Taunton Deane Borough Council Infrastructure Delivery Plan
2014 Review
December 2014
Prepared by Three Dragons on behalf of Taunton Deane Borough Council Heritage &
Taunton Deane Borough Council Infrastructure Delivery Plan – 2014 Update
CONTENTS
1 INTRODUCTION ...... 3 Background ...... 3 Planning Policy Context ...... 4 Levels of Growth Planned for Taunton Deane ...... 6 Organisation of the IDP...... 8
2 APPROACH ...... 9 Defining Infrastructure ...... 9 Areas within the Borough ...... 10 Process ...... 11 Consulting Service Providers ...... 11 Historic Under-Provision ...... 13 Important Caveats about the IDP ...... 13
3 PHYSICAL INFRASTRUCTURE ...... 14 Transport ...... 14 Flooding ...... 22 Utilities ...... 25
4 SOCIAL AND COMMUNITY INFRASTRUCTURE ...... 29 Education ...... 29 Health Care ...... 33 Crematoria and Burial Grounds ...... 38 Facilities for Faith Communities ...... 39 Emergency Services ...... 40 Arts and Culture ...... 42 Provision for Specific Groups in the Community ...... 43 Community and Voluntary Sectors ...... 44 Sports and Recreation Facilities ...... 44 Affordable Housing ...... 49
5 GREEN INFRASTRUCTURE ...... 51 Green infrastructure ...... 51
6 SUMMARY OF INFRASTRUCTURE REQUIREMENTS ...... 53 Overview ...... 53 2014 to 2018...... 54 2019 to 2023...... 55 2024 to 2028...... 57
7 DELIVERY AND FUNDING ...... 58 Anticipated Sources of Funding ...... 58 Schedule of Costs...... 61
8 RISK TO DELIVERY AND MITIGATION ...... 63 Funding Availability ...... 63 Suitable Sites for New Facilities ...... 64
9 MONITORING AND REVIEW ...... 65 Purpose and Mechanisms ...... 65
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Annex 1 CIL Rates April 2014 ...... 66 Annex 2 Calculation of population from household growth ...... 67 Annex 3 Agencies contacted for preparation of IDP ...... 68
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1 INTRODUCTION
Background
1.1 This is the Taunton Deane Borough Council Infrastructure Delivery Plan (IDP) 2014. The first IDP was produced in June 2011 covering the period 2011 to 2028 and providing evidence in support of the Core Strategy. This document revises and updates the IDP, covering the period 2014 – 2028. It follows from further work on identifying strategic land allocations for housing within the Borough. 1.2 The IDP gives details of the infrastructure that local service providers and the Council have identified as key to supporting future growth in the Borough and in meeting the objectives of the Core Strategy. The IDP also explains how this infrastructure will be delivered as well as the risks associated with infrastructure delivery and how these risks will be mitigated. 1.3 The IDP has been prepared to reflect the Core Strategy and the emerging Site Allocations and Development Management DPD. 1.4 Since the first IDP was produced in 2011, Taunton Deane Borough Council (TDBC) has adopted a Community Infrastructure Levy (April 2014). 1.5 The Core Strategy sets out eight key objectives under the following headings: . Objective 1- Climate Change . Objective 2 - Economy . Objective 3 - Town and other Centres . Objective 4 - Housing . Objective 5 - Inclusive Communities . Objective 6 - Accessibility . Objective 7 - Infrastructure . Objective 8 - Environment 1.6 This update to the 2011 IDP reviews infrastructure provision since 2011 in the context of the longer term plan set out in the Core Strategy and what is still required to support population growth to 2028. It is acknowledged that the IDP cannot specify the entire infrastructure that will be provided in the Borough to 2028. Changed requirements may become apparent when new areas of development are designed in more detail and/or ways of delivering services and facilities are reviewed. 1.7 Much of the consultation to update the IDP was undertaken in March/April 2014 with the exception of strategic transport infrastructure, where transport modelling by Somerset County Council was not completed and the IDP updated until November 2014. Information in this updated IDP reflects these two timescales. 1.8 Through the life of the Core Strategy changes to the policies and strategies of service providers and the introduction of new technology will have implications for infrastructure requirements and their costs. Public funding levels are also likely to
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vary over the life of the plan. The information contained in the IDP will continue to be kept under review, with further updates as important changes are introduced. 1.9 In addition to items set out in the 2014 IDP other measures may be required to bring forward individual developments e.g. arrangements to access the existing highway network, measures to control on-site flooding. The precise requirements for such measures will be assessed on a site by site basis, depending on the type, scale and form of development that is planned. 1.10 It should be noted that, for completeness, some of the text in this update of the IDP replicates wording in the 2011 version while other wording has been edited. There is no special meaning in this other than to ensure a clear and robust 2014 IDP, which should be read as a freestanding document.
