(Public Pack)Agenda Document For

Cabinet

Members of the Cabinet of Gravesham Borough Council are summoned to attend a meeting to be held Virtually - www.youtube.com/graveshamtv on Monday, 7 September 2020 at 7.30 pm when the business specified in the following agenda is proposed to be transacted. Details on how Members can attend the meeting will be sent separately.

In response to COVID-19, the Government has legislated to permit remote attendance by Elected Members at formal meetings. This is conditional on other Elected Members and the public being able to hear those participating in the meeting. This meeting will be streamed live and can be watched via Gravesham Borough Council’s YouTube Channel:- www.youtube.com/graveshamtv

S Walsh Service Manager (Communities)

Agenda

Part A Items likely to be considered in Public 1. Apologies for absence

2. To sign the minutes of the previous meeting (Pages 5 - 14)

3. To declare any interest members may have in the items contained on this agenda. When declaring an interest a member must state what their interest is.

4. To consider whether any items in Part A of the agenda should be considered in private or any items in Part B in public

5. Delegated Decisions - Cabinet Members To report any decisions made by Cabinet Members under their delegated powers.

Civic Centre, Windmill Street, Gravesend Kent DA12 1AU 6. Corporate Performance Update: Quarter One 2020-21 (Pages 15 - 42)

7. Albion Waterside (Canal Basin area) - Possible Compulsory Purchase (Pages 43 - 50) Order requirement

8. Parish Street Lighting (Pages 51 - 64)

9. London Resort Consultation (Pages 65 - 106)

10.General Fund Budget Monitoring Report 2020/21 – Quarter One (Pages 107 - 130)

11.Housing Revenue Account Budget Monitoring Report – Quarter One (Pages 131 - 2020/21 148)

12.Any other business which by reason of special circumstances the Chair is of the opinion should be considered as a matter of urgency.

13.Exclusion To move, if required, that pursuant to Section 100A (4) of the Local Government Act 1972 that the public be excluded from any items included in Part B of the agenda because it is likely in view of the nature of business to be transacted that if members of the public are present during those items, there would be disclosure to them of exempt information as defined in Part 1 of Schedule 12A of the Act.

Part B

Items likely to be considered in Private

None.

14.Any other business which by reason of special circumstances the Chair is of the opinion should be considered as a matter of urgency.

Members

Cllr John Burden (Chair) Cllr Lee Croxton (Vice-Chair)

Councillors: Shane Mochrie-Cox Lenny Rolles Brian Sangha Narinderjit Singh Thandi Jenny Wallace

Substitutes: To be notified

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Cabinet

Monday, 29 June 2020 7.30 pm

Present:

Cllr John Burden (Chair) Cllr Lee Croxton (Vice-Chair)

Councillors: Shane Mochrie-Cox Lenny Rolles Brian Sangha Narinderjit Singh Thandi Jenny Wallace

Stuart Bobby Chief Executive Nick Brown Director (Housing & Operations) Kevin Burbidge Director (Planning & Development) Melanie Norris Director (Communities) Sarah Parfitt Director (Corporate Services) Wendy Lane Assistant Director (Planning) Andy Rayfield Communications Manager Shazad Ghani Planning Policy Manager Andrew Barnett Principal Accountant (General Fund) Alexandra Jarvis Principal Accountant (Housing & Exchequer) Linda Gray Income Manager David Herrington Digital Manager Carlie Simmonds Committee Services Manager

9. Minutes

The minutes of the meeting held on 1 June 2020 were signed by the Chair.

10. Declarations of Interest

Cllr Lenny Rolles declared an interest in agenda item 17 – Proposed Working Budget for Rosherville Limited due to his role as Director and Chair of the Rosherville Limited Board. Cllr Lenny Rolles left the meeting during consideration of this item.

Melanie Norris, Director (Communities), Nick Brown, Director (Housing and Operations), Kevin Burbidge, Director (Planning and Development) and Alex Jarvis, Principal Accountant (Housing & Exchequer) declared an interest in agenda item 17 – Proposed Working Budget for Rosherville Limited as they undertake respective Director roles within Rosherville Limited, Rosherville Servicing Limited and Rosherville Property Development Limited respectively. Melanie Norris, Nick Brown, Kevin Burbidge and Alex Jarvis left the meeting during consideration of this item.

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11. Delegated Decisions - Cabinet Members

The Leader advised that he had taken a delegated decision to dispose of a garage at the rear of 13 All Saints Road.

12. Financial Impact of COVID-19

The Cabinet was provided with a strategic view of the impact of Covid-19 on the short term and medium term financial position of the Council.

The Cabinet was informed that the Council had experienced direct costs resulting from the pandemic, including:-

 Responding to Government guidance to provide suitable accommodation to ensure rough sleepers and the homeless were able to remain safe.  Supporting the national response through the establishment of business support hubs and community support hubs, working with voluntary sector to support shielded and vulnerable persons and ensure they were provided with food and other essential supplies as needed.  Working with suppliers and contractors of the Council to manage supply chain risks and ensure that they were able to continue to support the delivery of services during and after the outbreak.  Mobilising the workforce to be able to respond to and continue to deliver essential Council services from remote locations and in challenging circumstances.

The most significant impact will arise from a decline in key revenue streams including council tax, business rates, fees and charges and rental income.

Based on the current set of assumptions, the total estimated impact on the General Fund will be £3.75m in the current financial year after taking account of Government funding received so far, and on the Housing Revenue Account it will be £0.573m.

Funding had been provided by the Government to support the activities that had been undertaken to date. The Council received £52,216 from the first tranche and £1,054,438 from the second tranche, taking the total funding received to date to just over £1.1m.

Based on the most recent projections, the current level of funding allocated to the Council by the Government will not cover the spending pressures identified by the Council and it also makes no regard to the anticipated reductions in income.

The Director (Corporate Services) informed Members that there continued to be significant uncertainty around the future of local government funding. Due to the Council’s efforts over the last five years, it had a strong level of reserves which would be sufficient to avoid serious financial difficulty in the short term. However, the Council will need to continue to maintain strong financial governance arrangements and a further report will be brought to the Cabinet in September 2020.

The Cabinet paid tribute to local residents for their community-spirited response to the crisis and expressed its condolences to those families that had suffered a loss during the pandemic.

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The Cabinet also paid tribute to Council staff for providing suitable accommodation to rough sleepers and the homeless, directly supporting the most vulnerable and isolated residents, distributing support grants to eligible businesses as well as maintaining front line services at a time when they too were facing the same challenges and fears as the rest of the population.

The Cabinet urged the Government to help make up the shortfall suffered directly as a result of Covid-19 and requested that relevant guidance be released in a timely manner.

The Cabinet stated that the shops within the town centre had now reopened and invited volunteers to work with the Council to help manage the queues in the town centre.

The Cabinet acknowledged that pubs, bars, cafes and restaurants will be reopening on 4 July 2020 and requested that those establishments put appropriate measures in place and work with the Council in order to prevent a further spike.

The Cabinet noted the report.

13. General Fund Provisional Outturn Report 2019/20

Members were presented with the following:-

 the 2019/20 provisional General Fund Outturn Report, including movements in the General Fund working balances and earmarked reserves; and  the 2019/20 provisional General Fund Capital Outturn.

The Cabinet was informed that the outturns were provisional as the accounts were still subject to audit. The report will also be presented to the Finance and Audit Committee on 21 July 2020.

The Principal Accountant (General Fund) highlighted the key areas of financial performance as detailed in the report including those areas that may have an impact on the Council’s Medium Term Financial Strategy, Medium Term Financial Plan or Financial Statements.

The provisional outturn position for the year was an underspend of £1,194,250. This position had largely arisen as a result of the Council’s ongoing proactive action to realise base budget reductions through delivery of Bridging the Gap activity, as well as favourable year- end performance against some budget lines. Action to manage vacancies and other workforce matters also resulted in employee-related costs being lower than originally budgeted.

The level of Working Balances at year-end was £10.35m, constituted of the minimum working balances of £1.25m, the General Fund reserve of £4.00m and usable Working Balances of £5.1m.

Movements in the year had resulted in a net increase in reserves of £0.67m, with the level of reserves being £11.24m at start of year and £11.91m at year- end.

The revised budget of the General Fund Capital Programme for the year was £8.2m, including £1.3m to support furtherance of the Council’s land and commercial property portfolio and £1.7m to fund the initial works to redevelop the St George’s Shopping Centre. Actual spend for the year was £3.3m.

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The Principal Accountant (General Fund) advised that the significant risks to the General Fund’s financial position continued to come from the lack of clarity regarding the long-term future of local government funding, and more recently, the financial consequences of the Covid-19 pandemic.

The Director (Corporate Services) informed the Cabinet that the priority will now be given to delivery on the residual Bridging the Gap activities and that an update would be provided to the Cabinet in September 2020.

The Cabinet noted the report.

14. Housing Revenue Account Provisional Outturn Report 2019/20

Members were presented with the following:-

 the 2019/20 provisional Housing Revenue Account Outturn Report including movements in the Housing Revenue Account working balances and earmarked reserves; and  the 2019/20 provisional Housing Revenue Account Capital Outturn.

The Cabinet was informed that the outturns were provisional as the accounts were still subject to audit. The report will also be presented to the Finance and Audit Committee on 21 July 2020.

The Principal Accountant (Housing & Exchequer) highlighted the key areas of financial performance as detailed in the report including those areas that may have an impact on the HRA Business Plan.

At the end of the financial year, income and expenditure was balanced, with a net total positive variance of £462k against the original budget. In the 2019/20 original budget, a contribution of £337k was needed from the HRA General Reserve to balance the budget and a further £3.173m was being taken from the HRA General Reserve to support the HRA capital programme. However despite an additional £21k being taken from the HRA General Reserve to finance the capital programme, as a result of the outturn position, no monies were needed from the General Reserve to support the revenue position, and a contribution of £146k to the HRA General Reserve was instead being made.

The position was generated in the main due to increased costs set against Supervision and Management and Capital Financing which was offset by savings against the Repairs and Maintenance budget and additional rental income.

The level of Working Balances at the end of the year remained at £3.0m, the minimum level of Working Balances for the HRA.

The final outturn of the Housing Capital Programme for the year was £15.8m, against budgeted expenditure of £18.6m. Capital budgets totalling £1.187m had been carried forward to 2020/21 (beyond those approved by Full Council in February), relating to the maintenance of the Council’s housing stock, the New Build programme and the provision of Disabled Facilities Grants.

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The Principal Accountant (Housing & Exchequer) advised that the significant risk to the HRA’s financial position continued to be the lack of clarity regarding funding, regulatory reform, and more recently, the financial consequences of the Covid-19 pandemic.

The Cabinet paid tribute to the efficiencies and savings that were being delivered by the Responsive Repairs Team whilst still providing an equitable service that meets the Council’s objectives as a landlord as well as managing tenants’ expectations.

The Cabinet noted the report.

15. Corporate Debt Strategy

The Cabinet was presented with the Corporate Debt Strategy for adoption across the Council.

The Principal Accountant (General Fund) advised that, as at 31 March 2020, the amount of outstanding debt owed to the Council across the various services and functions totalled £15,529,897. This was an increase from the previous year.

Members were informed that it was important for there to be a consistent approach to debt recovery across the Council to ensure officers act fairly and equally with all Council customers to maximise collection rates and reduce bad debts where possible. The Corporate Debt Strategy provided structure and expected behaviour through its principles and guidelines to ensure the Council achieves that outcome.

Given the unique circumstances arising from the Covid-19 pandemic, it was likely that there will be an adverse impact on debt recovery and thus the Council’s wider finances, as both businesses and individuals find themselves in greater financial difficulty. In light of this, investigation work was currently underway to establish the most effective way forward to commence active debt recovery and put in place a fair and consistent approach across all services. Departments will work together to approach the recovery action at the same pace. Information will be sought from other local authorities for comparison purposes, together with compliance to the Council’s own internal policies ensuring a consistent approach.

The Cabinet stated that it was important for the Council to help customers minimise and prevent the accumulation of debt and requested that a range of payment methods and dates be available to customers.

Resolved that:-

1. Cabinet endorse the principles of the Corporate Debt Strategy across the Council as set out in appendix 2 to the report; and 2. Cabinet note the supplementary information on Vulnerable Persons as set out in appendices 3 & 4 to the report that accompanies the Corporate Debt Strategy.

16. Development Plan Update

The Cabinet was provided with:-

 an update on the emerging Local Plan and the implications of Covid-19, which had affected the delivery of the emerging Local Plan;

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 the Maintenance / Replacement Windows and Doors Guidance for adoption as a Supplementary Planning Document; and  the draft Residential Extensions and Alterations Supplementary Planning Document and the Local Green Space consultation.

The Planning Policy Manager advised that the current Local Development Scheme envisaged the Council undertaking a Stage 2 Regulation 18 consultation in January- February 2020 however this was not possible at that time due to the supporting evidence base not being finalised and the emergence of COVID-19.

The emergence of Covid-19 had resulted in a number of changes to working practices for the Planning Policy Team, other areas of the Council and external organisations with whom the Council engage with in order to progress the Development Plan.

Whilst there continued to be lots of uncertainty regarding the implications of Covid-19, there is a clear consensus that the world will be different post-lockdown. In terms of the Local Plan, this uncertainty will have an impact on the economy, jobs, housing demand, land supply etc. The impact needs to be understood in more detail to ensure that the emerging Local Plan is ‘sound’ moving forward.

The Cabinet was informed that officers would accelerate work where practicable however it was likely that the Stage 2 consultation would not take place until late 2020 at the earliest.

At present, whilst the Government was seeking progress to be made on Local Plans, changes to guidance were not being supported by changes to relevant legislation or regulations.

The Cabinet was informed that a number of other local authorities were also in the same position.

In relation to the Maintenance / Replacement Windows and Doors Guidance, Members requested that the simplified document available at Appendix 4, be shared with residents that live in a Conservation Area.

Resolved that:-

1. delegated authority be provided to the Director (Planning and Development) in consultation with the Leader, to amend the Local Development Scheme as and when there is more certainty regarding the impact of Covid-19 on the plan-making process; 2. Cabinet note the responses received on the draft Windows and Doors consultation and agree for the final document Maintenance / Replacement Windows and Doors Guidance in Conservation Areas to be adopted as a Supplementary Planning Document; 3. the draft Residential Extensions and Alterations Supplementary Planning Document be consulted upon in line with the Council’s Statement of Community Involvement; and 4. the Local Green Space consultation be progressed in line with the Council’s Statement of Community Involvement.

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17. Duty to co-operate

The report sought the Cabinet’s approval to undertake strategic duty to co-operate discussions at the North Kent level and to utilise existing forums such as the Thames Gateway Kent Partnership (TGKP) to facilitate that approach.

The Cabinet was informed that the duty to co-operate was a legal duty imposed on Local Planning Authorities, County Councils in England and other prescribed public bodies as set out under the regulations. It required the Council to engage constructively, actively and on an ongoing basis to maximise the effectiveness of plan making, having regard to strategic cross boundary issues.

In the absence of robust evidence, that the duty to co-operate had been complied with, a Planning Inspector can refuse a Local Plan from proceeding to examination. This was therefore a risk that needed to be addressed, as any failure would require a Local Plan to be withdrawn from examination and work on a new Local Plan commenced. Such an eventuality would have significant resource implications and could result in ‘planning by appeal’.

Resolved that delegated authority be given to the Assistant Director (Planning) and other senior officers in consultation with the Cabinet Member for Strategic Environment and Leader of the Council, to explore the establishment of formal duty to co-operate mechanisms with neighbouring authorities utilising the Thames Gateway Kent Partnership.

18. Bird Wise Charging Schedule for Non-C3 Residential Classes

The report sought the Cabinet’s approval to adopt the North Kent SAMMS (Strategic Access, Management and Monitoring Strategy) /Bird Wise Charging Schedule for non-C3 residential classes.

At the North Kent SAMMS Board and Bird Wise Steering Group meetings last year, several discussions took place concerning how the SAMMS tariff (currently set at £250.39 for every new dwelling) was applied to residential planning applications that fall outside of the C3 residential use class. At present, they were dealt with on a case by case basis in consultation with Natural England, but this had led to inconsistency between authorities which increased the risk of challenge.

Examples of how other mitigation schemes apply similar tariffs to these classes were examined and subsequently it was agreed by the North Kent SAMMS Board to provide guidance to Local Planning Authorities in North Kent with a view to ensuring a consistent approach for the North Kent Bird Wise scheme.

The Planning Policy Manager drew Members’ attention to table 3.1 within the report which presented the proposed mitigation tariff for non-C3 residential classes as additional guidance for the Development Management function in the determination of planning applications within 6 km of the Thames Estuary and Marshes SPA and Ramsar site.

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Resolved that the charging schedule for applying the mitigation tariff for non-C3 residential classes (as set out in Table 3.1 of the report) be adopted, as additional guidance for the Development Management function in the determination of planning applications within 6 km of the Thames Estuary and North Kent Marshes Special Protection Area (SPA) and Ramsar site.

19. Youth Concordat 2020

The Cabinet was informed that the Gravesham Youth Council will celebrate its 20th anniversary of its formation this July. While the organisation had gone through a number of name changes over the years (Gravesham Youth Forum and Vox Box), the role of the Youth Council’s purpose remained the same – to represent the views of all young people who reside or go to school in the Borough of Gravesham. This had been achieved by enabling young people to voice their concerns and to participate in local government, empowering young people to be involved in decision making and actions to improve their local community.

It was therefore proposed that the Concordat be updated and re-committed in marking Gravesham Youth Council’s 20th year and renewing partners’ willingness to receive and act upon the views of young people in the Borough. The following agencies will be asked to sign Gravesham Borough Council, Kent County Council, North West Kent Racial Equality Council, Kent Police, The Gr@nd CIC and MP for Gravesham, Adam Holloway.

Resolved that the Council commits to the renewal of the Youth Concordat pledge and that the other representatives identified in the report be approached to commit to the updated Concordat.

20. Minutes of the meeting of the Crime & Disorder Scrutiny Committee held on Tuesday, 21 January 2020

The Cabinet considered the minutes of the Crime & Disorder Scrutiny Committee held on Tuesday 21 January 2020.

21. Exclusion

Resolved that pursuant to Section 100A(4) of the Local Government Act 1972 that the public be excluded during the following item of business because it was likely in view of the nature of business to be transacted that, if members of the public were present during the item, there would be disclosure to them of exempt information.

All Members and officers in remote attendance declared that there were no other persons present who were not entitled to be (either hearing or seeing) and/or recording the proceedings.

22. Proposed Working Budget for Rosherville Limited

The Cabinet was informed that a request that had been made by Rosherville Limited for a proposed three-year working budget.

The Director (Corporate Services) advised that the proposed budget covered the three year period 2020-21 to 2022-23 and was within the remaining balance of funding provided through the Council’s Capital Programme.

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Officers had reviewed the proposed budget and confirmed that it had been prepared on the basis of reasonable estimates of cost. It was also confirmed that the proposed areas of expenditure support the operation of Rosherville Limited and, in particular, the bringing forward of The Charter development by Rosherville Property Services Limited which was included in the business case for the company, as considered by Cabinet on 23 March 2020.

Resolved that Members approve the draft three-year working budget as presented to the Cabinet and to delegate authority to the Director (Corporate Services) to arrange release of the funding to Rosherville Limited on an annual basis, subject to Cabinet consideration of the annual business plan from the company.

Note: Cllr Lenny Rolles, Melanie Norris, Nick Brown, Kevin Burbidge and Alex Jarvis left the meeting during consideration of this item.

Close of meeting

The meeting ended at 9.40 pm.

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Classification: Public Key Decision: No

Gravesham Borough Council

Report to: Cabinet

Date: 7 September 2020

Reporting officer: Stuart Bobby - Chief Executive

Subject: Corporate Performance Update: Quarter One 2020-21

Purpose and summary of report: To present the Members of Cabinet with an update against the Performance Management Framework, as introduced within the council’s Corporate Plan, for Quarter One 2020-21 (April to June 2020).

Recommendations: 1. This report is for information purposes only.

1. Introduction

1.1 In October 2019 the council formally adopted its new Corporate Plan for 2019-23. The plan sets out the council’s ambition for the borough, complete with a suite of corporate objectives and supporting policy commitments that will shape the council’s activities over the four year period.

1.2 In order to evaluate if the council is effectively achieving against its stated policy commitments, and is ultimately delivering consistently high quality services, the council need to have a sound performance management process in place. Developed by senior council officers and Cabinet portfolio holders, the council’s Corporate Plan presents a Performance Management Framework (PMF) that forms the basis of reporting corporate performance to council Members and residents.

2. Performance management: process

2.1 The effective management of the council relies upon good quality and timely performance information on which to base informed executive decisions.

2.2 Appendix Two to this report provides Cabinet with a statistical overview of the council’s performance against the Corporate Plan for Quarter One 2020-21, covering the period April to June 2020. Page 16

2.3 Information on performance over the period is presented in tabular and graphical form for all indicators. Where any data is not presented, this will relate either to those indicators reported on an annual basis or, alternatively, where data has not been submitted in time for the presentation of the report. Any outturns where data has been unable to be reported will be presented within the next available reporting cycle to Cabinet and relevant Cabinet Committees.

2.4 Following Cabinet’s review, all Cabinet Committees will be presented with individual performance reports tailored to the respective portfolio responsibilities. Alongside statistical content, these will provide more detailed contextual or qualitative updates outlining what activity the council has delivered, and what is to be taken, to successfully realise the Corporate Plan’s corporate objectives and policy commitments.

3. Executive performance: summary

3.1 Appendix Two provides a summary of corporate performance in the last reporting quarter, with the following key statistical headlines:

 50% of reported indicators improved or maintained their level of performance;

 50% of reported indicators have fallen in their level of performance.

3.2 Specifically in consideration of the adopted corporate objectives, the following headlines can be presented for the last reporting quarter:

 People: 50% of reported indicators improved or maintained their level of performance;

 Place: 40% of reported indicators improved or maintained their level of performance;

 Progress: 67% of reported indicators improved or maintained their level of performance.

3.3 This report is for information purposes only.

4. BACKGROUND PAPERS

 Gravesham Borough Council: Corporate Plan 2019-23.

 Gravesham Borough Council: Performance Management Framework 2019-23.

Anyone wishing to inspect background papers should, in the first place, be directed to Committee & Electoral Services who will make the necessary arrangements.

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IMPLICATIONS APPENDIX 1

Legal The council’s Corporate Plan is an integral part of the authority’s policy framework as defined by the Constitution. The new Plan will ensure the council has in place an effective framework to deliver its responsibilities and ensure better results for vulnerable local residents, with the assistance of relevant partner agencies. Finance and Value There are no significant costs associated with the monitoring of the council’s for Money Corporate Plan from which council activities should be based and which therefore should be accounted for as part of on-going financial planning processes. Risk Assessment Implementation of a performance management framework allows the council to evidence how successful it is in achieving against its stated objectives and provides residents accountability in how successfully it is administering its resources. Data Protection A data protection impact assessment (DPIA) should be carried out at the start of Impact Assessment any major project involving the use of personal data or if you are making a significant change to an existing process. a. Does the project/change being recommended through this paper involve the processing of personal data or special category data or criminal offence data? A definition of each type of data can be found on the Information Commissioner’s Office website via the above links. b. If yes to question a, have you completed and attached a DPIA including Data Protection Officer advice?

c. If no to question b, please seek advice from your nominated DPIA assessor or the Information Governance Team at gdpr@medway.gov.uk.

Equality Impact a. Does the decision being made or recommended through this paper have Assessment potential to cause adverse impact or discriminate against different groups in the community? If yes, please explain answer. N/A b. Does the decision being made or recommended through this paper make a positive contribution to promoting equality? If yes, please explain answer. N/A In submitting this report, the Chief Officer doing so is confirming that they have given due regard to the equality impacts of the decision being considered, as noted in the table above Corporate Plan The council’s adopted Corporate Plan sets the strategic ambition and objectives for the authority over the 2019-23 period. This report provides Cabinet with a quarterly assessment of how the council is delivering against its objectives through its performance management framework. Climate Change Climate change as a strategic theme underpins the projects, initatives and work involved in the delivery of the council's Corporate Plan. As a core policy commitment of the council, efforts in this area are represented within corporate objective #1: People. Crime and Disorder Community safety is an integral theme of the Corporate Plan and work by the council in this area, alongside its key partners, will go towards delivering corporate objective #1: People. Page 18

Digital and website In terms of the council's performance management framework, digital implications implications are represented and assessed through the outturns relating to 'PI 51: online self- help forms'. Safeguarding The council's work in safeguarding children and vulnerable adults helps contribute children and towards delivering corporate objectives #1: People and #2: Place. vulnerable adults

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CABINET Performance report Q 1 : 2 0 20 - 2 1

Delivering a Gravesham to be proud of Gravesham Borough Council - Corporate Plan 2019-23 Delivering a Gravesham to be proud of 00 P O R T F O L I O I N D E X

Leader's Portfolio: Cllr J. Burden 1 - 3

Commercial Services: Cllr L. Rolles 4

Community & Leisure: Cllr S. Mochrie-Cox 5 - 8

Strategic Environment:

9 - 12 Page 20 Cllr B. Sangha

Operational Services: Cllr L. Croxton 13 - 16

Performance & Administration: Cllr N. Thandi 17 - 19

Housing Services: 20 - 21 Cllr J. Wallace Q 1 P E R F O R M A N C E S U M M A R Y

Overall: % PIs maintained or improved performance 100%

82% 80%

60% 58% 50% 44%

40% Q2 Q3 Q4 Q1 2019-20 2019-20 2019-20 2020-21 Overall Performance Page 21

Corporate Objective: % PIs maintained or improved performance 100% 91%

80% 80%

67% 67% 64% 67% 60% 57% 50% 50% 42% 40% 40% 39%

20% Q2 Q3 Q4 Q1 2019-20 2019-20 2019-20 2020-21 People Place Progress Leader's Portfolio: #1 PEOPLE Cllr J. Burden a proud community; where residents can call a safe, clean and attractive borough their home.

Carbon neutral borough: in declaring a climate emergency, begin to take action to prepare Gravesham Put our customers first: implement a suite of quality and effective frontline services accessible to all. to become carbon neutral by 2030.

