LONDON BOROUGH OF SUTTON

ENVIRONMENT AND NEIGHBOURHOOD COMMITTEE THURSDAY, 15TH JANUARY, 2015 efg

7.30 pm at the

Civic Offices, St Nicholas Way, Sutton SM1 1EA

To all members of the Environment and Neighbourhood Committee:-

Chair: Councillor Jill Whitehead Vice-Chair Councillor Nighat Piracha Councillors: Kevin Burke, Colin Hall, Patrick McManus, Steve Penneck, Hamish Pollock, Tony Shields, Paul Wingfield and Hanna Zuchowska Ex Officio Councillor Ruth Dombey

Substitutes: Councillors Manuel Abellan, Tim Crowley, Neil Garratt, Miguel Javelot and Ed Joyce

Note This is a Council meeting held in public. Additional representations are at the invitation of the Chair of the Committee. If you are a relevant organisation and you wish to submit representations on a proposal contained within the reports to this agenda please submit a request via Committee Services three working days before the meeting date.

This meeting will be recorded and made available on the Council’s web site.

Niall Bolger Chief Executive Civic Offices St Nicholas Way SUTTON SM1 1EA

6 January 2015

Enquiries to: Victoria Lower, Senior Business Support Officer (Democratic Services). tel: 020 8770 4640 Email: [email protected] Copies of reports are available in large print on request PLEASE NOTE: Any decision taken at this meeting does not become definitive until 10am on the third working day after the day of the meeting. Any four members of the Council may notify the Chief Executive by then if they require a decision to be reviewed by the full Council at its next meeting on 2 March 2015. Please contact the Committee Manager named on the Agenda frontsheet for further information.

AGENDA

1. APOLOGIES FOR ABSENCE AND NOTIFICATIONS OF SUBSTITUTES

2. MINUTES (Pages 3 - 10)

To approve the minutes of the meeting on 6 November 2014.

3. DECLARATIONS OF INTERESTS

4. LIBRARY STRATEGY (Pages 11 - 24)

The report asks Members to endorse a new Library Strategy which outlines the challenge facing the Library Service over the period 2015 to 2019: to continue to deliver services that reflect national and Council priorities with reducing budgets, and to deliver quality services through a library network which is sustainable. The continuing and rapid development of digital services underpins the changes required to create a service which is robust, relevant and resilient for the future.

5. WHITEHALL HERITAGE LOTTERY FUND (Pages 25 - 32)

This report provides an update on the progress of the project including benefits for the community, London Borough of Sutton and the result of stakeholder consultation.

6. ANNUAL REVIEW OF FEES & CHARGES REPORT (Pages 33 - 54)

This report seeks to gain approval for the increases in fees and charges for the listed services. The report provides details of the existing charges and proposed increases for these services with the rationale for the increases where it is above inflation.

7. PAY & DISPLAY MACHINE REPLACEMENT PROGRAMME (Pages 55 - 60)

As part of a programme of rationalisation and modernising the Parking Service, linking with other activities such as the re-commissioning of the Parking Enforcement contract and refresh and improvement of CCTV infrastructure, the Pay and Display machine network is to be refreshed.

2 8. LOCAL IMPLEMENTATION PLAN FUNDING 2015/2016 (Pages 61 - 80)

The report outlines Transport for London’s (TfL’s) allocation to the Council of Local Implementation Plan (LIP) funding for 2015/16. A description of TfL’s transport related programmes is given and how schemes were selected to be put forward for funding.

9. PROPOSAL TO EXTEND THE HIGHWAYS AND STREET LIGHTING CONTRACTS AND AN UPDATE ON SHARED SERVICES

This report seeks agreement to extend the Highways and Street lighting contracts for up to two single years and to update the Committee on the progress with regards to Shared Services. To follow

10. THE FUTURE OF CULTURAL SERVICES IN SUTTON: EVALUATION OF SUBMISSIONS FOR THE FUTURE MANAGEMENT OF SUTTON'S THEATRES (Pages 81 - 86)

This report details the process by which the four bids have been assessed and makes a recommendation to appoint the new service provider.

11. SUTTON LIFE CENTRE REVIEW (Pages 87 - 92)

This report summarises the work undertaken through the Smarter Council programme to review the operations of Sutton Life Centre. This includes long listed and shortlisted options for the future.

12. ANY URGENT ITEMS BROUGHT FORWARD AT THE DIRECTION OF THE CHAIR

13. EXCLUSION OF THE PRESS AND PUBLIC

The following motion should be moved, seconded and approved if the committee wishes to exclude the press and public to deal with reports revealing exempt information:

“That the public be excluded from the meeting for the following items of business on the grounds that they involve the likely disclosure of exempt information as defined in paragraphs 1, 3 and 4 of Schedule 12A of the Local Government Act 1972.”

3 This page is intentionally left blank Page 1 Agenda Annex

CIVIC OFFICES, SUTTON GROUND FLOOR MEETING ROOMS

FIRE PRECAUTIONS

If there is a FIRE in the building the fire alarm will sound. Leave the building immediately by the most direct route, either back through reception or the fire exit into Lower Square. Take your coat and any bags with you. Assemble in the car park in front of the Holiday Inn.

Toilet Toilet

Room 1

Toilet Toilet

Reception

Fire Room Room Room Exit Room 5 4 3 2

Entrance Lower Square

Exit

Holiday Inn Car Park Agenda Annex Page 2

Reminder – Declarations of Interests

Members should consider the following interests and whether they have any they should declare.

Disclosable Pecuniary Interests

Where you have a Disclosable Pecuniary Interest in any business of the Authority at this meeting and you have either declared it beforehand in the Register of Members’ Interests or to the Monitoring Officer for entry in the Register you must state at this meeting that you have such an interest and then withdraw from the room or chamber where the meeting is being held whilst that business is considered.

Where you have a Disclosable Pecuniary Interest in any business of the Authority at this meeting and have not previously declared it you must declare the nature of that interest at this meeting and then withdraw from the room or chamber where the meeting is being held whilst that business is considered.

Other Pecuniary and Non-Pecuniary Interests

Where you have any other pecuniary or non-pecuniary interest in any business at this meeting you must declare that interest, but may continue to speak and vote on the matter. However, if the interest is one which a member of the public, with knowledge of the relevant facts, would reasonably regard as so significant that it is likely to prejudice your judgement of the public interest then you should declare the interest and withdraw from the room or chamber where the meeting is being held whilst that business is considered.

Further information on these matters can be found in the Council's Code of Conduct and Constitution. If you are in any doubt as to whether you have an interest you should seek advice before the committee meeting from Alexa Coates.

If, during the course of the committee meeting, you consider you may have an interest you should always declare it. Page 3 Agenda Item 2 Environment and Neighbourhood Committee 6 November 2014

ENVIRONMENT AND NEIGHBOURHOOD COMMITTEE

6 November 2014 at 7.30 pm

MEMBERS: Councillor Jill Whitehead (Chair), Councillor Nighat Piracha (Vice (*Absent) Chair) and Councillors Kevin Burke, Colin Hall, Patrick McManus, Steve Penneck, Hamish Pollock, Tony Shields, *Paul Wingfield and Hanna Zuchowska.

10. APOLOGIES FOR ABSENCE AND NOTIFICATIONS OF SUBSTITUTES

Apologies were received from Councillor Paul Wingfield.

11. MINUTES

Minutes of the meeting held on 4 September 2014 were agreed as a correct record and signed by the Chair.

12. DECLARATIONS OF INTERESTS

Councillor Steve Penneck declared an interest in Item 9 (Commissioning of Waste Collection Service) as his daughter works for the South London Waste Partnership.

13. MUSEUMS COLLECTION POLICY

The Committee considered a report on the Sutton Heritage Service Collections Management Policy. Formal policies for the management of collections are required by all museums which are accredited by the Arts Council England and adhere to the Museums’ Association Code of Ethics. The policy was last agreed in 2009 and was reviewed in June 2014 to incorporate recent changes to collection management policy.

Members queried whether it would be possible to display more of the collection in exhibitions and were informed that the collection in Sutton was not large and often was not in a good condition. Furthermore there were difficulties with displaying some art pieces as it was necessary that they were maintained in a temperature and light controlled environment. However the best items were often on display at local museums and in exhibitions.

The Committee was advised that the Borough Archive Service was not covered by the policy as it came under different regulations overseen by The National Archives.

The collection was mostly stored at the Old Mortuary in the Sutton cemetery, though some of the collection was stored across council buildings. Human remains were part of the collection, though these were mostly ancient cremation material from the Bandon Hill Cemetery.

Resolved: To agree the formal adoption of the Collections Management Policy.

1 Agenda Item 2 Page 4 Environment and Neighbourhood Committee 6 November 2014 14. PETITIONS

The Chair informed the Committee that a petition to “Stop the proposed closure of Wallington Public Hall” had been received at the start of the meeting and would be considered at the next relevant meeting. However, the decision to close Wallington Public Hall had been taken at the Environment and Neighbourhoods Committee on 4th September 2014, and ratified by Full Council on 3rd November 2014.

A petition was also received from Ms Emily Brothers to “Save the Secombe Theatre”. This petition had been signed by 1,273 people at the time of submission and requested that the Secombe Theatre was not closed and that the London Borough of Sutton recognised the theatre as an important local asset.

Ms Brothers noted that the emphasis had changed from closing the theatre to finding appropriate community usage. However, she remained concerned about the timescales involved and requested that the deadline for full business cases be extended from 12 December 2014. Furthermore she requested that a longer transition period was put in place as it was felt that it would be difficult for any organisation to take on a theatre fully from 1 April 2015.

Ms Brothers stressed that it was important that there was a vibrant range of arts available and an ability to develop young talent within the community.

Resolved: To note.

15. PROPOSALS FOR THE FUTURE OF CULTURAL SERVICES IN SUTTON: RESULTS OF COMMUNITY CONSULTATION AND NEXT STEPS

The Committee considered two reports on the future of cultural services in Sutton. Following the Environment and Neighbourhood Committee meeting on 4 September 2014 the Council had undertaken detailed consultation with residents and theatre groups regarding the future of theatres within Sutton, and had invited groups or individuals to submit outline business cases by 31 October 2014. The four business cases which were received were then assessed on their viability.

Three organisations had submitted four business cases. One had asked that their bids for both theatres should be considered as separate bids. The outline businesses cases came from a mix of commercial and community based theatre groups. Council officers with a wide range of experience and expertise (e.g. finance, property, cultural etc) had assessed the outline business cases to see which ones should go forward to full business case. All outline bids had been accepted to go onto full business case. At full business case stage specific questions will be asked of the bidders arising from the outline business cases.

The Committee was pleased to note that four bids had been submitted, two for each theatre. Although the timescale for submission of full business cases was tight it was noted that the bidders had already submitted detailed information in their outline business cases which should allow full business cases to be submitted by the due date in December. Members felt that it was important that community value was taken into account when the final business cases were evaluated, as well as other criteria. Officers acknowledged that the transfer period may need to be negotiated with the successful bidder, should bids for either theatre pass the final assessment.

2 Page 5 Agenda Item 2 Environment and Neighbourhood Committee 6 November 2014

As it was believed that none of the bidders intended to purchase the theatres, but wished to take out a lease, the council would invoke a lease for each theatre for a minimum of ten years. Furthermore, if the organisation went into liquidation during the lease period, officers reported that the theatres would revert back to the council for consideration of future use.

One member queried whether it would be possible for some of the organisations to come together and submit a combined bid. Officers advised that if there was synergy between the business cases, they could contact the organisations and ask them if they were interested in working together. However, currently the business cases submitted had different visions for the programming of the theatres.

Officers noted that the bidding process was commercially confidential, and names of bidders could not be revealed, but that the submitted outline business cases had been interesting and of high quality. At the January 2015 Environment and Neighbourhood Committee members would receive a confidential report which detailed the full business cases received.

Members commented that it was important that the council communicated the proposed changes with residents and local businesses. The Strategic Director informed the Committee that Asset Management was in conversation with those who held financial interests in the buildings to explain the current situation.

Resolved: (i) To note the results and analysis of the consultation.

(ii) To agree that three bidders but four bids be invited to proceed to full business case, for further consideration and final decision at the Environment and Neighbourhood Committee meeting on 15 January 2015.

(iii) To agree that work on any further development of the Arts Development Unit be undertaken with stakeholders after the decision is taken on the future of the theatres.

16. GREEN GARDEN WASTE COLLECTION - RESULTS OF PUBLIC CONSULTATION

The Committee received a report on the results of resident consultation regarding the two proposed options for the future of the discretionary green garden waste service which currently cost the council £736,000 per year. As part of the consultation, 1,000 residents had been contacted by phone in a Boroughwide representative survey conducted by an independent research body, three “Have Your Say” events took place and there was an online Sutton’s Future self complete survey. From this consultation exercise, it was believed that the council would be able to sign-up 10,000 residents for a charged service. While some residents were reluctant to see the service become chargeable many understood the reasons, and were prepared to pay for the service rather than see it removed.

3 Agenda Item 2 Page 6 Environment and Neighbourhood Committee 6 November 2014 To implement the charged service an extensive marketing campaign would take place reaching all residents, bin rounds would be planned and bins would be procured, ordered and delivered. Due to the preparation that needed to take place, it was proposed that the charged service would start in July 2015 and residents would be charged on a pro rata basis. If officers were unable to sign up 10,000 residents to the service by 15 February 2015, they would need to re-evaluate the situation. If there was not sufficient appetite for the service, then officers would present a report in March 2015 recommending to cease it. However, interest expressed so far indicated that the target of 10,000 homes should be possible.

Some members raised concerns that those who did not sign up for the service may start fly-tipping. Waste Awareness Officers would provide information on alternative services such as composting at home or community composting sites, using funds provided to the Council by the Department for Communities and Local Government. Furthermore enforcement teams would evaluate levels of fly-tipping and fine those caught.

The service would continue to be fortnightly from April to December and would be available to anyone as long as the waste was residential rather than commercial. Officers informed the committee that the cost of Sutton’s service was comparable to neighbouring boroughs, and Merton, Kingston and Richmond currently charged more. One councillor noted that the cost of the current service seemed to be greater than the proposed amount received from 10,000 residents signing up. It was explained that the current cost was based on all households being able to take part, but as there would be specific rounds in future based on those signing up, the cost of running the service would decrease.

Officers reported that residents would be able to sign up for the service online. However, they recognised that not all residents were able to use online services and so alternatives would be made available. This would be explained within a letter that would go to all residents e.g. sign up would be possible at council offices and libraries, or by phone.

Resolved: (i) To agree that the Council charge for the green garden waste service with effect from July 2015 subject to achieving the required number of customers to make the service viable by 15 February 2015.

(ii) To agree to the introduction of a wheeled bin collection service for green garden waste from July 2015.

(iii) To agree to provide a sacked collection service only to those properties with an existing sack collection of recycling material.

(iv) To agree to the introduction of charges for the green garden waste service as set out in the table at 2.15 of the report.

Agreed (7): Councillors Kevin Burke, Colin Hall, Steve Penneck, Nighat Piracha, Hamish Pollock, Jill Whitehead and Hanna Zuchowska.

Against (2): Councillors Patrick McManus and Tony Shields.

4 Page 7 Agenda Item 2 Environment and Neighbourhood Committee 6 November 2014

17. COMMISSIONING OF WASTE COLLECTION SERVICE

The Committee received a report on the outcome of the South London Waste Partnership’s exploration into the potential for entering into a joint procurement exercise for the delivery of a range of environmental services. A proposal was being put forward by the Waste Partnership for the procurement of an integrated contract for waste collection, street cleaning, winter maintenance, commercial waste and vehicle maintenance as the main group of services (LOT 1). A LOT 2 proposal for Sutton and Merton was also being considered for grounds maintenance.

By exploring a sub-regional approach, it was hoped that savings of 10% could be achieved, and potentially more if there was greater collaboration due to the benefits that can be achieved through economies of scale.

Officers stated that there were no plans to move to fortnightly waste collections as the council was receiving funds from the Department for Communities and Local Government to continue weekly collections for five years.

Resolved: (i) That the proposal to jointly procure through the London Borough of Croydon LOT1 and LOT2 services as part of the South London Waste Partnership, using the competitive dialogue procurement route be agreed.

(ii) To delegate authority to the Chair of the Management Group in consultation with the Management Group, Strategic Steering Group, the South London Waste Partnership Legal Lead and members of the Joint Waste Committee to deselect bidders and agree the specification at each stage up to and including the invitation to submit a final tender.

(iii) To receive a report in spring 2016 recommending the Preferred Bidder and subject to approval, recommend that the London Borough of Croydon as lead procuring authority to award the contract.

(iv) To seek approval from the Strategy & Resources Committee on 15 December 2014 for the funding required for this procurement exercise.

18. LONDON COUNCILS TEC AGREEMENT WITH BRITISH PARKING ASSOCIATION

The Committee considered a report to formally delegate the exercise of section 1 of the Localism Act 2011 to the London Councils Transport and Environment Committee for the purpose of providing an appeals service for parking on private land.

Resolved: (i) To agree that the functions delegated to the London Councils Transport and Environment Committee to enter into the arrangements with the British Parking Association were and continue to be delivered pursuant to section 1 of the Localism Act 2011.

5 Agenda Item 2 Page 8 Environment and Neighbourhood Committee 6 November 2014 (ii) To delegate the exercise of section 1 of the 2011 Act to the London Councils Transport and Environment Committee for the purpose of providing an appeals service for parking on private land under contract on a full cost recovery basis.

(iii) To delegate the formal signature of the Memorandum of Participation to the Strategic Director of Environment and Neighbourhoods, in consultation with the Strategic Director of Resources, Head of Legal and the Chair of the Environment and Neighbourhood Committee.

