery of infrastructure can be assessed. The document is accurate at the time of writing, however it should be noted that the nature of projects detailed may change, together with funding sources and timings; particularly as more detailed infrastructure information emerges as a result of the Area Action Plans and masterplanning processes. This IDP highlights those instances where funding and other delivery requirements are unknown or there are likely to be shortfalls. However, the very purpose of this document is to begin a process of dialogue with infrastructure providers, in seeking to align infrastructure priorities within the various plans and strategies. The IDP and accompanying schedule are "live" documents that will be updated on a regular basis as part of the preparation of the LDF Annual Monitoring Report (AMR). Infrastructure Delivery Plan Enfield Council 7
2 Introduction
2.1 Introduction
2.1.1 This Infrastructure Delivery Plan (IDP) seeks to establish the additional infrastructure required to support the planned increase in new homes and jobs, and the projected population growth, within the Borough up to 2026. It includes a review of existing provision for social infrastructure (such as health and education facilities), physical infrastructure, (such as transport and utilities) and green infrastructure, (such as parks and open spaces). The Plan provides an analysis of the nature of future infrastructure provision, and where known, where it will be provided, when it will be provided, how much it will cost (excluding land costs), how it will be funded and who will be responsible for the delivery.
2.1.2 The IDP supports Enfield’s Core Strategy (3) and will help to ensure that all supporting infrastructure is identified and delivered in a timely, coordinated, efficient and sustainable way. The Borough's population will increase and demographics will change during the life of the Core Strategy, and combined with existing conditions these factors have influenced the spatial strategy approach within the Core Strategy, and in turn the infrastructure required to deliver growth.
2.1.3 The spatial strategy for Enfield is set out in the Core Strategy and seeks to focus growth within four broad locations, which are referred to as Strategic Growth Areas. They are:
Central Leeside - a large area in the south east of the Borough where growth will be focused south of the North Circular in an area known as the Meridian Water Place Shaping Priority Area. North East Enfield - growth in this area will be focused in the area around the Ponders End Place Shaping Priority Area. North Circular Road - focusing growth in the New Southgate Place Shaping Priority Area. Enfield Town - the Borough's major town centre where growth will be focused around the Enfield Town Station Place Shaping Priority Area.
2.1.4 Area Action Plans are being produced for each of these broad locations, and masterplans for each of the Place Shaping Priority Areas. Further work is to be undertaken for the Edmonton area, but at the time of writing, the boundaries of this area are still to be defined. The Area Action Plans and Place Shaping Priority Areas are defined in figure 2.1
2.1.5 There is a range of governance in place that delivers infrastructure at the regional level (for example, Mayor of London), sub-regional level (for example, the North London Strategic Alliance), and at the local level (for example the Enfield Strategic Partnership via the Local Area Agreement and the Sustainable Community Strategy).(4) The IDP focuses on key infrastructure needs rather than list every infrastructure scheme currently programmed in the various plans and strategies, but these have informed the IDP.
2.1.6 The way in which we provide and deliver infrastructure is an important aspect of sustainable communities. The IDP has been produced by drawing on information from a range of Council services (such as education, libraries, highways and place shaping), and infrastructure providers external to the Council (such as the Primary Care Trust, emergency services and utility companies). Ongoing dialogue with infrastructure providers is essential to plan for the infrastructure needs arising from the anticipated level and location of development proposed within the Core Strategy, and this document, alongside the Core Strategy, informs other business plans and strategies of all partners to help to shape and influence the Borough.
2.1.7 The IDP is accompanied by a Infrastructure Delivery Plan Supporting Schedule which should be read in conjunction with this document. The Schedule sets out the schemes that are proposed to take place during the Core Strategy plan period, up to 2026. Schemes that are considered key to the successful delivery of the levels of growth proposed within the Borough are highlighted on the Schedule in bold type against a white background. The Schedule is a 'live' document that will be updated as and when required as part of the Annual Monitoring Report (AMR).
3 Enfield Core Strategy Pre Submission Report December 2009 http://www.enfield.gov.uk/core-strategy 4 Enfield's Future - A Sustainable Community Strategy for Enfield 2009 - 2019. 8 Enfield Council Infrastructure Delivery Plan
2 Introduction
2.1.8 The IDP is not a policy document and the information contained within it does not override or supersede the Core Strategy, or policies and commitments contained within the Local Development Framework (LDF); It is key piece of evidence that will provide a robust basis on which the Council will seek to influence public, private and agency funding and priorities. The IDP also begins to provide the intelligence that will serve as a basis for establishing the Council's policies on a Community Infrastructure Levy (CIL). However, it is recognised that more detailed work will be required to establish appropriate charging regimes. The Council's approach to seeking developer contributions towards infrastructure provision is set out in Core Policy 46 of the Core Strategy.
Figure 2.1 Proposed Strategic Growth Areas Infrastructure Delivery Plan Enfield Council 9
2 Introduction
2.2 Aims and Scope of the Infrastructure Delivery Plan
2.2.1 The aims of the IDP are to:
Review the existing capacity of physical, social and green infrastructure provision across the Borough. Identify what infrastructure is required to serve the proposed level and location of development and growth within the Borough. Including:
The renewal of existing infrastructure to meet the needs of the existing and new communities. The provision of new infrastructure to support proposed growth as set out in the Core Strategy. Ensuring that the necessary infrastructure is planned for and provided in sync with the development strategy of the Core Strategy.
Engage infrastructure providers in the IDP process and align priorities and resources of infrastructure providers to help deliver the spatial strategy. Provide information on the range of infrastructure providers, their programmes and plans and how these relate to the spatial vision of the Core Strategy. Establish how the infrastructure is to be funded, who will be responsible for infrastructure delivery and whether there are any deficits/gaps or surpluses in “essential” infrastructure provision.
Physical Infrastructure Sub Categories
Transport Road Rail Tube Buses Cycling & Pedestrian Parking Waterborne Transport
Energy Electricity Gas Renewable Energy
Water and Drainage Water Supply Waste Water Drainage Flood Defences
Waste Collection and Disposal
Telecommunications Broadband
Public Realm Street Scene
Historic Listed Buildings Conservation Areas
Social and Community Infrastructure Sub Categories
Education Early Years/Childcare Primary Secondary Further Higher
Health Care Primary Care (Health Centres, GP Surgeries and Dentists) Hospitals 10 Enfield Council Infrastructure Delivery Plan
2 Introduction
Social Care Housing Related Support and Care (For people with Physical, Learning, Mental Health disabilities and Older People)
Children’s Services Children’s Centres
Leisure Services Sports Centres and Halls Swimming Pools
Cultural Services Museums/Galleries Theatres Cinemas
Community Services Community Centres and Meeting Halls Youth Services Libraries Places of Worship Cemeteries and Crematoria Post Offices
Emergency and Essential Services Police Fire Ambulance Emergency Planning
Green Infrastructure Sub Categories
Parks and Open Spaces Parks Country Parks Children’s Play Areas Sports Pitches Allotments
Lee Valley Regional Park
Waterways
Table 2.1 Scope of Study
Methodology
2.2.2 The methodology was developed using guidance from the Communities of Local Government (CLG), the Planning Advisory Service (PAS) and other best practise guidance. The IDP was produced by the Council in consultation with a number of infrastructure and service providers. These include: Council services such as education, libraries, leisure and place shaping, and providers external to the Council such as the Primary Care Trust, colleges, utilities and emergency services.
2.2.3 The methodology used involved the identification of relevant agencies / bodies providing infrastructure and seeking a representative from each. An analysis was then undertaken of the relevant strategies and plans of each provider to establish the capital infrastructure projects that were being planned. Individual meetings were then held with each infrastructure provider. Where this was not possible telephone and email conversations took place (a list of consultees is provided in Appendix A of this document).
2.2.4 The aims of this initial engagement was to establish existing infrastructure capacity as well as future requirements to accommodate the levels of growth being proposed. Providers were asked how future provision is planned and delivered and what standards are used to assess future needs. This engagement also sought to inform providers of the spatial strategy contained within the Core Strategy so that they could be aware of its aims when planning future infrastructure and developing their strategies and programmes. Infrastructure Delivery Plan Enfield Council 11
2 Introduction
2.2.5 A workshop was held in September 2009 with the Primary Care Trust and representatives from the Council's; Adult Health and Social Care, Education, Children’s Services, Place Shaping and Highways to look in more detail at health and social care provision. The workshops focused at how, and the locations where infrastructure can be provided within the Place Shaping Priority Areas, together with any opportunities for co-location.
2.2.6 A draft version of the IDP was published for consultation between 14th December 2009 and 29th January 2010 as a means to enable the wider public and organisations to have an input in this documents formulation. The draft IDP was published for consultation alongside the consultation on the Pre Submission Core Strategy. In total seven responses were received regarding the draft IDP and these have been taken into account in producing this document. The responses were from the following organisations:
Chris Dent Architect and Town Planning Consultants on behalf of Metal and Waste Recycling The Enfield Society English Heritage First Plan on behalf of National Grid Properties Herts and Middlesex Wildlife Trust Highways Agency North London Waste Authority
2.2.7 Following the six week consultation infrastructure providers were contacted again, as part of an ongoing dialogue, to confirm that they agreed with the information contained within the IDP and that this was accurate at the time of writing.
Land Costs
2.2.8 The infrastructure costs stated in this document relate to build costs only and do not take account of land values. This section identifies a set of generic values for land within the Borough based on three broad geographical areas, which are identified in both Table 2.2 and Figure 2.2.
Geographical Area
West of the Borough Centre of the Borough East of the Borough
Indicative residential land values (£s £3.7m £3.0m £2.7m per hectare)
Table 2.2 Generic Land Values
2.2.9 The land values quoted in Table 2.2 are indicative and subject to significant change depending on the current position of the market. The figures quoted are based on residential land values. This is a reasonable assumption as the majority of facilities will be located within close proximity to where people live. Any purchaser will therefore be competing with residential developers for plots of land as they become available. Please note that the above figures are based on a market assessment of land values in February 2010. The figures quoted are for the purposes of this document only. 12 Enfield Council Infrastructure Delivery Plan
2 Introduction
W E L W Y N MMM M 2M 2M 25M 25 25 252 5 55 MMM M 2M 2M 25M 25 25 252 5 55 MMM M 2M 2M 25M 25 25 252 5 55 MMM M 2M 2M 25M 25 25 252 5 55
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RD. CLOSE CL. AVENUE
E N D E R S H C LO . S P I T A L STERLING RD. CL. PEMBROKE H A D L E Y N RIPLEY CENT
W O O D R O A D RD. ST. ELMORE B I L T O N I BRIGADIER ROSEMARY AVE. S 33
D A AVENUE MARTINS BOLEYN AVENUE ER GDNS. AVE. T RD. E A L B A N Y B E E C H C O M R E D D Y FAITH'S CL. L. CASTLE RD. CHANTRY E R S C C A M L E T W A Y WETHERBY RD. BURLINGTON RD. BIRKBECK C W A L M A R RENDLESHAM TUDOR CR. P A R K A V E N U E LEYS ROAD WEST H C L . H LEYS ROAD EAST A R A G O N I BLOSSOM CLOSE PRIMROSE AVE. ROEDEAN ALBUHERA ACACIA RD. . CR ST D O WHITE RADCLIFFE A V E N U E C L O S E T BICKNOLLER BRIDGENHALL THE W E L L E R O AVE. LAYARD RD.
C L O S E E CL. R I D E D I R G CL. THE M U S G R A V E C O R B A R C L O S E T H E L A V E N D E R H I L L HOUSE LN. L N T A I N TO R LAVENDER RD. N M E W S A C A S GDNS LANE S C L . E C R E S C E N T R S TE RADNOR ROEDEAN NURSERY
H I L L R AVE. AY ROAD BRIGHT D IRKDALE ON B U R W O O D SIDE CL. KEN AVENUE LINK P L A C E C A M B R I D G E PITFIELD WAY WORTH RD. PALMERS LANE CLOSE
L E E V I E W ROAD S T R E E T E A AH ROAD w PINNATA L SINCLARE . N W A Y G O R D O N H I L L PRIORS I M A S GORDON AVE. L A V E N D E R H I L L CLOSE LYNN ST. BRESSEY V E N U E WALTON ST. C A R T E R H A T C H OLD RD. O
F A R O R N A W A L K T BANK RD. BANK
B R O A D DRAKE ST. B ADDIS CL. H
A V E N U E U N E V A L LEA ROAD MEAD HILL CANONBURY ROAD NESS MBIE A D D I S O N S
G O L F R E U CL. ROAD I
AVE. E U ROAD
MONKEN MEAD L A L
J A Y C R O F T PLATTS ROAD ACOR AVE. R L D VER ORTON GROVE O ENFIELD ISLAND KEY GDNS. Y WAY CRO Y R E D L A N D S R O A D L P A G I T T S SALMONS BROOK H A R D Y G R L A N H A D L E Y E E ORCHARD D M W A Y WEARDALE IN WILLOW . IAN BATLEY RD. T W N MEADS RD. G R O V E C O U R S E S LINDEN GARDENS H A R R I S C L . YOUNGMANS CRESCENT LYTCHET B
N O
CR. A V E N U E G A T E S E T A G H I L L WAGTAIL CL. F A R M L A N D S KYNASTON RD. MELLING DR. E R. AVE. SQUARE N GATER DR. FARR RD. DR. D A U CROFT ROAD 1. SOPER MEWS
T R E N T P A R K LEEGING BEECH GUTTER ARMFIELD ROAD DISON N CL.
CL. CLOSE ABER M R GDNS. S P A R K R A P SIDE CR. B R A N C R O F T C A L D E R W O O D P L A C E R I D G E W A Y CARISBROOK CLOSE CR.
S I D E
A V E N U E D W O O D D 2. GUNNER DRIVE
KIRKLAND ROCHE CLOSE E NURSERY F A I R V I E W R D . BANBURY THE T E N N I S W O O D G R.
W O O D O L L A N S B U R Y
LINDEN AVE. D R O A D CL. BAYN E COLLEGE WOOD L RD.
E R
HOLTWHITESBANK- FOURAC 3. COLGATE PLACE
CL. E ROAD
DRIVE I O A T L A N D S S . F AVE.
G R E E N B R O O K N M SIDE O W O O D R I D G E S RES
A V E N U E U N E V A E T A G CHASE GDNS. LIN
MEWS CL 4. RIGBY PLACE
A V E N U E C L O S E B A K E R CL. ROAD
THE T H E D BELL RD. K
N E W M A N S W A Y DRIVEH CL. G O R D O N R O A D D U D R I C H O CL.
CAMBRIDGE PARADE LOGAN
DR. BLACK FAN L A N E R LAWSON HATCH SHAW RD. AVE. 5. STEN CLOSE JOHN
P A R K G A T E T A G K R A P A LINDHILL N E E R G LOCKFIELD R O A D AUTUMN MOORFI HEENE RD. CLOSE L LOCKFIELD H A N S A R T W A Y IVINGHOE WHEAT- 6. BADDELEY CLOSE GOOC PADSTOW RD. PERRY L A N E C A R T E R H A T C H AVE. W A Y WO CHURCHBURY RD. C A R T E R H A T C H L A N E C R E S C E N T RD. HALIFAX ROAD RD. CL. MONKS ROAD FIELDS 7. TURPIN CLOSE
T o K I N G S C R O S S TIPPETTS S O A M E S H I L L COLLEGE BRIDGE CL. D R A P E R S R O A D S W A N W A Y C O V E R T GREENOAK CHAILEY AVE. C E D A R W E S T
WESTON BARRAS CLOSE AVALON CL. A D P L A C E A 8. CHASE THE R O HOLTWHITEAVENUE
PLACE W A Y W A HEATHER DRIVE PEVENSEY AV. S P O R T S AVENUE WESTMOOR R O B A N N R O D
O MEAD MA CENTRAL AVENUE LEYLAND 9. HODSON PLACE T McADAM DR. B N R BORNE C H A S E O B E L L A M Y R D . BARRIER APPROACH GREEN- GLENLOCH ROAD GDNS. C F - G R O U N D L A N E O ROAD BANTON CL. WALCOT RD. MIDDLESEX UNIVERSITY R O TRINITY STREET ALDERSBROOKBUCKINGHAM CL. RD. 10. RUBIN PLACE AV.
E RD. CRES. AVE. CAPSTAN RIDE AUDLEY C T FILLEBROOKAVENUE AVE. T MOOR M O O R BOWOOD RD. SHARON D U N R A V E N D R . PARSONAGE SANDRINGHAM CL. H R T C H E V A SHER 11. PRITCHETT CLOSE S FREDERICK A AVE. G CRESCENT C O C K F O S T E R S RD. E CL. TRENT PARK FIELDS S. L I O T D O N K E Y A VALLEY ROAD C L . BODIAM CL. R O A D R 12. WARLOW CLOSE TREE WELLESLEY PK. AVE. ENFIELD S L BISHOPS ROAD M H U COWDREY RD. CL.
CRES. NUNNS WOLSEY ROAD EDISON C CHRISTCHURCH G R A E M E - L Y BYRON OLDBURY RD. L CAVELL DR. B CHASE SIDE A GOUGH RD. CL. A 13. FOGERTY CLOSE
STERY GDNS. N AVENUE ASHFORD MEWS ORCHARDLEIGH VISTA M I L N
PARSONAGE BARNARD RD. CL. D A O R R O A D O CAMBRIDGE E CT. CONICAL CORNER R O A D G R E A T B R I C K 14. CARNEGIE CLOSE T R E N T P A R K GARDENS MON R LAMBOURNE L A N E CUBA DR. ROBSON MONKS A V H E A T H S AV. HIGHWAY CL. E. R GARDENS RINGLEWELL CHASE STONYCROFT CL RD. B R I M S D O W N 15. BLANCHARD GROVE R A V E N S E HAVENHURST RISE R GDNS. CL. C H A S E G R E E N A V E . CL. CLOSE CONNAUGHT NORTON CLOSE W I L L O W H O ARCHERS DR. GOLDSDOWN ROAD 16. MCCLINTOCK PLACE C O O M B E H U R S T ROWAN- WALK N
A C L . AVE. THE GROVE L A N E CONNAUGHT BU OSBORNE ROAD HERMITAGE CLO. RIVER LEE DIVERSION ENGLEFIELD CLOSE C H U R C H B U R Y NEWBY CL. WOOD D LAMBS O C L O S E CLERE SHAFTESBURY 17. HALDANE CLOSE VULCAN CANFORD CL. SAVILLE ROW MEWS S T R E E T CHURCHBURY CLOSE V R C O C K F O S T E R S RIVERSIDEGDNS. WAY GREEN BRIMSDOWN GATE KINGS PL. NCROFT 19. CROMPTON PLACE T CULLODEN CRICKETERS PARSONAGE CLOSE JU N ROAD E. MAYFIELD YEOMANS
U V CL. AVE. 1055 A 21. MILLER AVENUE SLADES GDNS. ARMS ROAD TE A HAMMOND RD.
O B CARS LDSDOWN S. I MAPLETON RD.
UPLANDS PARK ROAD L V GO PARK WAY Y STREET WINDMILL GDNS. M N H A BROADFIELD LLOYD MEWS TEMPLE HORSESHOE E N F I E L D ASHLEY RD. C 22.
E GDNS. CHASE N K C O S O V E R E I G N D A WEST CLOSE T
RIDINGS COLONELS BANK E LANE S G T
B O U R N W E L L G Y C L PORTCULLIS Y I 23. ISLAND CENTRE WAY
C A R N A R ASHDOWN N
THE B U L A
C L O S E U EDINGTON RD. LANE D LANE B
GLADE GROVE SIDE PL. RD. A 1 0 0 5 D G I E
M E W S ELIZ SQUARE M
L R
TRENTWOOD SIDE A
R S LODGE RD. P L A Y I N G F I E L D S B 24. OSTELL CRESCENT L R AVE. GOTHIC PENNYFATHER F A I R G R E E N GLEBE Y RD. W POSTERN A P O N D E R S E N D C E M E T E R Y E L
WALK A H R I V E R S F I E L D R D . WICKHAM M A 25. WHITWORTH CRESCENT GREEN COTTAGES G LANE B A K E R E B COURT RENCE SIDE T R O A D THE D E S E H VINERIES N T N E 26. POLSTEN MEWS ROAD DRIVE HOLLY WALK CL S L A D E S R I WAY T ROAD D E R
DO RD. F A I R - L H I L L FLO 27. COLT MEWS
L A N E CHASE E SLAD T R E E W A L K GREEN O D U R A N T S P A R K CRES.
HUNTS G R E E N AVE. RIVER VIEW M GRAFTON ROAD E CHAPEL STREET L A D Y S M I T H SNAKES LANE ORCHARD 28. ALDIS MEWS F BRAITHWAITE RD. L I N K S S I D E DR. A S CROFT CELA E A S T HILL MILL DR.
MERRYHILLS A CL. TAUNTON T
N 29. DUNDAS MEWS O L D R I F
WAY DUNDEE
E CHASE
ELMER CLOSE H GDNS. S
S RISE AVE. G R O V E R ALMA ROAD C CALDER
R CHURCHBURY FYFIELD 30. WATKIN MEWS
SLADES TREE ROAD C O L L I N W O O D
CHURCH LN. ST.ANDREWS ENSTONE G A M E S R O A D PE A R E B I N C O T E R O A D HUNTING ROBINSON CL. CHASE GREEN O ELD W I N D M I L L H I L L RD. CHALK .
FOXMEAD CL. CLOSE P A R K CL. 31. MAYALL CLOSE E H GATE CL. W BROAD- CL
OLD FLORENCE
LINKSIDE CHURCH RD. BROOK G O L F LITTLE CROWN ROAD LANDS 32. LOCKYER MEWS M CALSHOT w A P P L S P O R T S G R O U N D C O C K F O S T E R S GARDENS GRESHAM CL. WALK I 33. FLANDARIN CLOSE COTSWOLD L PARK COBHAM CL. WAY W I L L O W WESTFI BADGERS GDNS. WILFORD CL. CLOSE V I E W L MARKET RIVER FRONT LINKSIDE E R A V E . AVONDALE 34. PUNCHARD CRESCENT D R I V E S PARK PLACE STREET SILVER CLOSE G ROAD CL. V E R W O O D ALMA 35. HISPANO MEWS R. BURLEIGH WAY RD. CRESCENT C O U R S E CL. COLMAN PDE. STANLEY BROADLANDS AVENUE R O A D RD SHIRLEY RD. CHURCH STREET G A T C O M B E TEMPSFORD GENOTIN T H E EATON S K E T T Y R O CA L Y D A C H R O A D D E A R S L E Y K I M B E R L E Y G D N S . CLOSE ENFIELD RN W A Y T O W N RD. B R Y N - Y - M A W R R D . E N F I E L D R O A D HAT
C R A D D O C K R D . O C H A L K CHASE w ENFIELD AVE. R O A D TENBY R I D E
FIRBANK GEORGE EXETER TH T H E WAY ERLEY M A F E K I N G R D . RD. MEWS RD. TOWN S O U T H B U R Y CL. ROAD SOUTH LODGE CRESCENT PALACE TON JULE Q U E E N S R D . F O T H E R I N G H A M S . T H E P A D D O C K S AVE. MOAT ARBOUR C E C I L A V E N U E CRESCENT GARDENS RD. WAV C D
COTSWOLD WYNDCROFT RD. WALK R O A D RD. SIDE L A N E R S U E Z R I V E R W A L K R O A D E BERES GREEN GENOTIN GDNS. BRECON ROAD COCKFOSTERS CLOSE . SARNESFIELD C COW L AND I L TERR. S E A F O R D R D . D CHA BROOKFIELDS
CLOSE R O A D N RCROFT C E S Y D N E Y R O A D O N VERMONT ROAD R O A D AVE. T HASELWOOD C R O W N R O A D E CORBY B A I R D R O A D A THE H A L S T E A D N C O C K F O S T E R S E L ROAD
A V E N U E L A
L O W T H E R D ROSENEATH FORD FALMER RD. CRESCENT DRIVE COPPICE GDNS. R D P A R A D E B E R T R A M R O A D S I P E R C I V A L R O A D
THE GLEN ENFIELDENFIELDENFIELDENFIELDENFIELDENFIELDENFIELD WALK B U R L E I G H R D . C L I V E R O A D CARDIFF RD. G L Y N DURANTS PARK R AVENUE RD. Y PARK ENFIELDENFIELDENFIELDENFIELDENFIELDENFIELDENFIELD COLMORE HOLMBRIDGE GDNS. S GLENBROOK NORTH ENFIELDENFIELDENFIELDENFIELDENFIELDENFIELDENFIELD FROBISHER U R O S S M O R E J E F F R E Y S Y ENFIELDENFIELDENFIELDENFIELDENFIELDENFIELDENFIELD E R D . B D R I V E RD. ANGLESEY ROAD C L O S E RD. K B GLENBROOK SOUTH W A Y ABERDARE ROAD SOUTH MEWS R O A D B E L M O N T R G O L F C O U R S E A B U S H H I L L L A N E SWANSEA RD. TH TOWNTOWNTOWNTOWNTOWNTOWNTOWN WADDINGTON CL. L E TOWNTOWNTOWNTOWNTOWNTOWNTOWN P A R K TOWNTOWNTOWNTOWNTOWNTOWNTOWN TOWNTOWNTOWNTOWNTOWNTOWNTOWN K I N G C L O S E H TOWNTOWNTOWNTOWNTOWNTOWNTOWN D U R A N T S E D W A R D S R D . OAKWOOD L O N S D A L E GDNS. DENE N O R F O L K C L O S E GREYSTOKE T GAI P A R K GDNS.
E N A G S H E A D R O A D
GDNS D R I V E D A O R R O A D W E S T C L . D R I V E CHILTERN C R O S S
N L E T O W N P A R K DOWNS RD. PLEASANT CUL BECK O L D L O WAY LEES M R A L E I G H R D . R O A D A V E N U E MOUNT G A L V A E CL. CLIVE H A R T S W A Y R O A D E A S T C L . GDNS. S D A BEVERLEY CL. B E R T W A Y R BEWCASTLE SOUTHBURY C L O S E P D E . S O U T H R R I V E EAGLE LANE
G L O U C Y D E N D GLAD E S S E X R O A D
S T A T I O N W E S T H IL L S HILL DRIVE ALPHA B R A N T A D E N R O A D R D . D R L O N DUCK LEES LANE T C L I F T O N PARK T I P T R E E CL. T L AN M O U N T BRAYTONGDNS. C WOODEND R UND K I N G S W O O D O D G O ALEXANDRA C R E U LYNDHURST GDNS. E E RD. C L O S E P O L E LL W A L S D N R R C H A L K W E L L P A R K A V . C L . SILVERDALE I D R GARFIELD RD. R . N O MOLLISON EAST DUCK K I N G G E O R G E ' S T USHEY H OLD R GDNS. Q U E E N S W A Y E H CHADWICK AVE L I N C O L N H A D R I A N S T H A V E N U E R K C R E S . C L Y D E S D A L E R E S E R V O I R E S T E R K E N T D R I V E B R A M L E Y G D N S . W RIDINGS AVENUEGROVE LAIDLAW PA R W O O D S I N G H A M WOODFIELD R I D E D A S H U R S T B E L G R A GV RE O S L O D G E A L O N S D A L E R O A D C L . A D R I V E I DR L I N C GARTONS LINDAL CRES. CLOSE O ROAD OAKWOOD T U V E D A L E CAMBERLEY T B E L M O N T A V E . P A R A D E RD. R G A R D E N S HANBURY DRIVE WAY FAIRFIELD CL. E G D N S . CORFIELD
ROADHA CL. WALTERS C O U R T A V E . S PRINCE GEORGE TARN- SIMPSON FLEMING AVE. Y R U B H T U O S S E D C O T E R O A D N LE V E N O R T NORTHAMPTON RD. DR E G A R D E N S GD WHITETHORN B E L - CLOSE N DR. POTTERFIELD N CUR G E R R A R D S G D N S . BANK O JOHN ST. W A Y E SEN S Y D E N H A M A V E G R A V E NS. R D . L N C R E . R R O A D C L . GDNS. L I N C O L N G I L D A A V . THE AD E M I L I A RO IAN AVE G W A Y TRESIL LOCKHART Z
CL. C A R R ' S HARMAN RD. ERMINE AVE.
C H E Y N E W E L L I N G T O N R O A D G A R D E N S PINES OD W A Y O P R I V A T E A B B E Y R O A D CHARLES L I N C O L N
JAMES ST. PONDERS END D R CLOSE N LE I L A N G H A M PLACE SIDE L O R A I N E C L . FREEMA
N V E ANDERSON E A S T H H E D D O N . R O A D AGRICOLA
MALCOLMS WAY BAYLISS AC O ST. A TREVES CL. C R . ROMAN WAY W A Y STONEHORSE ROAD KEATS CL. PERCY M CA V GT FLOREY K I N G S W A Y OD CLOSE L O N D O N STLELEIGH G ER BUCHANAN CL. M A I N A V E N U E STAFFORD D R I V E D E R B Y R O A D E R E S E R V O I R R O A D O N S L O W L I N C O L N I . S U S S E X IN SQ. AMWELL GDNS. CARLTON AVE. CL. U P L A N D S COURT RO HOBBY L E Y ' S G D N S . CL. HARPER WO BLACKWELL N KAPLAN D O N O V A N TENNYSON H SOUTH
C H A S E AVENUE N CL. P A R K LOW D STREET L E A
F R E S T O N CLOSE L A N E AD T O S P R E Y
E DR. P L A C E R I D I N G S
CL. A F
D PL. KEN P HIGHLA N A P I E R R O A D
B A L M O R E B R A M L E Y PEACE S H E R I N G H A M A V E . AVE. D G NDS F I R S T A V E N U E M E W S S O U T H CLOSE
C R E S . O ALEXANDRA CT. O CLOSE CELANDINE LO A L M A E A R C A T A 1 1 0 GROVE L A K E N H E A T H BROOKLANDS R O A D R H I L L BRAMLEY THE AVE
POPLARS S O U T H D R I V E NE R C R A N L E I G H O V A L L E Y PRIORY K E N - W O R L D ' S C COURT R D LAURA CL. SCOTLAND
CLOSE BANTING MORTIMER R E CL. WS . S N D G TREGENNA CL. CL D N O C E S
W O O D A V E N U
T SEER ROAD
FOTHERGILL HO S N D G G A R D E N S A V E N U E U N E V A A V E . K L A W LM E T H E C H I N E DRIVE ROAD DRIVE A V E N U E FORSYTH A L L E N S R O A D CHESTNUT CL. N S T R E E T WOLVERTON MOYNIHANDRIVE DRIVE GRANGE PARK K G O L F C O U R S E B U S H H I L L S CATHERINE . L C Y D E E W T M I L A S R D . CT. WAY R GRANGE RINGMER ATHOLE Y PRINCE CHASEVILLE PARADE PLACE K O C L A R E N C E R D . O V E R T O N R O A D LAND N A Y L O R PONDERS END
A Y L E Y F A L C O
CHASEVILLE PARK ROAD V E R A P A R K PLACE SUFFOLK RD.
R O A D PA WALNUT R P C O N C O R D
N T PARK GNDS. LONGLEAT . G R O V E R O A D R D .
GROVE BUSH
B R A M L E Y HOMESTEAD C A D O G A N A N
E ADAMSRILL L S
O X F O R D R D . E CHESTE O R C H A R D R D . CONISBEE CT. CLOSE I E R O A D FA R O A D Q U A K E R S ON R O A D W O O D PADDOCK G A R D E N S A V E N U E ROAD M G H P R O G R E S S
w WINCHESTER HILL RD. T R
C T H I R D L O N CR. ASHMEAD GEORGE AVENUE CL.
S C L HAYD E C N O R T H F I E L D R D . C S P O R T S ON E PARK
R 22 K
T W A Y W H A R F 22 .
C O A L B E R T A R O A D R Y D A L G I B S O N B R O O K 22 S G R E E N
O L D 22 R D
G R O U N D AD AVENUE M E R R I V A L E CL. E N A N NE ' R O A D
E 22 L L A HIGHFIELD T H E E S GARDINER
DI THE VINERIES 22VILLAGE U B L R N O R F O L K R O A D W A Y
SON Q P TER. HOMEWILLOW CLOSE L V
M A P L I N D
TERRACE W A D S W O R T H C L . NELSONCLOSE RD. COURT G R A V E . A S O U T H F I E L D R D . M A X I M R D VILLAGE . HAZELWOOD ROAD E E GDNS. L A K E N H E A O A K W O O D C R E S A N G E W A Y GDNS A G AVE. S H E R I N G H A M A V . C L O S E PARK CL. L I R D . AVENUECL. WAYSIDE EVERSLEY PARK RD. G R E E N ' S B A Z I L E R D . E T
T R I N I T Y F S T A R KENNEDY AVE. EVERSLEY PARK ROAD M E D S CLOSE K L A W A V E . FOXWOOD
E V E R S L E Y C LT H E Y S U T H E R L A N D
I R CLOSE UNT F A I R W A Y LEY D R Y D E N R O A D DSTOCK CR. A E L M C R O F T A V E . B I R C H E S O C H U R C H T H E V I G A R O A D F
A V E . ORCHARD
S O CL. M
EV LINGFIELD CL. GREEN O AVENUE D A O R
M OAKWOOD MELBOURNE LEE RD. W WOODCOTE M A S E F I E L D W A D E S WOODGRAN W EVER ER E L M S C O T T O GRANGE GDNS. H O L L Y H I L L ESCENT N E S T O R P A R K D R I V E HAILEY- D A D O A K W O O D P A R K PARADE WENDY CL. BURY AVENUE WOODGRANGE O G D N S . T H G A L L U S SL EY CR L A N D R A G D N S . G A L L I CLOSE D E B O H U N A V E . C O W P E R C L . Q U E E N A N N BEECH A R D CL. R O A D B Y R E R O A D S A X O N M E R R I D E N E C R O S S W A Y S R O A D T R E N T G A R D E N S LINDEN R O C L O S E G D N S . HADDON MONKFRITH W A Y H A D L E Y O R C H A R D A V E N U E H O O D A V E N U E S T J O H N S P A R K WAY MANSFIELD CLOSE F A V E R S H A M CL. GALLIARD CL. M O R S O N R O A D O A K L A N D S A V E . S A N D H U R S T C L . T H E O R C H A R D N I F E R LYNMOUTH AVENUE HILL RI. R U S T O N AVENUE COVERACK B R O O K S I D E W A Y E ROAD SPEYSIDE W I L L O W W A L K D R A G O N B U S H CL. DEEPDENE DR. CL. L I N D E N G R A N G E C O G D N S . COURT B O R D E N A V E . BUSH HILL PARK G A R D E N S H A R T L A CL.N D G H A D L E Y B E N T L E Y M E W S E D E N - B RNCE RD.I D G E W O O D P E C K E R O A K W O O D ROSSDALE A 110
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TERRACE 2. Centre of the Borough WAY C L O S E RD. CLOSE HECTOR CL. G R O U N D RANWORTH A M B E R L E Y CINNAMON M E A D O W C R O F T GREEN EXETER N O R M A N O A K F I E L D R O A D MEWS WAY AVENUE GRANHAM GDNS. MALL S O U T H G A T E LABURN NORTH ST. F E. STRIMON CLOSE RIVER HAWTHORNE CL. G R E E N GROVE C H A N D O S W A Y R O A D . L A N E N O R T H E R N A V E N U E GARETH JAMES DENSWORTH G C E M E T R Y R O A D AV. NILE DRIVE R I D G E M E A D C L . L A GDNS. MARKET R O A D F. TIGRIS CLOSE LAMBS TER. ROAD A V O N D A L E R O A D ELLEN
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BARROW PERRY MENON DR. HUDSON NUE CLOSE C L O S E GREEN H A M P D E N G R E E N OT C E N T R A L A V E . BEDEVERE RD H. VOLTA CLOSE CRESTBR'K MALL SUMMERSKILLE M GDNS. GROVE ROAD NORTHUMBERLAND SOUTH W A T E R F A L L CR ENSIGN BANSTEAD BRIDGE RD. COLTHURST DR. AVE F I R S GDNS. CLOSE P A R D R A K. CHAD CRESCENT UNHOLME GREEN 1 0 0 3 R O A D C A N C A N N O N H I L L M E W S AVE. DRIVE IGH GDNS KNIGHTSWEST MALL RA YLE ROAD R O A D A G R E E N A C R E D WESTBOURNE N S O U T H E A S T E R N MALDON A V E RD. GALAHAD OAKTREE OW LANE M. KARIBA CLOSE R O A D W A Y PLACE EASTBOURNIA AV. A S H F I E L D R D . S E L B O R N E R O A D C R A N L E Y G D N S GAWAIN WALK B U T T E R Y M E W S RL AVENUE ST. MALO AVENUE GRANVILLE R O A D AVE. E R PURLEY BARROWFIELD C H A N D O S A V E N U E T H E RD. WEST CL. BALFOUR MEWS PLEVNA Z A M B E Z I Q W A L K ORD GAR HA ROAD N. CONGO DRIVE N O N F DENS HAZELBURY CHAUNCEY CLOSE F O X B R I A R P E E L C L . F A I R W A Y CL. R I V FARNDALE AVENUE CHALFONT CL. C L O S E EUESDEN P. BADMA CLOSE W A Y HAYNES D R I V E DRIVE C GREEN R O A D M I N C H E N D E N R H E D G E VICTOR VILLAS C H A L F O N T R O A D W E S T L A K E SELHURST T H E B CRAW MINTERN PLEVN E O S B O R N E R D . M Y R T L E RD TRISTRAM DR. CLARKE MEWS B U R F O R D G A R D E N S A Q. DANUBE CLOSE © Crown copyright. S ROAD RD. F R A S E R R O A D A B B O T S H A L L CLOSE TERRACE BRIARY LN. .R T H E B E X L E Y G D N S WARRINER C DR. OSMAN C A N N O N HAZELBURY SUNNYSIDE F C LAN E N W A Y B R O O K F I E L D R D . 3. East of the Borough T H E L A R C H E S BECKENHAM GDNS N H I L L R O W A N S LANE RD. RD. E E GSI R O A D A S H G R O V E W E S T E R H A M A V E N U E RD NORTH C A V E R S H A M A V E N U E T C O L A N E L L
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B P A R K A V . CL. D E R W E N T R O A D L A N E RD. CL. L I G H T C L I F F E R D . D U N H O L M E WAY BEACONSFIELD C R E S E R C C H E D D I N G T O N R D . R O A D P L A C E CARLTON TER. H U X L E Y L A N E SE L A L D E R M A N S B R O M L E Y R D . S W E E T B R I A R BASTOP DANE GRILSE CLOSE ROAD O ROAD All rights reserved DENF003 2010
L A K E S I D E R O A D WENTWORTH H U X L E Y G R E E N S T R E E T D A O R PRINCES ROADBARNES A R N O S G R O V E H A Z E L W O HAZELWOODO D M A D E I R A T A T E M P A R K R O A D F O R E S T D A L E FOXGROVE C L O S E W A L D E N A V E R CRES. PYCROFT D E V O N S H I R E HAZELWOOD AV.
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BEXHILL B O W E S STMINSTER N O R T H H O S P I T A L TRAFALGAR CULPEPPER ALBANY RD. ANGEL ROAD
C L . O WAY CL. CL. E WHIT P A L M E R S R O A D POWY'S LANE FELSTEAD CL. CL. G LANE S H A K E S P E A R E DR V E L M D A L E R D . W A Y ROAD . R C R A Y N H A M I A NCASTER GDNS. R O A D P A L M E R S T MILLSTREAM C L . PL. CL. R A W I L B U R Y L N I P L I G SAYESBURY
ORE W E L D R K HA M T E R . WOOL
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P STINGS REGENTS AVE. O RD. A 4 0 6 G A R D E N S C SEATON ST. LANE YORKSHIRE A V E N U E P WAY J O Y C E U W A K E F I E L D S T . A R G O N R D . P Y M M E S C L . WARD B R I D P O R T R O A D H A W L E Y HESTER GDNS. H I G H V I E W RD. W A K E - E ROAD SANDAL RD. LADYSMITH
P R I N C E S A BEALEV E N U ECL. W A Y
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BROOK MEWS TIVERT O L A N G H E D G E ROAD VILLAS O L L E R T O N R O A D AVENUE S T E W A R T S B Y A 1 0 G R O V E RD. ALSTON RD. FAIR- Y O R K R D . T
RD. RD. RD. EHAM RD. B O S - L A N S B U R Y S I D N E Y A V E N U E P R I N C E S PANTILES CL. C L O S E AVE. R O A D D R I V E R O A D RD. BROAD- E H U R S T C O L E B R O O K S T A N L E Y R O A D UNION M E L V I L L E G D N S . GIFFARD AVE. STREET BROOK PYMMES
LWR. S H R E W S B U R Y W O R T H D A O R GDS. G R E Y S W O O D B U L L L A N E N A L L L U B N O R T H BUCKSTONE MAIDSTONE A V E . S T R E E T A L P H A R D . C L O S E ROAD BERRY CRT. W A Y NAVIGATION R O A D T O T T E N H A L L D E A N S D R . WOOLMER A V E N U E ROAD THORNABY GARDENS
RD. PARKSTONE HAWTHORNE L O W E R R D . T O T T E N H A L L QUEENSLAND TASMANIA A V E N U E BRANKSOME RD. SANDCROFT CL. RSHAM PYMMES RD. R D . CLARENDON RD. H I G H W O R T H R O A D M E L B O U R N E A V E . FAIRBROOK RD. E CLAREMONT S T O C K T O N R O A D LIVINGSTONE A 1 0 5 TERRACE S I L V E R M E R E D R . P A R K MOFFAT RD. WILDE I N V E R F O R T H LANCASTER PA K E E L R A Y N H A M A V E . HARDWICKE RD. S H A F T E S B U R Y R O A D ST. MIDDLESBORO N A T A L R O A D ULS LEYBURN R A V E N S I D E R O A D R O A D T E W K E S B U R Y M A I D S T O N E R O A D PL. ST. E M P I R E AM GROVE
E L V E N D O N R D . G A R D E N S C L . H A R D I N G E MIDDLEHAM D Y S O N S R D R S N O S Y D B O U N D S TOWTON MEWS RD. G R E N O B L E C O L E T R O A D GDNS. L E Y B U R N R O A D C A N A D A RD L A N E GLOVER RIVER LEE Y O R K R O A D R U S S E L L R D . K E L V I N A V E N U E RI C L . A V E . WEIR HALL A V E .
WISHAW MED SE L A N E WENSLEY T O W P A T H R D . D R R O A D AVE. F O R E T E R R DEVONIA L A N S B U R Y A N T O N Y W A Y G R E E N RD. WALK ESE CLIVE DRIVE NGE AVE S N E L L S P K . M I D D L E H A M R O A D K I M B E R L E Y R O A D COLLINGS CLOSE. GODOLPHIN CLOSE TON ROAD ACE U P S D E L L A V E N U E WAY W A Y AVE. H A W E S BEECH WHITTINGTON B E L S I Z E A V E . GDNS. NUE P R E T O R I A R O A D W E I R H A L L R O A D P I N K H A M W A Y W A R W I C K R O A D R I V E R M E A D MAIDSTONE RD. BA LEESIDE ROAD LN. RD. V E S RCLAY R O A D
G R A N V I L L E R O A D N O R F O L K NUTFIELD G R A N G E R O A D LANE R O A D INGLE S T . . T S
A V E N U E L A I C R E M M O C B R O W N L O W R O A D S T R E B H T U C EMPIRE NORFOLK CL. PARADE Q U E E N S T R E E T LANGHEDGE CLOSE G O R I N G R O AW E S T B U DR Y OAK S P E N C E R A V E . B E R K S H I R E G A R D E N S I R E H I L L L A N E M A Y F A I R CLOSE W O L A 1 0 9 P A L M E R S T O N R O A D RO B R A N T W O O D R O A D D E V O N S H AD G D N S . ELEANOR GHBY L A S C O T T S R D . L Y N D H U R S T R O A D D E V O N S H I R E RD. A 1 0 1 0 MANOR H I L L L A N E
TO RD.
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Figure 2.2 Land Value Areas
Monitoring and Review
2.2.10 This IDP forms the baseline from which the monitoring of the delivery of infrastructure schemes can be assessed. The IDP is accurate at the time of writing, however the nature of projects detailed and the timing and funding sources for schemes contained within the document may change overtime as more detailed information is known regarding the various infrastructure priorities within the emerging Masterplans, Area Action Plans and other strategies.
2.2.11 The IDP and accompanying schedule are 'live' documents that will be updated annually as part of the preparation of the LDF Annual Monitoring Report. Schemes can then be added or amended as the various investment plans and strategies emerge, as the Core Strategy moves through its timeline to 2026.
Limitations of the Study
2.2.12 A number of infrastructure service providers only plan on a 3-5 years time cycle, others such as some of the utility providers tend to react when proposals are at the planning application stage. This has obvious limitations in terms of planning ahead within the LDF timeframe of 2026. Emphasis has therefore been placed on ensuring a detailed understanding of infrastructure requirements for early phases of Plan delivery and the further work needed to inform requirements for later phases.
2.2.13 Engaging some providers was sometimes problematic; others were unable to provide the detail of information required for the IDP; this is noted within the relevant sections of the document. Infrastructure Delivery Plan Enfield Council 13
2 Introduction
2.3 Policy Context
2.3.1 In June 2008 the Government issued a revised Planning Policy Statement 12: ‘Creating Strong Safe and Prosperous Communities Through Local Spatial Planning’ which brought the issue of infrastructure planning to the fore. It places a requirement on the local authority to demonstrate how it will plan for the necessary infrastructure to accommodate the level of development being proposed within its area.
2.3.2 Paragraph 4.8 of PPS12 indicates that the Core Strategy should be supported by evidence. The evidence should cover who will provide the infrastructure and when it will be provided. The Core Strategy should draw on and in parallel influence any strategies and investment plans of the local authority and other organisations. Infrastructure planning and delivery is now one of the key tests of "soundness" for Core Strategies. 2.4 Enfield in Context
2.4.1 Population growth, age structure, socio-economic profile, and the economy are important factors which shape the approach to infrastructure planning. It is recognised that these factors can change over time and updates of the IDP will allow flexibility in planning for any future trends. This section provides the local context in which future infrastructure should to be planned in the Borough.
Population Projections and Assumptions
2.4.2 The population projections and assumptions used to inform the development of Enfield’s Core Strategy, and associated infrastructure delivery, are outlined below.
2.4.3 The population projections have been generated by the Greater London Authority (GLA), who have used the latest 2008 Round Demographic Projections (GLA, March 2009) as a starting point, to which planned housing growth in the Borough has been applied, to reflect strategic growth set out in the Core Strategy. The GLA figures are entirely driven by the increase in homes as seen annually since mid-2001 from data collected at borough level.
2.4.4 Based on the table below, the Borough will plan for an estimated population of approximately 309,500 to 2026.
Enfield’s Population Projections 2001 - 2031
Year 2001 2006 2011 2016 2021 2026 2031
Total Population 278,240 287,849 292,475 296,566 303,624 309,385 312,127
Table 2.3 Enfield's Population Projections 2001 - 2031 (GLA)
2.4.5 It is noted that the estimated Borough population projection of 309,500 to 2026 exceeds the GLA 2008 Round Demographic projections (March 2009) of 293,500-303,800, and GLA Demography Update (October 2009) of 300,100 for the following reasons:
1. The GLA 2008 Round Demographic projections do not provide for revised London Plan targets, the strategic growth planned in the Borough and the nature of the long term phased development approach as set out in the Core Strategy; and 2. Although the GLA Demography Update (October 2009) incorporates the Strategic Housing Land Availability Assessment (SHLAA) (2009) figures, the growth envisaged in the SHLAA is conservative as general site constraints are automatically applied to housing sites across the region. Furthermore, a significant proportion of housing growth in the Borough will occur beyond the SHLAA’s ten year period from 2010/11 to 2020/21. 14 Enfield Council Infrastructure Delivery Plan
2 Introduction
Social Deprivation
2.4.6 Enfield ranks 70th most deprived of 354 local authorities in England. The Index of Multiple Deprivation (IMD) 2007 identifies small pockets of deprivation. The IMD brings together 7 different indicators which cover specific aspects or dimensions of deprivation: Income, Employment, Health and Disability, Education, Skills and Training, Barriers to Housing and Services, Living Environment and Crime. These are weighted and combined to create the overall IMD 2007.(5)
2.4.7 Enfield is one of the most highly deprived Outer London Boroughs, though moderately deprived in the context of London and England as a whole. With the following wards being the most deprived; Edmonton Green, Upper Edmonton, Ponders End, Lower Edmonton, and Turkey Street.
Growth Scenario of the Core Strategy
2.4.8 The level and phasing of planned housing growth up to 2026 is set out in Core Policy 2 of the Pre Submission Core Strategy and the supporting Housing Trajectory.
Housing Requirement and Locations of Growth
2.4.9 The Council intends to exceed the London Plan housing requirement; with approximately 11,000 new homes to be delivered over the Plan period, 2010/11 to 2024/25.
Location & total dwelling Short term Medium term Long term Very long term numbers [figures have been rounded] 0-5 years (2010/11 6-10 years (2015/16 - 11-15 years (2020/21 16-20 years 2025/26 - -2014/15) 2019/20) - 2024/25) 2029/30 (beyond current Core Strategy time frame)
Central Leeside 100 650 2,250 Up to 2,000 Up to 5000
Enfield Town 200 300 - - 500
North Circular 450 550 500 Up to 500 1500 - 2000
North East Enfield 250 750 - - 1000
Other large sites (=0.5ha) borough 480 550 - - wide 1030
Small sites (<0.5ha) 3,950 1,210 1,370 1,370 -
Time frame totals 2,690 4,170 4,120 Up to 2,500
Cumulative totals 2,690 6,860 10,980 13,480
Table 2.4 Approximate Phasing for New Housing Development
2.4.10 Throughout the document reference is made to the following terminology;
Short term - refers to the first 0 - 5 years of the IDP, that is 2010/11 - 2014/15 Medium term - refers to years 6 - 10 of the IDP, that is 2015/16 - 2019/20 Long term - refers to years 11- 15 of the IDP, that is 2020/21 - 2024/25
5 The Index of Multiple Deprivation is the Government’s official measure of multiple deprivation. This is based on small area geography known as Lower Super Output Areas (LSOAs). LSOAs have between 1000 and 3000 people living in them with an average population of 1500 people. Infrastructure Delivery Plan Enfield Council 15
2 Introduction
2.4.11 The focus for this housing growth will be within four broad areas as follows:
Central Leeside - where proposals are for approx 5,000 new homes in the medium to very long term, focused at Meridian Water (the area around Ikea) North East Enfield - where the proposals are for approx 1,000 new homes, in the short - medium term, with a focus for growth in Ponders End North Circular - where the proposals are for up to approx 2,000 additional homes, in the short - long term, focused along the A406 around the Ladderswood Estate and New Southgate Enfield Town - mixed use developments proposed for this area, in the medium term, with approx 500 new homes focused around a relocated Enfield Town Station.
2.4.12 A further area at Edmonton has been identified as a focus for growth and regeneration which will be the subject of a Masterplan.(6)
Promoting Economic Prosperity and Locations for New Jobs
2.4.13 The GLA employment projections (February 2007) indicate that Enfield will see a growth of a minimum of 6,000 jobs during the Core Strategy period up to 2026. It is anticipated that by 2026 4,000 jobs will be in the Upper Lee Valley and 2,000 will be provided in other town centres and the Place Shaping Priority Areas. These numbers are considered to be the minimum level of anticipated growth in the Borough, as they do not provide for employment created in retail, other town centre uses such as leisure and entertainment, public and community uses, or for the level of housing growth planned in the Core Strategy. 2.5 Structure of Document
2.5.1 The IDP is comprised of two documents: the IDP itself and an accompanying Schedule, which should be read in tandem with this document. The IDP is structured as follows;
Chapters 3 - 5 look at physical infrastructure (transport, utilities, etc.), social and community infrastructure (education, health etc.) and the green infrastructure (parks, children's play areas etc.) required to deliver growth. Chapter 6 identifies the necessary infrastructure that will be required to deliver growth within each of the four broad areas and Place Shaping Priority Areas. It largely brings together information from the following themed chapters and provides an area based focus.
6 The boundaries of the Masterplan area are still to be defined 16 Enfield Council Infrastructure Delivery Plan
2 Introduction Infrastructure Delivery Plan Enfield Council 17
3 Physical Infrastructure
3.1 Transport
3.1.1 Ensuring transport infrastructure is adequate to support strategic growth in the Borough is a key part of the infrastructure delivery plan and its subsequent implementation.
3.1.2 Transport infrastructure involves more than providing extra capacity on the road and public transport network, it is also about improving accessibility for all residents including by foot, cycle and interchange between travel modes – especially in areas of strategic growth.
3.1.3 The Core Strategy’s transport policy covers four themes in order to achieve its strategic objective 8 - Transport and Accessibility, these are:
Road Network Pedestrian and Cyclists Public Transport Freight
3.1.4 Transport policy recognises the need to improve the road network to serve the Borough and support its growth, with improvements to public transport and infrastructure in growth areas, and promoting sustainable travel choices, enabling modal shift away from the car.
3.1.5 The IDP identifies the key transport infrastructure projects needed to implement these policies.
ROAD NETWORK
Review of Existing Provision and Assessing Future Needs
3.1.6 The Borough’s road network operates on two levels:
Strategic road network: A406 North Circular Road providing east-west connectivity A10 Great Cambridge Road providing north-south connectivity M25 in the north of the Borough The local road network (A and B routes, local distributor roads and local access roads), which includes: A1010 Hertford Road A1055 Meridian Way/Mollison Avenue/Bullsmoor Lane/Conduit Lane A110 Lea Valley Road/Southbury Road/Cecil Road/Windmill Hill/Enfield Road/Cat Hill
3.1.7 The existing road network provides relatively good connectivity, however a combination of the West Anglia Main Line, the River Lee Navigation, the Lee Valley Regional Park and reservoirs severely limit east-west connectivity in the east of the Borough.
3.1.8 The Enfield Core Strategy Transport Assessment (TA) highlights a number of existing junction capacity constraints that will be exacerbated by growth proposed in the Core Strategy, as listed below. However, it should be noted that the Core Strategy TA analysed only a selected number of junctions of strategic significance and it is known that other key junctions will also be affected by growth.
A406 North Circular to the West of the A10 A1055 Meridian Way/ Conduit Lane/ Montagu Road A10 Great Cambridge Road heading towards the M25 (however, proposed development will not have a material impact on the M25 and it’s approaches) Southbury Road on the approaches to the A10 18 Enfield Council Infrastructure Delivery Plan
3 Physical Infrastructure
3.1.9 Enfield’s objective, as detailed in the Enfield Local Implementation Plan (LIP), are to manage and maintain the road network, and its use, to ensure the safe and optimum flow of vehicle and pedestrian traffic in the Borough while improving journey time, the built and natural environment, while improving road safety.
3.1.10 Most of the junctions are in built up areas and would require some land-take in order to increase capacity. Therefore, measures that maximise the performance of the existing network need to play a significant factor in accommodating Core Strategy growth on the Borough’s roads and smoothing traffic flow.
3.1.11 However, there is a limit to what can be achieved and some interventions on the strategic network will be needed to support growth both in Enfield and/or the wider North London sub-region.
3.1.12 The Core Strategy (Core Policy 24 – The Road Network) identifies priorities for improvements to the road network which will need to be examined and brought forward through more detailed analysis and further study in conjunction with Transport for London (TfL). These are:
A406 North Circular Road A1055 Bullsmoor Lane/Mollison Road/Meridian Way A110 Southbury Road including the one way system in Enfield Town A10 Great Cambridge Road A1010 Hertford Road/High Street Ponders End
3.1.13 The above priorities for improvement are at varying stages of development at various timescales, and therefore the specific elements within them have not been fully defined or costed at this stage. The feasibility and costings work will be updated through the review of the Infrastructure Delivery Plan.
3.1.14 Two major projects which, in particular, require further consideration and analysis are:
A406 North Circular Road
3.1.15 The A406 North Circular is the most significant east-west link in North London and a key strategic route for London as a whole. The operation and capacity of the North Circular between Green Lanes and Bounds Green Road has been a longstanding concern to residents and businesses and there is an acute need to improve the environment and address issues of blight in this part of the Borough. Transport for London's A406 Safety and Environmental improvements Scheme between Bounds Green Road and Green Lanes will be implemented by 2012. This will create at least two traffic lanes in each direction, locally widen key junctions, improve pedestrian crossings and create a dedicated cycle track.