P I 6 Total CO2 emissions in the borough (kt) (refers two years previous) P I 25 % satisfaction with Customer Services (Reception)

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N O U T T U R N 470.0 Annual indicator 470.2 Annual indicator N/A 82.2% 82.5% 81.1% N/A

500 100%

400 90%

300 80% Page 22

200 70% Q1 Q1 Q2 Q3 Q4 2019 - 20 2020 - 21 2019 - 20 2019 - 20 2019 - 20

A sound car parking offer: support the local living environment with suitable and competitive parking provision, maintained by an effective enforcement regime.

P I 7 Total CO2 emissions from council assets (kt) (refers to previous year) P I 27 % of council car parks awarded Park Mark status

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N O U T T U R N Annual indicator 2.5 Annual indicator 44% 89% 89% 100% 100%

3 100%

2 80%

1 60%

0 40% Q3 Q1 Q2 Q3 Q4 Q1 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21

Page 1 of 21 Leader's Portfolio: #3 PROGRESS Cllr J. Burden an entrepreneurial authority; commercial in outlook and committed to continuous service improvement, underpinned by a skilled workforce and strong governance environment.

A financially innovative council: design a suite of initiatives to achieve genuine financial independence Digital innovation: provide the platforms for intelligent customer insight and a quality digital experience, and generate the income required for our enhanced frontline offer. and the IT solutions to transform services, delivering a dynamic working environment.

P I 48 % of income from commercial activity in relation to net revenue spend P I 51 Total number of online self-help forms completed

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N O U T T U R N Annual indicator 18.6% Annual indicator 71,366 43,668 55,070 62,198 88,787

20% 100,00080,000

15% 60,00080,000

10% 40,00060,000 Page 23

5% 20,00040,000 Q4 Q1 Q1 Q2 Q2Q3 Q4 Q3 Q1 2019 - 20 2019 -2019 20 - 20 2019 - 20 2019 - 20 2019 - 20 2019 -2020 20 - 21

P I 52 % of workforce IT-enabled for remote working

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N Annual indicator 63.7% Annual indicator

100%

80%

60%

40% Q4 2019 - 20

Page 2 of 21 Leader's Portfolio: #3 PROGRESS Cllr J. Burden an entrepreneurial authority; commercial in outlook and committed to continuous service improvement, underpinned by a skilled workforce and strong governance environment.

An employer of choice: advance the council’s Investors in People standard through excellent working Successfully manage key business risks: embed a culture of compliance with all policy, constitutional practices and conditions, delivering a high performing, engaged, and celebrated workforce. and legislative demands.

P I 53 % gender pay gap across council staff P I 57 % meeting attendance rate of councillors

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N a) Mean Annual indicator 6.1% Annual indicator 90% 82% 87% 88% 96% b) Median Annual indicator -0.6% Annual indicator

15%100% a) Mean 10%

10%90% 5%

5%80% Page 24 0%

0%70% -5% Q1 Q2 Q4Q3 Q4 Q1 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2019 - 20

P I 54 % of apprentices securing employment by end of apprenticeship

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N Annual indicator 73% Annual indicator

100%100%

90%90%

80%80%

70%70% Q1 Q2 Q4 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2019 - 20

Page 3 of 21 Commercial Services: #3 PROGRESS Cllr L. Rolles an entrepreneurial authority; commercial in outlook and committed to continuous service improvement, underpinned by a skilled workforce and strong governance environment.

Develop an entrepreneurial culture: deliver on commercial opportunities to generate income and provide a social impact.

P I 45 Total rental income from property investments P I 47 Total amount secured through contractual social value

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N O U T T U R N Annual indicator £1,054,720 Annual indicator £10,000 £0 £32,686 £5,500 £12,186

£1,500,000 £45,000

£1,000,000 £30,000

£500,000 £15,000 Page 25 £0 £0 Q4 Q1 Q2 Q3 Q4 Q1 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21

P I 46 Average yield generated by property investment activity

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N Annual indicator 6.5% Annual indicator

15%

10%

0% Q4 2019 - 20

Page 4 of 21 Community & Leisure: #1 PEOPLE Cllr S. Mochrie-Cox a proud community; where residents can call a safe, clean and attractive borough their home.

Create stronger neighbourhoods: work with Kent Police on the prevention, detection and reduction of Actively enforce environmental standards: use available powers to pursue anyone committing crime and anti-social behaviour, and the safeguarding of local residents. environmental crime or damaging the local environment.

P I 1 Total number of reported crime offences P I 13 Total number of environmental enforcement actions taken

4,000 30

3,500 20

3,000 10 Page 26

2,500 0 Q1 Q2 Q3 Q4 Q1 Q1 Q2 Q3 Q4 Q1 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21

P I 2 Total number of reported incidents of Anti-Social Behaviour

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N 636 774 556 685 1,295

1,500

1,000

500

0 Q1 Q2 Q3 Q4 Q1 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21

Page 5 of 21 Community & Leisure: #2 PLACE Cllr S. Mochrie-Cox a dynamic borough; defined by a vibrant and productive local economy taking advantage of growth in the area, supported by its strong and active community.

Design a quality and affordable leisure offer: improved facilities and creative sports programmes to Manage a programme of proactive healthy living interventions: work with partners to help support and tackle local health inequalities. safeguard vulnerable residents.

Total number of people achieving a target outcome from the Gr@nd healthy living P I 40 P I 37 Total number of leisure centre attendees services

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N O U T T U R N 219,508 207,957 194,043 204,620 N/A 974 595 1,011 515 353

1,200 250,000

200,000 900

150,000 600 Page 27

100,000 300 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21

P I 38 Total number of ‘Active Gravesham’ attendees

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N Annual indicator 7,318 Annual indicator

10,000

7,500

5,000

2,500 Q4 2019 - 20

Page 6 of 21 Community & Leisure: #2 PLACE Cllr S. Mochrie-Cox a dynamic borough; defined by a vibrant and productive local economy taking advantage of growth in the area, supported by its strong and active community.

Develop a cohesive and resilient community: implement a leading programme of engagement Enhance the borough’s cultural offer: maximise the usage of The Woodville and the Borough Market as initiatives, showcasing the borough’s diversity and enabling greater participation in civic life. community assets.

Total number of community activities/events delivered by the council and in conjunction P I 41 with its partners P I 42 Total number of patron tickets sold by The Woodville

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N O U T T U R N Annual indicator 36 Annual indicator 10,658 12,358 21,127 6,968 N/A

60 30,000

40 20,000 Page 28 20 10,000

0 0 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2019 - 20

P I 43 Average weekly Borough Market footfall

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N 6,419 6,801 6,857 7,461 980

9,000

6,000

3,000

0 Q1 Q2 Q3 Q4 Q1 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21

Page 7 of 21 Community & Leisure: #2 PLACE Cllr S. Mochrie-Cox a dynamic borough; defined by a vibrant and productive local economy taking advantage of growth in the area, supported by its strong and active community.

Promote Gravesham’s arts and heritage: support local groups in their community reach and expand the visitor economy.

P I 44 Total number of visitors attending Gravesham heritage sites

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N Annual indicator 4,936 Annual indicator

15,000

10,000

5,000 Page 29

0 Q4 2019 - 20

Page 8 of 21 Strategic Environment: #1 PEOPLE Cllr B. Sangha a proud community; where residents can call a safe, clean and attractive borough their home.

Deliver an ambitious and diverse programme of building: increase the supply of high quality market and affordable housing.

P I 14 Total number of net additional homes delivered

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N 21 24 53 14 45

20 Page 30

0 Q1 Q2 Q3 Q4 Q1 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21

P I 15 Gross number of affordable homes delivered

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N Annual indicator 64 Annual indicator

150

100

0 Q4 2019 - 20

Page 9 of 21 Strategic Environment: #2 PLACE Cllr B. Sangha a dynamic borough; defined by a vibrant and productive local economy taking advantage of growth in the area, supported by its strong and active community.

Enhance the vibrancy of the Gravesham economy: deliver a programme of strategic regeneration Raise Gravesham’s economic profile: develop business and transport infrastructure and improve local schemes, supported by an effective Town Centre team. land usage through a diversified commercial premises portfolio.

P I 28 % rate of vacant town centre retail properties P I 30 Total rateable value of all commercial properties

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N O U T T U R N 8.9% 8.7% 8.7% 9.0% 11.2% £64,341,435 £64,368,585 £64,420,185 £64,751,422 £64,801,072

15% £65,000,000

10% £64,750,000

5% £64,500,000 Page 31 0% £64,250,000 Q1 Q2 Q3 Q4 Q1 Q1 Q2 Q3 Q4 Q1 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21

P I 29 Average weekly Town Centre footfall P I 31 Total number of vacant commercial properties

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N O U T T U R N 117,111 115,228 106,208 94,276 40,386 N/A 247 240 237 217

150,000 300

100,000 200

50,000 100

0 0 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2019 - 20 2019 - 20 2019 - 20 2020 - 21

Page 10 of 21 Strategic Environment: #2 PLACE Cllr B. Sangha a dynamic borough; defined by a vibrant and productive local economy taking advantage of growth in the area, supported by its strong and active community.

Promote a borough ‘open for business’: with a focus on retaining existing businesses and encouraging Improve economic conditions: alongside key partner agencies, develop a package of measures that new start-ups, increase the level and range of business investment to drive economic growth. support local enterprises and deliver a workforce with the skills needed by modern business.

P I 32 % net gain in new businesses P I 33 % rate of resident unemployment

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N O U T T U R N Annual indicator 2.4% Annual indicator 3.1% 3.3% 3.4% 3.5% 7.4%

6% 9%

4% 6%

2% 3% Page 32

0% 0% Q4 Q1 Q2 Q3 Q4 Q1 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21

P I 34 % rate of youth unemployment

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N 5.2% 5.5% 5.6% 5.8% 11.9%

15%

10%

0% Q1 Q2 Q3 Q4 Q1 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21

Page 11 of 21 Strategic Environment: #2 PLACE Cllr B. Sangha a dynamic borough; defined by a vibrant and productive local economy taking advantage of growth in the area, supported by its strong and active community. Positively promote sustainable development: deliver a pro-active development management service, underpinned by a sound Local Plan that protects and enhances our historic natural and built environment.

P I 35 % of ‘Major’ planning applications processed on time

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N 75% 100% 100% 83% 100%

100%

80%

60% Page 33 40% Q1 Q2 Q3 Q4 Q1 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21

P I 36 % of ‘Non-Major’ planning applications processed on time

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N 61% 77% 77% 86% 95%

100%

80%

60%

40% Q1 Q2 Q3 Q4 Q1 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21

Page 12 of 21 Operational Services: #1 PEOPLE Cllr L. Croxton a proud community; where residents can call a safe, clean and attractive borough their home.

Enforce high regulatory standards: put customer and employee safety first by ensuring commercial businesses and licence holders are fully compliant with expected legislative standards.

% of environmental health service requests receiving a first response within five working P I 5 P I 3 Total number of reported Health & Safety incidents days

15 100%

10 95%

5 90% Page 34

0 85% Q1 Q2 Q3 Q4 Q1 Q1 Q2 Q3 Q4 Q1 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21

P I 4 % of broadly compliant food establishments

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N 93.0% 93.1% 94.2% 93.8% 89.0%

100%

95%

90%

85% Q1 Q2 Q3 Q4 Q1 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21

Page 13 of 21 Operational Services: #1 PEOPLE Cllr L. Croxton a proud community; where residents can call a safe, clean and attractive borough their home.

Improve the local environment: deliver projects and initiatives to further increase levels of household recycling and actively address contaminated land and noise, flood and oil pollution in the borough.

P I 8 % of household waste recycled P I 10 % of household waste sent to landfill

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N O U T T U R N 44.3% 44.2% 42.6% 42.5% 44.3% Annual indicator 1.9% Annual indicator

50% 6%

45% 4%

40% 2%

35% 0% Q1 Q2 Q3 Q4 Q1 Q4 Page 35 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2019 - 20

P I 9 Total volume of residual waste per household

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N 108.0 212.7 320.0 427.6 125.1

600

400

200

0 Q1 Q2 Q3 Q4 Q1 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21

Page 14 of 21 Operational Services: #1 PEOPLE Cllr L. Croxton a proud community; where residents can call a safe, clean and attractive borough their home.

Create clean, welcoming neighbourhoods and parks, and an attractive town centre: a comprehensive programme of street cleansing and high standard of horticultural maintenance.

P I 11 Average time taken to remove graffiti identified as GBC responsibility (days)

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N N/A 2 2 1

2 Page 36

1 Q3 Q4 Q1 2019 - 20 2019 - 20 2020 - 21

P I 12 % of areas with unacceptable levels of littering

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N 5.0% 5.0% 5.0% 5.0% N/A

0% Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20

Page 15 of 21 Operational Services: #2 PLACE Cllr L. Croxton a dynamic borough; defined by a vibrant and productive local economy taking advantage of growth in the area, supported by its strong and active community.

Improve resident well-being: provide and preserve a suite of high quality play areas and promote opportunities for active lives.

P I 39 % of council play sites annually inspected

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N Annual indicator 100% Annual indicator

100%

80%

60% Page 37 40% Q4 2019 - 20

Page 16 of 21 Performance & Administration: #1 PEOPLE Cllr N. Thandi a proud community; where residents can call a safe, clean and attractive borough their home.

Put our customers first: implement a suite of quality and effective frontline services accessible to all.

P I 23 Average processing time taken for Housing Benefit claims (days) P I 26 Total number of reported corporate complaints

20 100

15 80

10 60 Page 38

5 40 Q1 Q2 Q3 Q4 Q1 Q1 Q2 Q3 Q4 Q1 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21

P I 24 Average processing time for changes of circumstance in Housing Benefit claims (days)

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N 5.2 4.9 4.8 4.0 3.6

2 Q1 Q2 Q3 Q4 Q1 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21

Page 17 of 21 Performance & Administration: #3 PROGRESS Cllr N. Thandi an entrepreneurial authority; commercial in outlook and committed to continuous service improvement, underpinned by a skilled workforce and strong governance environment.

Deliver a more resilient, creative and cost-effective council: implement a programme of ‘continuous Digital innovation: provide the platforms for intelligent customer insight and a quality digital experience, change’, overhauling business processes and delivering new, innovative service design. and the IT solutions to transform services, delivering a dynamic working environment.

P I 49 % of posts involved in shared service arrangements P I 50 Total number of people signed up to citizens access

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N O U T T U R N Annual indicator 7% Annual indicator 103 1,519 2,757 4,484 5,429

15% 6,000

10% 4,000

5% 2,000 Page 39

0% 0 Q4 Q1 Q2 Q3 Q4 Q1 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21

Page 18 of 21 Performance & Administration: #3 PROGRESS Cllr N. Thandi an entrepreneurial authority; commercial in outlook and committed to continuous service improvement, underpinned by a skilled workforce and strong governance environment.

Drive service improvement and corporate governance: a robust and benchmarked performance Successfully manage key business risks: embed a culture of compliance with all policy, constitutional management framework, delivered by services underpinned with sound internal controls. and legislative demands.

P I 55 % of internal audit recommendations implemented P I 56 % of information requests completed within statutory deadline

100% 100%

80% 80%

60% 60% Page 40

40% 40% Q1 Q2 Q3 Q4 Q1 Q1 Q2 Q3 Q4 Q1 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21

Page 19 of 21 Housing Services: #1 PEOPLE Cllr J. Wallace a proud community; where residents can call a safe, clean and attractive borough their home.

Enforce a high quality of private housing: work with landlords to tackle property standards, empty homes Provide a proactive, supportive and financially efficient housing service: high quality tenant and homes in multiple occupation. management experienced through a service making full use of its assets.

P I 16 Total number of empty private sector homes brought back into occupation P I 18 Average time taken to re-let council housing (days)

15 60

10 40

5 20 Page 41 0 0 Q1 Q2 Q3 Q4 Q1 Q1 Q2 Q3 Q4 Q1 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21

P I 17 Total number of private sector homes brought up to standard

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2020 - 21 2020 - 21 2020 - 21 O U T T U R N 5 2 2 12 2

0 Q1 Q2 Q3 Q4 Q1 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21

Page 20 of 21 Housing Services: #1 PEOPLE Cllr J. Wallace a proud community; where residents can call a safe, clean and attractive borough their home.

Safeguard residents: put in place a package of housing measures and creative interventions that Deliver a skilled in-house building management team: progressively improve the standard and support the most vulnerable. efficiency of local housing.

P I 19 % of Disabled Facility Grant applications processed on time P I 21 % of emergency jobs completed on time

100% 100%

80% 80%

60% 60% Page 42

40% 40% Q1 Q2 Q3 Q4 Q1 Q1 Q2 Q3 Q4 Q1 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21

P I 20 Total number of households in temporary accommodation P I 22 % of council properties with valid gas safety certification

150 100%

100 80%

50 60%

0 40% Q1 Q2 Q3 Q4 Q1 Q1 Q2 Q3 Q4 Q1 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21 2019 - 20 2019 - 20 2019 - 20 2019 - 20 2020 - 21

Page 21 of 21 Page 43 Agenda Item 7

Classification: Public Key Decision: No

Gravesham Borough Council

Report to: Cabinet

Date: 7 September 2020

Reporting officer: Director (Planning and Development)

Subject: Albion Waterside (Canal Basin area) - Possible Compulsory Purchase Order requirement Purpose and summary of report: To seek Members' commitment in principle for pursuing the Compulsory Purchase of land required to bring forward the comprehensive redevelopment of land in the vicinity of the Canal Basin, as shown at Appendix 2

Recommendations: Members are requested to authorise the Chief Executive, in consultation with the Leader of the Executive and other officers as appropriate, to progress the making of a Compulsory Purchase Order for the land as outlined red on the plan attached at Appendix 2 in the event that acquisition by agreement cannot be secured.

1. Introduction

1.1 The regeneration of the Canal Basin area is of key importance to the Council and will be of benefit to the riverside area and the Borough as a whole. This is a strategic site for the emerging Local Plan, and its redevelopment is essential for regeneration of the area, and housing delivery.

1.2 Over the years efforts have been made, with various developers, to bring forward a comprehensive scheme for the area but, to date, only 350 of an originally permitted scheme for circa 1,000 homes have been delivered, with associated improvements to the Basin itself. Despite further schemes being developed and Agreements entered into, the area continues to remain an unfulfilled aspiration.

1.3 However, a developer has recently approached the Council, having obtained an interest in a large part of the remaining identified development area, intent on bringing forward an exciting, mixed-use development, and negotiations are ongoing with neighbouring landowners to acquire the other parcels within the development area.

1.4 That said, we have been here before with individual landowners wishing to bring forward their own schemes and subsequently making comprehensive Page 44

development unviable as the individual elements, on their own, cannot bear the exceptional costs associated with land remediation, enhancement to river defences, etc.

1.5 It is therefore considered appropriate to consider the principle of using compulsory Purchase Order powers under part IX of the Town and Country Planning Act 1990 in the event that acquisition by agreement is not possible. Such a decision has been taken before, when the Council was working with Countryside Properties Plc on the project but, given the passage of time, it is considered inappropriate to rely on that decision.

2. The Compulsory Purchase Process

2.1 The compulsory purchase process is made up of a number of stages. It is important to note that the acquiring authority, in this case the Council, does not have the powers to compulsorily acquire land until the appropriate Government Minister confirms the CPO. However, it (or the developer) can acquire by agreement at any time and should attempt to do so before acquiring by compulsion. In this instance, as stated above, those efforts to acquire by agreement are being made by the developer and compulsory acquisition would only be considered as a last resort.

2.2 If the acquiring authority (or developer) is unable to purchase by agreement because it is unable to agree or it is impractical to do so, it can go down the compulsory purchase route. Various stages need to be completed before the powers are confirmed, the full process being summarised below:

Formulation  Resolution

 Making the Order  Referencing – Recording Information 

Notification and Publicity  Objections

 The Inquiry or Written Representations Decision  Procedure 

Possession  Compensation

2.3 At this stage a decision is only being sought ‘in principle’, in the event that negotiations fail. However, in the event that Members are interested in understanding the process in greater detail, a booklet entitled Compulsory Purchase and Compensation – Compulsory Purchase Procedure, the first in a series of related booklets, can be found at https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attac hment_data/file/571449/booklet1.pdf, and it is from that booklet that the above information has been taken.

2 Page 45

2.4 Prior to making of such an Order, however, agreement would be required that the developer would underwrite all the Council’s costs and enter into a back-to-back agreement to acquire the land from the Council under agreed terms upon the Council taking possession of the land in question.

2.5 Whilst the developer currently benefits from an interest in a large part of the development site, when seeking to undertake Compulsory Purchase it is considered sensible to include all of the land that may need to be acquired, regardless of ownership, and thus the plan at Appendix 2 includes all that land for which action was previously agreed.

3. Financial considerations

3.1 The quickest and most cost effective way for the Council to acquire land is to seek to purchase it by agreement.

3.2 Should the Council determine the need to invoke CPO proceedings, costs for a simple CPO (where legal support is provided externally) may be accrued as follows:

3.3 Based on the figures above, a useable budget of circa £25,000 would be required to support a single property CPO taking into account a contingency amount and excluding property costs. In the event that a decision is made to proceed down this route, appropriate budget provision will be identified and any necessary further authorities sought.

3.4 These figures are intended to provide broad estimates of potential costs of any such action.

4. Conclusions and Recommendations

4.1 Given the importance of bringing this land forward for comprehensive redevelopment, in the event that it is not possible for the developer to acquire all of the necessary land interests by agreement, at this stage Members are requested to authorise the Chief Executive, in consultation with the Leader of the Executive and other officers as appropriate, to progress the making of a Compulsory Purchase Order for the land as outlined red on the plan attached at Appendix 2 in the event that acquisition by agreement cannot be secured.

3 Page 46

5. Background Papers

5.1 There are no background papers pertaining to this report

4 Page 47

IMPLICATIONS APPENDIX 1 Legal As this is an in principle decision there are no legal implications arising directly from it. Any future decision to compulsorily acquire the land will need to consider both the powers available to the Council and the detail of agreements required with the developer to minimise the Council’s exposure to risk. External legal support would be required as it isn’t something that currently can be undertaken in house Finance and Value There are no immediate financial implications but should the need arise to for Money commence the process of a Compulsory Purchase Order, further consideration would need to be given to:

 What does the statement “agreement would be required that the developer would underwrite all the Council’s costs” mean in practise?  Would any expenditure fall to the council in the first instance and then be recovered from the developer or would the developer meet such costs up-front?  By Council’s costs does this include the actual purchase of the land, associated legal costs and any compensation involved?

Risk Assessment There are no risks to the Council in agreeing to the principle of making an Order and, should it be necessary to proceed further, any risks and their mitigation will be clearly set out in further reports Data Protection A data protection impact assessment (DPIA) should be carried out at the start of Impact Assessment any major project involving the use of personal data or if you are making a significant change to an existing process. a. Does the project/change being recommended through this paper involve the processing of personal data or special category data or criminal offence data? No

A definition of each type of data can be found on the Information Commissioner’s Office website via the above links. b. If yes to question a, have you completed and attached a DPIA including Data Protection Officer advice? N/A c. If no to question b, please seek advice from your nominated DPIA assessor or the Information Governance Team at [email protected]. N/A Equality Impact a. Does the decision being made or recommended through this paper have Assessment potential to cause adverse impact or discriminate against different groups in the community? If yes, please explain answer. No b. Does the decision being made or recommended through this paper make a positive contribution to promoting equality? If yes, please explain answer. No In submitting this report, the Chief Officer doing so is confirming that they have given due regard to the equality impacts of the decision being considered, as noted in the table above Corporate Plan #1 People (Quality Living) –Deliver an ambitious and diverse programme of building Page 48

#2 Place (Vibrant Economy) – Positively promote sustainable development

Climate Change There are no climate change implications associated with this decision

Crime and Disorder There are no crime and disorder implications associated with this decision

Digital and website There are no digital and website implications associated with this decision implications

Safeguarding There are no safeguarding implications associated with this decision children and vulnerable adults

6 Page 49

Appendix 2

7 This page is intentionally left blank Page 51 Agenda Item 8

Classification: Public Key Decision: No

Gravesham Borough Council

Report to: Cabinet

Date: 7 September 2020

Reporting officer: Director (Planning and Development)

Subject: Parish Street Lighting

Purpose and summary of report: To provide an update on work being undertaken in respect of those lighting assets for which the Council has repair and maintenance responsibilities in general and to review the current agreements through which the Council has repair and maintenance responsibilities for such assets within the Parishes of Higham and Meopham (incl. Vigo). Recommendations: Members are requested to:

1. Note work currently being undertaken in respect of improving existing lighting and investigating the possibility of getting eligible assets adopted by the Kent County Council; and

2. Authorise the Director (Planning and Development) to write to Higham, Meopham and Vigo Parish Councils to advise them of a decision to terminate the Agreement to operate, maintain and finance street lighting assets within their areas at 31 March 2022, advising the other parishes of that decision as a courtesy.

1. Introduction

1.1 For some years the Council’s maintainable lighting assets, including those within the parishes of Higham, Meopham and Vigo have been maintained on its behalf by Kent Council Council through its own lighting maintenance contract.

1.2 As Members will be aware, KCC has been undertaking a programme of improvements to its own lighting stock and has advised the Council that it will no longer support assets of the Council’s that have not been similarly upgraded but, for eligible assets, once upgraded they would be prepared to adopt them and take responsibility for future management and maintenance.

1.3 The criteria for adoptability as provided by KCC are as follows: a) The lights must be on an adopted highway. Page 52

b) Lights will be considered for adoption only where they are necessary to light the highway in line with KCC policy. c) Lights must be within a system of street lighting – individual/isolated lights which do not contribute to the lighting policy as a whole will not be considered for adoption. d) Pole mounted lights will not be considered for adoption. e) Where deemed to be in a location that could be adopted, the lights must meet the most current KCC specification, including lighting design. f) Structural testing records must be available and up-to-date prior to adoption. g) Payment of an agreed commuted sum for the ongoing maintenance of the adopted lighting. h) Where lights are not deemed to be adoptable the decision to continue maintaining the lights or to remove them will be a local decision made by the District/Parish Council

1.4 Officers have therefore undertaken an audit of all the GBC assets within the urban area to ensure current necessary repairs are undertaken in the short term and are engaging consultants to review those assets eligible for adoption and provide a cost estimate for the work to be undertaken.

1.5 Assets that are not eligible for adoption, if upgradable, could continue to be maintained by KCC on the Council’s behalf. However, for those other remaining assets, the Council will have to consider whether to remove, change / upgrade, or maintain in their current form in due course, when the implications of such choices can be considered further.