19. NOTICE OF DELEGATED AUTHORITY ACTIONS

A list of decisions made under delegated authority were circulated to the committee, and a copy can be found attached to the minutes.

Resolved: To note the report.

The meeting ended at 8.57 pm

Chair: Date:

6 London Borough of Sutton

Environment & Neighbourhoods – 6th November 2014

List of Decisions taken under Delegated Powers since the last meeting of the Committee

Date Delegated Power Decision 21/08/14 Under the Council’s Constitution the Strategic Request for quotation for a doorstepping campaign to promote Director has delegated authority to vary the recycling and the delivery of re usable to all households living in charges for any service falling within their flats across Sutton. responsibility by a figure not exceeding the Author: Amy Harris retail price index since the previous revision of charges, subject to rounding of charges to Page 9 reasonable sums, or of greater, by a figure required to ensure that any Council subsidy, for the services is not significantly altered. 12/09/14 Sutton station gateway authority report You have already previously authorised the overall scheme under delegated authority. However this approval relates to a specific element of the works, the Legible London pedestrian signage, where TfL require us to enter into a specific delivery call off agreement executed as a deed.

In order for the South London Legal Partnership to carry this out they have requested a specific authority approval in addition to the overall scheme approval. Author – Peter Boddy and Martin Goble Agenda Item 2 This page is intentionally left blank Page 11 Agenda Item 4

Report to: Environment and Neighbourhood Date: 15 January 2015

Report title: Sutton Library Service: Library Strategy

Report from: Stephanie Crossley, Interim Executive Head of Communities and Neighbourhoods

Ward/Areas affected: Borough Wide

Chair of Committee/Lead Councillor Jill Whitehead Member: Author(s)/Contact Angela Fletcher, Head of Libraries and Heritage Service Number(s): 020 8770 4755

Corporate Plan Priorities:  An Open Council: Working collaboratively ensuring we involve and listen to residents.  A Fair Council : Building safe, strong healthy communities  A Smart Council : Transforming ways of working to manage reduced budgets and increasing demand

Open/Exempt: Open Signed: Date: 19 December 2014

1. Summary

1.1 The report asks Members to endorse a new Library Strategy which outlines the challenge facing the Library Service over the period 2015 to 2019: to continue to deliver services that reflect national and Council priorities with reducing budgets, and to deliver quality services through a library network which is sustainable. The continuing and rapid development of digital services underpins the changes required to create a service which is robust, relevant and resilient for the future.

1.2 The Library Strategy (attached at Appendix A) draws on usage data, needs analysis and national and local issues affecting the service, to identify key priorities and set out the way forward for the next four years.

1.3 Since the drafting of the Library Strategy the Department for Culture Media and Sport has published its review of the public library service in England (the Sieghart Review). Encouragingly, its recommendations mirror those in the Council’s Library Strategy, particularly on digital literacy and developing staff and volunteers to meet the challenges of the a modernised service.

2. Recommendations

2.1 The Environment and Neighbourhoods Committee is recommended to endorse the Library Strategy as the strategic framework for the network and set the key priorities for Sutton’s libraries. Agenda Item 4 Page 12

3. Background

3.1 The provision of a library service is a statutory responsibility for a local authority under the 1964 Public Libraries and Museums Act. The London Borough of Sutton currently delivers this through a network of 9 libraries and a mobile library.

3.2 Rapid developments in technology, combined with changes in demographics and reducing budgets, require a change in how library services are prioritised and delivered over the short to medium term.

3.3 The Independent Library Report, produced by William Sieghart and published December 2014, identifies the provision of a national digital resource for libraries, delivered in partnership with local authorities as one of its three major recommendations.

3.3 The new Library Strategy 2015-2019 identifies four key aims:

 Literacy: growing the readers of the future  Meeting the needs of an ageing population  Narrowing the digital divide  Creating a viable, sustainable and quality service within available budgets.

3.4 The Strategy is cognisant of the Council’s corporate priority for a ‘Fair Council’ in its intention to build safe, strong, healthy communities through prioritising literacy, digital inclusion and support to health and wellbeing. The Strategy delivers the ‘Smart Council’ priority through a programme of more efficient and cost effective working by entering consortia for stock purchase and IT contracts. The corporate priority for an ‘Open Council’ is addressed through the further development of partnership working and enhancing the volunteer programme.

3.5 The Council is also undertaking an assessment of the potential to pilot community hubs in Sutton to improve access to services, while reducing the number of Council buildings. Any decisions around community hubs will inform the Library Service’s business planning.

3.6 The Library and Heritage Service will be moving into the People Directorate in 2015/16; this strategy will contribute to the health and wellbeing agenda and associated outcomes required by the new directorate.

4. Issues

4.1 The age profile of the borough is changing with an anticipated 16% increase in birth rate and 20% increase in people over the age of 65 by 2019. This will have an impact on services provided and how libraries are used. The Strategy defines literacy, reading and learning as part of the core service and growing readers of the future as one of the four key aims. Meeting the needs of an ageing population through provision of appropriate stock, acting as a signposting organisation and working in partnership with Adult Social Care and Public Health is the second key aim.

4.2 Advances in new technology have changed the way people create, share and access information. There is an expectation that libraries will deliver an e-books and online subscription service, offer access to Council and Government services online and provide Wi Fi and digitised resources from archives and local studies collections.

4.3 About 13% of the population has never used the internet. Given the ever growing role of the internet as the first line source of information, leisure, social contact and work, it is likely that people with poor digital literacy skills will become increasingly isolated from mainstream society Page 13 Agenda Item 4

and the opportunity to transact quickly and cheaply. The Library Strategy identifies narrowing the digital divide as the third key aim.

4.4 Changes in the library services market, consortium buying, opportunities for greater discounts, supplier selection, and library management system improvements offer cost effective opportunities for improved services at a lower cost. Currently the Library Service does not take full advantage of this. The Strategy identifies consortium membership as part of the fourth key aim of creating a viable, sustainable, quality service within available budgets.

4.5 The service is undertaking mapping of current usage, using data from the library management system. In addition detailed community profiling is taking place. This will consider socio- economic, demographic and deprivation data, catchment population, access to vehicles within households and ability to travel to libraries by public transport. This mapping will form the basis for future planning of the service.

5. Options Considered

5.1 New approaches to sharing services either wholly or in part are emerging across the UK as the need for savings increases. Some public library authorities already commission their library service from other councils or external suppliers. The Strategy will set the direction for the service for the immediate future and position the service for any future development.

6. Impacts and Implications

Financial

6.1 Entering into consortium arrangements for the purchase of stock and IT will enable better value for money and allow the Council to take advantage of joint purchasing power and bigger discounts, as well as reducing back office work.

Legal

6.2 The local authority will continue to fulfil its statutory responsibilities under the 1964 Public Libraries and Museums Act and its obligations under Equalities legislation.

Public Engagement

6.3 The Library Service has begun engaging with its users through a library questionnaire running between December 2014 and the end of February 2015. This will ask about use of the service now and what expectations are for future service. This will inform the business plan which will be developed in early 2015 and will deliver the Strategy’s priorities.

6.4 The business plan will be subject to further consultation with Sutton’s communities and with those national bodies with responsibility to superintend the 1964 Public Libraries and Museums Act, notably the Department for Culture, Media and Sport, and Arts Council England.

7 Appendices and Background Documents

Appendix Letter Title Appendix A A Library Strategy for Sutton 2015 to 2019 Agenda Item 4 Page 14

Background Documents None

Audit Trail Version Final Date: 19 December 2014

Consultation with other officers Officer Comments Sought Comments checked by Finance Yes Sue Hogg Legal Yes Tracy Swan Page 15 Agenda Item 4

A LIBRARY STRATEGY FOR SUTTON 2015 TO 2019

INTRODUCTION AND SUMMARY

Library services provided in the London Borough of Sutton have been at the forefront of innovative and customer focused service for many years. Sutton was the first to offer Sunday opening, the first to use self-service technology and radio frequency identification technology for the management of library book stocks, ahead in its provision of free Wi-Fi, and a Beacon award winner for libraries as a community resource.

Suttons Library service consists of 9 libraries and a mobile library. We have 285,329 books in stock and our Libraries receive 1.5m annual visits. Resident satisfaction with the service is 89%.

The provision of a library service is statutory under the Public Libraries and Museums Act 1964 which specifies that a service should be “comprehensive and efficient”.

Over recent years the landscape for public libraries has been transformed by rapid developments in electronic media. We read, find out information, contribute to, publish and share content in a way that could never have been envisaged in 1964. The Library Service has to be able to react to this shift, not least in the way we offer a route into electronic content, especially to those who have limited or no access to the internet. The Library Service offers a safe and neutral space to read study or socialise. It collects community information, preserves the community’s memories through local studies and archives collections, and helps people navigate through the mass of information presented by the internet and other electronic media.

Over the past fifteen years there has been significant investment in Sutton’s library service. Five new libraries have opened, mostly located in multi use buildings - Worcester Park (2000), Phoenix Centre (2004), Circle (2010), Sutton Life Centre (2012) and Westcroft (2013).

The remaining libraries have all undergone refurbishment, with improved access and a reconfiguration of space which best meets the needs of a modern public library service. All libraries also have access to the internet via a network of over 140 public computers and free Wi-Fi.

However, the financial climate for Sutton is very different now: the Government’s deficit reduction strategy means councils have reduced and reducing budgets and substantial savings to find. The challenge is to continue to provide the best quality library service we can afford.

This Library Strategy sets out the way forward to retain the core of the service and make it sustainable for the future. The Strategy, and the operational framework that supports it, will be the driver for developing the service to ensure relevance in a digital world in a context of smaller budgets, increased partnerships, shared services and buildings and consortium working. Agenda Item 4 Page 16

FINANCIAL CONTEXT AND STATUTORY FRAMEWORK

Sutton Council is facing a period of unprecedented budget reductions. The Council has to find savings of £72 million by 2019. Of this, £32 million has already been achieved through the Smarter Sutton Services Programme; a further £40 million has been identified for the next four years.

In July 2014, the Council started an engagement programme with local residents - Suttons Future- to allow local people to have their say about what their priorities are for future service provision.

Under the 1964 Public Libraries and Museums Act the council is obliged to provide a “comprehensive and efficient service” for all individuals who live, work or study within the borough. The London Borough of Sutton currently delivers this through a network of 9 libraries and a mobile library.

Library Service key facts:

 Annual opening hours are 25,908  Total book stock is 285,329  Annual visits are 1.5 million  Annual issues for books and other stock are 838,837  315,390 free hours of ICT hours are delivered annually through 142 public computers  The service supports 224 housebound and disabled users  In 2014 2000 children were involved the national Summer Reading Scheme supported by 20 young volunteers  There are 41,000 active borrowers which is 22 percentage of the population  The Library and Heritage Service budget is £4.469m  The Library Service brought in £303,176 income in 2013/14

KEY DEMOGRAPHIC TRENDS IN SUTTON

 At the time of the 2011 census, Sutton had a population of 190,000, which has increased by 4.7 per cent since 2001.  Sutton’s birth rate is increasing with 12,800 persons aged 0 to 4 in the borough. The number of children and young people is forecast to increase by 16% from 2011 to 2019  The population is also ageing with the highest number of persons in age categories 40 - 44 years and 45 - 49 years. The number of older people in Sutton (over 65) is expected to grow by 20% by 2019 to nearly 33,000.  By 2019 there will be over 30,000 people in Sutton with a limiting health problem or disability. Nearly 16,000 will be over 65 which is around 50% of all adults over 65.  Sutton overall has a lower unemployment rate than the population in London, which is 5.2 per cent and has a higher proportions of people who are employed, both full time and part time and a slightly lower proportion (by 0.2 per cent) of people that are self employed. Page 17 Agenda Item 4

 There has been a shift in the employment pattern in Sutton as 43.3 per cent of the population is in full time employment, 13.3 per cent are employed part time and 11.4 per cent are self employed. 3.9 per cent of the population is unemployed.  Sutton’s population is 78.6 per cent ‘white’ which is a 12.8 per cent decrease since 2001.11.6 per cent is ‘Asian/Asian British’, 4.8 per cent is ‘Black/Black British’ and 3.7 per cent is ‘mixed

COUNCIL’S CORPORATE PRIORITIES

The Council has a 4 year corporate plan in place that sets out its key priorities and outcomes. The Plan supports the Council’s vision to build a community in Sutton in which all can take part and all can take pride and is framed around four key themes:

AN OPEN COUNCIL

 Working collaboratively ensuring we involve and listen to residents  Helping individuals and communities to work together and to help themselves

A GREEN COUNCIL

 Making Sutton more attractive and sustainable to build on our reputation as a green borough

A FAIR COUNCIL

 Building safe, strong and healthy communities  Increasing economic growth and investment in Sutton making it a place of choice to live and work A SMART COUNCIL

 Transforming our ways of working to manage reduced budgets and increasing demand  Developing an engaged, skilled and entrepreneurial workforce Agenda Item 4 Page 18

COMMUNITY HUBS PROJECT

The Council has agreed that it wishes to assess the potential to pilot and, if the benefits are sufficient, roll out community hubs in Sutton to improve local access to services, while reducing the number of buildings the Council operates from. Any future plans for libraries will need to cognisant of the community hub ambitions. Plans would also need to align with the Council’s digital strategy and ‘new contract’ with residents and businesses which would encourage and enable self support or self serve wherever possible.

THE NATIONAL CONTEXT FOR LIBRARIES

Libraries are a visible symbol of community service provision, much valued by residents. They contribute to a number of strategic priorities, such as economic development, the skills agenda, health and wellbeing. The library service is also ideally suited to work in partnership with others to deliver these priorities.

Libraries are valuable assets, not only as community hubs and access points, but also as the providers of information, materials, digital services and a workforce where staff have the skills to navigate and interpret information. Libraries are places where everyone can mix freely and come together; they offer a safe and welcoming community space.

Libraries need to continue to demonstrate value for money in the current climate and in light of the Council’s commissioning agenda. In its research document The Library of the Future Arts Council England has laid out four priorities for 21st century library services:

 Place the library as the hub of a community  Make the most of digital technology and creative media  Ensure that libraries are resilient and sustainable  Deliver the right skills for those who work for libraries

ACROSS THE COUNTRY THERE HAS BEEN A VARIED APPROACH TO DEVLOPING SUSTAINABLE LIBRARY NETWORKS

These include:  Co-locating libraries in leisure or health centres or placing other council services into an existing library building;  Sharing across council boundaries to deliver services more efficiently e.g. stock buying and ICT consortia;  Increasing the role of volunteers, including turning libraries over to community run services or using volunteers to enhance service provision through running events, activities and supporting informal learning;  Commissioning services either through social enterprises, mutuals and co-operatives or private companies or by commissioning from another public library authority;  Reducing the size of the library network, concentrating on areas of deprivation and services to children, the elderly and disabled. Page 19 Agenda Item 4

LIBRARIES IN SUTTON

The Library Service in Sutton is provided through a network of 9 libraries located throughout the borough and one mobile. There is a full time equivalent staff of 64.3. Sutton Central Library is by far the largest and operates over four floors. It has the largest book stock and operates as a resource and support for all other libraries. The most recent MORI poll (2013) shows a satisfaction rate for Libraries of 89%.

The branch library network is divided into two distinct groups, those libraries which are in standalone buildings and those in multi centres

Library in civic premises Libraries in Standalone Libraries in Multi Centres Buildings Sutton Library Wallington Library Phoenix Library Worcester Park Library Westcroft Library Cheam Library Sutton Life Centre Library Circle Library Beddington Library

Libraries in multi centres are staffed by library staff but the buildings are managed by another operator. Generally the libraries in multi centres are smaller in floor space, open longer hours and share overheads.

The library service is extensively used across the Borough. There were almost 1.5 million visits to libraries during 2013/14. Sutton Library attracts users from across the Borough and from neighbouring authorities. It is open 7 days a week for 60 hours.

Wallington Library is the second largest library and is a well established resource in the town centre. The other standalone branch libraries at Cheam, Worcester Park and Circle, attract a local population (typically around a 2 mile radius) and are open for a minimum of 35 hours per week. Beddington is a small part time library with a low and diminishing usage and a small catchment area.

The branch library network is supported by a Mobile Library and a Homecare Library Service. The Homecare Service delivers to 244 residents who are unable to travel from their home to a local library due to ill health or disability. There is potential to increase this number significantly through partnership work with the Meals on Wheels Team and developing the volunteer programme.

ALL LIBRARIES OFFER THE FOLLOWING AS CORE SERVICE

 Books  Newspapers and magazines  Computer and internet access through the public library computers  Free Wi-Fi at all libraries  Access to online services and resources  Events and activities to support reading and literacy  First point of contact for a range of council services including Freedom Pass renewal, Revenues and Benefits scanning, Blue Badge Applications. Agenda Item 4 Page 20

The Archives and Local Studies Collection is based at Sutton Library. Many libraries are used for Councillor Surgeries, crime prevention officer advice sessions and police surgeries and are therefore well placed to be Community Hubs.

All libraries run an events programme, particularly focusing on promoting literacy and reading.

The Library Strategy 2014 to 2019 has these key aims:

 Literacy: growing the readers of the future  Meeting the needs of an ageing population  Narrowing the digital divide  Creating a viable, sustainable and quality service within available budgets.