Planning Policy Context
1.11 The IDP review reflects up to date guidance on the planning for infrastructure.1
National Planning Policy Framework 1.12 The National Planning Policy Framework (NPPF), published in March 2012 by the Department for Communities and Local Government makes clear that local planning authorities must take into account infrastructure requirements in terms of quality, capacity and ability to meet future demands, and any requirements for strategic infrastructure. Paragraph 162 states that LPAs should work with other authorities and providers to: ‘Assess the quality and capacity of infrastructure for transport, water supply, wastewater and its treatment, energy (including heat), telecommunications, utilities, waste, health, social care, education, flood risk and coastal change management and its ability to meet forecast demands
Take account of the need for strategic infrastructure including nationally significant infrastructure within their areas’
1.13 There is no formal guidance setting out how an IDP should be prepared. The Planning Advisory Service (PAS) published a ‘steps approach’ to support local authorities and their partners in infrastructure planning2. The PAS guidance was drawn on in preparing the IDP in 2011 and continues to underpin this update.
1 The 2011 IDP reflected the then national guidance which included the now defunct Planning Policy Statement 12: Local Spatial Planning (June 2008). 2 Planning Advisory Service, A steps approach to infrastructure planning and delivery. For local strategic partnerships and local authorities. (June 2009)
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Community Infrastructure Levy 1.14 A further development since the 2011 IDP has been the introduction of the Community Infrastructure Levy (CIL). The Planning Act 2008 sets out the framework for LPAs to fund infrastructure through a levy placed on new development, where there is a funding gap. It was subject to amendments by the Localism Act 2011. Regulations for CIL were introduced in 2010, with a number of subsequent amendments to these regulations. 1.15 CIL is intended to deliver strategic infrastructure. CIL came into effect in the Borough in April 2014 and the charging rates are set out in Annex 1. TDBC’s Regulation 123 statement lists the strategic infrastructure likely to be funded in part or total from CIL receipts as set out below: Table 1 - 1: Taunton Deane Regulation 123 List of strategic infrastructure likely to be funded in part or total from CIL receipts Education Statutory education, including but not limited to: Early years learning Primary School provision Secondary School provision, including Post-16 education Special Schools Transport Strategic transport improvements associated with the growth of Taunton and Wellington Community Development Sport and recreation (excluding children’s play) Community Halls, places of assembly and other community facilities Arts and Culture Green Infrastructure Taunton Town Centre Regeneration Schemes as defined in the Taunton Town Centre Area Action Plan, including: Firepool Infrastructure Town Centre Enhancements Surface Water and Flood Risk Mitigation Strategic works only (i.e. excluding mitigation of surface water run-off back to greenfield)
1.16 S106 agreements remain in use for mitigating site specific impacts, including affordable housing requirements in line with Sections 122 and 123 of the CIL Regulations 2010 as amended and policy tests in the NPPF (paragraphs 203 and 204). CIL and S106 cannot be used to fund the same infrastructure investment for the same development.
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Levels of Growth Planned for Taunton Deane
Housing growth 1.17 TDBC set a housing target of at least 17,000 dwellings to be delivered up to 2028 in its Core Strategy. The Council published a Site Allocations and Development Management Plan Preferred Options consultation in October 2013, for which consultation closed in December 2013. This proposes site allocations for housing development up to 2028 to meet the housing target, including further identification of major urban extension sites for Taunton at Staplegrove and Comeytrowe/Trull and a number of smaller allocations across the Borough. This IDP is in support of the Site Allocations and Development Management Plan, which is intended for publication in early 2015 and adoption in late 2015. 1.18 The Council’s 2013 Strategic Housing Land Availability Assessment (SHLAA) indicated some 2,900 dwellings have already been completed to end of 2013/143. Around a further 15,100 are identified for development including on proposed allocated sites (and inclusive of a small number on windfall sites). Of these 15,100, around 4,5004 have planning permission. 1.19 In terms of delivery of the c.15,100 new homes the housing trajectory developed by the Council is set out the 2013 SHLAA5 as: . 2014 – 2018 ~ 4,960 dwellings . 2019 – 2023 ~ 6,120 dwellings . 2024 – 2028 ~ 4,000 dwellings 1.20 The housing trajectory also allocates this growth to Taunton, Wellington and across the remainder of the Borough as follows6: Table 1 - 2: Housing Trajectory
2014-2018 2019-2023 2024-2028 2014-2028
Taunton 3,380 4,840 3,500 11,720
Wellington 930 780 500 2,210
Rest of Borough 650 490 35 1,175
3 These are dwellings on sites with planning permission and identified as deliverable. 4 These are those on sites with planning permission and identified as deliverable. 5 http://consultldf.tauntondeane.gov.uk/portal/shlaa/ (Appendix Two)
6 Figures are rounded in this table.
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1.21 The Council will shortly publish an updated SHLAA (the 2014 Assessment). This will provide an updated position in respect of completions to-date and the identification of sites to meet strategic housing requirements.
