DOCSLIB.ORG

…With Your Pension News

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
…With Your Pension News March 2016 Your Scheme: intouch a helping hand for life after work …with your pension news 2 Welcome Keeping you in touch with... 4 our new investment adviser 6 the membership numbers 7 the Summary Funding Statement 2015 10 pension increases 12 your Trustees 14 your tax affairs 15 changes to your benefits 17 our plans to go green 18 your news and social events 27 your pensioner representatives 28 your Scheme contacts For members of the Taylor Wimpey Pension Scheme Welcome Welcome to intouch This process has taken most of the last year and it will result in some changes to our – your newsletter for portfolio, including the appointment of new the Taylor Wimpey managers during 2016. As part of this we have reviewed our hedging of interest Pension Scheme. rates and inflation and stepped up our hedging levels with Insight, who manage A key focus for the Trustees for 2015 this on our behalf. has been the investment of the More details about Redington can be found Scheme’s assets and on 1 April 2015, on page 4 and further details of the changes after a thorough selection process, to the Scheme’s investments will be detailed the Trustees appointed Redington Ltd in our Report & Accounts for 2015 and in a as the Scheme’s new investment future edition of intouch. Our Statement of consultant. With Redington’s guidance Investment Principles will also be amended and that of our Actuary, we have in due course to reflect the changes. reviewed our long-term financial goals including an appropriate level of risk and, as a result, amended our long- term investment strategy to match. 2 Your Scheme: a helping hand for life after work intouch also includes the Summary Funding The Company continues to announce strong Meanwhile, the Trustees, with the help of Statement for 2015. Since the Trustees financial results and if you wish to read more their advisers make every attempt to ensure completed the Scheme’s most recent Actuarial about this you can access the full year results on that benefits that are transferred out are to Valuation in 2013, UK investment markets have the Taylor Wimpey website by following the link legitimate schemes. experienced a period of significant volatility at: www.taylorwimpey.co.uk/corporate/ I hope you enjoy this edition of intouch and which has led to the deterioration in the funding investor-relations/reporting-centre/2016 as usual we welcome your stories and your level. Although this is disappointing it is not Starting last April and as a result of new comments and, in particular, whether you uncommon to see funding levels fluctuate Government legislation there has been more would like to receive the magazine markedly between valuations. freedom of choice for members of occupational electronically in the future. Because of this the Trustees don’t believe it is pension schemes than ever before. Although appropriate to call for a new valuation of the this has been generally a positive move for many Scheme each time markets and funding levels it has also resulted in an increase in pension change, particularly as the next valuation of the scams. Please be aware that if you are Scheme is due at the end of this year. approached by people offering you choices Anna Edgeworth In the meantime the Trustees will continue to involving your pension benefits which sound Chairman of the Trustees regularly monitor the situation and I am pleased too good to be true then they probably are, and to report that there is an ongoing openness and you may never see your pension savings again. cooperation between the Trustees and the If you are approached you should be very Company on such matters. cautious - see page 16 for further information. Your Scheme: a helping hand for life after work 3 Keeping you intouch with... our new investment adviser As part of our governance consultant, focused on providing providing them with investment and risk arrangements, we regularly investment advice to pension funds and management advice. We specialise in review our advisers to ensure other long-term savings institutions. helping pension schemes build and implement investment strategies to that they continue to be We asked Redington to introduce achieve their funding objectives and meet themselves, in their own words. right for our scheme. their benefit payments as they fall due. ‘Redington was founded in 2006 as an After a thorough review, the Trustees Our single-minded focus on investment independent investment consultancy firm. decided to appoint Redington Limited consulting allows us to offer conflict-free as investment adviser, from 1 April 2015. We are retained advisers to 25 Defined advice that supports clients’ long-term Redington is an independent investment Benefit pension schemes in the UK, goals and objectives. 56 £300 80 21 Clients Billion Assets Employees Awards Over Under Consulting 9 Years 4 Your Scheme: a helping hand for life after work What we have done so far, • Also, we have put in place a dynamic We work alongside the Trustees and the as investment adviser to the de-risking strategy, which sets out how Investment Sub-Committee in areas such Taylor Wimpey Pension Scheme. the Trustees and the Investment as the monitoring and reporting of the Sub-Committee can respond to the Scheme’s funding level and investment • We have put in a place a framework “calls to action” arising from the risk, investment strategy design and to manage investment risk for the framework. The types of action that the manager selection, and also assist in Scheme. The aim of having a framework Committee may take includes divesting the implementation of any changes to that clearly states the Scheme’s from existing investments and investing the strategy.’ objectives and constraints is to provide in new asset classes. a clear context for investment strategy decision-making in a disciplined way, such as setting an appropriate risk budget and allocating assets efficiently. Progress against the framework is monitored regularly and action can be taken where the Scheme goes off-track, improving governance resource allocation and timeliness of decision-making. The framework can also be used to test whether new asset allocation ideas help the Scheme to better achieve its goals. 31 December 2014 Your Scheme: a helping hand for life after work 5 Membership numbers At 31 December 2014, there were 9,824 pensioners and 9,421 deferred members – that’s a total of 19,245 members. By 31 December By 31 December 2015, 2015, there were 9,413 pensioners there were By 31 December deferred 18,282 2015, there were 8,869 members members in total 6 Your Scheme: a helping hand for life after work Highlights from the Summary Funding Statement 2015 Every year we issue a Summary Funding Statement, to tell you Actuarial Valuation 31 December 2013 about the Scheme’s financial position. Here are the highlights. The estimated cost of the benefits: £2,112 million How do you measure the Scheme’s financial position? The assets held in the Scheme: £1,921 million The Scheme Actuary compares the assets held in the Scheme to the estimated cost Shortfall: £191 million of the benefits promised to members and other expenses, both now and in the future. Every three years the Scheme Actuary Another way to look at the Scheme’s financial reviews the Scheme’s financial position, security is to consider the funding level. as part of an Actuarial Valuation. But we This is calculated by dividing the assets also take a snapshot of the position by the estimated cost of the benefits, between valuations. and this was 91% as at 31 December 2013. It is worth noting that the combined shortfall What was the Scheme’s financial of the two previous schemes at their last position at the Actuarial Valuation? valuations was £523 million, so the position The funding position at the date of the most has improved, due mainly to the Company recent Actuarial Valuation is set out here. contributions paid in recent years. Your Scheme: a helping hand for life after work 7 Highlights from the Summary Funding Statement 2015 Cont... What is the Scheme’s latest Since the actuarial valuation at financial position? 31 December 2013, gilt yields have The next valuation of the Scheme We receive annual updates and quarterly fallen, and remained low. This fall in is due at the end of this year, with updates. The most recent quarterly yields is a result of a significant increase results expected during 2017. update was at 31 December 2015. in the prices of gilts. This price increase If gilt yields continue to remain at You can see the results below. has been driven by the Bank of England’s low levels, it is unlikely that the Quantitative Easing programme and shortfall will have reduced also due to other market concerns significantly by then. As at 31 December 2015 over Euro-denominated bonds. Funding level: 86% This reduction in gilt yields has increased What are you doing about Shortfall: £330 million the Scheme’s liabilities, i.e. increased the shortfall? the expected cost of providing benefits A plan has been agreed by the to members. However this increase Trustees and the Company. Under in cost has not been matched by a This is a slight improvement over the this plan, the Company paid £33 million corresponding increase in the assets held position at 31 December 2014, the date during the calendar year 2014, and it by the Scheme, and so has lead to an of the latest annual update. At that point, will pay £18 million for each year from increase to the shortfall in the Scheme.
Load more

Recommended publications
  • View Annual Report
    Costain Group PLC PLC Costain Group Costain House Nicholsons Walk Being Number One Maidenhead Costain Group PLC Berkshire SL6 1LN Annual Report 2005 Telephone 01628 842444 www.costain.com Annual Report 2005 Costain is an international Financial calendar engineering and construction Half year results – Announced 31 August 2005 Full year results – Announced 15 March 2006 company, seen as an Report & Accounts – Sent to shareholders 28 March 2006 Annual General Meeting – To be held 27 April 2006 Half year results 2005 – To be announced 30 August 2006 automatic choice for projects Analysis of Shareholders Shares requiring innovation, initiative, Accounts (millions) % Institutions, companies, individuals and nominees: Shareholdings 100,000 and over 156 321.92 90.39 teamwork and high levels of Shareholdings 50,000 – 99,999 93 6.37 1.69 Shareholdings 25,000 – 49,999 186 6.01 1.79 Shareholdings 5,000 – 24,999 1,390 13.78 3.87 technical and managerial skills. Shareholdings 1 – 4,999 12,848 8.06 2.26 14,673 356.14 100.00 Secretary and Registered Office Secretary Registrar and Transfer Office Clive L Franks Lloyds TSB Registrars The Causeway Registered Office Worthing Costain Group PLC West Sussex Costain House BN99 6DA Nicholsons Walk Telephone 0870 600 3984 Maidenhead Berkshire SL6 1LN Telephone 01628 842444 www.costain.com [email protected] Company Number 1393773 Shareholder information The Company’s Registrar is Lloyds TSB Registrars, The Causeway, Worthing, West Sussex BN99 6DA. For enquiries regarding your shareholding, please telephone 0870 600 3984. You can also view up-to-date information abourt your holdings by visiting the shareholder web site at www.shareview.co.uk.