2. Lighting within the parishes of Higham, Meopham and Vigo

2.1 For reasons that current officers have been unable to establish, in September and November 1980 respectively, the Council entered into agreements with the then Higham and Meopham Parish Councils (the latter now covering the newer parish of Vigo) to ‘operate, maintain and finance’ the functions with regard to street lighting, which then rested with the parishes by virtue of Section 3 of the Parish Councils Act 1957. No such Agreement exists within any of the other parished parts of the borough.

2.2 Copies of those Agreements can be found at Appendices 2 and 3 respectively and Members will note, at clause 8, that either party can terminate the Agreement by giving notice to the other party of their intention to do so by written notice at least 18 months before the date of termination

2.3 At two recent meetings of Parish Council Chairmen, this matter has been discussed and the Leader has indicated that the Council is reviewing its position in respect of these Agreements, with a view to termination. It is therefore recommended that these contracts are terminated at 31 March 2022, which would require written notice to be served by the end of September 2020. Any letter would be accompanied by a plan and list of all known, maintainable assets within their area.

2.4 In considering this recommendation, the following section of the report sets out actions that officers would propose to take in those areas during the intervening period

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3. Lighting assets within Higham, Meopham and Vigo

3.1 Parish lighting consists of 296 separate assets. Of these 163 assets are located in Higham and 133 located in Meopham. Further work is currently being undertaken using the GIS mapping of the assets to further split these down between the current parishes of Meopham and Vigo.

3.2 Based on the criteria set out at 1.3 above, the number of parish assets which are potentially adoptable falls to 188, leaving 61 assets within Higham and 127 within Meopham / Vigo. All the assets identified as unadoptable from these locations are wooden pole mounted lamp fixtures, and it will be for the parishes to consider whether they are upgraded or removed.

3.3 Work is being undertaken to identify and agree with KCC which of these remaining assets is adoptable in principle, before any conversion work is considered to bring the asset up to adoptable standard, and nothing will be adopted until KCC agrees the list of possible ‘candidates’. It will be for the Council to consider, when further details are known, whether it will fund any necessary conversion / adoption works within the parishes before responsibility for ongoing maintenance and repair reverts to them. However, it should be noted that the cost of undertaking improvements to their lighting assets is the responsibility of the Parish Council, as set out in Clause 4 of the Agreements.

3.4 Structural testing is being undertaken to bring all safety checks up to date and make assets potentially adoptable where possible.

3.5 Whilst this detailed work takes place, we will continue to arrange fault rectification where necessary.

3.6 The adoption fee (commuted sum referred to at 1.3(g) above) to KCC for adoption of any single unit has recently been agreed as £205 per asset.

3.7 Upon completion of these two pieces of work, a clear picture should emerge providing parishes with a structurally tested, up-to-date assets list and identification of those assets which could potentially be transferred to KCC once agreed.

4. Conclusions and recommendations

4.1 Members are requested to note the work currently being undertaken in respect of the lighting assets within the urban area and the parishes of Higham, Meopham and Vigo, and to authorise the Director (Planning and Development) to write to those parish councils, advising that the Agreements to maintain and repair their assets will be terminated at 31 March 2022.

5. Background papers

5.1 There are no background papers pertaining to this report.

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IMPLICATIONS APPENDIX 1 Legal S3 of the Parish Councils Law Act 1957 provides a power enabling Parish Councils to provide and maintain lighting for roads and other public places in the parish.

Finance and Value If a decision is made to fund the conversion/adoption works then a budget will need for Money to be identified. The maximum adoption costs for 188 assets would be £38,540 and the cost of converting these assets would be an additional cost which is currently unknown. Risk Assessment Failure to take the actions set out in this report will hinder the Council’s efforts to reach carbon neutrality and will perpetuate to anomaly of maintaining assets withing three of the parishes within the borough. Data Protection A data protection impact assessment (DPIA) should be carried out at the start of Impact Assessment any major project involving the use of personal data or if you are making a significant change to an existing process. a. Does the project/change being recommended through this paper involve the processing of personal data or special category data or criminal offence data? NO A definition of each type of data can be found on the Information Commissioner’s Office website via the above links. b. If yes to question a, have you completed and attached a DPIA including Data Protection Officer advice? N/A c. If no to question b, please seek advice from your nominated DPIA assessor or the Information Governance Team at [email protected]. N/A Equality Impact a. Does the decision being made or recommended through this paper have Assessment potential to cause adverse impact or discriminate against different groups in the community? If yes, please explain answer. NO b. Does the decision being made or recommended through this paper make a positive contribution to promoting equality? If yes, please explain answer. NO In submitting this report, the Chief Officer doing so is confirming that they have given due regard to the equality impacts of the decision being considered, as noted in the table above Corporate Plan #1 Protected Environment – Carbon Neutral Borough #2 Entrepreneurial Authority – Deliver a More Resilient, Creative and Cost-Effective Council

Climate Change Conversion of lighting assets to LED-based technology, where possible, and removing lighting no longer considered necessary, will aid the Council’s carbon neutrality aspirations. Crime and Disorder There are no crime and disorder implications relating to the decisions being sought

Digital and website There are no digital or website implications relating to the decisions being sought implications Page 55

Safeguarding There are no safeguarding implications relating to the decisions being sought children and vulnerable adults

5 This page is intentionally left blank Page 57 Page 58 Page 59 Page 60 Page 61 Page 62 Page 63 Page 64 Page 65 Agenda Item 9

Classification: Public Key Decision: No

Gravesham Borough Council

Report to: Cabinet

Date: 7 September 2020

Reporting officer: Director (Planning and Development)

Subject: London Resort Consultation

Purpose and summary of report: To appraise the Cabinet of the content of the current consultation being undertaken on the London Resort and highlight some of the issues that the project will need to address Recommendations: This report is for information only

1. Introduction

1.1 On 27 July 2020 London Resort launched a statutory consultation on its current proposals. The project is being taken forward by means of a Development Consent Order application (DCO) which is currently timetabled for November 2020.

1.2 In 2014/2015 London Resort went through a number of steps in the statutory process, however it has been agreed with the Planning Inspectorate (PINS) that these be repeated given the evolution of the project and the passage of time.

1.3 In July 2020, an Environmental Scoping report was submitted to PINS on which Gravesham, and other Local Authorities and Statutory Agencies commented. Gravesham’s response was detailed, and a copy of the submitted report (approved by the Executive) with a detailed response at section 4 and associated appendices, are attached as Appendices 2 and 3 respectively.

1.4 PINS issued the scoping opinion on 29 July 2020, which sets out the areas the applicant needs to look at and provide information on. This does not mean that these will turn out to have significant effects (positive or negative) but that they need to be researched and evaluated.

1.5 The current consultation material consists of:  Section 47 & 48 Notices (statutory notices)  Guide to Consultation  Illustrative Master Plan - as seen before Page 66

 Illustrative Parameter Plans – give an idea of scale and massing of the development  Land Plans – which show land to be acquired or used (below is GBC only)  Draft Development Consent Order  Draft Explanatory Memorandum – includes development description  Works Plans (geographical extent of the schedule in draft DCO – see below)  New Statement of Community Consultation (SoCC) and comments thereon  Preliminary Environmental Impact Assessment (PEIR) – chapters and non- technical summary

2. The current proposals

2.1 The current development description (see plans in Appendix 4) is for the construction of buildings and facilities for tourism and leisure uses including:  events spaces, themed rides, entertainment venues, theatres and cinemas;  ancillary retail, dining and entertainment facilities;  guest facilities;  two internal visitor entrance areas comprising ticketing point and ancillary commercial uses;  hard and soft landscaping including amenity water features such as ponds and canals; and  pedestrian and cycle access routes including the provision of pedestrian and cycle infrastructure.

2.2 The construction of up to three multi-storey parking buildings within the Dartford / Gravesham portion of the site as part of a maximum provision of 7,500 car spaces, 150 coach parking spaces, 350 motorcycle spaces and 250 secure cycle spaces for visitors.

2.3 The construction of up to three multi-storey parking buildings within the Thurrock portion of the site as part of a maximum provision of 2,500 car spaces and 55 coach parking spaces for visitors.

2.4 Highway works comprising works to the A2 to provide a junction connecting the A2 with the road leading to the proposed development;

2.5 Associated works related to the safeguarding and diversion of underground utility connections.

2.6 Associated development  four hotels with a total of up to 3,550 rooms providing family, upmarket, luxury and themed accommodation;  a covered market with ancillary uses including kitchens, storage, loading, servicing and laundry services;  a ‘conferention centre’ (a combined conference and convention centre) with a floor area of up to 11,000 m2 and eSports Arena with a total floorspace of up to 16,500 m2 including ancillary accommodation and loading bay;

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 an enclosed waterpark;  ‘Back of House’ buildings and facilities to support the proposed development’s operations including: (a) a security command and crisis centre; (b) maintenance facilities; (c) costuming facilities; (d) employee administration and welfare; (e) medical facilities; (f) offices; (g) storage facilities; (h) service roads and access roads connection to local network; (i) hard and soft landscaping including amenity features; and (j) up to 500 staff car spaces:  a visitor centre and staff training facilities building with associated staff parking;  a road leading from the A2(T) to the proposed development of up to four lanes (i.e. up to two lanes in each direction);  ecological mitigation and enhancement works;  a transport interchange area with coach driver facilities, pedestrian plaza, landscaping, pedestrian and cycle way, ‘people mover’ road, vehicle road, coach parking and a maximum provision of 250 car spaces;  services and infrastructure buildings including energy centre, district cooling plant, service yard, welfare facilities, substations, data centres, central backup generator, central gas boiler backup, water storage and treatment stations, grey water recycling, and waste transfer facilities;  a river boat terminal and floating pontoon on the south side of the River Thames;  works to the existing Tilbury Riverside Terminal, and the creation of pedestrian routes and a floating pontoon and flood defence works on the north side of the River Thames;  the construction of a dedicated terminal building for visitors and staff arriving by rail at Ebbsfleet International Station, including retail and catering facilities;  the creation of a green zone to include areas of environmental enhancement and wildlife habitat creation adjacent to the River Thames including the creation of pedestrian and cycle routes;  the enhancement of flood defence works;  the construction of staff accommodation of up to 500 dwellings, including associated vehicle, cycle and pedestrian routes and landscape works;  roundabout upgrade works on the north side of the River Thames;  highway upgrade / capacity works on the north side of the River Thames;  works to an existing surface level car park;  works to Ebbsfleet International Station surface car park;

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 the construction of a multi-storey car park, including two alternative locations for such car park;  works and connections to the existing Southern Water Northfleet Sewage Treatment Plant  works and connections related to the existing UKPN Ebbsfleet substation  works and connections related to the existing UKPN Northfleet East substation  further associated development within the Order limits including: (a) ancillary support and servicing facilities; (b) internal estate roads, maintenance accesses and footways; (c) bunds, embankments, swales, landscaping and boundary treatments, earthworks and earthwork retaining structures; (d) footways, cycle tracks, bridleways and footpath linkages; (e) water supply works, foul drainage provision, foul pumping stations, surface water management systems, balancing ponds (surface and underground), attenuation and culverting; (f) connections to mains services and provision of utilities infrastructure including secondary substations and gas pressure reducing stations; (g) diversion of high pressure gas main, other pipelines and services; (h) demolition of existing buildings and structures within the Order limits; (i) provision of security features to include security fencing, gatehouses, CCTV and ancillary measures; (j) public art; (k) signage including archways; (l) lighting; (m) general maintenance facilities; (n) enhancements to existing public transport infrastructure and services; (o) infrastructure to allow connection to existing electricity, gas and water/waste water networks, including relocation of apparatus of statutory undertakers’ equipment where required; (p) drainage works; (q) hard and soft landscape works throughout the development, incorporating earth shaping; (r) provision of ecological mitigation; (s) works to protect features of archaeological and paleontological interest; (t) ancillary emergency response facilities such as medical and fire points; and (u) such other works as may be necessary or expedient for the purpose of or in connection with the construction (including site compounds) or use of the authorised development and which are within the scope of the environmental impact assessment recorded in the environmental statement or which are unlikely to give rise to any materially new or materially different environmental effects from those assessed in the Environmental Statement. 4 Page 69

2.7 In summary the resort consists of two Leisure cores (Gate 1 to be built first) around a central area with hotels, restaurants and retail space out on Swanscombe Peninsular, split between Dartford and Gravesham. There is extensive parking and a transport interchange. Access is from the A2 by means of a dedicated dual carriageway from the Ebbsfleet junction alongside HS1. Additional transport facilities and a bus link are provided from Ebbsfleet International (on what is now car park F).

2.8 There is pedestrian access from Swanscombe via Pilgrims Road. There will also be access from Manor Way (Swanscombe) for local buses and deliveries. Footpaths will be retained/diverted out on the Peninsular where there will be a jetty for ferry services to Central London and Tilbury (public access is possible through the resort).

2.9 At Tilbury it is proposed to provide additional car parking and enhanced ferry facilities. It would also be used to support the construction process and supplied to the resorts servicing needs.

3. Direct impacts

3.1 Whilst the majority of the ‘works’ are in Dartford BC’s area the following are proposed in Gravesham:  Botany Marsh (Britannia side) – for ecological mitigation  Botany Marsh (West side) part of Gate 1  Northfleet Rise west of A226 – Temporary possession and long-term rights as a possible location for a multi-storey car park  Part of car park C – temporary possession and long-term rights – but parameter plan shows 21m high structure of a multi-storey car park  Northfleet Waste Water Treatment works – temporary possession and long- term rights  A2 – for highway works

4. Benefits and opportunities

4.1 The proposal is an exciting one, promising significant job creation with thousands of direct and indirect jobs created for construction and operation of the London Resort with a combination of full-time, part-time and seasonal roles. They estimate that the Project will generate around 8,700 skilled or semi-skilled jobs directly on-site during peak times in 2025. This figure is expected to increase to over 17,000 jobs on-site by 2038.

4.2 These jobs will be allocated across the two theme parks, Water Park, dining, retail, hotels, and facilities including the Conferention centre and eSports centre, and includes full time, part time and seasonal roles.

4.3 The estimated breakdown in 2038 is below:  Approximately 6,500 full time jobs  Approximately 3,700 part time jobs  Approximately 7,100 seasonal jobs

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4.4 There are expected to be a peak of up to 4,100 jobs supported on site during the construction period.

4.5 It would bring with it major economic benefits from the opportunities for local businesses to provide goods and services to the park itself and to visitors. It would a major boost to the development in the area as a major development of international significance.

4.6 In 2015, the Council was advised that LRCH would provide supply chain opportunities for a wide range of local, regional and national businesses including:  Waste management  Tech industries  Cleaning  Laundry  Security  Car hire  Florists

4.7 LRCH’s pay and employment strategy, and its comparison to the local offer, will impact on how attractive it is as an employer and the impact it has on existing local businesses staff retention issues. Inclusivity has been flagged by Members as an area that they think could be a positive for local residents.

5. Potential threats

5.1 Transport is the key area of concern. It is clear that LRCH recognise that this is a fundamental issue that needs addressing and they have included a range of proposals to try to mitigate any impacts. The proposal north of the river for the Park & Glide is a clear expression of this desire to look innovatively. However, as Members highlighted at the Member briefing on 12 August, what happens if those assumptions on traffic volumes modal shift are wrong?

5.2 Vehicle parking is another area of concern and how this is impacted by LRCH’s ticketing and parking strategy. Concerns include:

 Charging for car parking will drive people to: o park in Gravesend and then use public transport to get to resort o park in local roads  If a CPZ is proposed: o Who pays? o How will this impact on local residents and businesses? For example websites like https://en.parkopedia.co.uk/parking/attraction/legoland- windsor-berkshire/ highlight parking options including sites such as supermarkets

5.3 Part of Gravesend’s USP is the river and the Gravesend-Tilbury ferry. The proposal includes:

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 Floating jetty and ferry terminal on the Peninsula, enabling use of the river both for construction, and for visitors and staff during operation - reducing traffic impacts on local roads and the wider road network

 A new Thames Clipper service from central London, providing a ferry service to the London Resort

5.4 GBC’s response to the LRCH’s scoping report, referred to at 1.3, included:

Currently the existing Gravesend to Tilbury Ferry provides the only non- motorised link on the river outside of London and it is essential that the ferry service improvements proposed do not mean that this essential and valued service is lost. Mention is made of additional including links to Tilbury, and combined with a service from central London are mentioned. Enhanced rather than replacement services are to be welcomed. Thames Clippers have run a trial service from Gravesend and a holistic approach to service provision is required. Allied with this is the future of the Tilbury Ferry as part of enhancing cross river public transport opportunities.

5.5 LRCH are proposing restaurants and other commercial uses outside of the payline which appears similar to Universal’s Citywalk in Orlando which is described as:  Entertainment - You'll find some of Orlando's hottest nightclubs featuring the best in live entertainment. There's live music every night at CityWalk™, from rock to jazz to reggae to salsa. Whether it's a special night out with friends, a romantic dinner, or a night of dancing, CityWalk™ is the place to be.  Dining – As for food — we've gotcha covered. Whether you want to grab a quick breakfast on the way to the theme parks, take in a light lunch, enjoy a full course dinner or kick back with friends over late-night drinks, you can choose from a wide range of restaurants offering everything from fine dining cuisine to all-American burgers and fries. o Bigfire joins the collection of unique and fun venues at CityWalk.  Shopping - One of the best things about Universal CityWalk® is that you can take a bit of it home with you. CityWalk® offers a variety of shops and boutiques where you can pick up a souvenir for the folks back home or buy yourself something that you've always wanted.

5.6 Depending on the nature of this offer it should negatively impact on local businesses. It is worth noting that the St Georges Phase 2 proposal includes a Civic Centre with a theatre and cinema as well as restaurants and entertainment.

5.7 Whilst the Council broadly welcomes the statement on page 33 of the consultation document that “We will ensure that there is a net gain in biodiversity by undertaking habitat remediation and creation and retaining existing ecologically important features and habitats where possible”, the site is complex and the caveat of “where possible” is a little concerning. Although not mentioned in the consultation document, a Marine Conservation Zone (MCZ) was designated on 31 May 2019 and that is in the area where the floating jetty and ferry terminal on the Peninsula are located. As part of the flood defence works, they are proposing to breach the old flood defences to allow a new area of salt marsh to develop along the river frontage.

5.8 Buglife have started a petition “to protect this wildlife haven from an unnecessary and ill-thought development, saving it for future generations to enjoy” with the strapline ‘The London Resort Theme Park would be No Fun for Nature’. They are recommending that the site should be designated as a Site of Special Scientific 7 Page 72

Interest https://www.buglife.org.uk/campaigns/save-swanscombe-marshes/. The Council will need reassurance about LRCH’s proposals and Natural England’s views will be key.

5.9 Environmental impacts are another area of concern including:  Noise – construction and operational impacts  Air quality – construction and operational impacts  Water demand is a significant area of concern. The consultation recognises that North Kent is considered water stressed with existing infrastructure in the area is likely to meet demand only up to 2035. Therefore, impact of water demand at the Kent Project Site and surrounding areas needs to be considered for the design life of the development. The PEIR says that demand will be about 9Ml per day and that they intend to re-commission a borehole for abstraction. To give some context, the water demand in 2006-07 in Gravesham was 24Ml per day.

5.10 Accommodation for staff and visitors is another area which could negatively impact on the borough. LRCH estimate that 14% of visits to the main Gate 1 in 2025 will be from those already staying on-site, increasing to 26% in 2029. In 2015, they estimated around 25% of overnight guests will stay at the resort with some uncertainty about where the other 75% of overnight guests were going to be located – with friends / family, or hotels in London / north Kent / wider Kent etc? We will need to understand the 2020 situation. In 2029, around 23% of visitors are expected to be from overseas. On page 45 it says “It will be a destination with a global profile, with up to 35% of visitors projected to come from overseas”. It is assumed that the difference is partly due to the opening of gate 2.

5.11 At the Member briefing on 12 August, LRCH were challenged about whether the project will happen as the project has been on the cards since 2012. MHCLG’s Tailored Review of Ebbsfleet Development Corporation, published in February 2018, concluded that the Government needs to review the implications of the London Resort proposal, particularly for the central area of the garden city. The EDC was advised that it should explore ways to mitigate the impacts, such that a realistic scheme for the central area can be brought forward within the next two years.

6. Conclusion

6.1 The Council continues to be actively involved with the proposal and, inherently, it does feel like the LRCH team are trying to be open and transparent about their proposal and the impacts that it will have. However, officers will maintain that ongoing dialogue with the LRCH team to ensure that any concerns this Council may have are addressed through the process.

6.2 There are naturally a number of matters that need to be explored further with the applicant to understand what the full implications are and what can be done to mitigate for the impacts. As a unique form of development the only comparators are international, so it is not easy to draw on other experience. It is also a 24 hours operation (although not open all that time the site will need extensive servicing) so there are, for example, traffic implications at off peak times which may interact with Bluewater.

6.3 Part of the problem is the degree of uncertainty. If the project is the success that LRCH thinks it will be, Gravesend could benefit significantly from the spin-off tourism jobs and footfall as well as the direct, indirect and catalytic jobs in the supply chain.

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However if things become tighter, the proposal could be a negative force on Gravesend town centre and the local economy. Bluewater has always been a competitor to Gravesend town centre but when its scope was much narrower, it was less of an issue. Now that it is ‘scrabbling’ for occupiers, it is constantly trying to diversify its offer and will ‘steal’ anything unique and successful from neighbours, i.e. panic room-like offer.

7. BACKGROUND PAPERS

7.1 LRCH consultation material can be found at https://consultation.londonresort.info/surveys/50 and their web site at https://londonresort.info/

7.2 PINS web site at https://infrastructure.planninginspectorate.gov.uk/projects/south- east/the-london-resort/ and the Environmental Scoping Opinion at https://infrastructure.planninginspectorate.gov.uk/wp- content/ipc/uploads/projects/BC080001/BC080001-000300-LNRS%20- %20Scoping%20Opinion_COMBINED%20v2.pdf

Anyone wishing to inspect background papers should, in the first place, be directed to Committee & Electoral Services who will make the necessary arrangements.

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IMPLICATIONS APPENDIX 1 Legal None

Finance and Value None for Money

Risk Assessment Engagement with the process will assist the applicant in making a robust application and assist in reducing the input to the process at the later stages

Data Protection A data protection impact assessment (DPIA) should be carried out at the start of Impact Assessment any major project involving the use of personal data or if you are making a significant change to an existing process. a. Does the project/change being recommended through this paper involve the processing of personal data or special category data or criminal offence data? No A definition of each type of data can be found on the Information Commissioner’s Office website via the above links. b. If yes to question a, have you completed and attached a DPIA including Data Protection Officer advice? N/A c. If no to question b, please seek advice from your nominated DPIA assessor or the Information Governance Team at [email protected]. N/A Equality Impact a. Does the decision being made or recommended through this paper have Assessment potential to cause adverse impact or discriminate against different groups in the community? If yes, please explain answer. No as it as about a consultation b. Does the decision being made or recommended through this paper make a positive contribution to promoting equality? If yes, please explain answer. No In submitting this report, the Chief Officer doing so is confirming that they have given due regard to the equality impacts of the decision being considered, as noted in the table above Corporate Plan #2 – Place (Enhance the vibrancy of Gravesham’s economy)

Climate Change As this relates to a consultation, there are no climate change implications, albeit the promoters are proposing a range of sustainability measures

Crime and Disorder As this relates to a consultation, there are no crime and disorder implications

Digital and website As this relates to a consultation, there are no digital / website implications implications

Safeguarding As this relates to a consultation, there are no safeguarding implications children and vulnerable adults Page 75

Classification: Public Key Decision: No

Gravesham Borough Council

Report to: Leader of the Council

Date: 20 July 2020

Reporting officer: Director (Planning and Development)

Subject: London Resort Environmental Impact Assessment Scoping Report Purpose and summary of report: To formulate the Borough Council's response to the formal consultation by the Planning Inspectorate on the London Resort Environmental Impact Assessement Scoping Opinion. Recommendations: 1. This report be sent to the Planning Inspectorate as the Borough Council's response to the London Resort Environmental Impact Assessment Scoping Report.

1. Introduction

1.1 The London Resort is an exciting project that offers the possibilities of a landmark development with significant economic development and job opportunities. The Council has supported the principle of the proposal in the past. The project has spent some time refining its proposals for the leisure component and is now looking to take it forward to a Development Consent Order (DCO) application later in the year.

1.2 Proposals for the London Resort have previously been through a series of stages, as set out in the legislation. On 9 May 2014 the Secretary of State accepted that this proposal could be considered a Nationally Strategic Infrastructure Project (NSIP) and therefore progressed by means of a Development Consent Order application. This process is automatic for most NSIP’s meeting certain defined criteria. The Council had already determined in November 2013 (with Dartford Borough Council) that the proposal required an Environmental Statement. The Environmental Scoping was considered in late 2014 and there was Statutory Consultation in 2015. There were also number of non-statutory consultations as the scheme evolved.

1.3 Since then London Resort Holdings have continued to develop their proposals and have produced a new masterplan for the site. Due to the elapse of time the Planning Inspectorate has agreed with the applicant that whilst not strictly legally necessary the proposal should be run back through the process before the formal submission of a DCO application. As a result of this a new Statement of Community Consultation (SoCC) has been prepared taking account of the current Page 76

restrictions on the process brought about by COVID-19. A fresh statutory consultation is due to take place from 27th July to 12 September 2020.

1.4 The purpose of the Environmental Impact Assessment (EIA) scoping report is to highlight the issues that need to be addressed by the applicant in preparing their Environmental Statement for submission with the DCO application. Impacts can be negative or positive, small or large or a matter may turn out to be of no importance.

1.5 Planning Inspectorate (PINS) sent us the applicants London Resort EIA scoping report under Regulations 10 and 11 Infrastructure Planning (Environmental Impact Assessment) Regulations 2017 on 22 June 2020 with a deadline of 20 July 2020. The Council last considered this matter on 8 December 2014, when a report was agreed setting out issues that needed to be examined on the proposal as it was at the time. The purpose of this process is to establish the baseline conditions against which any impacts are to be measured and, given the nature of the proposal, areas that are going to required technical work. The function is to ensure the right evidence is collected and analysed and are not a comment on the benefits or impacts or the scheme itself.