Population growth and Household Size 1.22 In 2008 it was estimated that the average household size was 2.23. Census 2011 figures indicated this had risen to 2.28. ONS household projections7 2011 – 2021 indicate that household size nationally is set to decrease over the 10 year period. ONS figures for the Borough indicate a fall to 2.24 persons per household by 2021. If this trend continues, then household size could be further reduced by 2028 but there are no official forecasts. 1.23 To estimate the population at 2028, the IDP takes into account changes to the population in the existing housing stock and additional population accommodated in new housing and assumes an average household size of 2.24 persons (the estimate for 2021). On this basis, growth in population across the Borough is estimated at about 31,000 to 2028. Further details on how this estimate was derived are found in Annex 2. It should be noted that the figure of 31,000 is not a formal population forecast but has been derived solely for use in updating the IDP.
Delivery and Public Funding 1.24 The 2011 IDP was prepared at a time of severe public funding restraint and this continues to be the case. Only known public funding has been taken into account, otherwise the IDP assumes nil public funding. 1.25 Over the life of the Core Strategy, it is highly likely that various new sources of public funding will become available but it is impossible to predict the form and scale of such future funding opportunities. In the shorter term, the Council will have the New Homes Bonus and CIL available to support new infrastructure. The amount of both will depend on the amount and pace of housing growth and the proportion of new housing that is affordable housing. In the case of NHB, the amount of monies available to support new infrastructure will also be dependent on the Council’s on- going commitment to forward funding infrastructure and growth projects. 1.26 The IDP sets out the Council’s priorities for making use of all sources of funding as they arise. The Council is currently in the process of establishing its governance arrangements in order to determine infrastructure priorities and commit to strategic schemes.
7 It should be noted these are not formal population forecasts. They are projections produced by ONS and intended as an indication of the likely increase in household given continuation of recent demographic trends.
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Organisation of the IDP
1.27 The IDP is organised in sections as follows: . 2 - explains the process by which the IDP review has been undertaken . 3 – 5 - set out the Borough’s infrastructure requirements in a narrative format, on a topic by topic basis . 6 – summarises the infrastructure requirements . 7 - assesses the overall cost of the infrastructure and reviews potential funding sources . 8 – reviews risks to the delivery of the infrastructure identified in the IDP and how the risks are to be mitigated . 9 - provides a commentary on monitoring infrastructure delivery and future reviews of the IDP 1.28 Infrastructure requirements are identified in the IDP in the following time bands - 2014 to 2018, 2019 to 2023 and 2024 to 28. Where possible, the requirements for the first 5 years are dealt with in more detail than those for subsequent years. The estimate of the overall infrastructure required to 2028 is a reasonably robust figure based on best available evidence.
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2 APPROACH
Defining Infrastructure
2.1 For the IDP, ’infrastructure’ includes all types of infrastructure necessary to deliver the Core Strategy objectives. The IDP, therefore, takes account of requirements ranging from roads to affordable housing to outdoor play space. Three broad categories of infrastructure are covered: physical, community or social and green. Table 2.1 shows the different types of infrastructure under each category. Table 2 - 1: Infrastructure included in the IDP Physical Infrastructure Social Infrastructure Green Infrastructure Transport Education (primary, Public open space and secondary, tertiary and green space early childhood) Flood alleviation Health – primary and secondary Utilities Crematoria and burial grounds Facilities for the faith community Emergency services Arts and cultural venues Provision for specific groups Provision for community and voluntary sectors Sport and recreational facilities Affordable housing
2.2 In addition to identifying different types of infrastructure, the IDP also distinguishes between population driven infrastructure requirements and one-off items: . Population-driven infrastructure required in order to keep pace with the increase in the number of new homes (and jobs) . One-off provision of infrastructure items are those that are required once over the life of the Core Strategy
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Areas within the Borough
2.3 The Borough contains two urban centres, Taunton and Wellington, as well as a number of smaller rural centres. 2.4 Taunton is the major administrative, cultural and economic centre in Somerset. It is also an important transport hub. Its catchment area as a service centre includes most of Somerset and parts of Devon. Taunton will absorb the majority of housing and employment growth in the Borough to 2028. As the major service centre and growth point for the Borough, the majority of new infrastructure provision will be required in Taunton. 2.5 Wellington is also an important service centre, providing social, retail and leisure services to surrounding rural areas. Strategic sites for housing and employment have been identified in Wellington. 2.6 The growth in Rural Taunton Deane Borough is focused on the main rural centres of Wiveliscombe and Bishops Lydeard, with some limited development allocated to the villages of Cotford St. Luke, Creech St. Michael, Milverton, North Curry and Churchinford. 2.7 Where relevant, the IDP distinguishes between the infrastructure requirements of each of the three broad locations, indicating whether a need is borough-wide or place specific.