3.1.16 Although Transport for London's Safety and Environmental Scheme addresses some issues, it does not deal with the fundamental lack of capacity, which limits the scope of the A406 to fulfil its role as the main strategic orbital route serving North London. Enfield's Core Strategy TA notes that all of the at-grade junctions between Green Lanes and Bounds Green Road will suffer severe delays by 2026.
3.1.17 The Council is committed to developing and promoting an “Intermediate” scheme for the North Circular which involves grade separation at the junctions with Green Lanes, Bowes Road and Bound Green Road/Station Road. This is a major scheme of sub-regional significance and will be taken forward in the medium to long term. In the short term, the case for the Intermediate Scheme will be developed in the context of the Upper Lee Valley Transport Study, which will be jointly undertaken with Transport for London.
Northern Gateway Access Package
3.1.18 Access to the Strategic Road Network is vital for businesses already located in Brimsdown and the Upper Lee Valley, particularly those involved in logistics, it is also critical to support the development of Brimsdown as one of London's major business centres. Enfield’s LIP notes that development opportunities, including employment potential, in North East Enfield are being frustrated by inadequate accessibility by both public and private transport. For the area to realise its full potential, a fully integrated package of transport Infrastructure Delivery Plan Enfield Council 19
3 Physical Infrastructure
measures to improve accessibility for all, not only those using a car, known as the Northern Gateway Access Package (NGAP) is continuing to be considered by the Council. A detailed discussion on previous decisions surrounding NGAP (and its predecessor, Northern Gateway Access Road (NGAR)) can be found in Section 5 of Enfield’s LIP.
3.1.19 The Enfield Core Strategy TA notes that the junction of the A10 and Bullsmoor Lane is already operating above capacity and that significant delays occur at peak periods. Queues will worsen with additional development trips, even though the additional traffic travelling through the junction as a result of the development is forecast to be relatively low. This provides further justification for the continued consideration by the Council and Transport for London of NGAP, which seeks to provide an integrated package of transport measures to improve accessibility for all. The package could include:
The construction of new access roads; Junction improvements; The protection of local residential areas from any increase in traffic due to any development; A package of restraint measures to limit general traffic growth and discourage car trips towards central London; Improve access to local Railway Stations; Improved rail services on the Lee Valley Line; New or improved bus routes providing penetration of the development sites; Measures to assist buses, pedestrians and cyclists; Promotion of Workplace Travel Plans.
3.1.20 A full assessment is required to assess the need for, requirements and deliverability, and implications of NGAP in conjunction with the Highways Agency, Transport for London and regional partners.
Phasing and Programming
Further Analysis
3.1.21 Road network infrastructure is detailed in Table A1 of the accompanying IDP Schedule.
3.1.22 In the short term (0 - 5 years) the Council will develop route management strategies for the priority routes identified, to maximise the efficiency of the highway network and to ensure a holistic approach is developed in partnership with Transport for London and regional partners.
3.1.23 Further analysis and study of the road network priority improvements are required to determine the appropriate measures to be put in place. The A406 North Circular Road 'Intermediate' scheme and NGAP require further consideration by the Council, Transport for London and the regional partners. The Core Strategy TA recognises that further growth in the Borough is not dependent on the implementation of NGAP, due to the limited scale of additional congestion caused by projected development trips, however NGAP is relevant to the the growth of North London as a whole.
3.1.24 Enfield and Transport for London and partners are commissioning a strategic transport assessment for the Upper Lee Valley, for which a brief is currently being prepared. It is intended that the study will use dynamic modelling tools to undertake more detailed assessments of the impact of development across a broader geographical scale. The outcomes of the Upper Lee Valley Transport Study will be monitored and, if necessary this section of the Infrastructure Delivery Plan will be revised accordingly.
3.1.25 The Upper Lee Valley Transport Study will address the cumulative impact of growth in the Upper Lee Valley, informing the North East Enfield and Central Leeside Area Action Plans. More detailed masterplans for the place shaping priority areas will provide further detail on the physical enhancements required to improve junction capacities in each area. 20 Enfield Council Infrastructure Delivery Plan
3 Physical Infrastructure
Road Maintenance
3.1.26 Maintenance will continue to be required on the Borough’s roads and structures. The programme for Enfield’s road network maintenance is set out in Enfield’s Highways Asset Management Programme 2008-2011 and Enfield’s LIP.
3.1.27 Enfield’s Highway Asset Management Plan also provides for the maintenance of the Borough’s bridges, highway structures and assets.
West Anglia Main Line Level Crossings
3.1.28 Any assessment of enhancements to the West Anglia Main Line through the Upper Lee Valley (see Public transport - rail section below) must include an assessment of the associated implications on the surrounding transport network, including the potential for NGAP. In turn, the deliverability of NGAP and associated travel behaviour changes relies on public transport improvements in North East Enfield including increased frequencies on the West Anglia Main Line.
3.1.29 The Department of Transport have confirmed that the future of the level crossings in Green Street and Ordnance Road will need to be considered, irrespective of a major infrastructure upgrade package to the West Anglia Main Line, as any increase in train services on the line (e.g. to Stansted) will make their continued use unviable. Network Rail's Route Plan 5 West Anglia Main Line (2009) identifies the replacement of level crossings in the Lee Valley as a proposed enhancement in Control Period 4 (2009-2014), for implementation in 2014.
3.1.30 The closure of the level crossings will have a significant impact on both vehicular and pedestrian flows in the east of the Borough and requires further assessment of the need to make adequate alternative provision. Adequate alternative provision must therefore be provided and the Council is therefore committed to working with the DfT, Network Rail, TfL and other regional partners to ensure that the needs of the local community are fully recognised.
Widening of M25 between Junctions 23 and 25
3.1.31 The Highways Agency is planning to introduce a Managed Motorway system on the section of the M25 in Enfield, which will allow use of the hard shoulder by traffic during peak times. The latest Statement from the Secretary of State (January 2009) suggests that the scheme should begin by 2015, however current Highways Agency programming indicates that the start of works will commence in Spring 2013, to complete by Autumn 2014.
Road Network Infrastructure Phasing
Short Term
Development of route management strategies for the priority routes.
Further consideration of North Circular Road 'Intermediate' Scheme and NGAP.
Commissioning and preparation of Upper Lee Valley Transport Study.
Continued maintenance of road network and associated structures.
Assessment of the impact of level crossings in the east of the Borough on the road network.
Medium - Long Term
Introduction of Managed Motorway scheme on that section of the M25 within Enfield (between Junctions J23-J25).
Implementation of recommendations emerging from the studies undertaken in the short term.
Table 3.1 Phasing and Programming Summary - Road Network Infrastructure Delivery Plan Enfield Council 21
3 Physical Infrastructure
Funding Sources, Timescales and Responsibilities for Delivery
3.1.32 The Highways Agency is responsible for the M25 motorway and slip roads. The management and maintenance of the A10 and A406 are the responsibility of Transport for London as part of the Transport for London Road Network (TLRN). The Council is responsible for all other roads in the Borough.
3.1.33 The majority of highway maintenance funding is provided directly by Enfield from its capital programme.
3.1.34 Transport for London contributes to the structural maintenance costs (capital funding) of principal roads (non-TLRN roads classified as ‘A’ roads) through the LIP. Revenue funding is provided by Enfield Council for the day-to-day maintenance of the highway infrastructure.
3.1.35 Enfield has processes in place for agreeing and implementing schemes that are funded by developers through s106 agreements. It has also progressed a variety of improvements schemes, particularly to industrial estates through a cocktail of funding including government and European grants, the London Development Agency (LDA) and private businesses.
3.1.36 The Council’s LIP is a key funding source for a range of transport projects in the Borough and is critical to the delivery of the Mayor’s Transport Strategy. Further discretionary funds can be bid for Area Based Schemes related to town centres, station access and streets for people.
3.1.37 In terms of major projects:
Transport for London has committed £45.1M in funding to the A406 North Circular Safety and Environmental Improvements Scheme between Bounds Green Road and Green Lanes. The scheme is scheduled for completion in the spring of 2012. The Government’s £6bn Roads Programme is planned to provide a Managed Motorway scheme to be introduced between J23-J25 of the M25 by 2015.
Identified Risks/Contingencies
3.1.38 Reduced public funding for major road and rail infrastructure projects.
PUBLIC TRANSPORT
Rail
Review of Existing Provision and Assessing Future Needs
3.1.39 There are eighteen national rail stations within Enfield which perform a service of high importance to the residents and visitors of Enfield, by providing access to opportunities that would be very difficult to secure by any other means. Particularly, residents in the east of the Borough need improved services because of the inadequacy of other modes of public transport in the area.
3.1.40 The national rail stations are served by the West Anglia Main Line and Great Northern Line, described below:
The West Anglia Main Line in the east of the Borough runs from Liverpool Street to Cambridge and Kings Lynn. There is a parallel route (the Southbury Loop) between north east London and Cheshunt used for local suburban services, freight and diversions with connections to Enfield Town and Hertford East. The Great Northern Line has branches from Moorgate/Kings Cross serving both Hertford North/Stevenage (Palmers Green, Winchmore Hill, Grange Park, Enfield Chase, Gordon Hill and Crews Hill) as well as Welwyn Garden City (New Southgate and Hadley Wood). 22 Enfield Council Infrastructure Delivery Plan
3 Physical Infrastructure
3.1.41 The Main Line rail network plays an important role in Enfield providing for the majority of radial commuter trips into central London. There are generally low service frequencies on all lines, increasing slightly during the peak. The Network Rail Strategic Business Plan notes that the current network is already operating at or close to capacity in terms of train paths.
3.1.42 Access to, and the environmental conditions of, stations vary greatly across the Borough. In particular, there are concerns that some of the busiest stations (such as Edmonton Green) do not have adequate access for people with disabilities. In addition, Angel Road station, which is critical to the success of growth in Central Leeside, not only suffers from a low level of service but also has extremely poor connectivity with the surrounding area.
3.1.43 Currently the West Anglia Main Line has two tracks and there are considerable capacity constraints as it is used for both local stopping services from Enfield into Central London, as well as high-speed links along the London-Stansted-Cambridge-Peterborough Corridor. These track capacity issues mean that the frequency of the local stopping service is very low at certain stations along the line, in particular Angel Road station. The different requirements of markets (local-suburban, regional, and Stansted Express) lead to compromises in the way rail services are offered to passengers and rail freight due to the two-track configuration and at-grade junctions. There are few options for increasing the number of train paths at peak times without providing additional infrastructure.
3.1.44 The West Anglia Main Line serves one of the fastest growing regions in the country. The London-Stansted-Cambridge-Peterborough Corridor is expected to accommodate an additional 240,000 homes by 2026. Passenger growth of around 30% has been experienced over the past ten years with a further 31% predicted between 2009 and 2014. This could be considerably exceeded if route capacity is increased to relieve on-train crowding, improve performance and reduce journey times.
3.1.45 The Council and TfL consider that four trains per hour on local services is essential to fully deliver improvements to accessibility in the Upper Lee Valley and will seek to secure commitment for implementation at the earliest possible stage. The Core Strategy Transport Assessment indicates a significant reduction in congestion growth in conjunction with a four trains per hour service with the proportion of rail users in Central Leeside to increase from 5% to 12%, and in North East Enfield from 9% to 12%.
3.1.46 The Department for Transport (DfT) are currently considering the business case for improvements to the West Anglia Main Line and their most recent progress report (March 2009) suggests that four tracking only as far as Tottenham Hale could be the most cost effective option. However, such a solution would do little to enhance local services and would not support growth in the Upper Lee Valley. The Council is therefore working with TfL and other regional partners to ensure that the local accessibility and regeneration benefits of the scheme are fully factored into the DfT's business plan, which is supported by Core Policy 26 - Public Transport of the Core Strategy.
3.1.47 Improvements are also needed to the service to Enfield Town to support growth in the Town Centre. In particular, the off-peak service of two trains per hour needs to be increased to metro-type 'turn up and go' service to four trains per hour. Due to capacity constraints at Liverpool Street, this service enhancement can probably be best achieved via a shuttle service between Enfield Town and Seven Sisters. Network Rail have indicated that this will require a new turn-back facility to be provided at Seven Sisters.
3.1.48 Following the termination of National Express' franchise for the provision of East Anglia rail services, the Council will respond to consultation and will work with DfT and TfL to develop new service specifications at the local and regional level as the process for securing a new operator due to commence in April 2011, progresses.
3.1.49 Station access improvements are required at a number of stations including Angel Road, Edmonton Green, Ponders End and Silver Street Station. Improvements will include access, safety and environmental works to make these more attractive and welcoming. Infrastructure Delivery Plan Enfield Council 23
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3.1.50 It is noted that the Mayors draft Transport Strategy (October 2009) identifies Seven Sisters as a potential key strategic interchange outside Central London. Interchange improvements are required at Enfield Town, Edmonton Green, Ponders End and New Southgate to facilitate better integration between modes, including provision for taxis and cycle parking and storage. These priorities are supported by those identified in Enfield’s LIP. Community consultation associated with the Enfield Town Area Action Plan identified an integrated transport interchange as vital to town centre improvements.
Phasing and Programming
3.1.51 The Core Strategy Transport Assessment indicates that enhancements to local bus services and improved linkages to existing interchanges will support some growth. However improvement to local rail services, particularly in Central Leeside, are critical to supporting higher levels of growth in the long term.
3.1.52 Rail infrastructure schemes are detailed in Table A2 of the accompanying IDP Schedule. In the short term the Borough will work with DfT and Network Rail to examine the best alternatives to the existing level crossings to maintain local connectivity. There will also be some secondary benefits from both the Cross Rail and Thameslink projects.
3.1.53 In the medium to long term Core Strategy growth will need to be supported by the provision of a four trains per hour service on the West Anglia Main Line, providing additional capacity at Angel Road, Ponders End, Enfield Lock and Brimsdown, as well as capacity relief along the Southbury Loop.
3.1.54 The provision of a turn-back facility at Seven Sisters to enable an off-peak service enhancement to and from Enfield Town is a medium term project that featured in the Network Rail Business Plan but did not receive funding for Control Period 4 (2009-2014). The Council will work with TfL and Network Rail to ensure that the scheme is funded during Control Period 5 (2014-2019).
3.1.55 In the long term, in addition to the above additional rail capacity, further enhancements will be assessed as part of future Route Utilisation Strategies.
Rail Infrastructure Phasing
Short Term
Study to assess alternatives to the existing level crossings at Green Street and Ordnance Road to maintain local connectivity
Implementation of the replacement of level crossings in the Lee Valley by Network Rail
Station access improvements to Edmonton Green and Angel Road
Medium - Long Term
Provision of a turn-back facility at Seven Sisters to increase frequency to Enfield Town
Provision of a four trains per hour service on the West Anglia Main Line to increase capacity along the Upper Lee Valley
Assessment of further enhancements of the rail network as part of Route Utilisation Strategies
Table 3.2 Phasing and Programming Summary - Rail
Funding Sources, Timescales and Responsibilities for Delivery
3.1.56 The Department for Transport’s preliminary assessment indicates that the West Anglia Main Line enhancements could cost in the region of £700m. Whilst funding is available for Control Period 4 to allow Network Rail to bring forward options, funding for implementation of the scheme will need to be considered as part of the delivery of schemes for Control Period 5 (2015-2019). 24 Enfield Council Infrastructure Delivery Plan
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3.1.57 Accessibility improvements to stations will be sought from the Government’s Access for All fund, as part of the future West Anglia Main Line Enhancements and from contributions from developments in the vicinity of the stations. A Station Access Area Based Scheme is being prepared for Silver Street Station and similar schemes will be developed to improve the quality of links to stations in the growth areas.
Identified Risks/Contingencies
3.1.58 The West Anglia Main Line Progress Report (March 2009) highlights that it is possible to meet Transport for London’s policy objective for all stations within London to be served by four trains per hour. However, Department for Transport’s work, which excludes Core Strategy growth, indicates a potentially poor business case for this as future demand does not justify high investment levels associated with four tracking required to deliver service levels. The Council is therefore working with TfL and other regional partners to ensure that the local accessibility and regeneration benefits of the scheme are fully factored into the DfT's business plan.
3.1.59 Department for Transport’s West Anglia Main Line Progress Report (March 2009) notes that current patronage levels at stations on the Lee Valley Line are low, and do not appear to justify the additional four tracking required to allow additional trains to call. This analysis does not incorporate employment and residential growth associated with the Borough’s Core Strategy, nor the potential for improved service frequency to increase patronage levels.
3.1.60 At present, both Enfield and TfL are making representations to Department for Transport Rail to ensure that they are aware of the scale of potential growth within the corridor and the implications of each option in terms of local rail services. At this stage it appears highly unlikely that the full four tracking scheme will be progressed and that the highest frequency for local stopping services that is likely to be attained is four trains per hour.
3.1.61 Proposed growth in the Borough will be phased to ensure that necessary transport infrastructure is in place to serve new development. The outcomes of Department for Transport and Network Rail decisions will be reflected in the review of the Infrastructure Delivery Plan, and if required to the phasing of development in the Borough.
Underground
Review of Existing Provision and Assessing Future Needs
3.1.62 The Piccadilly Line has stations at Arnos Grove, Southgate, Oakwood and Cockfosters and provides direct access to opportunities in Central London.
3.1.63 Enfield residents also access the Underground network via a number of locations just outside the Borough boundary in the London Borough of Haringey: Seven Sisters via the Enfield Town Line and Finsbury Park via the Hertford North Line.
3.1.64 Transport for London has carried out a business case (2003), which precedes planned strategic growth in the Core Strategy, examining the costs and benefits of extending the Victoria Line as far north as Northumberland Park. A number of options were considered however none were considered to offer value for money, mainly as a result of the high cost and limited demand.
3.1.65 The Core Strategy Transport Assessment notes that were the line to be extended further into Enfield, and in particular Central Leeside, the catchment area could make the scheme more viable. However, extending the scheme further would also significantly add to the infrastructure costs and the impact on existing services between Tottenham Hale and Walthamstow would have to be fully considered. Improvement to local services on the West Anglia Main Line remains the most viable option to support growth in Central Leeside. However, other ways of improving connectivity to the Underground network will need to be considered should the West Anglia Main Line local service enhancements not be brought forward, including reassessing the case for extending the Victoria Line. Infrastructure Delivery Plan Enfield Council 25
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3.1.66 Station accessibility improvements are a core element of London Underground’s line upgrade programme. Works typically include features for the mobility impaired, CCTV, electronic information screens, new seating and lighting.
3.1.67 The North Circular Area Action Plan identifies the need for station accessibility enhancements at Arnos Grove Station. This scheme is identified in Table A.3 of the accompanying IDP Schedule. Further detail on station upgrade requirements will be identified through the place shaping masterplanning process.
Phasing and Programming
3.1.68 The core upgrade of the Piccadilly Line is due for completion by 2014. This will deliver more spacious and faster trains and new signalling, which will allow a higher service frequency. Overall journey times are expected to be cut by around 19% and capacity will increase by 24%.
3.1.69 The Victoria Line upgrade is due for completion late in 2012. In addition to new trains, signalling, track, accessibility and communication systems will all be improved. Up to 33 trains per hour will operate during the peak hours, with journey times estimated to be cut by 16% and capacity increased by 21%.
Underground Infrastructure Phasing
Short Term
Planned upgrades to existing Piccadilly and Victoria Line services
Medium - Long Term
Promotion of the extension of the Victoria Line as a long term aspiration should the West Anglia Main Line local service enhancements not be brought forward.
Table 3.3 Phasing and Programming Summary - Underground
Funding Sources, Timescales and Responsibilities for Delivery
3.1.70 The above Underground line upgrades are committed within Transport for London’s latest Business Plan.
3.1.71 A programme of station improvements on the Piccadilly Line, including those in Enfield, are scheduled to be completed by 2012. However, station improvements on other parts of the Underground network are now expected to take place at the end of the Business Plan Period (2009/10-2017/18).
Buses
Review of Existing Provision and Assessing Future Needs
3.1.72 The Core Strategy TA notes that whilst there is relatively good connectivity by bus between the key town centres in the Borough (Enfield Town, Edmonton Green, Palmers Green and Southgate) connectivity to the priority areas is relatively poor, particularly from the town centres.
3.1.73 The rail and Underground services provide good radial routes into Central London. Bus services are essential to orbital movements and local public transport accessibility within the Borough. East-west connectivity is currently restricted to a limited number of bus services. These tend to run along the main radial routes with poor penetration into either the proposed development areas or the existing town centres.
3.1.74 There are three main infrastructure requirements for bus operation:
Stops/Stations/Interchanges – providing facilities for passenger to board, alight and transfer between routes. 26 Enfield Council Infrastructure Delivery Plan
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Garages – depots for parking, maintenance, driver facilities and support staff Stands – waiting areas (either on or off street) at either end of routes to allow for recovery time and driver facilities.
3.1.75 There are three bus garages in Enfield (Green Lanes/Regents Avenue, Harbet Road & Southbury Road/Ponders End), all owned and operated by Arriva.
3.1.76 The Core Strategy TA Public Transport Accessibility Levels analysis demonstrates how good penetration of bus services into priority areas can significantly improve public transport accessibility. The requirement for additional services will be developed with TfL to identify viable enhancements and diversions to existing bus services as part of the masterplanning exercise for the Strategic Growth Areas. Transport Assessments for individual sites should also identify the need for additional/amended routes.
3.1.77 A significant increase in services in the Central Leeside Area has been identified, particularly in the short to medium term in the absence of improvements to local services on the West Anglia Main Line.
3.1.78 The Core Strategy TA has also identified the requirement to improve the frequency of services and to reduce journey times between the following locations:
Central Leeside and Edmonton Green Central Leeside and Angel Edmonton Ponders End and Edmonton Green Ponders End and Enfield Town Palmers Green and Angel Edmonton New Southgate and Palmers Green
3.1.79 Whilst buses provide a flexible and cost effective way of improving connectivity by public transport, the feasibility of alternative options (such as guided buses etc) will also be explored as part of the development of the Area Action Plans and masterplanning of the Strategic Growth Areas.
3.1.80 Growing congestion throughout London has particularly affected reliability of bus services since they are routed along many of the most congested roads and, unlike private vehicles, cannot divert onto other roads to avoid congestion. If buses are to remain attractive to passengers, further investment is needed to secure improvements to public transport generally and in particular to undertake measures to mitigate the effects of congestion of the road network.
3.1.81 The need for bus garages is assessed on a pan-London basis, and London Buses do not envisage a need for additional garages within the Borough.
3.1.82 The lack of bus standing facilities in Enfield Town has been identified as a constraint on the provision of additional services to the town centre. Due to capacity constraints at the existing stands in Little Park Gardens a new facility with improved rail and taxi interchange will be developed as part of the Enfield Town Area Action Plan. Once determined, the scheme will be included in a future update of this IDP.
3.1.83 Developments that require additional/amended services to penetrate the priority areas will be expected to provide appropriate bus stop and bus standing facilities.
Phasing and Programming
3.1.84 Network planning for buses does not necessarily require long-term forward planning as additional buses and new services can be implemented within a shorter timescale compared to other modes. Infrastructure Delivery Plan Enfield Council 27
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3.1.85 London Buses have indicated that they are willing to amend or expand existing routes and provide new routes where demand is demonstrated. Transport Assessments are required to accompany development applications for large commercial and residential developments. The impact upon existing services and the need for additional or expanded services should be identified at this stage in consultation with London Buses.
3.1.86 In the short term the Council will work with London Buses to improve bus services to residential and employment areas, particularly by strengthening orbital bus services between the Borough’s main centres and the Strategic Growth Areas.
3.1.87 As new development occurs in the medium term additional north-south bus provision will be required along the A1055 corridor benefiting both Central Leeside and North East Enfield.
3.1.88 In the medium to long term significant enhancements to public transport connectivity to and from Central Leeside will be required to support phased growth in the Core Strategy. The Upper Lee Valley Transport Study, Area Action Plan and Masterplanning processes will assess the requirement for high quality public transport services to support growth, including a possible public transport hub in Central Leeside.
Bus Infrastructure Phasing
Short Term
Work with London Buses to improve existing bus services.
Commissioning and preparation of the Upper Lee Valley Transport Study.
Preparation of the Area Action Plans and Place Shaping Priority Area masterplans.
Medium - Long Term
Implementation of recommendations of Upper Lee Valley Transport Study.
Provision of additional north-south buses along the A1055.
Work with London Buses to support phased growth in the Borough.
Table 3.4 Phasing and Programming Summary - Buses
Funding Sources, Timescales and Responsibilities for Delivery
3.1.89 New infrastructure to enable buses to serve the Strategic Growth Areas will primarily be funded by development contributions. Funding from development may also be needed to pump prime new services while patronage becomes established.
Identified Risks/Contingencies
3.1.90 The delivery of enhanced bus services in the Borough are dependent on their implementation by London Buses. Phased growth in the Borough will enable the delivery of the required services to support future growth. The Infrastructure Delivery Plan will be reviewed in line with the preparation of the Area Action Plans and Masterplanning processes to ensure that the requirements are identified to support growth.
PEDESTRIAN ROUTES AND RIGHTS OF WAY
Review of Existing Provision and Assessing Future Needs
3.1.91 Enfield has an extensive network of pedestrian routes including 64 kilometres of Public Rights of Way. The bulk of the network is made up of short urban paths located for the most part in the southern and eastern wards of the Borough. 28 Enfield Council Infrastructure Delivery Plan
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3.1.92 Enfield has two Strategic Walk Network routes as designated by Walk London:
London Outer Orbital Loop (LOOP) is part of an orbital footpath which passes around Greater London. The LOOP passes across the Borough’s greenbelt land through Cockfosters, Chase Farm, Turkey Street, Trent Country Park and Enfield Lock. Part of the footpath in Enfield is through permissive paths. The Lee Valley Walk extends from Luton to London’s East End following the tow path of the Lee Navigation. The route runs adjacent to the King George and William Girling Reservoirs, crossing the London LOOP at Enfield Lock, and the Pymmes Brook Trail at Pickett’s Lock.
3.1.93 Other important leisure routes in Enfield include:
Pymmes Brook Trail Lee Valley Country Path Trent Country Path Forty Hill Path Whitewebbs Park Country Path New River Path The Jubilee footpath
3.1.94 Although some parts of the Borough are very pleasant to walk and cycle in, particularly in parts of the northwest, other parts are difficult to navigate on foot or on bike. In the east, the West Anglia Main Line, strategic north-south roads and the A406 North Circular Road act as significant barriers to local movement making the Lee Valley Park relatively inaccessible by foot.
3.1.95 The emerging Mayor’s Transport Strategy and wider Mayoral strategies place increasing emphasis on the role of walking and cycling as a viable journey to work mode that can help reduce congestion.
3.1.96 Enfield's Rights of Way Improvement Plan (RoWIP) investigates the needs and preferences of users and non-users of Rights of Way, and makes recommendations on the future management and maintenance of local RoW routes.
3.1.97 The Council will build upon the Rights of Way Improvement Plan to develop and implement the ‘Enfield Walking Action Plan’ to improve the condition of existing footpaths and complete missing links. The Action Plan will set out local and strategic level networks, particularly seeking to overcome barriers to movements and improve east-west links in the Upper Lee Valley.
3.1.98 The Area Action Plans will consider infrastructure improvements to promote walking and cycling. Initial plans for the North East Enfield Area Action Plan and Central Leeside Area Action Plan identify a series of east-west ‘green corridors’ that link residential areas to the River Lee waterways and park, including improved pedestrian crossings over the railway line.
3.1.99 The Council will work with Department for Transport, Network Rail and Transport for London to ensure that West Anglia Main Line infrastructure improvements address the barrier to east-west movements for pedestrians and cyclists caused by the railway line in the east of the Borough including identification of alternative crossing points, and the provision of footbridges.
3.1.100The Council, working with British Waterways and Lee Valley Regional Park will investigate the potential to utilise towpaths for pedestrian and cycle use.
Phasing and Programming
3.1.101Pedestrian and cycling schemes are identified in Table A.5 of the IDP Schedule. The Rights of Way Improvement Plan contains a variety of short, medium and long term proposals. Proposals to reduce severance caused by the closure of the level crossings in Ordnance Road and Green Street will be developed in the short term so that they can be implemented as part of the West Anglia Main Line Enhancements. Infrastructure Delivery Plan Enfield Council 29
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3.1.102Measures to enhance connectivity to the Lee Valley Park and to improve access to new development in Ponders End will be developed as part of the detailed masterplanning of the area.
3.1.103The long lead in time for track possessions needs to be factored into the programming of any new bridges and structures over the West Anglia Main Line.
Funding Sources, Timescales and Responsibilities for Delivery
3.1.104Improvements to pedestrian facilities, including footpaths, are eligible for LIP funding, particularly those forming part of strategic walking routes. In addition, the Council invests its own resources to enhance the rights of way network.
3.1.105Maintenance of footways, footpaths and associated structures is mainly funded from the Council’s own revenue budgets.
3.1.106British Waterways works with Local Authorities to maintain public towpaths and waterway access points. In the past, public partners such as the Millennium Commission and Heritage Lottery Fund as well as Landfill Tax Credits, European Funding, and Department of Environment, Food and Rural Affairs (Defra) have provided additional funding.
3.1.107The Council will seek funding assistance from Network Rail and the Department for Transport to construct new footbridges across railway lines associated with the closure of level crossings.
3.1.108Improvements needed to enhance pedestrian access in the Strategic Growth Areas will be identified as part of the masterplanning and be funded by development. In addition, major infrastructure projects could be eligible for future Growth Area Funding and /or Community Infrastructure Funding.
Identified Risks/Contingencies
3.1.109The main risks to improvements to pedestrian connectivity either side of the A1055/West Anglia rail corridor are the unknown details and timescale for the Department for Transport’s upgrade to the West Anglia Main Line.
CYCLE ROUTES
Review of Existing Provision and Assessing Future Needs
3.1.110Within Enfield there is a network of local cycle routes comprising a mixture of cycle lanes, cycle tracks and off road cycleways. In addition, two routes on the National Cycle Network (NCN) pass though the Borough: NCN1 runs north-south through the Lee Valley and NCN12 passes through Hadley Wood.
3.1.111 The Enfield Leisure Cycle Route Network is planned to provide a safe and attractive route linking residential areas to key open space and recreational facilities. Although not primarily aimed at commuter cycling, the network will be extended into the Strategic Growth Areas to promote cycle use. This network complements the Greenways network being developed in partnership with Sustrans and TfL.
3.1.112Cycle parking will continue to be pursued at all stations, major trip attractors and in all town centres.
Phasing and Programming
3.1.113The Council is currently developing and implementing the Enfield Leisure Cycle Route Network/Greenways Network and has prioritised an east-west strategic route connecting NCN1 and NCN12.
3.1.114Feasibility work is underway to develop future phasing of the network, starting with a route linking Town Park, Grovelands Park and Arnos Park. 30 Enfield Council Infrastructure Delivery Plan
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Funding Sources, Timescales and Responsibilities for Delivery
3.1.115New cycle links can be secured through a combination of funding sources including the LIP, developer contributions and Council budgets.
3.1.116Cycle parking will be required to support all new development.
OTHER SUSTAINABLE TRANSPORT MODES
3.1.117Although less critical to enabling growth, there is a variety of local infrastructure needed to support sustainable growth including taxi ranks, electric charging points and on-street car club bays. This type of infrastructure will be delivered in line with the development of a Demand Management strategy for the Borough to encourage sustainable travel patterns, including potential measures such as workplace/residential/leisure travel plans and personalised travel planning.
Review of Existing Provision and Assessing Future Needs
3.1.118There are currently some 25 taxi rank spaces in 7 locations across the Borough to support licensed hackney carriages. The first electric charging point has recently been introduced in Palace Gardens car park as part of the refurbishment of the multi-storey car park. There are currently no on-street car-club bays in the Borough, although a scheme is planned for 2010.
3.1.119Additional taxi ranks will need to be provided in each of the Strategic Growth Areas to ensure that taxis can operate effectively and provide an alternative to private car use. The number of ranks will be determined as part of the masterplanning process in conjunction with the Public Carriage Office and the taxi industry.
3.1.120A network of electric charging points will need to be provided to promote the wider use of electric vehicles and thereby improve air quality. Guidance on the number and design of such charging points will form part of the Parking Standards set out in the Development Management DPD.
3.1.121The Council’s first car club is planned to serve some of the Borough’s main centres. This will be expanded as demand increases and it is anticipated that each of the Strategic Growth Areas will need to have access to a number of dedicated car club bays.
Phasing and Programming
3.1.122Existing taxi ranks will be reviewed in the short term and the need for additional ranks considered as part of the masterplanning process in each of the Strategic Growth Areas.
3.1.123Electric vehicle charging points will be provided in conjunction with new developments, future car park refurbishments and potentially on-street in town centres. In the initial years, a peak injection of new electric vehicle charging bays will be required to both provide for existing demand and catalyse those members of the community who invest in electric vehicles as a more sustainable option.
3.1.124Future refurbishments of Council owned car parks and review of controlled parking zones will provide more detail on the provision of publicly available charging points.
3.1.125The first car club scheme is planned to be introduced in 2010. Further car clubs will be introduced where there is sufficient demand to make them commercially viable. In addition, new car clubs will be provided in conjunction with new development.
Funding Sources, Timescales and Responsibilities for Delivery
3.1.126The provision of taxi ranks is existing town centres will be funded from either LIP funding or the Council’s own budgets. Taxi ranks will be provided in conjunction with development. Infrastructure Delivery Plan Enfield Council 31
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3.1.127The Mayor of London is supporting the installation of 25,000 charging points by 2015 to help achieve his objective of having 100,000 electric vehicles in use as soon as possible. Funding via the LIP could be used to introduce further charging points in Enfield. However, the majority of charging points in Enfield are likely to be supplied via parking standards (to be outlined in the Development Management DPD) and planning conditions/obligations on new developments.
3.1.128The emerging Development Management DPD will require new development to make provision for Car Club vehicles and to help fund the set of new Car Clubs. The Council will support such clubs by providing on-street bays in controlled parking zones, Council owned car parks and other locations.
Sustainable Transport Infrastructure Phasing
Short Term
Implementation of the Rights of Way Improvement Plan proposals
Measures to enhance connectivity to the Lee Valley Park as part of masterplanning for Ponders End
Implementation of the east-west strategic cycle route connecting NCN1 and NCN12
Feasibility study to develop future phasing of the cycle network starting with linking Town Park, Grovelands Park and Arnos Park
Review of existing taxi ranks and consideration in place shaping priority area masterplanning processes
Implementation of car club schemes
Medium - Long Term
Implementation of the Rights of Way Improvement Plan proposals
Table 3.5 Phasing and Programming Summary - Sustainable Transport Modes
FREIGHT
Review of Existing Provision and Assessing Future Needs
3.1.129A considerable amount of freight passes through Enfield, particularly along the Lea Valley corridor to and from the M25. Overnight and weekend lorry controls, weight limit restrictions and width restrictions are in place to safeguard local communities from the impact of freight movements.
3.1.130Freight movements are expected to grow, with the number of light goods vehicles forecast to increase by 30% between 2008 and 2031, accounting for 15% of traffic on London’s roads. Although freight tonnage carried by rail is also expected to increase, some 85% of all freight movement will be by road.
3.1.131Brimsdown Industrial Estate is one of the largest industrial areas in London and has been identified as a ‘major freight node’ in the Mayor’s Transport Strategy (Public Draft). The efficient movement of road freight is heavily reliant on adequate highway capacity. However, the Core Strategy Transport Assessment notes that roads such as Mollison Avenue, Bullsmoor Lane, Meridian Way and the Great Cambridge Road, which are critical links to and from the strategic road network, already experience high levels of congestion. Further growth in the Upper Lea Valley will compound the situation and NGAP therefore needs to be developed to ensure the long-term viability of Brimsdown and the rest of the Upper Lea Valley.
3.1.132However, in order to minimise freight’s contribution to increasing congestion levels, yet ensure the efficient delivery of goods to the right location, there must be a progressive shift from freight to rail and waterborne modes wherever practicable.
3.1.133Enfield’s key industrial locations are located adjacent to the River Lee, which provides an opportunity to promote waterborne freight movements. The Core Strategy identifies two general areas for securing commercial wharfs: 32 Enfield Council Infrastructure Delivery Plan
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Picketts Lock London Waste Ecopark
3.1.134There is little scope for major infrastructure provision of rail freight terminals in the Borough. However, the Council will continue to work with the Department for Transport, Network Rail, Transport for London to ensure that the West Anglia Main Line enhancements maximise the potential to transport freight by rail.
Phasing and Programming
3.1.135In the short term, a requirement to provide both Delivery and Serving Plans and Construction Logistics Plans will be built into the Development Management DPD. NGAP will also be developed in the context of the Upper Lee Valley Transport Study.
3.1.136In the medium to long term, opportunities for new wharf facilities in the River Lee corridor will be development as part of the Area Action Plan and masterplanning process. Freight infrastructure is identified in Table A.6 of the accompanying IDP Schedule.
Funding Sources, Timescales and Responsibilities for Delivery
3.1.137The LIP provides some scope to fund small scale schemes to assist freight movements and to support other initiatives, such as the Brimsdown Freight Quality Partnership.
3.1.138British Waterways and Freight by Water can also work in partnership with companies and local authorities to access European and government grant incentives. In particular, the Freight Facilities Grant (FFG) is a Department for Transport scheme designed to help increase the amount of freight transported by water in the UK.
Identified Risks/Contingencies
3.1.139Enfield’s rail lines are already operating close to capacity with passenger services. Thus, the use of rail lines for freight movement is heavily reliant on large-scale infrastructure capacity enhancements, such as the West Anglia Main Line Enhancement project. 3.2 Utilities and Renewable Energy
ELECTRICITY TRANSMISSION
Review of Existing Infrastructure Provision and Assessing Future Needs
3.2.1 National Grid, as the holder of a licence to transmit electricity under the Electricity Act 1989, has a statutory duty to develop and maintain an efficient, co-ordinated and economical transmission system of electricity and to facilitate competition in the supply and generation of electricity.
3.2.2 National Grid operates the national electricity transmission network across Great Britain and owns and maintains the network in England and Wales, providing electricity supplies from generating stations to local distribution companies. They do not distribute electricity to individual premises, but serve the wholesale market to ensure a reliable and quality supply of electricity.
3.2.3 To facilitate competition in the supply and generation of electricity, National Grid must offer a connection to any proposed generator, major industry or distribution network operator who wishes to generate electricity or requires a high voltage electricity supply. Often proposals for new electricity projects involve transmission reinforcements remote from the generating site, such as new overhead lines or new development at Infrastructure Delivery Plan Enfield Council 33
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substations. If there are significant demand increases across a local distribution electricity network area then the local network distribution operator may seek reinforcements at an existing substation or a new grid supply point. In addition, National Grid may undertake development works at its existing substations to meet changing patterns of generation and supply.
3.2.4 To plan for future demand, National Grid Electricity Transmission plc, as a Great Britain System Operator (GBSO), are required to produce a Seven Year Statement (SYS) covering the Great Britain transmission network on an annual basis. The current SYS covers the years 2009/10 to 2015/16 inclusive. The SYS is supplemented by a set of Updates over the course of the year to report on the key changes since the main Statement was produced and their potential effects.
3.2.5 The 2009 SYS does not envisage the need for major infrastructure improvements in the Borough at present. However, it indicates the need for additional planned developments on the GB Transmission System in Enfield that are beyond the scope of the 2009 SYS. The schemes are either planned for beyond 2015/16, or are associated with new customer connections which are due to connect beyond 2015/16. The works listed are to replace two 275/132kV transformers at Brimsdown (on ZBC route) with 2x400/132 transformers tee connected to the new Waltham Cross-Hackney overhead line circuits, and replace the 2 x 400/66kV transformers at Hackney with 2 x 400/66kV SGTs tee connected into the Waltham Cross- Hackney route.
3.2.6 National Grid demand forecasts are provided by the Distribution Network Operator (DNO) who would estimate any increase in demand for energy that would result from the 11,000 homes proposed within the Core Strategy. However, assuming domestic load is all electricity serviced this would equate to about 11kW per house which would result in an additional 95MW total in the Enfield area.
3.2.7 The local DNO would assess whether the level of the forecast demand would exceed their capacity to supply at any Grid Supply Point and they would approach National Grid for additional capacity if capacity is exceeded. The majority of load within the Enfield area would be observed at the Brimsdown 275/132kV Grid Supply substation where there is adequate capacity to absorb this level of demand growth at their Grid Supply point with EDF.
Funding Sources, Timescales and Responsibilities for Delivery
3.2.8 Funding is generated by charging for connections to the GB transmission system. These charges are to recover, with a reasonable rate of return, the costs involved in providing the infrastructure which allows the connection and also include a maintenance component and an overhead component.
3.2.9 In addition to this, separate Transmission Network Use of System (TNUoS) charges are in place to charge customers for the cost of installing, operating and maintaining the transmission system. The charges are to recover the allowed revenue and are based on a set approved methodology. The TNUoS charge is calculated annually.
ELECTRICITY DISTRIBUTION
Review of Existing Infrastructure Provision and Assessing Future Needs
3.2.10 EDF Energy (EDFE) Networks deal with the lower voltage local distribution networks (132kV down to 400/230V) in Enfield. They take their supply off various exit points from higher voltage networks (400kV and 275kV) that National Grid are responsible for.
3.2.11 Primarily, electrical supply planning is reactive; although demand is modelled to an extent and includes some ‘natural growth’ in energy supply demand. This modelling is used to produce Planning Load Estimates (PLEs). These PLEs are updated annually, and they give an estimate of the future loads on the networks; these give indications of where and when the network may reach capacity; and whether further work needs to be carried out to cope with the load demand on the network. Looking at the existing modelled projections in relation to the level of growth proposed, some potential issues were identified. 34 Enfield Council Infrastructure Delivery Plan
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North East Enfield
3.2.12 In the North East Enfield Area Action Plan (AAP) area, EDFE identified that there is enough spare capacity in the top North Eastern corner of the Borough around Innova Park due to its connections to the Waltham Park substation (just north of M25 j25) and redevelopment of The Cross substation (Waltham Cross). Currently Ponders End substation can accommodate some growth but it is likely to need future work as it is nearing capacity, especially if major development is planned. An upgrade to the existing substation is possible.
Central Leeside
3.2.13 The EDFE network may reach capacity and require either an upgrade of an existing substation or a new substation to support new development in the Central Leeside AAP area. There are potential problems envisaged if upgrade of the Tottenham Grid substation site is required as part of development at Central Leeside development as there is currently no space on site to accommodate any additional infrastructure. A new site may be required for this work. Whether a new substation is required can only be determined when a definitive application is received from a developer. The total additional load and the physical locations of any loads will determine if and where any new substation is required.
North Circular Road and Enfield Town
3.2.14 In the North Circular Road AAP area there seems to be adequate capacity to cope with additional load. However, local reinforcement may be required if loads appear in areas where the existing cables are near capacity.
3.2.15 Local supply provided from Ladysmith Road substation for the Enfield Town AAP area is close to capacity. There is spare capacity at present at nearby substation in North Enfield. Between them it should be possible to accommodate the planned growth but some network rearrangement may be needed which could require off-site works.
Funding Sources, Timescales and Responsibilities for Delivery
3.2.16 As electrical supply planning is reactive EDFE can only provide indications of the possible need for upgrades to existing or new energy infrastructure.
3.2.17 An overall Network Asset Management Plan (NAMP) is prepared which sets out projects which may be required in the future, however these are not implemented according to fixed timescales rather they are acted upon when necessary. In that way, future projects can be moved forward or pulled back depending on the prevailing conditions.
3.2.18 All energy distribution network operators (DNO) are regulated by OFGEM and every 5 years all DNO undergo a distribution price control review (DPCR) where an extract of the network plan (NAMP for EDFE) for the period ahead is submitted for consultation. The final consultation for DPCR5 finished last December and the proposals were accepted by OFGEM, for major reinforcement and asset replacement works in the period between April 2010 and March 2015. No major works are proposed for Enfield.
3.2.19 A 5-year plan evolves from this NAMP, then a relatively fixed 2-year Production Plan. There are no significant EDFE schemes set out in the Production Plan for Enfield. Any future developments are only factored into the EDFE planning cycles once they have received a definitive application from developers.
3.2.20 EDFE are responsible for funding general maintenance and work required to accommodate gradual increments in demand or ‘natural’ growth. However, costs are charged for new connections and work required (i.e. upstream reinforcements/upgrades) to supply energy to major ‘step change’ developments. Infrastructure Delivery Plan Enfield Council 35
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3.2.21 Once the developer commits to developing a scheme there is a minimum lead in time of 2 years to set up facilities needed to supply major developments where significant new infrastructure is needed (e.g. new 33/11kV substation). For smaller developments where only local work is needed the timescale is proportionately smaller and can vary.
GAS
Review of Existing Infrastructure Provision and Assessing Future Needs
3.2.22 National Grid is responsible for gas transmission in the Borough. They do not envisage that any major infrastructure improvement works will be required to underpin the broad strategy for growth outlined in the Core Strategy.
3.2.23 National Grid indicate that 'local' reinforcement of the supply network may be required. The extent and nature of the work required will be assessed once development schemes come forward. National Grid has a significant mains replacement programme in place over the plan period, however further details on this programme were not provided.
RENEWABLE ENERGY
Review of Existing Infrastructure Provision and Assessing Future Needs
3.2.24 Tackling climate change is one of the most important issues facing spatial planning, and enabling infrastructure which can provide renewable energy is an important way of addressing carbon emissions.
3.2.25 Planning authorities are encouraged to focus on area or site-specific opportunities in setting local targets for reducing carbon emissions, based on an understanding of the local potential for renewable or low carbon energy and existing or planned decentralised energy infrastructure, such as combined heat and power networks to serve new development.
Energy Study for the Upper Lee Valley
3.2.26 Significant growth and change of the scale planned in the Strategic Growth Areas presents the opportunity to implement a new decentralised energy system. The London Development Agency (LDA) is developing an Energy Study for the Upper Lee Valley area. This study will inform the Upper Lee Valley Opportunity Area Planning Framework (OAPF). Work on the study is being led by the GLA, working closely with the Boroughs and other key stakeholders. The main focus of the study is around the development of a decentralised energy scheme, utilising heat from existing and planned thermal power plants in the area(7).
3.2.27 Certain parts of the Upper Lee Valley area lend themselves to district heating as a low or zero cost CO2 mitigation technology, due to the scale and density of the regeneration activity taking place and the proximity of significant existing energy consumers close to these areas. The main centres within the OAPF area are Ponders End, Meridian Water, Tottenham Hale and Blackhorse Lane, with Meridian Water considered being the most significant.
3.2.28 The LDA are in the process of finalising the Study and developing the details of the scheme to assess feasibility and costs. Projects arising from this study will be included in an update of this IDP.
7 Decentralised energy schemes have a critical role to play in reducing London’s CO2 emissions. 36 Enfield Council Infrastructure Delivery Plan
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Renewable Energy and Low Carbon Development Study
3.2.29 The Council's Renewable Energy and Low Carbon Development Study examines the potential of various technologies which could help Enfield achieve its sustainable energy objectives. The study identified appropriate targets and policy mechanisms to increase energy efficiency and the supply of renewable and low carbon energy in the Borough, which range in scale from schemes which can be implemented on individual homes, to larger projects which require more significant infrastructure investment.
3.2.30 Delivery of the Area Action Plans will identify local targets for the Strategic Growth Areas and appropriate technologies to be tested to accommodate renewable or low carbon technologies, and evaluate the potential of existing decentralised energy infrastructure. The requirements for renewable energy can then be fed into an update of this document. 3.3 Water and Drainage
3.3.1 Water and drainage includes waste water, water supply and quality, drainage and flood defences.
WASTE WATER
Review Of Existing Provision And Assessing Future Needs
3.3.2 Thames Water is the sewage undertaker responsible for sewerage services for the whole Borough. They have a duty to ensure that adequate sewer infrastructure is in place to accommodate development.
3.3.3 The majority of Enfield's sewage drains to Deephams Sewage Treatment Works located in the east of the Borough. The Sewage Treatment Works serves a population of approximately 870,000 people in the Boroughs of Enfield, Epping, Waltham Forest and Haringey.
3.3.4 The Environment Agency is concerned about the quality of effluent being discharged into the River Lee during storms and are setting new consents for the sewage treatment works. For Thames Water to meet the new consents the sewage treatment works needs to be upgraded. There are two options under consideration by Thames Water:
Rebuild the works on site Rebuild all or part of the sewage treatment works and provide another treatment stream on an expanded site.
3.3.5 The environmental improvements necessary at the Deephams Works will require the existing works to be substantially replaced. The options being considered are subject to further discussions and will require the agreement of the Council as the local planning authority. Table A.7 of the Infrastructure Schedule provides details of the scheme. It is important to note that the level of development proposed in the Borough will have a minimal impact on the capacity of the sewage treatment works.
3.3.6 Discussions with Thames Water indicate that waste water infrastructure in the short to medium term is capable of accommodating the levels of growth proposed, provided that the growth is a redevelopment site rather than greenfield, and that developments ensure the separation of foul water from surface water.
3.3.7 Local upgrades to the sewerage system may be required but cannot be determined at this stage until more detailed proposals are drafted regarding the location and size of sites.
Funding Sources, Timescales And Responsibilities For Delivery
3.3.8 The investment plans of the water companies are based on a 5 year cycle; Thames Water's business plan covers the period 2010-2015 and has recently been approved by the water and sewage regulator OFWAT. Infrastructure Delivery Plan Enfield Council 37
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3.3.9 Thames Water's infrastructure investment is aggregated across its operational area and then financed, for example through loans, and recovered by reference to charges made to customers across that operational area. Customers bills are set by OfWAT through the business plan process. In some cases developer contributions for local upgrades also help to fund infrastructure, where required.
3.3.10 The Thames Water business plan allocates funding, approved by OFWAT, for the proposed upgrade to the Deepham's sewage treatment site. The extent of the required works and likely planning issues mean that whilst the work will be started in the business plan period 2010-2015, it will not be completed until 2017. No other upgrades are proposed to Enfield's waste water infrastructure. It is anticipated that the next business plan will be drafted from 2012 onwards and will cover the period 2015 - 2020.
WATER SUPPLY
Review Of Existing Provision And Assessing Future Needs
3.3.11 Climate change is expected to result in hotter drier summers and higher intensity rainfall events which will make it more difficult to retain rain water for utilisation. This combined with an increased demand for water from a rising population has lead the Environment Agency to classify the London region as an area of 'water stress'.(8)
3.3.12 Water supply is provided to the majority of the Borough by Thames Water, with Veolia Water (formerly Three Valleys Water) supplying water to the north west of the Borough. Each company has a statutory duty to provide a water supply to new development.
3.3.13 Veolia Water indicate that they only cover a small part of the Borough, and as this area is not one where significant growth is anticipated above the London Plan housing requirement, they are reasonably confident that a physical water resource can be supplied to new developments.
3.3.14 Thames Water indicate that there are currently no major proposed changes to the water supply infrastructure in the Borough. Thames Water are aware that North East Enfield and Enfield Town are subject to poor water pressure, and that further development may reduce this. A new pumping station may be required, although there are no plans for this in the draft business plan. The development trigger point that would require the building of a new pumping station has not been reached. Thames Water assesses this by reviewing planning applications for ten or more dwellings, proposals contained within the Core Strategy and Area Action Plans. Notwithstanding, Enfield Town may require a local upgrade to accommodate the development being proposed.
3.3.15 In addition, both water companies are actively promoting water conservation and efficiency measures in all new developments, and where possible via a retrofitting process in existing developments as a means to conserve water.
Funding Sources, Timescales And Responsibilities For Delivery
3.3.16 Thames Water and Veolia Water have produced draft Water Resource Management Plans for their respective areas that set out how the demand for water will be balanced against supply; both plans look forward 25 years, but are reviewed every 5 years.
3.3.17 In addition, Thames Water and Veolia Water submit proposals to the industry regulator OFWAT every 5 years via the business plan cycle, to determine customer price limits. The Business Plans of both water companies have recently been finalised (see paragraphs 3.3.8 and 3.3.10 above). The Water Resource Management Plan therefore establishes the measures required to provide a reliable water supply, and the business plan process seeks to secure funding every 5 years to undertake the necessary infrastructure projects.
8 Page 12, 'Our Plans for Water: 2010 - 2015', Thames Water 2009. 38 Enfield Council Infrastructure Delivery Plan
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Identified Risks and Contingencies
3.3.18 The Thames Water Business Plan 2010 to 2015 has no specific proposals to upgrade the local water supply infrastructure. Any local upgrades that may be required to serve developments proposed prior to the next Business Plan may either have to be funded from developer contributions, or such developments may need to be phased until 2015-2020 so that the necessary upgrades can be included in the Business Plan for that time period.
DRAINAGE
Review Of Existing Provision And Assessing Future Needs
3.3.19 At the present time, detailed information about existing drainage infrastructure is of variable quality and maintained by a number of different organisations. In Enfield, the two major organisations responsible for this infrastructure are Enfield Council and Thames Water.
3.3.20 Information is provided in the London Borough of Enfield Strategic Flood Risk Assessment (2008), which indicates that a number of incidents of surface water flooding have been the result of insufficient capacity of existing drainage infrastructure. Further information about areas at risk from surface water flooding is contained in the Areas Susceptable to Surface Water Flooding maps, which have been recently produced by the Environment Agency. These issues are likely to become more widespread as the effects of climate change in combination with increased urbanisation (and the resulting increase in the extent of impermeable surfaces) lead to additional pressure on drainage assets. That said, recorded incidents of surface water flooding have generally been highly localised and do not indicate a need for changes to strategic drainage infrastructure. Furthermore, Thames Water have stated that initial investigations indicate that there is currently no evidence of major problems with their assets in Enfield, further investigations may be needed to confirm this.
3.3.21 Currently the Council has no major Capital works planned. However, funding is currently being secured through the Drain London forum (9), which will fund studies to investigate whether large scale capital projects are desirable (see below). Smaller maintenance schemes are carried out regularly throughout the year, ranging from minor cleaning operations to full refurbishment of fairly extensive piped systems. Thames Water have stated that in order to assess the infrastructure needed to support planned growth, they would need details of the site conditions, as well as the type and size of development planned. These details are not available at this time and will therefore need to be added to the Infrastructure Delivery Plan as masterplanning work progresses.
3.3.22 The proposed Flood and Water Management Bill is likely to make it a requirement for all Local Authorities to produce surface water management plans (SWMPs). These plans, in combination with the Level 2 Strategic Flood Risk Assessments being undertaken by the Council, will give a much clearer picture regarding the overall performance of existing drainage infrastructure, and whether any enhancements are likely to be needed in the future. The Drain London forum are in the process of securing funding for the production of SWMPs covering the whole of London. These will identify opportunities for capital works which may help to address surface water flooding within the Capital. Such works would most likely include retrofitting of Sustainable Drainage Systems (SUDS) to reduce the rate at which runoff is discharged into the existing drainage system and thereby mitigate potential flooding.
9 The Drain London Forum was created by the GLA to bring together representatives from organisations with the information and/or responsibility for managing surface water drainage in London including: the Department of Environment Food and Rural Affairs; the Environment Agency; Government Office for London; the Greater London Authority; London Boroughs; London Councils; London Development Agency; Thames Water; and Transport for London Infrastructure Delivery Plan Enfield Council 39
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Funding Sources, Timescales And Responsibilities For Delivery
3.3.23 The responsibility for the delivery and maintenance of drainage infrastructure falls on a number of organisations including the Council, Thames Water and individual property owners. The Environment Agency act in an advisory capacity on the planning of drainage infrastructure, but are not responsible for implementing drainage infrastructure projects. They do, however, use their powers to deliver flood risk management schemes.
3.3.24 Currently there are no major drainage-led infrastructure projects planned in the Borough. Ongoing maintenance of Council drainage assets will continue, with works being prioritised and subject to allocation of funding as part of the yearly budget. Future projects identified by Thames Water will be funded as part of their Asset Management Plan 6 (2015-2020).
3.3.25 Drainage infrastructure for new developments will be designed and constructed in accordance with good practice, funded by the developer and secured through planning conditions and section 106 agreements(10). This is likely to include an increasing number of SUDS. Infrastructure would need to be delivered ahead of planned development.