1.6 PINS has also consulted other relevant Local Authorities and Statutory Agencies (Natural England, Environment Agency etc.). They will then issue their own report drawing on their own assesment and views of consultees setting out any matters they feel need to be addressed over and above what the applicant has already identified.

1.7 This report draws on the 2014 report, taking into account how the proposals have changed, whether additional information has come available, and what has happened to development in the area since then. There is for example significant new housing at Springhead, Ebbsfleet Green and in Eastern Quarry that did not exist before.

2. The Proposal

2.1 Appendix 2 compares the summary by the applicant of the 2014 proposals and 2020. Appendix 3 contains the current version of the Masterplan which has informed the applicant’s submission and Appendix 4 an annotated version of their land use plan to provide context (this simply replaces the key in the original). The focus in this report is on the Kent side of the project though reference is made to the Thurrock element where relevant.

2.2 The intention is to provide a world class leisure facility on Swanscombe Peninsula of 504 ha. This on a scale near to Euro Disney which has had attendances in the order 9.4m-12.7m visitors per year. This exceeds any equivalent facility in the United Kingdom. It is intended to open in two phases, Gate 1 in 2024 (57 ha) and Gate 2 (25ha) when fully built, with visitor numbers rising from 6.5m in the first full year to 12.5m when fully developed. The development boundary extends from Swanscombe Peninsula south east through the Ebbsfleet to the A2, plus 29.9ha in Tilbury Port (including the Tilbury Ferry Terminal and a junction on the A1089 (Asda roundabout) in Thurrock). The applicant is hoping to reduce the area covered by the development boundary as the scheme evolves.

2.3 A new 2 lane dual carriageway would run from an enhanced A2 Ebbsfleet junction past the west side of Ebbsfleet International and into the main site passing under the North Kent Line and A226 Galley Hill Road. At that point there would be a

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transport interchange and car parking. There would be a dedicated bus link (3.1km ‘people mover’) from an extended Ebbsfleet International station, which could also accommodate Fastrack and other bus services. All access to the site for visitors and staff is intended to be via this access road, with only local buses and deliveries (Dartford/Gravesend) having access off the A226. Pedestrian access would also be possible via Pilgrims Way down from Swanscombe.

2.4 There would be through routes (for the general public as well as visitors) to a pier on the west side of Swanscombe Peninsula, which would be served by ferry from Central London and Tilbury. The latter would serve as a base for construction traffic and in the longer term servicing of the resort. It would also be location of car parking to serve visitors from the east side of England (and therefore avoid the road crossings of the Thames) with the final link via ferry.

2.5 The Leisure Core (Gates 1 & 2) would consist of a range of events spaces, themed rides and attractions, entertainment venues, theatres and cinemas. The arrival area would consist of 26,000 m3 ancillary space (retail, dining and entertainment floorspace) and a 22,500 m3 main square covering some 8ha. The entrance to Gate 1 is 9,100 m3 and to Gate 2 is 7,800 m3. In the same area is the Conferention Centre (11,000 m3 – seats 3,000 – their spelling) and eSports centre of 16,500 m3.

2.6 Hotels would amount to 3,550 suites or “keys”, 2,500 for Gate 1 and a further 1,050 to be provided when Gate 2 becomes active. The hotels will cover a range of grades and will have dedicated car parking spaces in the car parks. One will contain a water park. 4 multi storey car parks will be provided with the transport interchange (up to 10 decks and 9,000 m3 floorplate). Overall there will be 10,750 spaces, including 500 for staff and 250 VIP spaces. Overall visitor split of spaces is 7,500 in Kent and 2,500 in Thurrock. (Logically that is 7,750 in Kent if the VIP spaces are included).

2.7 The back of house area serving the development would be on the east side of HS1 providing technical and logistical support. There would be a visitor centre west of Pilgrims Way, Swanscombe during construction that will become a staff training centre in the longer term. A new feature is 500 housing units for staff (now allowed in a DCO if ancillary to the main use ) in Craylands Lane Pit.

2.8 Other facilities will include:  Combined Heat and Power plant – 0.24ha site with a 1,500 m2 building, up to18m high, and a 40m chimney stack.  Electricity sub-station (60 MVA) of .25 ha and a building footprint of 1,600 m2. There will connections to the National Grid at Pepper Hill  Dedicated waste management facility  Sustainable drainage systems  Landscaping and habitat replacement 2.9 The Development boundary (‘red line’) line boundary in Gravesham covers the area of Swanscombe Peninsula in the Borough to the west of Manor Way, excluding one industrial unit (The London Bus Company). The boundary also appears to cut through some of the current operations of Cemex and Gill Aggregates at the north end of Manor Way, Northfleet (not to be confused with the Swanscombe Manor Way). Although located in Dartford the industrial units at

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Northfleet Industrial Estate would be lost. In the Ebbsfleet area the boundary includes parts of Northfleet Rise west of Thames Way, though for what purpose is unclear as the land use plan carries no annotation. Also included are Northfleet Waste Water Treatment Works and National Grid Northfleet East substation. In both cases this is for making connections to the respective utility. Northfleet National Grid East Substation is also partly within the Lower Thames Crossing DCO for the same reason, so both parties will need to ensure their proposals are compatible.

2.10 The total floorspace for A1, A3, A4, A5, D2, C1 and sui generis is given as 324,000 m3. Back of house (B1 & B8) amounts to 31,400. Taken with other uses the built floorspace is given as 726,000 m3. By way of comparison Bluewater has 154,000 m3 of retail space and 13,000 car parking spaces.

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2.11 The access road runs down the west side of the Ebbsfleet Valley where extensive chalk extraction has occurred, with pits filled with inert waste and domestic refuse. North of the North Kent Line and A226 Galley Hill Road (both of chalk spines) are areas subject to chalk extraction and marshland. The latter has been covered on a large part of the Peninsula with Cement Kiln dust (CKD) to a general height of 8.75m OD, but some area going as high as 12-13m OD. Areas of marsh in Gravesham are generally about 2m OD.

3. Environmental Scoping

3.1 The Applicant for a Proposed Development is required under Regulation 10 of the EIA Regulations to notify the Planning Inspectorate in writing that they propose to provide an ES in respect of the Proposed Development (a ‘Regulation 10 notification’) or request a screening opinion from the Planning Inspectorate, before carrying out pre-application consultation under s42 of the Planning Act 2008. A DCO is written by the applicant and covers sets out the scheme and the necessary permissions that are being sought. .

3.2 Environmental Scoping has already been carried out in autumn 2014 and PINS issued their scoping opinion in December 2014. This has also been consulted in preparing this report. As noted above this is a fresh application for scoping and some of the details have changed.

3.3 The applicant is required to provide: ● a plan sufficient to identify the land; ● a description of the Proposed Development, including its location and technical capacity; ● an explanation of the likely significant effects of the development on the environment; and ● such other information or representations as the person making the request may wish to provide or make. 3.4 Reference is made to national and local planning policy. Although this is a Nationally Significant Infrastructure Project there is no specific guidance in relation to leisure projects (the National Networks NPS provides guidance on assessing road and rail infrastructure). The National Planning Policy Framework (NPPF) does contain policies of relevance. Local guidance in Kent comes from the Gravesham Local Plan Core Strategy (2014) and saved Gravesham Local Plan 1st Review saved policies (1994), the Dartford Core Strategy (2011), Dartford Development Policies Plan (2017) and the Kent Minerals and Waste Local Plan (2016). The Ebbsfleet Development Corporation (EDC) has produced a non statutory Ebbsfleet Garden City Implementation Framework (2017). EDC is considering the future development pattern in Central Ebbsfleet which is impacted by this proposal. 3.5 The overall approach by the applicant is to consider for each topic area:  Introduction  Methodology and data sources  Relevant law, policy and guidance  Baseline conditions  Assessment of likely significant effects

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 Avoidance and mitigation measures  Residual effects  Uncertainties 3.6 The Environmental Assessment Regulations required a description of the likely significant effects of the development on the environment resulting from, inter alia, the following:  the construction and existence of the development, including, where relevant, demolition works;  the use of natural resources, in particular land, soil, water and biodiversity, considering as far as possible the sustainable availability of these resources;  the emission of pollutants, noise, vibration, light, heat and radiation, the creation of nuisances, and the disposal and recovery of waste;  the risks to human health, cultural heritage or the environment (for example due to accidents or disasters);  the cumulation of effects with other existing and/or approved projects, taking into account any existing environmental problems relating to areas of particular environmental importance likely to be affected or the use of natural resources;  the impact of the project on climate (for example the nature and magnitude of greenhouse gas emissions) and the vulnerability of the project to climate change;  the technologies and the substances used. 3.7 The proposals will have positive and negative impacts and the purpose of this stage in the process is to determine what these might be so that their significance, or lack of it, can be determined. The term ‘impact’ or ‘effect’ is used in this report to denote either result.

3.8 The regulations also explain that:

 The likely significant effects should cover the direct effects and any indirect, secondary, cumulative, transboundary, short-term, medium-term and long-term, permanent and temporary, positive and negative effects of the development.

 The expected significant adverse effects of the development on the environment deriving from the vulnerability of the development to risks of major accidents and/or disasters which are relevant to the project concerned.

4. Response

4.1 The comments below set out briefly what is in the development description and other background and then each chapter the Borough Councils response. The chapters in the scoping report cover both construction and operation. Given that Gate 2 will follow on from Gate 1 the construction impacts are both ongoing to 2029 (on current timetable) and have to deal with the combined impact of the

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operation of the site and further construction. Potentially there implications for visitors in that period from continued construction as well as local residents.

4.2 The key effects are:

 Need for greater clarity of the nature of this unique proposal, particularly inside Gates 1 and 2

 Opportunities for employment and local businesses

 Capacity of the transport system in the context of other development proposals and schemes in the area

 Air Quality and Noise implications for local residents

 Environmental Matters notably ecology on the marshes and archaeology

 Flooding and water supply

Development Description

4.3 A general issue with a development of this type is that it is unique in terms of scale in the UK, and comparisons have to be made internationally. Legoland, Windsor has about 2.25m visitors per year, Thorpe Park 1.9m, and Alton Towers 2.1m. Internationally Europa Park 5.7m and Euro Disney 10m are more direct comparators.

4.4 Paragraph 1.13 of the EIA explains:

For practical reasons LRCH wishes to maintain flexibility about the detailed design of elements of the project, including the content of Gates One and Two. At the same time, the developer acknowledges the essential need to provide sufficient information about the project to inform the EIA and, if required, the assessment of trans-boundary effects and the Habitat Regulations Assessment

4.5 Whilst recognising these legitimate concerns, the Council considers that the description of the development for this EIA scoping request is too opaque. With the scale of development proposed, stakeholders will need to understand what development is proposed inside Gates One and Two whilst recognising, as explained in paragraph 1.13, that from time to time LRCH will need to replace rides and attractions in keeping with changing customer tastes and expectations. It is not transparent what the full range of floorspace will be, in particular apart from Gate entrances and ground area, the contents of Gate 1 and Gate 2. The overall scale and massing will be material to the assessment of impact and therefore some sort of envelope is necessary for assessment purposes.

4.6 The scheme as assessed in an Environmental Statement defines the so called ‘Rochdale envelope’. The principle is that provided any scheme changes subsequently fit within this ‘envelope’ the Environmental Statement will cover the potential effects. If changes go outside, then there a complex process for dealing with the situation since the impacts may have changed and therefore need to be reassessed.

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4.7 As explained in paragraph 1.20 of the EIA scoping report, LRCH’s project team took the Scoping Opinion from 2014 into account in subsequent assessment work but over time there have been various changes in circumstances that have led LRCH, in consultation with the Planning Inspectorate (PINS), to conclude that the EIA scoping opinion issued in 2014 should be refreshed. These changes include:

 Project evolution – the proposals have evolved considerably since 2014 and now include land at the Port of Tilbury that was not taken into account in the original scoping report and opinion.

 Regulations - (Environmental Impact Assessment) Regulations 2017

 Changed circumstances - the local environmental baseline has evolved considerably since 2014, with substantial new development taking place through the Ebbsfleet Garden City initiative and other infrastructure projects coming forward.

4.8 These considerable changes in circumstances means that the baseline data for most topic areas will need to be refreshed, and depending on the topic area, these could require new studies to be undertaken. Paragraph 7.20 of the report, for example, explains that the baseline update will be undertaken using the most recent published sources, data sources published in 2019 or 2020 will be used where possible, but where this is not available the next best alternative (i.e. the most up to date) will be used as a proxy.

4.9 The Council’s intention with this response is to assist LRCH with identifying issues which will need to be considered during PINS’ examination of the DCO. It is hoped that this will reduce the risk of issues being identified late in the process which could lengthen or derail the examination process.

Land use and socio economic

4.10 The proposal has very significant implications for the local economy and the housing market both during construction and operational phase. A key component in the latter will how visitor numbers actually rise, and then feed through into employment, and that in turn into housing numbers, and where that labour and accommodation is located. The provision of direct ferry services from Tilbury means that access to the labour market north of the river is enhanced without relying on the Dartford Crossing (and Lower Thames Crossing if permitted post 2027/28). The logical labour market locally is along the North Kent Line from Bexley through to Medway.

4.11 Topics to be covered include effects on:

Chapter 7: Land use and socio economic Construction (temporary) Operation (ongoing) Employment and supply chain: Employment generation:  Employment and businesses  Employment and businesses  Labour market skills and training  Labour market skills and training  Crime levels  Crime levels  Local Healthcare  New jobs on housing market

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 Local housing market Displacement to land and property: Visitor Generation:  Loss/displacement of businesses  Local accommodation market  Loss/displacement of open space,  Diversion from other tourist public rights of way and other attractions community facilities

Visitors and workers:  Visitor and worker expenditure  Healthcare provision  Other public services  Retail and Leisure (including Town Centres)

4.12 The chapter sets out the approach including the most up to date information where possible. This is an area where there are no fixed methodologies since the nature of projects being assessed can vary considerably. The Borough Council has technical studies for Local Plan purposes which can help inform the base line analysis and current expectations going forward.

4.13 Construction impacts may be long term in that upskilling the workforce is a benefit that lasts after construction is complete. With the development of the Ebbsfleet area and wider sites, the Lower Thames Crossing and other possible schemes to the east and the west there is an opportunity to enable long term job opportunities. This is not a case like the construction of Hinkley Point Nuclear Power Station, which has a major short term impact but no local follow through.

4.14 There are a significant number of local businesses that will be displaced and the Borough Council would expect the developer to work businesses to assist in the process of seeking their relocation. Within Gravesham the Council can assist in this process. The construction period is likely to be running in parallel with that of the Lower Thames Crossing (2022-2027/8) quite apart from other major developments in the area so the in-combination impacts of these schemes need to be assessed.

4.15 The development boundary extends into the Green Belt to accommodate highway works but that policy also has implications for the availability of the land for new development, especially south of the A2, if additional demand is generated over and above what has been assumed hitherto in the Gravesham and Dartford Local Plans and cannot be accommodated within existing urban boundaries. Any works in the Green Belt need to pass the appropriate tests. It is understood that the proposals will be potential include changes to existing highways, rather major new construction (the original arrangement had flyover for London bound A2 traffic).

4.16 Core Strategy Policy CS06: Ebbsfleet (Gravesham) Opportunity Area is impacted by the development boundary in the Ebbsfleet (specifically the part of Northfleet Rise south west of Thames Way). No explanation is provided as to what is proposed by this project in that location. That policy, with its Dartford equivalent, aims to promote significant development in this area, which the Ebbsfleet Development Corporation is seeking to take forward. The access road, in

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Dartford, has direct implications for the scale of overall development as well as it cuts through part of the developable area. The analysis therefore needs to clarify what is being proposed and its overall implications for the existing development strategy and permissions in the area.

4.17 Core Strategy Policy CS03: Northfleet Embankment and Swanscombe Peninsula East Opportunity Area applies to the Gravesham part of the peninsula. The policy requires that there be a comprehensive masterplan for the area, covering the Dartford side as well, and dealing with the issues of flood risk, transport and access, ground conditions, proximity to existing industrial uses, air quality, biodiversity, utilities, navigation and the presence of HS1. These topics need to be examined in the context of the current proposal.

4.18 It is not clear precisely what the retail and leisure offer outside the payline will be, but this could have significant implications for the vitality and viability of Gravesend Town Centre. This is further complicated by the potential long term impacts of COVID-19 on employment, employment patterns, retailing, travel patterns and a host of related matters. These are of course an unknown at present but some scenario testing would assist in providing a robust understanding of possible outcomes. We welcome the recognition in paragraph 7.20 that the assessment will present baseline data over a reasonable period of time where possible so that the impact of any short-term shocks or changes can be identified in the baseline. The impact of COVID-19 on health, social and demographic baseline data is helpfully referenced.

4.19 The last scoping talked about 27,000 jobs, noted by PINS in their response in 2014. There is no equivalent figure quoted in this document, though Paragraph 9.30 makes reference to reduced employee numbers. The scale of employment generation, the methodology of its creation, both direct and indirect, needs to be clearly set out and explained. It is particularly important to explore the skills base changes that may be required. The Council welcomes the reference in paragraph 7.34 of the report to an Employment and Skills Strategy which will inform the project’s understanding of its labour demand and supply dynamic.

4.20 It is noted that a significant difference from 2014 is the inclusions of 500 homes for staff in Craylands Lane Pit, which was not allowed under the regulations of the time (Housing and Planning Act 2016). Paragraph 5.45 of the report explains that the proposal includes up to 500 apartments for resort workers. Paragraph 5.82 further explains that this will include young and seasonal employees and it is intended to allow for smooth operation of the Resort, assist recruitment, reduce the need to commute and reduce pressure on local housing rental markets. . Inclusion of such ‘related housing’ is welcomed in principle as an intervention that should reduce commute and local housing pressures.

4.21 To avoid repetition in the sections below in addition to CS03 and CS06 highlighted above the following Gravesham Local Plan Core Strategy policies are of particular relevance:  CS01: Sustainable Development  CS02: Scale of Distribution of Development  CS07: Economy, Employment and Skills  CS09: Culture and Tourism  CS11: Transport

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 CS12: Green Infrastructure  CS19: Development and Design Principles  CS20: Heritage and the Historic Environment 4.22 There are also more detailed development management policies is the form of those saved from 1994 Gravesham Local Plan First Review.

4.23 Paragraph 3.44 and table 3.2 are incorrect in that Gravesham have carried out a regulation 18 consultation on a Site Allocations and Development Management Plan in Spring 2018. A report to Cabinet in September 2019 reviewed and updated the Development Management Policies in the light of current guidance and accepted that Core Strategy policy CS02 would need modification. A further consultation is due in the near future. Whilst the new Development Management Policies carry no weight at present they do represent a guide to the sorts of detailed matters that may need to be addressed. Human health

4.24 In 2014 there was no requirement for a Health Impact Assessment, however as a result of the 2017 Environmental Impact Assessment Regulations this has been introduced.

Chapter 8: Human Health Construction (temporary) Operation (ongoing) Displacement to land and property: Ongoing impacts:  Access to public services  Noise & vibration  Access to public open spaces  Air quality  Displacement of commercial uses  Local traffic and active travel  Changes to local traffic and  Electromagnetic field exposure transport and use of active travel  Design, site access and facilities modes

 Potential for increased flooding Construction Activity: Existence of the development:  Noise and vibration  Changes in access to work and skills  Air quality  Changes in demand for health  Presence of construction services workforce  Changes in demand for public  Work and training opportunities services

4.25 Note that in assessing the health impacts it is important to distinguish the characteristics of the population where up to date information may not available. In particular the age profile of residents of the new housing is likely to be significantly younger than the more established areas. This will logically apply to their pre-existing underlying health conditions as well. Ebbsfleet Development Corporation may be able to assist with survey information.

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4.26 The drivers of health impacts will be positives from enhanced job opportunities in both construction and operational phases and any negatives from air quality and noise due to the new activity in the area.

4.27 There are matters scoped out (para 8.44), including Waste, Land quality, water quality, electrical safety and climate change as they are covered in detail elsewhere in the ES. It is however important consider the health implications of these in the round if there significant effects in these areas. In particular any disturbance of the CKD on the peninsula has the potential to cause significant health risks to construction workers and local residents.

Transport, accessibility and movement

4.28 This is a topic area that has raised significant concerns amongst local residents in past consultations. The Transport Assessment, Transportation Technical Notes and Framework Travel plan are also relevant. It is noted that sea (as opposed to river) and air transport have been scoped out as the effects will be too remote.

4.29 The project is now assuming 7,000-53,000 visitors per day, with 85% level used for analysis which means 54 days exceed that (para 9.7). Since the last EIA Scoping there has been a significant change in transport proposals with the intention to provide 2,500 car parking spaces at Tilbury for staff and visitors to access the site by ferry, as well as previous proposal for a service from Central London. This connection will also potentially deal with servicing the construction process and the operational development in the longer term.

4.30 Though not as simply articulated, the impacts to be explored can be set out as:

Chapter 9: Transport, accessibility and movement Construction (temporary) Operation (ongoing) Impact on: Impact on:  Highways  Highways  Rail (HS1 and North Kent Line)  Rail (HS1 and North Kent Line)  Bus and Coach services  Bus and Coach services  Walking and cycling  Walking and cycling

4.31 Paragraph 9.20 of the report explains that given the current Covid-19 situation, new traffic flow surveys cannot be undertaken, but where possible relevant existing data will be utilised. Reference is made with to work undertaken in 2017. Considering the scale of concerns raised by local businesses and residents, the Council will need the comfort that project decisions are being made on sufficiently robust and up-to-date data whilst also recognising the challenges of lockdown. Highways England use mobile phone data and hopefully LRCH will have access to a range of data sources without just needing to rely on primary data sources to update its understanding.

4.32 Construction impacts are always a difficult area at this stage as until the design is finalised and contractors involved it is not always clear to the applicant precisely what will be the process, and therefore what the effects may be. This is particularly so in this case as it is intended to make extensive use of river

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transport which will have its own implications for the river, and the Tilbury area. Supplies have to reach Tilbury so the traffic implications north of the river need to be considered. Use of the river cannot happen until any necessary improvements to the jetty infrastructure (and connections thereto) have been completed.

4.33 A significant amount of construction work would seem to be essential in Kent just to open the site up before the river can play a significant role in the supply of materials. There is logically a range of possible outcomes and the ES must take into account reasonable scenarios so as to provide a robust assessment. One of these must be if river based transport does not prove to economic or possible.

4.34 Some of the operations, for example remodelling the landscape or creating the connection through the chalk spines can only be done in the location where they occur. Modelling is therefore needed of volume of construction traffic (labour as well as supplies, spoil movement etc.) to show whether their impact is significant on the local network (including any temporary road closures that may be necessary).

4.35 Although as the report says the impacts at construction are less than in operation, the former take place before any improvements have been made to the local transport systems. The existence of a direct connection to the Ebbsfleet A2 junction is a key element in this as until that is created the access can only be through the Ebbsfleet and along the A226 and then into the site by whatever access route is most appropriate.

4.36 The proposed approach (para 9.38) highway impacts is to use output data from Lower Thames Area Model (LTAM) and the smaller micro-simulation used for the A2 Bean and Ebbsfleet Junction improvements scheme by Highways England (derived from LTAM in any case). The latter scheme is under construction and intended to be complete by 2022 and will therefore provide the base case in this location. It should also be noted that the Springhead Bridge, connection Springhead Quarter to the Ebbsfleet Central area with Fastrack diverted over it opens later in the year. Proposals for dualling a section of Thames Way in the Ebbsfleet Central area (para.9.74) are being reviewed as part of EDC’s master planning process and should not therefore be assumed in the future.

4.37 Two observations can be made about transport modelling using this approach. The local development input to these models will be accurate at the point the information was collected. This is now out of date. A serious omission from the Borough Councils point of view is that it did not include the scale of development that the MHCLG OAN calculations says Local Authorities should be providing. Specifically this is an issue for development in Medway where for example MHCLG has provided £170m towards development at Hoo and there is also the possibility of significant development in Chatham (commercial) Dockyard. Despite the potential reopening of the Isle of Grain Branch to passenger trains these developments could lead to increases in traffic on the A2.

4.38 Second the LTAM model is designed for, and primarily validated on, the strategic road network, but is not so accurate on the local road network, so caution is needed. As highlighted by KCC a LMVR for this approach will be needed to validate the technical aspects. Use of the new KCC Transport Model would be the preferred approach.

4.39 Lower Thames Crossing is due to completed in 2027/8 if it gets consent for the DCO due to be submitted in the autumn. Its construction will run from 2022 and

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will involve the wholesale reconstruction of the A2 between Marling Cross (Gravesend East) and Three Crutches (M2 J1) as well as the new road and tunnel north under the Thames. There is no clear construction programme at present but this may impact on the 2024 analysis. After 2027 it will be necessary to look at the situation with and without Lower Thames Crossing. The Borough Council opposes this scheme and it cannot be taken as a given.

4.40 Paragraph 9.41 suggests that use of the IEMA guideline of 30% increase from the development and 10% in sensitive areas. The Borough Council would suggest that any road operating at over 80% capacity now is sensitive even to a small increase. It would also classify the B2176 Northfleet High Street (passing through a conservation area) and B262 Springhead Road as sensitive.

4.41 As stated above access to the site will primarily by the new road from the Ebbsfleet Junction. Local deliveries and buses will be able to gain access from A226. What is not clear is what, if any, access will be from Stonebridge Road to the back of house area. Logically access for emergency vehicles will be required to avoid a convoluted route.

4.42 Critical part of the local road infrastructure is A226 Galley Hill Road up to Swanscombe. It is built on a narrow chalk spine with narrow bridge over HS1. The assessment will need to take into account whether this can take the additional traffic in the area. Historically there were proposals for a road round this using the alignment of Manor Way, Swanscombe, around the HS1 tunnel portal and back to Stonebridge Road via Lower Road. The future capacity needs of this area and the lack of flexibility in the infrastructure needs to be considered.

4.43 Pedestrian access is proposed via Pilgrims Way from Swanscombe (para 9.56). Logically it is also available via Manor Way Swanscombe and the network of PROW on the Peninsula, including via Manor Way Northfleet. As mentioned in para 9.12 these points of access has implications for on street car parking in Swanscombe and possible also Northfleet (accessing the resort via Ebbsfleet International). Technical work needs to be done to understand the potential scale of the issue and how it may be managed. In looking at this the long term aim is to connect Northfleet and Ebbsfleet stations and the surrounding communities/development so the link will be more direct than currently.