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Process
2.8 Figure 2.1 shows the steps undertaken in reviewing the IDP Figure 2 - 1: Process for Reviewing the IDP
Review of Adopted Core Strategy, Site Allocations and Development Management Preferred Options and Council Policy documents
Review infrastructure Review general policy requirements list basis for current IDP and any changes to this
Identify organisation responsible for delivery
Review housing requirements to 2028 and potential delivery in five year tranches using SHLAA
Consult with service providers to identify: Changes in requirements since 2011 IDP Delivery mechanisms Funding if/where possible
Identify level of developer funding required
Fact check: Confirm information back with service providers Report preparation
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Consulting Service Providers
2.9 The service providers consulted in reviewing the IDP are shown in Table 2.2 below. Table 2 - 2: Consultation process Organisations Consulted
Physical Infrastructure Social Infrastructure Green Infrastructure
Taunton Deane Borough Taunton Deane Borough Taunton Deane Borough Council Council Council
British Telecom Avon and Somerset Police Natural England
Connecting Devon and Devon and Somerset Fire Somerset Service
Highways Agency Community Council for Somerset
National Grid Somerset and Avon Probation Trust
Network Rail Richard Huish College
Canal and Rivers Trust Somerset College
Somerset County Council Somerset County Council
Somerset Waste Taunton and Somerset Partnership Foundation NHS Trust
Wales and Western Utilities Bristol, North Somerset, Somerset and South Gloucestershire Area Team of NHS England
Wessex Water Somerset Clinical Commissioning Group and Taunton GP Federation
Western Power Southwest Ambulance Service Trust
Environment Agency
2.10 Consultation was undertaken by email, telephone interview and face to face meetings with representatives of key organisations and services. Service providers
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were asked to review the requirements identified in the 2011 IDP to take account of the Site Allocations and Development Management Preferred Options and any other changes to the way their services are provided. Providers were asked if there were changes / additions to infrastructure needs to 2028 and, if so, what would be needed and how would it be provided and funded. Service providers co-operated with the IDP review and updating process and the IDP is based on as comprehensive an information base as possible. However it was not possible to verify requirements with all service providers. Annex 3 notes those contacted/responded.
Historic Under-Provision
2.11 The infrastructure investment identified in the IDP is required to deliver the sustainable growth set out in the Core Strategy. 2.12 The IDP does not set out to make up for historic deficits in infrastructure. However, there will be instances where making provision for the growth set out in the Core Strategy, is most effectively achieved by upgrading an existing facility. Examples of this could range from improvements to the public realm, enhanced public transport, extensions to existing schools through to expanded community halls.
Important Caveats about the IDP
2.13 The IDP provides a focus for long term strategic financial decisions but, in this context, there are a number of important points which should be borne in mind: . The IDP is not a policy document. Information included in the assessment does not override or amend agreed/adopted strategies, policies and commitments which TDBC and other infrastructure providers currently have in place. . Infrastructure providers will inevitably review their policies and plans over the life of the Core Strategy and this can impact on the amount and type of infrastructure required. The IDP sets out a broad framework for infrastructure delivery to 2028 with more detail for the next five years of delivery - 2014 to 2018 where this is available. The IDP does not attempt to prioritise the infrastructure requirements.
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3 PHYSICAL INFRASTRUCTURE
Transport
Introduction 3.1 Transport plays an important role in ensuring connectivity within and between settlements. The chapter is based on evidence related to the Core Strategy and Site Allocations and Development Management Plan documents. 3.2 It is noted that TDBC are seeking to allocate a strategic employment site which will have a significant impact on transport infrastructure though it should be noted that this site has not been proposed for allocation within the SADMP. Through the process of allocating the strategic employment site the transport requirement will need to be identified and is highly likely to result in additional transport schemes.