    [Show full text]
  • Taylor Woodrow Plc Report and Accounts 2006 Our Aim Is to Be the Homebuilder of Choice
    Taylor Woodrow plc Report and Accounts 2006 Our aim is to be the homebuilder of choice. Our primary business is the development of sustainable communities of high-quality homes in selected markets in the UK, North America, Spain and Gibraltar. We seek to add shareholder value through the achievement of profitable growth and effective capital management. Contents 01 Group Financial Highlights 54 Consolidated Cash Flow 02 Chairman’s Statement Statement 05 Chief Executive’s Review 55 Notes to the Consolidated 28 Board of Directors Financial Statements 30 Report of the Directors 79 Independent Auditors’ Report 33 Corporate Governance Statement 80 Accounting Policies 37 Directors’ Remuneration Report 81 Company Balance Sheet 46 Directors’ Responsibilities 82 Notes to the Company Financial Statement Statements 47 Independent Auditors’ Report 87 Particulars of Principal Subsidiary 48 Accounting Policies Undertakings 51 Consolidated Income Statement 88 Five Year Review 52 Consolidated Statement of 90 Shareholder Facilities Recognised Income and Expense 92 Principal Taylor Woodrow Offices 53 Consolidated Balance Sheet Group Financial Highlights • Group revenues £3.68bn (2005: £3.56bn) • Housing profit from operations* £469m (2005: £456m) • Profit before tax £406m (2005: £411m) • Basic earnings per share 50.5 pence (2005: 50.6 pence) • Full year dividend 14.75 pence (2005: 13.4 pence) • Net gearing 18.6 per cent (2005: 23.7 per cent) • Equity shareholders’ funds per share 364.7 pence (2005: 338.4 pence) Profit before tax £m 2006 405.6 2005 411.0 2004 403.9 Full year dividend pence (Represents interim dividends declared and paid and final dividend for the year as declared by the Board) 2006 14.75 2005 13.4 2004 11.1 Equity shareholders’ funds per share pence 2006 364.7 2005 338.4 2004 303.8 * Profit from operations is before joint ventures’ interest and tax (see Note 3, page 56).
    [Show full text]
  • City-REDI Policy Briefing Series
    City-REDI Policy Briefing Series March Image Image 2018 Part B Carillion’s Collapse: Consequences Dr Amir Qamar & Professor Simon Collinson Carillion, the second-largest construction firm in the UK, were proud of their commitment to support regional growth and small-scale suppliers. As part of this commitment they directed 60% of project expenditure to local economies. Following the collapse of the firm, this positive multiplier effect became a significant, negative multiplier effect, particularly damaging to small-scale suppliers in the construction industry. The aim of this policy brief is to examine the consequences of Carillion’s demise, many of which are only now surfacing. One of the fundamental lessons that we can learn from Carillion’s collapse is about these ‘contagion’ effects. As we saw in the 2008 financial crisis, the businesses that underpin the economic health of the country are connected and strongly co-dependent. When a large flagship firm falls it brings down others. This does not mean we need more state intervention. But it does mean we need more intelligent state intervention. One of the fundamental lessons that the Government can learn from the Carillion episode is that it has a significant responsibility as a key customer, using public sector funds for public sector projects, to monitor the health of firms and assess the risks prior to issuing PPI and other contracts. 1 Introduction The collapse of Carillion, the second-largest construction firm in the UK, has had a significant, negative knock-on effect, particularly on small-scale suppliers in the industry. In total, Carillion was comprised of 326 subsidiaries, of which 199 were in the UK.