4.44 Paragraph 9.79 of the EIA advises “It is acknowledged and will be encouraged that Resort visitors and employees will use rail as a mode of choice to travel to and from the Proposed Development. However, the proposals would utilise the existing rail network and services. As such, no significant changes are expected, and rail transport is to be scoped out of the assessment”.

4.45 As the report recognises the role of rail in bringing staff and visitors, we cannot see the justification to scope out rail services. Rather the ES has to test whether existing services will be sufficient and if this cannot be proven, should consider what impacts that this could have on current and future rail users and this proposal.

4.46 Current rail services on the North Kent line are not explained in the submission. These will tend to more staff focussed as the route connects directly to Dartford, South East London and Medway Towns local labour markets. The obvious point of entry is Swanscombe station, which has considerable local access issues as highlighted. Gravesham would press for access via Northfleet and a proposed link to Ebbsfleet International.

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4.47 Note that the off-peak current service from Ebbsfleet International is 4 trains per hour (2 from Ashford and 2 from the North Kent line via Gravesend). It will be necessary to consider whether additional or lengthened services will be needed on NKL and HS1, especially at times of peak movement to/from the park. Rail services cannot therefore be scoped out as suggested at paragraph 9.79. Network Rail (who is doing a study of the North Kent Line) and Southeastern as the operator will be able to advise on the implications.

4.48 Ferry service improvements (para 9.17/18) including link to Tilbury, combined with a service from central London are mentioned, along with the car parking proposal in Tilbury. All this is to be welcomed in principle. Thames Clippers have run a trial service from Gravesend and a holistic approach to service provision is required. However allied with this is the future of the Tilbury Ferry as part of enhancing cross river public transport opportunities. This is the only current public transport link across the river downstream of the Dartford Crossing and it is very important that it is retained and not lost.

4.49 The assumption of 25% of the road based trips using Tilbury (which still means that it is a car based journey overall) needs a technical justification and sensitivity testing.

Landscape and visual effects

4.50 This is a topic area where the lack of clarity over the potential scale and massing of the development impacts directly. That said the context the sites context is one of mainly industrial development but with significant changes in land use patterns to be considered. It is also necessary to take account of views across the river and along the river (including from the Grays/Tilbury side).

4.51 Potential viewpoints are listed in figure 10.4. (along with information on the ZVI) and table 10.3. Without knowing the scale and massing of the content of Gates 1 & 2 and other structures it is difficult to know whether these are sufficient but must presumably have been taken into account to produce the ZVI zones. The introduction of more activity at Tilbury compared with 2014 means that views from Gravesend Town centre, with its conservation areas and listed buildings, also need to be considered. In Gravesham new residential development at Northfleet Embankment West and East also needs to be factored in. The Hill, Wallis Park and Carl Ekman House in Northfleet should be considered as viewpoints, which were listed in our 2014 response. Further discussion is needed on this issue with the consultants, which is what is suggested in the document.

4.52 An impression is given this is all about the views into the development but there is also the views out for visitors, both within the park and also on its approaches, whether from Ebbsfleet or along the river. Although much of the park activities will be inside structures, the chalk cliffs and views across the river do form an interesting backdrop for the visitor experience and give a sense of place.

4.53 Green Belt has been included under landscape thought it more correctly belongs under the Land Use and Socio-Economic effects chapter, where comment has been made above.

4.54 Effects of the interaction of chalk extraction, CKD deposit and the original marshes have produced a set of distinctive landscapes. The 190m tower of the 400 Kv overhead power connection across the river is an obvious distinctive feature, albeit see through rather than solid. It has a twin in Thurrock.

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4.55 Zone of Visual Influence (ZVI) in Tilbury of necessity has to include reference to the implications on Gravesend Town Centre directly opposite (note this applies to location as well due to the Conservation areas and listed buildings involved).

4.56 Scheme impacts the Ebbsfleet Valley and with the Ebbsfleet stream which flows into the Thames at Northfleet Harbour. The North Kent Line embankment creates a barrier across the valley that did not exist historically, which does break up the continuity that presumably existed before it was built. It, with the A226, makes a strong distinction between the more open area on the marshes and the confined space of the Ebbsfleet Valley.

4.57 The design of the project needs to project a positive image externally.

4.58 CHP plant impact is unclear as is the location of the building and chimney. If located out on the Peninsula this is putting a structure in what is currently essentially an open landscape with long views up (Dartford Crossing Bridge) and down the river (towards the out Estuary at Cliffe).

Terrestrial and freshwater ecology and biodiversity

4.59 The proposal develops a significant area of fresh (originally salt) marshes in Gravesham that are currently relatively undisturbed. The past history of the area means many locations have been significantly modified, particularly by chalk quarrying. This does not mean that they do not now have ecological value. It is noted that the area next to Britannia Refined Metals is now shown within the development boundary, along with Black Duck Marsh and the tip of the peninsula as landscaped areas. Clarity is need on what is, or is not, proposed for these areas and how they will be managed in the future. Public Rights of Way need to be maintained including the recently created section of Coastal Path.

Marine ecology and biodiversity

4.60 The use of the River Thames during construction and thereafter for ferry services means that the potential for effects on the marine environment need to be explored more extensively than previously.

Chapter 12: Marine ecology and biodiversity Construction (temporary) Operation (ongoing) Impact on: Impact on:  Loss or disturbance of species  Impact of structures on sedimentation  Impact of structures on sedimentation  Underwater noise  Underwater noise  Water Source Heat Pump (SWHP) intake and output (warm  Possible dispersion of water) contaminated sediment  Jetty’s forming physical barrier to  Changes in water quality fish  Possible introduction of non-native  WWTW outfall reducing water species quality  Effect of boats, structures and light  Effect of boats, structures and on marine species

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 Pollution risk light on marine species  Indirect effects through  Possible introduction of non- disturbance native species  Knock on effect from dredging

4.61 The Borough Council will leave this topic area to Environment Agency, Natural England and the Marine Management Organisation to comment from their respective points of view and expertise. It would however emphasise that an existing transport corridor is being upgraded along the River Thames and it will be necessary to show whether this has significant effects on the marine environment and the communities that abut the river, noting that there are significant residential developments permitted in Gravesham at both Northfleet Embankment West and East (latter under construction).

4.62 It is also noted that the Peninsula has a sight line for boats to enable them to navigate the point safely.

Cultural heritage and archaeology

4.63 This section is based on comments from KCC Archaeology Unit as well as the Council’s Conservation Architect. The Ebbsfleet Valley is rich in archaeological remains, though substantial elements of it have been subject to chalk extraction. Those areas that have not been disturbed by chalk extraction should be assumed to have potentially significant archaeological resources until proven otherwise. The interest in the area goes from the Palaeolithic right through to the creation of Portland Cement and modern impacts of the cement industry.

4.64 The chapter sets out the interests in the area and points out than until more detailed design is available for the theme park and its infrastructure it is difficult to know what the impacts might be or how they might be mitigated.

4.65 The Borough Council provided some detailed comments on the history of the area in its response in 2014 to which applicant’s attention is drawn.

4.66 Bakers Hole SSSI is of interest as a geological SSSI and a Scheduled Ancient monument. It is not currently clear how the proposed transport infrastructure can be built in an acceptable manner at this location.

4.67 Out on the marshes considerable deposition of CKD has occurred on the original salt marsh which was protected by flood defences. In theory at least, depending on the water table, there may be waterlogged archaeological remains preserved which any piling or drying out may destroy. There are also the industrial remains from the cement industry.

4.68 The proposed works at Tilbury have potential to impact on the many listed buildings and conservation areas in Gravesend Town Centre. These are shown in the map on page 13-23 of the submission. This also highlights the point made above about the creation of a new transport corridor.

4.69 In para 13.4 add Convention for the Protection of the Architectural Heritage of Europe (1985).

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4.70 In para 13.9 add in the Greater Thames Archaeological Research Framework and KCC standard specifications for desk-based assessment for areas with known Palaeolithic potential.

4.71 Para 13.16 in relation to Neolithic sites the Ebbsfleet type site is for a sub style of Neolithic pottery rather than a ‘culture’.

4.72 13.19 – the reports for the surveys /investigations listed should have been provided as part of the scoping opinion consultation. Current draft reports e.g. the 2017 evaluation report for land north of Springhead should be finalised and submitted to the Kent HER as soon as possible.

4.73 Para 13.21 a 3km study area should be used for Palaeolithic remains (see KCC standard specification), and a wider than 1km study area will be needed for the general context for later periods. A wider than 5km buffer may be needed to assess impact on setting if initial visual impact assessment suggests that the visual impact of the scheme may affect a wider area.

4.74 Para 13.21 a 3km study area should be used for Palaeolithic remains (see KCC standard specification), and a wider than 1km study area will be needed for the general context for later periods. A wider than 5km buffer may be needed to assess impact on setting if initial visual impact assessment suggests that the visual impact of the scheme may affect a wider area.

4.75 Para 13.22 the history of the area of the proposed development also needs to be understood in terms of proximity to London and routes to the North Sea and English Channel. As noted in the scoping opinion the summary provided will need to be greatly expanded and updated for the environmental impact assessment.

4.76 Para 13.24 note also the high potential for late Upper Palaeolithic remains in the Ebbsfleet area – see excavations at Ebbsfleet Green, Springhead etc.

4.77 Para 13.39 later reports suggest that the motte interpretation is incorrect.

4.78 Para 13.43 the assessment should also consider Milton blockhouse and New Tavern Fort which crossed fire with Tilbury fort.

4.79 Para 13.52 direct effects should also include any ‘sterilisation’ of archaeological sites due to long term inaccessibility for research caused by the proposed development.

4.80 Para 13.55 add ‘and geological evidence’ to the first bullet point.

4.81 Para 13.57 other appropriate guidance should also be used alongside Conservation Principles.

4.82 Para 13.58 as noted above a wider study area will be needed to assess potential for Palaeolithic remains and possibly also visual impact.

4.83 Para 13.61 an appropriate level of field evaluation, including specialist Palaeolithic investigation, will need to be undertaken and reported on prior to submission of the DCO to enable decision-making on the significance of heritage assets and proposed impacts. Timescales for this are now very short and consents and licences will be needed for work on the designated sites.

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4.84 Para 13.63 other appropriate technical guidance, e.g. for assessing importance of Palaeolithic remains, should be used to help assess importance and sensitivity.

4.85 Para 13.68 note that Natural England will need to be included in any discussions about the Baker’s Hole area.

4.86 Fig 13.1 – New Tavern Fort and Milton blockhouse seem to be missing from the designated heritage assets shown in this figure.

Noise

4.87 Whereas the methodology for assessing the impact of new transport infrastructure are well known, much less clear is the volume, type and timescale of noise that will be generated by the resort itself. This depends on a host of factors including how many attractions are in the open air, noise emanating from plant on buildings and the height of the various structures that may generate noise. Fireworks are a normal part of such enterprises which also have the ability to disturb residents and wildlife. They also generate smoke, which impacts on air quality. The volumes of people, transport and servicing suggest the resort operates 24 hours 365 days a year to all intents and purposes (even if shut at Christmas). The time of maximum visitor pressure and likely to be in the summer which is also logical the point of maximum noise generation. If open in the evening there is potential for noise to impact when normally the background noise is significantly reduced.

4.88 Possible impacts are:

Chapter 14: Noise Construction (temporary) Operation (ongoing) Impact on: Impact on:  Noise and vibration during  Noise and vibration from construction on human receptors operation of the resort  Noise and vibration during  Underwater noise from marine construction on ecological operations receptors  Cumulative effects from other developments

4.89 Whilst the resort itself and the approach roads are obvious sources the inclusion of regular ferry connections to/from the Peninsula gives rise a new corridor along the River Thames. The technical work will need to consider the potential implications of this as well as the peaks in resort generation are not tied to the normal approach of looking at the am and pm peaks.

4.90 In paragraph 14.11 there is no mention of BS8233:2014 or the WHO Guidelines for Community Noise, both of which are relevant in terms of acceptable internal (and external) noise levels. The Council would expect noise impact assessments to (also) consider the levels that occupiers of affected properties would be predicted to experience during all phases and for mitigation to include sufficient steps to ensure they are not exceeded.

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4.91 Gravesham BC, with its, consultants will willing to discuss the location of the suitable receptors to be analysed. The methodology employed will have to take account of the various sources that may be significant and how they interact.

Air quality

4.92 The scheme gives rise to impacts both from the traffic flows created but also the operation of the development, in particular the inclusion of the 30MW CHP plant. It is also in the context of a number of existing air quality management areas (including that along the A2 which does not show in fig 15.1). There are also a significant number of industrial premises along the river (Cemex, Britannia, Seacon) whose processes impact on local air quality and cause nuisance.

Chapter 15: Air Quality Construction (temporary) Operation (ongoing) Impact on: Impact on:

 Effects of dust and PM10 emissions  Road traffic from earthworks, demolition and  Emissions from the development movement of materials itself  Any specific impacts on ecological  Emissions from proposed back- receptors up combustion plant  Effect of heavy construction  Cumulative effects from other vehicles developments

4.93 As noted above in relation to noise, the current proposals include a significant use of the river. In the construction phase it will be bringing in materials from Tilbury (and the means whereby they get there in the first place) and in the operation phase both the servicing and ferry functions. Depending the propulsion used by the boats involved this could impact on air quality.

4.94 Para 9.52-9.55 reference DMRB which under predicts the NO2 in Gravesham, a result that has been confirmed by technical work done for Highways England on the A2 Bean and Ebbsfleet Junctions and Lower Thames Crossing projects. Both had to calculate factors by which the predictions have had to be increased so as to match the monitored results. This will need to be applied to any results for London Resort and the Council will discuss this matter in detail.

4.95 Para 15.6 references to heat pumps is welcomed, together with a gas fired combustion backup. The use of biomass incinerators would not be view favourably from the air quality point of view.

4.96 Para’s 15.23 and 15.25 refer to NOx and PM10, but not NO2 and PM2.5 emitted. Both pollutants should be included in the air quality work both during construction and operational phases, NO2 as Councils have to assess that and PM2.5 as it has become clear that this is a significant source of potential harm the humans and ecosystems.

4.97 PM2.5 s are mentioned in paragraph 15.24 which is for the operational phase but there will be construction phase PM2.5 emissions and these should be assessed

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as well as this is a significant concern in respect to their potential harm the humans and ecosystems

4.98 As noted above under noise the incidence of potential air quality issues may not fall neatly into the usual time categories so it will be necessary to devise a robust methodology that can cope with these unusual circumstances.

Water resources and flood risk

4.99 This topic area can be split into 6 areas:  Flood  Waste water treatment  Water supply and distribution  Waste water treatment and foul drainage  Marine environment  Water Quality and the Water Framework directive 4.100 The use of water and its drainage is logically connected with the peaks and troughs in park visitor numbers. Thus the critical point may well be during the summer holidays.

4.101 Flood risk in turn derives from the height of the flood defences along the Thames and any action that may be needed in relation to the Ebbsfleet stream. It is understood that the Environment Agency may be seeking to raise the existing flood defences due to rising sea levels. This needs to be planned for the river as a whole even if the developer is only responsible for ‘their’ section of the defence.

4.102 The commitment to a flood risk assessment at para 16.28 is welcomed but it is noted that a time span should be stated. Commercial development is normally 50 years but at this proposal includes hotels in the more vulnerable category this should be 100 years.

4.103 The water table in this area has been significantly affected by the impact of chalk extraction in and around the Ebbsfleet as a result needing pumping to lower the water table. Assessment is therefore need to understand what the current expectations are for the development already permitted in the area are and how this may impact on flows of ground and surface water if this project is built.

4.104 Oil spills and other pollution incidents need to trapped and dealt with before entering the wider water system for practical, health and environmental reasons.

4.105 Water supply needs careful consideration and the area is already one of water stress. The scale of this development (and the uses involved) implies at least a significant extra demand for water. The 2015 PEIR says that the proposed development could have a maximum demand of 11 Ml/day, though logically the reduced visitor numbers may lowered this. However 2006/7 demand in Dartford was 37 Ml/d and 24Ml/d. This is a water stress area where capacity to abstract is limited with a complex hydrology as noted above. Again this has to be set in the context of substantial committed development, albeit with meaures to reduce demand.

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4.106 On waste water treatment the document talks about establishing the existing local drainage network. The development boundary as drawn now includes Northfleet Waste Water Treatment Works, which is known to be operating at or near capacity. Liaison is need with Southern Water Services, the Ebbsfleet Development Corporation, Gravesham Borough Council and Dartford Borough Council as to the future levels of development and therefore the demands to be places on the system. The EDC has been exploring options in this area and their advice should be sought.

4.107 Marine dredging etc. can impact on the river in all of its many functions including marine ecology, and the stability of flood defences.

Soils, hydrology and ground conditions

4.108 As noted above the area has a number of challenges in relation to contaminated land and interactions with the local hydrology and the risk to residents and ecology. Northfleet land fill is crossed by the access road which is gassing waste tip that needs to be managed as a unit. On the Peninsula is the CKD despots is a major issue (see Swanscombe Peninsula Coastal Path report for Natural England by CMS Enviro on Cement kiln dust hazards and risks). We note that the MMO’s response to the PEIR that particular reference is made to cement kiln dusts, measures to prevent leachate from them, and responses should an incident occur and LRCH’s response that this will be implemented in ES chapter.

Waste and materials

4.109 Gravesham is not a waste authority. However both construction and operation have the capacity to produce significant volumes of waste (of different sorts). Discussions are needed with the Environment Agency KCC (In Kent) and Thurrock (north of the river).

4.110 Construction effects come from the demolition of existing structures and the impact of net effect from any land remodelling. As noted above the site includes a number of different types of contaminated land.

4.111 Any such development can be assumed to produce a significant amount of waste when fully developed and operational. There is no strategy about how this waste will be handled, how much will be recycled and so on. Discussions with KCC are therefore essential.

4.112 Paragraph 18.33 of the report advises that materials consumption during operational stages of the development will be scoped out. With the scale of visitors and workers proposed, it doesn’t seem reasonable to cope out materials consumption. This is especially surprising as 18.16 advises ”an assessment of significance has not yet been carried out” and so can’t see how the statement in paragraph 18.33 can be made namely “Due to the nature of the development, the use and consumption of material during operation is considered not to be significant”.

4.113 CHP Plant is described in paragraph 5.15 but it is not clear what fuel(s) it will use and whether this is of relevance for waste disposal.

Greenhouse gas emissions & climate change

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4.114 On the 25June 2019 Council adopted a resolution declaring a climate emergency, which needs to be taken account in conducting the analysis, see http://democracy.gravesham.gov.uk/ieListDocuments.aspx?CId=144&MId=3150& Ver=4. This applies to the Borough of Gravesham and therefore data on this topic area will need to be presented at Local Authority level not just scheme level.

4.115 The objective has to be to reduce Greenhouse gas emissions (GHG) to a minimum.

Chapter 19: Greenhouse gas emissions and climate change Construction (temporary) Operation (ongoing) Emissions from: Emissions from:  demolition and waste removal  Road traffic  Extraction and manufacturing of  Operational requirements of building materials buildings  Transport of materials  Maintenance, repair and replacement of buildings

 Transport in accessing the development Climate change impact: Climate change impact:  Increased flood risk  Flood damage to buildings and risk to occupiers and visitors  Increased heatwaves  Higher temperatures both in  Impact of increased wind speeds buildings and open spaces  Increased wind speeds

4.116 There are uncertainties in this area since national and local policies are still evolving as in the understanding of the interactions of the various elements. The Borough welcomes the commitment to low carbon and it will need to be clearly demonstrated how this will be achieved. As noted above this needs to be done at a District level as well as scheme way.

4.117 Although mentioned in the water resources chapter it should be made clear that one of the outcomes of climate change may be more intense rainfall which therefore impacts of the design of buildings and drainage systems.

5. Discussion

6. BACKGROUND PAPERS

6.1 The London Resort: Environmental Impact Assessment Scoping Report June 2020 and appendices

 https://infrastructure.planninginspectorate.gov.uk/wp- content/ipc/uploads/projects/BC080001/BC080001-000225- LNRS%20-%20Scoping%20Report%20part%201.pdf

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 https://infrastructure.planninginspectorate.gov.uk/wp- content/ipc/uploads/projects/BC080001/BC080001-000229- London%20Resort%20Part%202%20Redacted%20- %20reduced%20file%20size.pdf

6.2 2014 Planning Inspectorate Scoping Opinion

 https://infrastructure.planninginspectorate.gov.uk/wp- content/ipc/uploads/projects/BC080001/BC080001-000064- Scoping%20Opinion%20Report.pdf

6.3 2014 Gravesham Borough Council Scoping report (20141075)

Anyone wishing to inspect background papers should, in the first place, be directed to Committee & Electoral Services who will make the necessary arrangements.

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IMPLICATIONS APPENDIX 1

Legal This consultation has no legal implications but the submission of the DCO by London Resort will

Finance and Expenditure on consultants will be requried and subject to timetable significant this Value for is likely to be required in 2020/21/22. A Planning Performance Agreement may pay Money for this but staff time will still be needed.

Risk High Assessment

Equality Screening for Equality Impacts Impact Assessment Question

a. Does the decision being made or recommended through this paper have potential to cause adverse impact or discriminate against different groups in the community? If yes, please explain answer. No - consultation response

b. Does the decision being made or recommended through this paper make a positive contribution to promoting equality? If yes, please explain answer. No - consultation response

In submitting this report, the Chief Officer doing so is confirming that they have given due regard to the equality impacts of the decision being considered, as noted in the table above Corporate 03 Sustainable Gravesham Plan

Crime and Not applicable Disorder

Digital and None website implications

Safeguarding None children and vulnerable adults

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Appendix 2

London Resort – development description

2014 2020  land remediation works;

 A core ‘entertainment resort’ circa 45  the Leisure Core, comprising a range ha in area, featuring a range of of events spaces, themed rides and events spaces, rides, studio attractions, entertainment venues, attractions, cinemas, theatres, a theatres and cinemas, developed in water park, night clubs, catering, landscaped settings in two phases retail and amenity facilities themed known as Gate One and Gate Two. around the films and television The Gates will have entrance plazas programmes of Paramount Studios offering ancillary retail, dining and and UK producers. entertainment facilities;

 c. 30,000 square metres (m2) of event space for conferences and trade shows.

 A range of hotels with a combined  four hotels providing family, total of c. 5,000 bedrooms. upmarket, luxury and themed accommodation totalling up to 3,550 suites or ‘keys’. One or more of these hotels might be located within the leisure core. One hotel will incorporate a water park; four hotels providing family, upmarket, luxury and themed accommodation totalling up  a ‘Conferention’ Centre (i.e. combined conference and convention) with a floor area of up to 11,000 m2, capable of hosting a wide range of entertainment, sporting, exhibition and business events;  a linked building hosting a range of eSports, video and computer gaming events , with a total floorspace of up to 16,500 m2;  staff training facilities.  a ‘Back of House’ area accommodating many of the necessary supporting technical and logistical operations to enable the Entertainment Resort to function, including security command and crisis centre, maintenance facilities, costuming, employee administration, employee welfare, medical facilities, offices and storage;  A country park beside the River  habitat creation and enhancement Thames. and public access;

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 River bus access from the Thames.  river transport infrastructure on both sides of the Thames, including floating jetty and ferry terminals and the repair or replacement of White’s Jetty;

 c.14,000 car parking spaces for both  car parks with an overall volume of visitor and staff use, located partly in 10,750 spaces; multistorey facilities, and bus and coach parking  A transport interchange, including a  a people mover and transport ticket office. interchanges;  A new four‐lane dual carriageway  a Resort access road of up to four between the entertainment resort lanes (i.e. up to two lanes in each area and the A2(T) / B259junction. direction;  the A2 Highways Works comprising a signalised at-grade gyratory junction to replace two existing roundabouts at the A2(T) / B259 junction.  Flood prevention works on parts of  flood defence and drainage works; the site.

 Landscape works throughout the  terrain remodelling, landscape works development, incorporating earth and planting; shaping, new planting and habitat creation.

 Provision of service infrastructure  utility compounds, plant and service including water, electricity and gas infrastructure; supplies, telecommunications and arrangements for wastewater treatment and disposal.

 Improvements to the highway  local transport links, network (if required).  security and safety provisions (NB: a DCO could not contain housing  Related Housing comprising up to proposals at the time) 500 apartments for Resort workers. The apartments will typically have 4- 6 bedrooms and shared kitchen and lounge facilities.

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Appendix 3

Current Illustrative Masterplan

PageAppendix 104 4

Annotated Land Use Plan

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Appendix 4

London Resort Plans (extracts) Page 106 Page 107 Agenda Item 10

Classification: Public Key Decision: No

Gravesham Borough Council

Report to: Cabinet Finance & Audit Committee

Date: 07 September 2020 / 13 October 2020

Reporting officer: Director (Corporate Services)

Subject: General Fund Budget Monitoring Report 2020/21 – Quarter One Purpose and summary of report: To provide Members with information on actual performance against the approved Revenue and Capital budgets for 2020/21, including projected variances agreed or identified through budgetary control activity. To update Members on other key areas of financial performance that may impact on the Council’s Medium Term Financial Strategy, Medium Term Financial Plan, or Financial Statements.

Recommendations:

1. This report is for information only.

1. INTRODUCTION

1.1. The Constitution of the Council requires Members to receive reports in respect of the Council’s finances and financial performance. This report therefore provides an assessment of performance against approved budgets for the 2020/21 financial year for the first quarter to 30th June 2020, as well as updating Members on other key areas of financial performance.

1.2. The Council continues to operate robust budgetary control actions to ensure good financial governance and respond to the pressures on the Council’s finances. In addition to the reporting of financial performance through regular budget monitoring reports, these actions include:

 Requiring all financial decisions and major acquisitions to be brought to Management Team for discussion and approval;  Appropriate controls in approving purchase orders;  Requiring all recruitment activity to be considered and approved by Management Team;  Monitoring the delivery of activity under the council’s Bridging the Gap Strategy, as set out in the Medium Term Financial Strategy (MTFS). Page 108

2. EXECUTIVE SUMMARY

Revenue

2.1. At the end of Quarter One, there is a projected overspend for the year of £3,359,890. Movements affecting the forecast position against the original budget for the year are largely attributable to reduced income projections arising from the Covid-19 pandemic.