Progress 3.3 Since the first version of the IDP there has been significant progress in the delivery of the required transport infrastructure. The Third Way and the Northern Inner Distributor Road (NIDR) have both gained funding and are now either complete or nearing completion (in the case of the NIDR). In addition to these major transport schemes, there has also been progress on the delivery of numerous smaller schemes.
Improved public transport - bus service 3.4 The bus service is privately run and operates from an established bus station in Taunton town centre (along with enhanced bus stop facilities in the town centre) and a bus interchange in Wellington. Although some town centre services are run on a purely commercial basis, many are subsidised by Somerset County Council (SCC) to some extent, in order to provide appropriate network coverage. 3.5 The strategic sites planned for Taunton and Wellington (and in particular Monkton Heathfield, Comeytrowe and Staplegrove) offer the opportunity to achieve major improvements in public (bus) transport in the Borough, through package(s) of co- ordinated measures. 3.6 In Taunton, there will be a bus priority corridor with associated highway improvements on the A38 and A3259 between Wellington, Taunton town centre, Firepool, Taunton rail station and north of Monkton Heathfield (and thence to Bridgwater in Sedgemoor). The package of measures that will deliver enhanced bus transport are: . Upgrade of A3259 and environmental improvements in Monkton Heathfield . Other highway improvements in Monkton Heathfield to facilitate Bus Rapid Transport . Multi modal improvements to the A38 north of Monkton Heathfield to the district boundary with Sedgemoor (and beyond, facilitating links towards Bridgwater as
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coordinated by SCC, although such improvements are, geographically, out of scope of this IDP) . Bus priority measures on the A3259, Monkton Heathfield to Priorswood . Development of a transport interchange at Taunton rail station (including improvements to the station approaches) . Improvements to the bus station interchange in Taunton town centre, as a longer term aspiration . Extension of the bus priority measures to the south of the town centre to link with the Comeytrowe urban extension and beyond to Wellington 3.7 TDBC want to see the package put in place as soon as possible but it is unlikely that significant progress can be made before 2016. 3.8 These measures will be supported by other improvements to the public transport infrastructure: . Enhanced information systems Progressive improvements to bus stops and shelters across the Borough including selected roll out of Real Time Passenger Information (RTPI) at bus stops and interchanges. 3.9 Taunton bus station is jointly owned by the bus operator and TDBC and there is no current plan for its improvement, although studies have concluded that the current location is the best option for any future upgrade. The layout and operational workings of Taunton bus station could be revised if transport enhancements of certain parts of the town centre were brought forward which would allow more buses to stop in the town centre. The IDP will need to keep this under review. 3.10 In Wellington, further measures to enhance the bus service within the town will be identified and brought forward through the Local Transport Planning process, although one of the key upgrades (Park and Bus) is outlined below.
Improved public transport - Park and Bus facilities 3.11 Park and Bus (Ride) facilities for Taunton and Wellington are required to manage commuter traffic and tackle congestion in the town centres. Park and Bus facilities will support the commercial viability of existing bus services by increasing the potential market for direct bus service along the A38 corridor. 3.12 There are currently 2 Park and Ride facilities in Taunton: . Silk Mills Phase 1 – completed in 2005 with 600 spaces . Taunton Gateway – completed in 2010 with 1,000 spaces 3.13 The Core Strategy identifies three further schemes to be delivered by 2028 which will complement the existing Park and Ride services: . Taunton - Silk Mills Extension providing an extra 400 spaces . Taunton - Monkton Heathfield – a Park and Bus scheme serving the A38 and A361 corridor and will form part of the Monkton Heathfield strategic site and link to existing bus services. Its scale will be determined through detailed
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assessment of the needs of new development at Monkton Heathfield, with timing of its provision being tied to progress with development at Monkton Heathfield generally (and assumed to be in 2018 – 2021 in the IDP) . A38 Park and Ride – In order to support development to the west of Taunton and east of Wellington a park and ride facility will be provided on the A38. This facility will serve trips into and out of Taunton during the peaks and minimise the traffic impact of new developments. The exact location and scale of the facility will be established through a detailed study
Improved public transport - Rail services 3.14 The railway that serves Taunton is provided by the Great Western and Cross Country franchises. 3.15 TDBC’s Core Strategy seeks improvements to rail services and station facilities at Taunton. Network Rail (NR) is undertaking its long term planning process which sets the strategic plans for the railway until 2043. The process is ongoing but the high level aims currently include reduced journey times between Taunton and Bristol/Exeter and Taunton and London. In the long term provision is being made for increased frequency of services. 3.16 Taunton railway station is currently subject to a detailed master planning exercise involving Network Rail, First Great Western, TDBC and SCC. Station improvements will include improvements to interchange facilities; passenger waiting and information facilities; improved retail offer; increased car parking, and; an improved public realm. Funding has been successfully allocated to this scheme through the Local Growth Fund to part fund this work from April 2015 onwards. 3.17 The Core Strategy includes the re-opening of Wellington Station to improve rail services in the Borough (but with most direct benefit to Wellington and the surrounding rural area) in order to reduce the impact of development on the M5 and improve alternative links by road and rail. The re-opening of the station will require the support of the Department of Transport, the Train Operating Company (TOC) operating the franchise and of Network Rail (as owner of the line). 3.18 The business case for reopening Wellington Station will be stronger if linked to the reopening of Cullompton Station in Devon. SCC and TDBC are working with Devon County Council and others to understand the potential demand of these stations. This work will underpin the evidence base that is required to effectively engage Network Rail and TOCs in taking the proposal forward. It will be necessary to show that the proposal is feasible in engineering and operational terms, that there is a positive business case and that there are no alternative public transport solutions, such as bus route improvements. This work will have resource implications that will need to be funded. 3.19 The IDP therefore anticipates that the re-opening of Wellington station will be at the earliest towards the end of the Core Strategy plan period (2021 - 2028). The costs involved are unknown at this stage. Implementation will most likely rely on a mix of public and private investment.