Identified Risks and Contingencies
3.3.26 At present, there are insufficient details regarding the need for drainage infrastructure to allow for the identification of risks and contingencies. However, these will be identified as part of individual development proposals and as more detailed information regarding planned development in the Council's Place Shaping Priority Areas becomes available.
FLOOD DEFENCES
Review Of Existing Provision And Assessing Future Needs
3.3.27 Enfield contains a variety of flood management assets. Many of these are older engineered defences including the the Lee Flood Relief Channel and a large number of culverts and water-level control structures. It is now understood that these heavily engineered solutions are not always sustainable in the long-term. They can increase flood risk elsewhere and over time their effectiveness can decrease while their maintenance costs increase. In some locations, heavily engineered solutions are necessary, but the long-term aim is to make best use of more natural flooding regimes such as restoring floodplains and providing storage areas for flood waters. However, in the interim it will be necessary to maintain and, where necessary, renew the defences in the Borough to ensure continued protection of people and property(11). Even with the retention of existing defences, a number of properties will remain at risk of flooding and this risk is likely to increase as a result of climate change. Therefore, a number of additional flood storage areas are proposed on the Lee tributaries (for example as part of the Salmons Brook Flood Alleviation Scheme described below), and the feasibility of a greater number still is being investigated.
3.3.28 In order to decrease the risk of flooding from artificial sources not covered elsewhere, improvements (including works to embankments and trees) are required at the Council assets of Trent Park Lower Lake and Grovelands Park Lake. There are no major works planned to reservoirs owned by Thames water (see water supply section above).
3.3.29 Further development in the flood plain is necessary in order to deliver the growth and regeneration aims of the Core Strategy, particularly at Meridian Water and Ponders End in the Lee Valley. These developments must not increase floodrisk elsewhere and will need to be made safe(12) by minimising the risks and consequences of flooding. Through appropriate layout, design, resistance and resilience measures, these
10 (Developers should have regard to the Mayor's drainage hierarchy as set out in the London Plan, 2008) 11 As set out in the emerging Thames Catchment Flood Risk Management Plan (TCFMP) and Lower Lea Flood Risk Management Strategy (LLFRMS) 12 as set out in part C of the Exception Test (Planning Policy Statement 25: Development and Flood Risk [2006], Paragraph D.9) 40 Enfield Council Infrastructure Delivery Plan
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developments provide an opportunity to reduce floodrisk overall. Options for achieving this will be investigated as part of the masterplanning work being undertaken at each of the growth areas, and will be informed by the emerging level 2 Strategic Flood Risk Assessments currently being undertaken. However, the final flood risk management measures will need to respond to the details of proposed development and it is therefore not possible to give further detail at this time.
Funding Sources, Timescales And Responsibilities For Delivery
3.3.30 Maintaining existing infrastructure to ensure the ongoing protection of properties within the flood plain is an objective of the emerging Thames Catchment Flood Management Plan and Lower Lee Flood Risk Management Strategy. Maintenance is the responsibility of the owners of individual assets. However, the Environment Agency have permissive powers to intervene to carry out construction and maintenance works on Main Rivers and Enfield Council have similar powers for Ordinary Water Courses.
3.3.31 The Environment Agency have a number of projects planned, which will increase the protection to existing properties at risk of flooding. However, it is difficult to give costs, details and timescales for these projects because the Environment Agency's funding cycle is relatively short (and therefore only contains limited detail for future projects) and most projects are only in the early stages of development. Table A.8 of the IDP schedule provides detail of flood defence infrastructure schemes. The Environment Agency's maintenance activities are funded through a limited revenue budget, which is allocated based on an assessment of potential risk. Therefore, maintenance is reduced on some of the lower risk flood management infrastructure and assets.
3.3.32 Funding sources for Environment Agency-led schemes vary, but tend to originate from the Department of Environment, Food and Rural Affairs (DEFRA), or through local Levies imposed by the Regional Flood Defence Committee (RFDC)(collected as part of council tax)(13). Schemes that have multiple benefits (e.g. flooding, biodiversity, recreation) can have more complicated funding streams depending on the key stakeholders and partnerships responsible for pushing the scheme forward.
3.3.33 The only Environment-Agency led project which currently has approved funding allocated is the Salmons Brook Flood Alleviation Scheme, which currently proposes flood water storage at Enfield Golf Course and Montagu Road Recreation Ground. However, even in this case, the design of the components is still being finalised and therefore only estimated costs are available. Details of this scheme are provided in Table A.8 of the accompanying IDP Schedule.
3.3.34 Costs of works to the Council-owned assets at Trent and Grovelands Park (described above) will be approximately £200,000. Funds will be need to be secured from the Council's capital budget and once calculated will be included in future reviews of the IDP.
3.3.35 Flood management infrastructure necessary to protect new development in the floodplain will need to be funded and maintained by developers through securing Section 106 agreements. This infrastructure will be directly related to the details of the proposed development.
Identified Risks and Contingencies
3.3.36 Projects led by the Environment Agency only proceed when funding is secured. Schemes progress on a staged basis (feasibility, detailed design, implementation etc) with funding being approved and allocated (or deferred) at each stage. If funding for a scheme is deferred, the scheme will not progress to the next stage until funds are allocated to that scheme again. Therefore no contingencies are in place, other than the postponement of a project.
3.3.37 The Council has a statutory duty to carry out works to the Trent Park Lower Lake and Grovelands Park Lake under The Reservoirs Act 1975, and there are therefore no contingency plans.
13 RFDCs are made up of representatives from a number of local authorities and other external organisations. They can allocate funding for projects that do not meet DEFRA’s criteria, but that may be important locally Infrastructure Delivery Plan Enfield Council 41
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3.4 Waste
Review Of Existing Provision And Assessing Future Needs
3.4.1 Enfield currently accommodates approximately 16 waste management facilities and 12 waste transfer sites, with the capacity to treat approximately 1,030,899 tonnes of waste per year. This includes the energy from waste plant located at the Edmonton Eco-Park, which is one of the largest waste processing plants in the country.
3.4.2 The collection and treatment of municipal solid waste (MSW) is currently undertaken by the North London Waste Authority (NLWA), which covers the seven north London Boroughs of Barnet, Camden, Enfield, Hackney, Haringey, Islington and Waltham Forest. Recyclables are taken to a variety of treatment facilities, while the residual waste is managed at the Edmonton Eco Park.
3.4.3 Commercial and industrial (C&I) waste, construction, demolition and excavation (CD&E) waste and hazardous waste are collected and treated separately through private sector contracts. Although the Borough contains a number of facilities that deal with these wastes, detailed information tracking the wastes from source to treatment facility is not available.
3.4.4 The London Plan sets out strategic targets for waste management capacity in the Capital to ensure that London has the capacity to process 85% of its own waste by 2020 (the remaining waste necessarily having to be taken to land fill outside of London). The London Plan therefore requires that Boroughs set aside land to manage waste to meet this target. This is referred to as borough-level apportionment. The same 7 north London Boroughs that make up the NLWA have pooled there apportionment targets to find a more sustainable waste management solution at a sub-regional level.
3.4.5 Currently, the London plan requires the 7 boroughs to allocate land to accommodate facilities to deal with an additional 1,010,710 tonnes of waste/year in 2021 (the borough-level apportionment). This equates to approximately 28.4ha of land. However, this figure is in the process of being reviewed as part of consultation on the draft replacement London Plan to reflect more recent data on waste arising and changes to the projected growth of waste.
3.4.6 The NLWA are currently procuring sites to manage waste beyond 2021, and therefore require sites with spare capacity to prevent the need for additional sites in the near future. This means that provision beyond apportionment is necessary in order to provide sufficient capacity for the long-term. The strategy is set out in the Outline Business Case (OBC). The OBC has recently been refreshed to reflect a recent procurement decision which secures the continued use of the Edmonton Eco Park site. This refreshed OBC has been submitted to Government and is awaiting approval.
3.4.7 The OBC is currently our main source of information regarding their operational and land requirements. As a key delivery partner, the needs of the NLWA will be taken into account in the development of the North London Waste Plan (NLWP).
Funding Sources, Timescales And Responsibilities For Delivery
3.4.8 The NLWP will ensure that sufficient land is allocated for waste facilities to manage all types of waste until 2021, taking into account the needs of the NLWA. Waste management companies (including private organisations and the NLWA) will then be encouraged to develop the required facilities on these sites. Currently, the seven boroughs have sufficient waste management capacity in existing facilities to meet their immediate needs. It is anticipated that planning applications for new waste facilities will then come forward in line with increasing demand (11). This situation will be kept under review as part of the NLWP and the IDP will be reviewed if necessary in order to help facilitate delivery of the required infrastructure. 42 Enfield Council Infrastructure Delivery Plan
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3.4.9 The construction and operation of private sector waste facilities is the responsibility of developers and waste management companies. The NLWA have produced the North London Waste Strategy, which outlines how they will meet the requirements for collection and disposal of MSW until 2020, including the need for new facilities. The NLWA have developed an Outline Business Case to demonstrate how they intend to facilitate the delivery of this Waste Strategy. Funding for these developments is likely to be obtained through a Private Finance Initiative (PFI) bid and funding from the 7 partner boroughs.
Identified Risks and Contingencies
3.4.10 The NLWP will be reviewed regularly to monitor the uptake of allocated waste sites. Should sites prove unpopular, the reasons for this will be investigated and site allocations reviewed if necessary. 3.5 Telecommunications
Review of Existing Provision and Assessing Future Needs
ADSL Broadband Provision
3.5.1 The most common form of broadband available in the UK today is ADSL.(14)British Telecom have deployed this 'first generation' broadband technology to almost all of their telephone exchanges across the UK, while a number of alternative internet service providers have deployed a mixture of this and the newer ADSL2+ technology to a significant proportion of the UK. The original ADSL technology offers up to 8 Megabytes per second (Mbps) downloading speed and up to 800 Kilobytes per second uploading capacity. The newer ADSL2+ is capable of up to 24 Mbps downstream with some broadband service providers offering up to 2.5 Mbps upstream. However, the speed customers will actually experience depends heavily on the length and quality of their telephone line; recent research undertaken by Samknows and Ofcom(15) demonstrated that the average broadband speed experienced by UK customers was 4.1 Mbps (4.6 Mbps in urban areas and 3.3 Mbps in rural areas).
3.5.2 Research undertaken by Samknows on behalf of the Council(16) stated the average broadband speed in Enfield to be around 5Mbps. There are variations within this with around 26% experiencing speeds of at least 6 Mbps, well above the national average, around 4% falling below the 2 Mbps proposed by the Government's Universal Service Commitment (see below); with a smaller percentage of areas in the Borough having no access to alternative broadband solutions, such as Virgin Media’s cable network. These access variations are illustrated in Figure 3.1 below.
14 Asymmetric Digital Subscriber Line. 15 www.ofcom.org.uk/research/telecoms/reports/broadband_speeds/broadband_speeds/broadbandspeeds.pdf 16 Samknows Broadband Report: London Borough of Enfield (November 2009) Infrastructure Delivery Plan Enfield Council 43
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Figure 3.1 Enfield ASDL Access Speeds (Source: SamKnows, 2009)
Cable Coverage
3.5.3 An alternative to ASDL broadband is cable. Samknows advise that there has been considerable consolidation in the cable market in recent years to the point where there are just two cable operators in the UK: Virgin Media is the main operator with coverage of about 50% of the UK, with Smallworld Media offering services in a number of locations in the North of England and in parts of Scotland. Both companies are deploying technology which supports up to 200 Mbps download speeds, although both are currently offering up to 50 Mbps.
3.5.4 Cable coverage can be very localised but Samknows advise that across the Borough around 82% of properties are able to receive a service from Virgin Media – considerably above the UK average – with the remaining 18% outside Virgin areas. As noted before, a small number of areas are unable to find an alternative service. These access variations are illustrated in Figure 3.2 below. 44 Enfield Council Infrastructure Delivery Plan
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Figure 3.2 Enfield Virgin Media Cable Access (Source: SamKnows, 2009)
Digital Britain: Universal Service Commitment
3.5.5 On 16 June 2009 the Government published the Digital Britain Report(17), its strategic vision for ensuring that the UK is at the leading edge of the global digital economy. The Report proposed a Universal Service Commitment that all households would have access to 2 Mbps by 2012. While Enfield generally has good coverage of first generation broadband, there are a number of areas in the Borough which may fall below this minimum level. As highlighted in section 3.5.2, there are a number of areas which are expected to receive less then 2 Mbps, and where there is no access to alternative solutions such as Virgin Media’s cable network. Delivery of the Universal Service Commitment will help to eradicate the broadband access and download speed problems experienced in parts of the Borough.
Funding Sources, Timescales and Responsibilities for Delivery
British Telecom - Next Generation Access
3.5.6 In July 2009 British Telecom announced that they will be commencing a £1.5bn investment plan to provide 'super-fast' broadband to 40% of the UK (the equivalent of 10 million homes) by 2012. BT have announced that this investment will increase download speeds for the targeted areas to up to 40 Mbps, with the potential for speeds to rise up to 60 Mbps in the future.
17 http://www.culture.gov.uk/what_we_do/broadcasting/6216.aspx Infrastructure Delivery Plan Enfield Council 45
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3.5.7 As part of this investment programme BT will include broadband infrastructure enhancements at its Enfield, Edmonton, Ponders End, Lea Valley and Barnet exchanges. This will allow for enhanced broadband services for the following areas of the Borough: Enfield Town, Crews Hill, Bullsmoor, Brimsdown, Hadley Wood and Edmonton. Work commenced at the end of 2009, with enhanced services expected by the summer of 2010. 3.6 Public Realm
Review of Existing Provision and Assessing Future Needs
3.6.1 The public realm consists of streets, squares, parks(18), bridges and hard and soft landscaping between buildings. It is where public activity takes place; where people walk, drive, cycle, meet and interact. The public realm plays a vital role in the connectivity and legibility of a place and an attractive, efficient and good quality public realm can help to facilitate an area's regeneration and growth.
3.6.2 The specific components that make up and define the public realm in Enfield include:
Traffic management features (including traffic calming, pedestrian crossings, bus and cycle facilities, roundabouts and traffic signals); Footways and footpaths (including footway surfaces and paving, crossovers, kerbs, and paving for mixed use surfaces); Signs (including traffic and pedestrian signs and street nameplates); Street furniture (including railings, fences, bollards, litter bins, seats and benches); Street lighting; Soft landscaping (including street trees, grass verges, shrubs and hedges, hanging baskets and planters); Water features; Carriageways (including carriageway surfacing and coloured and texture surfacing); Footbridges; Historic features (especially in conservation areas); Public art and sculpture; and Street greenery.
3.6.3 The London Borough of Enfield Characterisation Study identified a number of broad issues affecting the quality of the built environment that relate to the public realm in parts of the Borough, such as the loss of street greenery, poor highway quality and poor quality street furniture. This baseline work needs to be developed further to identify priorities for public realm improvements. Once this work has been undertaken it will inform the Council's Area Action Plans and the Enfield Design Guide.
Phasing and Programming
Current and Future Public Realm Improvements
3.6.4 The Council's Highways Service undertakes an annual conditions survey of the footways and carriageways in the Borough. The survey covers half of the Borough per year and is carried out as a rolling programme. The results of the survey inform the maintenance requirements and infrastructure investment priorities for each financial year, and as priorities are set and a programme of works is developed there may be the opportunity to modify, enhance and add value to the public realm.
18 Details of parks are covered in the Green Infrastructure section of this Plan 46 Enfield Council Infrastructure Delivery Plan
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Decluttering
3.6.5 As part of its public realm maintenance and improvement programme the Council is focused on rationalising signs and street furniture and reducing street clutter. The Council maintains a database of the location, type and condition of all its street furniture and will, through a risk assessment process, consider the removal of unnecessary street furniture as part of its highway asset management. The Council will also work with utility companies to minimise their apparatus placed on the highway.
Improvements Around Stations
3.6.6 Site-specific surveys have recently been undertaken regarding decluttering, public realm improvements and pedestrianisation around the Borough's national rail and underground stations. When completed this work will help to inform a programme of works for a number of the Borough's stations, subject to negotiations with Network Rail and London Underground.
3.6.7 At the time of writing, the Council is currently undertaking a public realm improvement project at Southgate Circus, based around Southgate underground station. This project has been split into 2 phases. Phase 1 is a £150,000 Council Capital Programme funded project that includes the removal of obsolete street furniture, footway improvement works and street light enhancement, which will be completed by the end of the 2009/10 financial year. Phase 2 of the project will involve wider public realm improvement works, which will be informed by the completion of a Southgate Circus Comprehensive Townscape Review, further details of Phase 2 of the project are included in Table A.9 of the infrastructure Schedule.
Gateway Enhancements and Greening the Public Realm
3.6.8 As part of the maintenance of the public realm in the Borough, the Council seeks to protect existing trees, green highway open space and wildlife habitats.
3.6.9 In the 2008/09 financial year the Council allocated increased capital funding for a 3 year period for improvements to entrances (Gateways) to the Borough and for the greening of the public realm. These projects were established to help support the Council’s Place Shaping agenda and support its key aims for a Cleaner Greener Enfield.
3.6.10 In 2008/09 the Council planted and re-planted 1,000 trees (including 350 as part of the greening of Hertford Road) and will seek to complete the planting and replanting of 1,400 trees in 2009/10.
Public Realm Improvements within the Strategic Growth Areas
3.6.11 Public Realm improvement opportunities will be identified as the Council's Area Action Plans are developed and through the Council's Place Shaping Programme. A number of potential public realm improvement schemes have been identified as part of the extensive consultation work undertaken for the development of the Ponders End Framework For Change, including Ponders End High Street decluttering and South Street public realm improvements to support the delivery of the Oasis Hadley Academy. Future public realm improvement schemes will be incorporated into future versions of this Plan as they are developed and costed. Infrastructure Delivery Plan Enfield Council 47
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Funding Sources, Timescales and Responsibilities for Delivery
Council Capital Funding Programme
3.6.12 A large proportion of public realm maintenance and improvements works in the Borough are funded through the Council's Capital Programme. The Council's Environment and Streetscene Department currently have an annual budget of £9.75m allocated for a range of maintenance and improvements works, such as carriageway(19) and footway renewal, signage installation and renewal, soft landscaping and other street scene improvements, including de-cluttering. Additional capital funding may also be allocated for area specific public realm improvement works, such as the Southgate Circus Conservation Area.
Section 106 Funding
3.6.13 Financial contributions can be made towards the upgrade of the public realm through Section 106 Agreements, and opportunities for funding will arise as developments come forward and associated Agreements are signed.
Street Lighting Private Finance Initiative
3.6.14 The Council's street lighting is maintained under a Private Finance Initiative (PFI), which is a performance contract running for 25 years. The PFI contract was signed on 30th April 2006, and specifies a 5 year Core Investment Programme under which approximately 16,000 lamp columns (out of 19,600 in the Borough as a whole) will be replaced. Maintenance of street lighting is expected to cost £23.7m over 5 years and will be fully funded though the PFI. 3.7 Historic
HISTORIC INFRASTRUCTURE
Review of Existing Provision and Assessing Future Needs
3.7.1 While heritage assets of the future will be created through the Council's commitment to excellent design, the Borough is already rich in existing assets including:
5 scheduled monuments and 1 local monument 22 areas of archaeological interest 451 statutorily listed and 93 locally listed buildings 21 conservation areas 5 nationally registered and 26 locally registered historic parks and gardens
3.7.2 Their maintenance and protection is, in part, the responsibility of their respective owners. However, the Council also has a responsibility to protect these assets and maintain the contribution that they make to our culture and quality of life. Regrettably, a number of our heritage assets have suffered from neglect or inappropriate alterations, but fortunately, the Council has a number of tools and powers available to help remedy the situation. These include the planning and legal systems, grant opportunities and partnership working.
3.7.3 Many of these mechanisms necessarily involve ongoing and ad hoc actions by the Council, for example in the assessment of planning applications, provision of advice to owners of historic assets, maintenance of the public realm and enforcement action to cease or remedy inappropriate alterations. However, there are also a number of specific projects which the Council have identified that aim to proactively improve heritage assets. These are detailed below and in Table A.10 of the accompanying Infrastructure Schedule:
19 Council Capital Funding is not allocated to Principal Road carriageways as their maintenance is funded by Transport for London 48 Enfield Council Infrastructure Delivery Plan
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Forty Hall and Estate
3.7.4 The Council has successfully bid to the Heritage Lottery Fund (HLF) for £1.475 million as part of a conservation and restoration project for Forty Hall; a Grade I listed building in the heart of the Borough. In addition the Council have committed £3.225 million to the project. It would be very unlikely for funding to fall through at this stage and there are therefore no contingency plans as such for this eventuality. Works to the Hall are due to be completed by February 2012.
3.7.5 A second bid has been submitted to the HLF for the restoration of Forty Hall's estate - a hugely significant historic landscape and much loved public park containing the site of the lost Elsyng Palace, which was once owned by Henry VIII and which is a scheduled ancient monument. External funding for the estate project amounts to £1.325 million, with a £1.4 million contribution from the Council. The Stage 1 application has been approved by the HLF and the second design stage is in preparation for submission later in 2010. Works near to the Hall would be expected to be complete by February 2012, with works to the wider estate continuing after that date.
3.7.6 Forty Hall & Estate will become a regional visitor centre and the focus for arts and cultural events both in the Hall and across the landscape. Crucially, it will become a valuable education resource which will help deliver stable and sustainable communities as well as being an important leisure asset.
3.7.7 Delivery of the projects are the responsibility of the Forty Hall Board, which consists of Senior Council Officers and the Chief Executive of Capel Manor College.
Queen Elizabeth II Stadium
3.7.8 The Queen Elizabeth II Stadium has been closed to the public since March 2008 after falling into a poor state of repair. £1.2 million of Council capital monies have been allocated for the restoration of the exterior of the grade II listed stand and construction of the new athletics track, plus £20,000 of revenue funding/year for administration and maintenance. Enfield Town Football Club (the new tenant) will fund the construction and maintenance of a new football pitch and refurbishment of the interior of the first floor cafe. The track refurbishment works will start in December 2009 and it is likely that the other works will commence in 2010.
Edmonton Partnership Schemes in Conservation Areas (PSICA)
3.7.9 This scheme aims to act as a stimulus to regeneration through investment and restoration of the historic environment. Building on the success of the Edmonton Heritage Economic Regeneration Scheme, the Edmonton PSICA will improve shop fronts, building facades, fenestration and make structural repairs and improvements where necessary to reinstate lost or damaged architectural features.
3.7.10 The total costs of the projects at 1-10 Market Parade and Edmonton Girls Charity School Hall and adjacent number 24 Church Street total between £550,000 and £650,000. This will be met through funding from English Heritage, Council capital funds, Heritage Grant funds and Enfield Council's Highway Services. Owners and occupiers will also be expected to contribute where they are able, and additional funding may be secured through Section 106 agreements. Funding in future years may also be secured from the Heritage Lottery Fund's Townscape Heritage Initiative. Enfield Council will be responsible for delivering the scheme.
Broomfield House
3.7.11 Broomfield House has been severely damaged as the result of a number of fires and has subsequently remained derelict for over 20 years. Heritage consultants have assessed the surviving special interest of the building and have confirmed that restoration of the earlier core structure is potentially desirable and have identified options which might present a viable future for the building. A bid has been made to the London Development Agency to secure funding for the restoration of the house, stables and kitchen garden, including part-conversion to sheltered housing. Initial allocation has been given, but this will not be confirmed until spring 2010. Infrastructure Delivery Plan Enfield Council 49
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Further Work and Contingencies
3.7.12 As discussed in the London Borough of Enfield Heritage Strategy (2009), further projects are needed to enhance heritage assets, for example to address those issues highlighted in the conservation area character appraisals, conservation area management proposals and the Heritage at Risk Action Plan (which identifies the steps that are being taken to protect assets on English Heritage's Heritage at Risk Register and identifies where more needs to be done). The Council will continue to review these documents to address any new issues that might emerge.
3.7.13 Contingencies have not been identified for the above projects. Although failure to deliver these projects will not stifle planned housing and employment growth within the Borough, the Council is committed to protecting and enhancing the historic environment. We will therefore continue to identify projects for heritage protection and restoration, and to prioritise funds as these become available, in order to achieve the aims of the Core and Heritage Strategies. 50 Enfield Council Infrastructure Delivery Plan
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4.1 Education
EARLY YEARS
Review Of Existing Provision and Assessing Future Needs
4.1.1 The Childcare Act 2006 gives local authorities a key role in shaping the childcare market in their area. Since April 2008, local authorities have a duty to secure, so far as is reasonably practicable, the provision of childcare (20)so that it is sufficient to meet the requirements of parents in their area in order for them to work, or undertake education or training leading to work.
4.1.2 The Department for Children, Schools and Families (DCFS) recommend that a borough wide Childcare Sufficiency Assessment (CSA) is undertaken to provide a detailed assessment of the supply and demand for childcare in order to identify gaps in provision. A Childcare Sufficiency Assessment was undertaken in 2008 (21) , and covers a three year period to 2011.
4.1.3 The Children’s Area Partnerships are the main vehicle for planning services for children in the Borough. There are 4 Children’s Area Partnerships (CAP), each are made up of the following Council Wards:
CAP1: Turkey Street, Enfield Highway, Enfield Lock, Ponders End CAP2: Edmonton Green, Hazlebury, Jubilee, Lower Edmonton, Upper Edmonton CAP3: Bowes, Palmers Green, Bush Hill Park, Southgate, Cockfosters, Southgate Green, Highlands, Winchmore Hill CAP4: Chase, Grange, Southbury, Town
4.1.4 The CSA looks at the supply and demand for childcare within each of these areas. The CSA covered the provision of childcare by private, voluntary and independent providers. Pre schools were included within the assessment as they could offer up to four hours of provision for children of 2.5 years plus. Nursery classes attached to schools were excluded from the calculation of childcare places as these provided less than three hours childcare. The table below illustrates the overall level of childcare.
CAP Area CAP 1 CAP 2 CAP 3 CAP 4 (22) Population 0 – 4 years 4450 6650 6160 3700
Total Childcare Places 0 – 4 years 722 1268 2336 954
Ratio of places to children aged 0 – 4 years 6.2 5.2 2.6 3.9
Table 4.1 Overview Of Existing Childcare For Children Under Five (The calculation of childcare places takes account of places provided by childminders, day nurseries and pre schools, but excludes nursery class places) (Source: Extract LBE Childcare Sufficiency Assessment, Gap Analysis, March 2008)
4.1.5 The highest number of childcare places per child for children under 5’s can be found in CAP 3 and 4 which are overall the least deprived parts of the Borough. Demand for childcare is higher in these areas and the higher number of places may be due to the private sector responding to demand. It is important to note that the provision of early years childcare is not a Council statutory requirement and is based on market demand, however, the Council has a duty to ensure that childcare is sufficient to meet need.
20 Childcare provided by the Council, private, voluntary or independent sectors 21 London Borough of Enfield: Childcare Sufficiency Assessment, Executive Summary/Consultation Response Document,(March 2008). London Borough of Enfield: Childcare Sufficiency Assessment, Gap Analysis (March 2008). Childcare Sufficiency Action Plan for London Borough of Enfield, (August 2008) 22 GLA 2007 population projections rounded to the nearest 50 as requested by the GLA 52 Enfield Council Infrastructure Delivery Plan
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4.1.6 Although there are fewer places in CAP 1 and 2, more places are unlikely to be taken up unless they are affordable as demand was found to be less in these areas. CAP 1 and 2 are two of the most deprived parts of the Borough characterised by high levels of unemployment and with low skills and qualifications. The expense of formal care may negatively impact on use, and may cause some provision to close.
4.1.7 The Childcare Sufficiency Assessment concludes that there is generally a good supply of childcare within the Borough based on demand. However, the main gaps in provision are for more affordable places; particularly for those returning to work and study, and for those parents with children under two. The Childcare Sufficiency Assessment is due to be reviewed in 2011 when the situation may be different.
Phasing and Programming
Children’s Centres
4.1.8 The supply of childcare places has been enhanced through the provision of day care and nursery facilities within 9 of the 21 recently opened Children’s Centres. No new nursery or day care facilities are to be offered in the 4 remaining proposed Children’s Centres (see section 4.4 Children's Centres).
Primary Schools
4.1.9 The need for additional nursery provision at any school is measured against criteria of whether there is a demonstrable need for provision within the locality, the availability of private, voluntary and independent provision within the area, and affordability.
4.1.10 The provision/expansion of nursery places within some of the recent expansions to primary schools will also raise the number of childcare places available. It should be noted that these are part time places and have not been taken account of in the CSA calculation of childcare places.
4.1.11 Growth proposed within the Core Strategy will generate a need for nursery school places. It is therefore proposed, subject to funding, that part time school nursery places will be required in the following areas:
Year Location Scheme
Year 0 - 5 North East Enfield AAP 60 part time nursery places at the Oasis Academy Hadley, Ponders 2010/11 - 2014/15 End
Year 6 - 10 Central Leeside AAP 2 x 60 part time nursery places with the 2 proposed primary schools 2015/16 - 2019/20 North Circular AAP & Enfield Town AAP Proposals for nursery provision associated with additional school places under consideration for these areas
Table 4.2 Proposed part time nursey places with primary schools
4.1.12 Further details of the above schemes are provided in Tables A.11 - A.14 of the accompanying supporting infrastructure schedules.
PRIMARY SCHOOLS
Review Of Existing Provision and Assessing Future Needs
4.1.13 Within the Enfield there are 65 Primary Schools of these there is 1 Foundation Primary School, 5 Voluntary Aided Catholic Primary Schools, 12 Voluntary Aided Church of England Primary Schools and 1 Voluntary Aided Jewish Primary School. Infrastructure Delivery Plan Enfield Council 53
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Figure 4.1 Existing and Proposed Primary School Provision
4.1.14 Enfield, like many other education authorities in London, subscribes to the school roll projections service of the Greater London Authority (GLA). Annual projections are prepared on the basis of the January Schools Census. In preparing these projections, the GLA receives its basic population data from the Office of National Statistics (ONS). The January 2009 Schools Census identified that there were 26,020 pupils in Enfield primary schools.
4.1.15 In recent years, ONS data indicates a significant and continuing increase in the birth rate. Between 2001 and 2008 the rate of growth within the Borough was 33.4%; compared with the London average of 22.6%.
4.1.16 The GLA’s 2009 pupil projections for Enfield reflected the increased birth rate, but also takes account of housing provision and migratory data. The projections show increased levels of demand for reception places from 2009/10 onwards.
4.1.17 The Education Authority has a statutory duty to provide sufficient pupil places. While the DCSF sets a class size limit of 30 pupils for Reception, Year 1 and 2. From Year 2 onwards there is no statutory limit, although the Council asks primary schools not to exceed 30 pupils per class in key stage two classes.
4.1.18 The table below illustrates the extent of the shortfall/surplus in reception primary school places from 2009/10 onwards, based on the January 2009 Schools Census. 54 Enfield Council Infrastructure Delivery Plan
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Year Projected Reception Numbers Capacity Deficit/Surplus of Places (23) 2009/10 4061 4073 +12 (24) 2010/11 4229 4073 -156
2011/12 4327 4073 -254 (25) 2012/13 4247 4133 -114
2013/14 4199 4133 -66
2014/15 4141 4133 -8
2015/16 4101 4133 +32
2016/17 4061 4133 +72
2017/18 4030 4133 +103
2018/19 4000 4133 +133
Table 4.3 Primary School Pupil Projections
4.1.19 Primary projections are based on clusters of schools arranged in Planning Areas. There are 12 of these Areas used for projection purposes. The areas of the Borough currently under pressure are the south and north east of the Borough and the area around Enfield Town/Bush Hill Park.
4.1.20 In terms of travel distances, the DCSF guidance recommends a radius of 2 miles from home for primary school pupils, but this is not statutory. Due to the shortage of primary places, there are instances where children are travelling in excess of this. A number of, permanent and temporary, expansions are proposed to primary schools in the Borough, the areas where expansions are proposed are where demand is projected to be greatest.
Phasing And Programming
4.1.21 Tables A.11 - A.14 of the Infrastructure Schedule highlight the primary school infrastructure requirements necessary to meet growth proposed in the Core Strategy.
Future Primary Education Provision to Accommodate Borough Wide Growth Projections
4.1.22 On the basis of the pupil projections in table 4.3 it is forecast that there is a need for an additional 9.5 permanent forms of entry by 2012/13 that is, for 285 pupil places.
4.1.23 The provision of additional pupil places is to be via the permanent expansion of existing schools. In some instances, temporary classrooms are required as an interim measure to accommodate additional pupils, during the construction phase. These will be removed at the conclusion of the permanent building works. The 9.5 forms of entry are at various stages of implementation ranging from the undertaking of feasibility studies and consultation with the community, to the submission of planning applications and subsequent build. 6.5 forms of entry of additional places are already being provided with effect from either 2008/09 or 2009/10 at St Mary’s RC, St Johns and St James, Firs Farm, Suffolks, Eversley, Honilands and Cuckoo Hall schools. Three additional forms of entry are proposed at St Michael's C of E School (1 form of entry) and the Oasis Academy Hadley (2 forms of entry) to address the remaining shortfall in the first 5 years of the Infrastructure Delivery Plan (2010/11 – 2014/15), these are listed in table A.11 of the Infrastructure Schedule.
23 Includes one additional reception class each at Honilands, Suffolks, Cuckoo Hall, St John & St James', Firs Farm and Eversley Schools, 0.5 FE at St Mary's and an additional reception class for 1 year only at George Spicer (also De Bohun at 1 FE), 24 Includes permanent expansion of St Michael's from 1 to 2 FE, 25 Includes opening of a 2 FE primary provision at the Oasis Academy Hadley Infrastructure Delivery Plan Enfield Council 55
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4.1.24 A Report to the Council's Cabinet on the 4th November 2009 indicates that a further 3 forms of entry, in addition to the 9.5 forms of entry would be required to address the 2009 pupil projections. An additional permanent 1 form of entry is therefore proposed at each of the following: Capel Manor, Merryhills and Worcesters Primary Schools (that is, a further 90 places in total). These schemes are also detailed in Table A.11 of the accompanying Schedule.
4.1.25 At the time of writing, further work is being undertaken to establish the level of temporary provision that will be required to meet a "bulge" in pupil projections over and above the permanent provision described above. The Report to Cabinet (26) explains that there will be a temporary "bulge" in pupil numbers in the years 2010/11 to 2013/14 and that permanent provision to accommodate "bulge" pupils would be an inefficient use of resources. In such circumstances, one additional reception class is added to the roll of each school, and seven years later, this bulge group will have left school. The following bulge classes will be required: 1 class in 2010, 4 classes in 2011 and 1 class in 2012. (27)
Future Primary Provision to Improve Existing Facilities But Not Increase School Capacity
4.1.26 There are a number of proposals to improve existing primary school facilities, via the consolidation, or potential relocation of school premises, but which do not result in a net increase in the number of primary school pupil places. These are identified on Table A.12 of the Schedule.
4.1.27 Proposed expansions/improvements to schools are harder to estimate as they will vary enormously and are dependent on the nature of the proposals and the configuration of the existing school buildings and site.
Future Primary School Provision within the Strategic Growth Areas
4.1.28 The growth proposed within each of the Strategic Growth Areas will generate a significant number of school children who will require a place in a primary school. It is anticipated using child yield calculations that additional primary places will be required. Tables A.13 and A.14 of the Schedule provide details of the infrastructure required to accommodate the levels of growth proposed within the Core Strategy
4.1.29 The DCSF indicates (28)that a new two form entry Primary School should have a site area of between 4.8 - 5.3 acres in size (including playing fields). For confined sites, that is sites without playing fields (these would be provided off-site) a range is given of between 1.7 - 1.9 acres. Sites for new schools identified in the medium term will need to be identified within the Area Action Plans being produced for each of the respective growth areas.
4.1.30 It is estimated at the time of writing that a new two form entry Primary School costs approximately £8m to build, this is based on the costs associated with building the primary school element at the Oasis Academy Hadley, but excludes land costs which can vary significantly.
Location/School Potential Provision
Future Provision to Accommodate Boroughwide Growth Projections
St Michael's CoE, Enfield Additional 1 form of entry
Oasis Academy Hadley Additional 2 forms of entry
Capel Manor Additional 1 form of entry
Merryhills Additional 1 form of entry
Worcesters Additional 1 form of entry
26 Paragraph 4.2.2 Report to Cabinet 4.11.09 27 Paragraph 4.2.4 Report to Cabinet 4.11.09 28 DCSF Building Bulletin 99 56 Enfield Council Infrastructure Delivery Plan
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Location/School Potential Provision
Future Provision to Improve Existing Facilities but not Increase School Capacity
Broomfield School Aspiration for an all age school (age 3 - 18)
Cockfosters Area Provision of a Catholic primary to meet denominational aspirations
DeBohun Option being considered to address the accommodation needs of the school
Future Provision Within the Strategic Growth Areas
North East Enfield 2 forms of entry at Oasis Academy Hadley (as described above)
Central Leeside Two new 2 forms of entry Primary Schools
North Circular Road Up to 2 forms of entry
Enfield Town Up to 2 forms of entry
Table 4.4 Summary of Future Primary School Provision
Funding Sources, Timescales And Responsibilities For Delivery
4.1.31 There are a number of funding sources that are used in isolation or combined to fund school expansions or new build programmes. At present these only look forward to 2011/12 as finance tends to come from supported borrowing or specific grants from the Government. One of the main expenditure priorities of the Council is to provide additional pupil places to accommodate borough wide growth. The table below illustrates how the 9.5 forms of entry is likely to be funded. As can be seen, not all funding sources have been secured. Further funding will need to be secured to finance the expansion of Merryhills, Capel Manor and Worcesters Schools. Indicative costs for each expansion is in the region of £5 - 6m.
Funding Source Funding Status Target Cost
£000
Primary Capital Programme 2009/10 – 2010/11 Secure 12,492
Additional Primary Placements – Capital Programme General Resources Secure 9,939
Proposed Virements from within Capital Programme Secure 10,631
Bids for Target Capital Funding for Popular and Successful Schools Not Secure 7,610
Oasis Academy Hadley Primary Places Medium Term Financial Plan Capital Secure 8,000 Bid
Total Cost 48,672
Table 4.5 Funding For Additional Pupil Places From 2008/9 To 2012/13
(Source: Extract from Appendix 1 Report to Cabinet 4.3.09)
Section 106
4.1.32 Section 106 developer contributions are also used to fund education needs arising from a proposed development. Infrastructure Delivery Plan Enfield Council 57
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Identified Risks And Contingencies
4.1.33 Reports to the Council’s Cabinet in March 2009 and November 2009 establish that the levels of specific Government grants and borrowing approvals are insufficient to address the scale of need for additional primary places in the Borough. The November report to Cabinet(29) indicates a capital funding gap of £16.422m, which is significantly higher than the previous figure of £7.610m identified in the above table. Insufficient levels of funding could therefore hamper the school expansion programme. Individual school expansion schemes can only therefore be allowed to progress by the Council once funding has become secure.
Identified Deficits
4.1.34 Funding arrangements for new primary schools, proposed within the medium term, in each of the Strategic Growth Areas are still to be determined.
SECONDARY SCHOOLS
Review Of Existing Provision and Assessing Future Needs
4.1.35 Within the Borough there is an established diversity of provision, ranging from Voluntary Aided Schools, Foundation Schools, Community Schools, two Academies, single sex and selective schools. 17 of the 18 secondary schools are, or are seeking to become specialist schools. There is also a Pupil Referral Unit located within the Borough. All secondary schools within the Borough contain a sixth form, making provision for 16 – 18 years.
29 Report to the Council's Cabinet 4.11.09 58 Enfield Council Infrastructure Delivery Plan
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Figure 4.2 Existing and Proposed Secondary School Provision
4.1.36 Enfield subscribes to the GLA Schools Roll Projections Service. Projections are based on trends of pupil numbers at secondary transfer, potential demand generated by known new housing developments in the Borough and migratory trends. The January 2009 Schools Census identified that there were 22,114 pupils in Enfield secondary schools including the Oasis Academy Hadley, and 521 pupils in special schools and the Pupil Referral Unit.
4.1.37 Historically, Enfield has been a net importer of secondary school pupils for many years; with the London Borough of Haringey being the main exporter of pupils. It is anticipated that in the future the levels of imports and exports of 11 – 16 year old pupils are likely to change with a net effect that approximately 150 fewer places will be taken up by out of Borough pupils, particularly as the neighbouring Borough of Haringey has been improving provision through earlier waves of the Building Schools for the Future programme and is opening a new secondary school in September 2010, which it is anticipated will result in more Haringey pupils remaining in the Borough.
4.1.38 The table below illustrates pupil projections based upon the January 2009 School Census. As can be seen from 2014/15 onwards the effect of the increased number of primary school pupils feeding through the system to secondary schools will lead to a shortfall of places in year 7, that will need to be accommodated. Infrastructure Delivery Plan Enfield Council 59
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4.1.39 In total, an additional 9 forms of entry will be required by 2016/17 to accommodate the number of primary school pupils coming through the system. This will be addressed through the provision of a further 3 forms of entry at Edmonton County School and a new 6 form entry school. At the time of writing, accommodation for the additional 3 forms of entry referred to in paragraph 4.1.24 has still to be identified. It is important to note that while admission numbers for secondary schools are expressed in multiples of 30, i.e 1 form of entry, teaching groups are often arranged in smaller groups as space and curriculum needs dictate.
Year Year 7 Year 7 Surplus/Deficit 11 – 16 11 – 16
Numbers Capacity* Numbers Capacity*
(30) 2009/10 3,754 3859 105 18,439 19,235
2010/11 3,697 3,859 162 18,426 19,355
2011/12 3,739 3,859 120 18,503 19,420 (31) 2012/13 3,689 3844 155 18,546 19,405 (32) 2013/14 3,783 3854 71 18,466 19,415 (33) 2014/15 3,859 3944 85 18,646 19,505 (34) 2015/16 4,027 4124 97 18,841 19,775
2016/17 4,122 4,124 2 19,345 20,045
2017/18 4,286 4,124 -162 19,711 20,315
2018/19 4,369 4,124 -245 20,296 20,495
Table 4.6 Secondary School Pupil Projections
4.1.40 The above table indicates that there will be a shortfall in secondary pupil places from 2014/15 onwards if the expansion of Edmonton County and provision of a new 6 form entry secondary school do not proceed.
4.1.41 In terms of travel distances, the DCSF recommends a radius of 3 miles travel distance from home to secondary school, however, this is not a statutory requirement. Therefore, it is not uncommon for travel distances to exceed this, particularly where public transport links are good, where children chose to travel to a particular school, and where children are from out of the Borough.
Phasing And Programming
4.1.42 The Infrastructure Schedule, tables A.15 - A.21 highlight the secondary school infrastructure required to accommodate the levels of growth proposed within the Core Strategy.
Future Secondary Education Provision to Accommodate Borough Wide Growth Projections
4.1.43 On the basis of current pupil projections an additional 9 forms of entry for secondary education will be required by 2016/17 to accommodate Borough wide growth.
4.1.44 The provision of additional pupil places is to be via the permanent expansion of existing schools and the building of a new school. Enfield’s pupil place planning process indicates that it is the Edmonton area that additional places will be required in the future. Tables A.15 and A.16 of the Schedule illustrate how this will be addressed.
30 Includes reduction in the admission number at Oasis Academy Hadley to 240 31 Includes reduction in the admission number at Gladys Aylward (-15) 32 Includes increase in the admission number at Broomfield (+10) 33 Includes net gain of 3 FE at Edmonton County 34 Includes opening of a new 6 FE secondary school 60 Enfield Council Infrastructure Delivery Plan
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Future Secondary Provision to Improve Existing Facilities But Not Increase School Capacity
4.1.45 There are a number of proposals to improve existing secondary school facilities, via the consolidation, or potential relocation of school premises, but which do not result in a net increase in the number of secondary school pupil places. These are illustrated on tables A.17 and A.18 of the accompanying schedule
Future Special Education Needs Provision
4.1.46 Within Enfield there is a need for a Pupil Referral Unit in the east of the Borough to replace facilities at Eldon Road and Bury Street. The provision of a Pupil Referral Unit seeks to replace and expand these facilities from 60 to 100 pupil places and is addressed in table A.19 of the accompanying Infrastructure Schedule.
4.1.47 Special School expansions are also proposed at Russet House and Waverley School to enable them to increase their respective pupil rolls from 77 to 84 and 110 to 117. These are also detailed in table A19.
Future Secondary School Provision within the Strategic Growth Areas
4.1.48 The growth proposed within each of the Strategic Growth Areas will generate a significant number of school children who will require a place in a Secondary School. It is anticipated using child yield calculations that Secondary Schools will be required to accommodate the levels of growth being proposed. These are detailed on tables A.20 and A.21 of the Schedule.
4.1.49 The DCSF indicates that a new 6 form entry secondary school should be a minimum of 6 acres in size, excluding playing fields. Sites for new schools identified in the medium term will need to be identified in the Area Action Plans. It is estimated at the time of writing that a new 6 form entry Secondary School will cost approximately £25 – 30m to build, this excludes land costs.
Location/School Potential Provision
Future Provision to Accommodate Boroughwide Growth Projections
Edmonton County Expansion from a 9 to 12 form entry school created on two existing campuses, each to operate as a 6 form entry school but with a single management structure and governing body
South or South East of the Borough Provision of a 6 form entry school
Future Special Education Needs Provision to Accommodate Boroughwide Growth Projections
Pupil Referral Unit Replacement of Bury Street and Eldon Road facilities to a new expanded facility in Ponders End.
Russet House Expansion
Waverley School Expansion
Future Provision to Improve Existing Facilities but not Increase School Capacity
Broomfield School Aspiration for an all age school
Oasis Academy Hadley Relocation of school
Gladys Aylward Remodel school to improve/renew facilities
Turin Grove Remodel school to improve/renew facilities
St Anne's School Consolidate school to the upper school site Infrastructure Delivery Plan Enfield Council 61
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Location/School Potential Provision
Future Provision Within the Strategic Growth Areas
North East Enfield Oasis Academy Hadley (as described above)
Central Leeside New 6 form entry school
North East Enfield, Enfield Town and North Circular Additional facilities may be required to accommodate growth
Table 4.7 Summary of Future Secondary School Provision
Funding Sources, Timescales And Responsibilities For Delivery
4.1.50 There are a number of funding sources that are used to fund school expansions or new build programmes. However, at present funding only looks forward to 2013.
Building Schools for the Future (BSF)
4.1.51 The Building Schools for the Future programme was launched by Central Government in February 2003. BSF is a national 15 year capital programme aimed at lifting educational attainment, through investment in new and existing secondary school buildings.
4.1.52 Enfield submitted its original expression of interest for BSF funding in December 2003, and submitted its “Readiness to Deliver” submission on 8 April 2008. The Borough was approved as a “Wave 6a” authority in June 2008, and entered the programme in January 2009. It is one of eight boroughs in the wave who will receive between £80m and £100m. The Strategy for Change was completed and delivered to Partnerships for Schools in September 2009.
4.1.53 Wave 6A - There are five initial projects that are to be implemented by 2014 as part of Wave 6a of the BSF Programme. Funding has been allocated to improve, remodel or expand the following schools:
Turin Grove completion of development works Edmonton County Relocation of the Pupil Referral Unit Broomfield School Gladys Aylward School
4.1.54 The funding has not been broken down for each school, but will be allocated to support the proposal for Enfield's Transformational Learning as submitted in the BSF Strategy for Change.
4.1.55 Future Waves - Enfield submitted Expressions of Interest for future BSF projects to Partnerships for Schools (PfS) in November 2008. In March 2009, PfS announced its prioritisation for Waves 7 – 15. Enfield’s follow on project was ranked 2nd out of 95 local authorities. After Financial Close on the initial schemes, a new Readiness to Deliver will be submitted for follow on projects.
Council’s Capital Programme
4.1.56 The Council’s Capital programme is used to finance the purchase of land on which to site a new school. At the time of writing the Council’s capital funding resources are concentrated on primary schools and there is no money available to supplement the BSF fund. Unavoidable capital costs are being submitted as part of the 2010/11 Capital budget process.
Academies Funding
4.1.57 Academies are funded by Central Government through the DCSF. There are three types of funding for Academies: 62 Enfield Council Infrastructure Delivery Plan
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Initial grants for the revenue costs of feasibility planning and the implementation of plans to establish an Academy. Feasibility and implementation grants will cover all costs of preparing for an Academy. Capital grant for buildings. In general, academy buildings are procured through Partnerships for Schools (PfS) and local authorities. For local authorities in BSF new academies are procured through the BSF programme. Funding for running costs once the Academy is open. Each Academy receives a General Annual Grant from the Secretary of State to meet its normal running costs. This is calculated on the basis of the funding formula of the Local Authority in which it is situated. Funding Academies on a comparable basis to other schools ensures that progress can be directly compared to other schools in the same areas and circumstances.
4.1.58 Within the Borough there exist two Academies, the Oasis Academy Enfield which opened in September 2007, and Oasis Academy Hadley which opened in September 2009 following the closure of Albany School. Turin Grove and Gladys Aylward are due to become Academies in September 2010.
Private Finance Initiative
4.1.59 Four projects have been funded to date via Private Finance Initiative (PFI):
Highlands School opened in 2000 Rebuilding of Lea Valley High School Rebuilding Tottenhall Infants School Starks Field Primary School opened 2004
4.1.60 Private Finance Initiative (PFI) requires private sector consortia to raise private finance to fund the project, which must involve the investment in assets, and the long term delivery (usually 10 years) of services to the public sector. There is an expectation from Partnership for Schools that parts of the BSF programme will be funded through PFI, although this is subject to further negotiation.
Section 106
4.1.61 Section 106 developer contributions are also used to fund education needs arising from a proposed development.
Identified Risks And Contingencies
4.1.62 Insufficient levels of funding could hamper the school expansion programme. Individual school expansion schemes can only therefore be allowed to progress by the Council once funding has become secure.
Identified Deficits
4.1.63 Funding arrangements for new secondary schools, proposed within the medium term, are still to be determined.
FURTHER AND HIGHER EDUCATION
Review Of Existing Provision and Assessing Future Needs
4.1.64 There are three further education colleges which have campuses within the Borough: Southgate College, The College of Haringey, Enfield and North East London, and Capel Manor College. Middlesex University also has campuses located within the Borough. Infrastructure Delivery Plan Enfield Council 63
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Southgate College
4.1.65 The college plans to redevelop its Southgate main campus, currently located either side of the High Street by consolidating the college onto one site. The College made a bid for £80m of Learning and Skills Council (LSC) funding to finance the build, however the LSC had over committed itself in relation to the overall capital programme and had now called a moratorium on the consideration of all projects that had not received an Application in Detail and had effectively started building . This effectively means that even if the planning application for Southgate College is approved, redevelopment of the site will be delayed until funding becomes available.
College of Haringey, Enfield and North East London
4.1.66 The Colleges of Haringey, Enfield, and North East London merged in August 2009. The College has a number of development aspirations, but due to the lack of LSC funding has no immediate plans. Despite this, the College has aspirations for its Enfield campus; a) with the possible redevelopment of the frontage of the Hertford Road site to include a potential co-location with the Primary Care Trust, and b) redevelopment/refurbishment of some of the existing buildings on site. The College will be preparing a revised property strategy over the next six months that will project forward 10 years, including potential funding sources to finance identified proposals.
Capel Manor College
4.1.67 Capel Manor College is a specialist land based further education college, which has its head office at Bullsmoor Lane, in the north of the Borough, a farm at Forty Hall, and ancillary sites outside of the Borough at Regent's Park, Gunnersbury Park, Crystal Palace park and Barking College. As part of its overall development plans the College is currently proposing to upgrade the quality and appearance of its facilities at Bullsmoor Lane. The intention is to relocate and consolidate a number of activities spread across the estate to the north east corner of the site, including the refocusing of existing animal enclosures currently spread across the site to create a small animal zoo.
4.1.68 The project is envisaged to be delivered in 3 phases: phase 1 would include the development of animal care facilities and a small animal zoo; phase 2 would involve the development of a consolidated arboricultural workshop; phase 3 would involve the re-planning of the existing Hessayon visitors centre, followed by the southern extension of the existing 'Duchess of Devonshire' building on the site. In total, the proposed new facilities would increase the College's capacity in Enfield from the equivalent of 1,140 full time students to 1,240.
4.1.69 At the time of writing details have been submitted for pre-planning application advice and, subject to a suitable scheme being agreed, it is envisaged that phase 1 of the project could commence later in 2010 and to be completed to open for the 2011 / 2012 academic year and will be funded from college reserves, loans and donations. Further details of the development plans are included in Table A.22 of the accompanying schedule.
Middlesex University
4.1.70 Middlesex University has two campuses located within the Borough, one at Cat Hill and another at Trent Park. The University's main campus is based at Hendon, within the London Borough of Barnet. The University is seeking to consolidate its facilities and recently vacated its campus at Ponders End, in 2008. The University has advised that it intends to relocate its Cat Hill and Trent Park campuses to its main Hendon site over the next few years, the relocation of the Cat Hill site is scheduled for the summer of 2011, and the relocation of the Trent Park site will follow as soon as practicable, possibly by 2014. 64 Enfield Council Infrastructure Delivery Plan
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4.2 Health Care
PRIMARY HEALTH CARE
Review of Existing Provision and Assessing Future Needs
4.2.1 Primary care is the provision of basic health care and is usually the place where a patient first makes contact with the health service. Primary care professionals facilitate the delivery of patient treatment and care, providing the link between the patient and other services, including hospitals and mental health and social care.
4.2.2 An increase and change in the composition of Enfield’s population will impact on future health care requirements across the Borough. The greatest population growth is expected in the south and east of the Borough, where existing problems of economic deprivation and social inequality are greatest. It will be an ageing population, with the fastest growing age bands over the next ten years predicted to be people aged 50-54 years followed by those aged 45-49 years, while there will continue to be an above average number of children and young people. The profile of health needs in the population will change with an 8% increase in those aged 45-64, and it is from their mid 40s that people most often begin to develop long term conditions such as diabetes, heart disease and cancer.
4.2.3 Life expectancy varies across Enfield’s wards, with a gap of 4.9 years life expectancy between the fifth of wards with the highest life expectancy and the fifth with the lowest.
4.2.4 The current primary care model is predominantly made up of small single or two-handed GP practices, with 63 existing practices housed within 53 premises in the Borough of Enfield, the spatial distribution of which is illustrated in Figure 4.3. The Enfield Primary Care Trust (PCT) believe the existing model is unable to support the level of access and service integration people want and need, or provide the best health outcomes.
4.2.5 In addition, advances in medical technologies and clinical skills have changed the way health care services are provided in the UK. Modern primary care services are increasingly provided by a wider team of practitioners - general practitioners (GPs), nurses, health visitors, therapists, pharmacists, dentists and optometrists. Many services traditionally provided only in hospitals are now delivered within primary care settings, providing opportunities to develop integrated services that can support health improvement plans, including diagnostics and rehabilitation facilities.
Phasing And Programming
Future Provision
4.2.6 The PCT draft Primary Care Strategy (June 2009) aims to meet the needs of the changing population and achieve a world class primary health care system. To achieve these aims the PCT plans to develop “Integrated Service Networks", based across four localities within Enfield. The proposed new integrated services model of care, which is sometimes referred to as a "poly system", will be based around a "hub and spoke approach" will be delivered from a mix of larger, modern facilities comprising:
Modern GP Practices (MGPP) Neighbourhood Health Centres (NHC) or poly clinics, each of which will incorporate open access GP Walk-in Centres (WiCs) Urgent Care Centres (UCC), co-located at local hospital sites Infrastructure Delivery Plan Enfield Council 65
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Figure 4.3 Existing GP Practice Premises
4.2.7 The proposal is to establish integrated primary care service networks within each of Enfield’s four Practice Based Commissioning (PBC) Localities: North East Enfield, Enfield Town, Southgate, and Edmonton. Overall there will be fewer buildings, but each will have increased capacity and will be open for longer hours with more staff. The preference is for facilities to be located in town centres to allow the users to make multi-purpose trips. Tables A.23 and A.24 of the accompanying Infrastructure Schedule provides details of the schemes proposed by the PCT.