2.2. The council ended 2019/20 in a favourable position, enabling budgets totalling £85,800 to be approved for carry forward into 2020/21.

2.3. The level of Working Balances at year-end is projected to be £7.86m, constituted of the minimum working balances of £2.0m, the General Fund reserve of £3.25m and usable Working Balances of £2.61m.

2.4. Movements in the year are projected to result in a net decrease in reserves of £0.67m, with the level of reserves being £11.91m at start of year, and projected to be £11.24m at year- end.

2.5. Significant risks to the General Fund’s financial position continue to come from the lack of clarity regarding the long-term future of local government funding, and more recently, the financial consequences of the Covid-19 pandemic.

2.6. Capital

2.7. The revised General Fund Capital Programme budget is £19.37m, including £6.95m to support furtherance of the council’s land and commercial property portfolio and £4.7m for developing Land at Dering Way. Actual spend for Quarter One was £1.38m.

3. REVENUE

3.1. Budget 2020/21

3.1.1. The approved Original Budget Requirement for 2020/21 was £11,543,950, funded by a combination of retained Non-Domestic Rates, New Homes Bonus, and Council Tax. It also enabled a contribution of £270,100 to be made to Usable Working Balances, in accordance with the Medium Term Financial Strategy.

3.1.2. The table below sets out the current assessment of performance against the Original Budget by Directorate, based on known and projected variances as at 30 June 2020.

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Original Forecast Variation Directorate / Budget Heading Budget 2020/21 (£) 2020/21 (£) 2020/21 (£) Chief Executive 26,810 26,810 0 Communities 3,509,280 5,586,140 2,076,860 Corporate Services 2,978,780 3,778,780 800,000 Housing & Operations 3,680,230 3,746,740 66,510 Planning & Development 1,850,240 1,985,460 135,220 Items Carried Forward from 2019-20 0 85,800 85,800 Non-Directorate Specific 850,200 850,200 0 Interest and Investment Income (850,000) (654,500) 195,500 Government Grant Funding (1,267,930) (1,267,930) 0 Transfers to/ (from) reserves (515,180) (360,180) 155,000 Transfers to/ (from) balances 603,010 603,010 0 Transactions below the line 678,510 523,510 (155,000) BUDGET REQUIREMENT 11,543,950 14,903,840 3,359,890

Business Rates Income (3,698,510) (3,698,510) 0 Council Tax Income (7,144,320) (7,144,320) 0 Parish Precepts (368,210) (368,210) 0 New Homes Bonus (603,010) (603,010) 0 Transfers to Working Balances 270,100 270,100 0 BUDGET SHORTFALL/(UNDERSPEND) 0 3,359,890 3,359,890

Table 1: General Fund Revenue Outturn by Directorate / Budget heading

3.2. CHIEF EXECUTIVE’S DIRECTORATE – NIL VARIANCE

3.2.1 There are no significant variances to report.

3.3. COMMUNITIES DIRECTORATE – £2,077k ADVERSE VARIANCE

3.3.1. Leisure Services Income: £149k adverse variance – the Council has considered financial support to Gravesham Community Leisure Limited who manage Cascades and Cygnet Leisure Centres within the borough, in the light of the centres’ enforced closure resulting from government actions to combat Covid-19. Resultantly, fees payable for quarters one and two of 2020/21 have been waived with the effect of reduced income of £149k.

3.3.2. Woodville & Market income: £443k adverse variance – due the outbreak of the Covid-19 pandemic and government measures designed to combat the spread of the virus, both The Woodville and Borough Market ceased operations immediately in March 2020. Following the partial lifting of restrictions, the Market reopened in early June, with a Woodville cinema offering commencing in early July (although the Theatre itself remains closed, and is not expected to reopen until later in 2020/21). Financial projections have been undertaken to analyse the impact of reduced income at both the Market and Woodville, with the combined net effect projected at being £443k for the current financial year.

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3.3.3. Rental Income: £466k adverse variance – the Council’s original budget for 2020/21 included an estimation of £4,625k for rental income, predominantly within the Communities directorate, and therefore an exercise has been undertaken to evaluate this income stream closely in the light of the Covid-19 pandemic. This has included an assessment of the likely impact on properties acquired under the Council’s Property Acquisition Programme, as well as existing sites held such as Industrial Units, and District Shopping Centres.

3.3.4. For the most significant income streams and where greater information is known about tenants and payment habits, detailed projections have been considered. For the residual items held under the rental income heading, an estimate of a 25% potential income reduction has been applied. The net effect of both sets of calculations is a projected adverse variance of £466k for 2020/21.

3.3.5. Parking Income: £1,019k adverse variance – following the lockdown announcement of 23 March in response the Covid-19 pandemic, parking charges – both on-street and within car parks, were suspended whilst government restrictions were in place to combat the spread of coronavirus. As restrictions were partially lifted, parking charges and enforcement were reintroduced across the borough from June, however, with no income being realised across the first two months of the financial year, there is adverse effect on the Council’s Medium Term Financial Plan.

3.3.6. Additionally, with the proposed development of The Charter gaining momentum in 2020/21, it is anticipated that Horn Yard and Market Square car parks will be closed from September 2020. Officers in Finance have been working with the Parking Services Manager on updated income projections to take account both of these closures, and the wider income reduction arising from the Covid-19 pandemic. The net effect is a projected adverse variance of £1,019k in 2020/21.

3.3.7. Safer Stronger Communities: Neutral variance – the Council has successfully secured a Crime Reduction Grant of around £35k from the Police and Crime Commissioner to support the Community Safety service. This comprises the upgrade of CCTV cameras in key locations within the town centre and other known areas of crime.

3.4 CORPORATE SERVICES DIRECTORATE – £800k ADVERSE VARIANCE

3.4.1 Fees & Charges: £800k adverse variance – work is ongoing across the Council’s finances to assess the impact of the Covid-19 pandemic, particularly in relation to a range of fees and charges budget lines. For significant income streams, detailed projections have been ascertained following work between the Finance team and budget holders e.g. Parking, Planning, Rental Income, with variances reported within their respective directorates. For the residual items within fees & charges across all directorates, an assumption of a 25% reduction has been applied and recorded under Corporate Services, giving rise to the £800k adverse variance. This assumption has been derived on the basis of little income expected April-June, with a staggered increase occurring across the rest of 2020/21. It is consistent with expectations of other District Councils in Kent, and will continue to be monitored throughout the year.

3.4.2 The Charter: Neutral variance – work to progress The Charter development within Gravesend town centre is ongoing, and resultantly, £40k has been made available from the NNDR Growth Fund to finance external consultancy advice relating to an independent review of the proposed scheme.

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3.5 HOUSING & OPERATIONS DIRECTORATE – £67k ADVERSE VARIANCE

3.5.1 Garden Waste Collection Service: £37k favourable variance – the garden waste subscription service continues to expand in 2020/21. This additional volume of around 1,600 new customers since April 2020, in conjunction with a review of the existing charging structure from the same date, has led to additional net income of £37k compared to the original budget.

3.5.2 Waste Recycling Income: £15k favourable variance – income received from recycling credits has been higher than budgeted due to an increase in recyclable waste in the first quarter of the year.

3.5.3 Increased fuel costs: £20k adverse variance – following the recent expansion of the Brookvale Depot fleet of vehicles, combined with additional domestic collection and fly- tipping recovery journeys as an indirect consequence of lockdown measures associated with the Covid-19 pandemic, there is projected additional fuel expenditure of £20k in 2020/21.

3.5.4 Trade Waste Collections: £99k adverse variance – as a result of government restrictions following the outbreak of the Covid-19 pandemic, many local businesses were required to close temporarily, and thus no longer required the Council’s trade waste collection services. Although many have now re-opened, some are running at reduced capacity compared to pre-lockdown, with others closed permanently. There is therefore a reduced demand for waste collection services, which gives rise to the projected income deficit of £99k for 2020/21.

3.6 PLANNING & DEVELOPMENT DIRECTORATE – £135k ADVERSE VARIANCE

3.6.1 Planning Application Income: £103k adverse variance – the volume of planning applications since lockdown was announced on 23 March has decreased by 20-25%. This is at both a national and local level, and has occurred due to the restrictions in place delaying applications and works that were previously envisaged. Although it is hoped that volumes will increase during the rest of the year, an overall income reduction of 25% is currently expected, resulting in an adverse projected variance of £103k for 2020/21.

3.6.2 South Thames Gateway Building Control Partnership: £32k adverse variance – in a similar fashion to the variance described above, Building Control activity has been substantially affected by lockdown restrictions arising from the Covid-19 pandemic. The Partnership as a whole is currently forecasting an income deficit for 2020/21 of £512k, of which the Gravesham share would be £77k. This represents an additional £32k over and above the originally budgeted contribution payable from the Council to the Partnership of £45k.

3.6.3 Street-Lighting: Neutral variance – reserve funding of £50k each from the NNDR Growth Fund, and revenue grants not yet applied has been made available to facilitate the conversion, where possible, of Council-owned street and amenity lighting to LED lighting, as well providing for maintaining and fixing existing assets.

3.6.4 Bus interchange at Rathmore Road: Neutral variance – reserve funding of £15k as been made available as a contribution to a Kent County Council-led project to implement a new bus hub to improve the transport interchange between bus and rail in Gravesend town centre at Barrock Row.

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3.7 ITEMS CARRIED FORWARD FROM 2019/20 – £86k

3.7.1 The following items from 2019/20 have been approved for carry forward to 2019/20 by the Section 151 Officer and the Council’s Management Team:

Summary of General Fund Revenue 2019/20 year-end carry forward requests Directorate Service Amount Reason for carry-forward request into 2020/21 Communities Community Engagement £7,610 Unspent MOD grant to be rolled forward. The MOD have agreed that this money can be carried forward and used against an appropriate project next year. Communities Community Involvement £12,640 Unspent Community Involvement budget to be used to bolster activities and events in the new year due to the cancellation of a number of activities in 2019/20. Communities The Woodville £15,000 Unspent Woodville budget to be rolled forward to cover the cost of new lighting in the Kent Room and Bar. Communities Arts Development & Cultural £6,000 Grant associated with The Arts Council Service Level Agreement. Events Outstanding information delayed due to organisational restructure. Funds will be re-aligned in the 2020/21 Service Level Agreement. Communities Arts Projects £3,450 Income received from ticket sales of the annual Outdoor Theatre held at Nurstead Court. The funds raised from the previous years performance will be used to cover 2020/21 production costs. Communities Licensing £6,200 Budget needed to fund the cost of new tablets for the Licensing Team, this has been delayed due to COVID-19. Communities Major Outdoor Events £17,690 Social Values income received in 2019/20 which has not been allocated to events. This will now be spent in 2020/21. Corporate Services Corporate Management £13,710 Budget to be rolled forward to pay for the solicitors cost for the sale of Lord Expenses Street car park. Housing & Operations Burials Admin £3,500 Safety equipment required for grave excavation which is a legal requirement, the delivery of this equipment was delayed due to COVID-19. Total carry-forward requests £85,800

Table 2: Items Carried Forward from 2019/20

3.8 INTEREST AND INVESTMENT INCOME – £195k ADVERSE VARIANCE

3.8.1 The COVID-19 pandemic has had a significant impact on the world’s economy. In the UK, the Monetary Policy Committee (MPC) made two emergency cuts to the Bank of England Base rate, reducing it firstly from 0.75% to 0.25% and then further to 0.10%. The value of equity markets have fallen to record lows and property rental income streams have become uncertain as business no longer need.

3.8.2 The Council generates investment income through dividends from Property Funds and Multi Asset funds as well as interest earnt from investing the remaining cash balances in Fixed Term deposits, Call accounts and Money Market Funds.

3.8.3 The dividend from Property Funds is forecast to be down around £67k on initial forecasts. Whilst Property Fund Managers are working closely with all their tenants to secure the rental income, a reduction in dividend income is expected as some companies will not being able to fully meet their rental obligations, void properties may not be able to re-let as quickly as they might previously have been and additional legal costs being incurred to renegotiate tenancies.

3.8.4 The income from Multi Asset Funds is expected to be reduced by some £50k for a number of reasons including some companies holding off paying shareholders dividends and investments not returning the expected level of interest due to the reduction in the Bank of England base rate.

3.8.5 For internally invested cash balances, the reduction in the Bank of England’s Base Rate, will result in a forecast loss of investment income of around £78k.

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3.9 FUNDING STREAMS – NEUTRAL VARIANCE

3.9.1 Transfers to/(from) reserves & Transactions below the line: net neutral variance – under accounting arrangements the corresponding entries relating to reserve-funded expenditure within services (the drawdown from the reserve and the transfer into the specific service) are shown here. The total of £155k relates to projected reserve funded items as described within individual Corporate Services, and Planning & Development Directorate sections above.

3.10 WORKING BALANCES AND RESERVES

3.10.1 The variances and Carried Forward items outlined in this report have the following effect upon the General Fund working balances:

Working Balances £

Balance Brought Forward from 2019/20 10,350,750 New Homes Bonus (Straight to working balances) 603,010 Budgeted contribution to Working Balances 270,100 Variances per budget report (Incl.items Bfwd from 2019/20) (3,359,890) Forecast Working Balances C/Fwd (as at 30 June 2020) including Minimum GF Working Balance 7,863,970 Less: Minimum GF balance (2,000,000) Less: Additional General Fund Reserve (3,250,000) Forecast Usable Working Balances C/Fwd (as at 30 June 2020) 2,613,970

Table 3: Effect on General Fund Balances

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3.10.2 The general working balance is supplemented by specific reserves, established to assist with future funding obligations or initiatives. The table below provides a summary of the final movements on these specific reserves during the year.

Opening Forecast Forecast Forecast General Fund Earmarked Reserves Balance Use of Reserve Contributions Balance 01/04/2020 (Expenditure) (Income) 31/03/2021 £'000 £'000 £'000 £'000 Planning Policy Reserve 369 (280) 50 139 Asset Enhancement Reserve 1,320 (464) 100 956 Spend to Save Reserve 160 (162) 2 -- Leisure Centres Reserve 1,649 (189) 359 1,819 Corporate Priorities Reserve 250 -- -- 250 Town Pier Pontoon Reserve 111 (24) 12 99 Local Authority Mortgage Scheme (LAMS) 25 (25) -- -- REelescetrivoen s Reserve 74 -- -- 74 NNDR Collection Fund Equalisation Reserve 500 -- -- 500 IT Infrastructure Reserve 340 (330) 75 85 DSO Vehicle Capital Reserve 102 (105) 105 102 Freighter Replacement Reserve 1,002 (400) 231 833 NNDR Growth Fund Reserve 588 (110) 239 717 Lower Thames Crossing Reserve 150 (100) -- 50 Woodville Repairs Reserve 227 -- 58 285 Investment Interest Equalisation Reserve 500 -- -- 500 Housing & Commerical Growth Fund 700 -- -- 700 St George's Income Protection Reserve 948 -- -- 948 Commerical Income Protection Reserve 483 -- 210 693 Service Review Reserve 241 (158) -- 83 Playgrounds Reserve 117 (55) -- 62 Decriminalisation Reserve 185 (285) 100 -- Enterprise Reserve -- (349) 500 151 Climate Change Reserve -- -- 500 500 Sub-total - Specific Earmarked Reserves 10,041 (3,036) 2,541 9,546 Revenue Grants not yet applied 1,865 (175) -- 1,690 Total - All Earmarked Reserves 11,906 (3,211) 2,541 11,236

Table 4: Analysis of Specific Reserves

3.10.3 New approved uses of reserves are already referred to within individual directorates – see sections 3.4.2, 3.6.3 and 3.6.4.

3.10.4 Other reserve movements are forecast as per the original budget and will be updated once further expenditure plans/drawdowns are established.

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3.11 MEDIUM TERM FINANCIAL PLANNING

3.11.1 The Medium Term Financial Plan (MTFP) is reviewed on an ongoing basis in order to take into account longer-term assumptions around cost pressures and central government funding announcements, together with building in all known variances to the Council’s budget as a result of Management Team and Cabinet decisions. The latest version of the Medium Term Financial Plan is attached to this report at Appendix Two.

3.11.2 The financial environment within which the Council operates continues to remain challenging and with significant uncertainty in 2020/21. The anticipated comprehensive review of Local Government Finance pending the outcomes of the Fair Funding Review was originally due to take place during 2020/21. This has since been postponed until after April 2021 given the current Covid-19 pandemic.

3.11.3 The Covid-19 pandemic is also affecting the Council’s financial outlook in 2020/21. Although this commenced in March 2020, there was limited impact in terms of year-end accounting and reporting for 2019/20, with the major effect being increased debt impairment provisions set aside.

3.11.4 However, as already described within several sections of this report, it is anticipated that during the current financial year, the Council will see significant reductions of income, for example in the following areas:

 Rental income payments from tenants within commercial and investment properties  Fees charges – for example car parking income and receipts at The Woodville  Investment income from Property and Multi-Asset Funds  Council Tax and Business Rates

3.11.5 As of writing, the Council has received around £1.3m funding from Central Government in order to assist with the response to the pandemic. This comprises of three separate tranches received of £53k, £1,054k and £194k respectively, and is specifically designed to finance direct expenditure pressures resulting from the pandemic.

3.11.6 Although providing a useful contribution, the local government sector continues to lobby Central Government for further support to assist with the projected income losses described in section 3.11.4. On which note, it was announced on 2nd July that the Government would be implementing a scheme whereby 75% of sales, fees and charges related income losses beyond 5% of budgeted income, would be reimbursed. Detailed technical guidance on this mechanism has yet to be received, and therefore all income deficits covered in this report, do not take account of this.

3.11.7 In relation to Council Tax and Business Rates, the Government is implementing a further scheme to assist with Covid-19 related income shortfalls. Whilst under conventional collection fund accounting arrangements, any deficits experienced in 2020/21 would normally be repayable from the General Fund in the following year i.e. 2021/22, provision has been made to spread these payments over a three year-period instead. This will assist both the Council’s Medium Term Financial Plan and cash-flow arrangements over the next three years.

3.11.8 The Council has also been acting in an agency capacity, administering a whole series of small business grants as part of a national scheme the Government designed to help support local economies. As of writing, around £14.5m has been distributed to local businesses qualifying under this scheme, which has been enabled through a range of officers across the Finance and Economic Development teams.

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4. GENERAL FUND CAPITAL PROGRAMME

4.1 The following table details the position of General Fund Capital Programme as at the end of Quarter One. This includes the revised original budget for 2020/21, taking into consideration adjustments for carried forward items as approved by the Section151 Officer and the Council’s Management Team.

2020/21 Original 2020/21 Scheme Budget inc Actual Outstanding C/Fwd E x p e nditure Balance £ £ £ Essential Repairs to Buildings 898,870 143,370 (755,500) Gravesend Cemetery Improvements 14,830 0 (14,830) Parrock St Car Park - resurfacing 11,740 26,990 15,250 Purchase of Vehicles (DSO Fleet) 275,830 52,820 (223,010) Gatekeeper Replacement 50,000 0 (50,000) New Wheeled Bins for Flat Recycling 100,000 0 (100,000) Waste & Horticulture back office system 108,690 0 (108,690) Replacement Playground Programme 104,870 0 (104,870) IT Equipment Air Conditioning Unit 40,000 0 (40,000) Brookvale Office Accommodation 1,400,000 0 (1,400,000) Property Acquisition Programme 3,286,980 0 (3,286,980) Land Acquisiton Programme 3,658,810 0 (3,658,810) Land at Dering Way 4,702,910 1,095,740 (3,607,170) Heritage Quarter - St George's Centre 130,000 0 (130,000) Cascades Replacement Flumes 29,440 15,440 (14,000) Heritage Assets 388,580 0 (388,580) Gym Equipment Leisure Centres 386,000 0 (386,000) Back up Generator 75,000 0 (75,000) Parking Machines 251,200 0 (251,200) LATCO development costs 24,110 3,410 (20,700) LATCO working capital provision 500,000 0 (500,000) Elizabeth Huggins Cottages 2,000,000 0 (2,000,000) Town Centre Improvements 67,590 44,050 (23,540) Parking Software 74,750 0 (74,750) Purchase of Freighters 400,000 0 (400,000) Enforcement of Private Housing 55,000 0 (55,000) Standards IT Infrastructure Assets 330,000 0 (330,000) 19,365,200 1,381,820 (17,983,380)

Table 5: General Fund Capital Programme 2020/21

 Essential Repairs to Buildings

The following work has been completed this year: - Refurbishment of First Floor Flats; - The replacement of the main roof at Cascades Leisure Centre has now been completed. The majority of these costs will be reimbursed via an insurance claim. 10 Page 117

- Flume repairs at Cascades Leisure Centre

On-going work to be funded from the Essential Repairs budget includes:

- LED lighting for the remainder of the council Building. Work is now being planned to replace the lighting in the Flats; basement, and Foyer areas; - Cascade Ceiling repairs.

 Gravesend Cemetery Improvements – the infrastructure of both Cemeteries (such as litter bins) is currently being reviewed to establish the priority of improvements.

 Parrock Street Car park resurfacing – the resurfacing work has now finished, coming in over budget by £15,250, all invoices have now been paid.

 Purchase of Vehicles (DSO Fleet) – The fleet replacement programme for 2020/21 is in place with vehicles having either been ordered or delivered.

 Gatekeeper Replacement – KCC approval has been received for Automatic Number Plate Recognition (ANPR) enforcement of the King Street bus gate. The legal agreement is currently being drafted. Once this has been done the capital spend on equipment can be made.

 New Wheeled Bins for Flat Recycling – due to the Covid-19 pandemic, the review of flats was suspended, this will be re-started later in the year. A project plan for recycling in flats will be produced once the review has been completed.

 Waste & Horticulture Back Office System – the second stage of implementation, focusing on trade waste, is underway and will be operational from 1st July 2020.

 Replacement Playground Programme – a 20 year replacement programme is in place, however any renewals for 2020/21 are currently under review due to restrictions arising from the Covid-19 pandemic.

 IT Equipment air conditioning unit – this is currently undergoing the final specification and will then be passed to Finance for tendering.

 Brookvale Office Accommodation – as a result of lockdown restrictions arising from the Covid-19 pandemic, there have been delays to commencement of the private vehicle servicing operation. This has had a corresponding delay on work to redesign the Brookvale depot. As Covid-19 related restrictions are lifted, attentions are now returning to this scheme with expenditure schedule in due course.

 Property Acquisition Programme – this activity is currently on hold given the pandemic situation but in the meantime the acquisition criteria for investments is being reviewed for member consideration.

 Land Acquisition Programme – the council continues to maintain an overview of strategic land sites in the borough so that, as sites come to the market, their acquisition can be considered as a means of delivering development and revenue generating opportunities for the council and the wider borough in the future.

 Land at Dering Way – as a first step, a master planning exercise of the various landholdings in the wider area is being undertaken. The master planning exercise will seek to consider complementary uses of the adjacent land holdings to ensure that development in that area maximises benefits to the council and to the wider community,

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taking advantage of opportunities to improve access to and provision of services, green space and high quality housing. As such the project has been re-profiled within the Capital Programme.

 Heritage Quarter (St George’s Centre) – the works to re-enliven the mall areas of the St George’s Centre have now been completed. Further works at the site have been re- profiled within the Capital Programme, in line with the latest projected pattern of development.

 Cascades Replacement Flumes – the major internal and external works have now been completed and will be operational once the pools are fully re-open. Only minor follow up painting/snagging works remain, which will be completed in due course.

 Heritage Assets – capital expenditure relates to surveys and site investigations in support of progressing works to the council’s heritage property assets, including repairs to the Larkin Memorial, Higham, a conservation management plan for Gravesend Cemetery and maintenance of the Gravesend Blockhouse. Preparations have been made for works to the river wall at St Andrew’s, which is now out to tender. Submissions to the National Heritage Lottery Fund have been on hold due to the Covid- 19 pandemic, but it is an aspiration to submit applications to that fund, once supporting information is in place.

 Gym Equipment Leisure Centres - Cascades and Cygnet Leisure Centres have both received brand new fitness kit, which was installed prior to the re-opening of the sites on 25 July. In light of the Covid-19 pandemic, a decision has been made, in partnership with GCLL, not to replace the specialist spin bike equipment at the present time and so approximately £47k is left within the capital budget for future replacement, anticipated to take place later in 2020/21.

 Back-up Generator – tender documents to procure a back-up generator have been prepared. The project manager is currently making arrangements for the tender to be issued.

 Parking Machines - options are currently being appraised for the replacement and upgrade of Pay & Display machines and recommendations will be put forward for decision later in the year.

 LATCO Development Costs – the work has now been completed; no further costs are expected.

 LATCO Working Capital Provision – funds have been set aside to facilitate Rosherville Limited bringing forward The Charter development scheme within Gravesend town centre. Now that necessary Council approvals have been put in place, Rosherville Limited is actively involved in negotiations with Reef (partners in the scheme), which will be backed by service level agreements with the Council.

 Elizabeth Huggins Cottages – Trustees are now actively seeking external grant funding and tender submissions in order to take this scheme forward, and will return to officers in due course once pre-conditions of the Council’s loan agreement have been met.

 Town Centre Improvements - the capital budgeted expenditure to date has funded the acquisition of a MV7000 Gladiator Machine. This is now operational in the Town Centre. The remaining budget will be spent on the purchase of 28 Big Belly bins as itemised in the report to Full Council, 25 February 2020.

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 Parking Software – a supplier has been confirmed and an order will be placed shortly for supply, installation and training in accordance with the Capital Budget.

 Purchase of Freighters – two new refuse collection vehicles are currently on order and due to be delivered during quarter three. A replacement programme is in place to ensure refuse collection vehicles are replaced in a timely manner.

 Enforcement of Private Housing Standards – the planned enforcement action has been delayed as a result of the Covid-19 pandemic. However, over the past few weeks, quotes for works have been obtained and the contractor is likely to start on site on 05 October 2020. The works are estimated to be completed within 12 weeks.

 IT Infrastructure Assets - new IT Storage and Disaster Recovery hardware and software has just been purchased for £183k. The hardware components have been delivered to site, but the installation by Dell engineers was initially postponed due to the Covid-19 pandemic. However, engineers are now making visits on site again and a project manager has been assigned to Gravesham who will be leading officers through the installation process. Procurement of a new telephony platform is about to begin. Demonstrations will be held from all suppliers during the first weeks of August and identification of suitable framework agreements will follow.