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Provision for cycling 3.20 There is a range of schemes, agreed between SCC and TDBC, to support the implementation of the Core Strategy and to improve the cycle network in the urban areas of Taunton and Wellington. The schemes will improve the existing cycleway network and ensure that new developments are properly integrated into the network. 3.21 The schemes include walking and cycling links that will enhance the access between the identified areas of business and housing growth over the plan period and include: . A walking and cycling link to Priorswood / Monkton Heathfield . A walking and cycling link between Comeytrowe and employment around M5 J25 . In addition, a comprehensive legibility and signing strategy will be applied to ensure the network is accessible, legible and easy to use 3.22 There will be other measures within new developments that will be needed to encourage the use of cycles and active travel. These measures will be agreed with TDBC as part of the design and planning process on a scheme by scheme basis and as part of the Travel Planning process for new developments.
Provision for pedestrians 3.23 As with provision for cycling, there is a range of measures agreed between SCC and TDBC, to improve the pedestrian network in the urban areas of Taunton and Wellington. 3.24 There will be other measures within new developments that will be needed to provide for pedestrians. These measures will be agreed with the Council as part of the design and planning process on a scheme by scheme basis.
Public realm improvements 3.25 Town centre enhancements of Taunton town centre would allow for improvements to the town centre environment generally and strengthen provision of bus services using the centre. A package of measures to achieve this was identified in the 2008 Taunton Town Centre Area Action Plan (TCAAP) and included in the Planning Obligations SPD that accompanied the TCAAP. 3.26 Two major highway schemes were required to be completed to facilitate the removal of general traffic from Taunton town centre – Taunton Third Way (complete) and Northern Inner Distributor Road (due for completion Spring 2015). The extent of changes to the town centre has yet to be agreed but could include improvements to North Street and the Parade with possible extension to East Reach and Corporation Street. It is currently proposed to implement this work between 2020 and 2021 subject to funding availability.
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3.27 Away from Taunton town centre, measures will be put in place to provide environmental improvements and traffic calming for the villages of Monkton Heathfield, Creech St Michael and Bathpool. 3.28 There are no specific measures for town centre enhancements for Wellington but future analysis may indicate that enhancements are required and they will be included in future reviews of the IDP.
Strategic highways 3.29 The Highways Agency is responsible for strategic highways, which means the M5 in Taunton Deane Borough (but not the local road networks that connect to J25 and J26). Elsewhere in Somerset, the Agency also has responsibility for the A303. 3.30 A proposal has been put in front of the Local Transport Board for improvements to J25 of the M5. This relates to the gyratory system and local roads that serve the junction (see paragraph 3.37). 3.31 Preparation of a Route Based Strategy for the M5 from Birmingham to Exeter is underway at the time of publication of the IDP. This will identify investment priorities for the motorway along its length. The Highways Agency anticipates making a response in Spring 2015 to the issues raised during a consultation process in Autumn 2013. TDBC and SCC (also Devon County Council) will need to keep up to date with the implications of the Strategy as it emerges and update the IDP as appropriate. 3.32 Another feasibility study is also underway to consider the A303/A30/A358 Corridor. The Department of Transport has indicated that an announcement based on the feasibility study is planned in late 2014. The outcome of the study could be important for the Borough as it will include consideration of links and junctions from the A303 along the A358 to the M5. Any decision on this is some time in the future. 3.33 In terms of any improvements to the strategic highway network, TDBC is aware that these cannot be funded by receipts from CIL. For clarification, the strategic road network does not currently include the A358 or the Junction 25 improvements on the gyratory, as these are on the local highway network.