LITERACY: GROWING READERS OF THE FUTURE

Public libraries serve an important function in literacy development, which in turn has a major impact on quality of life. Research shows the links between low literacy and crime, poor health choices, low educational attainment and unemployment. Recent reviews of child poverty have identified early language and literacy as building blocks for children’s lives, helping to narrow the gap in the life chances experienced by children from poorer homes. (Department for Education April 1011. A New Approach to Child Poverty: Tacking the causes of disadvantage and transforming families’ lives)

The development of literacy and reading form the core of the public library offer, and visiting libraries and library activities are generally viewed as enjoyable recreational activities by children and young people. This is important as both children’s reading attainment and their enjoyment of reading has declined in recent years, yet research studies have shown positive links between enjoyment, learning and academic success.

HOW WILL THE STRATEGY DELIVER THIS AIM?

We will

 Undertake a detailed assessment of usage and need at each library, including age profile, visits, transactions, ICT usage.  Increase space and appropriate book stock at libraries with a high proportion of families with young children.  Assess the provision of adult stock with a view to reducing it in the light of growing use of the internet as an information resource.  Support parents and carers by providing a range of literacy based activities such as story times for preschool children, Summer Reading Challenge and Bookstart.  Support students and young people in their educational attainment by providing study space, access to books and IT. Page 21 Agenda Item 4

MEETING THE NEEDS OF AN AGEING POPULATION

The UK population is ageing and by 2019 the number of people over 65 in Sutton is expected to grow by 20% to 33,000. Libraries have a key role in supporting older adults who currently make up a significant percentage of library customers. As people’s needs change, libraries can play an important role in signposting information, providing events and activities which allow people to remain active and healthy longer and a safe, free space where people meet and socialise.

The Homecare service is part of a network of services which allow older adults to remain in their own home, offer support and reduce social isolation. Reading groups and Friends’ groups often thrive as their members are older and have the time to volunteer and support the library service.

HOW WILL THE STRATEGY DELIVER THIS AIM?

We will

 Continue to provide materials in a range of formats such as large print and audio books for those with visual impairment.  Work in partnership with Adult Social Care, Public Health and other organisations to deliver support to older people, including the development of a dementia friendly service, the Information and Advice project and assisting with the delivery of the Care Act.  Review the Library Homecare service to deliver a strong and resilient volunteer programme working in partnership with, for example, Meals on Wheels.  Recruit more volunteers to assist with activities aimed at preventing social isolation and boosting confidence and self esteem.  Identify space in libraries to deliver health and well being sessions, such as regular health checks, stop smoking stalls and clinics.  Work in partnership to deliver a programme of talks and events promoting good mental health, supported by self help and mood enhancing collections.  Develop sign posting and information resources to for people with mental health issues and age related conditions.  Expand the volunteer programme providing computer training courses for people aged 50 plus, including developing modules which support access to key information and health sites for older people.

NARROWING THE DIGITAL DIVIDE

The digital agenda is changing the way people create, share and access information. There is an increasing move away from desktop computers to smart devices, phones and tablets resulting in a need for Wi-Fi provision as well as fixed networks. E-books and E-magazines are growing in popularity and downloads for music and film have become commonplace. Not everyone has access to or is able to use online content. Libraries are natural centres for learning and the gateway to a wide range of resources. They provide free internet to all users and introductory sessions to using computers and online information for the over 50s. Public access PCs, provided in every library, support the Council’s strategy to migrate customers to Agenda Item 4 Page 22 more cost effective ways of accessing Council services. All libraries offer Freedom Pass renewals, support in revenue and benefits scanning, Blue Badge applications and helping people complete online forms.

Whilst the number of people who have never used the internet has declined sharply over the last few years, recent research from the Office of National Statistics estimates that 6.7million people have never used the internet. Over half these are self assessed as disabled under the Equality Act, 72% are over 65 and non users are mostly in the lower income brackets.

HOW WILL THE STRATEGY DELIVER THIS AIM?

We will:

 Redefine the role of library staff as digital champions to offer training in the use of IT and Smart devices.  Expand the volunteer programme to deliver IT training to targeted groups and a wider audience.  Join the London Library Consortium, upgrading and improving the Library Management System at a lower revenue cost.  Reduce expenditure on hard copy books and extend the range of e-books and online subscriptions.  Enhance the library catalogue, introducing interactive and personalised features such as book reviews, ratings, and discussion threads.  Maintain and improve self service technology and Wi-Fi.

ENSURE STOCK MEETS CHANGING NEEDS

The impact of online booksellers such as Amazon on the availability of discounted books has had a huge impact on the book trade. It has also exacerbated the steady decline in borrowing from libraries nationally. Sutton Library service issue figures have decreased in line with national trends. Visitor figures however have shown a slight increase as customers continue to use libraries for a wide variety of reasons.

Year Visitor Numbers Stock Issues

2009 1,434,629 1,123,652 2010 1,484,976 1,103,716 2011 1,480,700 1,067,494 2012 1,480,788 973,812 2013 1,481,731 837,970

The ability to borrow books free of charge will remain a valued activity but the effects of future digitisation, particularly of material which will be free to download, will continue to have an impact on library issues. Page 23 Agenda Item 4

Books in a range of formats, including Large Print, audio books and e-books extend access to people with disabilities or those who want to access their reading electronically. With reduced budgets, we will explore ways to achieve better value for money at the same time as maintaining a wide range of quality stock.

HOW WILL THE STRATEGY DELIVER THIS AIM?

We will:

 Join the Central Book Buying Consortium (CBC) to deliver better discounts and a wider range of stock.  Adopt supplier selection, commissioning the library suppliers to deliver to our specification, releasing staff time to focus on key priorities.  Re-profile spend to focus on materials for children, young people and older people.  Re-assess the provision of adult non-fiction and reference materials, reflecting the impact of the internet as a largely free information resource. This page is intentionally left blank Page 25 Agenda Item 5

Report to: Environment and Neighbourhood Date: 15 January 2015

Report title: Whitehall Heritage Lottery Fund

Report from: Interim Executive Head of Communities & Neighbourhoods

Ward/Areas affected: Borough Wide

Chair of Committee Councillor Jill Whitehead

Author(s)/Contact Jane Allen, Service Manager Heritage Number(s): 020 8770 4622

Corporate Plan Priorities:  A Green Council  A Fair Council  A Smart Council Open/Exempt: Open Signed: Date: 31 December 2014

1. Summary

1.1 In January 2013, Full Council agreed eight projects to be submitted to the Heritage Lottery Fund (HLF) for grant funding, including 10% matched funding from London Borough of Sutton (LBS). The redesign and refurbishment of Whitehall is one of these projects and has already received grant funding of £110,600 at round one of the funding programme.

1.2 Currently only 15% of the building is fully accessible and HLF require more of the building to be made accessible in order to ensure the bid at round two is successful. Access works have therefore been identified, resulting in an increase in cost of £335k, bringing the total project cost to £1.756m. This would ensure that 80% of the building is accessible.

1.3 The agreed projects have been reviewed with a view to freeing up matched funding to allocate to the Whitehall project. The additional requirement for match funding of the accessibility element has been secured through this process.

2. Recommendations

That the Environment and Neighbourhood Committee agree:

2.1 Should the round two bid be successful, that Whitehall will close for a period of 12 months, from September 2015.

2.2 The increase in budget and submission of the round 2 application of £1.756m Agenda Item 5 Page 26

2.3 To change the name of Whitehall to ‘Whitehall Historic House’ following project completion.

3. Background

3.1 Whitehall is a grade II* listed building in Cheam Village which has been open to the community as a local museum and historic house since 1978. It is a valued and recognised part of the local historic landscape in the borough. The second round application is due to be submitted on 9 March 2015. If successful the final grant from HLF will be in the region of £1,575,000. The total project cost will be £1,756,000

This report provides an update on the progress of the project including benefits for the community, LBS and the result of stakeholder consultation. DDA legislation and HLF priorities have resulted in a reappraisal of accessibility at Whitehall. Following specialist advice on access major changes are proposed for the layout of the building which has resulted in increase capital costs of £335,000 compared to the proposed costs identified at Environment and Neighbourhood Committee of 5 December 2013.

3.2 Capital works will necessitate the closure of Whitehall for a period of approximately 12 months from September 2015 to carry out work to make the building more accessible and essential conservation and repairs securing this regionally important building for future generations.

3.3 Whitehall is a rare example of Tudor architecture on a domestic scale. Its grade II* listing means that it is judged to be of ‘particularly importance and of more than special interest’ and in the top 8% of listed buildings in England. As owner, LBS has a responsibility to ensure that the building does not fall into disrepair. The building has had substantial repairs since the Borough of Sutton and Cheam bought it in 1963. Work carried out in the 1970s was done with the best of intention to safeguard the building. Since that time our knowledge of caring for a timber framed building has improved and we recognise that work necessary to avoid having a negative impact on the frame leading to structural and damp issues. These need to be addressed before the back wall of the building becomes unstable.

3.4 The project seeks to tackle all known building issues and equip the museum to provide a modern, relevant and community focused service. A business plan is being prepared to ensure a sustainable future with project benefits maintained beyond the life time of the funding.

3.5 The project is being managed in line with LBS project management procedures and guidelines. The Friends of Whitehall are represented on the project team and attend all meetings. Page 27 Agenda Item 5

4 Issues

4.1 Reaching a wider audience. Whitehall currently receives 7,000 - 8,000 visits per annum but has the potential to reach a larger audience. Honeywood Museum doubled its visitors to 18,000 per annum post HLF development and given Whitehall’s unique character and historic value an annual visitor figure in the region of 20,000 is the target set by HLF. Major investment in exhibitions and activities will ensure that wider audiences and non- traditional museum visitors will find interest and relevance at the museum. The increase in visitors will have implications for visitor flow, maximum capacity levels acceptable for health and safety and the need for facilities for visitor comfort including baby change and toilets. The increase in visitor numbers will bring additional revenue to the museum and benefits for local businesses and other heritage sites close to Cheam Village.

4.2 An improved visitor offer Public expectation of a museum has changed significantly since Whitehall first opened as a local museum (1978). Improved visitor facilities, events and activities for families and children, interactive and people focused exhibitions and a family friendly tea room are now essential. Investment is needed to bring Whitehall to the standard expected by visitors and consistent with those at Honeywood Museum. Without this investment, Whitehall will become increasingly out of date and unsustainable as a visitor attraction and community resource.

4.3 Access Whitehall has had six major building phases resulting in a unique but challenging layout. Visitors with limited mobility are unable to access the upper floors and have difficulty negotiating the multi-level ground floor. Only two rooms (15% of the building) are currently accessible to wheelchair users and the museum has no accessible toilet facilities.

Improved access is a priority for HLF who have assigned an access mentor to the project. The recommended work includes an external lift to the first floor on the north face of the building and the rebuilding of the Roy Smith Gallery and toilet block. These steps would make 80% of the building and the garden accessible and meet building control requirements for the increase in visitor numbers.

All planned works to improve access will require planning and listed building consent. To inform decisions and ensure that applications for planning and listed building consent have the best chance of success, an Access Audit and Conservation Management Plan have been commissioned and we have taken advice from a conservation architect, English Heritage and the Society for the Protection of Ancient Buildings. All architectural plans recognise the historic value of the building and have been designed to be appropriate to the character of the building.

In July 2014 the Project Board viewed a range of proposals for improved access and visitor facilities. They supported the proposals and asked that a range of options were Agenda Item 5 Page 28

developed including a potential major extension to the southern end of Whitehall and the lift. The final design is viewed by the project team as the best option for visitors, improved access and affordability whilst respecting the historic integrity of the building. The project will improve physical access to the ground and first floors and intellectual access to the exhibitions and learning programme.

4.4 Budget – Access Improvements The lift and re-building of the Roy Smith Gallery on the ground floor were not anticipated at round one resulting in an increase in project costs. The lift extension which will also house a vital fire exit will cost £109,267 plus fees. The gallery, toilets, ramps and other small works plus the further fire exit will cost £158,148 plus fees. HLF have insisted that these options are given serious consideration and we are optimistic that they will view the increased project costs of £1,750,000 as acceptable. However, there will be a need to increase the LBS matched funding element by £30,000. This can be funded by releasing the match funding required for the Biodiversity Garden which is no longer going ahead.

4.5 Space The museum is short of space. There is no dedicated backroom area where the curator can carry out administrative functions including banking. There is limited ability to engage volunteers in the running of the house as there is no available space for them to work in or suitable areas for volunteers to take breaks or store personal items (bags and coats). There is minimal storage space for craft materials and handling objects. When Whitehall first opened to the public in 1978 it had been an insurance requirement to have a post of live in warden as a security measure for the building. With improved security, insurance services no longer require a warden as a condition of insurance. The warden’s flat is 26% of the building and opening up that area to the public would address most of the spacial limitations of the building. In July 2014 the Project Board agreed the removal of the warden’s post and the change of use from residential to museum use for the flat. Building control has been consulted regarding the change of use and have advised on fire exits and evacuation routes.

4.6 Project timetable It will be necessary to close the museum while building work is carried out. The expected closure will be around 12 months from September 2015 until September 2016. The museum will re-open in August / September 2016 with a village festival celebrating Cheam’s heritage and promoting Whitehall. The project activities will then run until September 2018.

4.7 Opening hours The audience research has shown that the museum’s opening hours no longer correspond with visitor’s lifestyles and busy times in Cheam. A review of hours has recommended changes to the times the museum is open to the public and the re- programming of schools and learning activities to days when the museum is closed to the public. There will be no overall increase in public open hours. The revised hours will be trialled from May – August 2015. Page 29 Agenda Item 5

4.8 Name Whitehall is commonly known as either ‘Whitehall, Cheam’ or ‘Whitehall Museum’. The former does not convey what the building is or that it is open to visitors. The later has been shown by the audience research to be a deterrent for potential audiences who do not see themselves as museum visitors or who have preconceived and dated ideas about what a museum can offer them. Following consultation with the committee of the Friends of Whitehall it is recommended that the name is changed to ‘Whitehall Historic House’.

5 Options Considered

5.1 Do nothing is not an option as repair work to the building is essential. At a minimum the external render on the west face of the building and the resulting damage caused by water penetration must be addressed before the back wall becomes unstable (cost estimate £10,000). The electrical circuit is obsolete with no capacity to take emergency lighting and has to be replaced (cost estimate £89,000). Fire evacuation routes including a fire exit from the first floor must be implemented (cost estimate £12,000). HLF will not fund this work in isolation.

5.2 As part of the development work, a scheme to build a new entrance to the museum and large tea room extension aimed at improving access, increasing income potential and visitor facilities was considered and supported by the Project Board. The entrance and extension would have added £374,000 to the project budget, and increased the minimum staffing level of the building. Advice from LBS planning officers indicated that the extension was unlikely to receive planning permission and listed building consent. Access to the first floor would be achieved through a combined lift and fire exit extension which has been carried into the final design (see 5.5)

5.3 Further options to provide an internal lift or lift on the back of Whitehall were considered but discounted because of the impact on the original structure or the view of the building.

5.4 Options for extending the lift to the second floor were not progressed. No suitable position for the lift could be found which did not have a major impact on the appearance of the building and change the roof line. Even if a location for a lift could have been achieved, it was not seen as possible to alter the steps between rooms on the second floor without changing 17th century structural timbers and English Heritage were opposed to the suggestion.

5.5 The final design ensures that reasonable access is provided to the whole of the ground and first floor with minimal impact on the oldest areas of the building and the timber frame. Improved visitor facilities including a fully accessible toilet and baby change are included. Opportunities to increase income generation have been incorporated through improved temporary exhibitions and modernised tea room spaces. There will be no increase to the permanent staffing levels of the museum once the project has been Agenda Item 5 Page 30

completed with activities and events continuing to be supported by the general house assistant team. All advice from building control has been followed.

6 Impacts and Implications

Financial

6.1 In March 2013 Council approved £110,000 capital funds to be used as matched funding for an application to the HLF that was allocated by Strategy and Resources Committee on 16 December 2013. A sum of £30,000 revenue matched funds was previously agreed. The Friends of Whitehall are also committed to contributing £10,000 from their reserves towards the project, a significant investment from this dedicated community group. Cheam Rotary Club are aiming to raise £1,000 to fund a new guide book as part of the project. Because of the increased capital costs to improve access, LBS matched funding will increase by £30,000 (diverted from the Biodiversity Garden project). The final application asks HLF to fund the remainder of the project £1,575,000.

6.2 The table below shows the breakdown of the budget and the funding required.

Breakdown of costs CAPITAL REVENUE TOTAL

£ £ £

External works 435,922 0 435,922 Work to improve accessibility 267,415 0 267,415 Other Capital costs 364,000 0 364,000 Professional Fees 253,026 0 253,026 Activity 0 149,600 149,600 Delivery 0 65,900 65,900 Contingency 198,054 21,550 219,604

TOTAL BREAKDOWN OF 1,518,417 237,050 1,755,467 COSTS

Funding

Lottery 1,381,417 193,583 1,575,000 LBS Match funding 137,000 3,000 140,000 Friends of Whitehall 0 10,000 10,000 Contribution Rotary Club 0 1,000 1,000 Revenue match fund 0 30,000 30,000

TOTAL FUNDING 1,518,417 237,583 1,756,000

Previously allocated for 13/14 -28,000 -24,500 -52,500

Budget now to be 1,490,417 213,083 1,703,500 allocated Page 31 Agenda Item 5

6.3 Additional staff resource has been included in the funding bid to enable delivery of the programme of activities and it is proposed to appoint a project officer post on a fixed term contract. Opportunities for paid interns and volunteers are also included in the project. Activities have been designed that are time limited or delivered in partnership with community organisations or volunteers enabling benefits to be retained once funding for additional staffing has expired.