4.2 Capital Resources

4.3 The table below shows the General Fund resources available to fund capital projects in the future:

Anticipated Opening Actual use of Projected General Fund Capital Resources Balance Income Funding Balance 01/04/2020 2 0 20/21 2 0 2 0 / 2 1 3 1 / 0 3 / 2 0 2 1 £ £ £ £ Capital Receipts (596,280) (6,670) 602,950 0 S106 Capital Contributions (531,050) 0 67,590 (463,460) Capital Grants unapplied (147,190) 0 0 (147,190) Total Capital Resources (1,274,520) (6,670) 670,540 (610,650)

Table 6: General Fund Capital Resources 2020/21

Anticipated Actual Projected Opening use of Income Balance Capital Grants Unapplied Balance Funding 2020/21 31/03/2021 01/04/2020 2020/21 £ £ £ £ Transport Quarter Stage 3 (2,970) 0 0 (2,970) Localised Council Tax Support (89,220) 0 0 (89,220) Land at South of Hever Court Road (55,000) 0 0 (55,000) Total Capital Grants Unapplied (147,190) 0 0 (147,190)

Table 7: Capital Grants Unapplied 2020/21

13 4.4 The table below lists the S106 developer contributions currently held by the council. These contributions are treated as specific grants as they have conditions attached to their use.

Total S106 Third Party Income S106 Developer Contributions Purpose of S106 General HRA C o n t r i b u tions 2020/21 Fund £ £ £ £ This grant fund was established by money secured from Union Rail the developers of the Channel Tunnel Rail Link. The original contribution was Infrastructure Maintenance Depot (IMD) £242,000. Its aim is to support the delivery of landscape access, wildlife and Compensation fund (2,590) 0 0 (2,590) recreation schemes in the Wards and Parishes affected by the development. Land at the South of Hever Court Road 0 0 (80,000) (80,000) Highways contribution. Towards qualitative improvements to the wider Whitehill amenity space. These funds might be put towards a number of potential opportunities including, for example, new seating, footpath improvements, new planting and/or the levelling of Whitehill Open Space (52,000) 0 0 (52,000) the retained amenity space to the north of the proposed development.

Land South of Dalefield Way, Dering Way (17,000) 0 0 (17,000) Flood Risk Management - £12,000, Bus Shelter - £5,000. Page 120 Whitehill Road 0 0 (1,000) (1,000) Highways contribution To provide additional and/or improved play facilities at the Recreational ground Springhead Leisure Contribution (150,000) 0 0 (150,000) and if not expended in 7 years after payment any unspent sum should be repaid A scheme to improve or enhance the environmental setting, visitor and shopper Bluewater - Gravesend Town Centre Improvements (259,460) (259,460) experience, and / or attractiveness of Gravesend Town Centre. For use by Gravesend Council leisure for Springhead Recreation Ground pitch improvements at Dover Road Development, Includes levelling works to make Dover Road - Open space (50,000) (50,000) 'pitch' 2 more usable to accommodate junior markings and potential 5V5 pitch. Total S106 Contributions (531,050) 0 (81,000) (612,050)

Table 8: S106 Contributions 2020/21 Page 121

5 TREASURY MANAGEMENT

5.1 The Council has adopted the Chartered Institute of Public Finance and Accountancy (CIPFA) Code of Practice on Treasury Management, which sets out the principles and guidelines to be followed in borrowing and investment operations undertaken by Local Authorities. On 25 February, Full Council approved the Treasury Management Strategy Statement for 2020-21, based on the Code. The authority’s Annual Investment Strategy is incorporated in the TMSS and outlines the authority’s investment priorities as being:

 Security of Capital  Liquidity  Yield

5.2 An update on Treasury Management performance is provided to Members through budget monitoring reports, with more detailed reporting of treasury management activity to the Finance & Audit Committee every six months. A full list of internally managed investments held by the Council at 30 June 2020 can be found at Appendix Three of this report.

5.3 The Council currently pursues a variety of investment opportunities within its Treasury Management strategy which prior to Covid-19 were generating the following returns: a) Around £10m is invested in Externally Managed Property Funds generating returns in the region of 3-5% b) A further £10m is invested in three Multi-Asset funds generating returns of around 3- 4%. c) Remaining cash balances are generally invested in short-term deposits and overnight money market funds currently generating returns of around 0.67%. d) A total of £22.9m has been expended purchasing Investment Properties (including acquisitions and external professional support) from which initial yields have typically been upwards of 6%.

5.4 Due to the current economic climate, investment returns have reduced but are being carefully monitored by Officers within Finance, who are in regular contract with the External Fund Managers.

5.5 The following summary of Key economic developments within this reporting period has been provided by Link Asset Services, the authority’s Treasury Management.

5.6 UK – Economic growth in 2020 started with optimistic business surveys pointing to growth after the ending of political uncertainty following the general election result in December that settled the Brexit issue. Since then, the whole world has changed because of the coronavirus outbreak. The overall growth rate in quarter 1 was -2.2%. However, the main fall in growth did not occur until April when it came in at -24.5% year on year after the closedown of whole sections of the economy. What is uncertain, however, is the extent of the damage that will have been done to businesses by the end of the lockdown period, how consumer confidence and behaviour may be impacted afterwards, whether there could be a second wave of the outbreak, how soon a vaccine will be created and then how quickly it can be administered to the population. This Page 122

leaves huge uncertainties as to how quickly the economy will recover to what was formerly regarded as normality. However, some changes during lockdown are likely to be long lasting e.g. a shift to online purchasing, working from home, etc. The lockdown has also had a sharp effect in depressing expenditure by consumers which means their level of savings have increased and debt has fallen. This could provide fuel for a potential surge in consumer expenditure once some degree of normality returns.

5.7 Although the UK left the EU on 31 January 2020, we still have much uncertainty as to whether there will be a reasonable trade deal achieved by the end of 2020. At the end of June, the UK government rejected extending the transition period beyond 31 December 2020. This has increased the chances of a no-deal Brexit. However, the most likely outcome is expected to be a slim deal on trade in order to minimise as much disruption as possible. However, uncertainty is likely to prevail until the deadline date which will act as a drag on recovery

5.8 After the Monetary Policy Committee left Bank Rate unchanged at 0.75% in January 2020, but the onset of the coronavirus epidemic in March forced it into making two emergency cuts in Bank Rate first to 0.25% and then to 0.10%. These cuts were accompanied by an increase in quantitative easing (QE). In June, the MPC decided to add further QE purchases of gilts, but to be implemented over an extended period to the end of the year. The total stock of QE purchases will then amount to £745bn. It is not currently thought likely that the MPC would go as far as to cut Bank Rate into negative territory, although the Governor of the Bank of England has said all policy measures will be considered. The Governor also recently commented about an eventual tightening in monetary policy – namely that he favours unwinding QE before raising interest rates. Some forecasters think this could be as far away as five years.

5.9 The Government and the Bank were also very concerned to stop people losing their jobs during this lockdown period. Accordingly, the Government introduced various schemes to subsidise both employed and self-employed jobs and put in place a raft of other measures to help businesses access loans from their banks, (with the Government providing guarantees to the banks against losses), to tide them over the lockdown period when some firms may have little or no income. The Bank of England expects the unemployment rate to double to 8%.

5.10 The Government measures to support jobs and businesses will result in a huge increase in the annual budget deficit for the current year, from about 2% to nearly 17%. The ratio of debt to GDP is also likely to increase from 80% to around 105%. In the Budget in March, the Government also announced a large increase in spending on infrastructure; this will also help the economy to recover once the lockdown is ended. Economic statistics during June were giving a preliminary indication that the economy was recovering faster than previously expected. However, it may be a considerable time before economic activity recovers fully to its previous level.

5.11 Inflation. The annual inflation rate dropped to 0.5% in May from 0.8% in April and could reach zero by the end of the year. Inflation rising over 2% is unlikely to be an issue for the MPC over the next two years as the world economy will be heading into a recession. Other UK domestic prices will also be under downward pressure; wage inflation was 16 Page 123

already on a downward path over the last half year and is likely to continue that trend in the current environment where unemployment will be rising significantly. In May’s Monetary Policy Report, the Bank of England predicted that inflation would hit their 2% target by 2022. This was in the context of its forecast that GDP would rise by 3% in 2022 after a recovery during 2021. While inflation could even turn negative in the Eurozone, this is currently not likely in the UK.

The background papers to this report are held within the Accountancy Section

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IMPLICATIONS APPENDIX 1

Legal There are no specific legal matters arising from this report.

Finance and Value The financial implications are contained within the body of this report. for Money

Risk Assessment The purpose of this report is to demonstrate financial performance as at 30 June against the original budget set for the 2020/21 financial year, and assess full year projections to 31 March 2021. It also illustrates how the projected position affects the Working Balances and Earmarked Reserves held by the Council.

a. Does the project/change being recommended through this paper involve the processing of personal data or special category data or criminal offence data?

A definition of each type of data can be found on the Information Commissioner’s Office website via the above links. N/A

b. If yes to question a, have you completed and attached a DPIA including Data Protection Officer advice?

N/A

c. If no to question b, please seek advice from your nominated DPIA assessor or the Information Governance Team at [email protected].

N/A

No decision – paper is for information only.

b. Does the decision being made or recommended through this paper make a positive contribution to promoting equality? If yes, please explain answer.

N/A

In submitting this report, the Chief Officer doing so is confirming that they have given due regard to the equality impacts of the decision being considered, as noted in the table above

Corporate Plan Strategic Objective #3 Progress; Sound Financial Management & Succesfully Managing Key Business Risks Page 125

Climate Change No direct impllications.

Crime and Disorder No direct implications.

Digital and website No direct implications. implications

Safeguarding No direct implications. children and vulnerable adults

19 This page is intentionally left blank MTFP V2 - BMR Q1 Appendix 2 GRAVESHAM BOROUGH COUNCIL MEDIUM TERM FINANCIAL PLAN Original Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected 2020-21 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 £ £ £ £ £ £ £ £ £ £ £ EXPENDITURE Employees Salaries (Gross) 11,293,410 11,293,660 11,533,120 11,791,250 12,085,070 12,386,150 12,694,790 13,011,100 13,335,300 13,667,580 14,009,270 Vacancy allowance (350,000) (350,000) (350,000) (350,000) (350,000) (350,000) (350,000) (350,000) (350,000) (350,000) (350,000) Salaries (Net) 10,943,410 10,943,660 11,183,120 11,441,250 11,735,070 12,036,150 12,344,790 12,661,100 12,985,300 13,317,580 13,659,270 Temporary Staff 375,010 375,010 384,380 393,980 403,830 413,930 424,280 434,890 445,760 456,910 468,330 Wages 96,960 66,960 99,660 102,430 245,270 108,180 111,180 114,250 257,390 120,610 123,630 Pension and National Insurance Contributions 2,968,400 2,968,450 3,031,090 3,098,310 3,175,510 3,254,630 3,335,670 3,418,750 3,503,920 3,591,280 3,681,060 Other (Training, Retirement Benefits, etc) 1,229,150 1,229,150 1,268,460 1,268,750 1,269,630 1,270,530 1,271,450 1,272,380 1,273,340 1,274,310 1,274,310 Running Expenses 11,317,250 11,485,080 10,780,240 10,688,330 10,815,560 10,967,000 11,098,840 11,158,820 11,528,660 11,557,910 11,647,910 Capital Financing 868,420 868,420 940,620 1,120,290 1,503,160 1,776,060 2,255,600 2,255,600 2,255,610 2,255,610 2,255,610 Net Housing Benefit Subsidy (140,920) (140,920) (52,120) 14,870 64,790 101,450 127,810 146,230 158,570 158,570 158,570 Recharges to Other Accounts (3,195,260) (3,195,260) (3,295,930) (3,320,810) (3,382,590) (3,460,300) (3,492,890) (3,554,150) (3,622,850) (3,587,920) (3,587,920) Other Government Grants (2,298,850) (2,298,850) (2,064,060) (2,085,970) (2,108,260) (2,130,930) (2,153,990) (2,177,440) (2,201,300) (2,225,560) (2,250,040) Investment Income (850,000) (654,500) (772,000) (802,000) (832,000) (862,000) (892,000) (922,000) (952,000) (982,000) (1,012,000) Fees & Charges (7,419,580) (4,766,400) (7,191,270) (7,179,690) (7,163,890) (7,175,680) (7,138,930) (6,984,430) (6,990,050) (6,995,820) (6,995,820) Rental Income (4,624,530) (4,096,450) (4,738,530) (4,722,060) (4,722,160) (4,653,740) (4,742,960) (4,871,820) (4,918,090) (4,963,490) (5,008,160)

APPROPRIATIONS Page 127 Capital Items met from Balances and Reserves 1,818,450 1,818,450 785,000 730,000 660,000 585,000 505,000 560,000 160,000 405,000 405,000 Net Contribution to / (from) Reserves (515,180) (670,180) (1,581,110) 51,360 9,810 134,020 453,620 459,680 356,200 375,520 375,520 Appropriation to / (from) Balances 603,010 603,010 547,000 547,000 547,000 547,000 547,000 547,000 547,000 547,000 547,000 Parish Precepts 368,210 368,210 368,210 368,210 368,210 368,210 368,210 368,210 368,210 368,210 368,210 BUDGET REQUIREMENT FOR THE YEAR 11,543,950 14,903,840 9,692,760 11,714,250 12,588,940 13,279,510 14,422,680 14,887,070 15,155,670 15,673,720 16,110,480 Business Rates Income (3,698,510) (3,698,510) (3,266,080) (3,313,100) (3,360,920) (3,409,560) (3,459,020) (3,509,320) (3,560,480) (3,612,510) (3,665,250) Residual Revenue Support Grant (RSG) -- -- 243,710 243,710 243,710 243,710 243,710 243,710 243,710 243,710 243,710 Less: Passported Parish Grant (LSCT) ------New Homes Bonus (603,010) (603,010) (547,000) (547,000) (547,000) (547,000) (547,000) (547,000) (547,000) (547,000) (547,000) Council Tax Income (7,144,320) (7,144,320) (7,324,470) (7,515,620) (7,711,940) (7,913,510) (8,120,050) (8,331,980) (8,549,740) (8,773,050) (9,002,360) Parish Precepts (368,210) (368,210) (368,210) (368,210) (368,210) (368,210) (368,210) (368,210) (368,210) (368,210) (368,210) Transfers to / (from) the Collection Fund -- -- 379,390 373,150 373,150 ------

Recycling of Excess Usable Working Balances above £3.25m 270,100 270,100 1,189,900 (587,180) (1,217,730) (1,284,940) (2,172,110) (1,823,910) (547,000) (547,000) (547,000) BUDGET SHORTFALL/(UNDERSPEND) 0 3,359,890 ------550,360 1,826,950 2,069,660 2,224,370 NEW SAVINGS PER ANNUM 0 ------550,360 1,276,590 242,710 154,710 MTFP V2 - BMR Q1 Appendix 2 Analysis of Balances & Specific Reserves Balances 2020-21 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 as at the end of the Financial Year (i.e. 31 March) Original Projected Original Original Original Original Original Original Original Original Original Working Balances B/Fwd (Exc. £2.0m min balance) 8,350,750 8,350,750 5,863,970 7,600,870 7,560,690 6,889,960 6,152,020 4,526,910 3,250,000 3,250,000 3,250,000 New Homes Bonus 603,010 603,010 547,000 547,000 547,000 547,000 547,000 547,000 547,000 547,000 547,000 Usage of Excess Working Balances to support GF 270,100 270,100 1,189,900 (587,180) (1,217,730) (1,284,940) (2,172,110) (1,823,910) (547,000) (547,000) (547,000) Transfer from Balances to equalise Council Tax ------SUB-TOTAL (BEFORE SAVINGS REQUIREMENT) 9,223,860 9,223,860 7,600,870 7,560,690 6,889,960 6,152,020 4,526,910 3,250,000 3,250,000 3,250,000 3,250,000 (Shortfall)/Underspend Against Original Budget (0) (3,359,890) - - - - - (550,360) (1,826,950) (2,069,660) (2,224,370) Working Balances C/FWd (Exc. £2.0m min balance) 9,223,860 5,863,970 7,600,870 7,560,690 6,889,960 6,152,020 4,526,910 2,699,640 872,690 (1,196,970) (3,421,340)

Specific Reserves (as at end of year) Spend to Save Reserve (incl. Digital Team) 159,560 ------Corporate Priorities Reserve 249,510 249,510 249,510 249,510 249,510 249,510 249,510 249,510 249,510 249,510 249,510 Asset Enhancement Reserve 1,320,080 955,580 875,580 875,580 860,580 960,580 1,060,580 1,160,580 1,260,580 1,360,580 1,460,580 Planning Policy Reserve 369,170 138,570 106,970 111,370 135,770 185,770 235,770 285,770 335,770 385,770 435,770 Leisure Centres Reserve 1,649,040 1,818,940 222,720 222,720 222,720 222,720 222,720 222,720 222,720 222,720 222,720 Decriminalisation (General) 184,640 ------Town Pier Pontoon Reserve 110,980 99,480 111,980 124,480 107,980 120,480 132,980 121,480 109,980 98,480 86,980 Local Authority Mortgage Scheme Reserve 25,000 ------Elections Reserve 73,750 73,750 92,000 127,000 22,000 57,000 92,000 127,000 22,000 57,000 92,000 IT Infrastructure Reserve 339,730 84,730 79,730 114,730 189,730 134,730 169,730 244,730 149,730 184,730 219,730 Page 128 DSO Fleet Vehicle Replacement Reserve 102,240 102,240 102,240 102,240 102,240 102,240 102,240 102,240 102,240 102,240 102,240 Waste Freighter Replacement Reserve 1,001,710 833,060 664,410 488,760 313,110 137,460 93,000 90,000 314,350 338,700 363,050 Business Rates Collection Fund Equalisation Reserve 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 Growth Fund Reserve 588,080 717,260 717,260 717,260 717,260 717,260 717,260 717,260 717,260 717,260 717,260 Lower Thames Crossing Reserve 150,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Service Review Reserve 241,180 83,000 83,000 83,000 83,000 83,000 83,000 83,000 83,000 83,000 83,000 Playgrounds Reserve 116,530 61,530 110,280 54,030 82,780 71,530 140,280 154,030 167,780 136,530 105,280 Woodville Repairs Reserve 227,570 284,820 342,070 399,320 456,570 513,820 571,070 628,320 685,570 742,820 800,070 Commercial Income Protection Reserve 483,590 693,680 710,780 708,310 708,320 698,060 711,440 730,770 737,710 744,520 751,330 Investment Interest Equalisation Reserve 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 St George's Centre Income Protection Reserve 948,440 948,440 948,440 948,440 948,440 948,440 948,440 948,440 948,440 948,440 948,440 Housing & Commercial Growth Fund Reserve 700,000 700,000 700,000 700,000 700,000 700,000 700,000 700,000 700,000 700,000 700,000 Climate Change Reserve - 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 Enterprise Zone Reserve - 151,340 297,850 439,430 575,980 707,410 833,610 954,460 1,069,870 1,179,730 1,289,590 TOTAL BALANCES & RESERVES 19,264,660 15,409,900 15,565,690 15,576,870 14,915,950 14,312,030 13,140,540 11,769,950 10,299,200 8,605,060 6,756,210 NB: ADDT. MINIMUM WORKING BALANCES 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000

INCLUDED WITHIN THIS VERSION OF THE PLAN Council Tax increase of £4.95 (2.44%) in 2020-21, then 2% thereafter. Council Tax Base increased by 1.19% for 2020-21 budget-setting, and subsequently adjusted for potential Covid-19 impact. Growth of 0.60% annually thereafter. Projected salary costs increased by 2.5% per annum from 2020-21, representative of pay award and incrememental growth. Negative RSG removed for 2020-21 as per Provisional Local Government Finance Settlement. NHB Scheme payments flatlined from 2021-22 pending the outcome of funding reforms planned from April 2021. Business Rates income based on actual projected income to be received, net of S31 Grants for busines rate relief initiatives (shown in Other Government Grant Line), including Enterprise Zone benefit. Projected revenue costs of interest payable and MRP associated with developing a new Leisure Centre within the Borough included, assuming centre is operational in 2025. General Fund miniumum working balance set at £2m from 2020/21 onwards, General Reserve balance set at £3.25m from 2020/21 onwards. Principal Outstanding As At: 30/06/2020 Gravesham Borough Council (Accounts: GENERAL FUND, HRA, Heritage Quarter - Capital Contribution, Heritage Quarter - Rent Reserve)

Start / Principal O/S Class Type Deal Ref Maturity Date Counterparty Broker Name Profile Rate Purchase Date (£) 0 7 Deposit Fixed 866 31/07/19 01/07/20 Lloyds Bank Plc (RFB) Maturity 1.2500% -1,000,000.00 Deposit Fixed 868 11/10/19 09/10/20 Lancashire County Council Tradition Maturity 1.1500% -3,000,000.00 Deposit Fixed 136 01/11/19 30/10/20 National Westminster Bank plc (RFB) King & Shaxson Maturity 0.9900% -5,000,000.00 Deposit Fixed 865 15/07/19 01/07/20 Lloyds Bank Plc (RFB) Maturity 1.2500% -2,000,000.00 Fixed Total 1.1045% -11,000,000.00 8 Deposit Call - 95 days notice 132 02/08/19 Santander UK plc Maturity 0.6000% -1,000,000.00 Call - 95 days notice Total 0.6000% -1,000,000.00 11 Insight Sterling Liquidity Deposit MMF 12/07/18 Insight Liquidity Sterling C5 Maturity 0.1119% -6,886,872.88 Fund Deposit MMF Invesco RR MMF 11/06/18 Invesco STIC Sterling Liquidity Inst Inc Maturity 0.2317% -827,527.21 Deposit MMF 250Invesco MMF 01/04/16 Invesco STIC Sterling Liquidity Inst Inc Maturity 0.2317% -16.79

Deposit MMF Aberdeen MMF L1 14/11/19 Aberdeen Liquidity Fund - Sterling Fund Class Maturity 0.2426% -500.00 Page 129 L-1 Deposit MMF Aberdeen MMF L-1 18/05/20 Aberdeen Liquidity Fund - Sterling Fund Class Maturity 0.2426% -4,866,000.00 L-1 MMF Total 0.1703% -12,580,916.88 15 Deposit VNAV Fund 95 14/02/18 Jupiter Asset Management Maturity 0.0000% -2,281,196.14 Deposit VNAV Fund 51 27/06/16 Hermes Maturity 0.0000% -2,621,898.30 Deposit VNAV Fund 49 27/05/16 CCLA Local Authorities Property Fund Maturity 3.9162% -1,802,011.15 Deposit VNAV Fund 52 27/06/16 Hermes Maturity 0.0000% -508,260.90 Deposit VNAV Fund 50 01/07/16 Lothbury Maturity 2.3799% -5,056,276.99 Deposit VNAV Fund 94 09/02/18 Aberdeen Diversified Income Funds Maturity 4.6951% -1,621,654.94 Deposit VNAV Fund 96 22/02/18 JP Morgan Asset Management Maturity 4.1432% -4,359,965.64 VNAV Fund Total 2.4529% -18,251,264.05 Deposit Total 1.3929% -42,832,180.93 Tot To Grand Total -42,832,180.93 al tal

Report Generated for Gravesham Borough Council at 18/08/20 15:28 Page 1 of 2 Page 130

Report Generated for Gravesham Borough Council at 18/08/20 15:28 Page 2 of 2 Page 131 Agenda Item 11

Classification: Public Key Decision: No

Gravesham Borough Council

Report to: Cabinet Finance & Audit Committee

Date: 7 September 2020 / 13 October 2020

Reporting officer: Director (Corporate Services)

Subject: Housing Revenue Account Budget Monitoring Report – Quarter One 2020/21 Purpose and summary of report: To provide Members with information on actual performance against the approved Revenue and Capital budgets for 2020/21, including known variances agreed or identified through budgetary control activity. To update Members on other key arears of financial performance that may impact on the Council’s Medium Term Financial Strategy, Medium Term Financial Plan, HRA Business Plan or Financial Statements.

Recommendations:

This report is for information only.

1. INTRODUCTION

1.1. The Constitution of the council requires Members to receive reports in respect of the council’s finances and financial performance. This report therefore provides an assessment of performance against approved budgets for the 2020/21 financial year for the first quarter to 30 June 2020 as well as updating Members on other key areas of financial performance.

1.2. The council continues to operate robust budgetary control actions to ensure good financial governance and respond to the pressures on the council’s finances. In addition to the reporting of financial performance through regular budget monitoring reports, these actions include:

 Requiring all financial decisions and major acquisitions to be brought to Management Team for discussion and approval;  Appropriate controls in approving purchase orders;  Requiring recruitment activity (relating to both permanent and temporary appointments, and including use of overtime) to be considered and approved by Management Team;  Monitoring the delivery of activity under the council’s Bridging the Gap Strategy, as set out in the current Medium Term Financial Strategy (MTFS). Page 132

2. EXECUTIVE SUMMARY

HRA (Revenue)

2.1. At the end of Quarter One, income and expenditure for the year remains balanced, albeit there remains an anticipated contribution from reserves to fund projected revenue expenditure for the year. The main variance within the forecast position compared to the original budget is an increased contribution to meet the anticipated reduction in rental income. This is partially offset with the projected underspend within salaries.

2.2. The level of Working Balances at year-end are projected to be £3.0m, the minimum level of Working Balances for the HRA. Movements in the year are projected to result in a net decrease in the General HRA Reserves of £1.6m, with the level of reserves being £3.03m at start of year and projected to be £1.4m at year-end.

2.3. The significant risk to the HRA’s financial position continues to be the lack of clarity regarding funding and regulatory reform.

Housing Capital

2.4. The revised budget for the Housing Capital Programme for the year is £22.4m, with expenditure and commitments to the end of Quarter One of £5.8m. Capital budgets totalling £1.816m have been carried forward to 2020/21, relating to the maintenance of the Council’s housing stock, the New Build programme and the provision of Disabled Facilities Grants.

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3. HOUSING REVENUE ACCOUNT

3.1. Budget 2020/21

3.1.1. The table below sets out the current forecast spend against the original budget for the Housing Revenue Account (HRA), based on variances to 30 June 2020. As at 30 June 2020 the forecast reflects a net adverse variance to original budget of £251k. The additional funds required will be met by an increased contribution from general reserves.