Major highway improvements 3.34 There are a number of major highway schemes required to deliver the Core Strategy. As noted earlier, two of these schemes, both in Taunton, are either complete or nearing completion - (the Third Way and the Northern Inner Distributor Road (NIDR). 3.35 Together, the Third Way and the NIDR will contribute to: . The regeneration of Firepool and Tangier . Comprehensive environmental improvement to the town centre to deliver an enhanced pedestrian shopping environment as well as significant improvements for cyclists and public transport access
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. Allowing for improvements to bus services in North East Taunton and along the Bridgwater, Taunton and Wellington Corridor, to and from the town centre 3.36 Three other substantial highway schemes will be required to improve the functionality of the road network in Taunton. They are: . Improvements to the A358 Toneway Corridor (Sainsbury’s junction, Creech Castle and Obridge Roundabout) – to complete by 2023 (funding dependent) . Improvements to J25 of the M5 – to complete by 2020 . Improvements at Walford Cross (on the A38 north of Taunton) to access employment land and provide junction improvements – for construction 2021 to 2028 3.37 In Table 3.1 it is noted that whilst funding has yet to be secured for M5 Junction 25 and Toneway Corridor, these two schemes are subject to active funding bids to the Local Growth Fund. At the time of writing the total requested is £21.79m, with £12.9m for M5 Junction 25 and £8.89m for Toneway Corridor. 3.38 SCC and TDBC along with other partners are continuing to lobby for improvements to the A303 and A358. If this is successful these schemes would be major transport schemes that would serve to provide a step-change in connectivity of Taunton as well as the wider south west.
Other highway schemes 3.39 There are a number of measures identified to improve the functioning of the road network in Taunton and Wellington to accommodate planned development. These schemes include: . Chelston Roundabout . A38 Corridor between Stonegallows and Mountway Road / Musgrove Hospital Junction . Compass Hill Gyratory . A358 Manor Road . A358 Staplegrove Road / Greenway Road . A358 Staplegrove Road / Bindon Road . Priorswood Road / Cheddon Road . Priory Bridge Road Roundabout 3.40 All of the above schemes are located in Taunton with the exception of Chelston Roundabout (in Wellington). 3.41 There are four other road schemes identified to secure the development of named strategic sites and are at different stages in the planning process. They have not been included elsewhere in the IDP and are noted here for completeness. They are: . Norton Fitzwarren Bypass – a significant section of this has now been constructed. The rest of the road will be delivered as part of the Ford Farm development
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. Cades/Jurston Link Road – to be funded as part of the development . Comeytrowe A38 to Trull Link Road – to be funded as part of the development . Staplegrove A358 to Kingston Road Link Road – to be funded as part of the development (The above may be funded by s106 or CIL)
Transport – Delivery and funding 3.42 Delivering a more sustainable transport system which encourages the use of public transport and more active travel by individuals will require a wide range of measures and no single measure will, on its own, achieve these objectives. 3.43 There is a programme of direct measures to improve facilities for cyclists and pedestrians. There are also highway measures that, in addition to improving the highway network functionality, enable improvements to public transport and cycle/pedestrian facilities to be made. The Third Way and Northern Inner Distributor Road have a particularly important role in this respect. 3.44 The re-opening of Wellington rail station is an aspiration of the Core Strategy. Its achievement will require the agreement of Network Rail and the train operating company. 3.45 In terms of funding the improvements, there are a number of different funding streams which currently include the Local Growth Fund, local authority funding as well as developer funding in the form of s106 and CIL. On the Strategic Road Network improvements will be delivered via capital funds from central government or S278 agreements. 3.46 The Local Growth Fund is likely to be, for the foreseeable future, one of the primary sources of public funding for significant infrastructure projects. The Local Growth Fund will be administered by the Heart of the South West Local Enterprise Partnership (LEP). Central government will allocate Local Growth Funds to each LEP based upon the detail of their Strategic Economic Plan (SEP) and annual Growth Deal bid. For a scheme to be funded through this mechanism it must be recognised within the SEP and prioritised for funding by the LEP. 3.47 This funding has the potential to help deliver some of the schemes contained within the IDP in combination with other funding streams. Priority areas of spend for the Local Growth Fund are: . Investment that specifically unlocks economic growth . Investment that enables, facilitates and promotes sustainable and active travel modes 3.48 In addition to the Local Growth Fund there are strategic transport funds that will be directed through the Highways Agency to fund priorities that are identified through the Highways Agency’s Route Based Strategies (M5) and A303 / A30 / A358 studies. There will also be developer funding that will fund transport infrastructure within the Borough. Local public sector funding is much reduced. There remains some transport
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funding, albeit on a relatively small scale, that may be available to address local issues and, where possible, could be match funded to maximise investment in transport infrastructure.