Legal

6.4 On receiving a grant from HLF we will be subject to terms and conditions as specified in the HLF document ‘Standard Terms of Grant’. This ensures that the museum will remain open to the public for a period of 10 years and be managed and maintained appropriately.

6.5 All procurement, building control and planning is being undertaken in consultation with appropriate officers and following LBS policy guidance.

6.6 Integrated Impact Assessment An Integrated Impact Assessment – has been completed

One Planet Living

6.6 The Whitehall project has encompassed sustainability as a core aim of the project. All elements of One Planet Sutton have been considered in the formulation of the project and this can be evidenced from the 3 key streams of the project - "knowing, sharing and saving" - "knowing" involves bringing the heritage of Whitehall to life in the community, "sharing" involves ensuring all elements of our community are able to experience and benefit from the project. These 2 aims incorporate the Supporting Healthy Communities, and Supporting the Local Economy themes of One Planet Sutton. The final aim - "saving" is about ensuring the building is developed and managed in an environmentally sensitive manner. The project will include a wide variety of energy, waste and water saving measures, and the preservation and reuse of existing materials and structures. Exhibitions and activities will feature information on historic food growing and local and sustainable food. In this way the Whitehall project can be described as a One Planet Sutton showcase project.

7 Appendices and Background Documents

Appendix Letter Title None Agenda Item 5 Page 32

Background Documents None

Audit Trail Version Final Date: 31 December 2014

Consultation with other officers Officer Comments Sought Comments checked by Finance Yes Christine Little Legal Yes John Cheetham Other Officers: Yes Andrea Crump - One Planet Living Page 33 Agenda Item 6

Report to: Environment & Neighbourhoods Date: 15 January 2015 Committee

Report title: Review of Environment & Neighbourhoods Fees & Charges for 2015/16 with proposed increases for the following services:

 Communities and Neighbourhoods services  Highways and Commercial Waste  Safer and Stronger Communities services.

Report from: Mary Morrissey – Strategic Director of Environment & Neighbourhoods

Ward/Areas affected: Borough-wide

Chair of Committee Councillor Jill Whitehead

Author /Contact Matt Clubb – Head of Commissioning & Contract Performance (0208 Number(s): 770 6116) Corporate Plan Priorities:  A Green Council  A Fair Council  A Smart Council Open/Exempt: Open

Signed: Date: 31 December 2014

(

1. Summary

1.1 This report seeks to gain approval following a review of fees and charges for the listed services. The report provides details of the existing charges and proposed increases for these services.

2. Recommendations

2.1 Agree the proposal to increase the charges for Communities and Neighbourhoods services, (appendices 3 & 7) Highways, (appendix 5), Commercial waste (appendix 1) and Safer and Stronger Communities services as detailed at appendices 2, 4, 6, 8 & 9.

3. Background

3.1 The Environment and Neighbourhoods Directorate review the charges applied to its services on an annual basis. These new charges are implemented in April of the following year. The services covered within this annual review are Commercial (Trade) Waste, Parks including Biodiversity, Cemeteries, Highways, Libraries, Registration Service, Leisure Centres also Theatres and Halls, Regulatory Services and Parking Services. Agenda Item 6 Page 34

3.2 The coalition government that took office after the 2010 general election has followed a policy aimed at reducing the public sector deficit, principally through reductions in public expenditure. As a result Councils have had significant reductions in their funding from government grants. At the same time the Council has faced increasing demand for services due to demographic pressures and the consequences of other national government policies such as welfare reform.

3.3 The London Borough of Sutton is no different from other Councils. The Council has faced a 25% reduction to its budget since 2010 and to address this, the Council identified £32m through its four year Smarter Services Sutton (SSS) programme. The delivery of these changes will largely be complete by the end of the 2014/15 financial year. Despite this, further funding and grant reductions are expected from national government over the medium term with a funding gap of £38m projected by 2018/19.

4. Issues

4.1 Given these financial challenges a review of all fees and charges has been conducted to assess how the income received compares within each of the markets. The main aim of this review was to 1. Address income levels to ensure that all costs associated with the provision of services are at least fully recovered 2. Incorporate any known increases in contract costs, inflation and other costs such as Landfill Tax 3. Address the base income budget position.

4.2 The result of this review has resulted in increases over and above inflation in a number of the services; the rationale for these changes are listed below and detailed in section 3 and the appendices.

Commercial Waste (Appendix1)

4.3 A strategic review of the charges for the Commercial (Trade) Waste service has been carried out in order to inform a marketing strategy to increase the number of customers choosing to use the service. This review looked at the contribution of the services of six different customer types and services were repriced accordingly. The review also considered customer types that had received significant increases in the past as well as those customers that had not received price increases in recent years.

4.4 The marketing strategy seeks to increase the customer base in particular categories, this is in order to increase contribution and encourage customers to recycle more. It is anticipated that the net increase of income from attracting new customers and increased rates from this marketing activity will be in the region of £100,000 per annum over and above inflation. This will allow full recovery of costs, will reduce the subsidy that would otherwise have been funded from the Council, and will contribute to the savings needed to be achieved within the directorate in 2015/16. Page 35 Agenda Item 6

Registration Services (Appendix 2)

4.5 The review concluded that there was a need to increase charges to bring them in line with neighbouring boroughs and ensure cost recovery. The increases to the charges for baby naming and the renewal of vows are recommended as there has been no increase in charges since 2010 and these are prices which reflect cost recovery. It is anticipated that the additional income will not be significant but will cover the inflationary increases and support the achievement of current income targets.

Library & Heritage (Appendix 3)

4.6 A review of the charges has been carried out in order to move the service towards full cost recovery. In achieving this it has been necessary to increase prices specifically relating to overdue items, music and DVD hire and hire of the Europa Gallery. It is anticipated that the additional income from these changes will be in the region of £20,000 per annum over and above inflation and this will support the service in achieving income levels required to balance the current budget.

Regulatory Services (Appendix 4)

4.7 Increases to contaminated land, clinical waste and administration fees for grants are recommended to enable full cost recovery of the service. There is a relatively low uptake of these services and the prices remain competitive compared to private providers (clinical waste) and other boroughs.

4.8 No increases have been applied to services under High Hedges Legislation, the Safer Sutton Trader Scheme and stray dogs as these fees were all increased well above inflation last year to ensure full cost recovery and bring them into line with neighbouring boroughs.

Highways & Transport (Appendix 5)

4.9 The Highways and Transport service has reviewed the fees and charges to bring them into line with neighbouring boroughs. These increases will result in an estimated additional income of £30,000 per annum over and above inflation, contributing to the achievement of the team’s existing income budget.

Parking Services (Appendices 6a to 6c)

4.10 On Street Pay and Display prices are recommended to incentivise Off Street parking and to manage the competing demand for On Street parking. Suspension and Dispensation prices are recommended to correlate with Pay and Display prices. Increases in CPZ permits and visitor vouchers are recommended to cover inflationary increases in costs. No additional income is anticipated to be generated through this change.

4.11 Off Street tariffs are recommended to address inequality in current tariff structure in car parks across the Borough through implementing a simple and consistent tariff structure. This takes into account competitor pricing as well as incentivising use of Off Street parking over On Street parking. Proposed volume discounts reflect incentives to encourage bulk buy of season tickets Agenda Item 6 Page 36

to support attracting increased demand. The estimated additional income from these changes is expected to be approximately £40k per annum over and above inflation. This will support meeting existing Off Street parking income budgets.

Sports & Leisure Management (Appendix 7)

4.12 Sports and Leisure Management (SLM) operate and manage Westcroft Leisure Centre, Cheam Leisure Centre, David Weir Leisure Centre and Phoenix Leisure Centre, on behalf of the council and are able to increase core prices in line with CPI. There are a wide range of activities and services across the four leisure centres. These include swimming, athletics, group exercise classes, gym, badminton, soft play, martial arts classes, roller skating, treatments, sports parties and food and beverage. This increase is linked to the August CPI percentage which for 2014 was 1.5%. While there are some variations to this the overall, average increase in prices is 1.44%.

Parks, Cemeteries & Biodiversity (Appendices 8a to 8c)

4.13 A review of the charges has been carried out in order to move towards self funding services and to ensure the service covers its costs. As a result, there are increases proposed for allotments, bowls, hire of sports pitches and purchase of burial rights for new graves.

4.14 The increase in allotment charges reflects the need to recover the administration and water supply costs and remains competitive with neighbouring boroughs. The bowls charge increase is based on the cost of maintaining four greens.

4.15 The increase to sports charges bring Sutton in line with LB Merton and others. The Service was £9,000 short of the expected income estimate in 2013/14 due to a decline in sports bookings. A new charge for commercial use of parks for sports activities has been included.

4.16 The biodiversity team’s charges have been increased where there is strong demand for the services. The discount for longer sessions has also been reduced in order to recover staff costs.

4.17 The estimated additional income from these changes is expected to be approximately £16,000 for cemeteries, £10,000 for allotments, and £2,000 for events.

Life Centre (Appendix 9)

4.18 Price increases in this area are above the level of inflation, this is to reflect competitor and market rates. It is anticipated that the additional income from these changes will be in the region of £6,000 per annum over and above inflation and support the achievement of current income budgets.

Theatres & Halls

4.19 Due to the Council's intention to withdraw from the direct provision of Theatres and Halls, fees and hire charges will remain at 2013/14 levels. Page 37 Agenda Item 6

5 Options Considered

5.1 The review carried out across all Environment & Neighbourhood services and has resulted in proposed increases of varying amounts to individual services. In reviewing these charges the option to increase by inflation only was considered, however, given the financial pressures and gaps in service income budgets it is proposed to increase above inflation.

6 Impacts and Implications

Financial

6.1 The proposed increases in fees and charges on Trade Waste will release approximately £100k of costs that would have otherwise been funded by the Council. This will contribute to the achievement of savings against the Directorate’s savings targets. 6.2 The above inflationary increases in the other areas will help to ensure that services achieve current income budgets in 2015/16.

Legal

6.3 The Environment and Neighbourhoods Directorate has reviewed its charges against relevant legislation to ensure that any fees and charges remain compliant with the relevant statutes governing Local Authority activities.

7 Appendices and Background Documents

Appendix Letter Title 1 Commercial Waste Charges – Proposed 2015/16

2 Registration Services – Proposed 2015/16

3 Libraries and Heritage– Proposed 2015/16

4 Regulatory Services – Proposed 2015/16

5 Highways & Transport – Proposed 2015/16

6a Parking Services (Surface Car Parks) – Proposed 2015/16

6b Parking Services (Multi Storey/On Street)– Proposed 2015/16

6c Parking Services (CPZ/Other) - Proposed 2015/16

7 Sports & Leisure Management – Proposed 2015/16

8a Cemeteries - Proposed 2015/16

8b Parks – Proposed 2015/16 Agenda Item 6 Page 38

8c Bio-Diversity – Proposed 2015/16

9 Life Centre – Proposed 2015/16

Background Documents None.

Audit Trail Version Final Date: 31 December 2014

Consultation with other officers Officer Comments Sought Comments checked by Finance Yes Sue Hogg Legal Yes Rowenna Warburton Page 39 Agenda Item 6

Trade Waste Appendix 1

Service Current Proposed (2014/15) (2015/16) Trade Heavy 1280 Euro £35.50 £36.00 1100 Euro £33.00 £34.00 940 Cham/Pal £31.00 £32.00 660 Euro £27.50 £28.00 360 Wheelie Bin £23.50 £24.00 240 Wheelie Bin £15.50 £16.00 Blue Sacks 52 litre £5.50 £6.00 Blue Sacks 26 Litre £3.00 £3.10 Trade Light 1280 Euro £26.00 £27.00 1100 Euro £24.00 £25.00 940 Cham/Pal £22.50 £24.00 660 Euro £20.00 £21.00 360 Wheelie Bin £17.00 £18.00 240 Wheelie Bin £11.50 £13.00 Blue Sacks 52 litre £4.00 £5.00 Blue Sacks 26 Litre £2.50 £3.00 Collection Only 1280 Euro £11.00 £13.50 1100 Euro £10.50 £13.00 940 Cham/Pal £9.50 £11.50 660 Euro £9.00 £11.00 360 Wheelie Bin £7.50 £9.00 240 Wheelie Bin £5.00 £6.00 Blue Sacks 52 litre £1.50 £2.00 Charities 1280 Euro £11.00 £13.50 1100 Euro £10.50 £13.00 940 Cham/Pal £9.50 £11.50 660 Euro £9.00 £11.00 360 Wheelie Bin £7.50 £9.00 240 Wheelie Bin £5.00 £6.00 Blue Sacks 52 litre £1.50 £2.00 Domestic (Hire Only) 1280 Euro £4.50 £4.60 1100 Euro £4.50 £4.60 940 Cham/Pal £4.50 £4.60 660 Euro £4.50 £4.60 Recycling 1280 Euro £10.50 £13.50 1100 Euro £9.80 £13.00 940 Cham/Pal £9.10 £11.50 660 Euro £8.20 £11.00 360 Wheelie Bin £7.00 £9.00 240 Wheelie Bin £4.50 £6.00 Blue Sacks 52 litre £1.20 £2.00 Blue Sacks 26 Litre £1.20 £2.00 Agenda Item 6 Page 40

Registration Service Appendix 2

Service Current (2014/15) Proposed (2015/16) Nationality Checking Service Adult £50 £55 Child £25 £40 Marriage Service (Outside Venue) Mon-Thurs £240 £260 Fri £240 £260 Sat £316 £330 Sun/Bank Holiday £367 £380 Marriage Service (In House - Non Statutory Rooms) Mon-Thurs --In house £82 - £138 £85 - £150 Fri -In House £82 - 138 £85 - £150 Sat –In house £158 £175 Sun –In house £316 £330 Baby Naming/Renewal of Vows (Outside Venue) Mon-Thurs £150 £260 Fri £150 £260 Sat £150 £330 Sun/BH O/V £200 £380 Baby Naming/Renewal of Vows (In house - Non Statutory Rooms) Mon-Thurs £150 £150 Fri £150 £150 Sat £150 £175 Sun/BH O/V £200 £330 Page 41 Agenda Item 6

Library Charges Appendix 3

Service Current Fees (2014/15) Proposed Fees (2015/16) Overdue items £0.25 for first week, £0.30 for second week Books – adult / day £0.20 onwards Books – child / day £0.07 £0.10 Maximum overdue charge per item £5.00 £6 Maximum amount in fines before £11.00 £5 service withdrawn British Library books at cost at cost Reservations In house £1.10 £1.30 External £2.50 £4.00 British Library Loans Per Book £12.65 £13.00 Lost Tickets Adult £1.75 £3.00 Child £0.70 £1.00 Spoken Word Single CD (Adult/ 3wks) £1.00 £2.00 Set of CD (Adult/ 3wks) £2.00 £3.00 Music CDs & DVDs Single CD/DVD ( 3wks) £1.00 £2.00 Set of CD/DVD (3wks) £2.00 £3.00 Games – per item per week £2.00 Not hired now PC hire – per hour £1.00 per hr after the first hour. Free for children under 16, full time students, customers in receipt £0.00 of income or pension benefits, unemployed customers Printing Per page (B&W) £0.15 £0.20 Per page (colour) £1.00 £1.20 Notifications SMS £0.00 £0.00 Email £0.00 £0.00 Post 2nd class + £0.20 2nd class + £0.50 Europa Gallery Hire Per day Non Commercial Groups SCOLA side entrance (1) £12 £18 SCOLA side ‘C’ shape (2) £23 £30 Central area 4 corners (3) £55 £80 Holiday Inn side (4) £12 £18 Stall hire Per day – non commercial - Per day – non commercial - £20.00 £17.50 Commercial - Commercial - £45 £41.00

Europa Gallery Hire Per Week Non Commercial groups SCOLA side entrance (1) £55 £70 SCOLA side ‘C’ shape (2) £90 £115 Central area 4 corners (3) £170 £200 Holiday Inn side (4) £55 £70 Whole Gallery (5) £300 £320 Stall hire Per week – non- Per week – non-commercial £80 Commercial commercial £70 £180 Commercial £175 Agenda Item 6 Page 42

Regulatory Services Appendix 4

Service Current Proposed (2014/15) (2015/16) High Hedges £375 £375 Immigration Inspections £150 £160 Hmo Licenses £175 per let £180 per let Admin fee for grants £150 £200 Contaminated Land Residential £75 £100 Contaminated Land Commercial £100 £150 Sutton Safer Trader Scheme £110 £110 Clinical waste £8.50 £10 Stray Dogs £120 £120 Page 43 Agenda Item 6

Highways & Tranport Appendix 5

Service Current (2014/15) Proposed (2015/16) Skip Licence (For up to 14 days) £45.00 £50.00 Skip licence renewal (For further 14 days with a £30.00 £35.00 maximum of one renewal per licence) Building Materials Licence (For up to 14 days) £45.00 £50.00 Building materials renewal (For further 14 days £30.00 £35.00 with a maximum of one renewal per licence) Scaffolding/ Hoarding Licence (licences valid £220.00 £225.00 per 28 days) Mobile Crane - Allowed three operations per £220.00 £225.00 licence in any 28 days Cherry Picker/Mobile Scaffolding - Allowed three £130.00 £135.00 operations per licence in any 28 days Road Opening Agreement - (Sec 50 NRSWA 1991) Application - includes admin charges plus three £375.00 £415.00 inspections (Plus variable supervision fee and refundable deposit) Vehicle Crossing Application ( non refundable) £75.00 £80.00 Surrender Vehicles Surrender of motor vehicle for destruction (from £0.00 £0.00 public highway) Removal of Abandoned Vehicles from Private £75.00 £100.00 Land Search Enquiries £40.00 £50.00 Single letter single point reply Single letter multi point reply per question (each £40.00 £50.00 question to be charged) Temporary Traffic Orders · S14(1) Planned works £1,500 £1,530