    [Show full text]
  • Crr 412/2002
    HSE Health & Safety Executive A survey of UK approaches to sharing good practice in health and safety risk management Prepared by Risk Solutions for the Health and Safety Executive CONTRACT RESEARCH REPORT 412/2002 HSE Health & Safety Executive A survey of UK approaches to sharing good practice in health and safety risk management E Baker Risk Solutions 1st floor, Central House 14 Upper Woburn Place London, WC1H 0JN United Kingdom The concept of good practice is central to HSE’s approach to regulation of health and safety management. There must therefore be a common understanding of what good practice is and where it can be found. A survey was conducted to explore how industry actually identifies good practice in health and safety management, decides how to adopt it, and how this is communicated with others. The findings are based primarily on a segmentation of the survey results by organisation size, due to homogeneity of the returns along other axes of analysis. A key finding is that there is no common understanding of the term good practice or how this is distinguished from best practice. Regulatory interpretation of good practice is perceived to be inconsistent. Three models were identified: A) Large organisations, primarily in privatised industries, have effective Trade Associations where good practice is developed and guidance disseminated industry-wide. B) Large and medium-sized organisations in competitive industries have ineffective trade associations. They develop good practices in-house and may only share these with their competitors when forced to do so. C) Small organisations have little contact with their competitors.
    [Show full text]
  • SUSTAINABILITY STRATEGY World Class Civil Engineering
    SUSTAINABILITY STRATEGY WORLD CLASS CIVIL ENGINEERING the future nvironment conomical ocial 1 Our Mission: Providing a sustainable business for the delivery of excellent Introduction projects Our Vision: Sustainability and environmental performance are often used interchangeably. To be the market leader in civil engineering To have a truly sustainable business, we must not only achieve (and exceed where possible) key social, environment and quality standards, but also meet Our Values and Behaviours: key financial commitments such as cash flow and profit. We aim to inspire all employees to meet our high standards The business has recognised for some time that our best performing projects and values in the execution of their duties, to act safely, to be not only have an excellent health, safety, environment and quality record but also environmentally and socially responsible through: perform well financially. Innovation In response to the sustainability challenge, in January 2013 Taylor Woodrow Partnerships launched its Sustainability Matrix. The matrix is part of core business strategy and People and Passion performance against each element of the matrix is discussed and reviewed monthly Strength, Diversity at the divisional management meetings. The matrix is comprised of a range of key and Dependability performance indicators (KPIs) split into three areas: • Economic • Social • Environment As referenced in Inside Civils, a competition was launched to create a logo which would help bring the strategy to life and capture the essence of Taylor Woodrow’s commitment to being a sustainable business; resilient and successful in the long term. Ella Secker (Consents Manager at NET) came up with the winning entry ‘SEE the future’ – the logo which is shown on the front cover.
    [Show full text]
  • Monitoring the London Plan Energy Policies ­ Phase 3
    Monitoring the London Plan Energy Policies ­ Phase 3 Part 1 report FINAL December 2009 Prepared for: By: Greater London Authority Prof Tony Day, Princess Ogumka & City Hall Phil Jones The Queen’s Walk London South Bank University London SE1 2AA 103 Borough Road Tel 020 7983 4592 London SE1 0AA Tel: 020 7815 7656 E-mail: [email protected] Part 1 report FINAL Contents CONTENTS.................................................................................................................................2 EXECUTIVE SUMMARY.......................................................................................................3 1. INTRODUCTION .............................................................................................................8 2. RESULTS ......................................................................................................................... 10 2.1. Emissions.................................................................................................................................. 11 2.2. Savings..................................................................................................................................... 12 2.3. Analysis of Energy Efficiency contributions............................................................................... 17 2.4. Analysis of contributions from CHP with communal heating .................................................... 19 2.4.1. Contribution by CHP type........................................................................................................