Modern GP Practices
4.2.8 The British Medical Association (BMA) standard for the number of GP's required is 1 per 1800 people. The PCT currently commission family doctor services from 63 practices with 144 GP Principals and 76 salaried GP's and partners working across 53 sites within Enfield. A significant number (143) work part time. The existing number of GP's broadly meets the current NHS standard. However, the projected increase in population, taking account of the growth agenda, will result in a need for approximately 25 GP's, nurses and other primary care staff within the plan period.
4.2.9 Service provision is not uniform across Enfield. Improvements are needed in terms of access to services, quality and quantity of infrastructure provision and to meet the differing health needs of the Borough's diverse population. Fig 4.4 Shows the PCT programme for new GP practices planned for completion to 2013. 66 Enfield Council Infrastructure Delivery Plan
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4.2.10 Typically, new GP practices commissioned by the PCT will support a minimum registered list size of 10,000 patients. The PCT will only commission and invest in new large GP practice developments to provide high quality care, delivered from modern, fit for purpose premises, with some providing access to walk-in services. An approximate size of 850m2 would be needed for these “spoke” facilities.
4.2.11 The PCT has not set out a specific plan for the future development of every individual GP practice in Enfield, but instead is supporting GPs to take the lead in developing local plans for modernising practice premises.
4.2.12 Over time Enfield will see a reduction in the number of small practice sites as these are steadily replaced by larger, fit for purpose premises. A number of plans for larger premises developments have already been approved by the PCT and the necessary funding set aside for when these initial schemes are completed.
4.2.13 The exact phasing and timing of each development will depend on the availability of sites, planning consent, equalities impact assessment and the outcome of local consultation. The PCT expects to have completed at least four new, major primary care premises developments by 2013. These are detailed on table A.23 of the accompanying IDP Schedule.
Figure 4.4 New GP Practices Developments Planned for Completion by 2013 Infrastructure Delivery Plan Enfield Council 67
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Neighbourhood Health Centres
4.2.14 Neighbourhood Health Centres (NHCs), sometimes described as polyclinics, will form the “hubs” for each of Enfield’s four Practice Based Commissioning (PBC) localities, with the Edmonton centre split onto two sites. Each hub will serve 20,000 – 25,000 patients, but with the provision of additional facilities for patients referred from the “spoke” GP surgeries, there would be a capacity of around 50,000. Such a facility will have a floor space requirement of approximately 2,000 - 3,000m2.
4.2.15 NHCs will provide a base for facilitating greater services integration and will form a central element of a local network of integrated and specialist community services provided at the NHC. The NHCs will enable delivery of extended healthcare services within each of the localities and are intended to develop as a valued community resource. Over time each NHC will develop in response to the identified needs of its specific local population.
4.2.16 The NHCs will need to be developed within modern, purpose-built premises with the flexibility to adapt to meet changing clinical and healthcare needs. These centres will ideally be situated at locations with excellent public transport links and convenient access to public facilities such as libraries, retail shops and leisure facilities.
4.2.17 It is proposed to develop the Edmonton NHC across two existing premises sites, at the Forest Primary Care Centre in Upper Edmonton and at the Evergreen Health Centre in Edmonton Green. Since both of the sites have modern purpose-built premises situated within less than a mile of each other, these buildings provide an opportunity for the development of Enfield’s first NHC during the financial year 2009/10.
4.2.18 The 3 other proposed NHCs for North East Enfield, Enfield Town and south west Enfield will be developed in the coming years. Although the PCT and their clinical leaders have undertaken some initial planning work in each of these localities, no specific sites have been identified and the PCT will make use of real estates opportunities that arise. Proposals for NHCs are detailed on Tables A.24 to A.26 of the Infrastructure Schedule
4.2.19 The PCT will work with local GP practices and patients in deciding the best locations for new NHCs in other localities. The precise phasing and timing of the NHC developments in these localities will depend on a variety of factors, including the availability of suitable premises, appropriate planning permission, equalities impact assessment and the outcome of local consultation.
4.2.20 NHC's will provide extended opening hours from 8am-8pm, 7 days a week. The WiCs will offer walk-in services and bookable appointments with GPs to both registered and unregistered patients. There are further locations within the Borough where the provision of WiCs would enhance access to primary care. The Enfield Lock area is likely to see substantial new residential development in the coming years, and the PCT therefore has plans in place for the development of a MGPP which could also include a WiC. This service will be provided from new modern purpose-built premises, co-located with a Children’s Centre. This development is timetabled for completion in 2012.
4.2.21 The PCT is considering whether the area around Arnos Grove could benefit from extended open access GP services, including exploring the potential of the existing Bowes Road practice. As this area borders with Barnet, a joint planning group has been set up with Barnet PCT to explore the potential for a joint initiative to improve access to services for the patients within this area.
Urgent Care Centres
4.2.22 As part of a Barnet, Enfield and Haringey (BEH) Clinical Strategy, the PCT is planning to develop provision of two urgent care services. One centre is expected to be located on the Chase Farm Hospital site with the other co-located with the A&E at North Middlesex University Hospital. The PCT has consulted on these proposals and is currently developing detailed implementation plans with local clinicians from primary and secondary care, and expects these services to be in place by 2013. Proposals are detailed on Table A.23 of the accompanying Schedule. 68 Enfield Council Infrastructure Delivery Plan
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Future Primary Care Provision Within the AAP and Place Shaping Priority Areas
4.2.23 The table below highlights schemes identified in the Core Strategy that are proposed by the PCT within the Area Action Plan/Place Shaping Priority areas. Further details of these and other schemes proposed borough wide are detailed in the Infrastructure Schedule.
IDP Timeframe Location Scheme
(35) Years 0 - 5 Edmonton Masterplan area Edmonton Green & Forest Road health centres. Improvements to 2010/11 - 2014/15 facilities to create a Neighbourhood Health Centre
North East Enfield Area AAP - Potential expansion of Eagle House surgery
- Neighbourhood Health Centre in Ponders End
- Modern GP Practice facility Ponders End High Street
- Modern GP Practice at Innova Park
North Circular Area AAP Arnos Grove potential for a Modern GP Practice
Years 6 - 10 Enfield Town AAP Neighbourhood Health Centre 2015/16 - 2019/20
Years 11 - 15 Central Leeside AAP Modern GP Practice facility at Meridian Water. 2020/21 - 2024/25
Table 4.8 PCT Proposals Within the Area Action Plan and Place Shaping Priority Areas
Funding Sources, Timescales and Responsibilities for Delivery
4.2.24 The NHS budget for Enfield is held by the Enfield Primary Care Trust (PCT), which funds the network of Primary Care in the Borough.
4.2.25 Ongoing, or “revenue” spending, is provided by Enfield PCT. PCT funding is linked to the Government’s Comprehensive Spending Review and is secured for the next two years. Following the Corporate Spending Review, the PCT will have in place a 5-year plan for finances. £10,000,000 is planned to fund new services and rent for 2007/8-2011/12. This funding will meet the additional rental cost of the new and upgraded facilities. The timing of the spend is subject to the opportunities for new locations as they become available.
4.2.26 To meet capital development requirements for developing the primary care premises, the PCT has a number of procurement routes. The available procurement options are as follows:
1. LIFT (Local Improvement Finance Trust): The PCT has already delivered facilities using the existing LIFT Co arrangements and will continue to consider this route as a development solution. 2. Co-location with LBE Services: The London Borough of Enfield is planning a number of capital developments, for example Building Schools for the Future and the PCT will continue to work closely with partners to explore all such opportunities for co-location. 3. Other 3rd party developer: examples include Housing Associations, private developers. 4. Capital Allocations: The PCT intends to actively bid for any monies available from NHS London / Department of Health to fund new and improved premises when they become available.
4.2.27 Since the PCT must approve proposals by GPs in order for them to pay the market rent, proposals are unlikely to go forward if the PCT is not supportive.
4.2.28 For facilities provided through the LIFT, LIFT will arrange the financing. The PCT will then pay rent to LIFT as part of a 25 year exclusivity agreement.
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DENTISTS
4.2.29 In 2009 there were 45 dental practices operating in the Borough. Changes to dentistry services will be driven by the future plans for Enfield’s dentists that the Enfield PCT will publish in 2010.
ACUTE HEALTH CARE
4.2.30 The Borough has two hospitals dealing with acute health care needs: North Middlesex Hospital in the south east of the Borough, and Chase Farm Hospital in the north west of the Borough. Barnet Hospital also provides acute care for Enfield residents. The Council supports the continued use of these sites for appropriate health provision. Proposals for acute health care are detailed in Table A.23.
North Middlesex
4.2.31 The North Middlesex Hospital is undergoing redevelopment that will replace approximately half of the existing buildings on the hospital site and provide state-of-the-art facilities for accident and emergency services, diagnostics, inpatients and operating theatres.
4.2.32 The new building will provide:
An Emergency Care Centre; An Acute and Critical Care Centre; A Diagnostic and Treatment Centre.
4.2.33 The new building, which has a construction cost of £118 million, should be completed and fully operational by 2010. Landscaping, road improvements and other work outside the building will be completed in 2011.
4.2.34 A Private Finance Initiative (PFI) has been used to design, build, finance and maintain the new hospital premises. The full business case for the new development was approved by the Minister of Health on the 27th July 2007.
4.2.35 In addition to the new hospital which will open in May/June 2010, the North Middlesex University Hospital NHS Trust are engaged in supporting the BEH Clinical Strategy. The effect of this on the North Middlesex Hospital site is a phased development with the first phase being the development of a two storey building to the north of the site on the location of where currently the Learning Centre and Library sit. This building will have the future potential of increasing to six storeys in total for other inpatient beds.
4.2.36 The initial two storey building will include a new Consultant Led Delivery Suite with 18 delivery beds, two new Theatres, Recovery area and a High Dependency Unit. This will be linked to the Tower and Podium via the Neonatal Intensive Care Unit and Special Care Baby Unit which will increase by 8 beds. This will be followed by a redevelopment and refurbishment of the Tower and Podium first floor to create a Midwifery Led Birthing Unit and an enhanced Outpatient Department for Ante-Natal and Gynaecology.
4.2.37 The Trust are continuing, as part of the PFI project, with the external works which will see the demolition of a considerable amount of old stock buildings to the east of the site and the re-provision of additional car parking to support the additional activity through the Women's & Children's project.
4.2.38 The Trust are planning to provide for the additional inpatient beds and activity through Accident & Emergency as predicted within the BEH Clinical Strategy business case and this will see an increase, including the Women's & Children's beds, to 178 acute beds in total. These works will continue into the early part of 2012 and will encompass a number of changes with regard to access, public transport and utilisation of various buildings throughout the site. 70 Enfield Council Infrastructure Delivery Plan
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Chase Farm
4.2.39 Chase Farm hospital is managed by Barnet and Chase Farm Hospital Trust. Barnet Hospital currently has 454 acute beds and Chase Farm Hospital has 488 acute beds. Changes are being planned to the acute health care services offered at the Chase Farm site. The changes are part of a £100 million investment across health services in Barnet, Enfield and Haringey, which will go into expanding the Barnet & North Middlesex Hospital buildings to accommodate additional capacity, as well as rebuilding and refurbishing parts of Chase Farm Hospital, while transferring some services off the Chase Farm site.
4.2.40 At the Chase Farm site, along with inpatient planned care, there will be a consultant led Urgent Care Centre, operating at Chase Farm at least 12 hours a day along with a Midwife-led Birthing Unit, a Paediatric Assessment Unit and an Older People's Assessment Unit.
4.2.41 Some A&E services, consultant-led maternity services and inpatient children's services will be relocated to Barnet Hospital and North Middlesex University Hospital.
4.2.42 Transfer of Women's and Children's inpatient services from Chase Farm Hospital will take place once the Barnet, Enfield and Haringey PCTs are satisfied that there is adequate capacity at Barnet Hospital and North Middlesex University Hospital.
4.2.43 Changes to A&E services at Chase Farm Hospital will take place when the PCTs are satisfied that there is capacity at Barnet Hospital and North Middlesex University Hospital and also that community and primary care services would be able to accommodate changes in patient flows. 4.3 Social Care
HEALTH & ADULT SOCIAL CARE SERVICES
Review of Existing Provision and Assessing Future Needs
4.3.1 The Council's Health & Adult Social Care Department provides information and social care services for people aged over 18 whose assessed needs and associated risks to their independence mean that they are eligible for Council funded social care services.
The Transformation Agenda
4.3.2 “Our health, Our care, Our say’ confirmed that people want support when they need it, and they expect it quickly, easily and in a way that fits into their lives. They want adult social care services to consider their needs with a greater focus on preventative approaches to promote independence and wellbeing. To make this happen the social care sector has developed a shared vision: personalisation, including the strategic shift towards early intervention and prevention which will be the cornerstone of public services. This means that every person who receives support, whether provided by statutory services or funded by themselves will be empowered to shape their own lives and the services that they receive in all care settings. Local authorities, government departments and partners from the independent, voluntary and community organisations will all play a vital role in transforming social care services, taking into account housing, benefits, leisure, transport and health needs(36).
4.3.3 To truly deliver this vision of personalised services for all, the Council must work closely with the Enfield Primary Care Trust (PCT), private, and third sector organisations to develop flexible, universal services in accessible and inclusive communities.
36 http://www.dh.gov.uk/en/SocialCare/Socialcarereform/Personalisation/index.htm Infrastructure Delivery Plan Enfield Council 71
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4.3.4 Accessible office accommodation and community space should be expanded and developed to ensure the availability of quality accommodation options for voluntary and community organisations to run valuable services, including day services and drop-ins. There may also be infrastructure requirements associated with the delivery of Home Based Support Services in Enfield. Home Based Support Services are currently being tendered with the view to locality base contracted providers across eight key areas of the borough.
4.3.5 The programmed development of 'poly systems' (see paragraph 4.2.6 of this document), provides a real opportunity to strategically develop joint services and integrate primary care and social care services within the Borough. Assessment, care management and therapeutic services for social care client groups could feasibly be co-located with Neighbourhood Health Centre to provide accessible, inclusive services. Health & Adult Social Care shall work closely with the PCT to explore and develop opportunities in Enfield Town, North East Enfield and Southgate.
4.3.6 Key Health & Adult Social Care priorities are set out in Enfield’s Joint Strategic Needs Assessment (JSNA)(37), and further detailed in the emerging Health & Adult Social Care commissioning strategies. Development must reflect these priorities to ensure Enfield Council deliver local services that meet the changing demands of local people.
Supporting Adults with Physical Disabilities
4.3.7 The number of people predicted to have a moderate or serious physical disability is projected to increase by 2,052 by 2030 to 19,413. The number of people requiring personal care due to their disability will also increase, and service capacity must change to reflect this.
4.3.8 There is predicted to be only a slight increase in the number of people aged 18-64 with a serious visual impairment living in Enfield, however by 2030 there will be a marked increase in the number of people predicted to have a moderate or severe hearing impairment.
4.3.9 Enfield currently has a sufficient supply of residential care home provision to meet the needs of adults with physical disabilities. The number of people requiring residential and nursing care, purchased or provided by the Borough, is predicted to remain relatively low and stable, as increasingly people with a physical disability or sensory impairment are helped to live at home.
2009 2015 2020 2025 2030
Total population aged 18-64 with a physical or sensory disability 873 888 900 913 921 helped to live at home projected to 2030
Total population aged 18-64 with a physical or sensory supported 50 51 52 53 53 by social care in residential or nursing care homes projected to 2030
Table 4.9 Adults with Physical or Sensory Disabilities (Data Source: PANSI)
4.3.10 Table A.28 of the Infrastructure Schedule highlights service developments that are currently programmed for adults with physical disabilities. In addition to this Health and Adult Social Care are:
Developing wheelchair accessible accommodation to provide rehabilitation and/or respite services for people with physical disabilities. Developing 'move on' accommodation options for people with physical disabilities on supported living schemes. Exploring the demand for supported accommodation options for older people with a physical disability.
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Exploring demand for home ownership options for people with disabilities. Enfield is working with the Boroughs of Haringey, Barnet and Westminster on a funding bid to pilot shared ownership for people with long term disabilities Exploring the demand for transitional supported accommodation for young adults with disabilities. Exploring interest in the development support and care co-operatives. Working with other Council departments and developers to increase accessibility standards for new build accommodation.
Supporting Older People
4.3.11 Enfield has an over 65 population which is predicted to remain stable over the next few years then to rise significantly in the long term. It is predicted that there will be a particular rise in the ‘oldest old’, leading to the increased demand of health and social care support, in addition to an increase in the number of ‘new old’. This presents a challenge of providing more responsive preventative services, whilst improving the range of care and support services provided to an increasing 85+ population.
4.3.12 The population of Enfield aged 65+ is a projected to increase by 41% by 2030. The largest increase will be in the 65-69 bracket (56% increase). The population of older people aged 65 years and over as a proportion of the local population will also slightly increase.
4.3.13 The number of people aged 65 years and over, unable to self care will also increase, from 12,927 (2009) to 18,045 (2030).
4.3.14 The number of people aged 65+ in some black and minority ethnic communities is set to double in the next 10 years. In addition, there is an increased demand for care and support for those older people from these communities who can experience an earlier onset of chronic diseases such as coronary heart disease, stroke and diabetes.
4.3.15 In 2030, 19,374 people are predicted to be living alone compared to 14,192 in 2009. Though this is a 36.5% increase in the number of people predicted to be living alone, as a percentage of the projected population this is actually a slight decrease in the proportion of the projected population living alone. In 2009, it is predicted that 37% of the total 65+ population lives alone compared to 36% of the total 65+ population in 2030.
2009 2015 2020 2025 2030
Total population aged 65 and over living in a 1,026 1,113 1,217 1,386 1,537 care home with or without nursing
Table 4.10 Numbers of Population Aged 65 and Over, in Five Year Age Bands, Living in a Care Home, Projected to 2030 (Data Source: POPPI)
4.3.16 It is projected that 511 more people aged 65+ will be in a care home in Enfield by 2030. The 2009 population projection of people living in a care home is 2.7% of the total population. By 2030 it is projected that 2.9% of the total 65+ Enfield population will be living in a care home. Health & Adult Social Care services will work with partners to minimise this predicted increase by developing an attractive range of alternative independent living options for older people that facilitate independence, choice and control.
4.3.17 The Borough has over 1500 residential care beds registered with Care Quality Commission CQC (correct Feb 2010). There is sufficient existing supply of residential care provision in the Borough to meet demand, however, the Council must work closely with existing providers to monitor quality and develop specialist provision in line with need. Infrastructure Delivery Plan Enfield Council 73
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Health Projections for Older People
4.3.18 In 2008/09 3351 people within Enfield PCT were on the Stroke or TIA (Transient Ischaemic Attack) register which is a 1.1% prevalence of these conditions(38). Enfield has the 8th highest prevalence rate for stroke or TIA in London. It is predicted that from 2009 to 2030 there will be an additional 387 people with a longstanding health condition caused by stroke.
4.3.19 It is predicted that from 2009 to 2030 there will be an additional 3807 people with a Body Mass Index of 30 or more. Though this is a 38.5% increase in the number of people predicted to be obese by 2030, as a percentage of the projected population this is actually a slight decrease in the proportion of the projected population with a BMI of 30 or more. In 2009 it is estimated that 26% of the total 65+population has a BMI of 30 or more compared to 25.6% of the total 65+ population in 2030. It is predicted that from 2009 to 2030 there will be an additional 780 people with a longstanding health condition caused by a heart attack.
Late-Onset Dementia
4.3.20 The number of people with late-onset dementia in 2007 was 2706. This is a prevalence rate of 7.3% for Enfield which is the same as the London average. Enfield PCT has the 8th highest percentage of people aged 65+ and the 5th highest number of people with late-onset dementia in London.
4.3.21 Though it is estimated that 2769 people have dementia in 2007 only 905 were registered with a GP as having dementia. This means that approximately two thirds of people in Enfield with dementia have not been registered as such with their GP. It is likely that the majority of these people have mild dementia. This number of people in Enfield on the GP dementia register in 2008 has risen slightly to 922. Of the 922 patients on the dementia register, 850 were eligible for review. 677 of these patients had their care reviewed in the previous 15 months(39). This gives Enfield a performance of 79.6% which is similar to the London average of 79.7%.
4.3.22 Of the 2706 estimated prevalence of people with late-onset dementia in 2007 it is estimated that 1480 have mild dementia, 874 with moderate dementia and 351 with severe dementia(40). This is a split of 54.7% mild, 32.3% moderate and 13% severe. It is predicted that from 2009 to 2030 there will be an additional 1200 people with dementia.
4.3.23 The impact on health and adult care services including accommodation based services will be significant and the Council must shape future services to meet specialist demand.
4.3.24 Table A.29 of the Infrastructure Schedule provides information on capital schemes currently programmed to meet the needs of older people. Further infrastructure requirements will be documented within the emerging portfolio of joint commissioning strategies for older people, which will include a strategy for dementia, end of life care, intermediate care, prevention and strokes. All accommodation requirements shall be outlined in the emerging H&ASC Accommodation Strategy.
Supporting Adults with Learning Disabilities
4.3.25 Population estimates indicate that by 2030, there will be 4,725 people with a learning disability in Enfield. Although the number of younger adults with a learning disability is set to remain fairly stable or reduce, the number of people aged between 45 and 64 is set to increase from 1559 (2009) to 1690 (2030).
4.3.26 Similar increases are forecast in the number of people aged 18-64 predicted to have a moderate or severe learning disability and therefore likely to require services.
38 This information is taken from the 2008/09 QoF and is all ages. The prevalence rate is calculated by the number of people on the register divided by the number of people registered with a GP. 39 2008/09 QoF 40 Healthcare for London Dementia Needs Assessment 74 Enfield Council Infrastructure Delivery Plan
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4.3.27 The number of people aged 18-64 predicted to have autistic spectrum disorders is also predicted to increase by 2030, to 1,929. There is a marked increase in the number of older adults aged between 55-64 predicted to have autistic spectrum disorders (from 280 in 2009 to 377 in 2030). When applying these figures it should be noted that many adults have an autistic spectrum disorder function at a high level and therefore may not require or be eligible to receive services funded by health and adult social care services.
4.3.28 The total population aged 65 plus with a learning disability is also predicted to increase from 781 in 2008 to 981 in 2025, and the number of people aged 65 years plus predicted to have a moderate or severe learning disability (and therefore likely to be in receipt of health and social care services) is anticipated to increase from 105 in 2008 to 131 in 2025.
4.3.29 There is a substantial amount of residential care home provision in the Borough for people with learning disabilities and figures verify that supply currently exceeds local demand. Health & Adult Social Care will work closely with planning services to monitor new development and ensure that supply is aligned with the needs of local people.
4.3.30 Table A.31 of the Infrastructure Schedule details projects currently programmed to meet the needs of people with learning disabilities. To ensure the future needs of adults with learning disabilities are met, Health & Adult Social Care services will also:
Explore need for Extra Care accommodation for older people with learning disabilities. To be covered in the Accommodation Strategy. Work with existing service users who have learning disabilities to develop move-on accommodation options. Explore the need for culturally specific accommodation services for adults with a learning disability. Develop home ownership options for adults with learning disabilities. Ensure that new community development incorporates good facilities for people with learning disabilities, including those with complex needs and behaviours, which will increase opportunities for community integration including the development of safe and accessible toileting and changing facilities around public services and spaces and clear signage, including pictorial signage for public services.
4.3.31 All future accommodation requirements shall be outlined in the emerging H&ASC Accommodation Strategy.
Supporting People with Mental Health Needs
4.3.32 It is estimated that by 2030, 46,168 people aged 18-64 will have a mental health problem in Enfield, broken down into the following categories:
2009 2015 2020 2025 2030
People aged 18-64 predicted to have depression 4,663 4,745 4,805 4,872 4,915
People aged 18-64 predicted to have a neurotic 30,088 30,605 30.988 31,411 31,688 disorder
People aged 18-64 predicted to have a 8.037 8,191 8,301 8,427 8,503 personality disorder
People aged 18-64 predicted to have a psychotic 1,005 1,024 1,037 1,052 1,062 disorder
Table 4.11 People with Mental Health Needs
4.3.33 The majority of people with mental health needs are able to live at home in the community - but a small proportion of people are placed in residential or nursing care. In 2007/2008, Enfield Council mental health services supported 94 people in residential or nursing care. Infrastructure Delivery Plan Enfield Council 75
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4.3.34 The number of people aged between 18-64 with a mental health problem that are helped to live at home will gradually increase, and the number of people placed in residential care home settings is predicted to remain relatively stable.
4.3.35 There is a significant amount of residential care home development in Enfield, which is surplus to service requirement. Less than a third of CQC registered residential care homes for adults with mental health needs are used by Health & Adult Social Care services. Health and Adult Social Care services will work to contain future development in line with local need.
4.3.36 Table A.30 of the Infrastructure Schedule details current capital schemes that seek to meet the needs of adults with mental health problems. In addition, there is a need to:
Commission a supported accommodation service for people from medium secure in-patient services. Commission a supported accommodation service for people with mental ill illness whose needs are increased due to substance addiction. Commission a supported accommodation service which meets the needs of Enfield’s BME population. Commission supported accommodation for individuals who fall within the autistic spectrum.
Drug & Alcohol Services
4.3.37 The total population aged 18-64 predicted to have a moderate to severe alcohol dependence is predicted to increase from 7,300 in 2009 to 7,746 in 2030.
4.3.38 The total population aged 18-64 predicted to be independent on illicit drugs is predicted to increase from 6,845 in 2009 to 7,259 in 2030.
4.3.39 Services for adults with health and social care needs shall be developed to meet the requirements of this increasing population.
Supporting Carers
4.3.40 Enfield Council provided support to 680 carers aged 65+ in 2008/09. This was above the London average of 446. Enfield was the 7th highest performing Local Authority in London in this area. There are currently 29,000 carers in Enfield of which 11% identify themselves as being in poor health. The number of carers aged 65+ is estimated at 7,800, with half of them caring for someone over 75 years of age.
4.3.41 The role of carers in delivering support and care services to the vulnerable people of Enfield cannot be underestimated. There is a need to support carers and provide quality accommodation, including two bedroom accommodation with en-suite bathroom facilities, which is conducive to the provision of support and care within the home.
4.3.42 Table A.33 of the Infrastructure Schedule indicates the Council’s intentions to develop a Carer’s Centre. A site has now been identified in the Enfield Town area. In the future, the Council will also be looking for opportunities to locate outreach ‘hubs’, and will look to identify opportunities in the master planning of future projects, including the development of community hubs.
Supporting Young Vulnerable People
4.3.43 Table A.32 of the Infrastructure Schedule provides details of the proposals in the Ponders End area to meet the requirements of young vulnerable people in the Borough. The aim is to reduce homelessness and address the educational, personal and housing needs of the individuals. 76 Enfield Council Infrastructure Delivery Plan
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Supporting People
4.3.44 The Council's Supporting People Team have in place a 5 year strategy for delivering housing related support services to the people of Enfield. The strategy update, soon to be published, details the programme’s priorities for service delivery until 2011. Many of the priorities involve joint working with Health & Adult Social Care services and are documented in the supporting IDP schedule.
4.3.45 In line with the Transformation Agenda, Supporting People will increasingly consider the development of core and cluster accommodation models for most Supporting People client groups. Other priorities for Supporting People include:
expansion of supported accommodation services for young adults in transition increase in accommodation for young offenders or those at risk of offending expansion of supported accommodation for teenage mothers with high level needs increase in move-on accommodation
Summary of Adult Health and Social Care Need 2009 - 2030
4.3.46 Table 4.12 (below) provides a summary of the adult health and social care needs anticipated in the Borough up to 2030. Please note that the 2030 figures given are an estimate of future need and do not take account of the need arising from the Borough's growth agenda. A future revision of the Infrastructure Delivery Plan will take this into account once the Area Action Plans are further advanced.
2009 2030
Total population aged 18-64 with a physical or sensory disability helped to live at home 873 921
Total population aged 18-64 with a physical or sensory disability supported by social care in residential or nursing 50 53 care homes.
Total population aged 65 and over living in a care home with or without nursing 1,026 1,537
Total people aged 65 and over predicted to have dementia. 2,714 3,914
Total population aged 65 and over predicted to have a longstanding health condition caused by a stroke. 874 1,261
Total population aged 65 and over predicted to have a longstanding health condition caused by a heart attack. 1,859 2,639
Total population aged 18-64 predicted to have a learning disability. 4,461 4,725
Total population aged 18-64 predicted to have a mental disorder. 43,793 46,168
Total population aged 18 – 64 predicted to have moderate to severe alcohol dependence. 7,300 7,746
Total population aged 18-64 predicted to be dependent on illicit drugs. 6,845 7,259
Table 4.12 Summary of Adult Health and Social Care Need
Future Provision Within the Strategic Growth Areas
4.3.47 New housing in the four Place Shaping priority areas will increase the requirements for adult social care services, including home based support services, supported housing and community services. These requirements are still to be determined and will be developed in partnership with the Council’s Place Shaping team as part of the Area Action Plans and Masterplanning process for each respective area. Infrastructure Delivery Plan Enfield Council 77
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4.4 Children's Services
CHILDREN’S CENTRES
Review of Existing Provision and Assessing Future Needs
4.4.1 Enfield was given the target of delivering 24 children's centres by the Department of Children, Schools and Families (DCSF). The programme of building the children’s centres was completed at the end of 2009. The centres are intended as service hubs where children under five years old and their families can receive seamless integrated services and information.
4.4.2 Each children's centre will also have an outreach programme with targets to ensure hard to reach families can access the services on offer. As of April 2010 children's centres will be inspected by Ofsted to ensure the services they are delivering are meeting the needs of the community.
4.4.3 Children’s Services will use the housing projections for the Strategic Growth Areas to estimate the future change in requirements for their services. Factors driving the requirements will be the number and size of dwellings, as well as whether they are private, social rented or intermediate housing. 4.5 Community Services
COMMUNITY HALLS AND SPACES
Review of Existing Provision and Assessing Future Needs
4.5.1 A desk based study of community halls and spaces for hire has identified 110 Council registered sites, which contain approximately 250 halls and rooms available for hire in the Borough(41). Whilst it is recognised that there are likely to be more sites available for hire in the Borough, the data presented is that which has been registered through the Council’s local library information service. The registered sites consist of Council owned and operated premises, Council owned premises rented out to independent groups and independently owned premises, which are distributed throughout the Borough. Broken down by type of premises, they comprise:
27 faith and faith associated halls (including church associated halls, halls in other religious establishments, and community halls or centres associated with religious organisations though not necessarily in the same building); 5 function or banqueting rooms; 36 school sites (including school halls and classrooms for hire managed by the Council-run schools letting service); 7 community centres; 3 library community rooms (at Oakwood, Fore Street and Edmonton Green libraries); 4 sporting facility halls; 14 community halls (including 11 halls operated through Enfield Homes, the Council's arms length management organisation, 5 of which are managed by the Federation of Enfield Community Associations (FECA)); 2 training and business / conference centres; 3 hotel related halls; 6 leisure and culture related sites (such as theatres or arts centres); 1 youth centre related space (at Ponders End Youth Centre); and 2 sports / members clubs.
41 Source: Enfield Library Service Local Information Sheets 41a, b and c: Halls for Hire in Enfield. 78 Enfield Council Infrastructure Delivery Plan
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4.5.2 The data available suggests that the halls and rooms available range in size from large halls, which can accommodate up to 250 people, to smaller rooms, which can accommodate up to 8 people.
4.5.3 Whilst the Council does not have comprehensive costing data for all sites, Enfield Homes' guide to Community Halls and how to hire them lists costs of £18.50 per hour / £185 per day for commercial groups and organisations and £10 per hour / £100 per day for 'not for profit' activities established by or for residents. The Council's schools letting service has confirmed that the Governors of each school set the prices for the use of their premises, and as such, costs vary. However, a selective review of charges suggests that costs range from £10 per hour for smaller rooms and halls to £60 per hour for larger halls; prices also vary dependent on the day of the week, with weekends, and particularly Sundays, being the most expensive. Income generated from the hire of school space is reinvested to assist the upkeep and maintenance of the spaces that are let.
4.5.4 Further research is required to ascertain the level of usage, capacity, and demand for the meeting halls and spaces across the Borough before levels of future borough-wide demand can be determined. Similarly, the Council does not have borough-wide data for the age and condition of registered facilities, nor the level of user satisfaction. Conditions surveys undertaken in 2009 for Enfield Homes identified the need to carry out a range of refurbishment works to the community halls they manage, including Disability and Discrimination Act 1995 (DDA) compliance works, electrical upgrades and a range of other internal and external renewals and repairs. Evidence from FECA records suggests that the 5 community halls they manage are well used, with higher usage levels at halls that have been recently refurbished. Details from the Council's schools letting service suggest that the schools premises are regularly used, but that use can vary considerably from school to school and from day to day.
Future Community Hall Space to Accommodate Borough Wide Growth
4.5.5 Whilst it is recognised that further research is required before levels of future borough wide demand for community space can be determined, the Council recognises there will be opportunities to provide new and improved community space through the refurbishment of the Borough's schools, youth centres and community halls. In particular, the Councils' Building Schools for the Future programme will provide the opportunity to provide new flexible spaces that will be available for both the school and wider community.
4.5.6 Leading from the survey work undertaken for Enfield Homes, the Council is carrying out a range of refurbishment and construction works to 13 of its community halls over a 3 year period, up to 2012. The programme of works will be delivered in 3 phases and will improve heating and facilities at the halls as well as ensuring that they are DDA compliant. At the time of writing, the Council has completed phase 1 of the works, which has involved the refurbishment of Kempe Hall, Memorial Hall and St Hellier Hall. Phases 2 and 3 will deliver the refurbishment of the remaining 10 halls, and will include the major refurbishment of Boleyn Hall to bring it back into use to meet an identified demand for an additional community hall in the North East of the Borough. Further details of the programme of works are provided in Table A2.34 of the Infrastructure Schedule.
Future Community Hall Space Provision within the Strategic Growth Areas
4.5.7 Consultation on the Council's Area Action Plans, and the Council's Place Shaping Programme will provide the opportunity to identify demand for community space within the Strategic Growth Areas. For example, consultation on the North Circular Area Action Plan has identified potential demand for a new community / youth facility that would be generated as part of the redevelopment of the Ladderswood Estate, and the Council will explore this potential through its Place Shaping Programme (please see table A2.37 of the Infrastructure Schedule for details).
4.5.8 Similarly, the extensive public consultation undertaken as part of the Ponders End Framework for Change programme has identified a lack of space that could be used by community groups. In response, the Council is now exploring opportunities to provide community spaces to meet identified demand through the refurbishment of existing buildings and, where this is not possible, through the provision of new buildings. Infrastructure Delivery Plan Enfield Council 79
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Additional opportunities for community space are also likely to arise through the refurbishment of Ponders End Youth Centre and the development of the Oasis Hadley Academy. Details of new and refurbished community space provision within the Strategic Growth Areas will be included in revised editions of this Plan as they come forward.
PLACES OF WORSHIP
4.5.9 A desk based study of places of worship has identified that there are 99 places of worship in the Borough, which include:
81 Christianity based places of worship (including 27 Church of England, 10 Methodist, 7 Baptist, 7 Roman Catholic and 7 Evangelical); 5 Mosques (including 3 in Fore Street, Edmonton, 1 in Palmers Green and 1 in Ponders End); 5 Synagogues (including 3 Orthodox, 1 Liberal and 1 Reform); 3 Spiritualist churches; 3 Hindu temples / centres (2 in Edmonton and 1 in Palmers Green); 1 Sikh temple (in New Southgate); and 1 Buddhist Meditation Centre (in Edmonton).
4.5.10 In addition to the places of worship identified there are known to be additional congregations held in the Borough's community halls, schools and at a number of business units in the Borough. FECA have advised that there are high levels of demand from faith groups for the use of the 5 community halls that they manage, and the Council's schools letting service have advised that any spaces that are available on Sundays are let to faith groups. Other anecdotal evidence has indicated that many of the Borough's places of worship have a number of additional faith groups meeting within their premises. However, the exact number of faith groups that use these places and 'spaces' of worship is not currently known, and further research would be required to provide a more accurate picture of the level of demand for space, as well as satisfaction with current space arrangements, and worship space aspirations.
CEMETERIES AND CREMATORIA
4.5.11 Section 214 of the Local Government Act empowered councils to become burial authorities to provide and maintain cemeteries, either within or outside their defined boundaries. However, it should be noted that this is a power rather than a duty, and it is up to each individual authority to decide whether to exercise such power. Should a Council decide to become a burial authority, the nature of burial provision is regulated by the Local Authorities Cemeteries Order 1977 (as amended in 1986).
4.5.12 In 2000 the government convened a Select Committee Inquiry into cemeteries, the resulting report published in 2001 stated that the public should have access to local and affordable burial space. London Plan Policy 3D.19 requires that ‘DPD policies should ensure that provision is made for London’s burial needs, including the special needs of certain religious or cultural groups for whom burial is the only option. Provision should be based on the principal of proximity to local communities’.
Review of Existing Provision and Assessing Future Needs
4.5.13 The Council has 5 cemeteries across the Borough. They are at Edmonton, Lavender Hill, Strayfield Road, Southgate and Hertford Road.
4.5.14 There are other burial grounds within the Borough, but not under the Council's control. They are: Trent Park at Cockfosters (London Borough of Islington), Enfield Crematorium, including Enfield Lawn Cemetery (London Borough of Haringey), Tottenham Park Cemetery (private ownership), and three Jewish cemeteries (private ownership). 80 Enfield Council Infrastructure Delivery Plan
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4.5.15 There are 4 churches (St. Andrews, Christchurch, All Saints and St. James), which have closed burial grounds, but still have the facility to bury cremated remains within their grounds. There are also burial grounds in the neighbouring Boroughs of Broxbourne, Haringey and Barnet.
Availability of Council Managed Burial Space
4.5.16 The diminishing stock of new burial space in London has been recognised for some time, and this was highlighted in the London Planning Advisory Committee’s report entitled ‘Burial Space Needs for London’ (1997). Similarly, it is acknowledged that Enfield’s cemetery provision has been in decline for many years in terms of the amount of burial space and the range of burial options that it can offer.
4.5.17 Of the 5 cemeteries that the Council manages only Strayfield Road can provide 3,000 usable new burial spaces for 5-10 years, and approximately 700 of these spaces have been earmarked for Muslim burials.
4.5.18 Strayfield Road was chosen as an extension to the existing cemetery in Lavender Hill in 1980. As part of the planning consent that was granted to develop the cemetery a condition was imposed that the graves should be of the ‘lawn grave’ concept (i.e. non-traditional / without a kerb) in order to minimise visual impact, particularly as the site is designated as Green Belt land.
Demand for Burial Space
4.5.19 Council figures indicate that the number of burials and cremated remains in Enfield’s Council managed cemeteries has gone down in the last 15 years. However, this has been due to the limited availability of, and design restrictions on, available Council managed burial space in the Borough, and demand for burial space continues to be high.
4.5.20 Due to the limited space and burial options available, residents have been turning to the independently managed burial spaces at Tottenham Park Cemetery on Montagu Road, and New Southgate Cemetery in the London Borough of Barnet. Residents have also chosen to use available burial space provided by neighbouring Boroughs; however, this comes at a price, as they are required to pay non-parishioner fees for the space, which can cost up to 2 or 3 times as much(42). The supply of burial space in these alternative locations is not unlimited either, and it should be noted that the pressure for burial space would increase further should these resources become exhausted, or where choice becomes restricted (this is the case with the London Borough of Haringey where only high cost vault graves are now available).
Phasing and Programming
4.5.21 The Council’s Cemetery Service has commissioned a report by the Institute of Cemetery & Crematorium Management concerning “The Provision of new Burial Space within the Authority’s Cemeteries”. The report recognises that the Council has two options for expanding the provision of burial space in the Borough: 1) increase the area of land available; and 2) the re-use of existing graves.
Cemetery Extensions
4.5.22 There have been a number of options considered regarding the extension of the land allocated for Council’s cemeteries. However, these have not been pursued because of a number of physical constraints (such as being bound by residential areas and in one case an underground culvert).
42 To qualify for parishioner rates in Enfield, the deceased is required to have lived in the borough for at least 10 years and not moved away from the borough more than 10 years prior to their death or have been the registered owner of the grave. Infrastructure Delivery Plan Enfield Council 81
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4.5.23 The Council’s Cemeteries Team is now considering the eastern extension of Edmonton cemetery, through the conversion of a tract of adjacent land which is currently used as tennis courts and a skate board park and requires major investment to bring it up to standard. This proposal would be linked with the provision of new facilities in a nearby park, possibly Bury Lodge Gardens, to ensure that the existing tennis and skateboard facilities could be upgraded and re-provided. The Council has not yet allocated any capital funding for this project.
Grave Recycling and Re-Use
4.5.24 Whilst the allocation of additional cemetery land for earth burials would increase the Council’s burial space options, this would also increase the Council’s land maintenance costs. The Council therefore recognises that, alongside the vault type burial system, the best and most sustainable way forward is grave recycling and re-use. However, the decision on whether to utilise this method is a sensitive issue, and yet to be taken.
Funding Sources, Timescales and Responsibilities for Delivery
4.5.25 Funding for the administration and maintenance of the Council’s cemeteries is provided through the Council’s revenue funding streams, and will continue to be so for the foreseeable future. Funding for the extension of available land suitable for burial space would be provided through the Council’s capital funding programme, or self-financing through the Council’s invest to save scheme in the case of the tennis court development adjacent to Edmonton Cemetery. However, the extension of Edmonton Cemetery has not yet been approved, and as such the funding details have yet to be established.
4.5.26 The Council’s Cemetery Service is currently operating at a loss. Average annual cemeteries gross income is £400,000. This has to be offset against private interment and contractor digging costs, annual maintenance costs of £500,000 and annual administrative costs of around £125,000. Whilst the Council makes a small profit on interment and digging the largest income to be generated is from new site fees.
4.5.27 Failure to provide new burial space will continue to result in existing cemeteries being a financial burden on the Council. It will also require council tax paying residents to seek burial space outside of the Borough where higher fees could be applied. The provision of additional space through the extension of Edmonton Cemetery would help to re-balance revenue costs, but would require a substantial initial capital outlay. This may also increase maintenance costs in the long-run depending on the type of development that is undertaken.
YOUTH FACILITIES AND SERVICES
Review of Existing Provision and Assessing Future Needs
4.5.28 Enfield has a broad network of youth facilities and services in the Borough, which are provided by a range of statutory, voluntary and faith organisations.
4.5.29 There are 4 youth centres owned by the Council, which are run by its Youth Support Service: Craig Park and Croylands in Edmonton, the Allan Pullinger Centre in Southgate, and Ponders End Youth Centre. These offer a range of activities from street dance to sports. The Council also runs a youth inclusion project at Brigadier Hall on the Four Hills Housing Estate, Cedar Road.
4.5.30 The Council provides an information and advice centre at Ponders End, called Two-‘e’, which provides an advice, information and support service for young people aged 13-21 who live, work or study in Enfield. There are ‘Connexions’ centres which operate from the 1st floor of Enfield Highway Library and at Church Street, Enfield Town, which offer advice on issues related to young people aged 13-19, including careers, work, housing, drugs, money, health and leisure. Youth activities and support services are also provided through the Council owned Ark and Angel community centres in Edmonton. 82 Enfield Council Infrastructure Delivery Plan
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4.5.31 There are multi-activity youth clubs in the Borough run by the faith, voluntary sectors and Oasis Academy. There is a community centre run by Trinity at Bowes (TaB) Methodist Church near Palmers Green, which provides a range of youth activities. There are also youth clubs at Enfield Island Village and Kettering Hall in Enfield Lock, which are managed by Oasis Academy in partnership with a number of voluntary sector organisations, and with the support of the Council.
4.5.32 Other statutory services that provide activities for young people include Millfield Arts Centre, the Sports Development Service, Leisure Services and the Metropolitan Police. Activities for young people are provided through Enfield’s schools outside of school hours through the Council’s Extended Schools Offer, and Enfield’s libraries also provide a number of activities and services for young people.
4.5.33 There are 11 community halls in the Borough, including Brigadier Hall and Kettering Hall, which are managed by Enfield Homes and FECA, which provide space for a number of youth activities including sports, dance and music. The Borough is also host to a Summer University, which provides a broad range of courses for young people, during the summer holidays. The Summer University is a programme run by young people for young people with support from the Council’s Youth Supoprt Service.
Developing Youth Facilities and Services
4.5.34 Enfield’s Youth Strategy and Action Plan 2009-12 sets outs the Council’s plans to improve services for young people in the Borough, and includes a needs analysis and a review of “things to do” and “places to go”. In assessing need the Council have undertaken a number of youth orientated consultation exercises and reviewed the responses received within the context of the youth facilities and services it knows to be available. The Strategy notes that previous mapping exercises in parts of the Borough indicate that there is a wealth of activities run by the statutory and voluntary sectors but that young people have informed the Council that they are not fully aware of what activities are on offer. Young people have also informed the Council that they would like more sports and cultural activities to be available.
4.5.35 Through the implementation of the Youth Strategy the Council will seek to ensure that more young people are able to take part in high quality activities. To achieve this, the Council will:
Improve its knowledge of activities available and communicate what is on offer more effectively to young people and their parents. Increase the range of activities available to young people, by utilising existing physical capacity and opportunities for co-location of services (such as extending opening hours at existing youth centres and developing provision for young people in libraries, schools, and the Millfield Arts Centre). Improve joint planning and commissioning of activities so that resources can be used in the best way to deliver a wide range of activities through both statutory and voluntary sectors to meet the needs of young people. Increase the number of venues that are high quality so that existing public owned buildings are more attractive to young people and there are more places for young people to go where they live.
Phasing and Programming
4.5.36 Tables A.35 and A.36 of the Infrastructure Schedule provides details of youth facilities and services programmed to be delivered over the first 5 years of the Core Strategy.
4.5.37 At the time of writing the Council is exploring the potential upgrade of Ponders End Youth Centre as part of its Place Shaping agenda and in conjunction with the relocation of the Borough's Pupil Referral Unit (PRU) through the Building Schools for the Future Programme, and is negotiating with Oasis to form a partnership to provide a youth club on the Oasis Academy Hadley (former Albany School) site, Bell Lane, to address an identified deficiency for young people in the area. Working together with young people and partners, the Council secured £3.015 million of 'Myplace' funding in December 2009 to create a world-class youth facility on the site of the existing Craig Park centre in Edmonton. The innovative design of the new facility will mean the centre can offer a wider range of learning opportunities and positive leisure activities Infrastructure Delivery Plan Enfield Council 83
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for young people, as well as advice, guidance and support services. It will also benefit the whole community through a cafe, meeting spaces and volunteering opportunities. The Council is also in negotiations with Tottenham Hotspur Football Club regarding the provision of two football academies through Broomfield and Chace Community schools.
4.5.38 Consultation on the North Circular Area Action Plan has identified an opportunity for the provision of a new community / youth facility as part of the redevelopment of the Ladderswood Estate, and the Council will explore this potential through its Place Shaping Programme. Details of the scheme will be provided in future editions of this Plan as the scheme is progressed.
4.5.39 Trinity at Bowes (TaB) was awarded £2.2million of “Myplace” funding in January 2009 to refurbish its community centre to provide a sports hall with a semi-sprung floor, an interactive gym space and a sprung floor dance studio. The project will also include new changing rooms, computer facilities and a sound proof media suite for singing, drama and photography. TaB will also provide counselling and advice sessions for young people as well as courses in sports leadership and volunteering opportunities. The project is expected to be completed by January 2011.
Funding Sources, Timescales and Responsibilities for Delivery
4.5.40 There is a range of funding sources that are potentially available for the delivery and improvement of youth facilities and services in Enfield. At the time of writing the following sources have been utilised, and will continue to be so provided they continue to be relevant and available.
Council Revenue Funding
4.5.41 Funding for the operation of the Council’s Youth Support Service (including the provision of staffing for the running of Council youth centres and council run advice centres) is provided through the Council's annual revenue programme. The delivery of the Youth Support Service is also maintained with the assistance of a network of adult and youth volunteers. Council revenue funding is used to commission youth facilities and services in the Borough, including the Oasis managed youth clubs at Enfield Island Village and Enfield Lock.
Positive Activities for Young People Funding
4.5.42 Positive Activities for Young People (PAYP) funding is a Council based funding stream used by the Council to provide and / or commission activities for the most vulnerable young people in the Borough. PAYP funding will be used to commission a new youth club at the Oasis Academy Hadley (former Albany School) site in 2010.
Building Schools for the Future
4.5.43 The Council’s Building Schools for the Future (BSF) programme provides the opportunity to develop facilities for children and young people that are laid out to be available beyond school hours. BSF funding will be utilised for the upgrade of the Ponders End Youth Centre in conjunction with the development of a Pupil Referral Unit in Ponders End.
Big Fund – Myplace Funding
4.5.44 Additional funding can be obtained for the development of youth facilities through successful bids to the Government’s ‘Myplace’ grant fund. Myplace is a multi-million pound Government capital programme established to deliver world class youth facilities, driven by the participation of young people and their views and needs. The programme was launched on the 3 April 2008, and responds to the commitments made in 'Aiming High for Young People: A ten year strategy for positive activities'. Bids are invited for a period of 3 years up until 2010, and the Council will continue to seek alternative sources of funding after this period. 84 Enfield Council Infrastructure Delivery Plan
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LIBRARIES
4.5.45 The public library service is a statutory service, governed by the Public Libraries Act 1964. The Act requires library authorities to provide a “comprehensive and efficient library service to all those desiring to make use thereof”. This service has included the loan of books and other printed materials. Since the Act was passed the emphasis in people's use of libraries has continued to evolve and the library service is now increasingly providing added value services which reach well beyond the loan of books.
Review of Existing Provision and Assessing Future Needs
4.5.46 Enfield has a network of 16 public libraries spread across the Borough. Edmonton Green Library is the Borough’s biggest library, followed by Enfield Town and Palmers Green libraries. In addition, the Council provides a public mobile library, serving outlying parts of the Borough in the Green Belt, parts of the Borough not within easy reach of a static library, a number of schools, and areas with no viable public transport. A library service for housebound people, in homes and nursing homes, is also provided.
4.5.47 The Council has sought to improve Library facilities and performance through the implementation of its Library Strategy and Development Plan 2007-12. As part of this, the Council opened a new library at Enfield Island Village in December 2008, to address an identified service deficiency in the north east of the Borough. This additional library increased the percentage of residents in Borough who live within 1 mile of a static library, and increased the aggregate library opening hours.
4.5.48 In January 2009, the Council relocated Weir Hall Library, in the south of the Borough, to a former Blockbusters shop in Fore Street in Edmonton, which helped to fill a one-mile catchment area gap, as well as improving library facilities, accessibility, and the visibility of the library service in the Borough. The Council has recently completed major refurbishment works at Bush Hill Park Library and is currently undertaking major refurbishment works at Enfield Town Library. Bush Hill Park Library re-opened in January 2010 and Enfield Town Library will re-open in the Spring of 2010.
Phasing and Programming
Future Library Provision to Improve Existing Facilities and Accommodate Borough Wide Growth
4.5.49 Table A.38 of the Infrastructure Schedule provides details of future library facilities programmed over the first five years of the Core Strategy.
4.5.50 The Council’s existing public libraries have the overall capacity to accommodate projected borough wide population growth, and the focus for the Service will be on the quality and efficiency of the service on offer. Service improvements will be driven through the implementation of the existing and subsequent library strategies and development plans, which will help to enhance the Council’s performance against the national indicator for the use of public libraries (N.I. 9).
4.5.51 Service improvement measures will include the use of information technology (IT) to enable library services to be provided from non-traditional access points, in addition to purpose built libraries. The Council will shape services so that they better meet the needs of their users, with particular focus on young people and the needs of people who do not currently use libraries but would benefit from the services on offer. The quality and range of books will be extended, and the Council will seek to reshape opening hours at a number of its service points to better suit the needs of their users. It is envisaged that the use of IT and self-service will free up resources and allow opening hours to be extended and reshaped further in response to local needs. The Council will use consultation exercises to help inform the development of the library services, and will use promotional exercises to raise awareness of the services on offer.
4.5.52 The Council is seeking to enhance the visibility and accessibility of library services, and is exploring the relocation of a number of its older library service points to modern facilities in high street locations. Older traditional library buildings can be intimidating for some people to use, with ‘official looking’ façades and formal layouts, as well as being located on the 1st floor of buildings. Modern high street library facilities, Infrastructure Delivery Plan Enfield Council 85
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such as Oakwood and Fore Street, can offer visible, accessible, attractive and flexible spaces, which can take advantage of higher footfalls. Potential relocations being considered include Palmers Green, Ponders End and Southgate Circus libraries. The Council is also pursuing the co-location of library service points with other Council services facilities, including the provision of community spaces within existing and newly developed library buildings.
Future Library Provision within the Strategic Growth Areas
4.5.53 Tables A.39 and A.40 of the Infrastructure Schedule detail proposals for future library provision in the Strategic Growth Areas.
Enfield Town and the North Circular
4.5.54 The refurbishment of Enfield Town Library will be completed by March 2010, offering enhanced library services for the Enfield Town Area Action Plan area. In the North Circular Area Action Plan area, Palmers Green Library will be relocated to a nearby high street location at Palmers Green. The library is currently at 1st floor level and the relocation to a modern high street facility will improve accessibility and visibility. At the time of writing the Council has secured a lease on a premises, at the former Marks and Spencers on Green Lanes, and commenced refurbishment works in late 2009.
North East Enfield
4.5.55 In North East Enfield, the Council is seeking to relocate Ponders End Library from its existing site to provide a new high street style library and community space on Hertford Road. The library was refurbished in 1998 and has an attractive interior, however, the exterior is considered to be unappealing and it is set back some distance from the high street. At the time of writing the council is undertaking a site feasibility study as part of the North East Enfield Area Action Plan review and the Council’s Place Shaping programme.
Central Leeside
4.5.56 Based on the existing location of the Council’s public libraries, a number of the planned 5,000 new homes within the Central Leeside Area Action Plan area may not be within a “1 mile radius” of a static library. Library service access for a number of these homes could also be restricted by the railway line and major roads running through the area. The Council will therefore assess the need for a new library in this area through the Central Leeside Area Action Plan review and the Council’s Place Shaping Programme. The provision of a new library would also be considered as part of the production of an updated Library Strategy at an appropriate time in the future.
Funding Sources, Timescales and Responsibilities for Delivery
4.5.57 There are a number of funding sources that are used for the delivery and improvement of the Library Service. The allocation of these funding sources has been set within the context of the Council’s Library Strategy and Development Plan 2007-12.
Council Revenue Funding
4.5.58 Funding for the operation of the Library Service is provided through the Council’s annual revenue programme, which provides for staffing, premises and their up-keep, and library resources. 86 Enfield Council Infrastructure Delivery Plan
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Council’s Capital Programme
4.5.59 Funding for the implementation of the Development Plan and the Library Property Strategy is provided through successful bids to the Council’s Capital Programme, and provision has been made for capital funding for the time frame 2008/09 – 2012/13. At the time of writing capital funding has been used for the development of new libraries in Fore Street and Enfield Island Village. Further capital funding has been allocated for the relocation of Palmers Green library and the conversion of the 1st floor of Ordnance Road library to provide accommodation for Council-led community services.
4.5.60 It is anticipated that a revised and updated 5 year Library Strategy and Development Plan will be published in 2010, which will shape the direction of the service and set the capital spending priorities until 2015.
Big Lottery Fund
4.5.61 The Refurbishment of Bush Hill Park Library has been funded by the Big Lottery Fund, after a successful bid of £1m. The Big Lottery Fund is a National Lottery funding distributor that was launched on 1st June 2004, to provide funding for community groups and projects that will improve health, education and the environment. The fund has an annual budget of £630m, but funding from this source will only be available for a finite period, and it is likely that the Council will seek alternative sources of funding to supplement its Capital Funding Programme in the future.
POST OFFICES
Review of Existing Provision and Assessing Future Needs
4.5.62 Enfield has a network of 23 post offices spread across the Borough, including 2 franchise post offices and 21 sub post offices. The range of services on offer at an individual post office will depend on the size of the office itself.
Network change programme
4.5.63 In May 2007 the Government approved plans to close 2,500 of the 14,000 post offices over an 18 month period, commencing in October 2007. The closures have been partly offset by the introduction of 500 new Outreach Services, leaving a network of 12,000 service outlets. The planned closures are referred to as the ‘Network Change Programme’ which is part of the Government’s larger plan to modernise and reshape the Post Office network to ensure that it will have a financially sustainable future. 6 post offices were closed in Enfield as part of the programme, taking the number of post offices from 29 to the current figure.