· S14(2) emergency works £750 £765 Filming on Highways Traffic Orders · Film Notice – 24hr duration £765 · Film Order 2 – 7 day duration £1,015 Special Event Traffic Orders (excluding Playing Out, Big Lunch, £765 Remembrance Sunday and Council initiatives) Permanent Traffic Order Amendment Parking bay relocation to accommodate £1,900 £1,950 dropped crossing Flood Risk Management Ordinary watercourse consent’ fee is £50 per £50 £55 structure or operation S278 of Highways Act 7% (of construction 8% (of construction costs) Third party works on Highway costs) with a with a minimum fee of minimum fee of £3,000 £2,000 S38 of Highways Act 7% (of construction 8% (of construction costs) Agreement for Adoption of Highways costs) with a with a minimum fee of minimum fee of £3,000 £2,000 Agenda Item 6 Page 44

Surface Car Parks Appendix 6a

Stone Place Kingsway Road Wallington Library 2014/15 2015/16 2014/15 2015/16 2014/15 2015/16 30 mins FREE FREE £ 0.50 £ 0.50 FREE FREE 60 mins FREE FREE £ 1.00 £ 1.00 £ 1.00 £ 1.00 2 hours FREE FREE £ 1.50 £ 2.00 £ 1.50 £ 2.00 3 hours £ 2.00 £ 2.50 £ 2.00 £ 2.50 £ 2.00 £ 2.50 4 hours £ - £ - £ - £ - £ - £ - 5 hours £ - £ - £ - £ - £ - £ - >5 hours £ - £ - £ - £ - £ - £ - Sunday (All day) FREE FREE £ 0.50 £ 1.00 £ 0.50 £ 1.00 Quarterly £ - £ - £ 126.00 £ 126.80 £ - £ - Annual £ - £ - £ 441.00 £ 441.00 £ 262.50 £ 441.00 Departmental £ - £ - £ 367.50 £ 367.50 £ 184.22 £ 367.50

Cheam Library Carshalton High The Square 2014/15 2015/16 2014/15Street2015/16 2014/15 2015/16 30 mins £ 0.50 £ 0.50 £ 0.50 £ 0.50 £ 0.50 £ 0.50 60 mins £ 0.90 £ 1.00 £ 0.90 £ 1.00 £ 0.90 £ 1.00 2 hours £ 1.40 £ 2.00 £ 1.40 £ 2.00 £ 1.40 £ 2.00 3 hours £ 1.90 £ 2.50 £ 1.90 £ 2.50 £ 1.90 £ 2.50 4 hours £ 2.30 £ 3.00 £ 2.30 £ 3.00 £ 2.30 £ 3.00 5 hours £ 2.50 £ 3.50 £ 2.50 £ 3.50 £ 2.50 £ 3.50 >5 hours £ 3.50 £ 4.50 £ 3.50 £ 4.50 £ 3.50 £ 4.50 Sunday (All day) £ 0.50 £ 1.00 £ 0.50 £ 1.00 £ 0.50 £ 1.00 Quarterly £ 108.14 £ 126.80 £ 136.50 £ 126.80 £ - £ 126.80 Annual £ 378.00 £ 441.00 £ 477.74 £ 441.00 £ - £ 441.00 Departmental £ - £ 367.50 £ 184.22 £ 367.50 £ - £ 367.50

Melbourne Road Shotfield Wallington Public 2014/15 2015/16 2014/15 2015/16 2014/15Hall2015/16 30 mins £ 0.50 £ 0.50 £ 0.50 £ 0.50 £ 0.50 £ 0.50 60 mins £ 0.90 £ 1.00 £ 0.90 £ 1.00 £ 0.90 £ 1.00 2 hours £ 1.40 £ 2.00 £ 1.40 £ 2.00 £ 1.40 £ 2.00 3 hours £ 1.90 £ 2.50 £ 1.90 £ 2.50 £ 1.90 £ 2.50 4 hours £ 2.30 £ 3.00 £ 2.30 £ 3.00 £ 2.30 £ 3.00 5 hours £ 2.50 £ 3.50 £ 2.50 £ 3.50 £ 2.50 £ 3.50 >5 hours £ 3.50 £ 4.50 £ 3.50 £ 4.50 £ 3.50 £ 4.50 Sunday (All day) £ 0.50 £ 1.00 £ 0.50 £ 1.00 £ 0.50 £ 1.00 Quarterly £ 136.50 £ 126.80 £ 108.14 £ 126.80 £ 75.60 £ 126.80 Annual £ 477.74 £ 441.00 £ 378.00 £ 441.00 £ 262.50 £ 441.00 Departmental £ - £ 367.50 £ - £ 367.50 £ 184.22 £ 367.50

Wallington Public Hall 2014/15 2015/16 Overnight Coach Parking £ 315.00 £ 325.00 Page 45 Agenda Item 6

Multi Storey Car Parks Appendix 6b

Gibson Road Times Square 2014/15 2015/16 2014/15 2015/16 30 mins £ 0.60 £ 0.60 £ 0.80 N/A 60 mins £ 1.20 £ 1.50 £ 1.60 £ 2.00 2 hours £ 2.10 £ 2.50 £ 2.80 £ 3.00 3 hours £ 3.00 £ 3.50 £ 3.60 £ 4.00 4 hours £ 3.80 £ 4.50 £ 4.10 £ 5.00 5 hours £ 4.50 £ 4.50 £ 4.60 £ 5.00 >5 hours £ 5.00 £ 4.50 £ 7.50 £ 5.00 Evening £ 0.50 £ 1.00 N/A N/A Sunday (All day) £ 1.50 £ 1.00 £ 1.50 £ 1.00 Quarterly £ 282.24 £ 240.00 £ 415.80 £ 400.00

On Street Parking

Central Zone Outer Zone 2014/15 2015/16 2014/15 2015/16 15 mins £ 0.50 £ 0.60 N/A N/A 30 mins £ 1.00 £ 1.20 £ 0.50 £ 0.60 45 mins £ 1.50 £ 1.80 N/A N/A 60 mins £ 2.50 £ 3.00 £ 1.00 £ 1.20 1.5 hours £ 3.50 £ 4.00 £ 2.40 N/A 2 hours £ 4.00 £ 4.50 £ 2.40 N/A 3 hours N/A N/A £ 2.40 £ 3.00 5 hours N/A N/A £ 4.50 £ 5.00 >5 hours N/A N/A £ 8.50 £ 9.00 Agenda Item 6 Page 46

Parking CPZ Appendix 6c

Sutton Belmont Wellington Avenue 2014/15 2015/16 2014/15 2015/16 2014/15 2015/16 1st £ 50.00 £ 51.00 £ 45.00 £ 46.00 £ 35.00 £ 36.00 2nd £ 80.00 £ 81.00 £ 65.00 £ 66.00 £ 50.00 £ 51.00 3rd £ 150.00 £ 153.00 £ 110.00 £ 112.00 £ 75.00 £ 76.00 4th N/A N/A £ 110.00 £ 112.00 £ 100.00 £ 102.00 >4th N/A N/A N/A N/A £ 100.00 £ 102.00 Visitor Hours (First 50) FREE FREE FREE FREE FREE FREE Book of ten (10) days £ 60.00 £ 61.00 £ 60.00 £ 61.00 £ 60.00 £ 61.00 Book of twenty (20) half days £ 60.00 £ 61.00 £ 60.00 £ 61.00 £ 60.00 £ 61.00

Parking - Other Permits

2014/15 2015/16 Carers (Organisational) £ 50.00 £ 50.00 Carers (Individual) £ 35.00 £ 35.00 Parents £ 35.00 £ 35.00 Child Care £ 35.00 £ 35.00 Operational (All Zones/All Bays) £ 100.00 £ 175.00 Operational (Resident Bays Only) £ 50.00 £ 87.50 Operational (Surface Car Parks) £ 184.22 £ 367.50

Suspentions & Dispensations

Applies to: Unit 2014/15 2015/16 Dispensation P&D Bay/Permit vehicle per day £ 10.00 £ 12.00 Suspension bay/SingleAdministrative Yellow Fee N/A £ 50.00 £ 55.00 Line/Footway(payablePermit Bay/Limited in all Baycases) per bay (5m), per Suspension £ 50.00 £ 55.00 Waiting Bay/Footway week or part week Suspension Pay and BayDisplay Bay bay per day £ 13.80 £ 20.00 Suspension Pay and(Central) Display Bay bay per day £ 5.60 £ 10.00 (Outer) Yellow Line/Footway per 100 metres, per Suspension £ 50.00 £ 60.00 Parking week (or part week) Page 47 Agenda Item 6

Leisure Appendix 7

Service Current Charges Proposed Charges (2014/15) (2015/16) Pay & Play Junior in borough £11.50 £11.65 Adult in borough £32.50 £33.00 Adult out of borough £53.50 £54.00 Club / concessionary £11.50 £11.65 Inductions Adult - Basic £30.40 £30.80 Adult - Concessionary £13.15 £13.30 Pre Paid Junior DD £13.20 £13.20 Adult DD £42.95 £42.95 Adult Annual £429.50 £429.50 Adult Concess DD £30.60 £30.60 Adult Annual Concess £306.00 £306.00 Joining Fee £40.00 £40.00 Junior Joining Fee £20.00 £20.00 Concessionary Joining fee £20.00 £20.00 Creche P&P £3.10 £3.20 P&P Concessionary £2.40 £2.50 Play World P&P £3.65 £3.75 P&P Concessionary £2.05 £2.10 Swimming Adult P&P £3.30 £3.40 Adult P&P concession £2.40 £2.45 Junior P&P £1.00 £1.00 Junior P&P concession £1.00 £1.00 60+ Resident £2.40 £2.45 Fitness Room Adult P&P O/P £5.00 £5.10 Adult P&P O/P Conc £4.25 £4.30 Adult P&P Peak £5.75 £5.85 Adult P&P Peak Conc £5.45 £5.65 Group Exercise Adult P&P £5.55 £5.65 Adult P&P Conc £4.90 £5.10

Racquets - Badminton Junior P&P O/P £6.70 £6.80 Junior P&P O/P Conc. £4.35 £4.40 Junior P&P Peak £12.10 £12.20 Junior P&P Peak Conc. £8.50 £8.70 Adult P&P O/P £6.70 £6.80 Adult P&P O/P Conc £4.40 £4.45 Adult P&P Peak £12.10 £12.20 Adult P&P Peak Conc £8.50 £8.70 Agenda Item 6 Page 48

Cemeteries Appendix 8a

Current Proposed Service Charges Charges (2014/15) (2015/16) Purchase of Burial Rights (50 Years) exempt of VAT New grave - class A front row or near chapel £1,875 £2,600 New grave - class B inside row £1,570 £1,760 East Border Front Row (new category) £3,015 £3,380 Reclaimed grave for burial- any class £820 £920 Baby grave £395 £445 Cremated remains grave £1,060 £1,190 Reclaimed grave for cremated remains £445 £500 Purchase of extra years - 50 years *pro rata *pro rata Purchase of extra years - 25 years *pro rata *pro rata Purchase of grave for future use add 25% surcharge* - Transfer and re-registration of burial rights £84 £95 Cost of Burial (private or public grave space) exempt of VAT Coffin burial - depth for 1 or 2 £955 £1,070 Coffin burial - depth for 3 £1,085 £1,220 Coffin burial - depth for 4 £1,390 £1,560 Casket burial - depth 1 £1,160 £1,300 Casket burial - depth 2 £1,290 £1,450 Casket burial - depth 3 £1,595 £1,790 Coffin burial for child – 16 or under any depth £400 £450 Public grave burial - adult £810 £910 Public grave burial - child 16 or under £400 £450 Cremated remains burial at shallow depth £280 £315 Wooden shoring for grave backfill by public - depth for 1 or 2 £240 £270 Wooden shoring for grave backfill by public - depth for 3 or 4 £325 £365 Use of cemetery chapel for Sutton cemetery funeral service for maximum 30 mins £99 £125 Use of cemetery chapel - longer service/ service over run per 30 mins £99 £125 Use of cemetery chapel for other cemetery funeral service. £225 £250 Cost of Memorial Permits exempt of VAT Full kerb type memorial - including one inscription £235 £265 Headstone type - including one inscription £185 £210 Public grave tablet memorial - including one inscription £109 £120 Each additional inscription or minor addition £89 £100 To renovate, repair and/ or clean existing memorial (Admin fee) NEW £20 £22 Keeping the Grave Tidy Service including VAT Annual grave maintenance - plants and keep tidy - full grave £185 £210 Page 49 Agenda Item 6

Parks Appendix 8b

Service Current Proposed Charges Charges (2014/15) (2015/16) Grass pitches for Rugby, Hockey, Hurling, Korfball Pitches Prices per pitch, per game including free use of showers and changing rooms

Adult casual hire (including VAT) £80.00 £82.00 Adult - Block booking (excluding VAT £65.50 £67.00 Youth Team/senior school(ages12 -18) (including VAT) £28.05 £61.00 Youth Team/senior school block bookings (excluding VAT) £23.35 £51.00 Junior Clubs and primary schools (aged under 12 )(including VAT) £15.90 £61.00 Junior Clubs and primary schools block bookings (excluding VAT) £13.25 £51.00 Grass pitches for football Prices per pitch, per game including free use of showers and changing rooms Adult casual hire (including VAT) £87.00 £89.00 Adult - Block booking (excluding VAT) £72.00 £74.00 Youth Team/senior school(ages12 -18) (including VAT) £34.35 £54.00 Youth Team/senior school block bookings (excluding VAT) £28.65 £45.00 Junior Clubs and primary schools (aged under 12 )(including VAT) £25.25 £27.00 Junior Clubs and primary schools block bookings (excluding VAT) £21.00 £23.00 Little League per game, 3 games per pitch (incl. VAT) £23.10 £53.00 Little League per game, 3 games per pitch (excl. VAT) £19.25 £44.00 Mini League per game, 3 games per pitch (incl. VAT) £21.00 £27.00 Mini League block bookings per game, 3 games per pitch (excl. VAT) £17.55 £23.00 Baseball Pitches and Cricket All Weather Strip Price per pitch per game including free use of showers and changing rooms Adult - all day casual hire (including VAT) £91.00 £100.00 Adult - all day block bookings (excluding VAT) £74.00 £84.00 Adult - half day casual hire (including VAT) £62.00 £100.00 Adult - half day block bookings (excluding VAT) £52.00 £84.00 School Team/Junior/U/18's casual hire (including VAT) £42.20 £100.00 School Team/Junior/U/18's Block bookings (excluding VAT) £35.30 £84.00 Bank Holiday half day (including VAT) £141.00 £144.00 Bank Holiday full day (including VAT) £193.00 £195.00 Keys and Access Changing rooms and pitch - key purchase £20.00 £20.00 Temporary vehicular access to park per day (up to a maximum of 3 days) (excluding VAT) £52.00 £53.00 Bowls Charges Charge for each club member (non-lease clubs only) £113.00 £193.00 Public play per player per hour (Charge made and retained by clubs) Under 18s free when accompanied by an adult. £2.65 £4.50 Discounted annual membership for students and under 18s £21.20 £22.00 (NB There will be no charge for up to 2 under 18's where there are 2 full members in the same family) Allotments Charges (excluding VAT) Full price (Charge a square metre) £0.285 £0.298 Concessions rate (Charge a square metre) £0.180 £0.223 Charge for supply of water (Charge a square metre) £0.041 £0.062

Parks Appendix 8b Agenda Item 6 Page 50

Service Current Proposed Charges Charges (2014/15) (2015/16) Charges for Pavilion Hire (Excluding Changing Rooms) excluding VAT Minimum hire 2 hours All bookings are subject to a £5.00 charge to cover users for public liability insurance purposes. The insurance premium is included in the first 2 hours hire charge. Monday to Thursday, first 2 hours including insurance premium £21 £22.00 Friday, Saturday and Sunday, first 2 hours including insurance premium £26 £27.00 All days charge per hour after first 2 hours £10 £11.00 Charges for Hire of Changing Rooms only excluding VAT Minimum hire 2 hours All bookings are subject to a £5.00 charge to cover users for public liability insurance purposes. The insurance premium is included in the first 2 hours hire charge.