Original Budget Forecast Description Variation (£) 2020/21 (£) 2020/21 (£)

Supervision and Management 6,037,100 5,909,100 (128,000) Repairs and Maintenance 8,022,810 8,022,810 0 Depreciation 6,888,800 6,888,800 0 Intensive Management Fund - Expenditure 662,300 662,300 0 Capital Finance 8,516,010 8,516,010 0 Sub Total Expenditure 30,127,020 29,999,020 (128,000) Rents of Dwellings (25,812,570) (25,477,570) 335,000 Other Rental Income (33,550) (33,550) 0 Service Charges (2,115,620) (2,115,620) 0 Non Dwelling Income (140,000) (140,000) 0 Intensive Management Fund - Income (521,480) (521,480) 0 Other Income (114,200) (70,200) 44,000 Sub Total Income (28,737,420) (28,358,420) 379,000 Contributions to/(from) reserves (1,389,600) (1,640,600) (251,000) Net Surplus/Deficit 0 0 0

Table 1: Housing Revenue Account 2020/21

3.2. SUPERVISION & MANAGEMENT – £128k FAVOURABLE VARIANCE

3.2.1. Vacancy Management: £166k favourable variance – the HRA staffing budget for 2020/21 incorporates a vacancy allowance of £100k for the year. It is anticipated that this will occur throughout the establishment as a whole from natural staff turnover within day- to-day business activities, as well as posts held vacant pending the re-design of services. For the first three months to 30 June 2020, actual staffing spend was £166k lower than budgeted.

3.2.2. Capita Housing System: £38k adverse variance - the current housing system, Capita, will be supported beyond the previously advised sunset date. The negotiated fee of £75k includes a premium for the service extension. Some of this cost can be met from the existing budget for software support (£37k), reducing the impact of the negotiated fee to an expected overspend of £38k. This will provide support to March 2021, enabling housing to provide an uninterrupted service to tenants while the development and implementation of the new system is underway. It is expected that the additional cost can be absorbed within the Supervision & Management budget constraint.

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3.3. RENTS ON DWELLINGS - £335K ADVERSE VARIANCE

3.3.1. Rents on Dwellings - £300k – adverse variance – due to the impact of Covid-19, it is expected that there will be a negative impact on rent income in 2020/21. The rental income continues to be monitored and if required, an appropriate adjustment will be made to the bad debt provision.

3.3.2. Void losses - £35k – adverse variance – during the initial lockdown period, Council properties that became vacant were not able to be re-let within the usual timescales, therefore during this period there was a loss of rental income which is estimated to be in the region of £35k.

3.4 OTHER INCOME - £44K ADVERSE VARIANCE

3.4.1 Other Income – £44k - adverse variance – as a result of Covid-19, commercial income, income for hall lettings and investment returns will be affected. At this stage, it is estimated to be in the region of some £44k.

3.5 Working Balances and Reserves

3.5.1. The variances outlined in this report have the following effect upon HRA working balances:

£ Balance Brought Forward from 2019/20 3,000,000 Forecast Outturn position 2020/21 (1,640,600) Forecast working balances C/Fwd (as at 30 June 2020) including minimum 1,359,400 HRA Working Balance Add: Transfer from HRA General Reserve (Revenue) 1,640,600 Forecast Usable Working Balances C/fwd (as at 30 June 2020) 3,000,000

Table 2: Effect on Housing Revenue Account Working Balances

3.5.2. The working balances are supplemented by specific reserves established to assist with future funding obligations or initiatives. The table below provides a summary of the forecast movements on these specific reserves during the year.

Opening Forecast Forecast Use Forecast Balance Contributions of Reserve Balance HRA Specific Reserves 01/04/2020 (Income) (Expenditure) 31/03/2021 (£) (£) (£) (£)

HRA General Reserve (Revenue) (3,037,750) 0 1,640,600 (1,397,150)

Total (3,037,750) 0 1,640,600 (1,397,150)

Table 3: Analysis of Specific Reserves – HRA

3.6 HRA Business Planning

3.6.1. The HRA Business Plan is reviewed on an ongoing basis in order to take into account longer-term assumptions around inflation rates, central government grants and energy

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prices, together with building in all known variances to the budget resulting from Management Team and Cabinet decisions.

3.6.2 The HRA Business Plan reflects the current and future financial spend profiles identified in the recent Stock Condition Survey. It also reflects future forecasts of the New Build Programme beyond the existing three year scheme based on the current assumption on the number of Council Houses sold per annum.

3.6.3 The latest version of the HRA Business Plan is attached to this report at Appendix Two.

3.6.4 On 9 October 2019 HM Treasury announced that it would increase the interest rates on all new loans from the Public Works Loan Board (PWLB) by 100 basis points (one percentage point) on top of usual lending terms. This appeared to be in response to a substantial increase in the use of PWLB by local authorities over recent months, given the cost of borrowing had fallen to record lows. This action effectively made the PWLB the lender of last resort for local authorities.

3.6.5 That increase was then reversed for some forms of borrowing on 11 March 2020, when the Government announced that local authorities could borrow for HRA schemes from the PWLB at up 120 basis point (1.2%) below standard rates. At the same time the Government announced a consultation on the future of the PWLB. The Council responded to the Consultation which closed on 31 July and we are currently awaiting the results and details of any potential changes.

3.6.6 Ordinarily the Council assumes 30 properties will be sold per annum, however, in light of the COVID-19 pandemic, this is likely to be reduced to around 20 for the current financial year.

3.6.7 Further work will be undertaken over the coming weeks to review the impact the above changes will have on the Business Plan as well as other base assumptions within the model.

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4 HOUSING CAPITAL PROGRAMME

4.1. The Housing Capital programme for 2020/21 is £22,366,960, of which £20,658,970 relates to HRA capital schemes and £1,707,990 relates to non-HRA capital schemes. These budgets include £941,660 and £875,190, respectively that are carried forward from 2019/20.

4.2. The HRA capital schemes continue to focus on maintaining the minimum decent homes standard for the Council’s stock in 2020/21, with £7,330,110 earmarked for this purpose within the Replacement, Improvement, Health & Safety Works and Major Void Works Programmes. An additional £929,000 capital budgets have been agreed including the replacement Housing Computer System, Fire Doors and Replacement Play Equipment. The council also continues its commitment to build new homes with £12,399,860 allocated for this purpose.

4.3. In Quarter One, Central Government guidelines and restrictions were implemented to help reduce the transmission of the Covid-19 pandemic. This had a severe impact to the delivery of the capital investment programmes, with most contractors providing emergency service only.

4.4. In challenging times, there have been positive outcomes. Gas compliancy rates have continued to average at 98-99%, and some installations were carried out in accordance with strict guidelines. Where possible, specifications and surveys were carried out in preparation of sites re-opening and work commencing.

HOUSING CAPITAL PROGRAMME Expenditure Original Budget Balance Including Ref No: Project 2020-21 inc CFwd Outstanding Commitments (£) (£) (£) A Replacement Programmes 4,122,450 2,794,480 (1,327,970) B Improvement Programmes 1,702,350 328,120 (1,374,230) C Health & Safety Works 1,305,310 650,690 (654,620) D Major Void Works 200,000 14,360 (185,640) E New Build & Acquisions 12,399,860 1,512,030 (10,887,830) F Housing Computer Systems 600,000 370,260 (229,740) G Replacement Play Equipment 103,750 0 (103,750) H Bin Housing 13,190 0 (13,190) I CCTV 37,060 0 (37,060) J Fire Doors 175,000 0 (175,000) Sub Total (HRA Capital Programme) 20,658,970 5,669,940 (14,989,030) K Renovation Grants (DFG) 1,707,990 167,460 (1,540,530) Total (HRA & GF Capital Programme) 22,366,960 5,837,400 (16,529,560)

Table 4: Housing Capital Programme 2020/21

4.5. The following works were undertaken or completed by the end of Quarter One 2020/21:

4.5.1. Replacement Programmes (Ref A)

 29 kitchen replacements on void properties, planned programme is due to re- commence in October 2020;

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 12 bathroom replacements on void properties, bathroom programme re- commencement to be confirmed;  262 properties had electrical tests and/or remedial works including rewiring, minor works and upgrades to consumer units;  32 blocks has had communal electrical tests and/or remedial works completed;  Windows and doors at Carl Ekman were 95% complete prior to lockdown. It is anticipated that works will be completed in July 2020.

4.5.2. Across the Replacement Programmes, £100k is expected to be rolled forward into 2021/22 to enable the backlog of programmed works due to Covid-19, to be completed.

4.5.3. Improvement Programmes (Ref B)

 93 properties had new central heating systems installed;  3 properties had new storage heating installed;  2517 properties had CO (carbon monoxide detectors installed;  No installations have been carried out under the aids and adaptations programme. Due to the vulnerable nature of the tenants, contact has been restricted to emergency breakdown works only.

4.5.4. Health & Safety Works (Ref C)

 Asbestos management removals completed for communal areas at various sites.

4.6. New Build (Ref D)

4.6.1. The authority signed an agreement with the DCLG to retain part of the Right To Buy (RTB) receipts and use them as part-funding of new build and/or acquisition of additional social housing. The following is the reported position at the end of Quarter One:

 Construction continues on the former Whitehill Tenants Associations Club site where Westridge Construction Limited will deliver 24 x 1 and 2 bed apartments and 8 x 3 bed houses. However, works has been severely disrupted due to the Global Pandemic Covid-19, with reduced labour on site and several sub- contractors scaling back their operations. This has delayed the programme delivery by five months which gives us a revised completion date of October 2020 for the 3 bed houses and February 2021 for the 24 apartments;  Westridge Construction took possession of the Valley Drive Site in February 2020 that will deliver 32 x 1 bed apartments for over 55’s and 16 x 1, 2 and 3 bed general needs apartments. However, disconnection of the mains services had been delayed due to the statutory undertakers suspending all non-emergency works due to Covid-19. UKPN has advised electrical disconnection is confirmed for August. However, the gas disconnection cannot take place until November due to the backlog of priority wor ks due to the impact of Covid-19. Westridge Construction continues to seek opportunities for an early disconnection should this become available. All pre-commencement planning conditions have been discharged and following disconnection of all services, demolition will commence. The development completion date is now expected in 2022;

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 Westridge Construction took possession of the site at St Patrick’s Gardens in May to construct 23 x 1 and 2 bed apartments. The design freeze has now been completed with no further changes anticipated. Preliminary works are now underway to hoard the site and a letter drop carried out to local residents advising them of the impending;  Constable Road planning permission to construct 7 x 1 bed bungalows and new play area to the open amenity space. Tenders have now been received and a cost analysis is underway with a quality review of the tender submissions to be completed by the 3rd August 2020; 4.6.2. Since the start of the coronavirus pandemic our partners have been working hard to maintain business continuity and keep the council informed of any changes and advice from Government and WHO, that could impact the business plans. The underlying message was the health and wellbeing of all staff, clients, and third-party suppliers was of paramount importance, and any measures in respect of social distancing and safe working practice would be implemented without fail. This approach has led to reduced labour on site and a disruption to the supply chain with several key stakeholders temporarily closing their works. These measures have impacted our programme and will delay practical completion by several months. However, our partners will continue to provide us with all the advice and information to ensure that we receive regular updates so we can react and adjust as necessary to any further events.

4.6.3. Despite the current impact from the Covid-19 pandemic, the council remains determined to deliver on its agenda of increasing the housing supply and continues to work with it’s stakeholders in the identification, design, and construction of good quality affordable homes.

4.6.4. The Housing Development Team are currently working on approximately 20 sites that are at various stages of the planning, design and build process from initial conception to works on site.

4.6.5. The council is permitted to retain part of the RTB receipts to repay the debt incurred in 2012 as part of HRA self-financing. As at 1 April 2020, the RTB Allowable Debt reserve had a nil balance. This was due to the proposal to use any balance from the RTB Allowable Debt reserve to help fund the New Build projects, ahead of any other funding source, as this can either be used to repay debt or finance the capital programme.

4.6.6. Table 13 summarises the one for one receipts retained from the sale of Right To Buy properties, since 2012, along with the level of GBC’s contributions required to deliver the New Build programme and a summary of when expenditure needs to be delivered to avoid having to return funds to Central Government.

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Value of new Cumulative value One for one GBC 70% build of new build Date of new receipts contribution to expenditure expenditure build expected retained new build expected expected by £ £ £ £ 2012-17 c/f 6,905,580 16,113,020 23,018,600 23,018,620 31-Mar-20 2017-18 Q1 351,150 819,350 1,170,500 24,189,120 30-Jun-20 Q2 296,150 691,020 987,170 25,176,290 30-Sep-20 Q3 730,460 1,704,420 2,434,880 27,611,170 31-Dec-20 Q4 433,800 1,012,210 1,446,010 29,057,180 01-Jan-21 2018-19 Q1 694,160 1,619,710 2,313,870 31,371,040 30-Jun-21 Q2 484,630 1,130,800 1,615,430 32,986,460 30-Sep-21 Q3 379,770 886,130 1,265,900 34,252,360 31-Dec-21 Q4 238,610 556,760 795,370 35,047,730 31-Mar-22 2019-20 Q1 383,470 894,760 1,278,230 36,325,960 30-Jun-22 Q2 1,382,090 3,224,880 4,606,970 40,932,930 30-Sep-22 Q3 544,030 1,269,400 1,813,430 42,746,360 31-Dec-22 Q4 559,730 1,306,040 1,865,770 44,612,130 31-Mar-23

Q1 453,610 1,058,420 1,512,030 46,124,160 31-Jun-23 13,837,240 32,286,920 46,124,160

Table 5: New Build

4.7. Housing Computer System (Ref E) 4.7.1. Following a report to the Leader of the Council, the procurement process to purchase the replacement Housing Management System was completed in early June 2020 with the projected officially starting on 16 June 2020.

4.7.2 The project is now well underway and various scoping sessions have been completed for different elements of the new system. A dedicated Project Manager has also been appointed to work with the Assistant Director (Housing) and departmental managers to help manage this particular project as part of the on-going transformation of the services within housing, and the Council’s aspirations to provide a proactive, supportive and financially efficient Housing Service.

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4.8. Replacement Playground Equipment (Ref G)

4.8.1. A 20 year replacement plan is due to commence in 2020/21. This project has been included within the Housing Asset Business Plan and is due to commence in 2020/21.

4.9. Disabled Facility Grants (DFGs) (Ref I)

4.9.1. The grant funding awarded to the Council, via the Better Care Fund, in 2020/21 was £832,800. The total funding available is £1,707,980 which includes carry forward from 2019/20 of £875,180.

4.9.2. The Council continues to offer the Disabled Facility Grant programme to homes eligible for assistance that comply with the wider remit of the Better Care. 4.9.3. In Quarter One of 2020/21 there was a considerable delay in the assessment and progression of residents who were considered to be in the vulnerable category for Covid- 19. The implementation of social distancing measures allowed assessments to re- commence late June. 4.9.4. In addition to this, a number of contractors were furloughed which meant there was a reduction in the progression of completing existing grants. 4.9.5. A total of 63 cases have been processed, of which the breakdown is as follows:  4 grant cases were approved  12 households had works completed  0 applications were cancelled due to changes in the client’s circumstances  47 grant cases are awaiting approval

4.9.6. The Council distributed £167,460 to private homeowners within the borough who qualify for Disabled Facility Grant assistance as well as other grants associated with the Better Care Fund.

4.9.7. A total of 64 people have benefited from the Private Sector Housing Assistance Policy which enables people to gain access to funding which otherwise would not have been available. It has assisted 61 people to have better managed hospital discharges into a safer home environment and a further 3 people have been assisted with energy measures. This quarter has seen a significant increase in the number of people being discharged from hospital, comparted to previous periods, as hospitals were facilitating quicker discharges to manage the pressures on the NHS due to the emerging Covid-19 pandemic.

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4.10. Capital Resources 4.10.1. The table below shows the resources available to fund capital projects in future.

Opening Projected Income Use of Funding Housing Capital Resources Balance Balance 2020/21 (£) 2020/21 (£) 01/04/2020 (£) 31/03/2021 (£) Capital Receipts - HRA (1,160,010) (259,490) 1,215,620 (203,880) Capital Receipts - GF Housing (86,180) 0 0 (86,180) Capital Receipts - PV Panels (3,573,000) 0 0 (3,573,000) Major Repairs Reserve - Dwellings (86,170) (6,888,800) 6,888,800 (86,170) Major Repairs Reserve - Non Dwellings (849,390) 0 694,200 (155,190) New Build Reserve: 1-4-1 Receipts (6,443,440) (2,928,210) 2,278,100 (7,093,550) Right to Buy Allowable Debt Reserve 0 (714,840) 714,840 0 Disabled Facility Grants (875,220) (832,800) 1,707,990 (30) Christianfields Overage (766,000) 0 0 (766,000) General Reserve (revenue) (3,037,750) 0 2,226,510 (811,240) Borrowing 0 0 8,102,500 0 Total (16,877,160) (11,624,140) 23,828,560 (12,775,240)

Table 6: HRA and General Fund Housing Capital Resources 2019/20

4.10.2. Projected Capital Expenditure and funding requirements for the HRA can be found at Appendix Three to this report.

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IMPLICATIONS APPENDIX 1

Legal There are no specific legal matters arising from this report.

Finance and Value The financial implications are contained within the body of this report. for Money

Risk Assessment The purpose of this report is to demonstrate financial performance as at 30June against the original budget set for the 2020/21 financial year, and illustrate how this affects the Working Balances and Earmarked Reserves held by the Council.

a. Does the project/change being recommended through this paper involve the processing of personal data or special category data or criminal offence data?

A definition of each type of data can be found on the Information Commissioner’s Office website via the above links. N/A

b. If yes to question a, have you completed and attached a DPIA including Data Protection Officer advice?

N/A

c. If no to question b, please seek advice from your nominated DPIA assessor or the Information Governance Team at [email protected].

N/A

No decision – paper is for information only.

b. Does the decision being made or recommended through this paper make a positive contribution to promoting equality? If yes, please explain answer.

N/A

In submitting this report, the Chief Officer doing so is confirming that they have given due regard to the equality impacts of the decision being considered, as noted in the table above

Corporate Plan Strategic Objective #3 Progress; Sound Financial Management & Succesfully Managing Key Business Risks

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Crime and Disorder No direct implications.

Digital and website No direct implications. implications

Safeguarding No direct implications. children and vulnerable adults

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Original Budget inc C/Fwd Q1 HRA Capital Budget Monitoring 2020.21 2020.21 2021.22 2022.23 2023.24 2024.25 2025.26 2026.27 2027.28 2028.29 Capital Expendture Capital Maintenance Expenditure Replacement Programme 4,122 0 0 0 0 0 0 0 0 0 Improvement Programme 1,702 0 0 0 0 0 0 0 0 0 Health & Safety 1,305 0 0 0 0 0 0 0 0 0 Planned Maintenance 0 1,769 3,551 4,498 7,391 5,225 5,340 5,458 5,578 5,700 Kitchen 0 828 931 904 923 944 964 986 1,007 1,030 Bathroom 0 285 359 331 338 346 353 361 369 377 Heating Installations 0 1,141 1,068 1,089 1,113 1,138 1,163 1,188 1,214 1,241 Disabled Adaptations 0 522 509 519 530 542 554 566 578 591 Asbestos Management 0 60 71 73 74 76 78 79 81 83 Electrical Testing 0 1,181 809 519 530 542 554 566 578 591 Precaution Works 0 679 679 311 318 325 332 340 347 355 Communal 0 566 657 670 685 700 715 731 747 764 Major Voids 200 200 0 0 0 0 0 0 0 0 Capital Savings Required 0 0 (1,381) (1,381) (1,381) (1,381) (1,381) (1,381) (1,381) (1,381) Capital Maintenance Expenditure Total 7,330 7,230 7,253 7,533 10,522 8,456 8,672 8,893 9,119 9,350 Other Capital Expenditure Housing Computer System 600 600 0 0 0 0 0 0 0 0 Play Equipment 104 104 24 24 24 0 0 0 0 0 Bin Housing 13 13 36 13 0 0 0 0 0 0 CCTV 37 37 18 2 0 0 0 0 0 0 Fire Doors 175 175 175 175 0 0 0 0 0 0 Capital Maintenance Expenditure Total 929 929 252.800 213.720 24 0 0 0 0 0

New Build Expenditure Page 145 Purchases from the Market 0 0 0 0 0 0 0 0 0 0 Kings Farm 0 0 0 0 0 0 0 0 0 0 St Hilda's 0 0 0 0 0 0 0 0 0 0 Whitehill Road 0 3,591 0 0 0 0 0 0 0 0 Valley Drive 0 5,030 3,159 0 0 0 0 0 0 0 Claremont Place 0 0 0 0 0 0 0 0 0 0 Chichester Rise 0 0 0 0 0 0 0 0 0 0 Development Enabler 0 0 0 0 0 0 0 0 0 0 St Patricks Gardens 0 1,962 2,112 0 0 0 0 0 0 0 Wilberforce Way 0 148 148 0 0 0 0 0 0 0 Rembrandt/Constable Drive 0 907 974 0 0 0 0 0 0 0 Armoury Drive 0 0 1,234 0 0 0 0 0 0 0 Barr Road 0 174 174 0 0 0 0 0 0 0 New Build 12,400 588 0 6,791 5,898 7,826 8,276 8,768 9,227 9,702 New Build Programme Unidentified Scheme 0 0 0 0 0 0 0 0 0 0 New Build Expenditure Total 12,400 12,400 7,802 6,791 5,898 7,826 8,276 8,768 9,227 9,702 Total Capital Expenditure 20,659 20,559 15,307 14,538 16,444 16,282 16,948 17,662 18,346 19,052 Financing HRA Reserve 0 0 0 0 0 0 0 0 0 0 HRA New Build Reserve 0 0 0 0 0 0 0 0 0 0 MRR (7,583) (7,583) (7,311) (7,278) (7,514) (7,776) (8,032) (8,296) (8,568) (8,850) RTB - Attributable Debt (753) (429) (556) (339) (774) (556) (556) (556) (556) (556) RTB - LA Share 0 0 0 0 0 0 0 0 0 0 RTB - Transaction Costs 0 0 0 0 0 0 0 0 0 0 Other Capital receipts (1,316) (1,316) (132) 0 (711) (252) (252) (252) (252) (252) Gen Cap Reserve 0 0 0 0 0 0 0 0 0 0 Gen Cap Reserve 2 0 0 0 0 0 0 0 0 0 0 HRA General Reserve/RCCO (627) (627) 0 0 0 0 0 0 0 0 HRA Reserve 4 0 0 0 0 0 0 0 0 0 0 RTB - 141 Receipts (2,278) (2,588) (1,630) (2,037) (1,769) (2,348) (2,483) (2,630) (2,768) (2,911) Capital Grant 0 0 0 0 0 0 0 0 0 0 S106 0 0 0 0 0 0 0 0 0 0 Returned to Capital Reserve 0 0 0 0 0 0 0 0 0 0 Borrowing (8,103) (8,016) (5,678) (4,884) (5,676) (5,350) (5,626) (5,928) (6,202) (6,484) Total Financing (20,659) (20,559) (15,307) (14,538) (16,444) (16,282) (16,948) (17,662) (18,346) (19,052) Net Over/Under Financing (0) 0 0.000 0 0 0 0 0 0 0 This page is intentionally left blank Original Budget Q1 HRA Budget Monitoring 2020.21 2020.21 2021.22 2022.23 2023.24 2024.25 2025.26 2026.27 2027.28 2028.29 Expenditure Supervision and Management 6,037 5,909 5,915 6,010 6,118 6,240 6,353 6,467 6,583 6,702 Repairs and Maintenance 8,023 8,023 8,031 8,159 8,306 8,472 8,625 8,780 8,938 9,099 Depreciation 6,889 6,889 7,029 7,278 7,514 7,776 8,032 8,296 8,568 8,850 Intensive Housing Management - Expenditure 662 662 663 674 686 699 712 725 738 751 Capital Finance 7,889 7,889 8,269 8,364 8,955 9,595 9,975 10,353 10,743 11,144 RCCO 627 627 0 0 0 0 0 0 0 0 Revenue Savings Required 0 0 0 0 0 0 0 0 0 0 Total Expenditure 30,127 29,999 29,906 30,484 31,579 32,783 33,696 34,621 35,570 36,546 Income Rents of Dwellings (25,813) (25,478) (26,471) (27,487) (28,507) (29,657) (30,492) (31,349) (32,229) (33,130) Other Rental Income (Phone masts etc) (34) (20) (34) (34) (34) (34) (34) (34) (34) (34) Service Charges (2,116) (2,116) (2,140) (2,197) (2,260) (2,329) (2,396) (2,465) (2,536) (2,608) Non Dwelling Income (Garages & Commercial) (140) (136) (140) (140) (140) (140) (140) (140) (140) (140) Intensive Housing Management - Income (521) (521) (521) (521) (521) (521) (521) (521) (521) (521) Other Income (Interest, Ins Reimburse & CCentre) (114) (88) (114) (114) (114) (114) (114) (114) (114) (114) Total Income (28,737) (28,359) (29,420) (30,493) (31,576) (32,795) (33,698) (34,624) (35,573) (36,548) Page 147 Contributions to/(from) reserves (1,390) (1,640) (486) 9 (2) 12 2 3 3 2 Net Surplus/Deficit 0 0 0 0 0 0 0 0 0 0

Balances and Reserves HRA Working Balances B/fwd Balance 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 Variances per budget report (1,390) (1,640) (486) 9 (2) 12 2 3 3 2 Forecast Working Balances C/fwd 1,610 1,360 2,514 3,009 2,998 3,012 3,002 3,003 3,003 3,002 Movement (to)/from HRA General Reserve 1,390 1,640 486 (9) 2 (12) (2) (3) (3) (2) Forecast Usable Working Balances C/fwd 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000

HRA General Reserve Opening Balance 3,038 3,038 1,398 912 921 918 931 932 935 938 Use to support revenue position (337) (1,013) (486) 0 (2) 0 0 0 0 0 Use in capital financing (3,173) (627) 0 0 0 0 0 0 0 0 Surplus on HRA revenue account 0 0 0 9 0 12 2 3 3 2 Deficit on HRA revenue account 2,120 0 0 0 0 0 0 0 0 0 Forecast HRA General Reserve Balances C/fwd 1,648 1,398 912 921 918 931 932 935 938 940 Funding Shortfall 0 0 0 0 0 0 0 0 0 0 This page is intentionally left blank