Post Office Access Criteria
4.5.64 As part of the Network Change Programme the Government introduced new minimum access criteria to ensure what it considers to be reasonable access to Post Office’s products and services across the UK. The following criteria apply nationally: -
99% of the UK population will be within three miles and 90% of the population will be within one mile of their nearest post office outlet; 99% of the total population in deprived urban (43) areas across the UK will be within one mile of their nearest post office outlet;
43 Deprived urban – The most disadvantaged urban parts of the UK based on the Indices of Multiple Deprivation (top 15% Super Output Areas in England). Infrastructure Delivery Plan Enfield Council 87
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95% of the total urban (44) population across the UK to be within one mile of their nearest post office outlet; and 95% of the total rural (45) population across the UK to be within three miles of their nearest post office outlet.
Phasing and Programming
Future Post Office Provision
4.5.65 It has been noted that the Government's Access Criteria has been set at a level which could theoretically be met across the UK by a network of 7,500 post offices, and that the criteria are more than met by the existing network of 12,000 service points, albeit more comfortably in some places than others. This suggests that further reductions in the network are possible in the future.
4.5.66 However, at the time of writing the Post Office confirmed that following the implementation of the Network Change Programme there are no further planned closures in Enfield or nationally, and that if unplanned closures occur in the future the Post Office would be required to review the effect of the closure to ensure that performance against the Government's Access Criteria is maintained, and that the appropriate level of service is in place for the affected community.
Future Post Office Provision within the Strategic Growth Areas
4.5.67 The Post Office are continually reviewing their network of post offices, and have confirmed that they would consider making appropriate changes to the network as part of a major regeneration scheme or concentrated housing growth. This could take the form of post office relocation or additional service provision, and the Council will seek to engage with the Post Office to discuss how the network could respond appropriately to the growth planned in the Borough.
Funding Sources, Timescales and Responsibilities for Delivery
4.5.68 The plan to modernise and reshape the Post Office Network is being supported by Government funding of up to £1.7 billion over a five period up to 2011, and includes an annual subsidy of £150 million in recognition of the social and economic role that the post offices play. However, the funding arrangement beyond this period is currently being discussed by the Government and the Post Office, and any agreement would be recorded in future editions of this Plan. 4.6 Leisure Services
Review of Existing Provision and Assessing Future Needs
4.6.1 There is a broad range of leisure and sports facilities in the Borough that are provided by the local authority, the private sector and voluntary community organisations. There are seven local authority managed leisure centres in the Borough. The facilities provided at these centres are set out in the table below.
Leisure Centre Facilities
Albany Leisure Centre 6 Lane x 25m Main Pool Hertford Road Teaching Pool Sauna & Steam Room Fitness Studio Dance studio/ Meeting Room Associated Wet & Dry Changing Facilities
44 Urban – A community with 10,000 or more inhabitants in a continuous built up area. 45 Rural – A community not covered by the definition of Urban above. 88 Enfield Council Infrastructure Delivery Plan
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Leisure Centre Facilities
Aspire Fitness Centre Fitness Studio Church Street 4 Court Sports Hall Access to other school facilities by agreement (including standard school gymnasium and outdoor tennis courts)
Edmonton Green Leisure Centre 6 Lane x 25m Competition Pool The Broadway Teaching Pool with movable floor Children’s fun pool 2 flumes Spectators Gallery for the main pool – Seating Capacity for 100 people Fitness Suite Young people’s gym Spinning area Dance Studio 6 court sports hall Meeting Room Café/ IT area Adventure Play – Indoor Play Facility Sauna and steam room Associated Wet & Dry Changing Facilities
Arnos Pool 4 Lane x 22m Main Pool Bowes Road Meeting / Club Room
Southbury Leisure Centre 8 Lane x 25m Competition Pool with Colorado Electronic Swim Timing System) Southbury Road Teaching Pool Sauna & Steam Room Spectators Gallery – Seating Capacity for 400 people Crèche Fitness Studio Dance Studio Meeting Room 4 Court Sports Hall Adventure Play - Indoor play Facility 2 x full size Synthetic Turf/ Sports Pitches Associated Wet & Dry Changing Facilities for Leisure Centre & Synthetic Pitches
Bramley Bowls Centre 2 x Bowls Rinks Chase Side (Currently managed by Southgate Leisure Centre)
Southgate Leisure Centre 33.3m Main Pool Winchmore Hill Road Spectators Gallery – Seating Capacity for 200 people Fitness Studio Overflow gym Dance Studio Meeting Room Crèche Sauna & Steam Rooms Associated Wet & Dry Changing Facilities
Table 4.13 Facilities Provided at Enfield's Public Leisure Centres
4.6.2 There are a number of private health and fitness centres in the Borough including the following national operated centres:
David Lloyd Centre on Carterhatch Lane (includes a health and fitness centre, badminton, squash and tennis courts, and a indoor and outdoor swimming pool); Infrastructure Delivery Plan Enfield Council 89
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Esporta Health and Fitness in Enfield Town (includes a health and fitness centre and a swimming pool); and LA Fitness Centre in Southgate (includes a health and fitness centre and a swimming pool).
4.6.3 There are two athletics centres in the Borough: the Council run Queen Elizabeth Stadium on Carterhatch Lane, which includes a full synthetic running track and grass football pitch; and the Lee Valley Athletics Centre at the Picketts Lock Leisure Complex, which includes indoor and outdoor running tracks. There is also an indoor bowls club, which is part of the Leisure Complex.
4.6.4 There are a number of publicly accessible sports facilities provided through the Borough’s schools and education sites. These include:
Swimming pools at: St. Ignatius College in the north of Enfield, and Waverley School in Ponders End, and Middlesex University; and Sports halls at: Lea Valley High, Albany, Enfield Grammar, St. Johns, Southgate, Winchmore, Chase Community, Aylward, Edmonton County (Aspire Fitness Centre) and Turin Grove schools, and Middlesex University (Trent Park campus).
4.6.5 In addition, sports facilities and fitness classes are provided through a range of community venues, including community centres, community halls, scout huts, church halls and youth centres. The range of activities on offer at these venues includes football, tennis, fitness and yoga classes, karate, judo and dance.
Enfield’s Open Space and Sports Assessment Report (2006)
4.6.6 Enfield’s Open Space and Sports Assessment Report (2006) provides an audit of indoor leisure facilities in the Borough, including swimming pools, sports halls and health and fitness centres. The audit identifies the adequacy of existing provision, including accessibility, the extent to which provision can meet the demands and needs of the Borough's existing and future population, and the opportunities that exist to improve the range and quality of provision in the Borough up to 2016.
4.6.7 The Assessment is to be reviewed to take account of recent leisure developments in the Borough and revised population projections beyond 2016, including development assumptions for the Borough’s Strategic Growth Areas.
Sports Halls Provision and Need up to 2016
4.6.8 The Assessment identified that there was sufficient unmet demand in the Borough to justify the provision of an additional 11 and a quarter 4 court sports halls, equivalent to 45 badminton courts, up to 2016. A need to improve access to sports halls to residents living further than a 20 minute journey time from existing facilities was also identified, with large areas of the south west and east of the Borough outside of a 20 minute pedestrian catchment.
4.6.9 Since the Assessment was undertaken in 2006 a number of sports hall developments have come forward to significantly contribute to addressing the sports hall deficiency in the east of the Borough. Edmonton Green Leisure Centre opened in August 2007 and sports halls have become available for public use at two schools; Edmonton County School and Turin Grove School in Edmonton.
4.6.10 Based on the Assessment’s original calculations the recent sports hall developments have the potential to reduce the need for sports hall provision to 7 and a quarter 4 court halls (29 badminton courts) up to 2016. There is also the potential for sports halls to become available for public use at the Oasis Academy Enfield School in Enfield Lock, The Latymer School in Edmonton and Broomfield School in Palmers Green, all of which have 4 court sports halls on site. Based on the Assessment’s original calculations, public access at these school sites could further reduce need to 4 and a quarter 4 courts halls (17 badminton courts) up to 2016. However, it is recognised that a more accurate picture of need would be available once the Assessment has been reviewed. 90 Enfield Council Infrastructure Delivery Plan
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Swimming Pool Provision and Need up to 2016
4.6.11 The 2006 Assessment projected that there would be a level of unmet demand equivalent to to 323 sq.m of swimming pool space (about 1 standard 25 x 12.5m pool) by 2016. However, the Assessment calculated that there were no sufficient concentrations of unmet demand in the Borough to justify the development of an additional swimming pool.
4.6.12 Since the Assessment's publication Edmonton Green Leisure Centre has been rebuilt, and now provides a smaller modern pool, which has resulted in a reduction in total water space provision in the Borough.(46) After consideration of the total reduced water space, it is still expected that there will be no sufficient concentrations of unmet demand in the Borough to justify an additional swimming pool up to 2016. Further calculations of need beyond this period will be undertaken when the Assessment is reviewed.
Health and Fitness Centres
4.6.13 The Assessment calculated that, whilst the existing facilities had the capacity to accommodate an increase in usage by up to 30%, growth in demand would increase to an extent that would justify the provision of additional health and fitness facilities in the Borough(47).
4.6.14 Since the Assessment was undertaken, the Council has opened the Aspire Fitness Centre on Church Street in Edmonton, and further work has been undertaken by Nathaniel Lichfield and Partners (2007),(48) which has identified that there may be emerging scope for further health and fitness club provision in Enfield in the future. However, it is recognised that a more accurate picture of demand for health and fitness facilities in the Borough will be available once the Assessment has been reviewed.
Phasing and Programming
Future Leisure Provision to Accommodate Borough Wide Growth
4.6.15 A key target of Everybody Active, Enfield's Sport, Physical Activity and Physical Education Strategy 2009 to 2014, is to provide excellent, accessible sports and leisure facilities ranging from the Council's leisure centres to the Queen Elizabeth II sports ground. To ensure that the Council will achieve this target the following actions will be undertaken by 2011:
Refurbish and improve the Queen Elizabeth II Stadium and Enfield Playing Fields. Explore how more flexible use of existing school, college and community facilities can be made for sport and physical activity. Ensure that all new provision on school sites through the Building Schools for the Future programme provides quality facilities that meet both school and community needs. Undertake a facility audit and review of long term leisure facility needs. Contribute to the Place Shaping Priority Area delivery plans by providing information on current provision and modelling anticipated demand for sport and physical activity as the priority areas develop.
46 There is now a total of 3,490 sq.m of water space, which equates to 12.2 sq.m of water per 1,000 population 47 Estimated demand for health and fitness centre usage was based on applying existing participation rates to the 2016 population projections, and on the assumption that the health and fitness centre market would grow by a compounded rate of 3% per annum in addition to demand generated by population growth rates. 48 Nathaniel Lichfield and Partners, London Borough of Enfield: A Study of Town Centres (2007). Infrastructure Delivery Plan Enfield Council 91
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Queen Elizabeth II Stadium Refurbishment
4.6.16 At the time of writing the Council is in the process of undertaking a refurbishment project at the Queen Elizabeth II Stadium on Carterhatch Lane. Details of this scheme are provided in Table A.41 of the Infrastructure Schedule. The track and external stadium refurbishment works will be funded by Council capital funding, and are due to completed in 2010. It is hoped that the internal works will be match funded by the Football Foundation and the Council, and is due to be completed in 2011. Upon completion, the project will provide a football stadium for Enfield Town Football Club and a range of sport and leisure facilities for Enfield schools and the wider community.
Sports Facilities Provision Through Schools and Community Facilities
4.6.17 The Council recognises that there is potential for the more flexible use of existing school, college and community facilities for the purposes of sport and physical activity, and it will produce an options appraisal of facilities by 2011. In particular, the Council recognises the potential for sports halls to become available for public use at three of the Borough's schools (see section 4.6.10 above) and will explore the potential for facilities to be brought forward for public use at other schools in the Borough.
4.6.18 The Building Schools for the Future (BSF) programme in the Borough provides the Council with the opportunity to design school's leisure facilities so that they can be made available for the school, and the wider community outside of school hours. Similar opportunities will arise through the development of new schools in the Borough, and through the development of the Oasis Hadley Academy in Ponders End (see section 4.1 of this document for details).
4.6.19 At the time of writing the Council is exploring the potential to deliver a Gymnastics Centre of Excellence at Edmonton County Upper School through the BSF programme. The Council is seeking to deliver the Centre by 2012 / 13, with funding provided by the BSF programme and other partners (which could include British Gymnastics and Sports England). Updates regarding this project will be included in future editions of this Plan.
Leisure Facility Audit and Review
4.6.20 Everybody Active states that the Council will undertake a leisure facility audit and a review of long term leisure facility needs in the Borough. The audit and review will be undertaken in partnership with Sports England and is due to be completed by 2011. The findings of the review will help the Council to plan and prioritise the delivery and improvement of leisure facilities in the Borough so that they meet the needs of existing and future populations.
Picketts Lock Sports Node
4.6.21 At the time of writing the Council is supporting the Lee Valley Regional Park Authority (LVRPA) in the development of its Park Development Framework, which, amongst other things, will identify the mix of additional recreation and leisure facilities in the east of the Borough. In particular, the Council will work with the LVRPA to identify the best options for the future development of a Pickett's Lock Sports Node, which will build on the existing leisure provision at Pickett's Lock, namely the Lee Valley Athletics Centre and Lee Valley Golf course. Future versions of the Infrastructure Plan will be updated to reflect the development of the proposals for the Sports Node as they come forward.
Third Generation Sports Pitches
4.6.22 At the time of writing the Council is exploring the opportunity to develop third generation synthetic sports pitches (also referred to as 3G pitches) across the Borough. Unlike standard 'astro-turf' pitches the artificial grass used for 3G pitches is in-filled with a rubber crumb instead of sand, which ensures that the pitch surface is abrasive free and can be used all year round. Upon delivery the pitches would be available for local authority access before 4pm and commercial access thereafter. 92 Enfield Council Infrastructure Delivery Plan
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Future Leisure Provision within the Strategic Growth Areas
4.6.23 The Council will contribute to the delivery of plans for the Borough's Place Shaping Priority Areas by providing information on current leisure facility provision and modelling anticipated demand for sport facilities and physical activity as the priority areas develop. This will be achieved through the utilisation of Sport England's planning modelling tools (such as the Facilities Improvement Service, Facilities Planning Model, Sports Facilities Calculator and Active Places Power(49)), which are able to provide data relating to demand for a range of leisure facilities including sports halls, swimming pools, synthetic turf pitches and indoor bowls centres. The data from this work will be incorporated into future editions of this Plan as it becomes available.
Funding Sources, Timescales and Responsibilities for Delivery
4.6.24 There are a number of funding sources that may be potentially drawn from for the development of the Borough’s leisure facilities infrastructure. Given the nature of leisure facility provision in the Borough funding may be obtained directly for leisure facility development or may be utilised as part of a broader development that includes a leisure element, such as a school or community centre.
Council Revenue Funding
4.6.25 Funding for the operation of Council’s Leisure Services is provided through the Council’s annual revenue programme, which provides for staffing, premises and their general up-keep. At the time of writing, the Council is procuring a new operating contract for its leisure centres and it is planned that the new operator will be appointed in spring 2010.
Council's Capital Programme
4.6.26 Funding for the development of Council capital projects is obtained through successful bids to the Council’s Capital Programme. At the time of writing £1.1m of Council Capital funding has been approved for the refurbishment of the Queen Elizabeth II Stadium running track and listed stand (external works), and a further £0.6m has been approved for the internal refurbishment of the listed stand. Council capital funding will also be utilised for the provision of leisure facilities at the Council's new schools.
Building Schools for the Future Funding
4.6.27 Enfield is part of the Wave 6a funding round for BSF and there are 5 sites planned in 2009 going forwards (details of the sites are included in section 4.1of this plan) with a total funding allocation of approx. £100m. Leisure facilities will be developed as part of these schools, and will be designed so that they can be made available for the school and the wider community.
Grant Funding
4.6.28 There are a number of sources of grant funding that may be bid for the development of leisure facilities. These include:
The National Lottery funded Sports England Community Investment Fund, which provides funding for refurbishing existing sports facilities or building new facilities, and developing programmes and initiatives that use sport to support community cohesion, improve health and raise education levels. London Marathon Charitable Trust grant funding, which provides match funding for the development of community facilities for the purposes of recreation and leisure. The Football Foundation, which provides grant funding for the development of football facilities through its Facilities Scheme, Football Stadia Improvement Fund, Goalpost Safety Scheme and Community Large Grant Scheme.
49 www.sportengland.org/facilities__planning/planning_tools_and_guidance.aspx Infrastructure Delivery Plan Enfield Council 93
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Private Sector Investment
4.6.29 Private sector partners may also come forward with funding to help the development of leisure infrastructure in the Borough. An example of this can be seen at Edmonton Green, where St Modwen’s, the owners of the shopping centre, have contributed resources to the redevelopment of Edmonton Green Leisure Centre. Further opportunities of this nature will be explored as the Council seeks to develop and improve its leisure services infrastructure. 4.7 Cultural Services
CULTURAL FACILITIES IN ENFIELD
Review of Existing Provision and Assessing Future Needs
4.7.1 Enfield has a broad network of cultural facilities and services in the Borough, which are provided by a range of organisations from the statutory, voluntary and commercial sectors.
Arts Centres and Performance
4.7.2 There are two professional arts venues in the Borough: Chickenshed Theatre in Southgate and Millfield Arts Centre in Edmonton, near the North Circular Road. Chicken Shed is a purpose built theatre, which runs youth theatre workshops, education courses and community outreach projects. Millfield Arts Centre comprises of Millfield Theatre and the grade II* listed Georgian villa, Millfield House, which is used as a centre for arts and learning.
4.7.3 The Borough also has an arts and crafts learning centre at the Grade II listed Salisbury House, in the Edmonton area, and ‘The Intimate Theatre’ at St. Monica’s Hall in Palmers Green, which hosts entertainment shows for education and charitable purposes. Liberty’s Live Room recently opened in Palmers Green, and will provide performance space for musicians, actors and comedians.
Galleries and Studio Space
4.7.4 There are two small galleries in the Borough: the Platform Gallery, a converted waiting room in Palmers Green Station, and Gallery Fore, which is a converted shop in Fore Street, Edmonton. There is also a larger arts space, ArtZone, in Market Square, Edmonton Green, which offers a gallery, artist studio and a theatre. Renaissance Studios, in Claverings Industrial Estate, Edmonton, provides 16 purpose built studios for artists and small community groups and offers tenants the opportunity to be part of an artists’ cooperative to help support the development of their businesses.
Museums and Local Studies
4.7.5 The Borough’s museum collections are housed in Forty Hall, a 17th Century Grade I Listed building set within a 273 acre estate, in the north of Enfield. The Hall also contains a café, banqueting suite and a small exhibition space. Other museums in the Borough are: Whitewebbs Museum of Transport, at Crews Hill, the Museum of Domestic Design and Architecture, in Southgate, and the Royal Small Arms Visitor Centre, at Enfield Island Village. The Borough’s local studies collection is currently based at Thomas Hardy House, a Council run cultural facility located in Enfield Town. The Borough also has 16 libraries, details of which are covered in the Community Services section of this document.
Cinemas
4.7.6 There are two large multiplex cinemas in the Borough: A 14-screen Cineworld multiplex cinema at Southbury Corner Leisure Park, near Ponders End, and a 12 Screen Odeon Cinema in the Lee Valley Leisure Complex, at Picketts Lock in Edmonton. 94 Enfield Council Infrastructure Delivery Plan
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Edmonton Green
4.7.7 Since 2006 Edmonton Green Shopping Centre has developed as a centre for the arts and cultural activities, and hosts a programme of activities including performances, parades and art installations, with a number of shop units temporarily converted into galleries. The area is also home to a number of small creative organisations, including Face Front Inclusive Theatre Company, CEPO (Community Environment Project Office - an environment and arts organisation), Art Start, SCRAPP (a recycling and arts group) and DAZU (a perfoming arts group for young people).
Use of Cultural Facilities and Potential for Cultural Facility Development
4.7.8 Enriching Enfield: Enfield’s Leisure and Culture Strategy and Action Plan 2005-08, and the draft “Creative Enfield” - Enfield’s Arts and Creativity Strategy and Action Plan 2009-13, provide details of the usage of local venues, participation levels in events and arts projects, as well as the characteristics of culture facility provision in the Borough, and an analysis of the gaps in the provision for arts and culture in the Borough. Together the Strategies highlight the following:
Engagement in the Arts in Enfield has increased year on year over the last 6 years, with a 5% increase in 2008-09 to 118,240 people visiting/attendance at cultural venues, activities, events, projects organised by the Council. A number of the key strategic cultural facilities are positioned on the borders of the borough (Millfield Arts Centre in the south, Chickenshed Theatre, in the west) making it more difficult for them to fulfil a strategic role for the arts in the borough. There is a lack of an arts / cultural venue in the east of the Borough, and in particular, the north east of the Borough. There is a lack of an arts / cultural venue in the south west of the Borough. There is currently a lack of strategic cultural facilities in the Borough’s town centres, including Enfield Town, Arnos Grove, Southgate, Ponders End, Enfield Highway and Edmonton Green. There is a lack of screens to show independent films and films made by local people. There is a lack of a resource for film, digital work, and TV and music production. Space for the development and rehearsal of performance work (dance, theatre, music) is limited. The number of small scale music events is modest for the size of the Borough, and there is the potential for the development of pubs, halls and community venues to stage small scale music events. There is no professional gallery space and there are only a handful of small temporary spaces to exhibit and sell work, and the Borough could sustain a professional visual arts organisation with gallery premises. There is the potential to use shop and commercial premises for creative enterprise and / or studio space. There is potential for arts and cultural facilities and services to be provided for and through the Boroughs schools.
Phasing and Programming
4.7.9 Enriching Enfield 2005-08 outlined the Council’s objective to ensure the improvement and development of leisure and cultural infrastructure in Enfield, with a particular focus on the promotion and development of the Borough’s creative and cultural industries sector.
4.7.10 In the short term, the Council will seek to improve and develop the Borough’s cultural infrastructure through the implementation of:
“Creative Enfield” - Enfield’s Arts and Creativity Strategy and Action Plan 2009-13; and A revised leisure and culture strategy and action plan for Enfield, due to be published in 2010.
4.7.11 Cultural infrastructure improvement and development in the medium to long term will be delivered through the implementation of subsequent culture related Council strategies. Infrastructure Delivery Plan Enfield Council 95
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"Creative Enfield" and Cultural Infrastructure Development
4.7.12 Creative Enfield will contribute to the development of the Borough’s cultural infrastructure over the next 3 to 4 years through the delivery of the following aims:
Developing the capacity and resources of all those engaged in the arts sector through increased partnership working; and Increasing the number, and improving the quality and attractiveness, of facilities for the arts to ensure that they are fit for purpose and able to support increased participation.
Developing Capacity and Resources
4.7.13 There is existing infrastructure in the Borough that has the capacity to be developed to contribute to the Borough’s cultural offer. To develop this capacity the Council will:
Work with its Property Services and Sustainable Communities teams to review the number of empty properties that the Council owns and assess their suitability for use by the arts and creative sector; Audit libraries to identify spaces for exhibition and installation work by artists; Make contact with private and voluntary sector music entrepreneurs and small scale venue owners to discuss partnership potential with the aim of developing a strong network and marketing support for small scale music presentation; Exploring the potential for professional arts organisations to use school buildings more often for their own work and to support the Council’s ‘extended schools’ programme; and Develop Edmonton Green as a cultural centre, with an annual arts and events programme including the use of empty shop units, the architecture of the centre, and the walkways as venues for the arts.
4.7.14 The Council will seek to develop partnership working to increase the number of independent screens for showing films and will develop funding bids to achieve this. It will also develop a strong partnership with Chickenshed Theatre to ensure that their contribution to the Borough’s culture offer achieves its potential, especially for the south west of the Borough where there is an identified lack of cultural facilities and services.
Number and Quality of Facilities
4.7.15 At the time of writing the Council is working on a number of capital projects that will enhance the Borough’s cultural infrastructure. These are detailed in Table A.42 of the accompanying Schedule.
4.7.16 Improvement works are being undertaken at Millfield Arts Centre. Work was completed for the refurbishment of Millfield Theatre auditorium, along with improved toilet and access facilities and new café bar in September 2009, and restoration works are planned for the refurbishment of the Grade II* Listed Millfield House due to be completed in the summer of 2011.
4.7.17 Refurbishment works are being undertaken at Thomas Hardy House, to enhance the cultural facilities available in Enfield Town. The refurbishment will provide facilities for community, business, recreation, arts and cultural uses, including an exhibition area, space for the museum collections, flexible studio performance space and a tourist information point. The project is expected to be completed early 2010 prior to the adoption of the Core Strategy, and the building will be re-launched as the Dugdale Centre.
4.7.18 The Council is working to refurbish and develop the Grade I Listed Forty Hall & Estate as the ‘Jewel in the Crown’ of the Borough, and as a major cultural visitor attraction in London. The completion of the project, which is anticipated to be March 2012, will help to contribute to the cultural offer in North East Enfield, which is currently limited. 96 Enfield Council Infrastructure Delivery Plan
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4.7.19 The Government has stipulated that all Building Schools for the Future (BSF) Programmes must include a Cultural work-stream group. This has been established in Enfield. Enfield is part of the Wave 6a funding round for BSF and there are 5 sites planned in 2009 going forwards (details of the sites are included in section 4.1 of this plan). This will provide the opportunity for the Council to contribute to the development of Enfield’s cultural infrastructure by providing flexible spaces in schools that can be used by children, young people, the community and professional organisations for cultural activities.
Funding Sources, Timescales and Responsibilities for Delivery
4.7.20 There are a number of funding sources that may be potentially drawn from for the development of the Borough’s cultural services infrastructure. Given the nature of cultural services provision in the Borough, this funding may be in the form of direct Council funding, government grants and private sector funding.
Council Revenue Funding
4.7.21 Funding for the operation of Council’s Cultural Services is provided through the Council’s annual revenue programme, which provides for staffing, premises and their general up-keep.
Council’s Capital Programme
4.7.22 Council funding for the development of Council cultural capital projects is obtained through successful bids to the Council’s Capital Programme. At the time of writing Council capital funding has been used for the development and refurbishment of Thomas Hardy House and Millfield Theatre, and £2.76m and £1.2m of Council capital funding has been allocated for the conservation and refurbishment of Forty Hall and Millfield House respectively.
Heritage Lottery Funding
4.7.23 The Heritage Lottery Fund (HLF) was set up by Parliament in 1994 to give grants to a wide range of projects involving the local, regional and national heritage of the United Kingdom, including buildings, museums, natural heritage and the heritage of cultural traditions and language. The HLF has an annual budget of £180m a year to invest in new projects, which is secured until 2013. It is anticipated that £1.48m of HLF capital funding will be used for the conservation and refurbishment of Forty Hall, and the Council will seek to bid for HLF grants for other culture related projects where appropriate.
Other Grant Funding
4.7.24 There are other sources of funding and grant funding that may be bid for for the development of arts and culture in the borough. These include the Arts Council for England’s Grants for the Arts, which are aimed at individuals and arts organisations and other people who use the arts in their work, and UK Film Council funding, which funds film development, education and festivals and cinemas.
Private Sector Investment
4.7.25 Private sector partners may also come forward with funding to help the development of cultural infrastructure in the Borough. An example of this can be seen at Edmonton Green, where St Modwen’s, the owners of the shopping centre, have contributed resources to the development of an annual arts programme, which has helped the development of Edmonton Green as a cultural centre in the Borough. Infrastructure Delivery Plan Enfield Council 97
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4.8 Emergency and Essential Services
FIRE SERVICE
Review Of Existing Provision and Assessing Future Needs
4.8.1 Within the LB Enfield there are three fire stations at; a) High Street, Southgate, b) Church Street, Edmonton and c) Carterhatch Lane, Enfield. Work has recently been undertaken to upgrade the fire station at Edmonton.
4.8.2 The London Fire and Emergency Planning Authority (LFEPA) have an annual budget that is set by the Greater London Authority. The LFEPA then apportion funding to each of the Borough Fire Service.
4.8.3 Enfield Fire Brigade indicates that the existing fire stations are well located to service the growth proposed within the Borough. No specific development requirements have been identified by the Fire Service to accommodate the overall growth proposed. However, the Fire Service indicate in their comments to the Core Strategy that if facilities and service requirements are required in the future then they indicate that these should be part financed from developer contributions.
AMBULANCE SERVICE
Review Of Existing Provision and Assessing Future Needs
4.8.4 The Ambulance Service in Enfield operates in two areas; the first is to respond to emergency calls and urgent calls. This service is funded by the Primary Care Trust (PCT) via the NHS London. Funding is provided annually based on a business case plan; although a Foundation Trust is due to be set up at the end of the year which will provide funding on a three yearly cycle. The second area of operation is Patient Transport Services, where the Ambulance Service wins contracts to transport patients through competitive tendering.
4.8.5 Within the Borough there are three ambulance stations at; a) Ridgeway (within Chase Farm Hospital), b) Carterhatch Lane, Ponders End and c) Windmill Lane, Edmonton. All are outdated premises that are no longer suitable for current needs.
4.8.6 Future ambulance service provision aims to identify opportunities for co-location with polyclinics (also known as Neighbourhood Health Centres) where opportunities arise with the PCT. The ambulance service therefore seeks, where possible, to have facilities for ambulance personnel and their vehicles located within or adjacent to a Neighbourhood Health Clinic.
4.8.7 In addition, the Ambulance Service aim to relocate the Ridgeway and Carterhatch Lane ambulance stations, to one central location within the Borough with the benefit of good transport links, ideally along the A10. A decision to relocate is anticipated to be made by the London Ambulance Service Trust Board by Spring 2010.
4.8.8 The Ambulance Service is considering relocating the Windmill Lane Ambulance Station to St Ann’s Hospital, to create a super station sometime over the next three years, but this has not yet been finalised.
POLICE
Review Of Existing Provision
4.8.9 The Metropolitan Police Authority (MPA) is the statutory organisation that has overall responsibility for the police estate, its management and development. Day to day management of the estate in each of the London Boroughs is delegated by the MPA to Property Services Department. 98 Enfield Council Infrastructure Delivery Plan
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4.8.10 The Metropolitan Police Authority have produced an Asset Management Plan (AMP)(50) for Enfield which considers the existing estate, assesses specific local requirements and then determines how it can be modified and developed to ensure that it continues to be appropriate for modern day policing. Enfield’s AMP was produced in November 2007 and looks ahead 3 years. The AMP also gives consideration to regeneration, planning and commercial issues such as new areas of development and growth.
4.8.11 The policing service for the London Borough of Enfield comprises the following borough policing facilities:
BUILDING POLICE SERVICES BASED THERE
Edmonton Police Station Custody Cells (16) Senior Management Team
Enfield Police Station Custody Cells (5) 3 Safer Neighbourhood Teams
Ponders End Police Station 1 Safer Neighbourhood Team Safer Estates Unit
Southgate Police Station 2 Safer Neighbourhood Teams Safer Neighbourhoods Parks Unit
Winchmore Hill Police Station Office Based Function
Patrol Base Great Cambridge Industrial Estate, Lincoln Road Patrolling
Table 4.14 Metropolitan Police Estate within Enfield
In addition to the above estate, the MPA also operate from the following Safer Neighbourhoods bases:
Safer Neighbourhood Bases
175 Fore Street, Edmonton 2 Safer Neighbourhood Teams Safer Transport Team
Unit 52, Edmonton Green Shopping Centre 1 Safer Neighbourhood Team
11 Centre Way, The Claverings 3 Safer Neighbourhood Teams
70/70A Main Avenue, Bush Hill Park 1 Safer Neighbourhood Team
Chase Community School, Churchbury Lane, Enfield 1 Safer Neighbourhood Team
446 Green Lanes, Palmers Green 2 Safer Neighbourhood Teams
864-866 Hertford Road 3 Safer Neighbourhood Teams
Table 4.15 Safer Neighbourhood Bases within Enfield
Assessing Future Needs
4.8.12 The MPA’s assessment of need for policing is based on a number of factors including population growth, nature of development, geographic location, local demographics, accessibility and the prevailing economic conditions. In establishing future policing, an assessment of existing crime levels and a review of existing provision is carried out on a case by case basis.
4.8.13 The MPA Estate Strategy seeks to respond to changing Borough demographics, the change in service delivery therefore required and the need to update the existing police facilities to provide a range of premises which meet modern day requirements. As a result, the future estate in Enfield will be based around five operational policing themes:
50 Metropolitan Police Estate, Asset Management Plan: Enfield, November 2007 Infrastructure Delivery Plan Enfield Council 99
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Neighbourhood Police Bases Front Counters Office Accommodation Patrol Bases Custody Centres
Neighbourhood Police Bases
4.8.14 The Estate Strategy requires that there should be a Safer Neighbourhood Team for each ward in the Borough. Neighbourhood Team Bases are often located in existing police buildings but can be accommodated in shopping or residential areas, including community centres where the teams that patrol neighbourhoods on foot are based. Floorspace requirements for Neighbourhood Police Bases range from approximately 95 - 220sqm. These can have public access where they are located together with front offices though this will increase the floorspace requirement.
4.8.15 There is a Safer Neighbourhood Team for each ward though a number of teams are based in shared or temporary facilities. The aim is that each team should be easily accessible to the residents of their respective ward. Additional Neighbourhood Police Bases may well be needed where new housing or retail development takes place with the aim of making the police service more accessible to the local community with small teams of police officers and Police Community Support Officers (PCSOs) dedicated to the local area.
Front Counters
4.8.16 There are currently five public front counters located in Enfield. These are located at:
Edmonton Police Station Enfield Police Station Ponders End Police Station Southgate Police Station Winchmore Hill Police Station
4.8.17 Front Counters are the prime point of interface between the public and the police and it is therefore essential that the appropriate environment is provided for this interaction. The strategy for front counter facilities has not been finalised, but it is likely that they will be available in a wide mix of police buildings in the Borough, from police stations to Neighbourhood Police Bases. These will provide better and more appropriate access to the police than has been the case in the past. However no existing front counter facilities will be closed until alternative improved facilities have been opened and are operational.
Office Accommodation
4.8.18 Other police functions in Enfield are the command, management and support functions. These functions are currently located within Edmonton police station. The MPA will review the utilisation of this space following the development of other police facilities across the Borough.
Patrol Base
4.8.19 Operational officers now patrol the Borough from the new 24/7 Patrol Base in the Great Cambridge Industrial Estate on Lincoln Road. Enfield is only the second borough in London where the Metropolitan Police Service (MPS) has introduced a single patrol base, which is a flexible warehouse-style building that accommodates the majority of operational police officers and resources for the borough in one main building. Although this base is not open to the public, it brings officers and vehicles together at a single location within Enfield. 100 Enfield Council Infrastructure Delivery Plan
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Custody Centre
4.8.20 The MPA is looking at providing specialised custody facilities throughout London. Known as custody centres, these will have between 20-40 cells in a single location together with related facilities such as interview rooms, consultation rooms and a search suite.
4.8.21 Currently there are custody facilities at Edmonton (16 cells) and Enfield (5 cells) Police stations, which between them provide 21 custody cells. Whilst these cells have recently been improved, the overall provision for such a large Borough is inadequate. The Enfield AMP and MPA comments to the Core Strategy indicate that a new custody suite of up to 30 cells will be required within the Borough, however no timeframe is given for this.
Strategic Pan-London Facilities
4.8.22 The MPA also provide some key policing operations which are unique to London and they require recognition in a property and planning strategy. These are non London Borough specific facilities and include central office and administrative functions, super patrol bases and forensic laboratories amongst others.
Funding Sources, Timescales And Responsibilities For Delivery
4.8.23 No timescales or funding sources have been identified for the delivery of proposals within the AMP.
4.8.24 The MPA’s assessment of need for policing is based on a number of factors including population growth, nature of development, geographic location, local demographics, accessibility and the prevailing economic conditions. In establishing future policing, an assessment of existing crime levels and a review of existing provision will be carried out on a case by case basis.
4.8.25 As a result of all these factors it is extremely difficult for the MPA to apply standard ratios in respect of residential development as it is more complex than a straight forward ratio of Police Officer's to population levels.
4.8.26 The MPA's approach is to review proposals for development that give rise to additional policing activity – residential, retail and leisure in particular – together with the existing floor space in the area and to decide what level of additional resources may be required. Due to the nature of the work and the range of local challenges that the MPA faces, there is no ‘one size fits all’ solution for every Borough and plans will be adapted in response to individual Borough needs and policing demands.
4.8.27 As the Estate Strategy is kept under review and decisions about the police estate in Enfield, as set out in the Enfield AMP, have not yet been finalised, the MPA will to continue to update the Council in the preparation of the Local Development Framework. In taking this approach, the MPA have indicated that they would like to establish a police presence in the proposed local centre at Meridian Water as part of the Central Leeside Area Action Plan, and at the community hub proposed in Ponders End High Street as part of the Place Shaping Priority Area.
EMERGENCY PLANNING
Review Of Existing Provision and Assessing Future Needs
4.8.28 Emergency planning liaise with other emergency services, the Primary Care Trust, Environment Agency and major utilities to look at the risks that the Borough is exposed to; be it the risk from fire, flood, pandemic flu, traffic incidents, chemical hazards, etc.
4.8.29 The London Borough of Enfield Emergency Planning Team indicates that in an emergency, existing facilities would be used. There is therefore no specific development requirements identified to accommodate the overall growth proposed within the Borough. However, an increase in population would have cost implications in terms of providing additional emergency stores. Infrastructure Delivery Plan Enfield Council 101
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5.1 Parks and Open Spaces
PARKS AND OPEN SPACES
Review Of Existing Provision
5.1.1 Enfield has an extensive and diverse network of open spaces, which includes parks, playing fields, allotments, cemeteries, green corridors and waterways. In the Borough, there are 340 open spaces over 0.4 hectares in size, totalling 2,005 hectares of open space. The breakdown of open space and play provision is set out in following tables.
Open Space Type No. of Sites Area (Ha) % Open Space Area
Regional Park 0 0.00 0.0
Metropolitan Park 3 358.24 17.9
District Park 10 214.63 10.7
Local Park 17 85.96 4.3
Small local park / open space 18 32.98 1.6
Pocket Park 5 3.11 0.2
Linear open space / green corridors 13 13.60 0.7
Public park Total 66 708.50 35.3
Allotments, community gardens and urban farms 42 77.93 3.9
Amenity green space 76 36.44 1.8
Cemeteries and church yards 13 76.60 3.8
Civic spaces/pedestrianised areas 0 0.00 0.0
Greenspaces within grounds of institution 2 16.02 0.8
Natural or semi-natural urban greenspaces 18 428.00 21.3
Outdoor sports facilities / playing fields (education) 72 119.15 5.9
Outdoor sports facilities / playing fields (private) 37 448.20 22.4
Outdoor sports facilities / playing fields (public) 11 91.95 4.6
Other 3 2.47 0.1
Other open space total 274 1296.76 64.7
Total Open Space 340 2005.27 100.0
Table 5.1 Open Space Provision by Type
*Note: Nine spaces are classified as part of the Lee Valley Regional Park in addition to the individual role that each space plays. To avoid double counting, the total area and number of sites of the Regional Park has not been included in the public park or open space total. If included, the public park total would rise to 1147.3ha.
5.1.2 The 66 Public Parks make up the largest proportion representing 35% of the total. This increases to 57% if the Lee Valley Regional Park is included. Private outdoor sports facilities/playing fields and natural or semi natural urban greenspaces also represent a large proportion, 22% and 21% respectively. In terms of numbers of spaces, the amenity green spaces are the most common form of open space. 102 Enfield Council Infrastructure Delivery Plan
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5.1.3 Forty-five open spaces include some kind of children's play provision, as shown below.
Type of Children's Play Provision (Excluding Schools) No of Open Spaces % of Total Open Spaces
Local Equipped Areas for Play 34 12.7
Neighbourhood Equipped Areas for Play 1 0.4
Other 10 3.7
No Childrens Play Provision 223 83.2
Total 268* 100.0
Table 5.2 Formal Children’s Play Provision
*Note: Does not include school sites or play pathfinder sites.
Existing Need
5.1.4 In line with national Planning Policy Guidance 17 (PPG17), an Open Space and Sport Assessment was completed by Atkins in 2006. This study assessed the quantity, quality, and accessibility of the parks, play space and playing pitch provision in Enfield. The study found that despite the abundance of and the overall good quality of public open space provision, there are deficiencies in some types of open space, and also play provision in some parts of the Borough.
Parks
5.1.5 Currently, there is 7.33ha of open space and 2.59ha of public park provision per 1,000 population (Open Space and Sports Assessment, 2006). The quantity of, and access to open space provision varies between different parts of the Borough. The Open Space and Sport Assessment (2006) identified 8 zones of Deficiency in Access to public parks. These are mapped below in figure 5.1.
5.1.6 The significance of deficiencies in open space are particularly acute in the south and east of the Borough, in wards which have high deprivation and poor health, high child densities, higher residential densities (higher proportions of terraced, flats or apartments) and therefore less likely to have access to private garden space. Those deficiency zones in greatest need for open space are Bowes Park, Lower Edmonton and Southbury. Increasing the quantity of public park provision by 16ha would alleviate these existing deficiencies (Open Space and Sport Assessment, 2006).
5.1.7 Overall, the quality of open space provision across the Borough is good, with the majority of open spaces regarded as good or very good, however there is some scope for improvement for those spaces which are identified as currently underperforming in the Open Space Study.
5.1.8 The Open Space Study recommends standards for new development in the Borough, based upon the established level of provision per 1,000 population and the additional provision required to address existing deficiencies in public park access. The standard is the minimum required to meet the needs of the population of the Borough up to 2016, including the projected rise in the population of the Borough. The open space standards are set out in the table 5.3 below. Infrastructure Delivery Plan Enfield Council 103
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Figure 5.1 Areas of the Borough deficient in public parks
Allotments
5.1.9 There are 43 allotment sites which are protected as statutory allotments and 7 ‘temporary’ allotment sites. The 43 sites take up 79ha of land and contain approximately 2,889 plots. Based on an 800m catchment, the Open Space and Sport Assessment (2006) discovered that there was an uneven distribution and access to allotment sites. To rectify existing deficiencies and meet future projected demand up until 2016, an additional 18ha of allotment land would be required. It is unlikely that this level of additional provision could be provided, so the recommended option is to improve accessibility of sites and target additional provision on those areas in greatest need. Increasing the quantity of allotment provision by 6.4ha would alleviate these existing deficiencies (Open Space and Sport Assessment, 2006). Deficiencies in provision are particularly significant in areas outside of the 800m catchment and where there are higher proportions of terraced, flats or apartments, and therefore limited access to gardening space. The provision of 8 additional allotment sites in these locations would help alleviate the deficiencies. The wards of Lower Edmonton, Upper Edmonton and Edmonton Green should be prioritised for the development of these sites. The standards recommended by the Open Space Study for allotment provision, to meet the needs of the Borough up to 2016, are set out in table 5.3 below. 104 Enfield Council Infrastructure Delivery Plan
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Play Areas and Playing Pitches
5.1.10 The Open Space Study identified 103 open spaces within the Borough with provision for outdoor pitch sports; together they provide a total of 363 pitches.
5.1.11 Most parts of the Borough lie within a 1.2km catchment area of a playing field in secure community use. However, there is a large area in the north west of the Borough that is deficient in access. There is also a deficiency area just south east of Oakwood station. An additional playing field is required in this area to alleviate the deficiency in access. If no suitable site can be identified then access routes from the area to existing provision should be enhanced.
5.1.12 The quality of playing pitches in secure community use is on average fairly good across the Borough. The quality of playing pitches could be improved. Improvements are particularly needed in pitch drainage, and the provision and quality of changing rooms. Priorities for improvements should be targeted on those strategic sites which support the greatest number of matches.
5.1.13 The Open Space Study also considered children’s play provision in the Borough. It found an uneven distribution of children’s play areas and identified areas of deficiency for children’s play. The Study found that all wards within the Borough have parts which are outside a 400m catchment area for children’s play facilities. These areas of deficiency are mapped below in figure 5.2. The majority of existing children's play areas were found to be of good quality; some were assessed as fair, however none were assessed as poor quality.
5.1.14 Additional opportunities for formal and informal play need to be brought forward, and existing spaces can be improved. There is potential to incorporate dedicated children’s play facilities within publicly accessible open spaces to help reduce the deficiencies. The Open Space Study recommended standards for play and sporting provision are detailed in table 5.3 below.
Assessing Future needs
5.1.15 Future development and underlying population growth in the Borough is likely to create an even greater need for forms of open space and sporting/play provision, particularly in those identified areas of deficiency. Some of the areas with the greatest deficiencies lie in the south and east of the Borough, in areas covered by the North East Enfield, Central Leeside and North Circular Area Actions Plans, where there are also the greatest opportunities for regeneration and the creation of new communities. The creation of new public open spaces and improving existing spaces will therefore be required as part of the regeneration process in these areas.
5.1.16 The Area Action Plans provide the most scope for intervention through new development. The Core Policies for Places chapter of the Core Strategy sets out the broad priorities for open space provision in these areas. The Area Action Plans will define the location and manage the delivery of new open space, including their long term funding and management arrangements.
5.1.17 Where there are limited opportunities to provide new open space, or when it is more appropriate to consider other options, the Open Spaces Study suggests options for improving the quality, access or adapting other forms of open space for public use. Infrastructure Delivery Plan Enfield Council 105
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Figure 5.2 Areas Deficient In Children's Play Space
5.1.18 The following strategic opportunities support the growth and development proposed in the Core Strategy, have been identified:
Central Leeside: this area requires a large open space, improved links and access to the Lee Valley Regional Park, and for all open spaces in this area to be accessible and of a good quality. North East Enfield: need to improve existing open spaces, and create/improve links with the Lee Valley Regional Park. North Circular: need to improve the existing open spaces and create attractive green links. Enfield Town: improving access to existing open spaces.
5.1.19 Projects have been identified and are being taken forward within the Place Shaping Priority Areas which help contribute towards supporting existing and future community needs by improving and enhancing access to open space. These include:
The Transformation of Ponders End Recreation Ground Columbia Wharf Access to Nature project 106 Enfield Council Infrastructure Delivery Plan
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5.1.20 The strategic green infrastructure projects are listed tables A. 43 to A.45 of the Infrastructure schedule. However, further details of schemes within the emerging Area Action Plan and masterplanning areas will be included in an update of this Infrastructure Delivery Plan as and when they are known.
Open Quantity Area required to Accessibility Standard Quality Standard Space Standard meet needs up to Type 2016
Public 2.43ha per 724 (including All residents within the Borough should Public parks within the Borough should meet Parks 1,000 16ha additional have access to a Metropolitan Park within the Green Flag ‘good’ quality standard. population public parks to 3.2km from home; Open spaces identified within the Open alleviate Space Study for improvement should be deficiencies) All residents within the Borough should prioritised. have access to a District Park within 1.2km from home;
All residents within the Borough should have access to a Local Park or Small Local Park or Pocket Park within 800m from home;
All residents within the Borough should have access to an area of public park within 800m from home.
Allotment 0.67ha of 78.97 ha (including All residents within the Borough should Allotment sites should be of adequate quality allotment land an additional 6.4 have access to an allotment garden within and support the needs of the local per 1,000 ha of allotment 800m of home. community. Allotment sites which under population land to alleviate perform in terms of their value to the local deficiencies) community should be improved. Allotment sites identified within the Open Space Study should be prioritised for improvement.
Children’s All residents within the Borough should Children’s play provision within the Borough Play have access to areas of formal and informal should be of adequate quality and provide play provision for children and teenagers the range of facilities associated with the within 400m from home. size of the facility.
Playing 0.78ha of pitch 230.7ha All residents within the Borough should Outdoor pitch sports facilities within the Pitches space per have access to a site providing football pitch Borough should be of adequate quality and 1,000 provision in secure community use within provide the range of facilities required to population 1200km from home; meet the needs of sports clubs. Those playing fields identified in the Open Space All residents within the Borough should Study, which either under perform in terms have access to a range of other outdoor of the range of provision provided or the sports facilities. quality of existing provision, should be improved.
Table 5.3 Open Space Standards
Funding Sources, Timescales And Responsibilities For Delivery
5.1.21 The Council is preparing a Parks and Open Space Strategy, it will be a 10 year strategy that sets out the Council's plans for improving and conserving our parks and open spaces. The main focus of this Strategy is delivery. It will provide a detailed delivery plan and rolling projects list to prioritise actions; guide Council resources and funding allocations; and identify and deliver projects in order to meet this objective. It is anticipated that this Strategy will be completed in Spring 2010. This will inform a review of this document. Infrastructure Delivery Plan Enfield Council 107
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5.1.22 Enfield is one of 20 Authorities nationally to successfully achieve play pathfinder status. Over £2 million capital funding has been allocated to Enfield as part of the Play Pathfinder Programme. A total of 28 new or refurbished playable spaces plus an adventure play park will be completed by March 2010. Further opportunities to improve play facilities in our parks and open spaces will be considered through the Parks and Open Space Strategy.
5.1.23 A Food Strategy is also being produced by the Council to consider aspects of food production and consumption and how they are delivered locally. This Strategy will look at improving existing allotments, and new informal growing spaces, through the diversification of existing open spaces and new community growing spaces. Once completed, this will help to inform a review of this document. Opportunities to provide growing space will be considered through the Food Strategy and at a more detailed level in the Area Action Plan and Place Shaping Priority Areas.
5.1.24 Proposals for new development will need to address the additional open space needs generated as a result of the development. Any improvement to open space provision required would be funded by the developer and secured through planning conditions and section 106 agreements 5.2 Lee Valley Regional Park
Review of Existing Provision and Assessing Future Needs
5.2.1 The Lee Valley Regional Park (LVRP) is a 26 mile long, 10,000 acre linear Park serving a regional catchment including London, Hertfordshire and Essex. In Enfield, the Lee Valley Park spans the length of our eastern boundary. The Park lies within 2 areas of growth identified in the Core Strategy spatial strategy: Central Leeside and North East Enfield.
5.2.2 The LVRP is a key open space and recreation resource for the Borough. However, in places access is difficult, and there is limited visibility of the Park. Also, there are deficiency areas in open space identified in our Open Space Study, which border the park (see figure 5.1). The LVRP therefore has a key role to play in providing and enhancing access to open space for local communities and alleviating existing open space deficiencies.
5.2.3 The Lee Valley Regional Park Authority (LVRPA) is a statutory body established by the Park Act in 1966. It has a statutory duty to protect, manage and develop the Lee Valley Regional Park for leisure, recreation, sport, nature conservation and entertainment and for the conservation and enhancement of the Park’s natural environment. As part of these responsibilities, the Authority must prepare plans for the future use and development of the Park. The plans cover a 10 year period. The current Lee Valley Regional Park Plan was adopted by the Authority in April 2000, however the Authority are in the process of replacing this with a Park Development Framework (PDF), which is expected to be completed later this year.
5.2.4 Within Enfield, the 2000 Park Plan identifies the need for:
Pedestrian and cycle links into and across the valley to be clearly defined and enhanced improving access into the Park from surrounding communities, The open and green character of the area to be protected and landscape quality throughout to be improved to establish a more attractive character and visual structure to the land bold enough to compete with the scale of buildings and roads, Water recreation and waterside activities along the towpath to continue to be developed with visitor services and facilities located at focal points around Rammey Marsh Lock, Enfield Lock and Swan and Pike Pool. Waterway heritage to be conserved and enhanced, particularly at Ponders End conservation area, Informal outdoor recreational use and wildlife conservation based on the substantial open space and grassland habitats to be supported on Rammey Marsh. More intensive leisure activities to be accommodated on Rammey Marsh West within an extensive parkland setting, 108 Enfield Council Infrastructure Delivery Plan
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King George V and William Girling Reservoirs to be protected and managed as a waterbird reserve of national importance, access to be managed to avoid disturbing the birds, Intensive leisure facilities to continue to be developed at Picketts Lock which support sporting excellence. Ecological interest on the golf course and at Ponders End Lake to be enhanced, and Land south of William Girling Reservoir to be restored and a comprehensive leisure and recreation scheme achieved for the whole area set within a well landscaped site.
5.2.5 The LVRPA Strategic Business Plan is a key delivery mechanism for the Park Plan, focusing on land and facilities that the Authority owns and manages. This is a 10 year financial and business strategy, and development programme, demonstrating how the LVRPA intend to help deliver its corporate vision. It does not cover the actions of other external partners or interests. The Business Plan undergoes an annual review but it is updated every 5 years.
5.2.6 The Strategic Business Plan 2000-2010, was supplemented with an interim review in 2005, and ‘A Vision for 2017’ document which updated the vision aims and objectives. Most of the key development aspirations set out in the 2000 Business Plan have been delivered and a revised Business Plan for the period up to 2015 is currently being drafted.
5.2.7 The revised Business Plan will sit alongside the PDF and identify a rolling 5 year programme of projects to deliver the PDF aims, objectives and proposals. This programme is reviewed regularly and represents the Authority’s project priorities for land and facilities that the Authority owns and manages. All projects will undergo a feasibility and business planning process and risk assessment.
5.2.8 The Park Development Framework is due to be adopted in April 2010. It includes a revised vision, aims and objectives for the whole Park and broad proposals for its future use and development over the next 10 years. Once the framework is in place, detailed area based proposals will be defined and prioritised in consultation with key stakeholders. Partnership working will be critical to bringing forward projects on land not owned or managed by the Authority and to securing funding for their development and delivery. As proposals are developed through the PDF and stakeholder engagement, the Infrastructure Delivery Plan and Schedule may have to be updated to reflect this.
5.2.9 Currently, the Project priorities set out in the emerging PDF within Enfield are focused on:
Pedestrian and cycle access improvements to and through the Park especially at Swan and Pike Pool close to Enfield Island, at Ponders End and Central Leeside area, and Picketts Lock - proposals include a new primary visitor node, new and enhanced leisure and recreation facilities and new or substantially enhanced visitor accommodation facilities. This project will be delivered through commercial partnership.
5.2.10 The Authority’s engagement in the Area Action Plans and master planning process for North East Enfield and Ponders End, Central Leeside and Meridian Water masterplan as well as the Upper Lee Valley Landscape Strategy will identify further projects that meet the aims and objectives of the PDF.
Funding Sources, Timescales and Responsibilities for Delivery
5.2.11 The main source of finance is from a levy calculated from the council tax base of Hertfordshire, Essex and Greater London. The ceiling for the levy is determined by a formula prescribed in 'The Levying Bodies (General) Regulations 1992 which is adjusted annually to account for inflation. This is the major source of funding. Other sources of finance include revenue generated from assets/facilities and grant funding, and to a lesser degree, section 106 agreement contributions. This is reviewed annually through the budget setting process.
5.2.12 This funding is used both as capital for funding projects and revenue to fund ongoing maintenance of the assets/facilities. The current funding commitments are set out in the Strategic Business Plan and supplementary updates, and the rolling projects list. The Strategic Business Plan will be updated through the PDF process and the new financial and business strategy. Infrastructure Delivery Plan Enfield Council 109
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5.2.13 Projects are only taken forward once grant allocation is confirmed and agreement reached (as set out in the Authority’s Partnership Framework Agreement approved in July 2008). All projects are assessed in terms of their feasibility, funding requirements and the risks associated with development and delivery. The Business Plan, project delivery plans and availability of funding will influence phasing and programming.
5.2.14 The LVRPA owns 40% of the land in the LVRP, therefore, they recognise the importance of partnership working to develop and deliver projects throughout the Regional Park. Key partners include other landowners, government agencies, riparian boroughs, public and private sector bodies and the local community and voluntary sector. 5.3 Waterways
Review of Existing Provision and Assessing Future Needs
5.3.1 Enfield has more waterways than any other London Borough, including rivers and a canal. They provide a valuable educational, tourism, heritage, transport, leisure and recreational resource for residents, visitors and businesses. A number of stakeholders help to manage, maintain and promote the positive use of our waterways. The Environment Agency and British Waterways are two key Bodies responsible for the waterway environment in Enfield.
5.3.2 Under the requirements of the European Water Framework Directive (WFD), the Environment Agency has produced River Basin Management Plans (RBMP). The RBMPs look at pressures facing the water environment, and the actions that will address them, in order to deliver a better water environment. The current RBMPs represent the first of a series of six-year planning cycles. As the RBMP cycles progress, more detailed plans will emerge.