All days charge, first 2 hours charge including insurance premium £41 £42.00 All days charge per hour after first 2 hours £10 £11.00 Sponsorship of trees (standard VAT -if co advertising, excluding VAT if anonymous donation) Supply and planting of a standard tree (park or verge) £232.00 £239.00 Supply and planting of a baby tree (known a s a whip and approx. 1 metre £9.60 £10.00 tall) within park woodland or mass planting Supply and planting of 1000 crocus bulbs(park or verge) £58.00 £60.00 Supply and planting of 1000 narcissus bulbs(park or verge) £107.00 £110.00 Supply and planting of an ornamental rose bush in a park bed £12.75 £13.00 Special Event Charges excluding VAT Charges for Funfairs, Circuses and Concerts are by negotiation, but the following minimum charges apply. Funfairs, Circuses, Concerts per operating day £835.00 £920.00 Funfairs, Circuses, Concerts per non operating day £300.00 £310.00 Event attracting more than 100 people with admission charge for the public (e.g. carnival, sale, village fete) £430.00 £440.00 Event attracting more than 100 people with free admission (e.g. carnival or church /village fete and charitable events) £215.00 £220.00 Small Event up to 100 people (e.g.. sponsored walk or orienteering) £107.00 £110.00 Mini event less than 30 people (e.g. sponsored walk, charity fundraising sale or similar) £33.00 £34.00 Car Boot Sale (any size) £405.00 £425.00 School Sports Days (per hour) £29.00 £30.00 Hire of Oaks Park camp site per booking £32.00 £33.00 Fitness group activity per session where a charge is made to participants (maxiumum 25 people) NEW £15.00 £25.00 Fitness group activity per year where a charge is made to participants (maxiumum 25 people) NEW N/A £250.00 Special Event Returnable Deposits excluding VAT Funfairs, Circuses, Concerts £600.00 £600.00 Large Event with or without admission charge for the public £450.00 £450.00 Small Event (e.g.. sponsored walk or orienteering) £300.00 £300.00 Car Boot Sale £600.00 £600.00 Page 51 Agenda Item 6

Biodiversity Appendix 8c

Service Current Proposed Charges Charges (2014/15) (2015/16) Teaching sessions at Ecology Centre Up to 15 children 2 hours £81.50 £85.00 Up to 15 children full day £132.50 £150.00 16 – 35 children 2 hours £132.50 £135.00 16 – 35 children full day £214.00 £240.00 DIY sessions 2 hours £51.00 £55.00 Sessions for community groups 1 hour (per £3.50 £3.80 person) (min charge £35) Teaching Training 2 hours (per person) (min £25.00 £27.00 charge £175) Visit to Schools 1 hour £52.00 £55.00 Half day £153.00 £160.00 Full day £245.00 £265.00 Teaching sessions at all other nature reserves Up to 35 children 2 hours £100.00 £110.00 Up to 35 children full day £183.50 £200.00 Holiday Activities 2 hour session 4 -7 yr old (per child) £3.50 £3.70 2 hour session 8 -12 yr old (per child) £5.00 £5.25 Whole day (10. 30 – 3) 8 – 12yr (per child) £12.00 £12.70 Other Family events (per person) £3.50 £3.70 Guided walks (per person) £3.00 £4.50 Workshops (per person) £10.00 £15.00 Agenda Item 6 Page 52

Life Centre Appendix 9

Service Current Charges Proposed Charges (2014/15) (2015/16) Meeting room (Per Hour) £20.50 £25.00 Meeting room (Half Day) £61.00 £75.00 Meeting room (Full Day) £92.00 £100.00 2 Combined rooms (Per Hour) £41.00 £50.00 2 combined rooms (Half Day) £122.50 £150.00 2 combined rooms (Full Day) £184.00 £200.00 3 rooms (Per Hour) £61.00 £75.00 3 rooms (Half Day) £184.00 £225.00 3 rooms (Full Day) £275.50 £300.00 All rooms (Per Hour) £82.00 £100.00 All rooms (Half Day) £245.00 £300.00 All rooms (Full Day) £367.00 £400.00 Street Area (Per Hour) £51.00 £55.00 Street Area (Half Day) £153.00 £165.00 Street Area F/D £229.50 £250.00 Transport zone (Per Hour) £20.50 £25.00 Media Zone (Per Hour) £20.50 £25.00 Apartment (Per Hour) £20.50 £25.00 Transport zone (Half Day) £61.00 £75.00 Media Zone (Half Day) £61.00 £75.00 Apartment (Half Day) £61.00 £75.00 Transport zone (Full Day) £92.00 £100.00 Media zone (Full Day) £92.00 £100.00 Apartment zone (Full Day) £92.00 £100.00 360 room (Per Hour) £38.00 £40.00 360 room (Half Day) £115.00 £125.00 360 Room (Full Day) £172.00 £185.00 Muga £36.00 £40.00 School Tours (per pupil) Independent schools £9.00 £9.00 LEA Schools £7.50 £7.50 Sutton LEA £4.50 £4.50 Page 53 Agenda Item 6 This page is intentionally left blank Page 55 Agenda Item 7

Report to: Environment and Neighbourhood Date: 15 January 2015 Committee

Report title: Pay and Display Machine Replacement Programme

Report from: Strategic Director - Environment and Neighbourhoods

Ward/Areas affected: Borough Wide

Chair of Committee: Cllr Jill Whitehead Author(s)/Contact Matthew Donaldson, Planning and Resources Manager, 020 8649 0629 Number(s): Glenn Phillips, Safer Sutton Partnership Manager, 020 8649 0607 Warren Shadbolt, Executive Head of Safer and Stronger Communities, 020 8649 0601

Corporate Plan Priorities:  A Green Council  A Fair Council  A Smart Council Open/Exempt: Open Signed: Date: 29 December 2014

Mary Morrissey, Startegic Director, Environment and Neighbourhoods

1. Summary

1.1 As part of a programme of rationalisation and modernising the Parking Service, linking with other activities such as the re-commissioning of the Parking Enforcement contract and refresh and improvement of CCTV infrastructure, the Pay and Display machine network is to be refreshed.

1.2 Capital funding is approved for replacement of the existing Pay and Display machines which operate pay and display parking in Sutton Town Centre and surface car parks across the Borough. Improvements to multi-storey pay on foot machines will also be considered subject to available resources.

1.3 There are in existence a number of frameworks which are able to be used as a procurement route for the new Pay & Display machines. Three have been investigated:

 ESPO (Eastern Shires Purchasing Organisation) - Framework 509 (Pay and Display Solutions and Parking Management Information Systems  Braintree District Council – Framework PROC11-0155 (Car Parking Equipment)  Crown Commercial Services – RM869 (Traffic Management Technology) Agenda Item 7 Page 56

1.4 Each provides a route for procurement for replacement machines and associated maintenance through mini competition with ESPO offering a direct award route also which cuts down the procurement timeline to award the contract.

1.5 The replacement programme will be used as an opportunity to rationalise and reposition the Pay and Display machine network and introduce added functionality (where required) including, but not limited to:

 credit/debit card facility to reduce cash transactions  multiple printers to reduce machine down time  solar power to reduce running costs and reliance on street lighting columns  remote access via CCTV private wireless network/4G network to increase access to management information, service status and reduce costs of tariff changes

1.6 Following investigation it is recommended that the Braintree Council Framework (PROC11- 0155) be utilised for this procurement due to the specification being fit for purpose with all options to achieve objectives, outlined above, able to be procured under Lot 2 (Pay & Display Solutions).

1.7 Due to the value of the contract a Committee decision is required to approve the process and delegate authority for award of contract

2. Recommendations

2.1 That the Environment & Neighbourhoods Committee agrees to Officers proceeding with the procurement of new Pay and Display machines through use of the Braintree Council Framework (PROC11-0155).

2.2 That the Environment & Neighbourhoods Committee agrees to delegate authority to award the contract to the Strategic Director – Environment & Neighbourhoods in consultation with the Chair of the Environment & Neighbourhoods Committee and authority to incur capital expenditure of £625k is given so that work can proceed.

3. Background

3.1 There are 150 machines in the current network, the majority of which were installed in 1994. Two of these machines, located in Wallington Library Car Park, were installed in 2011 through the Wallington Integrated Transport package of regeneration works.

3.2 The operational life of a P&D machine is typically 8 to 10 years. With the landscape and provision of on street parking having changed considerably since 1994, a number of machines are located incorrectly due to removal and/or relocation of P&D parking bays.

3.3 The current machines have operated for over double their expected life span and as such downtime and maintenance costs are increasing. Security measures have also improved since Page 57 Agenda Item 7

initial installation as well as coins being updated by the Royal Mint leading to compatibility and acceptance issues.

3.4 Replacing the machines is the most cost effective route to resolve these issues and improve the infrastructure contributing to the Council’s core value of Innovation.

3.5 Capital funding of £625k is included in the capital programme to fund the replacement programme which is required to be procured through a full EU tender process or through an approved framework as compliant routes to market.

4. Issues

4.1 The current machine network has exceeded its expected life span. Improved security measures, coin compatibility, information transfer, electronic payment and power options are now available which can assist in making the pay and display operation across the Borough more cost effective.

4.2 Currently a majority of the machines are powered by connecting to street lighting columns which restricts the positioning of the machines and contributes to revenue unmetered power supply costs. Solar powered machines are available on the market which provide a more environmentally friendly and position flexible operation.

4.3 Thirty percent of the current machine network is linked by a mobile 3G network to enable remote access to machine status and data and allow remote uploading of tariffs. The remaining seventy percent of the network requires manual upload/download of data by use of a handheld device which plugs into the machine making information access and tariff changes heavily resource intensive processes. The installation of a CCTV secure wireless network is currently underway and it is envisaged that it, along with 3G data connection, can be used to ensure all new pay and display machines in the network connect remotely to more effectively facilitate operation.

4.4 The facility for payment by credit/debit card is not available on any existing machines nor is there any resilience in regards to ticket printing with all machines only having single printer. Coin or ticket jams currently render machines inoperable for periods of time leading to lost income and inconvenience to customers.

4.5 Annual maintenance is currently facilitated through the original machine provider on an annually rolling contract. A parts and labour maintenance contract will be procured alongside the machine replacement to cover the operational life of the equipment to ensure machines are preventively maintained as well as including a reactive element for repairs.

5. Options Considered

5.1 The funding for the machine upgrade/replacement has been secured and over time not upgrading the machine network will lead to inoperability of machinery, lost income and customer Agenda Item 7 Page 58

inconvenience therefore a “do nothing” option is not recommended.

5.2 The upgrade of the machine network can be progressed through a full EU Open/Restricted Procurement route or through accessing an approved framework. The latter option provides a shorter timescale to market.

5.3 Three approved Frameworks were researched and considered with use of the Braintree framework, through a mini competition route, recommended for use due to the terms and conditions best matching the Council’s requirements.

6. Impacts and Implications

Financial

6.1 Capital funding of £625k is included within the Council’s capital programme to fund the replacement programme. It is expected that this funding will facilitate a full network replacement however high volume machines will be prioritised should there be any shortfall in funding.

6.2 Authority to incur capital expenditure of £625k is required so that work can proceed.

6.3 Current revenue costs, funded from the On Street Parking budget, including maintenance, unmetered supply of power, remote connection of machines and associated hardware and software totals approximately £68k per annum. The replacement programme will, to some extent, protect the Council from increased costs due to utilising outdated and unsupported equipment. The procurement process will also aim to make savings as much as possible whilst delivering an improved pay and display operation.

6.4 All revenue costs associated with the replacement network are to be met within the On Street Parking budget.

Legal

6.5 The contract will be awarded under the terms and conditions provided by the approved framework.

6.6 The overall contract value, including supply and install on machinery as well as associated maintenance, is anticipated to be in excess of £500k hence Committee authority is required to award the contract.

Procurement

6.7 The mini competition will be conducted through ProContract utilising the framework’s specification, amended within the tolerances allowed, and based on a 40% quality, 60% price evaluation. Page 59 Agenda Item 7

6.8 Quality method statement evaluation will include an assessment of equipment functionality and durability, maintenance and servicing, training and a programme of works for installation.

6.9 The maintenance contract will be let for a five year period (including a twelve month warranty period) with an option to extend for an additional three years in increments (5+2+1).

6.10 This potential eight year contract runs across the effective life span of the machines and ties in with the Parking Enforcement contract proposed timescale and it is anticipated that the contractor appointed for Parking Enforcement will feed into the final specification of requirements to ensure the pay and display solution procured is compatible with their potential plans for management of the off street car parks and cash collection.

6.11 The process will be managed and facilitated through the Council’s e-Tendering system through the early part of 2015, contract awarded in March 2015 and implementation running across the 15/16 financial year.

7. Appendices and Background Documents

Appendix Letter Title N/A None

Background Documents None

Audit Trail Final Date: 30 December 2014

Consultation with other officers Officer Comments Sought Comments checked by Finance Yes Tony Cooke/Christine Little Legal Yes Fabiola Hickson Other Officers: Yes Rosemary Allan (Procurement) This page is intentionally left blank Page 61 Agenda Item 8

Report to: Environment and Neighbourhood Date: 15 January 2015 Committee

Report title: Local Implementation Plan Funding 2015/2016

Report from: Strategic Director - Environment and Neighbourhoods

Ward/Areas affected: Borough Wide

Chair of Committee: Councillor Jill Whitehead

Author(s)/Contact Paul Blunt, Transport Planning and Programme Manager Number(s): Tel. 020 8770 6445

Corporate Plan Priorities: A Green Council - Sutton's Transport Implementation Plan 2011-2014

Open/Exempt: Open

Signed: Date: 30 December 2014

1. Summary. This report outlines Transport for London’s (TfL’s) allocation to the Council of Local Implementation Plan (LIP) funding for 2015/16. A description of TfL’s transport related programmes is given and how schemes were selected to be put forward for funding. The details of the specific indicative allocations for individual schemes are listed in Appendix A and described in the report.

2. Recommendations.

a) Agree that the schemes and measures detailed in this report that having received LIP funding become part of the Highways, Transport and Smarter Travel delivery programme for 2015/16.

b) Release financial provision of £1,366k for the capital schemes identified in the settlement for 2015/16 (£187,000 for various revenue initiatives has been approved for 2015/16 and will be included in the revenue estimates).

c) Agree to allocate the £100k Local Transport Funding element of the settlement to Local Committees on a per capita basis.

d) Authorise the Executive Head of Commissioning to take all necessary steps to implement the schemes, including commencing any necessary statutory consultations. Agenda Item 8 Page 62

3. Background.

3.1 The LIP is Sutton’s Transport Plan for the borough and was updated in 2013 to cover detailed transport proposals for the three financial years 2014/15 to 2016/17. It also sets out a longer term transport plan up to 2031. The LIP is Sutton’s contribution to the Mayor’s overall Transport Plan for London.

4. Funding Submission Consultation and Assessment Process.

4.1 All Ward Councillors were invited to put forward schemes for inclusion in the 2015/16 spending submission. The list of proposals was produced, by ‘rolling forward’ the current LIP programme taking account of ongoing work and completed schemes. New proposals were selected following site visits and a degree of initial investigation to ensure the proposals were practicable, that they meet Mayor’s Transport Strategy (MTS) goals and the Borough’s transport objectives (Appendix B), design standards, represent value for money, and would be likely to be acceptable to the public. Ward Councillors were contacted for comments on new proposals and the list of proposals was reported to the Local Committees.

5. 2015/16 LIP Submission.

5.1 The Environment and Neighbourhood Committee approved the LIP submission on 4th September 2014 (min.6/2014).

5.2 The Council submitted its LIP funding submission for 2015/16 to TfL in October 2014.

6. 2015/16 LIP Allocations.

6.2 TfL announced the LIP funding allocations for London Boroughs on 12th December 2014. There are three main LIP programmes as listed in the following paragraphs.

6.3 Programme 1 - Maintenance. TfL funds principal road renewal, bridge strengthening, highway structures and assessment. There is no preset allocation for maintenance and schemes in this category are assessed by TfL on merit. An allocation of £170,000 has been made for Principal Road maintenance, slightly less than our £200,000 bid. TfL have yet to decide on whether to fund a number of bridge strengthening projects totalling £360,400. The London Bridges Engineering Group (LoBEG) is currently reviewing the pan-London bridge assessment and strengthening programme and any funding through this programme will be advised in February 2015.

6.4 TfL commission a survey of the Principal Road network on a yearly basis to determine the roads that need resurfacing and this allocation is not for local discretion. Schemes for the maintenance programme bid were shortlisted following inspections and condition surveys. An allocation of £170,000 has been made to resurface :-

(1) Woodcote Road (£120,000), between The Drive and Farm Lane,

(2) £50,000 to resurface a section of Malden Road between Tilehurst Road and Wordsworth Road. Page 63 Agenda Item 8

6.5 Programme 2 - Corridors, Neighbourhoods and Supporting Measures. These are holistic schemes for key ‘Corridors and Neighbourhoods’ which address issues relating to the smoothing of traffic flow, bus reliability, safety, cycling (including cycle parking and cycle training), public realm and removal of clutter, local area improvements, including controlled parking zones, 20 mph zones, Legible London signage scheme, walking, reduction of street clutter, electric charging points, travel plans, travel awareness initiatives, freight and delivery issues. As previously indicated in guidance from TfL issued earlier in the year, TfL has allocated £1,283,000 for ‘Corridors, Neighbourhoods and Supporting Measures’, using a needs-based formula.

6.6 The boroughs funding submission under this programme area will be funded in full. Full details of all the schemes are listed in Appendix A and a summary of the larger schemes are listed below:

6.7 Corridors – £100k funding has been allocated to improve the Stanley Park Road corridor and £75,000 to improve the Malden Road corridor. It is intended that the improvements will reduce accidents and improve facilities for pedestrians and cyclists. Details will be developed with Ward Councillors.

6.8 Regeneration - £150k funding has been allocated to continue with the Beddington Lane regeneration scheme. Officers are reviewing the scheme as TfL have said that it would not be prioritised for funding from the Major Scheme budget in its present form. The Beddington and Hackbridge Programme Board will also consider proposals to construct a new footway in front of Conway’s yard and along the Thames Water sewage works frontage in 2015/16.

6.9 Expansion of the borough cycle route network – The following sums have been allocated:

(1) £50,000 to extend the new cycleway from Green Lane to Boscombe Road,

(2) £40,000 for a contra flow cycle lane in the one way section of Manor Road, Sutton,

(3) £30,000 to extend the cycle way through Oaks Park to Woodmansterne Road,

(4) and subject to clarifying the details of the scheme, £100,000 to extend the off road cycle route along Green Wrythe Lane. (TfL are requesting that we concentrate works at the Wrythe Green end next year and this will be further discussed with Ward Councillors.)