    [Show full text]
  • Housing Audit: Assessing the Design Quality of New Homes
    1 SENSE OF PLACE SENSE OF PLACE 2 APPROPRIATE ENCLOSURE ■ Main Street ■ Secondary Street ■ Tertiary Street / Lane / Courtyard 3 SAFETY ■ Is there active frontage on public spaces? ■ Is there overlooking frontage on public spaces? ■ Are the public spaces well lit? ■ Is there fenestration on two elevations at corners? 4 LEGIBILITY ■ Are there orientation markers? ■ Is there a series of events/spaces? 5 EXPLOITATION OF SITE’S ASSETS ■ Are existing buildings retained? ■ Is mature planting retained? ■ Does the layout respond to topography? 6 AVOIDANCE OF HIGHWAY DOMINANCE AND PEDESTRIAN REALM ROADS, PARKING ■ Do footpaths relate to building line? ■ Does the carriageway width vary? 7 PROMOTION OF NON-CAR TRAVEL ■ Is there a permeable network of routes? ■ Are the streets designed to calm traffic? ■ Are there dedicated bus/cycle lanes? ■ Is there safe cycle storage, close to homes? 8 CAR PARKING BUILDING FOR LIFE ■ Parking Type ■ Is it well integrated with public space? ■ Is parking visually unobtrusive? ■ Is it well integrated with planting? 9 SERVICING ■ Is the waste storage unobtrusive? ■ Are servicing arrangements well integrated? 10 MOVEMENT INTEGRATION ■ Are there connections to existing footpaths? ■ Are there multiple connections to the surrounding road network? ■ Is there easy access to main routes? ■ Does the development integrate with existing built development? 11 BESPOKE DESIGN DESIGN & CONSTRUCTION ■ Is bespoke design evident? ■ Is the local vernacular employed? 12 ARCHITECTURAL QUALITY ■ Are good quality materials used? ■ Is attention
    [Show full text]
  • Responsibility Report
    Corporate Responsibility Report Watford Schools Art Competition To underline our commitment to Corporate Responsibility (CR), we set annual objectives by which we measure ourselves in key areas. In this section of our annual report, we provide a summary of our approach to Corporate Responsibility (CR) and an account of our achievements in 2009. To underline our commitment to CR, we set annual objectives by which we measure ourselves in key areas. Due to the relatively late acquisition of Haymills in the third quarter of 2009 and also for clarity of reporting, Haymills CR / sustainability activities have not been included. The information on the following pages details performance against the objectives we set in 2008 for 2009. Our CR Performance Data Tables are available to view on our website www.vinci.plc.uk/cr VINCI PLC Highlights 2009 Main Challenges for 2010 Health and safety performance continued to improve with There will be a number of significant challenges that we, along with the reportable accident incidence and frequency rates falling by as rest of the industry, will face in 2010. The current economic climate has much as 37% since 2006. already had an impact on work opportunities and will continue to do so for the foreseeable future. We continued to reduce environmental incidents and established consistent environmental KPIs across the business. We will retain our focus on driving improvement in our performance as a responsible business, focusing on the following areas: We successfully integrated the Norwest Holst and Taylor Woodrow people and our Diversity, Equality and Inclusivity Understanding and reducing our carbon footprint.
    [Show full text]
  • Bovis Bounds to Top – with a Little Help from the Beeb Business Barometer £351M Salford Media City Takes Contractor to Number One in January
    06barometernjdray&!!!.qxd 12/02/2008 16:43 Page 20 20 news.finance.companies Bovis bounds to top – with a little help from the Beeb Business barometer £351m Salford Media City takes contractor to number one in January BY TOM BILL Top contractors excluding civils Top contractors including civils monthly work won, 1–31 January 2008 monthly work won, 1–31 January 2008 Bovis Lend Lease’s £351m deal to redevelop the 37-acre Media City site in Salford, Greater Manchester, propelled it to the top of the Number of Total Number of Total projects value (£m) projects value (£m) leader board in January. Bovis will act as management contractor on 1 – Bovis Lend Lease 4 399 1 – Bovis Lend Lease 4 399 2 9 Morgan Sindall 33 264 2 11 Morgan Sindall 35 289 the scheme, which will give the BBC a new 3 34 Sir Robert McAlpine 2 255 3 39 Sir Robert McAlpine 2 255 headquarters in north-west England. It also 4 3 HBG Construction 8 242 4 3 HBG Construction 8 242 picked up a £27.5m deal for the John Lennon 5 2 Balfour Beatty 28 158 5 2 Balfour Beatty 33 173 6 8 Miller 6 134 6 8 Miller 6 134 airport hotel in Liverpool. 7 4 Kier 28 121 7 1 Laing O’Rourke 4 132 In contrast to Bovis, which won only four 8 6 Carillion 8 75 8 4 Kier 29 123 contracts, Morgan Sindall moved up from 9 12 Rok 24 59 9 5 Carillion 17 90 10 – Sisk 9 59 10 10 Skanska 4 60 number nine to the second spot after 11 31 ISG 26 56 11 14 Rok 24 59 hoovering up 33 jobs, together worth £264m.