5.3.3 The Thames River Basin Management Plan (2009) includes an assessment of the waterways in the London catchment. The London catchment covers the lower River Lee and its main tributaries, including Pymmes and Salmon Brooks. Within the London catchment, the key issues identified are poor water quality and habitat diversity. The key actions to address these issues in Enfield include: pollution prevention projects on Pymmes Brook and Brimsdown Ditch, planned improvements at Deephams waste water treatment works (discussed further in section 3.3), and working with Natural England to implement the London Rivers Action Plan.
5.3.4 The Environment Agency has indicated that current project priorities within Enfield are as follows:
Replacement of Sluice Gates on the River Lee Flood Relief Channel and environmental enhancement (pond creation and restoration) on Rammey Marshes. These works will maintain the operation of these sluices, and level of protection which the Lee Flood Relief Channel (LFRC) provides, and provide habitat creation in the form of ponds to contribute to Biodiversity Action Plan targets. Flood Alleviation Scheme along Salmons Brook to reduce the risk of flooding. Undertaking work to assess the feasibility of installing of Hydro-Dynamic Separators to improve water quality along Brimsdown Ditch. Exploring the potential to undertake feasibility work for a river restoration project along section of Pymmes Brook which goes through Arnos Park. This project is highly dependent on the availability of funding.
River Lee Navigation
5.3.5 British Waterways is a public corporation responsible for maintaining and managing over 2,200 miles of the country's canals and rivers, including the River Lee Navigation in Enfield. The River Lee Navigation forms part of London’s waterway network running from Hertford in the north down to the eastern side of London, where it joins the Bow Back Rivers (which run through the proposed Olympic Park), Hertford Union Canal, Limehouse Cut and the River Thames. 110 Enfield Council Infrastructure Delivery Plan
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5.3.6 British Waterways’ assets in Enfield include the River Lee Navigation, and its towpath, bridges, locks, weirs and other associated infrastructure. British Waterways have operational land, and non-operational land such as Colombia Wharf, Picketts Lock land (the lock itself is operational, but the land adjacent to it is not), Rammey Marsh moorings and the Enfield British Waterways office.
5.3.7 In terms of forward planning, British Waterways undertake a thorough rolling inspection programme, which establishes the condition of their waterway assets, and informs the prioritisation of maintenance projects put forward for attention.
5.3.8 A project identified within Enfield, and currently being drawn up for inclusion in British Waterways’ Works Programme, includes works to the waterway environment adjacent to the Harbet Road Industrial Estate, to improve its shared use towpath and the amenity of this resource.
5.3.9 Other important planning tools are waterspace strategies, which outline British Waterways’ and other stakeholders’ aims and objectives for a particular canal, river, basin or dockside area. The current waterspace strategy is the draft Enfield River Action Plan (2003), however a waterspace strategy is being prepared for the area as part of the North London Strategic Alliance’s Upper Lee Valley Landscape Strategy.
5.3.10 This River Action Plan was developed to address social exclusion and sustainability, enhance heritage and ecology assets, and leisure and recreation opportunities, and to influence design of waterside development to help achieve these aims. It provides a framework for proposals/actions to be prioritised and implemented over a number of years, and for attracting partnership funding and support. The document was designed to be dynamic and adaptable over time, and the solutions offered are therefore not fixed.
5.3.11 Key existing issues along the Lee Navigation within Enfield include providing Disability Discrimination Act (DDA) compliant accesses and bridge links, water quality improvements and the general enhancement of the towpath surfacing and waterway environment, particularly in areas such as Harbet Road, which currently has a poor public realm, as highlighted by the report undertaken for British Waterways by Adams and Sutherland. An increasing population, as predicted within the Strategic Growth Areas, will put significant additional pressure on public spaces within Enfield, such as the Navigation and its environment. New residents and occupiers of these regenerated areas will also have increased expectations of the current maintenance of British Waterways’ assets, as experienced elsewhere, which will place an additional burden on their maintenance programme.
5.3.12 British Waterways has confirmed that there is a need for ongoing maintenance works such as the renewal of locks, mechanical and engineering equipment, improvements to the towpath from Enfield Lock heading north to the M25, and to the towpath in Edmonton, edging Stonehill Business Park, and Harbet Road, adjacent to Harbet Road Industrial Estate.
Funding Sources, Timescales And Responsibilities For Delivery
5.3.13 The majority of Environment Agency led project funding comes from government, specifically the Department of Environment, Food and Rural Affairs (DEFRA); the remaining funding comes from various charging schemes. However projects, particularly environmental and river restoration projects, are often delivered in partnership with other stakeholders. Therefore, funding would be drawn from a number of partners.
5.3.14 Funding for projects is allocated on a yearly basis, with projects plans being refreshed annually. Funding has been committed for replacement sluice gates and environmental enhancements on Rammey Marshes, Salmon’s Brook Flood Alleviation Scheme (discussed further in section 3.3), and for initial feasibility study for work along Brimsdown Ditch.
5.3.15 British Waterways receives an annual grant from sponsoring government departments. For England, the sponsoring Department DEFRA. This grant funding is supplemented by revenue from commercial activities, such as mooring and licence fees, rental income from its property portfolio, and income from its Utilities revenue, all of which is reinvested into the waterways, for both ongoing maintenance of existing infrastructure, and new projects such as waterspace strategies or mooring facilities. Infrastructure Delivery Plan Enfield Council 111
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5.3.16 Projects are generally prioritised in accordance with the Works Programmes or in response to regeneration strategies. The three year rolling plans prioritise projects in advance depending on the rate of change, funding required, consequence of failure and other factors; its position of priority in the plans will be determined by those factors.
5.3.17 Funding for specific projects is dependent on the type of project and its objectives, and what funding is available. Typically, large projects are funded or delivered in partnership with a number of external bodies, including the Council. 112 Enfield Council Infrastructure Delivery Plan
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6 Strategic Growth Areas
STRATEGIC GROWTH AREAS
6.0.1 Within Enfield Borough it is proposed that growth be focused within the following 4 broad locations;
Central Leeside, including Meridian Water North East Enfield, including Ponders End North Circular, including New Southgate Enfield Town, including Enfield Town Station
6.0.2 It is proposed that a fifth broad location is designated as a Masterplan area, but the boundaries for this have not yet been defined.
Figure 2.1 identifies the proposed Strategic Growth Areas/Area Action Plan Areas and Place Shaping Priority Areas
6.0.3 The Council's proposals for each of these areas are discussed in detail in Chapter 9 of the Core Strategy. This section of the IDP seeks to highlight those infrastructure schemes that will be required to deliver the proposed levels of growth in each of these locations. The infrastructure detailed in the accompanying Infrastructure Schedules are not intended to be an exhaustive list of schemes within each Strategic Growth Area, but those that are significant in seeking to achieve sustainable communities.
6.0.4 This section of the IDP draws heavily from the information contained in the previous themed sections of the document. Further schemes are included resulting from the outcomes from place shaping Masterplanning work, where these details are known. 6.1 Central Leeside Including Meridian Water
Development Proposals
6.1.1 Central Leeside Strategic Growth Area is a large area to the east of the Borough where significant levels of growth are proposed in the medium to long term. The growth proposed in this area, will establish a new community and seek to act as a catalyst in delivering transformational change, which will benefit the wider area. Core Policies 37 and 38 of the Core strategy set out the strategic aims to deliver growth within Central Leeside including Meridian Water.
6.1.2 Central Leeside is characterised by employment uses and the majority of this will be retained. However, Meridian Water will be transformed and will deliver in the region of 5,000 new homes and 1,500 new jobs.
6.1.3 In order to facilitate the above development, the following key infrastructure requirements have been identified:-
1. Improvements to the road network: the majority of the housing growth for Central Leeside is in the medium to very long term. The London Borough of Enfield with Transport for London, have commissioned the Upper Lee Valley Transport Study. The study will address the cumulative impact of growth and this will inform the Central Leeside Area Action Plan (AAP). 2. Improvements to public transport: Beyond 2016, Network Rail has plans to increase the frequency and number of trains to Enfield, Cheshunt and Chingford and to four track the West Anglia Main Line, which will provide additional services between the airport and Liverpool Street and between Stanstead Airport/ Hertford East and Stratford. To improve access to the east of the Borough, the Council together with Network Rail are examining options for the replacement of level crossings on the West Anglia Main Line. Amenity and access improvements to Stations are also planned together with improvements to passenger information and station security. Interchange arrangements with different modes of transport at stations such as taxis and buses, will also be enhanced. In terms of bus services, the Upper Lee Valley Transport Study will address the demand and need for additional services. 114 Enfield Council Infrastructure Delivery Plan
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3. New educational facilities: a new sixth form entry Secondary School is planned (including 60 part time nursery places). Two new primary schools will also be needed to facilitate the growth in pupil numbers. These facilities will be identified in the Central Leeside AAP. 4. New health facilities: A new health facility is proposed as part of a community hub at Meridian Water. This will include a modern GP Practice. Funding for the project will be derived from a variety of sources including the Enfield PCT. 5. New community facilities: The proposed community hub at Meridian Water will also include a new library, a police facility as well as local shops. It is anticipated that funding for the new library would need to be allocated from the Council’s Capital programme. Access from Central Leeside to Lee Valley Park will be improved with better cycling and walking connections. The growth agenda in Central Leeside will also result in the need for an additional public park, the details of which will be contained in the Central Leeside Area Action Plan.
6.1.4 Table A.46 of the Infrastructure Schedule provides more details of the key infrastructure required to deliver growth in the area.
6.1.5 The development framework for Central Leeside including Meridian Water will be set out in the Central Leeside AAP. This is currently timetabled for independent examination in the Summer 2011. A Masterplan will also be prepared for the Meridian Water area and will also inform the final version of the Area Action Plan. The timetable for the production of the AAP and Masterplan is set out in the Council’s Local Development Scheme. The infrastructure needs, costs and delivery arrangements identified through the AAP and Master planning will inform subsequent updates of this IDP. 6.2 Edmonton
6.2.1 Although substantial regeneration has already taken place in Edmonton Green including housing renewal, a new bus station, retail and leisure developments, the Council is seeking to undertake further work in the form of a Masterplan for the wider Edmonton area. At the time of writing, the Council's Local Development Scheme indicates that the Masterplan work will commence in summer 2010. The boundaries of the Masterplan are still to be defined. Outcomes from work on the Masterplan will inform future updates of this IDP and the accompanying IDP Schedule. 6.3 North East Enfield Including Ponders End
Development Proposals
6.3.1 North East Enfield Strategic Growth Area lies to the immediate north of Central Leeside. The eastern part of this area is an important Strategic Industrial Location (SIL), with the remaining area predominantly characterised by residential development. Core Policies 41 and 42 of the Core Strategy set out the strategic aims to deliver growth in this area, with the focus for growth proposed in the Ponders End Place Shaping Priority Area.
6.3.2 North East Enfield Strategic Growth Area will deliver up to 1,000 new homes in the short to medium term. The existing SIL’s will be retained, with Innova Park being expanded.
6.3.3 In order to facilitate the above development, the following key infrastructure requirements have been identified:-
1. Improvements to the strategic road network: In the short term, the objective will be to maximise the efficient use of the existing road network. The Core Strategy Transport Assessment highlighted potential problems along the A1055 Meridian Way/ Conduit Lane/ Montagu Road resulting from the growth scenarios which will be addressed in more detail as part of the North East Enfield (AAP). A detailed transport assessment will be undertaken to investigate this further and provide options for alleviation. Infrastructure Delivery Plan Enfield Council 115
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2. Improvements to public transport: Brimsdown, Southbury, Enfield Lock and Ponders End Station enhancements are planned. These works will include improvements to the station environment, station security and passenger information. An increase in the capacity of trains on the West Anglia Main Line to Enfield, Cheshunt and Chingford has also been agreed in principle. Post 2016, a scheme to 4-track the West Anglia Main Line has been outlined in the Network Rail Business Plan. If approved, this will result in improved services to Liverpool Street and Stansted Airport. The north-south bus services will be enhanced, improving access along the A1055 corridor. The Council and TfL have commissioned the Upper Lee Valley Transport Study. The study will address the cumulative impact of growth across the Upper Lee Valley. 3. New cycle routes: The extension of the National Cycle route 12 from Hadley Wood to Enfield Island village is proposed. This will be a joint venture between the Council and Sustrans. The new development areas will also incorporate cycle tracks with connections to the wider area. This will be developed as part of the master planning approach in Ponders End. 4. New educational provision: It is proposed that the Oasis Academy Hadley is relocated to the former gas holder site, South Street, Ponders End. This facility will comprise a 2 form entry primary school, 60 part time nursery places, and an 8 form entry secondary school and a sixth form. The Council has allocated £8m from the Capital Programme for the Primary School. The Secondary School will be funded from the Government’s Academy Programme. 5. Improved access to health care: A new neighbourhood Health Centre is proposed at Enfield College which will serve up to 50,000 patients. New GP practices are planned at Innova Park and Ponders End High Street as part of a “community hub”. Eagle House Surgery is also expected to be expanded. 6. New community facilities: Ponders End Youth Centre is due to be redeveloped and upgraded. The new facility, which will be developed with a Pupil Referral Unit, has a combined budget of £5.5 million which has been allocated from the Council’s Building Schools for the Future (BSF) programme. A new youth club is also proposed within the Oasis Academy, Hadley. The proposed community hub on Ponders End High Street will accommodate day care services and a police presence. A cultural hub is in the early stages of development at the Swan Annex, High Street, Ponders End. This will accommodate a range of facilities including a new library. 7. Access and amenity improvements to Lee Valley Regional Park: Cycle and walking routes will be improved within Lee Valley Regional Park, with connections to the wider area. This will result in improved access and recreational facilities. Ponders End recreational ground will be upgraded with new facilities including a running path, outdoor gym, a community orchard and picnic area.
6.3.4 Table A.47 of the Infrastructure Schedule more details of the key infrastructure required to deliver growth in the area.
6.3.5 More detailed site specific information on the infrastructure required to deliver growth in the area will be provided in the North East Enfield AAP that currently being produced. Within the Place Shaping Priority Area, three Planning Briefs are being produced for each of the following areas within Ponders End; Ponders End Central, Ponders End South Street Campus and Ponders End Waterfront. The Planning Briefs will be the subject of a public consultation in July 2010. The timetable for the production of the AAP and Planning Briefs is set out in the Council’s Local Development Scheme. The Infrastructure outcomes arising form ongoing work on the North East Enfield Area Action Plan and Planning Briefs will inform subsequent updates of this IDP and accompanying Schedule. 6.4 North Circular Including New Southgate
Development Proposals
6.4.1 The North Circular Strategic Growth Area is in the south of the Borough. It is an area that is predominantly residential in character and one that has suffered from blight and a poor environment, created by indecisions relating to this stretch of the A406. Core policies 44 and 45 sets out the strategic aims to deliver growth within the area surrounding the North Circular in the vicinity of New Southgate and the Ladderswood Estate. 116 Enfield Council Infrastructure Delivery Plan
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6.4.2 The North Circular including New Southgate has eight regeneration areas which will deliver up to 2000 new homes. These are:
The Ladderswood Estate The Western Gateway – Gasholder Site The Western Gateway – Homebase Site The Western Gateway – Topps Tiles Site New Southgate Station Area Arnos Grove Station Area The Care Home / Bomby Open Space Area Properties facing onto the A406.
6.4.3 In order to facilitate the above development, the following key infrastructure requirements have been identified:-
1. Improvements to the strategic road network: TFL’s A406 Safety and Operational Improvement Scheme will be implemented by 2012. Improvements are proposed to the North Circular Road between Green Lanes and Bounds Green Road. This will create at least two traffic lanes in each direction, widen key junctions, improve pedestrian crossings and create a dedicated cycle track. TfL is also developing and promoting an “intermediate” scheme for the North Circular which involves grade separation at the junctions with Green Lanes, Bowes Road and Bounds Green Road/ Station Road. 2. Enhanced public transport facilities: Interchange enhancements are planned for New Southgate Station, improving the linkages between different modes of transport. Improvements to bus services/ guided buses are proposed, including the diversion of routes into the development sites. The various options are being progressed through the master planning process. 3. New health care provision: A modern GP practice or neighbourhood centre is planned for the Arnos Grove area which will support a minimum registered list size of 10,000 patients. 4. New educational opportunities: Population forecasts of the North Circular and New Southgate area suggest that up to ‘two forms of entry’ of additional primary school provision will be required to accommodate the planned level of residential development. This will be provided, either by extending the existing Primary Schools, or as a new facility. These options will be progressed through the North Circular Area Action Plan (AAP) and New Southgate Masterplan. It is anticipated that this will be financed through the Council’s capital programme and developer contributions. Broomfield Secondary School, which is situated within close proximity of the residential development sites, has funding to improve its facilities through the ‘Building Schools for the future’ programme. 5. New community facilities: The community centre at Trinity at Bowes Methodist Church already has existing youth facilities. These facilities will be enhanced with a new sports hall, gym, dance studio, IT and media rooms. Funding has been secured, and planning permission granted for the development. The dual use of existing public buildings, including schools, for additional community facilities is also being explored. 6. Improved access to public open space: The local network of open spaces in New Southgate, including Arnos Grove, Millennium Green, High Road, Grove Road, Cheery Blossom Road, Salmons Brook and the Ladderswood Estate will be strengthened through improvements to existing spaces and the creation of new spaces where appropriate.
6.4.4 Table A.48 of the Infrastructure Schedule provides additional details of the key infrastructure required to deliver growth in this area. Infrastructure Delivery Plan Enfield Council 117
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6.4.5 More detailed site specific information of the infrastructure required to deliver growth in the area will be provided in the North Circular Area Action Plan that is currently being produced. A Masterplan for the New Southgate area will be the subject of public consultation In March 2010. The Masterplan will be adopted as a Supplementary Planning Document following the adoption of the Core Strategy. The timetable for the production of the AAP and Masterplan is set out in the Council’s Local Development Scheme. The infrastructure outcomes arising from ongoing work on the North Circular Area Action Plan and Masterplan will inform subsequent updates of this IDP and accompanying Schedule. 6.5 Enfield Town Including Enfield Town Station
Development Proposals
6.5.1 Enfield Town is the main destination for shopping, leisure, entertainment and cultural activities within the Borough. The Strategic Growth Area seeks to maximise development opportunities which enhance and maintain the role that Enfield Town centre plays in serving the needs of the Borough’s various communities. Core Policies 42 and 43 of the Core Strategy set out the strategic aims to deliver growth within Enfield Town, including the area around Enfield Town Station.
6.5.2 The town centre has the potential to accommodate 500 new homes and deliver 41% (7,810 sqm.) of the Borough's comparison shopping and other town centre uses growth. In order to facilitate this development, the following key infrastructure requirements have been identified:-
1. Improvements to the strategic road network: A comprehensive traffic model is being developed for Enfield Town. This will investigate improvements to the traffic flow, pedestrian environment, strategic walking routes, public transport interchanges and street scene. 2. Encouraging sustainable forms of transport: The Greenways route, Enfield to New Southgate, will provide a cycle and walking route passing through and connecting parks and green areas. The scheme will include new and improves paths to allow shared use; cycle crossing facilities; improved lighting; signing and junction improvements. Funding for the project has been secured from the Council’s Capital Programme and Sustrans. 3. Improvements to public transport: Environmental and amenity enhancements are planned at Enfield Station including improved interchange arrangements. 4. New educational facilities: The growth agenda will result in the need for up to ‘two forms of entry’ primary provision, including 60 part-time nursery places. This provision will most likely be provided as an addition to an existing facility although a new school is a possibility. 5. New health & social care facilities: A new neighbourhood health centre is planned for the town centre. This facility will serve up to 50,000 patients and could potentially be funded from a variety of sources including the PCT, third party agreements and developer contributions. A new carers centre will also be developed in Baker Street.
6.5.3 Table A.49 of the Infrastructure Schedule provides more details of the key infrastructure required to deliver growth in the area.
6.5.4 More detailed site specific information on the infrastructure required to deliver growth in the area will be provided in the Enfield Town Area Action Plan that is currently being produced. A Masterplan is also being produced for the area surrounding Enfield Town Station; the Masterplan will be adopted as a Supplementary Planning Document following the adoption of the Core Strategy. The timetable for the production of the AAP and Masterplan is set out in the Council’s Local Development Scheme. The infrastructure outcomes arising from ongoing work on the Enfield Town Area Action Plan and Masterplan will inform subsequent updates of this IDP and accompanying IDP schedule. 118 Enfield Council Infrastructure Delivery Plan
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7 Conclusions
7.1 Conclusions
7.1.1 This is the first IDP that has been produced by the Council, it identifies the various forms of infrastructure that will be required to support the delivery of the Core Strategy of the Local Development Framework and where known, anticipated timescales, funding sources and responsibilities for delivery.
7.1.2 This IDP forms the baseline from which the monitoring and delivery of infrastructure can be assessed. The document is accurate at the time of writing, however it should be noted that the nature of projects detailed may change, together with funding sources and timings; particularly as more detailed infrastructure information emerges as a result of the Area Action Plans and masterplanning processes . This IDP highlights those instances where funding and other delivery requirements are unknown or there are likely to be shortfalls. However, the very purpose of this document is to begin a process of dialogue with infrastructure providers, in seeking to align infrastructure priorities within the various plans and strategies. The IDP and accompanying schedule are "live" documents that will be updated on a regular basis as part of the preparation of the LDF Annual Monitoring Report (AMR). Schemes can then be added, and the accompanying Infrastructure Schedule updated to take account of the various investment programmes of individual infrastructure providers; as the Core Strategy moves through its timeline to 2026.
7.1.3 The Council's new Place Shaping and Enterprise Department will lead on the development and delivery of the Local Development Framework and the preparation of the IDP to coordinate the phasing of new infrastructure. The Department will be the main vehicle by which the Council will manage the relationship with external stakeholders and infrastructure delivery agencies, build the confidence of current and potential investors, and influence and inform at subregional and regional levels.
7.1.4 The IDP will be used by Council services and infrastructure providers external to the Council in planning for and prioritising future infrastructure investment, and to explore opportunities for co-location in seeking to meet the growth objectives defined in the Core Strategy.
7.1.5 In addition, this IDP will inform the Council's approach to seeking contributions from developers, in terms of setting out the infrastructure needs to deliver growth within an area. The emerging Community Infrastructure Levy (CIL) will enable the Council to seek contributions towards infrastructure where there is an identified funding gap. (The Council has set out the approach it wishes to take in seeking contributions within Chapter 10 of the Core Strategy). Further work will be needed to establish a set of costs and standards that can be used as a basis for requiring a CIL. 120 Enfield Council Infrastructure Delivery Plan
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List of Consultees Enfield Council Infrastructure Delivery Plan
A List of Consultees
External Providers
Barnet and Chase Farm Hospitals NHS Trust British Waterways Capel Manor College CGMS (on behalf of the Metropolitan Police Authority) College of Haringey, Enfield and North East London EDF Energy Networks Enfield Ambulance Service Enfield Fire Brigade Enfield Primary Care Trust Environment Agency FECA (Federation of Enfield Community Associations) Lee Valley Regional Park London Buses Middlesex University National Grid North Middlesex University Hospital NHS Trust PC Garrett Pennery (Faith Officer) Post Office Samknows (Broadband) Southgate College Thames Water Transport for London Veolia Water (formerly Three Valleys Water)
Council Services
Adult Health and Social Care Building Schools for the Future Community Access, Childcare and Early Years Conservation and Design Corporate Asset Management Cultural Services ECSL Asset Management and Development ECYPS (Enfield Children and Young Persons Service) Education, Children's Services and Leisure (ECSL) Policy Emergency Planning Environment and Street Scene Asset Management Environmental Health Highway Services Leisure services Library Service Museums Service Parks Business and Development Unit Place Shaping School Improvement Service Sport and Recreation Sustainable Communities Traffic and Transportation Youth Support Service Infrastructure Delivery Plan Enfield Council
Acronyms Enfield Council Infrastructure Delivery Plan
B Acronyms
AAP Area Action Plan
ADASS Association of Directors of Adult Social Services
AMR Annual Monitoring Report
AMP Asset Management Plan
ADSL Asymmetric Digital Subscriber Line
AQMA Air Quality Management Area
BFQP Brimsdown Freight Quality Partnership
BSF Building Schools for the Future
CIL Community Infrastructure Levy
CLG Communities and Local Government
CSA Child Sufficiency Assessment
CSCI Commission for Social Care Inspection
DCSF Department of Children, Schools and Families
DCLG Department for Communities and Local Government
DDA Disability Discrimination Act
DEFRA Department of Environment Food and Rural Affairs
DFES Department for Education and Skills
DfT Department for Transport
EH English Heritage
FECA Federation of Enfield Community Associations
GLA Greater London Authority
GOL Government Office for London
HLF Heritage Lottery Fund
IDP Infrastructure Delivery Plan
IMD Index of Multiple Deprivation
JSNA Joint Strategic Needs Assessment
LDA London Development Agency
LFEPA London Fire and Emergency Planning Authority
LFRC Lee Flood Relief Channel
LGA Local Government Association
LIP Local Implementation Plan
LOOP London Outer Orbital Loop
LSC Learning and Skills Council
LT London Transport
LVRPA Lee Valley Regional Park Authority
MPA Metropolitan Police Authority Infrastructure Delivery Plan Enfield Council
B Acronyms
MPS Metropolitan Police Service
MGPP Modern GP Practises
NAMP Network Access Management Plan
NCN National Cycle Network
NGAP Northern Gateway Access Package
NGAR Northern Gateway Access Road
NHC Neighbourhood Health Centre
NLWA North London Waste Authority
OFGEM Office of the Gas and Electricity Markets
OAPF Opportunity Area Planning Framework
ONS Office of National Statistics
PANSI Projecting Adult Needs Service Information
PAS Planning Advisory Service
PAYP Positive Activities for Young People
PCT Primary Care Trust
PDF Park Development Framework
PFI Private Finance Initiative
POPPI Projection Older People Population Information
PPP Public Private Partnership
PRU Pupil Referral Unit
PSICA Partnership Schemes In Conservation Areas
PTAL Public Transport Accessibility Level
RBMP River Basin Management Plan
RFDC Regional Flood Defence Committee
SA Sustainability Appraisal
SUDS Sustainable Drainage Systems
TA Transport Assessment
TfL Transport for London
TLRN Transport for London Road Network
UCC Urgent Care Centre
WFD Water Framework Directive
WiC Walk in Centre Enfield Council Infrastructure Delivery Plan
B Acronyms Infrastructure Delivery Plan Enfield Council
Glossary Enfield Council Infrastructure Delivery Plan
C Glossary
Accessibility The ability of people, including elderly and disabled people, those with young children and those encumbered with luggage or shopping, to move around an area and reach places and facilities.
Annual Monitoring Report Part of the local development framework which measures and assesses the implementation of the local development scheme and the extent to which policies in local development documents are being successfully implemented. Also known as an AMR.
Area Action Plan A local development document (which is also a development plan document) which sets out a strategy for the planning of areas having a concentration of proposals for change or where land uses and activities and planning issues are particularly complex. Also known as an AAP.
Asymmetric Digital Subscriber Line This converts an analogue phone line to a digital line (ADSL) allowing the phone line to simultaneously transmit data at high speed.
Basin An area of land designed to retain storm runoff for a short period of time to reduce the risk of flooding and to allow the settlement of solids. These can be used as part of the implementation of a Sustainable Drainage System.
Biodegradable Municipal Waste A type of waste, typically originating from plant or animal sources, which may be broken down by other living organisms. Also known as BMW.
Biodiversity A measure of the variety of, and number of individuals within different species of plants, animals and other life forms that are present in a defined area.
British Water Ways A Government agency that is responsible for managing 2,200 miles of the country's canals and rivers.
Brimsdown Freight Quality Partnership The Brimsdown FQP is supported by the Government’s Sustainable Distribution Strategy, (BFQP) the Mayor of London’s Transport Strategy and the London Sustainable Distribution Partnership. The Brimsdown FQP aim is to encourage best practice in environmentally sensitive, economic, safe and efficient freight transport in the Brimsdown Business Area. BFQP provides a forum for industry, local and regional government, and other interested agencies to work together to realise this vision. It is supported by the Government’s Sustainable Distribution Strategy, the Mayor of London’s Transport Strategy and the London Sustainable Distribution Partnership.
Building Schools for the Future A strategic approach to capital investment in school buildings to create the environment for the Government's agenda of educational transformation.
Community Infrastructure Levy (CIL) The Community Infrastructure Levy will be a new charge to be introduced in spring 2010, which local authorities in England and Wales will be empowered, but not required, to charge on most types of new development in their area. CIL charges will be based on simple formulae which relate the size of the charge to the size and character of the development paying it. The proceeds of the levy will be spent on local and sub-regional infrastructure to support the development of the area.
Combined Heat and Power (CHP) The combined production of heat, usually in the form of steam, and power, usually in the form of electricity.
Community Strategy A strategy document required by the Local Government Act 2000 to be prepared and implemented by a local planning authority with the aim of improving the social, environmental and economic well being of its area by co-ordinating the actions of local public, private, voluntary and community sectors. Responsibility for producing a community strategy may be passed to a local strategic partnership, which include local authority representatives. Also known as a Sustainable Community Strategy.
Conservation Area An area designated for the purpose of protecting the character of an area, and applied to areas of various sizes and characters, ranging from small groups of buildings to town squares or even open spaces. It may include one or more listed buildings.
Control Period 4 Network Rail Delivery Plan (2009-2014).
Core Policy A short clear statement of the matters which the local planning authority will take into account when it receives an application for planning permission. If the proposed development is not consistent with the policy, the local planning authority is likely to refuse planning permission unless there are exceptional circumstances affecting the site, which would make this particular development acceptable. Core Policies are set out in the Core Strategy. See also development management document for standards the Council will also take into account when determining planning applications. Infrastructure Delivery Plan Enfield Council
C Glossary
Core Strategy A Local Development Document setting out the long-term spatial vision and strategic objectives for the Local Planning Authority area. It includes a spatial strategy, core policies and a monitoring and implementation framework for achieving them. The Core Strategy has the status of a Development Plan Document.
Crossrail A new high frequency railway for London and the South East. Crossrail was given Royal Assent in July 2008 giving Crossrail Ltd the authority to build the railway. The main construction will begin during 2010.
Development Control/Management The process whereby a local planning authority receives and considers the merits of a planning application and whether it should be given permission, having regard to the development plan and all other material considerations.
Development Management Document A document that sets out part or all a council’s design standards for new developments.
Development Plan A document that sets out policies and proposals for development and use of land and buildings within the area of a local planning authority. As set out in Section 38(6) of the Act, it consists of the relevant regional spatial strategy (or the spatial development strategy in the case of Greater London) and the development plan documents contained within its local development framework.
Development Plan Document A spatial planning document that is subject to independent examination, and together with the relevant regional spatial strategy, forms the development plan for a local planning authority area for the purposes of the Act. It can be, but is not limited to, a core strategy, site schedule or area action plan (where needed). Also known as a DPD. DPDs are shown geographically on a proposals map. Individual DPDs or parts of a DPD can be reviewed independently from other DPDs. Each authority must set out the programme for preparing its DPDs in its local development scheme.
East London Green Grid Framework The initiative aims to create a network of interlinked, multi-functional open spaces that connect residential areas, town centres and employment areas to recreational areas and countryside in the urban fringe.
Education Authority A local government body responsible for providing education for pupils of school age in the area of that local government body.
Energy Efficiency Using the minimum amount of energy needed to produce a given result.
Enfield Strategic Partnership The body which produced the community strategy "Enfield's Future" for Enfield Borough. See also strategic partnership.
English Heritage A Government advisory body with responsibility for all aspects of protecting and promoting the historic environment, and responsible for advising the Government on the listing of historic buildings.
Environment Agency A public body with responsibility for preventing or minimising the effects of pollution on the environment and which issues permits to monitor and control activities that handle or produce waste. It also provides up-to-date information on waste management and deals with other matters such as water issues, including flood protection advice. Also known as EA.
Equality Impact Assessment An evaluation tool which analyses the effect that a policy or procedure will have on a particular group of people to highlight whether their needs are being met and if there are any issues requiring further action. The tool promotes equality and aims to ensure there are no discriminatory effects.
Examination-in-Public see Independent Examination
Freight by Water A non-profit organisation which promotes the movement of UK domestic freight and near continental import/export by short sea, coastal and inland waterborne transport.
Generic Development Control/Management A suite of criteria-based policies the function of which is to ensure that all development within policies the area to which they apply meets the spatial vision and spatial objectives set out in the core strategy. They may be included in a development plan document or may form a stand-alone development plan document.
Greater London Authority A strategic body constituted under the Greater London Authority Act 1999, consisting of the Mayor of London, the London Assembly and staff, which has responsibility for producing regional strategic policy in a numbers of areas, including transport, economic development, planning, and the environment for the county of Greater London. Also known as the GLA. It produces the London Plan.
Greater London Authority Road Network see Transport for London Road Network Enfield Council Infrastructure Delivery Plan
C Glossary
Green Corridors Areas identified to promote environmentally sustainable forms of transport such as walking and cycling within urban areas and with the potential to act as vital linkages for wildlife dispersal between wetlands and the countryside. They can link housing areas to the national cycle network, town and city centres, places of employment and community facilities.
Green Industry An environmentally friendly industry such as renewable energy and material processing and recycling facilities.
Green Infrastructure This is a strategically planned and delivered network of high quality green spaces and other environmental features. It should be designed and managed as a multifunctional resource capable of delivering a wide range of environmental and quality of life benefits for local communities. Green Infrastructure includes parks, open spaces, playing fields, woodlands, allotments and private gardens.
Greenways Network A coordinated city based network of good quality walking and cycling routes.
Growth Area An area identified for new residential development to accommodate population growth, as outlined in the Government’s Sustainable Communities Plan and in the case of London including the Thames Gateway and the London-Stansted-Cambridge-Peterborough Corridor.
Homes and Communities Agency (HCA) The Government's national housing and regeneration agency (formed as a result of a merger between the Housing Corporation and English Partnerships) that funds development of affordable housing, regulates registered social landlords and housing associations in England and brings land back into productive use.
Independent Examination A formal hearing, presided over by an Inspector or a Panel of Inspectors appointed by the Secretary of State, to consider the soundness of the development plan documents of a local planning authority or regional planning authority (eg the Greater London Authority). Also known as an Examination-in-Public (EiP).
Index of Multiple Deprivation A ward-level index made up of six indicators (income, employment, health deprivation and disability, education, skills and training, housing and geographical access to services) for quantifying the degree of disadvantage in a ward, and which can help to identify areas for regeneration. Also known as IMD.
Joint Waste Development Plan Document A document setting out the planning policies for waste management and identifying new and expanded waste facilities in North London. Also known as JWDPD. In the case of Enfield Borough this document is usually referred to as the North London Waste Plan (NLWP).
Learning and Skills Council The LSC is a non-departmental public body responsible for planning and funding high quality education and training for everyone in England other than those in universities.
Lee Valley Corridor The area of strategically important development opportunities and existing industry either side of the River Lee, in parts of Enfield, Hackney, Haringey, Newham, Tower Hamlets and Waltham Forest Boroughs.
Lee Valley Regional Park A 4,000 ha (10,000 acre) regional park that stretches for 42 km (26 miles) on both sides of the River Lee, from the River Thames to Ware in Hertfordshire.
Lee Valley Regional Park Authority A body constituted on 1 January 1967 under the Lee Valley Regional Park Act 1966 with responsibility for the Lee Valley Regional Park and for developing a wide range of leisure, sport and recreation, including nature conservation facilities and the protection and enhancement of the natural environment.
Listed Building An historic building recorded on a statutory list of buildings of 'special architectural or historic interest' compiled by the Secretary of State for Culture, Media and Sport under the Planning (Listed Buildings and Conservation Areas) Act 1990, on advice from English Heritage, to ensure that the architectural and historic interest of the building is carefully considered before any alterations, outside or inside, are agreed. A building is graded I, II* or II, with grade I being the highest. Listing includes the interior as well as the exterior of the building, and any buildings or permanent structures (e.g. wells) within the curtilage.
Local Development Document A document which forms part of the local development framework and which can be adopted and revised as a single entity and includes development plan documents, supplementary planning documents and the statement of community involvement.
Local Development Framework A “folder” or suite of local development documents, drawn up by the local planning authority, which together with the relevant regional spatial strategy, forms the development plan for its area. Also known as an LDF. Infrastructure Delivery Plan Enfield Council
C Glossary
Local Implementation Plan A statutory strategic transport plan produced by London boroughs bringing together transport proposals to implement the Mayor of London's Transport Strategy at the local level. Also known as an LIP.
Local Implementation Plan (HCA - Single A document setting out the Council's long term resource requirements to deliver its Place Conversation) Shaping vision and Housing Strategy objectives. This is part of the Single Conversation the Homes and Communities Agency's approach to placeshaping and delivery through partnership working. Also known as LIP.
Local Planning Authority A body with the responsibility for preparing a local development framework for a specific area and for deciding whether development proposals should receive planning permission. In the case of Enfield Borough, Enfield Borough Council is the local planning authority. Also known as an LPA.
Local Strategic Partnership A partnership of stakeholders which is usually non-statutory and multi-agency and which develops ways of involving local people from the public, private, community and voluntary sectors in the planning processes which shape the future of their neighbourhood and how services are provided, resulting in the production of a community strategy. The Enfield Strategic Partnership is the local strategic partnership responsible for producing Enfield’s community strategy.
London Development Agency One of the Greater London Authority group organisations, acting on behalf of the Mayor of London, whose aim is to further the economic development and regeneration of London. Also known as the LDA.
London Fire and Emergency Planning LFEPA runs the London Fire Brigade, and is responsible for advising about fire safety, Authority (LFEPA) enforcing fire safety laws and carrying out various emergency planning activities, including helping the boroughs plan for emergencies. As part of its duties, it has specific responsibility to respond to major emergencies such as acts of terrorism.
London Plan Also known as the Spatial Development Strategy, this document was published by the Mayor of London in February 2004 and provides a strategic framework for the boroughs’ Unitary Development Plans. It will now perform this function in respect of Local Development Frameworks. It has the status of a development plan under the Planning and Compulsory Purchase Act. There have been a number of alterations to the plan: Early Alterations to the London Plan, Further Alterations to the London Plan and the Minor Alteration to the London Plan.
London-Stansted-Cambridge-Peterborough A land corridor covering the areas around and between North London, Harlow, Stansted Corridor Airport and Cambridge. Also known as the LSPC. It has been prioritised for development and growth by the Government in its Communities Plan ("Sustainable Communities: Building for the future").
Mayor of London An elected politician who heads the Greater London Authority and is responsible for budgeting and strategic planning of some governmental functions across the whole of the region of London. These include transport, police, fire and emergency services, economic development and regional spatial planning.
Metronet Metronet, now managed by TfL is responsible for the maintenance, renewal and upgrade of nine underground lines.
Mixed Use Development Development for a variety of activities on single sites or across wider areas such as town centres and redundant industrial land.
National Cycle Network A coordinated national network of cycle routes planned and partially developed by Sustrans, a sustainable transport charity.
National Playing Fields Association A body charged with responsibility for ensuring that everyone has play, sport and recreation space close to where they live.
Neighbourhood Renewal Fund A funding scheme to enable the councils of England's 88 most deprived local government areas, in collaboration with their Local Strategic Partnership, to improve services, to help narrow the gap between deprived areas and the rest of the country.
North London Strategic Alliance The sub-regional strategic partnership for North London established in 1999 which brings together public, private and voluntary organisations working in Barnet, Enfield, Haringey and Waltham Forest. Also known as NLSA.
North London Sub-regional Development The non-statutory framework providing guidance on Opportunity, Intensification and Framework Regeneration Areas, town centres, suburbs and Strategic Employment Locations produced by the Mayor of London in partnership with boroughs and other stakeholders Also known as NLSRDF. Enfield Council Infrastructure Delivery Plan
C Glossary
North London Waste Authority Statutory waste disposal authority established in 1986 after the abolition of the Greater London Council to arrange the disposal of waste collected by its seven constituent boroughs: Barnet, Camden, Enfield, Hackney, Haringey, Islington and Waltham Forest. Also known as NLWA.
North London Waste Plan see Joint Waste Development Plan Document
Office for National Statistics The government agency which is the principal provider of official statistics about the UK.
Open Space All areas free of development. This includes space of public value, such as public landscaped areas, playing fields, parks and play areas, and also including areas of water such as rivers, canals, lakes and reservoirs, which can offer opportunities for sport and recreation or can also act as a visual amenity and a haven for wildlife.
Opportunity Area One of a number of areas identified in the London Plan for accommodating large scale development to provide substantial numbers of new employment and housing, with a mixed and intensive use of land and assisted by good public transport accessibility.
Physical Infrastructure The basic services necessary for development to take place, for example, roads, electricity, sewerage, and water.
Place Shaping A term created by Sir Michael Lyon in authoring “The Lyons Inquiry into Local Government” which advocates a more strategic role for local government and which is defined as: “the creative use of powers and influence to promote the general well-being of a community and its citizens”. He states that this role should include the following: building and shaping local identity; representing the community; regulating harmful and disruptive behaviours; maintaining the cohesiveness of the community and supporting debate within it, ensuring smaller voices are heard; helping to resolve disagreements; working to make the local economy more successful while being sensitive to pressures on the environment; understanding local needs and preferences and making sure that the right services are provided to local people; and working with other bodies to response to complex challenges such as natural disasters and other emergencies.
Planning Policy Statement One of a range of documents which set out the Government’s land use planning policies for England in respect of an aspect of planning and landuse. Also known as PPSs. Planning Policy Statements replace Planning Policy Guidance Notes as they are reviewed, and are issued by the Department for Communities and Local Government.
Play Pathfinder Programme A Government financed initiative, working with local authorities to transfrom local areas into innovative and adventurous play spaces.
Preferred Options Document One of the documents produced as part of the preparation of Development Plan Documents, and issued for formal public participation.
Primary Capital Programme A national scheme that aims to develop primary schools and primary age special schools across the country.
Primary Care Trust Statutory body responsible for delivering health care and health improvements to its local area. Also known as PCT.
Private Finance Initiative (PFI) The Private Finance Initiative was introduced in 1992 with the aim of achieving a closer partnership between the public and private sectors. It provides a way of funding major capital investments, without immediate recourse to the public sector.
Proposals Map A local development document (which is also a development plan document) which comprises a map of the local planning authority’s area, and showing: The extent of the area in which the planning policies of the local planning authority, that are not borough-wide, apply; Sites for particular future land uses or developments; and Locations of proposed or existing area action plans.
Public Realm Areas that are accessible to everyone (whether publicly or privately owned). In urban areas, this includes most streets, squares and parks.
Public Transport Accessibility Level A quantified measure of the extent and ease of access by public transport to facilities and services, and the degree of access to the public transport network. Also known as PTAL. Infrastructure Delivery Plan Enfield Council
C Glossary
Regional Spatial Strategy A document prepared by a regional spatial planning authority setting out the authority’s policies in relation to the development and use of land and forming part of the regional development plan for local planning authorities. In London this is known as the Spatial Development Strategy or London Plan, published by the Mayor of London in February 2004 and amended December 2006 and February 2008.
Renewable Energy Energy derived from sources that can be replenished at the rate at which they are used. For example, energy derived from sustainably farmed trees, the wind, water flow, tides or the sun.
Residential Care Home An establishment which provides personal care assistance to its residents, such as dressing and washing, where staff can also care for residents during short periods of illness.
Section 106 Agreement A legal agreement under Section 106 of the Town & Country Planning Act 1990 between a planning authority and a developer, in order to achieve the aims of relevant planning policies through ensuring that certain extra works related to a development are undertaken.
Sheltered Housing A form of housing provision which offers a range of services to help people to live independently with the added security of having someone to call on in emergencies and different from other housing because a scheme manager or warden lives on the premises or nearby. Some schemes are designed specifically for people with disabilities and may have specialised facilities and specially trained staff to provide care.
Social & Community Infrastructure The range of activities, organisations and facilities supporting the formation, development and maintenance of social relationships in a community. It includes educational, health and law and order facilities.
Spatial Development Strategy see regional spatial strategy
Spatial Planning An ongoing process of managing change which goes beyond traditional land use planning to bring together and integrate policies for the development and use of land with other policies and programmes which influence the nature of places and how they function. This includes policies which can affect land use by influencing the demands on, or needs for, development, but which are not capable of being delivered solely or mainly through the granting or refusal of planning permission and which may be implemented by other means.
Sport England A non-departmental public body with a remit to build a world class community sport system. Sport England focusses investment on organisations and projects that will grow and sustain participation in grass roots sport and create opportunities for people to excel at their chosen sport.
Strategic Partnership A co-operative arrangement set up to bring together major public sector organisations, local businesses, community and voluntary groups, to create a healthy, prosperous, cohesive community living in a borough that is safe, clean and green and responsible for producing a Community Strategy.
Strategic Road Network see Transport for London Road Network
Strategic Walk Routes A network of walkways covering the London area, coordinated by Walk London.
Submission DPD A stage in the statutory process for the adoption of local development documents that are also development plan documents. The local planning authority must submit the draft DPD, known as the submission DPD,to the Secretary of State for independent examination.
Supplementary Planning Document A local development document providing supplementary information in respect of the policies in development plan documents and not forming part of the development plan nor subject to independent examination. Instead the local planning authority can approve the document by formal resolution of the Council, but it must be subjected to full public consultation if it is to be accorded any weight in decisions on development proposals. Also known as an SPD.
Sustainability see Sustainable Development
Sustainability Appraisal The examination of a local development document to ascertain whether its policies and proposals reflect sustainable development objectives (i.e. social, environmental and economic factors). Also known as an SA.
Sustainable Community Strategy see Community Strategy
Sustainable Community A community which achieves the objectives set out in the Government's "Sustainable Communities: Building for the Future": A flourishing local economy to provide jobs and wealth Enfield Council Infrastructure Delivery Plan
C Glossary
Strong leadership to respond positively to change Effective engagement and participation by local people, groups and businesses, especially in the planning, design and long-term stewardship of their community, and an active voluntary and community sector A safe and healthy local environment with well-designed public and green space Sufficient size, scale and density, and the right layout to support basic amenities in the neighbourhood and minimise use of resources (including land) Good public transport and other transport infrastructure both within the community and linking it to urban, rural and regional centres Buildings – both individually and collectively – that can meet different needs over time, and that minimise the use of resources A well-integrated mix of decent homes of different types and tenures to support a range of household sizes, ages and incomes Good quality local public services, including education and training opportunities, health care and community facilities, especially for leisure A diverse, vibrant and creative local culture, encouraging pride in the community and cohesion within it A ”sense of place“ The right links with the wider regional, national and international community.
Sustainable Design and Construction A philosophy of creating buildings that meet the needs of building users and the wider community and minimises environmental impact by: adopting forms of design and construction that minimise adverse impacts on the environment and that protect and enhance the diversity of nature; providing buildings that enhance the quality of life of everyone both now and in the future; and designing and constructing buildings that are high quality working environments that lead to greater productivity.
Sustainable Development The core principle underpinning contemporary town planning in the UK, based on the ideal of ensuring a better quality of life through development that meets the needs of the present without compromising the ability of future generations to meet their own needs. The Government has set out four aims for sustainable development:
social progress which recognises the needs of everyone; effective protection of the environment; the prudent use of natural resources; and, the maintenance of high and stable levels of economic growth and employment.
These aims should be pursued in an integrated way through a sustainable, innovative and productive economy that delivers high levels of employment, and a just society that promotes social inclusion, sustainable communities and personal well being, in ways that protect and enhance the physical environment and optimise resource and energy use.
Sustainable Drainage System A drainage system designed to:
control the quantity of run-off from a development; improve the quality of the run-off ; enhance the nature conservation, landscape and amenity value of the site and its surroundings.
Also known as SUDS. SUDS deal with run-off as close to its source as possible and balance all three objectives, rather than focusing only on flood prevention. Two examples are Swales and basins which retain water for a period of time prior to discharge to a natural watercourse.
Thames Gateway The area comprising a corridor of land on either side of the Thames extending eastwards from Deptford Creek and the Royal Docks to Sheerness in Kent and Southend-on-Sea in Essex, with the part within London including parts of the lower end of the Lee Valley around Stratford. It includes parts of the boroughs of Barking & Dagenham, Bexley, Greenwich, Havering, Lewisham, Newham and Tower Hamlets as well as limited parts of Hackney and Waltham Forest.
Thameslink Programme A new National Rail cross-London link between Bedford and Brighton building on the existing Farringdon-Blackfriars line. Infrastructure Delivery Plan Enfield Council
C Glossary
Transport Assessment An assessment of the availability of, and levels of access to, all forms of transportation from a site.
Transport for London One of the GLA group organisations, accountable to the Mayor of London, with responsibility for delivering an integrated and sustainable transport strategy and operation for London. Also known as TfL.
Transport for London Road Network The mayor’s term for the Greater London Authority Road Network as described in the Greater London Authority Act 1999 and comprising 550 km of London’s red routes and other important streets. Also known as the TLRN.
Upper Lee Valley Opportunity Area see Opportunity Area
West Anglia Route Modernisation A project designed to provide significant capacity and other performance improvements on Enhancements the London-Stansted-Cambridge-Peterborough rail route. Also known as WARME. Enfield Council Infrastructure Delivery Plan
C Glossary Enfield Council
Enfield's Infrastructure Delivery Plan Supporting Schedules
March 2010
Infrastructure Delivery Plan - Supporting Schedules Enfield Council
Contents
Infrastructure Delivery Plan Schedule A Infrastructure Schedule 4 A.1 PHYSICAL INFRASTRUCTURE SCHEDULES 4 A.1.1 Transport Schedules 4 A.1.2 Water and Drainage Schedules 9 A.1.3 Public Realm Schedules 10 A.1.4 Historic Schedules 10 A.2 SOCIAL AND COMMUNITY INFRASTRUCTURE SCHEDULES 11 A.2.1 Education Schedules 11 A.2.2 Health Care Schedules 16 A.2.3 Social Care Schedules 19 A.2.4 Community Services Schedules 22 A.2.5 Leisure Services Schedules 24 A.2.6 Cultural Services Schedules 25 A.3 GREEN INFRASTRUCTURE SCHEDULES 25 A.3.1 Parks & Open Spaces Schedules 25 A.4 STRATEGIC GROWTH AREA SCHEDULES 27 A.4.1 Central Leeside including Meridian Water Schedules 27 A.4.2 Edmonton Schedules 30 A.4.3 North East Enfield including Ponders End Schedules 31 A.4.4 North Circular including the area around New Southgate Schedules 37 A.4.5 Enfield Town Schedules 40 Enfield Council Infrastructure Delivery Plan - Supporting Schedules
A Infrastructure Schedule
INFRASTRUCTURE SCHEDULE
This infrastructure schedule includes infrastructure schemes that will help to deliver the growth proposed within Enfield's Core Strategy. Schemes that are deemed "key" to delivery are highlighted in bold type set against a white background, they are also summarised in table 1.1 of the IDP Executive Summary. A.1 PHYSICAL INFRASTRUCTURE SCHEDULES A.1.1 Transport Schedules Table A.1 ROAD NETWORK
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY PHASING FUNDING GAPS IN CONTINGENCY RELEVANT CORE AGENCY/ ARRANGEMENTS FUNDING PLANS/ POLICY/ MANAGEMENT DEPENDENCIES ORGANISATION OBJECTIVES
1 Borough wide Route Management In the the short term there is little opportunity To identify measures to maximise available LBE in 0 - 5 years Tbc Tbc Strategic Objective 8 Strategies to provide additional capacity through new capacity from the existing network. partnership with Priority Improvements roads. TfL and regional Core Policy 24 partners
2 Upper Lee Valley Upper Lee Valley Transport To address the cumulative impact of growth To inform the delivery of the Core Strategy LBE in £200K 0 - 5 years LBE, LB Haringey, None Strategic Objective 8 Study in the Upper Lee Valley. growth particularly in Central Leeside and partnership with TfL Meridian Water using dynamic modelling TfL Core Policy 24 tools to undertake detailed assessment across a broad geographical scale.
3 Strategic Growth Areas Area action plans and To ensure that appropriate transport To provide detail on the enhancements LBE in 0 - 5 years None Strategic Objective 1 and Central Leeside masterplanning for the infrastructure is in place to support the required on the local and strategic growth partnership with 8 North East Enfield place shaping priority delivery of new development. network to support growth. TfL and London North Circular Rd. areas Buses Core Policies 1, 37 - 45 Enfield Town Edmonton Area
4 Ponders End Planning Briefs Awaiting detail from emerging Local Transport None Strategic Objective 8 Assessment and recommended schemes. Core Policy 40 and 41
5 A1010 Hertford Road Transport Study Local level transport study to examine movement To provide a base model which can be used to LBE £75K 0 - 5 years LBE Tbc Strategic Objective 8 along the A1010 corridor. assess the transport impact of future development proposals on Hertford Road in (2011) Core Policy 24, 40 and 41 North East Enfield.
6 Lee Valley Line Level Examination of options for In order to provide access in the east of the To examine options for the replacement of level LBE 0 - 5 years Tbc Strategic Objective 8 Crossings the replacement of level Borough crossings will have to be provided as part crossings as part of enhancements to the West crossings as part of of any West Anglia Main Line enhancement Anglia Main Line Core Policy 24 enhancements to the West works. Anglia Main Line
7 Lee Valley Line Level Implementation of To facilitate increased service from Central To provide off grade bridges or subways Network Rail Tbc 0 - 5 years (2014) Tbc Strategic Objective 8 Crossings replacement of Lee Valley London to Stansted airport. Line level crossings Core Policy 24
8 A406 North Circular – TfL’s A406 Safety and The operation and capacity of the North Circular To improve safety and environmental conditions TfL £45.1m 0 - 5 years TfL Fully Strategic Objective 1 and 8 Environmental Improvements between Green Lanes and Bounds Green Road by providing a two-lane dual carriageway, Funded between Bounds Green, Scheme has been a longstanding concern to residents and improving pedestrian crossing facilities and (April 2010 - to 2012) Core Policy 24 and 44 Station Road and Chequers businesses and there is an acute need to improve creating a dedicated cycleway will also be (1) Way the environment and address issues of blight. provided.
1 TfL Investment Programme 2009 –Surface Transport..TfL Business Plan 2009/10-2017/18. Infrastructure Delivery Plan - Supporting Schedules Enfield Council
A Infrastructure Schedule
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY PHASING FUNDING GAPS IN CONTINGENCY RELEVANT CORE AGENCY/ ARRANGEMENTS FUNDING PLANS/ POLICY/ MANAGEMENT DEPENDENCIES ORGANISATION OBJECTIVES
9 M25 between junction 24 Introduction of Managed To provide additional capacity between junction To provide increased capacity on the motorway Highways Agency 0 - 5 years Highways Agency Tbc Strategic Objective 8 (2) and 25 Motorway scheme 24 and 25 on the M25 during peak times network during peak times ('Planned' to commence Spring 2013 and to complete Autumn 2014)
10 A406 North Circular – Intermediate Scheme The Safety and Environmental Improvements To create significant additional junction TfL 0–5 years (for Gaps Strategic Objective 8 Scheme provides only limited additional capacity to ensure that the A406 can consideration identified between Bounds Green, capacity at junctions but in general focuses accommodate growth and fulfil its function Core Policy 24 Station Road and upon improving safety. Additional capacity is as North London’s strategic orbital route. 5 - 10 years for Chequers Way required to address existing and proposed implementation capacity constraints.