6.10 Walking – Measures to promote walking:

(1) £70,000 to convert the zebra crossing in West Street, Carshalton to a pelican crossing,

(2) £30,000 for a zebra crossing in Kingston Avenue outside Cheam Park Farm Junior School, Agenda Item 8 Page 64

(3) £10,000 for a feasibility study to consider the introduction of pedestrian facilities at the All Saints/High Street/Rose Hill junction.

6.11 Local Road Safety Schemes - The Council has a legal duty to take preventive measures to reduce road casualties (The Road Traffic Act 1988). Funding of £40,000 has been allocated for accident remedial measures in Manor Road, Wallington. Measures will include additional refuges to assist pedestrians and side road entry treatments.

6.12 Public Transport Improvements - The Council has been awarded funding of £40,000 to provide a bus shelter at the bus stop in North Street, Carshalton opposite the Station. This will require some localised footway widening.

6.13 Cycle Training - Last year 1470 children and 48 adults received cycle training. An allocation of £95,000 has been made to fund the cycle training programme next year to continue to commission this service.

6.14 Travel Planning (including safe routes to school highway works) – £87,000 has been allocated for a number of initiatives to promote sustainable travel within the Borough and work towards our targets in the One Planet Living Action Plan. There is also £50,000 for safe routes to school improvement works to support school travel plans.

6.15 Programme 3- Major Schemes. These are generally large schemes of value greater than £1m and include shared space projects and public realm improvements. TfL is funding the implementation of the Sutton Station Gateway scheme through this programme in 2014/15. A major scheme bid was made for Beddington Lane, but was unsuccessful at this stage and further work will be done to develop proposals.

6.16 Local Choice. TfL also allocates £100k per borough for use on Local Transport Projects of their choice and there is no need to identify schemes as part of the submission for this funding. This has been allocated to Local Committees on a per capita basis since it was introduced. Improvements to forward planning would ensure greater value for money from this allocation and local committees are encouraged to develop three or four year plans for their areas whilst retaining some flexibility for responding to occasional more pressing needs.

6.17 Borough Cycling Programme. We have been advised that any additional funding through the Borough Cycling Programme will be announced later in the year. (We submitted a bid totalling £287,500 for 2015/16.)

6.18 Quietways Programme. TfL have prioritised two routes in Sutton through its Quietways programme. They are a north-south route from St Helier to Sutton Station and an east-west route from Worcester Park to Croydon. Both follow existing LCN routes for most of their lengths. No details of funding have been provided, but implementation is likely to be progressed in 2015/16.

6.19 Performance. TfL monitor the delivery of outcomes and progress against a set of strategic indicator targets. The following are mandatory indicators: mode share, bus Page 65 Agenda Item 8

service reliability, asset condition, road traffic casualties and carbon dioxide emissions. These indicators support the Mayor’s overall transport goals. (See Appendix B)

7. Reserve List.

7.1 The Reserve List will be used to identify alternative schemes should one not progress following consultation or for any other reason. It will also be used as a source of schemes should additional funds become available.

7.2 The Reserve List is included in Appendix A.

8. Impacts and Implications:

8.1 Financial - Transport for London provides, through the Local Implementation Plan submission, financial support for borough schemes intended to improve the quality, safety and accessibility of the local travelling environment. On 12th December 2014, the Mayor of London announced over £147.8 m. for transport improvements across London’s Boroughs of which £125.4m. was for the Corridors, Neighbourhoods and Supporting Measures programme, Principal Road Maintenance, Local Transport Funding and Major Schemes.

Based on an annual LIP Reporting and Funding Submission by Sutton, the Mayor announced that for 2015/16 Sutton will receive £1,553k funding from TfL to tackle a range of issues from reducing road casualties to supporting town centre regeneration and sustainable transport. This is around the base level, excluding Major schemes.

8.2 The Capital Programme has been amended to include £1,366k (£170k Maintenance, £1096k Corridors, Neighbourhoods and Supporting Measures and £100k Local Transport Funding) of funding allocated by TfL through the 2014/18 Capital Programme Review.

8.3 Financial provision for the 2015/16 TfL Capital allocation needs to be released.

8.4 A sum of £187k of the 2015/16 TfL allocation will be included in the revenue estimates for 15/16 to cover a range of specific initiatives. (These are identified in Appendix A)

8.5 Legal - Under section 159 of the GLA Act 1999, financial assistance provided by TfL must be for a purpose which, in TfL’s opinion, is conducive to the provision of safe, integrated, efficient and economic transport facilities or services to, from or within Greater London.

8.6 Integrated Impact Assessment. The programme of work for 2015/16 will have a positive effect on health and wellbeing. Many schemes will encourage walking and cycling, whilst others will improve road safety. Care will be taken to ensure that all the transport measures will be compliant with the Equality Act and take account of the needs of the mobility and visually impaired. Measures to improve sustainable transport widen travel choices for those without access to a car and therefore assist in promoting social inclusion. Agenda Item 8 Page 66

8.7 Community. Residents and Councillors have been given the opportunity to contribute to the bid process.

8.8 Influence of the Council’s Core Values - One Planet Living - This report supports Sutton’s plan to be a ‘One Planet Borough’ – living within its fair share of the Earth’s resources. The schemes proposed in the Appendix will encourage more sustainable travel. For example new cycle routes will supply the necessary infrastructure, whilst other schemes will influence behaviour to support sustainable travel.

8.9 Risk. There are sufficient schemes on the Reserve List to replace any schemes that do not progress as part of the consultation process or for any other reason.

9. Consultation.

9.1 Consultation will be carried out before new proposals are implemented.

10. Timetable for Implementation.

10.1 Funding is available from 1 April 2015. The funding should be used by 31 March 2016.

11. Appendices and Background Documents.

Appendix Letter Title

Summary of Schemes allocated funding in 2015/16 and A Reserve List.

Mayor’s Transport Strategy - Goals and Outcomes, B Borough’s transport objectives.

Background Documents

LIP Bid Report – Environment & Neighbourhood Committee 4 September 2014 - Min. 6/2014

Audit Trail Version DRAFT Date: 16/12/14

Final Signed Date: 30/12/14

Consultation with other officers

Officer Comments Sought Comments checked by

Finance Yes Oby Oweka

Legal Yes Barbara Bone Appendix A Summary of Schemes funded by TfL for 2015/16 and Reserve List London Borough of Sutton Local Implementation Plan

Initial allocation: £170,000 Maintenance (Bridges and Structures allocation to be announced in February) £1,283,000 Corridors, Neighbourhoods and Supporting Measures; £100,000 Local Transport Funding Programme 1 - Maintenance

Funding

Allocated Local Page 67 Scheme Description Statement of Need 2015/16 Committee Principal Road Woodcote Road between The Drive and To maintain the integrity of the £120,000 B&W Maintenance Farm Lane. Resurfacing road network Principal Road Malden Road between Tilehurst Road To maintain the integrity of the £50,000 Sut.Sth & Maintenance and Wordsworth Drive. Resurfacing - road network CNWP (part) to be co-ordinated with the corridor scheme. Hilliers Lane Road Concrete and parapet repairs. To maintain the integrity of the TBA B&W Bridge Design and implementation. bridge structure Therapia Lane Culvert New pedestrian safety barriers. To maintain the integrity of the TBA B&W Design and implementation. culvert

Woodcote Road Improved advance warning height To maintain the integrity of the TBA B&W Agenda Item 8 Railway Bridge restriction signs. bridge structure. Implementation. Legal requirement. Plough Lane Repair, maintenance and painting to To maintain the integrity of the TBA B&W Footbridge footbridge over railway. footbridge structure Agenda Item 8

Station Road, Belmont Implementation To maintain the integrity of the TBA Sut.Sth Embankment embankment Homeland Drive Expansion joint and movement. Joint To maintain the integrity of the TBA Sut.Sth (Belmont Hospital) Replacement. bridge structure Road Bridge. Maintenance works to road bridge over railway. Central Road Replace existing pedestrian safety To maintain the integrity of the TBA CN&WP Retaining Wall barriers. retaining wall Design. Pembury Avenue Replace substandard safety barriers. To maintain the integrity of the TBA CN&WP Road Bridge bridge structure London Road/Mill Repair culvert at the joint of brick and To maintain the integrity of the TBA St.H Green Road Culvert concrete. Implementation. culvert Forest Road Bridge Improved advance warning height To maintain the integrity of the TBA Sut Page 68 restriction signs in Forest Road bridge structure. Legal requirement. Collingwood Road Improved advance warning height To maintain the integrity of the TBA Sut Bridge restriction signs in Collingwood Road bridge structure. Legal requirement. St.Nicholas Way/Civic Concrete repairs and waterproofing to To maintain the integrity of the TBA Sut. Offices Pedestrian subway deck. subway Subway.

Sub Total £170,000

Reserve Maintenance Scheme Principal Road Malden Road between Tilehurst Road To maintain the integrity of the £110,000 Sut.Sth & Maintenance. and Wordsworth Drive Resurfacing - road network CNWP (Part) Programme 2 – Corridors Neighbourhoods and Supporting Measures

Potentially requires Funding Local statutory Scheme Description Statement of Need Allocated Committee con- 2015/16 sultation Malden Road Corridor scheme To reduce accidents and improve £75,000 Sut.Sth Yes facilities for pedestrians and cyclists CN&WP North Street, Bus shelter (Footway To improve the bus network for users to £40,000 C&C opposite station Widening) encourage more journeys by bus West Street Conversion of Zebra to To improve facilities for pedestrians and £70,000 C & C Pelican encourage more people to walk to

school Page 69 Oaks Park Cycleway Improvement - To create a longer section of route as £30,000 C&C Phase 2 part of the strategic borough wide network Stanley Park Road Corridor Scheme To reduce accidents and improve £100,000 B&W Yes (whole length) facilities for pedestrians and cyclists C&C North Cheam to Green Lane to Boscombe To increase cycling as part of the £50,000 CN&WP Worcester Park - Road. Phase 2 strategic borough wide network Cycleway Kimpton Industrial Review Lorry To maintain parking provision, ease flow £25,000 CN&WP Yes Estate Movements/Bus Priority of traffic and ensure reliability of bus service Kingston Avenue Zebra Crossing - To make it easier for children from £35,000 CN&WP Yes Implementation Cheam Park Farm Junior School and Agenda Item 8 the local community to cross the road Green Wrythe Extend Existing off Road To create a longer section of route as £100,000 St.H Lane Cycleway part of the strategic borough wide network. (TfL have asked for further details before releasing the funding) Agenda Item 8

All Saints Pedestrian Facilities - To determine whether improved facilities £10,000 Sut. Road/High Feasibility Study. make it easier for children from All Street/Rose Hill Saints, Benhilton School and the local Junction community to cross the road Manor Lane Cycle Route To make it easier for cyclists to £40,000 Sut Yes permeate the area Cheam Park Cycleway Adjacent to Netley To provide a safer off-road route for £50,000 Sut.Sth Close children from Cheam High School and St. Dunstan’s Primary School and the local community as part of the strategic borough wide network Beddington Beddington Lane To improve facilities for residents and £150,000 B&W Industrial Area. Improvements. Progress businesses

land acquisition improve Page 70 carriageway drainage, footways etc. Woodcote Green Completion of scheme To address concerns about speeding in £100,000 B&W Implementation the area Manor Road, Accident Remedial To address the personal injury accident £40,000 B&W Wallington Measures record for this area Enabling Smarter Establish existing borough To encourage sustainable travel £6,000 All Travel Choices cycle routes and investigate, consult and implement further borough routes in line with the Smarter Travel Choices Policy and Action Plan. Minor Cycle Minor Works Borough wide To encourage sustainable travel £20,000 All Facility Improvements Cycle Parking Borough wide To encourage sustainable travel £10,000 All Public Rights of Improvements to the To encourage sustainable travel £5,000 All Way walking network Cycle Training Borough wide To encourage more people to cycle £95,000 All (Revenue) Bus Priority Investigate Excess Wait To encourage more journeys by bus £2,000 All Measures Time data to establish locations where buses are delayed and develop remedial measures. Bus Stop Progress Accessibility To encourage more journeys by bus £10,000 All Accessibility programme to comply with Programme the Equality Act. Local Area Improvements to informal To encourage more people to walk £20,000 All Accessibility crossings in busy pedestrian areas and in the vicinity of Page 71 schools. Dropped crossings, buff tactile paving, max. 1:12 ramp gradients, remove/upgrade guard railing, local footway widening, etc. Monitoring Monitoring of previously To compare effectiveness of schemes £3,000 All implemented schemes. Accident records, usage, mode change etc. Future Scheme Site surveys, analysis etc. To ensure and forward programme of £50,000 All Identification schemes Borough wide Completion of 2014/15 To ensure schemes are completed to a £5,000 All schemes. high standard Agenda Item 8 Road Safety Kerbcraft Training To improve road safety £5,000 All Education (Revenue) Agenda Item 8

Continuation of Continuing to support the To encourage sustainable travel £19,000 All Workplace Travel business travel networks in (Revenue) Plan Initiatives Sutton, Cheam, Wallington including the review of travel plans, monitoring, promotion of initiatives and the implementation of small measures (e.g. installation of cycle stands). Business Includes Dr bike, cycle To encourage and support sustainable £7,000 All Engagement confidence training travel modes to work places in the (Revenue) Events (roadshow) promotion, travel advisors, borough Smart Water, and incentives

etc. Page 72 Cycling Promotion Marketing and events to To encourage new cyclists £4,000 All encourage new cyclists. (Revenue) Advertising - STS Marketing materials to To promote sustainable travel £4,000 All promote sustainable travel. (Revenue) Personal travel packs to encourage use of smarter modes.

Road Shows Road shows to attend To promote sustainable travel £12,000 All existing events in the (Revenue) borough such as the Environmental Fair and other school and community events. School Travel Plan Includes teacher supply To promote sustainable travel £22,000 All (STP) Reviews cover, STP seminars, (Revenue) and Rewrites school grants etc STP marketing Promotion of STPs - press, To promote sustainable travel £19,000 All and promotion photos, promotional items (Revenue) and campaigns to reduce car use to school Safer Routes to Highway improvements To promote sustainable travel £50,000 All Yes School including road crossings outside schools and traffic calming.

Sub Total £1,283,000 Page 73 Agenda Item 8 Agenda Item 8

Programme 3 – Local Transport Funding Transport Scheme Split between local committees To promote local choice £100,000 All

Sub Total £100,000

Total £1,583,000 Page 74 planning effective

Reserve Corridor, Neighbourhood and Supporting Measurestravel Schemes Updated(14/11/14) Programme Scheme Description Funding Local MTS through Borough Practical to Area Required Committee Goals Objectives Implement/Comments

Corridors, Neighbourhoods and Supporting Measures.

to Growth Growth All All Choices

for for Pop. Pop. need & & Security Security Life the Travel Change Change of and and Devt. Devt. Econ. Quality Safety Opportunities Climate Econ. Reducing Opportunities Safety Smarter Climate Page 75 Reserve List The Broadway Convert Pelican to £10,000 Sut Sth.      Agreed at committee Cheam Toucan 23/2/12 Reserve List Anne Boleyn's 20 mph zone requested £60,000 Sut.Sth   Walk, Cheam by Committee (min.126/09 12/2/09) Reserve List Cumnor Rd / Feasibility study needed £10,000 Sut. Sth      Suggested at committee Rutherford Close for Home Zone / Play consultation 23/5/13 area Home zone street Reserve List Belmont Park New section of path for £20,000 Sut.Sth        cycle route Reserve List Belmont Station Improving access £100,000 Sut.Sth         Accessibility scheme Reserve List Cheam Station Improving access £100,000 Sut.Sth         Accessibility

Scheme Agenda Item 8 Reserve List Brighton Road / Road safety scheme to £80,000 Sut. Sth    Suggested at committee Cotswold Road improve junction consultation 23/5/13 Reserve List Manor Pedestrian refuge island £6,000 Sut. Sth   Road/Burdon Agenda Item 8

Lane Cheam

Reserve List Sandy Lane Investigation/Feasibility £15,000 B&W    This junction was looked at South/Waterer and Implementation of a before, but underground Rise junction improvement services restricted what scheme could be done without considerable expense. Reserve List Foresters Drive Investigation/Feasibility £80,000 B&W     for a scheme to slow the traffic and improve pedestrian and cycle facilities Reserve List Montagu Gardens Review existing traffic £20,000 B&W    area calmed area Reserve List Plough Lane Measures to slow £30,000 B&W     

speeds, parking controls Page 76 near j/w Stafford Road. Cut back vegetation near junctions. Reserve List Bridge Road Improvements to £30,000 B&W       Suggested at committee Wallington pedestrian and cycle consultation 25/6/13 facilities Reserve List London Road Further highway £100,000 B&W           Corridor, measures to London St. H Hackbridge Road between Wallington Green and Beddington Corner. Footway widening, cycle lanes, traffic calming, pedestrian crossing points. Reserve List Goat Road / junction improvement £50,000 St.H    London Road (lead by LB Merton) Reserve List Middleton Road Review cycle lanes £20,000 St.H     Suggested at committee consultation 20/6/13 Reserve List Carshalton Road New section of footway £20,000 C&C     Agreed with Cllr Butt Woodmansterne Reserve List Woodmansterne New footway between £30,000 C&C       Suggested at committee Road new access road and consultation 6/6/13 Diamond Riding School Reserve List Northspur Rd. Public Right of Way £15,000 Sut.         Ideally a footway in No.11. Improve Northspur Road is needed pedestrian route. as well. Reserve List Oakhill Road New zebra crossing o/s £30,000 Sut.       Agreed by Cllrs but loss of Granfers Hall parking an issue Reserve List Morland Road Convert to Cul-de-Sac £15,000 Sut.    Green Lane Green Lane Primary to £70,000 CN&WP Land issues to be checked Borough boundary Footway/Cycleway Reserve List Churchill Road Measures to slow traffic £50,000 CN&WP    Suggested at committee and improve junctions consultation 4/6/13 with Malden Rd and Senhouse Rd