    [Show full text]
  • Engineering Tomorrow Engineering Tomorrow
    COSTAIN GROUP PLC | ANNUAL REPORT 2016 ENGINEERING TOMORROW ENGINEERING TOMORROW Costain helps to improve people’s lives by deploying technology-based engineering solutions to meet urgent national needs across the UK’s energy, water and transportation infrastructures. We have been shaping the world in which we live for the past 150 years. Our people are committed to delivery, performance and reliability. UNIQUE BUSINESS MODEL STRONG MARKET FOCUS CLEAR SET OF PRIORITIES PROVEN TRACK RECORD We offer a broad range Our focus is on meeting urgent Our ‘Engineering Tomorrow’ We have a proven history of of innovative services across national needs in three major strategy outlines the core areas delivering results for all our the whole life-cycle of our areas to improve the quality that we are focusing on in order stakeholders – and continue to customers’ assets, through the of key assets and bring benefits to create a sustainable business. create value for customers, society, delivery of integrated consultancy, to end users. our people and shareholders. asset optimisation, technology Our three business areas: and complex delivery services. 1 Order book 2 Our services: 7 Water Consultancy (advisory, design, programme management) 3 £3.9bn Energy 6 Complex delivery 2016 £3.9bn 4 Technology 5 Transportation 2015 £3.9bn Asset optimisation Our customer-centric approach We are focused on the UK 1. Unique customer focus 2014 £3.5bn enables us to become a trusted market which offers a significant 2. Skills and experience 2013 £3.0bn partner to our customers. opportunity for Costain. of the team Central to this is our people and the expertise and professionalism Our ‘Engineering Tomorrow’ 3.
    [Show full text]
  • 40656 VINCI Communiqué 50.Indd 1 27/05/2015 11:44 1 NEWS ROUND-UP
    THE QUARTERLY NEWSLETTER OF VINCI CONSTRUCTION UK ISSUE 50 / SUMMER 2015 01 NUCLEAR Making an Impact VINCI Technology Centre UK has a long 02 history of performing drop tests and has been involved in the nuclear industry since the 1950’s. The company was recently commissioned by a client in the 03 nuclear industry to carry out a drop test of an 18 tonne flask used for the storage and transportation of intermediate level nuclear waste. Measurements were 04 recorded during the drop to verify pre-test analysis of the flasks prior to use. RETAIL Dixons Carphone FM Contract Renewed VINCI Facilities has successfully negotiated a third contract renewal with Dixons and has been awarded the facilities management of a further 900 Carphone stores following the recent Dixons and Carphone Warehouse merger. The renewal extends to more than 1400 outlets across the UK and the Republic of Ireland. Colourful Coatings in Carlisle Conren has been called upon to complete a renovation project for David Hayton Ltd in Carlisle, the leading Peugeot Dealer for the North West. Five years ago, an area of approximately 845m2 was prepared and coated with Conren Dustguard heavy duty epoxy resin. After five years of heavy commercial use, the floor was ready for a refresh. David Haytons were so impressed with the performance of the Dustguard coating they once again opted for this durable system. A MONUMENTAL LEGACY PROJECT Completing this summer, With one academic building already minimum of 600mm to take them above handed over to the University, the the one-in-200-year flood levels.
    [Show full text]
  • VPS SPD Consultation Statement
    Parking Standards Design and Good Practice Supplementary Planning Document Consultation Statement (Regulation 17 Statement) In the preparation of draft Supplementary Planning Guidance the Department for Communities and Local Government advises authorities to informally involve local communities and other stakeholders in the development of policies. Work on the Parking Standards Design and Good Practice document commenced in May 2007 by the forming of a Parking Standards Review Group. This group was led by officers of the Essex County Council Strategic Development section working with colleagues from both within Essex County Council and Essex local authorities. A list of those involved is included on page iii of the document. The development of the draft Parking Standards Design and Good Practice document has taken place over a 24-month period and comprised the following main activities: Residents Survey May- September 2007 (to complement a related existing survey undertaken in 2006) Group Site visits June – July 2007 Individual site visits, evening and weekends June – July 2007 Education meeting August 2007 Regular Review Group meetings May – April 2008 Review of other authority Parking Standards May – April 2008 SEA September 2008 – March 2009 Public Consultation March – April 2009 The scope and outcome of these activities are summarised below: 1. Residents Survey A survey was undertaken by Essex County Council term consultant’s Mouchel, to ascertain the opinions of local residents from housing developments that had recently been constructed
    [Show full text]