11 North East Enfield Northern Gateway Access The key junctions between Brimsdown and the To improve access by all modes to Brimsdown TBA 0-5 years for Tbc Strategic Objective 8 Package -Study M25, including The A10/Bullsmoor Lane, are and the Upper Lee Valley; to reduce the consideration already operating above capacity. This results in environmental harm caused by existing traffic Core Policy 24, 40 and 41. significant congestion, poor air quality and congestion in the area; and to support future 5 -10 years for adversely affects business. growth in Upper Lee Valley Opportunity Area. approvals
10-15 years for implementation
Table A.2 PUBLIC TRANSPORT - RAIL
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF LEAD DELIVERY COST DELIVERY FUNDING ARRANGEMENTS GAPS IN CONTINGENCY RELEVANT CORE SCHEME AGENCY/ PHASING FUNDING PLANS/ POLICY/ DEPENDENCIES MANAGEMENT OBJECTIVES ORGANISATION
12 New Southgate Station, Interchange enhancements To facilitate better integration between modes Train Operating Short term LIP, NR, DfT, Private Sector Tbc Strategic Objective 8 Enfield Town, Edmonton including provision for taxis and car clubs, and Companies (ToC), Green, Ponders End cycle parking and storage Network Rail, TfL 0 - 5 years Core Policy 26, 37-45
13 West Anglia Main Line Alternatives to level crossings at Green Street To assess alternatives to level crossings LBE and TfL 0 - 5 years LBE Tbc and Ordnance Road
14 West Anglia Main Line Interim enhancements – Increased peak and off peak capacity Platform extensions at a DfT/Network Rail <£100m 6 - 10 years LBE to work with TfL and Gaps Planned, not Strategic Objective 8 number of stations plus Network Rail to ensure identified committed 9 car trains to Enfield, Cheshunt and signalled turn-back and funding secured within CP5 Core Policy 26 Chingford de-congestion works at (2014 - 2019). Seven Sisters. (3)
2 Refers to M25 junctions adjacent to Enfield 3 Network Rail Business Plan Update (April 2008), Fig.3.1 Strategic Routes 1-13: summary of proposed capacity interventions Enfield Council Infrastructure Delivery Plan - Supporting Schedules
A Infrastructure Schedule
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF LEAD DELIVERY COST DELIVERY FUNDING ARRANGEMENTS GAPS IN CONTINGENCY RELEVANT CORE SCHEME AGENCY/ PHASING FUNDING PLANS/ POLICY/ DEPENDENCIES MANAGEMENT OBJECTIVES ORGANISATION
15 West Anglia Main Line West Anglia Railway longer term Stansted second runway and population To increase local services DfT / Network Rail £1b< 11 - 15 years Department for Transport Gaps Planned, not Strategic Objective 8 enhancements (4-tracking) - growth in on West Anglia Main Line identified committed London-Stansted-Cambridge-Peterborough to at least 4 trains per (Funding for additional works Core Policy 26 'Beyond 2016 it is assumed that the Lea Corridor hour serving local in association with upgrades) Valley will be 4-tracked and additional stations. services will then operate between Airport and Liverpool Street and between Stansted Airport/Hertford East and Stratford' (NR (4) Business Plan)
(5)
16 Borough-wide – railway Station Access To support growth, reduce car use, provide Coordination with Train DfT / NR 2006-2022 LIP, Network Rail Tbc Strategic Objective 8 stations better access for the disabled, and better Operating Companies, Discretionary Fund, Network Improvements. The measures that will interchange. Network Rail and TfL. Rail 'Railways for Core Policy 26 Enfield Lock, Brimsdown, improve the attractiveness of the stations All',programme, DfT Access Ponders End, Angel Road, include: for All Small Scheme Fund, Silver Street, Southbury, improvements to the station environment Developer contributions Turkey Street, Edmonton · improvements to station security Green, EnfieldTown, · passenger information · improvements to subways · better interchange with buses · cycle parking · improved pedestrian access · improved disabled access · better signing (6) · review and provision of taxi ranks
(7)
(8)
17 Ponders End Station Bridge LBE, TfL, NR Tbc 0 - 5 years £3m allocated in Council's Tbc Strategic Objective 8 Capital Fund Core Policy 41 and 42
Table A.3 PUBLIC TRANSPORT - UNDERGROUND
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF LEAD DELIVERY COST DELIVERY PHASING FUNDING GAPS IN CONTINGENCY RELEVANT CORE POLICY/ SCHEME AGENCY/ ARRANGEMENTS FUNDING PLANS/ DEPENDENCIES OBJECTIVES MANAGEMENT ORGANISATION
18 Victoria Line New trains, signalling, and track plus To increase capacity TfL 0 - 5 years TfL Tbc Strategic Objective 8 improved accessibility and communications and reduce journey times (2009-2012) Core Policy 24
4 Network Rail Strategic Business Plan Update (April 2008). Route Plans (Update 2008): East Anglia, P.13 5 London Plan, Table 3C.1. Indicative phasing of transport schemes (as at October 2007) 6 London Plan, Table 3C.1. Indicative phasing of transport schemes (as at October 2007) 7 Enfield LIP 8 Network Rail Strategic Business Plan Update (April 2008). Route Plans (Update 2008): West Anglia, Figure 19: Candidate NRDF schemes in CP5 Infrastructure Delivery Plan - Supporting Schedules Enfield Council
A Infrastructure Schedule
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF LEAD DELIVERY COST DELIVERY PHASING FUNDING GAPS IN CONTINGENCY RELEVANT CORE POLICY/ SCHEME AGENCY/ ARRANGEMENTS FUNDING PLANS/ DEPENDENCIES OBJECTIVES MANAGEMENT ORGANISATION
19 Piccadilly Line New trains, signalling, and track plus To increase capacity TfL 0 - 5 years (2014) TfL Tbc Strategic Objective 8 improved accessibility and communications and reduce journey times Core Policy 24
20 Arnos Grove Station Station accessibility enhancements at Arnos TfL/LBE Tbc as part of preparation of LIP, TfL Tbc Strategic Objective 8 Grove Station New Southgate Masterplan Core Policy 24
Table A.4 PUBLIC TRANSPORT - BUSES
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY FUNDING GAPS IN CONTINGENCY RELEVANT CORE POLICY/ AGENCY/ PHASING ARRANGEMENTS FUNDING PLANS/ MANAGEMENT DEPENDENCIES OBJECTIVES ORGANISATION
21 Upper Lee Valley Upper Lee Valley Transport To address the cumulative To inform the delivery of the Core Strategy LBE in partnership with 0 - 5 years None Strategic Objective 8 Study impact of growth in the growth particularly in Central Leeside and TfL Upper Lee Valley. Meridian Water using dynamic modelling tools Core Policy 24 to undertake detailed assessment across a broad geographical scale.
22 Strategic Growth Areas: Area action plans and To ensure that appropriate To provide detail on the enhancements required LBE in partnership with 0 - 5 years None Strategic Objective 1 and 8 masterplanning for the place transport infrastructure is in on the local and strategic growth network to TfL and London Buses Central Leeside shaping priority areas place to support the delivery support growth. Core Policies 37 - 45 of new development. North East Enfield
North Circular Rd.
Enfield Town
Edmonton Area
23 North - South Services Enhanced north-south services, Improve access To provide enhanced bus service along the London Buses 11 - 15 years London Buses, Tbc Strategic Objective 8 in terms of frequency. A1055 corridor benefiting both Central Leeside Developer and North East Enfield Contributions Core Policy 26
24 Borough-wide Improved bus services – Work with London Buses to provide service to London Buses 0 - 5 years London Buses, Tbc Strategic Objective 8 support new development in the Borough. Developer (focused on the Lee Valley Frequency increases, route Contributions Core Policy 26 (9) Corridor and orbital links) penetration, new services 11 - 15 years
9 All alterations or additions to bus operations within London are determined by London Buses after detailed analysis of demand has been undertaken Enfield Council Infrastructure Delivery Plan - Supporting Schedules
A Infrastructure Schedule
Table A.5 PEDESTRIANS AND CYCLING
LOCATION SCHEME NEED FOR REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY FUNDING GAPS IN CONTINGENCY RELEVANT CORE POLICY/ SCHEME AGENCY/ PHASING ARRANGEMENTS FUNDING PLANS/ DEPENDENCIES OBJECTIVES MANAGEMENT ORGANISATION
25 Borough-wide Implementation of recommendations of Rights Develop a network management programme to LBE 0 - 10 years LIP, capital funding, Tbc Strategic Objective 8 of Way Improvements Plan (RoWIP). minimise obstructions. revenue budget, volunteer organisations Core Policy 25 Create and implement an asset management plan.
Information, marketing and promotion.
Provision of lighting and improved surfaces.
Keep existing permissive paths open and create new routes.
Create new links to connect to the existing network and (10) provide circular routes.
26 Upper Lee Valley Ponders End masterplan and Central Leeside Provide access to Enhance connectivity and accessibility to Lee Valley LBE / TfL 0 - 5 years LBE, developer None Strategic Objective 8 and North East Enfield Area Action Plans. Lee Valley Park. Park. contributions Core Policy 25
27 North Enfield Extend National Cycle Network Route 12 Currently in design phase. LBE/Sustrans/TfL 400K 0 - 5 years LIP, Sustrans Tbc Strategic Objective 8 (NCN12) from Hadley Wood to Enfield Island (11) Village to connect with NCN1. Core Policy 25
28 Enfield Town, North Feasibility work to develop a route linking To provide cycle Feasibility work to develop future phasing of the network LBE/TfL 0 - 5 years Tbc Strategic Objective 8 Circular Area, Town Park, Grovelands Park and Arnos Park network providing a route linking the three parks. Winchmore Hill Core Policy 25
Table A.6 FREIGHT
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF LEAD DELIVERY AGENCY/ COST DELIVERY FUNDING GAPS IN CONTINGENCY RELEVANT CORE POLICY/ SCHEME PHASING ARRANGEMENTS FUNDING PLANS/ MANAGEMENT DEPENDENCIES OBJECTIVES ORGANISATION
29 Picketts Lock and Safeguard and develop commercial To promote waterborne To secure wharves TfL / British Waterways 16 - 20 years TfL, Freight Facilities Tbc Strategic objective 8 London Waste wharves as part of area action plan and freight transport Grant Ecopark masterplanning processes for Central Core Policy 27 Leeside and North East Enfield.
10 LIP 2009/10 Allocation.Draft RoWIP, Table 12.2: Improvements and Maintenance Priorities 11 Source: LIP 2009/10 Allocation Infrastructure Delivery Plan - Supporting Schedules Enfield Council
A Infrastructure Schedule
A.1.2 Water and Drainage Schedules Table A.7 SEWERAGE INFRASTRUCTURE 2010/11 - 2014/15
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF LEAD DELIVERY COST DELIVERY FUNDING ARRANGEMENTS GAPS IN CONTINGENCY PLANS/ RELEVANT CORE SCHEME AGENCY/ PHASING FUNDING DEPENDENCIES POLICY/
MANAGEMENT OBJECTIVES ORGANISATION
30 Deephams Sewage Redevelopment/ replacement Environmental improvements Details of scheme to be Thames Water Approx. 2010 - 2017 Funding secured through Tbc Although works are anticipated to Core Policy 21 Treatment Works of works at Deephams necessary to meet Environment confirmed £300m Thames Water's Business Plan commence in the next five years they (12) Sewage Treatment Works Agency consents as set by Ofwat. are likely to continue to 2017.
Table A.8 FLOOD DEFENCE INFRASTRUCTURE 2010/11 - 2014/15
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY FUNDING ARRANGEMENTS GAPS IN CONTINGENCY PLANS/ RELEVANT AGENCY/ PHASING FUNDING DEPENDENCIES CORE POLICY/
MANAGEMENT OBJECTIVES ORGANISATION
31 Salmons Brook Flood storage areas, new Reducing flood risk to Provide improvements to existing Environment Agency £13,500,000 1-5 years Grant from Department of the None None scheme will not commence until Core Policy 28 Catchment banks, walls and culverts approximately 1849 properties in flood management assets as well as (Estimate) Environment, Food and Rural funding in place-see relevant chapter in along Salmons Brook Enfield new flood water storage areas Affairs (DEFRA). Infrastructure Plan (planned at Enfield Golf course and Montagu road recreation ground) to reduce the risk of flooding
32 South of Hertford Works identified in the Preventing decline in standard of Continued maintenance of flood relief Environment Agency £4,150,000 (over 1-10 years Grant from Department of the None None scheme will not commence until Core Policy 28 down to Thames at Lower Lee Strategic protection to over 4000 channel and related assets whole area) Environment, Food and Rural funding in place-see relevant chapter in Stratford Review properties Affairs (DEFRA). Infrastructure Plan
33 Pymmes Brook, Pymmes Brook Culvert Repair works needed to the Repairs/remedial works to Pymmes Environment Agency £1,700,000 1-5 years Grant from Department of the None None scheme will not commence until Core Policy 28 Enfield Remedial Works Pymmes Brook Culvert Brook Culvert Environment, Food and Rural funding in place-see relevant chapter in Affairs (DEFRA). Infrastructure Plan
34 Pymmes Brook, Pymmes Brook Remedials Remedial works to existing Remedial works to existing channel Environment Agency £500,000 1-5 years Grant from Department of the None None scheme will not commence until Core Policy 28 Enfield channel structures in a poor state structures (Estimated) Environment, Food and Rural funding in place-see relevant chapter in of repair Affairs (DEFRA). Infrastructure Plan
35 Pymmes Brook, Pymmes Brook Flood Reduce flood risk to properties Channel improvements and flood Environment Agency £5,000,000 1-5 years Grant from Department of the None None scheme will not commence until Core Policy 28 Enfield Alleviation Scheme along the Pymmes Brook storage areas (Estimated) Environment, Food and Rural funding in place-see relevant chapter in Affairs (DEFRA). Infrastructure Plan
36 Turkey Brook, Enfield Turkey Brook Pipe Pipe (crossing watercourses) is Pipe (crossing watercourses) is Environment £100,000 Unknown Grant from Department of the None None scheme will not commence until Core Policy 28 Crossing frequently overtopped and frequently overtopped and causes Agency/Thames (Estimated) Environment, Food and Rural funding in place-see relevant chapter in causes blockages blockages Water UL Affairs (DEFRA). Infrastructure Plan
37 Trent and Improvements to reservoirs Reduce risk of flooding from To meet requirements of legislation LBE £200,000 1-5 years LBE capital programme TBC None as scheme must be implemented Core Policy 29 Grovelands Park (raising banks) reservoirs to comply with legislation
12 Source:Thames Water Final Business Plan, April 2009 Enfield Council Infrastructure Delivery Plan - Supporting Schedules
A Infrastructure Schedule
A.1.3 Public Realm Schedules Table A.9 PUBLIC REALM IMPROVEMENTS 2010/11 - 2014/15
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS LEAD DELIVERY COST DELIVERY FUNDING ARRANGEMENTS GAPS IN CONTINGENCY PLANS/ DEPENDENCIES RELEVANT CORE OF SCHEME AGENCY/ MANAGEMENT PHASING FUNDING POLICY/ OBJECTIVES ORGANISATION
38 Southgate Public Realm There is potential to improve the public tbc LBE tbc Funding arrangements to be tbc Details of scheme to be informed by the Core Policies 25 and 30 Circus, improvement works. transport interchange and enhance agreed with key stakeholders. findings of the Southgate Circus Southgate pedestrians' experience of the station and Comprehensive Townscape Review. surrounding environs.
A.1.4 Historic Schedules Table A.10 HISTORIC INFRASTRUCTURE
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY FUNDING ARRANGEMENTS GAPS IN CONTINGENCY RELEVANT AGENCY/ PHASING FUNDING PLANS/ CORE POLICY/ DEPENDENCIES MANAGEMENT OBJECTIVES ORGANISATION
39 Forty Hall, Enfield Conservation and Restoration of Identified as a priority in the To capitalise on the grade 1 listed Enfield Council £4,700,000 1-5 years Heritage Lottery Fund (£1,475,000); none none Core Policy 31 the Hall to create a regional Heritage Strategy building and estate to create a regional heritage visitors centre visitor centre providing education, leisure Enfield Council (£3,225,000) and a focus for arts and cultural events
40 Forty Hall Estate, Works related to the Forty Hall Identified as a priority in the To capitalise on the grade 1 listed Enfield Council £2,725,000 1-5 years Heritage Lottery Fund (£1,325,000); None (HLF funding none Core Policy 31 Enfield Estate to support works to the Heritage Strategy building and estate to create a regional to be confirmed. Hall itself (see above) visitor centre providing education, leisure Enfield Council (£1,400,000) Stage 1 of bid has and a focus for arts and cultural events been successful)
41 Queen Elizabeth II Restoration of Queen Elizabeth The stadium has fallen into poor Restoration of grade 2 listed stand; Enfield Council (stand £1,200,000 million 1-5 years Enfield Council (£1,200,000); Enfield none none Core Policy 31 Stadium, Donkey Lane, II Stadium and reprovision of state of repair and is currently refurbishment of club house; provision of and athletics track) and (stand and Town Football Club (unknown) Enfield sports facilities closed to the public new athletics track and football pitch Enfield Town Football athletics track). Club (pitch and club Cost of pitch and house interior) internal works unknown
42 1-10 Market Parade; Heritage Grant Schemes in Loss of architectural details and To act as a stimulus to regeneration Enfield Council £550,000 - 1-5 years English Heritage, Enfield Council, none none Core Policy 31 Edmonton Girls Charity Edmonton including Edmonton other features important to the through investment and restoration of the £650,000 Heritage Grant funds, Owners and School Hall; 24 Church 'Partnership Schemes in historic interest of the buildings historic environment occupiers, Section 106 monies. Street and The Conservation Areas' (PSICA) coupled with regeneration needs Future funding may also be secured Crescent, Edmonton in the area from the Heritage Lottery Fund's Townscape Heritage Initiative
43 Broomfield House Viable solution to be found for the Grade 2* listed building severely Viable solution to be found for future of Enfield Council £8,000,000 1-5 years A bid has been made to the London Grant from LDA Unknown Core Policy 31 house damaged by fire. Currently house Development Agency. and in partnership derelict with an RSL Infrastructure Delivery Plan - Supporting Schedules Enfield Council
A Infrastructure Schedule
A.2 SOCIAL AND COMMUNITY INFRASTRUCTURE SCHEDULES A.2.1 Education Schedules Table A.11 PRIMARY SCHOOL PROVISION TO ACCOMMODATE BOROUGH WIDE GROWTH PROJECTIONS 2010/11 - 2014/15
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF LEAD DELIVERY COST DELIVERY PHASING FUNDING GAPS IN CONTINGENCY RELEVANT CORE SCHEME AGENCY/ ARRANGEMENTS FUNDING PLANS/ POLICY/ DEPENDENCIES OBJECTIVES MANAGEMENT ORGANISATION
44 St Michael's Primary School, Expansion from a 1 to 2 form entry Increased demand for primary school LBE Approx £5m allocated September 2010 Capital Tbc Core Policy 8 (13) Brigadier Hill, Enfield primary school places based on Borough-wide growth for 2009/11 onwards Programme projections
45 Former Gas Holder Site, South Relocation of Oasis Academy Hadley Increased demand for school places Existing school site LBE £8m allocated for September 2012 Council Capital None Core Policy 8 Street, Ponders End catering for pupils of 3 – 18 years. based on Borough-wide growth will need to be 2010/11 in Council’s onwards Programme Proposal comprises a 2 form entry projections and strategic growth area retained post 2012 for Capital Programme for Site falls within North East Primary school, 60 part time nursery assumptions. education use. Primary School places (14) Enfield AAP and the Ponders places (subject to funding), 8 form entry element only End Place Shaping Priority Secondary school, and Sixth Form. Area
46 Capel Manor, Bullsmoor Lane, Expansion of school to include an Increased demand for primary school Green belt issues LBE £5 - 6m September 2010 Tbc Core Policy 8 Enfield additional 1 form of entry places based on Borough-wide growth onwards projections
47 Merryhills, Bincote Road, Expansion of school to include an Increased demand for primary school Green belt and LBE £5 - 6m September 2010 Tbc Core Policy 8 Enfield additional 1 form of entry places based on Borough-wide growth conservation area onwards projections issues
48 Worcesters, Goat Lane, Enfield Expansion of school to include an Increased demand for primary school LBE £5 - 6m September 2010 Tbc Core Policy 8 additional 1 form of entry places based on Borough-wide growth onwards projections
Table A.12 PRIMARY SCHOOL PROVISION TO IMPROVE EXISTING FACILITIES BUT NOT INCREASE SCHOOL CAPACITY 2010/11 - 2014/15
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF LEAD DELIVERY COST DELIVERY PHASING FUNDING ARRANGEMENTS GAPS IN FUNDING CONTINGENCY RELEVANT SCHEME AGENCY/ PLANS/ CORE POLICY/ DEPENDENCIES OBJECTIVES MANAGEMENT ORGANISATION
49 Cockfosters New Catholic primary school Increased demand for primary 3 acre site required LBE/London Tbc Timeframe to be Tbc Tbc Core Policy 8 places based on an unmet (including playing field Diocese confirmed. Approval demand in the Cockfosters area provision) required from the for Catholic school places, and the Catholic authorities in Borough-wide growth projections Rome.
13 Cabinet Appendix 4.3.09 14 Cabinet 28.1.09 and 11.2.09 Enfield Council Infrastructure Delivery Plan - Supporting Schedules
A Infrastructure Schedule
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF LEAD DELIVERY COST DELIVERY PHASING FUNDING ARRANGEMENTS GAPS IN FUNDING CONTINGENCY RELEVANT SCHEME AGENCY/ PLANS/ CORE POLICY/ DEPENDENCIES OBJECTIVES MANAGEMENT ORGANISATION
50 Development of Broomfield Aspiration for an all – age school on the Proposal to consolidate existing Playing field issues LBE Tbc 2013 for secondary Funding for primary/ nursery No funding identified Core Policy 8 Secondary School, Wilmer Broomfield Secondary School site facilities. school element. element to be confirmed. for the Way, Southgate Primary/nursery Building Schools for the Future School element on Site falls within/close to funding (Wave 6a) for secondary the Broomfield Site. North Circular AAP school element only.
51 DeBohun Primary School, Two options being considered, a) a new Proposal to renew/improve existing Existing Listed School Tbc 2014 Part funded from Receipts from Tbc A further option being Core Policy 8 Green Road, Southgate 1 form entry school to replace the facilities. building to be disposed of the disposal of Listed Building if considered is the existing school, on part of the existing If new school pursued. new school pursued. refurbishment of the school site. Or b) refurbish the existing existing building school. Options are being considered to address the accommodation needs of this school.
Table A.13 PRIMARY SCHOOL PROVISION WITHIN THE STRATEGIC GROWTH AREAS 2010/11 - 2014/15
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF LEAD DELIVERY AGENCY/ COST DELIVERY PHASING FUNDING GAPS IN FUNDING CONTINGENCY PLANS/ RELEVANT CORE POLICY/ SCHEME ARRANGEMENTS DEPENDENCIES OBJECTIVES MANAGEMENT ORGANISATION
52 Former Gas Core Policy 8 Holder Site, South Street, Ponders End
See Table A.11 above
Table A.14 PRIMARY SCHOOL PROVISION WITHIN THE STRATEGIC GROWTH AREAS 2015/16 - 2019/20
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY FUNDING ARRANGEMENTS GAPS IN CONTINGENCY RELEVANT AGENCY/ PHASING FUNDING PLANS/ CORE DEPENDENCIES POLICY/ MANAGEMENT OBJECTIVES ORGANISATION
53 Location to be Up to, 2 form entry Demand for school places Delivery of provision to be LBE Approx £8m (based on figures 2015 onwards. To be confirmed but likely to be from Gaps Core Policy 8 determined in the based on strategic area growth identified. Detailed proposals identified for the Oasis Academy Dependent on the one, or a number of sources for identified North Circular Area Primary school provision projections as envisaged for to be included within the North Hadley primary school places LDF timescales example, Primary Capital () Action Plan (including 60 part time the NCAAP growth area Circular Area Action Plan. element. This figure is for build costs Programme, S106, Council Capital nursery places). only and excludes land costs) Programme, Basic Need.
54 Locations to be Two new, 2 form entry Demand for school places Two sites to be identified. LBE Approx £16m for the two schools - 2015 onwards. To be confirmed but likely to be from Gaps Core Policy 8 determined in the Primary Schools based on strategic area growth Detailed proposals to be (based on figures identified for the Dependent on the one, or a number of sources for identified Central Leeside (including two 60 part projections as envisaged for included in the Central Leeside Oasis Academy Hadley primary LDF timescales example, Primary Capital () Area Action Plan time nursery places). the CLAAP growth area. Area Action Plan and school places element. This figure Programme, S106, Council Capital subsequent masterplan for is for build costs only and excludes Programme, Basic Need. (15) Meridian Water land costs)
15 Potential for Primary Schools to form part of a Community Hub comprised of a new 6 form entry Secondary School, Children’s Centre, and Library and youth provision. Infrastructure Delivery Plan - Supporting Schedules Enfield Council
A Infrastructure Schedule
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY FUNDING ARRANGEMENTS GAPS IN CONTINGENCY RELEVANT AGENCY/ PHASING FUNDING PLANS/ CORE DEPENDENCIES POLICY/ MANAGEMENT OBJECTIVES ORGANISATION
55 Enfield Town/ Bush Up to, 2 form entry Demand for school places Detailed proposals to be LBE Approx £8m (based on figures 2015 onwards To be confirmed but likely to be from Gaps Core Policy 8 Hill Park based on strategic area growth included within the Enfield identified for the Oasis Academy Dependent on the one, or a number of sources for identified Primary projections as envisaged for Town Area Action Plan Hadley primary school places LDF timescales example, Primary Capital () provision(including 60 the ETAAP growth area. element. This figure is for build costs Programme, S106, Council Capital part time nursery places). only and excludes land costs) Programme, Basic Need..
Table A.15 SECONDARY SCHOOL PROVISION TO ACCOMMODATE BOROUGH WIDE GROWTH PROJECTIONS 2010/11 – 2014/15
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY FUNDING GAPS IN CONTINGENCY RELEVANT CORE AGENCY/ PHASING ARRANGEMENTS FUNDING PLANS/ POLICY/ DEPENDENCIES OBJECTIVES MANAGEMENT ORGANISATION
56 Edmonton County Expansion of two existing campuses Increased demand for Open space issues on Lower School LBE To be confirmed 2014/15 Building Schools for Fully funded Core Policy 8 School, Great from a 9 form entry to two 6 form secondary school places Site. Potential access and school space dependent on scope the Future (Wave (16) Cambridge Road. entry schools.Each campus will be based on current growth to be provided as part of the flood relief of the final scheme. 6a) managed by a single co-ordinated projections scheme proposed in the vicinity at management governing body Salmon’s Brook
Table A.16 SECONDARY SCHOOL PROVISION TO ACCOMMODATE BOROUGH WIDE GROWTH PROJECTIONS 2015/16 – 2019/20
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF LEAD DELIVERY AGENCY/ COST DELIVERY FUNDING ARRANGEMENTS GAPS IN CONTINGENCY RELEVANT CORE SCHEME PHASING FUNDING PLANS/ POLICY/ OBJECTIVES MANAGEMENT DEPENDENCIES ORGANISATION
57 South, or South – New, 6 form entry Increased demand for secondary Site to be identified. Tbc Approx £25 - £30m 2016/17 Building Schools for the Tbc Core Policy 8 East of Borough Secondary School school places based on current build costs only Future (future wave) (17) growth projections.
Table A.17 SECONDARY SCHOOL PROVISION TO IMPROVE EXISTING FACILITIES BUT NOT INCREASE SCHOOL CAPACITY 2010/11 – 2014/15
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS LEAD DELIVERY COST DELIVERY FUNDING ARRANGEMENTS GAPS IN CONTINGENCY RELEVANT OF SCHEME AGENCY/ PHASING FUNDING PLANS/ CORE POLICY/ DEPENDENCIES OBJECTIVES MANAGEMENT ORGANISATION
58 Broomfield School, Wilmer Way, Aspiration for an all – age school through Playing field issues LBE Tbc 2013 for Building Schools for the Future No funding Core Policy 8 Southgate use of the Broomfield Secondary School secondary funding (Wave 6a) for secondary identified for the (18) site school element. school element only Primary School Site falls within/close to North element Circular AAP
16 Funding of approx. £100m granted by DCSF to be split among 5 schools identified for funding, in June 2008, in Wave 6a of Building Schools for the Future 17 Essential need for school as primary school children filter through system 18 Funding of approx. £100m granted by the DCSF, funding to be split among 5 schools identified for funding, in June 2008, in Wave 6a of Building Schools for the Future Enfield Council Infrastructure Delivery Plan - Supporting Schedules
A Infrastructure Schedule
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS LEAD DELIVERY COST DELIVERY FUNDING ARRANGEMENTS GAPS IN CONTINGENCY RELEVANT OF SCHEME AGENCY/ PHASING FUNDING PLANS/ CORE POLICY/ DEPENDENCIES OBJECTIVES MANAGEMENT ORGANISATION
59 Former Gas Holder Site, South Relocation of Oasis Academy Hadley, on Secondary school element is a Existing school site LBE Secondary school 2012 - 2013 Council Capital Programme Fully funded Core Policy 8 Street, Ponders End former gas holder site, catering for pupils relocation and will not increase will need to be element to be of 3 – 18 years. Proposal comprises a 2 capacity. The primary school retained post 2012 confirmed. Proposal is not dependent on Site falls within North East Enfield form entry Primary, 8 form entry element will increase capacity for education use. Building Schools for the AAP and the Ponders End Place Secondary school, and Sixth Form. by 2 forms of entry. £8m allocated for Future/Primary Capital Programme Shaping Priority Area 2010/11 in Council’s Funding Capital Programme for Primary School places (19) element only
60 Gladys Aylward School, Windmill Remodelling and reduction of admission Proposal to improve/renewal of LBE Tbc 2012/13 Building Schools for the Future None Core Policy 8 (20) Road, Edmonton numbers from an 8.5 to 8 form entry existing facilities. (Wave 6a) school.
61 Turin Grove, formerly Salisbury Remodelling of existing school site. Proposal to improve/renewal of LBE Tbc 2012/13 Building Schools for the Future None Core Policy 8 (21) Lower School School to become an Academy in 2010 existing facilities (Wave 6a)
(22)
Table A.18 SECONDARY SCHOOL PROVISION TO IMPROVE EXISTING FACILITIES BUT NOT INCREASE SCHOOL CAPACITY 2015/16 – 2019/20
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY AGENCY/ COST DELIVERY FUNDING ARRANGEMENTS GAPS IN CONTINGENCY RELEVANT CORE MANAGEMENT ORGANISATION PHASING FUNDING PLANS/ POLICY/ OBJECTIVES DEPENDENCIES
62 St Annes School, Consolidation of the lower school Proposal to improve/renewal of Detailed proposals to be included Diocese of Westminster/School Tbc To be determined Capital receipt from the Tbc Core Policy 8 Oakthorpe Road, site in Enfield Town onto Upper existing facilities, but not to in the Enfield Town Area Action Governing Body disposal of the Lower School Palmers Green School site in Palmers Green increase school capacity Plan Site
Table A.19 SPECIAL EDUCATION NEEDS SCHOOL PROVISION 2010/11 – 2014/15
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD COST DELIVERY FUNDING ARRANGEMENTS GAPS IN CONTINGENCY RELEVANT CORE DELIVERY PHASING FUNDING PLANS/ POLICY/ OBJECTIVES AGENCY/ DEPENDENCIES
MANAGEMENT ORGANISATION
63 South Street, Ponders End Pupil referral unit to replace Eldon Replacement of existing facilities and Proposal to be a dual use facility LBE Approx £5.m 2012 Building Schools for the Future None Core Policy 8 (23) Road and Bury Street facilities expansion from a 60 pupils to 100 that is run as a Pupil Referral build costs (wave 6a) pupil places Unit and a Youth Centre
64 Russet House, Autumn Close, Expansion of existing facility To accommodate demand Proposed expansion of an LBE Tbc By 2015 Capital Programme Tbc - Core Policy 8 Enfield existing facility
19 (Cabinet 28.1.09 and 11.2.09) 20 Funding of approx. £100m granted by the DCSF, funding to be split among 5 schools identified for funding, in June 2008, in Wave 6a of Building Schools for the Future 21 Funding of approx.£100m granted by the DCSF, funding to be split among 5 schools identified for funding, in June 2008, in Wave 6a of Building Schools for the Future. 22 In May 2009 the Governing body of the school accepted in principle that the school should become an Academy. 23 Funding of approx. £100m granted by the DCSF, funding to be split among 5 schools identified for funding, in June 2008, in Wave 6a of Building Schools for the Future. Infrastructure Delivery Plan - Supporting Schedules Enfield Council
A Infrastructure Schedule
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD COST DELIVERY FUNDING ARRANGEMENTS GAPS IN CONTINGENCY RELEVANT CORE DELIVERY PHASING FUNDING PLANS/ POLICY/ OBJECTIVES AGENCY/ DEPENDENCIES
MANAGEMENT ORGANISATION
65 Waverley School, The Ride, Expansion of existing school To accommodate demand Proposed expansion of an LBE Tbc By 2015 Capital Programme Tbc - Core Policy 8 Enfield existing facility
Table A.20 SECONDARY SCHOOL PROVISION WITHIN THE STRATEGIC GROWTH AREAS 2010/11 – 2014/15
LOCATION SCHEME NEED FOR REQUIREMENTS OF LEAD DELIVERY AGENCY/ COST DELIVERY FUNDING GAPS IN CONTINGENCY PLANS/ RELEVANT CORE POLICY/ SCHEME SCHEME PHASING ARRANGEMENTS FUNDING DEPENDENCIES OBJECTIVES MANAGEMENT ORGANISATION
66 Former Gas Holder Site, South Street, Core Policy 8 Ponders End
(See table A.17)
Table A.21 SECONDARY SCHOOL PROVISION WITHIN THE STRATEGIC GROWTH AREAS 2015/16 – 2019/20
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY PHASING FUNDING ARRANGEMENTS GAPS IN CONTINGENCY RELEVANT CORE AGENCY/ FUNDING PLANS/ POLICY/ DEPENDENCIES OBJECTIVES MANAGEMENT ORGANISATION
67 Location to be determined in the New, 6 form Demand for school places Detailed proposals to be included Tbc Approx £25 - 2015 but timescale To be confirmed but likely to be from Gaps Core Policy 8 Central Leeside Area Action Plan entry based on strategic area in the Central Leeside Area £30m build dependent on the LDF one, or a number of sources for identified and subsequent masterplan for Secondary growth projections. Action Plan and subsequent costs only example,Capital Programme, S106, Meridian Water School. masterplan for Meridian Basic Need. (24) Water.
68 Additional secondary facilities in Demand for school places Sites to be identified/capital Tbc Tbc Timescale dependent on To be confirmed but likely to be from one, Tbc Core Policy 8 North East Enfield, Enfield Town, based on strategic area growth investment the LDF or a number of sources for example, and North Circular. projections Capital Programme, S106, Basic Need.
Table A.22 FURTHER EDUCATION
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF LEAD DELIVERY COST DELIVERY PHASING FUNDING GAPS IN CONTINGENCY RELEVANT CORE SCHEME AGENCY/ ARRANGEMENTS FUNDING PLANS/ POLICY/ DEPENDENCIES OBJECTIVES MANAGEMENT ORGANISATION
69 Capel Manor College 1. Development of Animal Care 1. To provide enhanced specialist To improve the range of Capel Manor College 1. Tbc 1. 2010 - 2011 College funding, Tbc Planning permission Strategic Objective 5 Estate, Bullsmoor Centre and Zoo accommodation facilities to support donations and other would be required. Lane, Enfield, curriculum / students, and 2. £850K 2. 2013 - 2014 sector funding. Core Policies 8, 11 and Middlesex EN1 4RQ 2. Arboricultural Workshop / 2. To provide adequate academic and practical 12. Covered Climbing Area accommodation to service delivery. 3. £250K 3. 2015 specialist training 3. Remodelling of Hessayon / Reception
24 School to form part of a Community Hub, comprised of a Primary School, Children’s Centre, Library and youth provision. Enfield Council Infrastructure Delivery Plan - Supporting Schedules
A Infrastructure Schedule
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF LEAD DELIVERY COST DELIVERY PHASING FUNDING GAPS IN CONTINGENCY RELEVANT CORE SCHEME AGENCY/ ARRANGEMENTS FUNDING PLANS/ POLICY/ DEPENDENCIES OBJECTIVES MANAGEMENT ORGANISATION
3. To improve student and visitor access to estate
A.2.2 Health Care Schedules Table A.23 PCT/HEALTHCARE INFRASTRUCTURE PROVISION 2010/11 – 2014/15
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY FUNDING ARRANGEMENTS GAPS IN FUNDING CONTINGENCY RELEVANT CORE AGENCY/ PHASING PLANS/ POLICY/OBJECTIVES DEPENDENCIES MANAGEMENT ORGANISATION
70 Edmonton Neighbourhood Meet the requirements of the PCT Already provides facilities, with only PCT £240 per To be PCT would fund the ongoing rent. Assess when cost and - Core Policy 7 Green Health Centre Strategy for integrating services relatively small modifications required sq.m commissioned as Capital costs would be from one of funding arrangements are and making them more before commissioning as a combined an NHC in four potential sources: clarified. convenient and easier to use NHC with the Forest Road centre in 2009/10 2009/10 1. GPs (Evergreen) 2. Third parties, including private companies who may be attracted by the guaranteed rent.
3. Elevate Partnerships Ltd/ Lift.
4. Capital allocation bid by the PCT for NHS London/ DoH funds.
71 Edmonton Neighbourhood Meet the requirements of the PCT Already provides facilities, with only PCT £240 per To be See above Assess when cost and - Core Policy 7 (Forest Road) Health Centre Strategy for integrating services relatively small modifications required sq.m commissioned as funding arrangements are and making them more before commissioning as a combined an NHC in clarified. convenient and easier to use NHC with the Evergreen centre in 2009/10 2009/10.
72 Chase Farm Urgent Care Centre Services directed to patients with Facilities expected to be on the existing PCT £240 per To be See above Assess when cost and - Core Policy 7 Hospital (Primary Care) urgent health needs rather than Chase Farm Hospital site. sq.m commissioned by funding arrangements are those who have experienced an 2013 clarified. accident or trauma.
73 Chase Farm Move of some Reorganisation as part of Some A&E services, consultant-led Barnet and Tbc Completed by PFI arrangement Assess when cost and - Core Policy 7 Hospital facilities to Barnet investment programme. maternity services and inpatient Chase Farm 2013 funding arrangements are Hospital: A&E and children's services will be relocated to Hospitals NHS clarified. natal.(Acute Care) Barnet Hospital and North Middlesex Trust University Hospital.
74 North Urgent Care Centre Services directed to patients with Facilities will be co-located with A&E PCT £240 per To be PCT would fund the ongoing rent. Assess when cost and - Core Policy 7 Middlesex (Primary Care) urgent health needs rather than at the North Middlesex University sq.m commissioned by Capital costs would be from one of funding arrangements are Hospital those who have experienced an Hospital site. 2013 four potential sources: clarified. accident or trauma. 1. GPs Infrastructure Delivery Plan - Supporting Schedules Enfield Council
A Infrastructure Schedule
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY FUNDING ARRANGEMENTS GAPS IN FUNDING CONTINGENCY RELEVANT CORE AGENCY/ PHASING PLANS/ POLICY/OBJECTIVES DEPENDENCIES MANAGEMENT ORGANISATION
2. Third parties, including private companies who may be attracted by the guaranteed rent.
3. Elevate Partnerships Ltd/ Lift.
4. Capital allocation bid by the PCT for NHS London/ DoH funds.
75 North Replace existing, Existing buildings are outdated. The hospital is undergoing North Middlesex £118m Completed by PFI arrangement Assess when cost and - Core Policy 7 Middlesex outdated buildings. redevelopment that will replace University 2010 funding arrangements are Hospital (Acute Care) approximately half of the existing Hospital NHS clarified. buildings on the hospital site and Trust. delivered provide state-of-the-art facilities for by PFI partner accident and emergency services, diagnostics, inpatients and operating theatres.
76 Green Lanes Modern GP Serve the population of the Find a suitable size and location of site. PCT £240 per Not yet known PCT would fund the ongoing rent. Assess when cost and - Core Policy 7 Practices surrounding area with suitable sq.m Capital costs would be from one of funding arrangements are purpose-built premises. four potential sources: clarified.
1. GPs
2. Third parties, including private companies who may be attracted by the guaranteed rent.
3. Elevate Partnerships Ltd/ Lift.
4. Capital allocation bid by the PCT for NHS London/ DoH funds.
77 Merryhills Modern GP Serve the population of the Find a suitable size and location of site. PCT £240 per Not yet known See above Assess when cost and - Core Policy 7 Practices surrounding area with suitable sq.m funding arrangements are purpose-built premises. clarified.
Table A.24 PCT/HEALTHCARE INFRASTRUCTURE PROVISION IN THE STRATEGIC GROWTH AREAS 2010/11 – 2014/15
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY FUNDING ARRANGEMENTS GAPS IN FUNDING CONTINGENCY RELEVANT CORE AGENCY/ PHASING PLANS/ POLICY/OBJECTIVES DEPENDENCIES MANAGEMENT ORGANISATION
78 North East Enfield Neighbourhood Health Meet the requirements of the PCT - Capacity to serve up to 50,000 PCT £240 per Provisional PCT would fund the ongoing Assess when cost and Core Policy 7 Centre Strategy for integrating services patients sq.m date 2013 rent. Capital costs would be funding arrangements are and making primary care more from one of four potential clarified. convenient and easier to use - Approximately 2,000 sqm of sources: floorspace 1. GPs - Ground floor access required 2. Third parties, including - Located close to shopping private companies who may street to allow multi-purpose be attracted by the trips. guaranteed rent. Enfield Council Infrastructure Delivery Plan - Supporting Schedules
A Infrastructure Schedule
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY FUNDING ARRANGEMENTS GAPS IN FUNDING CONTINGENCY RELEVANT CORE AGENCY/ PHASING PLANS/ POLICY/OBJECTIVES DEPENDENCIES MANAGEMENT ORGANISATION
3. Elevate Partnerships Ltd/ Lift.
4. Capital allocation bid by the PCT for NHS London/ DoH funds.
79 North East Enfield Innova Modern GP Practices Serve the growing population of To be co-located with a PCT £240 per To be See above Assess when cost and - Core Policy 7 Park/ Enfield Lock Enfield Lock with suitable Children’s Centre. sq.m completed by funding arrangements are purpose-built premises. 2012 clarified.
80 Arnos Grove area Modern GP Practices Offer extended opening hours Find a suitable size and location PCT £240 per Not yet known See above Assess when cost and - Core Policy 7 and access without an of site. The area borders Barnet sq.m funding arrangements are appointment and will be joint initiative. clarified.
81 Eagle House Surgery Expansion of the Serve the population of the Improve the existing healthcare PCT £240 per Expected by See above Assess when cost and - Core Policy 7 existing site to be a surrounding area with level of offering. sq.m 2013 funding arrangements are Located in NEEAAP and large Modern GP provision. clarified. the Ponders End Place Practice (not yet Shaping Priority Area confirmed).
82 Ponders End High Street Modern GP Practice as Serve the population of the Improve the healthcare offering To be determined; £240 per Not yet known See above Assess when cost and Core Policy 7 part of a “community surrounding area with level of in the area. a variety of sq.m funding arrangements are Located in NEEAAP and hub” of services provision. agencies could clarified. the Ponders End Place potentially manage Shaping Priority Area the new facilities
Table A.25 PCT/HEALTHCARE INFRASTRUCTURE PROVISION IN THE STRATEGIC GROWTH AREAS 2015/16 – 2019/20
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY AGENCY/ COST DELIVERY PHASING FUNDING ARRANGEMENTS GAPS IN FUNDING CONTINGENCY RELEVANT CORE PLANS/ POLICY/OBJECTIVES MANAGEMENT DEPENDENCIES ORGANISATION
83 Enfield Neighbourhood Meet the requirements of the - Capacity to serve up to 50,000 Lead Delivery Agency: PCT £240 per Dependent upon PCT would fund the ongoing rent. Capital Assess when cost - Core Policy 7 Town Health Centre/ PCT Strategy for integrating patients sq.m availability of a costs would be from one of four potential and funding Polyclinic/ Hub services and making them suitable site: sources: arrangements are more convenient and easier - Approximately 2,000 sqm of clarified. to use floorspace Management Organisation: 2015-2020 1. GPs Practice GPs - Ground floor access required 2. Third parties, including private companies who may be attracted by the guaranteed rent. - Located in town centres to allow multi-purpose trips. 3. Elevate Partnerships Ltd/ Lift.
4. Capital allocation bid by the PCT for NHS London/ DoH funds. Infrastructure Delivery Plan - Supporting Schedules Enfield Council
A Infrastructure Schedule
Table A.26 PCT/HEALTHCARE INFRASTRUCTURE PROVISION 2015/16 – 2019/20
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY AGENCY/ COST DELIVERY PHASING FUNDING GAPS IN FUNDING CONTINGENCY RELEVANT CORE ARRANGEMENTS PLANS/ POLICY/OBJECTIVES MANAGEMENT ORGANISATION DEPENDENCIES
84 Southgate or Neighbourhood Meet the requirements of the PCT - Capacity to serve up to 50,000 patients Lead Delivery Agency: PCT £240 per Dependent upon See above Assess when cost and - Core Policy 7 Palmers Green Health Centre/ Strategy for integrating services sq.m availability of a suitable funding arrangements Polyclinic/ Hub and making them more - Approximately 2,000 sqm of floorspace Management Organisation: site: are clarified. convenient and easier to use Practice GPs - Ground floor access required 2015-2020
- Located in town centres to allow multi-purpose trips.
Table A.27 PCT/HEALTHCARE INFRASTRUCTURE PROVISION IN THE STRATEGIC GROWTH AREAS 2020/21 – 2024/25
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY AGENCY/ COST DELIVERY PHASING FUNDING ARRANGEMENTS GAPS IN FUNDING CONTINGENCY RELEVANT CORE PLANS/ POLICY/OBJECTIVES MANAGEMENT DEPENDENCIES ORGANISATION
85 Central Leeside Modern GP There are 5,000 proposed Construction of a new facility Lead Delivery Agency: PCT £240 per Dependent on Place PCT would fund the ongoing rent. Capital costs Assess when cost and - Core Policy 7 (Meridian Practice new homes in the for the proposed sq.m Shaping timetable: would be from one of four potential sources: funding arrangements Water) facility Meridian Water Place development. Could be 2020-2025 are clarified. Shaping area. collocated with a school. 1. GPs Management Organisation: GP based 2. Third parties, including private companies who may be attracted by the guaranteed rent.
3. Elevate Partnerships Ltd/ Lift.
4. Capital allocation bid by the PCT for NHS London/ DoH funds.
A.2.3 Social Care Schedules Table A.28 INFRASTRUCTURE FOR PEOPLE WITH PHYSICAL DISABILITIES 2010/11 - 2014/15
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS LEAD DELIVERY AGENCY/ COST DELIVERY FUNDING ARRANGEMENTS GAPS IN CONTINGENCY RELEVANT OF SCHEME PHASING FUNDING PLANS/ CORE MANAGEMENT ORGANISATION DEPENDENCIES POLICY/
OBJECTIVES
86 Palmers Green 6 x 2-bedroom units of Development of wheelchair accessible - Site Identified Lead Delivery Agency: Christian Action £2 million capital, Planned Development None Core Policy 7 self contained wheelchair accommodation to meet the needs of people Housing Association (CAHA) in partnership Homes & Completion: Identified accessible with physical disabilities, as stated in the - Capital Investment with LBE Housing, Health & Adult Social Communities Agency Homes & Communities Agency accommodation for Commissioning Intentions for Adults with Secured Care & Supporting People Services, Enfield 2010/2011 people with physical Physical Disabilities Homes Support & Care disabilities, with micro-generation to Management Organisation: Christian Action Supporting People reduce carbon emissions. Housing Association (CAHA) Physical Disabilities Service Enfield Council Infrastructure Delivery Plan - Supporting Schedules
A Infrastructure Schedule
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS LEAD DELIVERY AGENCY/ COST DELIVERY FUNDING ARRANGEMENTS GAPS IN CONTINGENCY RELEVANT OF SCHEME PHASING FUNDING PLANS/ CORE MANAGEMENT ORGANISATION DEPENDENCIES POLICY/
OBJECTIVES
87 Lower Edmonton 1 x 2-bedroom unit of fully Development of wheelchair accessible - Site identified Lead Delivery Agency:Christian Action £240,000 Planned Development To be Core Policy 7 accessible wheelchair accommodation to meet the needs of people Housing Association (CAHA) in partnership Supplementary Credit Completion: determined accommodation for with physical disabilities, as stated in the - Capital Secured with Housing, Health & Adult Social Care & Expenditure (SCE) 2010 Supplementary Credit people with physical Commissioning Intentions for Adults with Supporting People Services. Expenditure (SCE) disabilities requiring a Physical Disabilities short period of Management Organisation:Christian Action Support & Care rehabilitation Housing Association (CAHA) Supporting People Floating Support
Physical Disabilities Service / PCT (to be determined)
88 Location To Be Community Resource Development of wheelchair accessible - Limited Capital London Borough of Enfield Housing, Health £240,000 2010-2015 Development To be Core Policy 7 Determined Space and 1 x 2-bedroom accommodation plus community resource Secured & Adult Social Care Services Supplementary Credit determined unit of Accommodation for space to meet the needs of people with Expenditure (SCE) Supplementary Credit adults with physical physical disabilities, as stated in the - Site to be identified Expenditure (SCE) disabilities Commissioning Intentions for Adults with Physical Disabilities
Table A.29 INFRASTRUCTURE FOR OLDER PEOPLE 2010/11 ONWARDS
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF LEAD DELIVERY AGENCY/ COST DELIVERY FUNDING GAPS IN CONTINGENCY RELEVANT CORE SCHEME PHASING ARRANGEMENTS FUNDING PLANS/ POLICY/ MANAGEMENT DEPENDENCIES ORGANISATION OBJECTIVES
89 Borough- Wide Extra Care Housing (from Purpose built self contained accommodation - Quantity and site locations London Borough of Enfield To be determined 2010 - 2025 To be determined To be Core Policy 7 Accommodation Strategy) with the availability of 24 hour on site care to be determined by Health & Adult Social Care determined for older people with support and care needs Vulnerable Adults Services to identify need. Accommodation Strategy.
90 Cyril Smith House, 20 x 1-bedroom units of self-contained Redevelopment of existing sheltered Site identified and capital LBE and Christian Action £2,080,000 2010 Homes and No gaps Core Policy 7 Palmers Green Sheltered Accommodation for older accommodation to improve accommodation secured Housing Communities Agency identified people, and 6 x 2 bed units for people standards for older people Social Housing Grant with physical disabilities funding.
91 Pitfield Way, off Dual registered care home to provide Re-providing existing in-house residential Site identified LBE/PCT Tbc 2012 Tbc Tbc Reprovide Core Policy 7 Hertford Road residential and nursing care to older care services. To improve quality and expand independent sector people dual registered provision. provision. Infrastructure Delivery Plan - Supporting Schedules Enfield Council
A Infrastructure Schedule
Table A.30 INFRASTRUCTURE FOR PEOPLE WITH MENTAL HEALTH ISSUES 2010/11 - 2014/15
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY AGENCY/ COST DELIVERY FUNDING GAPS IN CONTINGENCY PLANS/ RELEVANT CORE PHASING ARRANGEMENTS FUNDING DEPENDENCIES POLICY/ MANAGEMENT ORGANISATION OBJECTIVES
92 Central Relocation of 26 units of To improve quality and increase - Sites to be identified St Mungos Housing Association in To be 2010 – 2015 To be determined To be determined Remodel existing Core Policy 7 Enfield/ West existing supported independence for vulnerable partnership with LBE Housing, Supporting determined accommodation if a relocation Enfield accommodation. adults with mental health issues - Capital requirements for new build People and Health & Adult Social Care does not happen. or revenue required for Lease Services agreement
Table A.31 INFRASTRUCTURE FOR PEOPLE WITH LEARNING DIFFICULTIES 2010/11 - 2014/15
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF LEAD DELIVERY AGENCY/ COST DELIVERY FUNDING GAPS IN CONTINGENCY RELEVANT CORE SCHEME PHASING ARRANGEMENTS FUNDING PLANS/ POLICY/ MANAGEMENT ORGANISATION DEPENDENCIES OBJECTIVES
93 Chase Potential redevelopment of existing To ensure the delivery of quality - To be determined by London Borough of Enfield Supporting To be determined 2010-2015 To be determined To be Core Policy 7 accommodation to improve services for accommodation for people with learning existing service review People, Housing, Health & Adult determined people with Learning Disabilities, Scope disabilities, in line with the Commissioning Social Care Services and scale to be determined by service Intentions for Adults with Learning Disabilities review of existing provision
94 Turkey 6 x 1-bedroom units of Move On Development of accommodation to meet the - Site identified Places for People in partnership with £280,000 Planned Homes and None Identified Core Policy 7 Street accommodation for adults with physical needs of adults with disabilities requiring Housing, Health & Adult Social Care Completion: Communities Agency and learning disabilities accommodation in line with the Supporting - Capital Secured Services Homes & 2010.2011 People 5 Year Strategy Communities Agency
Table A.32 INFRASTRUCTURE TO SUPPORT YOUNGER PEOPLE 2010/11 - 2014/15
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF LEAD DELIVERY AGENCY/ COST DELIVERY FUNDING GAPS IN CONTINGENCY RELEVANT CORE SCHEME PHASING ARRANGEMENTS FUNDING PLANS/ POLICY/ MANAGEMENT ORGANISATION DEPENDENCIES OBJECTIVES
95 Enfield Highway Development of 7 units of To meet the currently unmet needs Site Identified bid for funding Lead Delivery Agency: Supporting People Fully covered by HCA 2010-2011 Capital funding from None Identified Core Policy 7 / Ponders End supported accommodation for supported accommodation and made / Community Housing Services / Children’s HCA (central for young vulnerable provide a range of good quality Social Services. Ongoing costs funded by government). people service provision for these young Scheme received planning “supporting people” – central vulnerable people consent Management Organisation: Christian Action government funding managed Housing Association by the Council Enfield Council Infrastructure Delivery Plan - Supporting Schedules
A Infrastructure Schedule
Table A.33 INFRASTRUCTURE TO SUPPORT CARERS 2010/11 - 2014/15
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF LEAD DELIVERY AGENCY/ COST DELIVERY FUNDING ARRANGEMENTS GAPS IN CONTINGENCY RELEVANT CORE SCHEME PHASING FUNDING PLANS/ POLICY/ MANAGEMENT ORGANISATION DEPENDENCIES OBJECTIVES
96 Britannia Development of a The Carers Centre will be a Site identified and LBE Commissioning and Procurement Team. Annual running cost 2010 Initially funded through the Carers None expected Core Policy 7 House, Baker carers centre with drop one stop shop for carers within funding secured However a new charitable trust is in the process of £119k per annum. Special Grant. Cost of adaptation Street, Enfield in centre and advice the Borough of being established and which will be approximately £50k Town on Baker Street independent from the Council.
A.2.4 Community Services Schedules Table A.34 DEVELOPMENT AND IMPROVEMENT OF COMMUNITY HALLS 2010/11-2014/15
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS LEAD DELIVERY COST DELIVERY FUNDING ARRANGEMENTS GAPS IN CONTINGENCY PLANS/ RELEVANT CORE OF SCHEME FUNDING DEPENDENCIES POLICY/ AGENCY/ PHASING OBJECTIVES MANAGEMENT
ORGANISATION
97 Borough Refurbishment and construction works 2009 Survey work identified the need for a London Borough of Enfield / £2.13m 2010-2012 Funding provided through the None identified. A contingency of 8-10% has been Core Policies 9 and 11 Wide at 13 Community Halls (including, range of refurbishment works to be Enfield Homes Council's Housing Capital incorporated within the Kempe Hall, Memorial Hall and St. undertaken to Enfield Homes Community Programme. programme budget. Hellier Hall, and bringing Boleyn Hall Halls, including work to ensure the halls are back in to use). DDA compliant.