Reserve List Wordsworth Drive Additional road hump £15,000 CN&WP    Road humps already in Page 77 required/road markings place. Reserve List Cheam Common Improvements including £100,000 CN&WP       Road corridor road safety measures scheme Reserve List London Lorry Replace/amend signs to £25,000 All    Control Scheme specify correct weight limit of 18T. Reserve List Bus stop Consider countdown £5,000 All    countdown facilities at every bus per location. stop Reserve List Bridge Height Update bridge height £50,000 All     Signs signs Borough wide Reserve List New travel plan Set up new networks in £30,000 All        networks Hackbridge, Worcester Park and Beddington Lane Reserve List Bike Week A week of activities and £5,000 All      Agenda Item 8 promotion in June encouraging people to cycle. Agenda Item 8

Reserve List European Mobility A week of activities and £4,400 All      Week promotion in September encouraging people to use sustainable transport

Reserve List Walk to School Twice a year promotion £4,000 All      Week of walking over a week/month Reserve List London Road, 20 mph zone. £20,000 St.H   Hackbridge Total £1,219,400 Page 78 Page 79 Agenda Item 8

APPENDIX B

Mayor's Transport Mayor's Transport Strategy Outcomes Strategy GOAL O1 - Balancing capacity and demand for travel through increasing public transport capacity and / or reducing the need to travel

O2 - Improving people's access to jobs

O3 - Improving access to commercial markets for freight movement and business travel, supporting the need for business to grow Support Economic O4 - Smoothing traffic flow development and growth O5 - Improving public transport reliability

O6 - Reducing operating costs

O7 - Bringing and maintaining all assets to a state of good repair

O8 - Enhancing the use of the Thames for people and goods

O9 - Improving public transport customer satisfaction

O10 - Improving road user satisfaction (driver, pedestrians, cyclists etc)

O11 - Reducing public transport crowding

O12 - Enhancing streetscapes, improving perception of the urban realm and Enhance the developing the better streets initiative quality of life for Londoners O13 - Protecting and enhancing the natural environment

O14 - Reducing air pollutant emissions from ground-based transport, contributing to EU air quality targets

O15 - Improving perceptions and reducing the impact of noise

O16 - Facilitating an increase in walking and cycling

O17 - Reducing crime rates Improve the safety and O18 - Reducing the number of road traffic casualties security of all Londoners O19 - Reducing casualties on public transport networks Improve transport opportunities for O20 - Improving the physical accessibility of public transport networks all Londoners Agenda Item 8 Page 80

O21 - Improving access to services

O22 - Supporting the wider regeneration Reduce transports O23 - Reducing CO2 emissions from ground-based transport contribution to climate change and improve its resilience O24 - Maintaining the reliability of transport networks

Borough Transport Objectives 1. Ensure that the borough transport network supports the local economy and meets the current and future needs of the borough. 2. Reduce the need to travel through effective spatial planning. 3. Enhance transport accessibility and opportunity for all. 4. Improve the safety and security of all road users, particularly users of sustainable transport. 5. Reduce dependence on the private car and enable smarter travel choices, particularly by improving and encouraging greater use of sustainable transport. 6. Reduce the harmful effects of transport on health and the environment and mitigating its impact on climate Page 81 Agenda Item 10

Report to: Environment and Neighbourhood Date: 15 January 2015 Committee

Report title: The future of cultural services in Sutton: evaluation of submissions for the future management of Sutton’s Theatres

Report from: Mary Morrissey, Strategic Director of Environment and Neighbourhoods

Ward/Areas affected: Borough Wide

Chair of Committee/Lead Councillor Jill Whitehead Member: Author(s)/Contact Stephanie Crossley, Interim Executive Head of Communities and Number(s): Neighbourhoods 020 8770 4642

Corporate Plan Priorities:  An Open Council  A Fair Council  A Smart Council Open/Exempt: Open Signed: Date: 31 December 2014

1. Summary

1.1 As a result of the government’s strategy to reduce the national budget deficit, councils have had significant reductions in their funding from government grants. To address this, the council identified £32m of savings through its Smarter Services Sutton (SSS) programme in 14/15 but a funding gap of £38m is still projected by 2018/19. As a result all council services are subject to review.

1.2 Sutton’s theatres and arts provision is a discretionary service managed, run and facilitated by the council. The main purpose of the service is to promote cultural life in Sutton through access to theatres and halls, for entertainment and enjoyment, supporting projects and groups to deliver activities within local venues. The council also promotes arts development through the provision and delivery of a participatory arts festival and grants scheme.

1.3 The report Proposals for the future of cultural services in Sutton was considered at the meeting of the Environment and Neighbourhoods Committee of 6th November 2014. This noted the consultation undertaken and the evaluation of outline business cases from the arts and wider community on the future of the venues. Members agreed that four outline business cases be invited to go to full business case development. This report details the results of evaluation of the full business case bids.

2 Recommendation

2.1 The Environment and Neighbourhoods Committee is recommended to transfer the operation of all theatre related services at the Charles Cryer Studio Theatre and the Secombe Theatre to the Agenda Item 10 Page 82

Bidder B, for a 10 year period, from the 1st of April 2015, subject to financial, legal and asset management negotiations.

3 Background

3.1 The coalition government that took office after the 2010 general election has followed a policy aimed at reducing the public sector deficit, principally through reductions in public expenditure. As a result councils have had significant reductions in their funding from government grants. At the same time the council has faced increasing demand for services due to demographic pressures and the consequences of other national government policies such as welfare reform.

3.2 The London Borough of Sutton is no different from other councils. To address this, the Council identified £32m of savings through its Smarter Services Sutton (SSS) programme and the delivery of these changes will largely be complete by the end of the 2014/15 financial year.

3.3 Despite this, further funding and grant reductions are expected from national government over the medium term with a funding gap of £38m projected by 2018/19. To address this funding gap, the council has initiated the Smarter Council programme to drive through the transformation of council services. This programme is focused on four key themes: Opportunity Sutton, Prevention, Neighbourhood Working and Developing Our Own Organisation. The delivery of projects underneath these themes will fundamentally change the shape of the council and its services in Sutton over the next few years.

3.4 At the Environment and Neighbourhoods Committee of 4th September 2014 Members agreed to invite three interested parties from across the commercial and community theatre arenas to submit four full business cases to assume all theatre related services in respect of the Secombe Theatre and/ or Charles Cryer Studio Theatre and so ceasing the council’s involvement other than as a landlord of the properties. The table below shows those expressions of interest:

Organisation/company Interest in Interest in Interest in Both name Secombe Charles Cryer Bidder A x Bidder B x Bidder C x Bidder D x

3.5 As part of the assessment of outline bids, the officer panel identified areas for clarification and further development in all proposals. These were compiled and sent to each bidder to be addressed in their full business case submission.

3.6 In addition, bidders were invited to meet officers from Cultural Services and Finance and to do a short presentation on their bid. A question and answer session followed.

3.7 By the deadline of 15th December at noon, two full business cases were received from Bidders A and B. Page 83 Agenda Item 10

4 Process for evaluation

4.1 The process of evaluation replicated that undertaken on the outline bids. The same group, comprising officers from Asset Management, Environment and Neighbourhoods, Finance, Legal, and Chief Executive’s, reconvened on the 16th of December 2014 to evaluate the final bids received.

4.2 Full business cases were assessed against the same criteria and weighting as the outline bid assessment:

Financial and sustainability 60%

Social value and artistic offer 10% Track record and know-how 20% Constitution and governance 10%

4.3 The emphasis remained on financial stability and sustainability as it is essential to ensure the bids are viable over a ten year period of operation.

4.4 Final evaluation scores are contained in the confidential Annexe to this report.

5 Details of the final business cases

5.1 Two final business cases were received.

5.2 Bidder A bid for the Charles Cryer Studio Theatre only. The bid described its vision for the Charles Cryer theatre as a multi-use community hub. It was strong on community and social value and demonstrated a deep commitment to the borough. It had a focus on young people with the offer of training in specialist performing arts experience and a major role for volunteers. The aim is to support the council’s commitment to promoting and improving the economic, social and environmental wellbeing of the borough. Although the bidder has a good track record of innovative community theatre, they have little venue management experience. Despite the bid scoring highly in a number of areas, it failed to provide a robust and convincing financial plan in support of the proposal and did not offer a market rent to the council for the venues.

5.3 Bidder B put in a composite bid for both theatres. The vision is to run the two theatres to achieve economies of scale, whilst recognising their differences in size and ambience. The operational approach was sound, as was its environmental sustainability. The bidders have venue management experience as well as directing and performing in off-West End venues. Responding to the council’s feedback, the artistic programming, community engagement and audience development plans had been revised and improved. In addition, this bid was supported by a robust financial plan, which included a market rent to the council.

5.4 The result of the evaluation of the final two bids was that only Bidder B met the criteria and is recommended to be offered the opportunity to assume the operation of all theatre related services at the Charles Cryer Studio Theatre and the Secombe Theatre for a 10 year period, from the 1st of April 2015, subject to financial, legal and asset management negotiations.

5.5 Bidder A was not successful. Agenda Item 10 Page 84

5.6 It should be noted that the market rent offered by the Bidder B would not be sufficient to finance prudential borrowing to replace the expected capital receipt were both sites to be sold. In making this recommendation, we should draw attention to the fact that there will need to be additional revenue provision to fund supported borrowing, or the capital programme will need to be scaled back. The financial implications of this are detailed in the confidential Annexe to the report.

6 Options Considered

6.1 Should the council take the decision to close the theatres, both a revenue saving of £280k per annum and a potential capital receipt would be achievable. Set against this is the cost of ‘mothballing’ the sites and keeping them secure until disposal; potentially incurring costs of £100k per site, per annum.

7 Impacts and Implications

Financial.

7.1 The financial implications and impacts are included in the confidential Annexe to this report.

Legal

7.2 Whilst there is clear provision in one of the bids for taking on the council’s existing contracts, these liabilities need to be explored further.

7.3 Implications for staffing are contained within the confidential Annexe to this report.

Social and community value

7.4 Both submissions address the issue of social value. Bidder B clearly demonstrates how the organisation will apply Sutton's asset-based model and also the additionality that could be produced by their way of working. It is clear that they want to generate a social impact beyond the venue itself and have thought about how to do so in almost every facet of their work. This approach fulfils the council's expectations but also contributes to Members’ aspirations to make Sutton and place of choice to live and work.

7.5 Bidder A’s submission highlights key activities that could help to develop assets in Sutton; however the links between their work and the Council's approach are more tenuous and, whilst impressive in their own right, do not appear to be as comprehensive as the approach set out by Bidder B.

8. Integrated Impact Assessment

8.1 An Integrated Impact assessment has been completed and has concluded there should be no adverse impact. Page 85 Agenda Item 10

9 Appendices and Background Documents

Appendix Letter Title None

Background Documents None

Audit Trail Version Final Date: 31 December 2014

Consultation with other officers Officer Comments Sought Comments checked by Finance Yes Phil Butlin Legal Yes Tracy Swan Chief Executive’s Yes Tom Alexander department:(Social and community value) This page is intentionally left blank Page 87 Agenda Item 11

Report to: Environment and Neighbourhood Date: 15 January 2015 Committee

Report title: Sutton Life Centre Review

Report from: Mary Morrissey, Strategic Director of Environment and Neighbourhoods

Ward/Areas affected: Stonecot and Borough-wide

Chair of Committee/Lead Councillor Jill Whitehead/Councillor Steve Penneck Member: Author(s)/Contact Ian Kershaw, Head of Planning and Performance Number(s): 0208 649 0684

Corporate Plan Priorities:  A Fair Council  A Smart Council Open/Exempt: Open Signed: Date: 31 December 2014

1. Summary

1.1 This report sets out a proposed process for the external scrutiny and examination of the commercial opportunities available for the Sutton Life Centre, given the financial constraints facing the Council.

2. Recommendations

2.1 The Committee is asked to agree that the Strategic Director of Environment and Neighbourhoods, in consultation with the Chair of the Environment and Neighbourhoods Committee, commission an external review of the Sutton Life Centre, the results of which to be reported to the Environment and Neighbourhoods Committee by summer 2015.

3. Background

3.1 The coalition government that took office after the 2010 general election has followed a policy aimed at reducing the public sector deficit, principally through reductions in public expenditure. As a result Councils have had significant reductions in their funding from government grants. At the same time the Council has faced increasing demand for services due to demographic pressures and the consequences of other national government policies such as welfare reform.

3.2 The London Borough of Sutton is no different from other councils. To address this, the Council identified £32m of savings through its Smarter Services Sutton (SSS) programme and the delivery of these changes will largely be complete by the end of the 2014/15 financial year.

3.3 Despite this, further funding and grant reductions are expected from national government over the medium term with a funding gap of £38m projected by 2018/19. To address this funding Agenda Item 11 Page 88

gap, the council has initiated the Smarter Council programme to drive through the transformation of council services. This programme is focused on four key themes: Opportunity Sutton, Prevention, Neighbourhood Working and Developing Our Own Organisation. The delivery of projects underneath these themes will fundamentally change the shape of the council and its services in Sutton over the next few years.

4. Issues

4.1 The Sutton Life Centre is a well used multi-purpose modern building containing a range of facilities. It is well placed for public transport and within a seven minute walk from Sutton Common Station. It has car parking for 20 cars and a further two disabled parking bays.

4.2 The Library in the Life Centre issued over 46,000 items in 2013/14 and saw an increase in visitors from the previous Ridge Road library of 150%.

4.3 The Life Centre is a community hub offering a wide range of facilities. Several community events have been held with attendance of between 3,000-5,000 people, including the Olympic Torch relay and the Queen’s Diamond Jubilee celebrations. Regular community bookings include Kingdom Life City Church, Presto Drama Club, Parents and Toddler groups, as well as regular room bookings for training and meetings rooms.

4.4 The Centre boasts an outdoor games area and a climbing wall. These are available for hire as well as being used to support a range of community initiatives such as youth clubs and outreach services and targeted work with young offenders and those at risk of offending. It provides an important base for the Timeout Project run by Riverside Youth Club and is also used by Crystal Palace Football Club Foundation to run Kickz and other youth outreach work.

4.5 The Centre is supported by meeting rooms available for hire and a cafe. Bookings include those to support Dementia care projects, Mental Health Foundation, Live Well classes, Information Advisory Group meetings as well as children’s birthday parties.

4.6 The Centre also hosts citizenship and safety tours for Year 6 and Year 8 students, with the following visitor numbers achieved:

 2010/11 - 1,653 (September-March)  2011/12 - 5,284  2012/13 - 4,319  2013/14 - 4,606

4.7 158 different schools have completed, or are due to complete the Citizenship Programme.

4.8 The Centre also has links with the following organisations:

 Sutton Life Centre Friends group  High Sports  Carshalton College  Media Citizens  Crystal Palace Football Club Foundation Page 89 Agenda Item 11

 The Metropolitan Police Service  London Fire Brigade  Sutton Housing Partnership

4.9 However, in the context of the savings required across the council, it is important to review the cost and usage of the centre.

5. Options Considered

5.1 Internal review: there is limited officer capacity to undertake this work and the necessary commercial skills required are not available in house.

5.2 External review: the Sutton Life Centre is a unique enterprise and an external expert could identify its full potential.

Recommended Option

5.3 The Committee is asked to agree that the Strategic Director of Environment and Neighbourhoods, in consultation with the Chair of the Environment and Neighbourhoods Committee, commission an external review of the Sutton Life Centre, the results of which to be reported to the Environment and Neighbourhoods Committee by summer 2015.

6. Impacts and Implications

Financial

6.1 A budget breakdown of the Life Centre by area is set out at Appendix A. The total budget breaks down as follows:

Expenditure: £520,900 Income: -£ 84,600 Central Support costs: £ 88,900 Depreciation: £372,400 Total £897,600

6.2 The Life Centre has savings targets of £25,000 for 2014/15 and a further £25,000 for 2015/16. The recommended option would need to achieve these targets.

6.3 The cost of the review are estimated at £5,000 which will be contained within existing resources.

Legal

6.4 There are no legal implications arising from this report. Agenda Item 11 Page 90

7. Appendices and Background Documents

Appendix Letter Title A Life Centre Budget Analysis

Background Documents None

Audit Trail Version Final version Date: 31 December 2014

Consultation with other officers Officer Comments Sought Comments checked by Finance Yes Sue Hogg Legal Yes Jonathan Cheetham Appendix A

Life Centre Budget Breakdown Analysis 2014/15

MOST EXPENSIVE LEAST EXPENSIVE

Values Sum of Sum of Sum of Sum of Community Management Conferencing/ Sum of Outdoor Sum of Events & Sum of Youth and Sum of School Room-Space Climbing Areas (Non Sum of Row Labels Library/Cafe Engagement Programme Administration Tours Hire Wall MUGA) MUGA Category Total Expenditure 174,219 87,870 53,155 43,873 71,899 72,906 11,710 2,610 2,658 Expenditure 520,900 Income 0 0 0 0 -30,000 -40,000 -9,000 0 -5,600 Income -84,600 Grand Total 174,219 87,870 53,155 43,873 41,899 32,906 2,710 2,610 -2,942 SUB TOTAL 436,300 plus Central Support 88,900 Page 91 plus Depreciation 372,400 % of Budget 40% 20% 12% 10% 10% 8% 1% 1% -1% GRAND TOTAL 897,600 Agenda Item 11 This page is intentionally left blank