Table A.35 DEVELOPMENT OF YOUTH FACILITIES 2010/11-2014/15
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS LEAD DELIVERY AGENCY/ COST DELIVERY FUNDING ARRANGEMENTS GAPS IN CONTINGENCY PLANS/ RELEVANT OF SCHEME PHASING FUNDING DEPENDENCIES CORE POLICY/ MANAGEMENT ORGANISATION OBJECTIVES
98 Craig Park Youth Redevelopment and refurbishment of To develop a unique youth facility to Lead Delivery Agency: London Borough £3.405m 2010-2012 £3.015m Myplace funding. None Myplace funding secured Centre, Lawrence Youth Centre to provide an Edmonton inspire young people, provide positive of Enfield £390,000 match funding allocated in December 2009. Road, Edmonton Youth Hub (including arts, sports and activities, assist personal development through the Council's Capital media facilities, IT, café, green roof area and facilitate community cohesion. Management Organisation: London Programme and a range of multi-purpose spaces). Borough of Enfield, Youth Support Services Infrastructure Delivery Plan - Supporting Schedules Enfield Council
A Infrastructure Schedule
Table A.36 DEVELOPMENT OF YOUTH FACILITIES WITHIN THE STRATEGIC GROWTH AREAS 2010/11-2014/15
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS LEAD DELIVERY AGENCY/ COST DELIVERY FUNDING ARRANGEMENTS GAPS IN CONTINGENCY PLANS/ RELEVANT OF SCHEME PHASING FUNDING DEPENDENCIES CORE MANAGEMENT ORGANISATION POLICY/
OBJECTIVES
99 Ponders End Youth Redevelopment of the Youth Centre This well used centre requires Lead Delivery Agency: London Borough £5.5m 2010-1012 The plans to upgrade the youth centre None The delivery of the project is Centre, South Street, as part of a dual use facility based on a face-lift, and there is demand of Enfield are linked to the provision of a Pupil dependent on agreement of a Ponders End the delivery of a relocated Pupil for extended opening times and Referral Unit (PRU) for which there is scheme for the Pupil Referral Unit Referral Unit (PRU) on the existing additional facilities. Management Organisation:London currently a combined budget of £5.5m (PRU). youth centre site. Borough of Enfield, Youth Support of Capital Funding through the Council's Services Building Schools for the Future (BSF) programme.
100 Oasis Academy Hadley Provision of a new youth club within There is an identified deficiency The youth centre Lead Delivery Agency: London Borough £35,000 2010 The youth club would be commissioned Tbc Provision is dependent on the (Former Albany School the Albany School site in partnership in provision for young people in would be provided in of Enfield per onwards from Positive Activities for Young People formation of a partnership contract Site), Bell Lane with Oasis. the Albany area. existing premises, annum (PAYP) funding. between Council youth Support that were previously Management Organisation: London Services and Oasis. used for youth Borough of Enfield, Youth Support facilities. Services in Partnership with Oasis
101 Trinity at Bowes (TaB) Provision of additional youth facilities To build on the existing youth Lead Delivery Agency: Trinity at Bowes £2.2m 2010-2011 £2.2m of Myplace funding has been None Funding secured, and planning Methodist Church, at TaB Community Centre (including provision at the TaB community (TaB) awarded for the delivery of the project permission was granted on 24th Palmerston Road, Bounds changing rooms, sports hall, gym, centre. Management Organisation: Trinity at July 2009. Green. dance studio, IT and media) Bowes (TaB)
Table A.37 DEVELOPMENT OF YOUTH FACILITIES WITHIN THE STRATEGIC GROWTH AREAS 2015/16-2019/20
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY AGENCY/ COST DELIVERY FUNDING GAPS IN CONTINGENCY PLANS/ RELEVANT PHASING ARRANGEMENTS FUNDING DEPENDENCIES CORE POLICY/ MANAGEMENT ORGANISATION OBJECTIVES
102 Ladderswood Estate, New community / youth centre Consultation on the North Circular Private, Enfield Council, tbc Medium to long Private funding through tbc Delivery dependent of renewal New Southgate as part of redevelopment of the Area Action Plan has identified a Learning and Skills Council, term section 106 money (or of Ladderswood Estate. Ladderswood Estate to demand community facilities in the Jobcentre Plus. equivalent). Demand based on housing incorporate job training and area, and future housing growth will growth. skills development increase demand.
Table A.38 LIBRARY PROVISION TO IMPROVE EXISTING FACILITIES 2010/11 – 2014/15
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF LEAD DELIVERY AGENCY/ COST DELIVERY FUNDING ARRANGEMENTS GAPS IN CONTINGENCY PLANS/ RELEVANT SCHEME PHASING FUNDING DEPENDENCIES CORE MANAGEMENT POLICY/ ORGANISATION OBJECTIVES
103 Green Lanes, Relocation of Palmers Existing library is poorly situated in Planning permission would Lead Delivery Agency: Approx Late 2010 £2m allocated in Council Capital Programme None Planning permission would be required for Palmers Green Green Library to modern relation to the local shopping centre. be required for the use of London Borough of Enfield £2m the use of a new site. high street facility High street library will improve the new site. visibility, accessibility and usage. Management Organisation: London Borough of Enfield, Library Services Enfield Council Infrastructure Delivery Plan - Supporting Schedules
A Infrastructure Schedule
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF LEAD DELIVERY AGENCY/ COST DELIVERY FUNDING ARRANGEMENTS GAPS IN CONTINGENCY PLANS/ RELEVANT SCHEME PHASING FUNDING DEPENDENCIES CORE MANAGEMENT POLICY/ ORGANISATION OBJECTIVES
104 Chase Side, Relocation of Southgate Existing library location in Southgate Identification of a suitable Approx 2011 - 2013 Capital funding dependent on the sale of the existing Tbc Capital funding dependent on the sale of Southgate Circus Library to modern College can discourage adult users. high street location of an £1.5m site. the existing site. Planning permission high street facility High street library will improve appropriate size. would be required for the use of a new visibility, accessibility and usage. site. If sale of existing site cannot be achieved and if a high street location cannot be secured the library will continue to be provided from the existing site.
Table A.39 LIBRARY PROVISION WITHIN THE STRATEGIC GROWTH AREAS 2010/11 – 2014/15
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF LEAD DELIVERY AGENCY/ COST DELIVERY FUNDING GAPS IN CONTINGENCY PLANS/ DEPENDENCIES RELEVANT SCHEME PHASING ARRANGEMENTS FUNDING CORE POLICY/ MANAGEMENT ORGANISATION OBJECTIVES
105 Hertford Road, Relocation of Ponders Existing library is poorly located. Identification of a suitable Lead Delivery Agency: London Borough Approx 2010 - 2012 Capital funding dependent Tbc Capital funding dependent on the sale of the Ponders End End Library to high High street library will improve high street location of an of Enfield £1m on the sale of the existing existing site. Planning permission would be street facility. visibility, accessibility and usage. appropriate size. site. required. If a high street location cannot be Management Organisation: London secured the library will continue to be provided Borough of Enfield, Library Services from the existing site.
Table A.40 LIBRARY PROVISION WITHIN THE STRATEGIC GROWTH AREAS 2015/16 – 2019/20
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY AGENCY/ COST DELIVERY FUNDING ARRANGEMENTS GAPS IN CONTINGENCY RELEVANT CORE PHASING FUNDING PLANS/ POLICY/ MANAGEMENT ORGANISATION DEPENDENCIES OBJECTIVES
106 Community hub in Meridian Water: New Library To support the development of a Site to be identified / allocated as Lead Delivery Agency: London Borough Tbc 2015 onwards To be confirmed, but would need Tbc Location to be determined in the Building / Space new community at Meridian Water, part of new neighbourhood of Enfield to be allocated in the Council's Central Leeside Area Action Plan and based on Strategic Growth Area centre at Meridian Water Capital Programme subsequent masterplan for Meridian assumptions Management Organisation: London Water Borough of Enfield, Library Services
A.2.5 Leisure Services Schedules Table A.41 LEISURE FACILITY DEVELOPMENT 2010/11 – 2014/15
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS LEAD DELIVERY AGENCY/ COST DELIVERY FUNDING ARRANGEMENTS GAPS IN CONTINGENCY PLANS/ DEPENDENCIES RELEVANT OF SCHEME PHASING FUNDING CORE POLICY/ MANAGEMENT ORGANISATION OBLJECTIVES
107 Queen Elizabeth II Refurbishment of running The running track and Lead delivery Agency :London £2.3m 2010-2011 £1.2m Council capital funding approved in principle tbc Internal refurbishment of Grade II listed stand Stadium, track, external and listed stand at the QEII Borough of Enfield approx for the running track and external refurbishment dependent on approval of Council Capital Carterhatch Lane internal refurbishment of stadium are in a of the stand. Awaiting further approval for £0.6m funding. Project dependent Listed Building Grade II listed stand, and dilapidated condition Management Organisation: London of Council Capital funding internal refurbishment Consent being granted. 5-a-side pitch development of 10 x and are not currently Borough of Enfield works. £0.5m Football Foundation funding for the development dependent on grant of Football 5-a-side football pitches. suitable for public use. 10 x 5-a-side football pitches. Foundation funding. Infrastructure Delivery Plan - Supporting Schedules Enfield Council
A Infrastructure Schedule
A.2.6 Cultural Services Schedules Table A.42 CULTURAL INFRASTRUCTURE DEVELOPMENT 2010/11 – 2014/15
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS LEAD DELIVERY COST DELIVERY FUNDING ARRANGEMENTS GAPS IN CONTINGENCY PLANS/ DEPENDENCIES RELEVANT OF SCHEME AGENCY/ PHASING FUNDING CORE POLICY/
MANAGEMENT OBJECTIVES ORGANISATION
108 Millfield House, Silver Internal refurbishment Most of the rooms LBE £1.2m 2010-2011 Council Capital Programme. Tbc Council capital funding approved in principle. Project Street Edmonton and fabric repair to Grade require refurbishment approx dependent on Listed Building Consent being granted. II* Listed building to and improvement. continue to provide space The House also needs for arts and dance some repair to its classes, and rehearsal fabric. (25) and workshop space.
109 Forty Hall, Forty Hill, Conservation and The Grade I Listed LBE £5.225m 2010-2013 £3.225m provision has been made within the None Council capital and revenue funding approved in North Enfield renovation of Grade I building requires Council's capital and revenue budgets (£2.76m principle. Project dependent on Planning Permission Listed Forty Hall to investment for its capital / £0.465m revenue over 3 years from and Listed Building Consent being granted by the provide a destination for conservation and 2010). £2m approved by the Heritage Lottery Secretary of State (decision expected February arts, ecology and restoration. The Fund (£1.475m capital / £0.525m revenue over 2010). (26) heritage. refurbishment will 3 years from 2010). reveal and enhance the Hall's potential as a educational, cultural and heritage asset for Enfield and North London.
A.3 GREEN INFRASTRUCTURE SCHEDULES A.3.1 Parks & Open Spaces Schedules Table A.43 PARK & OPEN SPACE PROVISION 2010/11 - 2014/15
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY AGENCY/ COST DELIVERY PHASING FUNDING GAPS IN CONTINGENCY PLANS/ RELEVANT CORE ARRANGEMENTS FUNDING DEPENDENCIES POLICY/ MANAGEMENT OBJECTIVES ORGANISATION
110 North Circular Improvements to Cherry Further details are to be 0-5 years TBC Core Policy 34 Blossom Close open determined through Area space and Salmons Brook Action Plan and Masterplanning work.
111 Ponders End Transform Ponders End Identified through extensive Upgrade of existing facilities LBE £380k Phase 1 by April 2010 LBE Capital None Agree final scheme with the Core Policies 40 and Recreation Recreation Ground community consultation (including tennis courts and Programme community as part of the 41 Ground band stand) and introduce new consultation undertaken on the facilities including running path, Ponders End: A Framework for outdoor gym with performance Change space, community orchard, native planting to encourage biodiversity, new access points to the park, picnic areas and new furniture.
25 The House refurbishment project will complement the recently refurbished Millfield Theatre - both are integral parts of the Millfield Arts Centre. 26 The Hall restoration project is linked with a capital project for the surrounding estate, which has been allocated £1.5m in the Council's capital programme. Enfield Council Infrastructure Delivery Plan - Supporting Schedules
A Infrastructure Schedule
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY AGENCY/ COST DELIVERY PHASING FUNDING GAPS IN CONTINGENCY PLANS/ RELEVANT CORE ARRANGEMENTS FUNDING DEPENDENCIES POLICY/ MANAGEMENT OBJECTIVES ORGANISATION
112 Columbia Wharf, Columbia Wharf water There is a deficiency of To provide access to a LBE Phase Phase 1, 0 - 3 years: Provide access to Access to Nature Funding to be Scheme depends on completing Core Policies 40 and Ponders End meadows Access to nature access to nature and open revitalised open space. Scheme 1:£360k water meadows land, paths, fencing, Natural England identified for lease with Thames Water for use 41 project. spaces in the area. Local to include the provision of a new dipping platforms, signage, and planting. lottery fund/ LBE future phases. of the land. Primary Schools have footpath network, new access endorsed the project. points, picnic areas, shelters, Phase 2, 3 - 5 years: Provide cycle/canoe dipping platforms, the hire facilities, public toilets. development of an urban farm, native tree planting and a Phase 3, 5+ years: Explore potential for; wildflower meadow. a water meadow to the east of Lee Navigation,urban farm, moorings, community growing plots.
Table A.44 PARK & OPEN SPACE PROVISION 2015/16 - 2019/20
LOCATION SCHEME NEED FOR REQUIREMENTS OF SCHEME LEAD DELIVERY AGENCY/ COST DELIVERY PHASING FUNDING GAPS IN CONTINGENCY RELEVANT CORE POLICY/ SCHEME ARRANGEMENTS FUNDING PLANS/ OBJECTIVES MANAGEMENT DEPENDENCIES ORGANISATION
113 North Circular Improved/new green space in the Further details are to be 6-10 years TBC Core Policy 34, 44 and 45 Ladderswood Estate determined through Area Action Plan and Masterplanning work.
114 North East Enfield Improve access to the Lee Valley Further details are to be 6-10 years TBC Core Policy 34, 40 and 41 Regional Park at Ponders End determined through Area Action Plan and Masterplanning work.
Table A.45 PARK & OPEN SPACE PROVISION 2020/21 - 2024/25
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY AGENCY/ COST DELIVERY FUNDING GAPS IN CONTINGENCY RELEVANT CORE POLICY/ PHASING ARRANGEMENTS FUNDING PLANS/ OBJECTIVES MANAGEMENT DEPENDENCIES ORGANISATION
115 Central Leeside Area of new open space Within an area of existing open space deficiency, New area of open space 11-15 years TBC Core Policy 34, 37 and 38 increased need for open space generated by required - further details are strategic growth area growth assumptions to be determined through Area Action Plan and Masterplanning work.
116 Central Leeside Improved access to the Within an area of existing open space deficiency, Further details are to be 11-15 years TBC Core Policy 34, 37 and 38 Lee Valley Park increased need for open space generated by determined through Area strategic growth area growth assumptions Action Plan and Masterplanning work. Infrastructure Delivery Plan - Supporting Schedules Enfield Council
A Infrastructure Schedule
A.4 STRATEGIC GROWTH AREA SCHEDULES A.4.1 Central Leeside including Meridian Water Schedules Table A.46 Central Leeside Infrastructure Schemes
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY FUNDING GAPS IN CONTINGENCY RELEVANT CORE AGENCY/ PHASING ARRANGEMENTS FUNDING PLANS/ POLICY/ DEPENDENCIES MANAGEMENT OBJECTIVES ORGANISATION
Physical Infrastructure
117 Road Network: Borough Route Management Strategies In the the short term there is little opportunity To identify measures to maximise LBE in 0 - 5 years Tbc Tbc Strategic Objective wide to provide additional capacity through new available capacity from the existing partnership with 8 roads. network. TfL and regional Priority Improvements partners Core Policy 24
118 Road Network:Upper Lee Upper Lee Valley Transport Study To address the cumulative impact of growth To inform the delivery of the Core LBE in £200K 0 - 5 years LBE, LB Haringey, TfL None Strategic Objective Valley in the Upper Lee Valley. Strategy growth particularly in Central partnership with 8 Leeside and Meridian Water using TfL dynamic modelling tools to undertake Core Policy 24 detailed assessment across a broad geographical scale.
119 Road Network:Lee Valley Examination of options for the In order to provide access in the east of the To examine options for the replacement 0 - 5 years Tbc Strategic Objective Line Level Crossings replacement of level crossings as part Borough crossings will have to be provided of level crossings as part of 8 of enhancements to the West Anglia as part of any West Anglia Main Line enhancements to the West Anglia Main Main Line enhancement works. Line Core Policy 24
120 Road Network:Lee Valley Implementation of replacement of Lee To facilitate increased service from Central To provide off grade bridges or subways Network Rail Tbc 0 - 5 years Tbc Strategic Objective Line Level Crossings Valley Line level crossings London to Stansted airport. (2014) 8
Core Policy 24
121 Road Network: North East Northern Gateway Access The key junctions between Brimsdown and To improve access by all modes to TBA 0-5 years for Tbc Strategic Objective Enfield Package-Study the M25, including The A10/Bullsmoor Lane, Brimsdown and the Upper Lee Valley; consideration 8 are already operating above capacity. This to reduce the environmental harm results in significant congestion, poor air caused by existing traffic congestion in 5 -10 for Core Policy 24 quality and adversely affects business. the area; and to support future growth approvals in the Upper Lee Valley Opportunity Area. 10-15 years for implementation
122 Rail: West Anglia Main Interim enhancements – Increased peak and off peak capacity Platform extensions at a number of DfT/Network Rail <£100m 6 - 10 years LBE to work with TfL and Gaps Planned, not Strategic Objective Line stations plus signalled turn-back and Network Rail to ensure identified committed 8 9 car trains to Enfield, Cheshunt and de-congestion works at Seven Sisters. funding secured within CP5 Chingford (2014 - 2019). Core Policy 26
(27) Network Rail
27 Business Plan Update (April 2008), Fig.3.1 Strategic Routes 1-13: summary of proposed capacity interventions Enfield Council Infrastructure Delivery Plan - Supporting Schedules
A Infrastructure Schedule
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY FUNDING GAPS IN CONTINGENCY RELEVANT CORE AGENCY/ PHASING ARRANGEMENTS FUNDING PLANS/ POLICY/ DEPENDENCIES MANAGEMENT OBJECTIVES ORGANISATION
123 Rail: West Anglia Main West Anglia Railway longer term Stanstead second runway and population To increase local services on West DfT / Network Rail £1b< 11 - 15 years Department for Transport Gaps Planned, not Strategic Objective Line enhancements (4-tracking) - growth in Anglia Main Line to at least 4 trains per identified committed 8 London-Stansted-Cambridge-Peterborough hour serving local stations. (Funding for additional works 'Beyond 2016 it is assumed that the Growth Corridor in association with Core Policy 26 Lea Valley will be 4-tracked and upgrades) additional services will then operate between Airport and Liverpool Street and between Stanstead Airport/Hertford East and Stratford' (28) (NR Business Plan)
(29)
124 Rail: Borough-wide – Station Access Improvements. The To support growth, reduce car use, provide Coordination with Train Operating DfT / NR 2006-2022 LIP, Network Rail Tbc Strategic Objective railway stations measures that will improve the better access for the disabled, and better Companies, Network Rail and TfL. Discretionary Fund, Network 8 attractiveness of the stations include: interchange. Rail 'Railways for Angel Road improvements to the station All',programme, DfT Access Core Policy 26 environment for All Small Scheme Fund, · improvements to station security Developer contributions · passenger information · improvements to subways · better interchange with buses · cycle parking · improved pedestrian access · improved disabled access · better signing · review and provision of taxi (30) ranks
(31)
(32)
125 Buses: Upper Lee Valley Upper Lee Valley Transport Study To address the cumulative impact of growth To inform the delivery of the Core LBE in 0 - 5 years None Strategic Objective in the Upper Lee Valley. Strategy growth particularly in Central partnership with 8 Leeside and Meridian Water using TfL dynamic modelling tools to undertake Core Policy 24 detailed assessment across a broad geographical scale.
126 Buses: North - South Enhanced north-south services, in Improve access To provide enhanced bus service along London Buses 11 - 15 years London Buses, Developer Tbc Strategic Objective Services terms of frequency. the A1055 corridor benefiting both Contributions 8 Central Leeside and North East Enfield Core Policy 26
127 Buses: Borough-wide Improved bus services – Work with London Buses to provide London Buses 11 - 15 years London Buses, Developer Tbc Strategic Objective service to support new development in Contributions 8 (focused on the Lee Valley Frequency increases, route the Borough. (33) Corridor and orbital links) penetration, new services Core Policy 26
28 Source:Network Rail Strategic Business Plan Update (April 2008). Route Plans (Update 2008): East Anglia, P.13 29 London Plan, Table 3C.1. Indicative phasing of transport schemes (as at October 2007) 30 Source:London Plan, Table 3C.1. Indicative phasing of transport schemes (as at October 2007) 31 Enfield LIP 32 Network Rail Strategic Business Plan Update (April 2008). Route Plans (Update 2008): West Anglis, Figure 19: Candidate NRDF schemes in CP5 33 All alterations or additions to bus operations within London are determined by London Buses after detailed analysis of demand has been undertaken Infrastructure Delivery Plan - Supporting Schedules Enfield Council
A Infrastructure Schedule
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY FUNDING GAPS IN CONTINGENCY RELEVANT CORE AGENCY/ PHASING ARRANGEMENTS FUNDING PLANS/ POLICY/ DEPENDENCIES MANAGEMENT OBJECTIVES ORGANISATION
128 Pedestrians and Cyclists: Ponders End masterplan and Central Provide access to Lee Valley Park. Enhance connectivity and accessibility LBE / TfL 0 - 5 years LBE, developer contributions None Strategic Objective Upper Lee Valley Leeside and North East Enfield Area to Lee Valley Park. 8 Action Plans. Core Policy 25
129 Freight:Picketts Lock and Safeguard and develop commercial To promote waterborne freight transport To secure wharves TfL / British 16 - 20 years TfL, Freight Facilities Grant Tbc Strategic objective 8 London Waste Ecopark wharves as part of Area Action Plan Waterways and masterplanning processes for Core Policy 27 Central Leeside and North East Enfield.
130 Sewerage: Deephams Redevelopment/ replacement of Environmental improvements necessary to Details of scheme to be confirmed Thames Water Approx. 2010 - 2017 Funding secured through Tbc Although works Core Policy 21 Sewage Treatment Works works at Deephams Sewage meet Environment Agency consents £300m Thames Water's Business are anticipated to Treatment Works Plan as set by Ofwat. commence in the next five years they are likely to continue to 2017. (34)
Social Infrastructure
131 Locations to be Two new, 2 form entry Primary Demand for school places based on strategic Two sites to be identified. Detailed LBE Approx 2015 onwards. To be confirmed but likely to Gaps Core Policy 8, 37, 38 determined in the Central Schools (including two 60 part time area growth projections as envisaged for the proposals to be included in the Central £16m for the Dependent on be from one, or a number of identified Leeside Area Action Plan nursery places). Central Leeside Area Action Plan growth Leeside Area Action Plan and two schools the LDF sources for example, area. subsequent masterplan for Meridian - (based on timescales Primary Capital Programme, Water figures S106, Council Capital (35) identified for Programme, Basic Need. the Oasis Academy Hadley primary school places element. This figure is for build costs only and excludes land costs)
132 Location to be determined New, 6 form entry Secondary School. Demand for school places based on strategic Detailed proposals to be included in the Tbc Approx £25 - 2015 but Capital Programme, S106, Gaps Core Policy 8, 37, 38 (36) in the Central Leeside area growth projections. Central Leeside Area Action Plan. £30m build timescale Basic Need identified Area Action Plan costs only dependent on the LDF
133 Central Leeside (Meridian Modern GP practice or walk in centre There are 5,000 proposed new homes in Construction of a new facility for the Lead Delivery £240 per Dependent on PCT would fund the ongoing Assess when - Core Policy 7,37, 38 Water) facility Meridian Water Place Shaping area. proposed development. Could be Agency: PCT sq.m Place rent. Capital costs would be cost and co-located with a school. Shaping/LDF from one of four potential funding Management timetable: sources: arrangements Organisation: GP 2020-2025 are clarified. based 1. GPs
34 Source:Thames Water Final Business Plan, April 2009 35 Potential for Primary Schools to form part of a Community Hub comprised of a new 6 form entry Secondary School, Children’s Centre, and Library and youth provision. 36 School to form part of a Community Hub, comprised of a Primary School, Children’s Centre, Library and youth provision. Enfield Council Infrastructure Delivery Plan - Supporting Schedules
A Infrastructure Schedule
LOCATION SCHEME NEED FOR SCHEME REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY FUNDING GAPS IN CONTINGENCY RELEVANT CORE AGENCY/ PHASING ARRANGEMENTS FUNDING PLANS/ POLICY/ DEPENDENCIES MANAGEMENT OBJECTIVES ORGANISATION
2. Third parties, including private companies who may be attracted by the guaranteed rent.
3. Elevate Partnerships Ltd/ Lift.
4. Capital allocation bid by the PCT for NHS London/ DoH funds.
134 Community hub in New library building/space To support the development of a new Site to be identified / allocated as part Lead Delivery Tbc 2015 onwards To be confirmed but likely to Tbc Core Policy 37, 38 Meridian Water: Location community at Meridian Water, based on of new neighbourhood centre at Agency: London be allocated in the Council's to be determined in the Strategic Growth Area assumptions Meridian Water Borough of Capital Programme Central Leeside Area Enfield Action Plan Management Organisation: London Borough of Enfield, Library Services
135 Community hub in Community hub to include police Site to be identified / allocated as part LBE 2015 Tbc Meridian Water: Location presence, community facilities in of new neighbourhood centre at to be determined in the addition to those noted above) Meridian Water Central Leeside Area Action Plan
Green Infrastructure
136 Central Leeside Area of new open space Within an area of existing open space New area of open space required - 11-15 years Tbc Core Policy 34, 37, deficiency, increased need for open space further details are to be determined 38 generated by strategic growth area growth through Area Action Plan and assumptions Masterplanning work.
137 Central Leeside Improved access to the Lee Valley Within an area of existing open space Further details are to be determined 11-15 years Tbc Core Policy 34, 37 Park deficiency, increased need for open space through Area Action Plan and generated by strategic growth area growth Masterplanning work. assumptions
A.4.2 Edmonton Schedules
4.2. The extent of this Masterplan area has yet to be defined, proposed infrastructure schemes within the Edmonton area are therefore contained within schedules for physical, social and green infrastructure. Infrastructure Delivery Plan - Supporting Schedules Enfield Council
A Infrastructure Schedule
A.4.3 North East Enfield including Ponders End Schedules Table A.47 North East Enfield including Ponders End Infrastructure Schemes
LOCATION SCHEME NEED FOR REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY PHASING FUNDING ARRANGEMENTS GAPS IN CONTINGENCY RELEVANT CORE SCHEME AGENCY/ FUNDING PLANS/ POLICY/ DEPENDENCIES OBJECTIVES MANAGEMENT ORGANISATION
Physical Infrastructure
138 Road Route Management In the short term To identify measures to maximise available LBE in partnership 0 - 5 years Tbc Tbc Strategic Objective 8 Network:Borough-wide Strategies there is little capacity from the existing network. with TfL and regional Priority Improvements opportunity to partners Core Policy 24 provide additional capacity through new roads.
139 Road Network: Upper Lee Upper Lee Valley Transport To address the To inform the delivery of the Core Strategy LBE in partnership £200k 0 - 5 years LBE, LB Haringey, TfL None Strategic Objective 8 Valley Study cumulative growth particularly in Central Leeside and with TfL impact of growth Meridian Water using dynamic modelling tools Core Policy 24 in the Upper to undertake detailed assessment across a Lee Valley. broad geographical scale.
140 Road Network:Ponders Ponders End planning briefs Awaiting detail None End from emerging Local Transport Assessment and recommended schemes.
141 Road Network:A1010 Transport Study Local level To provide a base model which can be used to LBE £75K 0 - 5 years LBE Tbc Strategic Objective 8 Hertford Road transport study assess the transport impact of future to examine development proposals on Hertford Road in (2011) Core Policy 24, 40 and movement North East Enfield. 41 along the A1010 corridor.
142 Road Network: Lee Valley Examination of options for In order to To examine options for the replacement of level LBE 0 - 5 years Tbc Strategic Objective 8 Line Level Crossings the replacement of level provide access crossings as part of enhancements to the West crossings as part of in the east of Anglia Main Line Core Policy 24 enhancements to the West the Borough Anglia Main Line crossings will have to be provided as part of any West Anglia Main Line enhancement works.
143 Lee Valley Line Level Implementation of To facilitate To provide off grade bridges or subways Network Rail Tbc 0 - 5 years (2014) Tbc Strategic Objective 8 Crossings replacement of Lee Valley increased Line level crossings service from Core Policy 24 Central London to Stansted airport. Enfield Council Infrastructure Delivery Plan - Supporting Schedules
A Infrastructure Schedule
LOCATION SCHEME NEED FOR REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY PHASING FUNDING ARRANGEMENTS GAPS IN CONTINGENCY RELEVANT CORE SCHEME AGENCY/ FUNDING PLANS/ POLICY/ DEPENDENCIES OBJECTIVES MANAGEMENT ORGANISATION
144 Road Network:North East Northern Gateway Access The key To improve access by all modes to Brimsdown TBA 0-5 years for Tbc Strategic Objective 8 Enfield Package-Study junctions and the Upper Lee Valley; to reduce the consideration between environmental harm caused by existing traffic Core Policy 24 Brimsdown and congestion in the area; and to support future 5 -10 years for the M25, growth in the Upper Lee Valley Opportunity approvals including The Area. A10/Bullsmoor 10-15 years for Lane, are implementation already operating above capacity. This results in significant congestion, poor air quality and adversely affects business.
145 Rail: Ponders End Interchange enhancements To facilitate Train Operating Short term LIP, NR, DfT, Private Sector Tbc Strategic Objective 8 better Companies (ToC), integration Network Rail, TfL 0 - 5 years Core Policy 26 between modes including provision for taxis and car clubs, and cycle parking and storage
146 North East Enfield Northern Gateway Access The key To improve access by all modes to Brimsdown TBA 0-5 years for Tbc Strategic Objective 8 Package -Study junctions and the Upper Lee Valley; to reduce the consideration between environmental harm caused by existing traffic Core Policy 24, 40 and Brimsdown and congestion in the area; and to support future 5 -10 years for 41. the M25, growth in Upper Lee Valley Opportunity Area. approvals including The A10/Bullsmoor 10-15 years for Lane, are implementation already operating above capacity. This results in significant congestion, poor air quality and adversely affects business.
147 Rail: West Anglia Main Line Interim enhancements – Increased peak Platform extensions at a number of stations plus DfT/Network Rail <£100m 6 - 10 years LBE to work with TfL and Gaps identified Planned, not Strategic Objective 8 and off peak signalled turn-back and de-congestion works Network Rail to ensure funding committed 9 car trains to Enfield, capacity at Seven Sisters. secured within CP5 (2014 - Core Policy 26 Cheshunt and Chingford 2019).
(37)
37 Network Rail Business Plan Update (April 2008), Fig.3.1 Strategic Routes 1-13: summary of proposed capacity interventions Infrastructure Delivery Plan - Supporting Schedules Enfield Council
A Infrastructure Schedule
LOCATION SCHEME NEED FOR REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY PHASING FUNDING ARRANGEMENTS GAPS IN CONTINGENCY RELEVANT CORE SCHEME AGENCY/ FUNDING PLANS/ POLICY/ DEPENDENCIES OBJECTIVES MANAGEMENT ORGANISATION
148 Rail: West Anglia Main Line West Anglia Railway longer Stansted To increase local services on West Anglia Main DfT / Network Rail £1b< 11 - 15 years Department for Transport Gaps identified Planned, not Strategic Objective 8 term enhancements second runway Line to at least 4 trains per hour serving local committed (4-tracking) - and population stations. (Funding for additional works in Core Policy 26 growth in association with upgrades) 'Beyond 2016 it is assumed London- that the Lea Valley will be Stansted- 4-tracked and additional Cambridge- services will then operate Peterborough between Airport and Corridor Liverpool Street and between Stansted Airport/Hertford East and Stratford' (NR (38) Business Plan)
(39)
149 Borough-wide – railway Station Access To support Coordination with Train Operating Companies, DfT / NR 2006-2022 LIP, Network Rail Discretionary Tbc Strategic Objective 8 stations Improvements. The growth, reduce Network Rail and TfL. Fund, Network Rail 'Railways measures that will improve car use, provide for All',programme, DfT Access Core Policy 26 Enfield Lock, Brimsdown, the attractiveness of the better access for All Small Scheme Fund, Ponders End, Southbury stations include: for the disabled, Developer contributions improvements to the station and better environment interchange. · improvements to station security · passenger information · improvements to subways · better interchange with buses · cycle parking · improved pedestrian access · improved disabled access · better signing · review and provision of taxi (40) ranks
(41)
(42)
150 Rail: Ponders End Station LBE, TfL, NR Tbc 0 - 5 years £3m allocated in Council's Tbc Strategic Objective 8 Bridge Capital Fund Core Policy 41 and 42
151 Buses: Upper Lee Valley Upper Lee Valley Transport To address the To inform the delivery of the Core Strategy LBE in partnership 0 - 5 years None Strategic Objective 8 Study cumulative growth particularly in Central Leeside and with TfL impact of growth Meridian Water using dynamic modelling tools Core Policy 24 in the Upper to undertake detailed assessment across a Lee Valley. broad geographical scale.
38 Source:Network Rail Strategic Business Plan Update (April 2008). Route Plans (Update 2008): East Anglia, P.13 39 London Plan, Table 3C.1. Indicative phasing of transport schemes (as at October 2007) 40 Source:London Plan, Table 3C.1. Indicative phasing of transport schemes (as at October 2007) 41 Enfield LIP 42 Network Rail Strategic Business Plan Update (April 2008). Route Plans (Update 2008): West Anglis, Figure 19: Candidate NRDF schemes in CP5 Enfield Council Infrastructure Delivery Plan - Supporting Schedules
A Infrastructure Schedule
LOCATION SCHEME NEED FOR REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY PHASING FUNDING ARRANGEMENTS GAPS IN CONTINGENCY RELEVANT CORE SCHEME AGENCY/ FUNDING PLANS/ POLICY/ DEPENDENCIES OBJECTIVES MANAGEMENT ORGANISATION
152 Buses: North - South Enhanced north-south Improve access To provide enhanced bus service along the London Buses 11 - 15 years London Buses, Developer Tbc Strategic Objective 8 Services services, in terms of A1055 corridor benefiting both Central Leeside Contributions frequency. and North East Enfield Core Policy 26
153 Buses: Borough-wide Improved bus services – Work with London Buses to provide service to London Buses 0 - 5 years London Buses, Developer Tbc Strategic Objective 8 support new development in the Borough. Contributions (focused on the Lee Valley Frequency increases, route 11 - 15 years Core Policy 26 Corridor and orbital links) penetration, new services (43)
154 Pedestrians and Ponders End masterplan and Provide access Enhance connectivity and accessibility to Lee LBE / TfL 0 - 5 years LBE, developer contributions None Strategic Objective 8 Cyclists:Upper Lee Valley Central Leeside and North to Lee Valley Valley Park. East Enfield Area Action Park. Core Policy 25 Plans.
155 Pedestrians and Cyclists Extend National Cycle Currently in design phase. LBE/Sustrans/TfL 400K 0 - 5 years LIP, Sustrans Tbc Strategic Objective 8 North Enfield Network Route 12 (NCN12) from Hadley Wood to Enfield Core Policy 25 Island Village to connect with (44) NCN1.
Social Infrastructure
156 Former Gas - holder Site, Relocation of Oasis Increased Existing school site will need to be retained post LBE £8m allocated September 2012 Council Capital Programme Fully funded Core Policy 8 South Street, Ponders End Academy, Hadley catering demand for 2012 for educational use. for 2010/11 in onwards for pupils 3-18 years. primary school Council’s Capital Proposal comprises a new 2 places based on Programme for form entry primary school borough wide Primary School and 60 part time nursery growth places element places, and the relocation of projections and only an 8 form entry secondary strategic growth school, and sixth form area Secondary assumptions. school element Secondary to be confirmed school element is a relocation and will not increase capacity.
157 South Street, Ponders End Pupil referral unit to replace Replacement of Proposal to be a dual use facility that is run as LBE Approx £5m 2012 Building Schools for the Future None Core Policy 8 (45) Eldon Road and Bury Street existing facilities a Pupil Referral Unit and a Youth Centre build costs (wave 6a) facilities and expansion from 60 - 100 pupil places
158 North East Enfield Neighbourhood Health Meet the - Capacity to serve up to 50,000 patients PCT £240 per sq.m Provisional date 2013 PCT would fund the ongoing Assess when Core Policy 7 Centre requirements of rent. - Capital costs would be cost and funding the PCT - Approximately 2,000 sqm of floorspace from one of four potential arrangements Strategy for sources: are clarified. integrating - Ground floor access required services and 1. GPs
43 All alterations or additions to bus operations within London are determined by London Buses after detailed analysis of demand has been undertaken 44 Source: LIP 2009/10 Allocation 45 Funding of approx. £100m granted by the DCSF, funding to be split among 5 schools identified for funding, in June 2008, in Wave 6a of Building Schools for the Future. Infrastructure Delivery Plan - Supporting Schedules Enfield Council
A Infrastructure Schedule
LOCATION SCHEME NEED FOR REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY PHASING FUNDING ARRANGEMENTS GAPS IN CONTINGENCY RELEVANT CORE SCHEME AGENCY/ FUNDING PLANS/ POLICY/ DEPENDENCIES OBJECTIVES MANAGEMENT ORGANISATION
making primary - Located close to shopping street to allow 2. Third parties, including private care more multi-purpose trips. companies who may be convenient and attracted by the guaranteed easier to use rent.
3. Elevate Partnerships Ltd/ Lift.
4. Capital allocation bid by the PCT for NHS London/ DoH funds.
159 North East Enfield Innova Modern GP Practice Serve the To be co-located with a Children’s Centre. PCT £240 per sq.m To be completed by See above Assess when Core Policy 7 Park/ Enfield Lock growing 2012 cost and funding population of arrangements Enfield Lock are clarified. with suitable purpose-built premises.
160 Eagle House Surgery Expansion of the existing site Serve the Improve the existing healthcare offering. PCT £240 per sq.m Expected by 2013 See above Assess when Core Policy 7 to be a large Modern GP population of cost and funding Practice (not yet confirmed). the surrounding arrangements area with level are clarified. of provision.
161 Ponders End High Street Modern GP Practice as part Serve the Improve the healthcare offering in the area. Tbc £240 per sq.m Not yet known See above Assess when Core Policy 7 of a “community hub” The population of cost and funding proposed community hub the surrounding arrangements could house a GP, police area with level are clarified. presence and daycare of provision. services on the High Street
162 Ponders End Youth Centre, Redevelopment of the youth This is a well LBE £5.5m 2010-2012 The plans to upgrade the youth None The delivery of the South Street centre as part of a dual use centre requires centre are linked to the provision project is dependent facility based on the delivery a facelift and of a Pupil referral Unity (PRU) on agreement of a of a relocated Pupil Referral there is demand for which there is currently a scheme for the Pupil Unit (PRU) onto the existing for extended combined budget of £5.5m of Referral Unit (PRU). youth centre site. opening times Capital Funding through the and additional Council’s Building Schools for facilities. the Future (BSF) programme.
163 Oasis Academy Hadley Provision of a new youth club There is an The youth centre would be provided in existing LBE £35,000 per 2010 onwards The youth club would be Tbc Provision is (former Albany School within the Oasis Academy identified premises, that were previously used for youth annum commissioned from Positive dependent on the Site), Bell Lane Hadley (on the site of the deficiency in facilities. Activities for Young People formation of a former Albany School site) in provision for (PAYP) funding. partnership contract partnership with Oasis. young people in between Council the Albany area. youth Support Services and Oasis.
164 Ponders End High Street Relocation of Ponders End Existing library Identification of a suitable high street location Lead Delivery Approx £1m 2010 - 2012 Capital funding dependent on Tbc Capital funding Library to high street facility. is poorly of an appropriate size. Agency: London the sale of the existing site. dependent on the This could form part of a located. High Borough of Enfield sale of the existing community hub that may street library will site. Planning house a library, museum, improve Management permission would be community hall, visibility, Organisation: required. studios/workshops and accessibility and London Borough of market usage. Enfield, Library Services Enfield Council Infrastructure Delivery Plan - Supporting Schedules
A Infrastructure Schedule
LOCATION SCHEME NEED FOR REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY PHASING FUNDING ARRANGEMENTS GAPS IN CONTINGENCY RELEVANT CORE SCHEME AGENCY/ FUNDING PLANS/ POLICY/ DEPENDENCIES OBJECTIVES MANAGEMENT ORGANISATION
If a high street location cannot be secured the library will continue to be provided from the existing site.
165 Enfield Highway / Ponders Development of 7 units of To meet the Site Identified bid for funding made Lead Delivery Fully covered by 2010-2011 Capital funding from HCA None Identified Core Policy 8 End supported accommodation currently unmet Agency: Supporting HCA (central government). for young vulnerable people needs for Scheme received planning consent People / Community supported Housing Services / Ongoing costs accommodation Children’s Social funded by and provide a Services. “supporting range of good people” – central quality service Management government provision for Organisation: funding these young Christian Action managed by the vulnerable Housing Association Council people
Green Infrastructure
166 Ponders End Recreation Transform Ponders End Identified Upgrade of existing facilities (including tennis LBE £380K Phase 1 – by 01.04.10 LBE Capital Programme None Agree final scheme Core Policies 40 and Ground Recreation Ground through courts and band stand), and introduce new with the community 41 extensive facilities including running path, outdoor gym as part of the community with performance space,community orchard, consultation consultation native planting to encourage biodiversity, new undertaken on the access points to the park, picnic areas and new Ponders End: a furniture Framework for Change.
167 Columbia Wharf, Ponders Columbia Wharf water There is a To provide access to a revitalised open space. LBE Phase 1: £360k 0 - 3 years Access to Nature Natural Funding to be Scheme depends on Core Policies 40 and End meadows Access to nature deficiency of Scheme to include the provision of a new England lottery fund/ LBE identified for completing lease with 41 project. access to nature footpath network, new access points, picnic Phase 1: Provide access future phases. Thames Water for and open areas, shelters, dipping platforms, the to water meadows land, use of the land. spaces in the development of an urban farm, native tree paths, fencing, dipping area. Local planting and a wildflower meadow. platforms, signage, and Primary Schools planting. have endorsed the project. 3 - 5 years Phase 2: Provide cycle/canoe hire facilities, public toilets.
5+ years Phase 3: Explore potential for; a water meadow to the east of Lee Navigation,
urban farm, moorings, community growing plots.
168 North East Enfield Improve access to the Lee Further details are to be determined through 6-10 years TBC Core Policy 34 Valley Regional Park at Area Action Plan and Masterplanning work. Ponders End Infrastructure Delivery Plan - Supporting Schedules Enfield Council
A Infrastructure Schedule
A.4.4 North Circular including the area around New Southgate Schedules Table A.48 North Circular Area including New Southgate and Ladderswood Infrastructure Schemes
LOCATION SCHEME NEED FOR REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY PHASING FUNDING ARRANGEMENTS GAPS IN CONTINGENCY RELEVANT CORE SCHEME AGENCY/ FUNDING PLANS/ POLICY/ DEPENDENCIES OBJECTIVES MANAGEMENT ORGANISATION
Physical Infrastructure
169 Road Network: Borough wide Route Management In the the short To identify measures to maximise LBE in partnership 0 - 5 years Tbc Tbc Strategic Objective 8 Strategies term there is available capacity from the existing with TfL and regional Priority Improvements little opportunity network. partners Core Policy 24 to provide additional capacity through new roads.
170 Road Network: A406 North TfL’s A406 Safety and The operation To improve safety and environmental TfL £45.1m 0 - 5 years TfL Fully Funded Strategic Objective 1 Circular - between Bounds Environmental Improvements and capacity of conditions by providing a two-lane and 8 Green, Station Road and Scheme the North dual carriageway, improving (April 2010 - to 2012) Chequers Way Circular pedestrian crossing facilities and Core Policy 24 and between Green creating a dedicated cycleway will 44 (46) Lanes and also be provided. Bounds Green Road has been a longstanding concern to residents and businesses and there is an acute need to improve the environment and address issues of blight.
171 Road Network: A406 North Intermediate Scheme The Safety and To create significant additional junction TfL 0–5 years for Gaps identified Strategic Objective 8 Circular - between Bounds Environmental capacity to ensure that the A406 can consideration Green, Station Road and Improvements accommodate growth and fulfil its Core Policy 24 Chequers Way Scheme function as North London’s strategic 5 - 10 years for provides only orbital route. implementation limited additional capacity at junctions but in general focuses upon improving safety. Additional capacity is required to address existing and proposed capacity constraints.
172 Rail: New Southgate Station Interchange enhancements To facilitate Train Operating Short term LIP, NR, DfT, Private Sector Tbc Strategic Objective 8 better integrated Companies (ToC), between modes Network Rail, TfL 0 - 5 years Core Policy 26 including
46 Source: TfL Investment Programme 2009 –Surface Transport..TfL Business Plan 2009/10-2017/18. Enfield Council Infrastructure Delivery Plan - Supporting Schedules
A Infrastructure Schedule
LOCATION SCHEME NEED FOR REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY PHASING FUNDING ARRANGEMENTS GAPS IN CONTINGENCY RELEVANT CORE SCHEME AGENCY/ FUNDING PLANS/ POLICY/ DEPENDENCIES OBJECTIVES MANAGEMENT ORGANISATION
provision for taxis and car clubs, and cycle parking and storage
173 Underground: Piccadilly Line New trains, signalling, and To increase TfL 0 - 5 years (2014) TfL Tbc Strategic Objective 8 track plus improved capacity and accessibility and reduce journey Core Policy 24 communications times
174 Underground:Arnos Grove Station accessibility TfL/LBE Tbc: as part of LIP, TfL Tbc Strategic Objective 8 Station enhancements at Arnos preparation of New Grove Station Southgate Masterplan Core Policy 24
175 Buses:Boroughwide Improved bus services – Work with London Buses to provide London Buses 11 - 15 years London Buses, Developer Tbc Strategic Objective 8 service to support new development Contributions (focused on the Lee Valley Frequency increases, route in the Borough. Core Policy 26 Corridor and orbital links) penetration, new services (47)
176 Pedestrians and Cyclists: Enfield Feasibility work to develop To provide cycle Feasibility work to development future LBE/TfL 0 - 5 years Tbc Strategic Objective 8 Town, North Circular Area, route linking Town Park, network phasing of the network providing a Winchmore Hill Grovelands Park and Arnos route linking the three parks. Core Policy 25 Park
177 Pymmes Brook, Enfield Pymmes Brook Culvert Repair works Repairs/remedial works to Pymmes Environment Agency £1,700,000 1-5 years Grant from Department of the None None scheme will not Remedial Works needed to the Brook Culvert Environment, Food and Rural Affairs commence until funding Pymmes Brook (DEFRA). in place-see relevant Culvert chapter in Infrastructure Plan
178 Pymmes Brook, Enfield Pymmes Brook Remedials Remedial works Remedial works to existing channel Environment Agency £500,000 1-5 years Grant from Department of the None None scheme will not to existing structures (Estimated) Environment, Food and Rural Affairs commence until funding channel (DEFRA). in place-see relevant structures in a chapter in Infrastructure poor state of Plan repair
179 Pymmes Brook, Enfield Pymmes Brook Flood Reduce flood Channel improvements and flood Environment Agency £5,000,000 1-5 years Grant from Department of the None None scheme will not Alleviation Scheme risk to storage areas (Estimated) Environment, Food and Rural Affairs commence until funding properties along (DEFRA). in place-see relevant the Pymmes chapter in Infrastructure Brook Plan
Social Infrastructure
180 Development of Broomfield Aspiration for an all – age Proposal to Playing field issues LBE Tbc 2013 for secondary Funding for primary/ nursery No funding Core Policy 8 Secondary School, Wilmer Way, school on the Broomfield consolidate school element. element to be confirmed. identified for the Southgate Secondary School site existing Primary/nursery facilities. Building Schools for the Future School element Site falls within/close to North funding (Wave 6a) for secondary on the Circular AAP school element only. Broomfield Site.
47 All alterations or additions to bus operations within London are determined by London Buses after detailed analysis of demand has been undertaken Infrastructure Delivery Plan - Supporting Schedules Enfield Council
A Infrastructure Schedule
LOCATION SCHEME NEED FOR REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY PHASING FUNDING ARRANGEMENTS GAPS IN CONTINGENCY RELEVANT CORE SCHEME AGENCY/ FUNDING PLANS/ POLICY/ DEPENDENCIES OBJECTIVES MANAGEMENT ORGANISATION
181 Location to be determined in the Up to, 2 form entry Demand for Delivery of provision to be identified. LBE Approx £8m 2015 onwards. To be confirmed but likely to be from Gaps identified Core Policy 8 North Circular Area Action Plan school places Detailed proposals to be included (based on Dependent on the one, or a number of sources for Primary provision (including based on within the North Circular Area Action figures identified LDF timescales example, Primary Capital 60 part time nursery places). strategic area Plan. for the Oasis Programme, S106, Council Capital growth Academy Hadley Programme, Basic Need projections as primary school envisaged for places element. the NCAAP This figure is for () growth area build costs only and excludes land costs)
182 Arnos Grove area Modern GP Practices Offer extended Find a suitable size and location of PCT £240 per sq.m Not yet known PCT would fund the ongoing rent. Assess when - Core Policy 7 opening hours site. The area borders Barnet and will - Capital costs would be from one cost and funding and access be joint initiative. of four potential sources: arrangements without an are clarified. appointment 1. GPs
2. Third parties, including private companies who may be attracted by the guaranteed rent.
3. Elevate Partnerships Ltd/ Lift.
4. Capital allocation bid by the PCT for NHS London/ DoH funds.
183 Trinity at Bowes (TaB) Provision of additional youth To build on the Lead Delivery Agency: £2.2m 2010-2011 £2.2m of Myplace funding has been None Funding secured, and Methodist Church, Palmerston facilities at TaB Community existing youth Trinity at Bowes (TaB) awarded for the delivery of the planning permission Road, Bounds Green. Centre (including changing provision at the Management project was granted on 24th rooms, sports hall, gym, TaB community Organisation: Trinity at July 2009. dance studio, IT and media) centre. Bowes (TaB)
184 New Southgate New community/ youth Consultation on Private, Enfield tbc Medium to long term Private funding through section 106 tbc Delivery dependent of centre as part of the the North Council, Learning and money (or equivalent). renewal of Ladderswood redevelopment of the Circular AAP Skills Council, Estate. Demand based Ladderswood Estate and has identified a Jobcentre Plus. on housing growth. wider New Southgate demand for Masterplan. community facilities in the area, and future housing growth will increase demand.
Green Infrastructure
185 North Circular Improvements to Cherry Further details are to be determined 0-5 years TBC Core Policy 34 Blossom Close open space through Area Action Plan and and Salmons Brook Masterplanning work.
186 North Circular Improved/new green space Further details are to be determined 6-10 years TBC Core Policy 34 in the Ladderswood Estate through Area Action Plan and Masterplanning work. Enfield Council Infrastructure Delivery Plan - Supporting Schedules
A Infrastructure Schedule
A.4.5 Enfield Town Schedules Table A.49 Enfield Town Infrastructure Schemes
LOCATION SCHEME NEED FOR REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY FUNDING ARRANGEMENTS GAPS IN FUNDING CONTINGENCY RELEVANT CORE SCHEME AGENCY/ PHASING PLANS/ POLICY/ DEPENDENCIES OBJECTIVES MANAGEMENT ORGANISATION
Physical Infrastructure
187 Road Route Management In the short term To identify measures to maximise LBE in partnership with TfL 0 - 5 years Tbc Tbc Strategic Objective Network:Borough-wide Strategies there is little available capacity from the existing and regional partners 8 opportunity to network. Priority Improvements provide Core Policy 24 additional capacity through new roads.
188 Rail: Enfield Town Interchange enhancements To facilitate Train Operating Companies Short term LIP, NR, DfT, Private Sector Tbc Strategic Objective better integrated (ToC), Network Rail, TfL 8 between modes 0 - 5 years including Core Policy 26 provision for taxis and car clubs, and cycle parking and storage
189 Borough-wide – railway Station Access To support Coordination with Train Operating DfT / NR 2006-2022 LIP, Network Rail Discretionary Fund, Tbc Strategic Objective stations Improvements. The growth, reduce Companies, Network Rail and TfL. Network Rail 'Railways for 8 measures that will improve car use, provide All',programme, DfT Access for All Enfield Town the attractiveness of the better access Small Scheme Fund, Developer Core Policy 26 stations include:· for the disabled, contributions improvements to the station and better environment interchange. · improvements to station security · passenger information · improvements to subways · better interchange with buses · cycle parking
· improved pedestrian access · improved disabled access · better signing · review and provision of taxi (48) ranks
(49)
(50)
48 Source:London Plan, Table 3C.1. Indicative phasing of transport schemes (as at October 2007) 49 Enfield LIP 50 Network Rail Strategic Business Plan Update (April 2008). Route Plans (Update 2008): West Anglis, Figure 19: Candidate NRDF schemes in CP5 Infrastructure Delivery Plan - Supporting Schedules Enfield Council
A Infrastructure Schedule
LOCATION SCHEME NEED FOR REQUIREMENTS OF SCHEME LEAD DELIVERY COST DELIVERY FUNDING ARRANGEMENTS GAPS IN FUNDING CONTINGENCY RELEVANT CORE SCHEME AGENCY/ PHASING PLANS/ POLICY/ DEPENDENCIES OBJECTIVES MANAGEMENT ORGANISATION
190 Buses:Borough-wide Improved bus services – Work with London Buses to London Buses 0 - 5 years London Buses, Developer Tbc Strategic Objective provide service to support new Contributions 8 (focused on the Lee Frequency increases, route development in the Borough. 11 - 15 years Valley Corridor and penetration, new services Core Policy 26 (51) orbital links)
191 Pedestrians and Feasibility work to develop To provide cycle Feasibility work to development LBE/TfL 0 - 5 years Tbc Strategic Objective Cyclists:Enfield Town, route linking Town Park, network future phasing of the network 8 North Circular Area, Grovelands Park and Arnos providing a route linking the three Winchmore Hill Park parks. Core Policy 25
Social Infrastructure
192 Enfield Town/ Bush Hill Up to, 2 form entry Demand for Detailed proposals to be included LBE Approx £8m 2015 onwards To be confirmed but likely to be from Gaps identified Core Policy 8 Park school places within the Enfield Town Area (based on figures Dependent on the one, or a number of sources for Primary provision(including based on Action Plan identified for the LDF timescales example, Primary Capital Programme, 60 part time nursery places). strategic area Oasis Academy S106, Council Capital Programme, growth Hadley primary Basic Need projections as school places envisaged for element. This the ETAAP figure is for build growth area. costs only and excludes land costs)
193 St Annes School, Consolidation of the lower Proposal to Detailed proposals to be included Diocese of Tbc To be determined Capital receipt from the disposal of Tbc Core Policy 8 Oakthorpe Road, school site in Enfield Town improve/renewal in the Enfield Town Area Action Westminster/School the Lower School Site Palmers Green onto Upper School site in of existing Plan Governing Body Palmers Green facilities, but not to increase school capacity
194 Enfield Town Neighbourhood Health Meet the - Capacity to serve up to 50,000 Lead Delivery Agency: PCT £240 per sq.m Dependent upon PCT would fund the ongoing rent. Core Policy 7 Centre/ Polyclinic/ Hub requirements of patients availability of a Capital costs would be from one of Assess when cost and the PCT Management Organisation: suitable site: four potential sources: funding arrangements are Strategy for - Approximately 2,000 sqm of Practice GPs clarified. integrating floorspace 2015-2020 1. GPs services and making them - Ground floor access required 2. Third parties, including private more companies who may be attracted by convenient and - Located in town centres to allow the guaranteed rent. easier to use multi-purpose trips. 3. Elevate Partnerships Ltd/ Lift.
4. Capital allocation bid by the PCT for NHS London/ DoH funds.
195 Britannia House, Baker Development of a carers The Carers Site identified and funding secured LBE Commissioning and Annual running 2010 Initially funded through the Carers None expected Core Policy 7 Street, Enfield Town centre with drop-in centre Centre will Procurement Team. cost of £119k per Special Grant. Cost of adaptation and advice on Baker Street provide support However a new charitable annum. approximately £50k and advice trust is in the process of services for being established and which carers within the will be independent from the Borough Council.
51 All alterations or additions to bus operations within London are determined by London Buses after detailed analysis of demand has been undertaken
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