Transport Infrastructure Requirement 3.49 The following table summarises the transport measures identified in the IDP and shows their estimated costs and how much of this is assumed to be funded from development contributions. It should be noted that the costs identified are broad estimates based on the best information at this time. They will be subject to change as more detailed work is undertaken.
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Table 3 - 1: Summary of transport measures – all costs in £ millions Costs for each period of the 2011 to 2028 Core Strategy Funding Measure Secure from Other 2014- 2019 - 2024 - Total cost Funding Sources/ 2018 2023 2028 S106/CIL Improved public transport Taunton Station Improvements £8.97 £4.60 £4.37 £8.97 £0.00 £0.00 A38 Bus priority corridor (includes Monkton Heathfield £17.00 £0.00 £17.00 £0.00 £8.50 £8.50 and A38 South Park & Bus sites) Enhanced information system £1.15 £0.00 £1.15 £0.00 £1.15 £0.00 Improved bus stops and shelters, borough-wide £1.83 £0.00 £1.83 £0.69 £0.57 £0.57 Park and Bus facilities Silk Mills £0.92 £0.00 £0.92 £0.00 £0.00 £0.92 Provision for cycling Taunton £8.80 £0.00 £8.80 £0.75 £3.03 £5.02 Wellington £1.66 £0.00 £1.66 £0.00 £0.83 £0.83 Provision for Pedestrians Taunton £2.01 £0.00 £2.01 £0.00 £2.01 £0.00 Public Realm and Traffic Calming Measures Taunton town centre enhancements/ public transport £3.00 £0.00 £3.00 £0.00 £3.00 £0.00 measures Environment improvements/traffic calming for West £0.69 £0.00 £0.69 £0.69 £0.00 £0.00 Monkton, Creech St Michael and Bathpool Highway Schemes Toneway Corridor Improvements £12.93 £0.00 £12.93 £6.64 £6.29 £0.00 M5 J25 improvements £15.40 £0.00 £15.40 £12.16 £3.24 £0.00 Walford Cross Improvements £4.01 £0.00 £4.01 £0.00 £0.00 £4.01 A358 Silk Mills / Cross Keys £2.90 £0.00 £2.90 £2.90 £0.00 £0.00 Other highway measures Taunton £5.41 £0.00 £5.41 £1.38 £1.51 £2.52 Wellington £0.92 £0.00 £0.92 £0.00 £0.46 £0.46 Total £87.60 £4.60 £83.00 £34.18 £30.59 £22.83
Flooding
Surface water and flood risk mitigation 3.50 The Environment Agency (EA) has permissive powers for maintaining flood defence infrastructure to current standards (but not for future climate change) and a shared responsibility under the Water Framework Directive for the ecology of rivers and coastal waters. The EA’s primary interest is to mitigate flood risk for existing development, not new development. From late 20148 it is likely that sustainable drainage schemes (SuDS) will be approved by a SuDS Approval Body and flood risk from surface water will be the responsibility of the Lead Local Flood Authority (LLFA). In Taunton Deane Borough, both the SuDS Approval Body and LLFA will be led by Somerset County Council.
8 Was originally April 2014
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3.51 The Taunton urban area is the primary area for fluvial (river) flood risk within the Borough as there is considerable development along the waterfront, with the River Tone joined by a number of tributaries. The town has a comprehensive flood defence scheme that was implemented in the 1960s following severe floods and subsequently the defences were raised further in the 1990s. However the standard of protection for the defences within Taunton varies, with some limited sections not considered by the EA to meet the target level of protection against 1 in 100 years flood events e.g. cattle market site. Recent initiatives to reduce Taunton flood risk include work at the Long Run Farm storage scheme. 3.52 New greenfield development will increase the rate of surface water run-off by introducing significant additional areas of hard-standing and there will be a need to reduce surface water run-off rates and volumes through the use of on-site SuDs. The Environment Agency has been advising that all new greenfield developments which drain to the tributaries of the River Tone attenuate to a 1 in 2 year greenfield event or 2 litres per second per hectare (whichever is the lowest) for all storm periods. The aim of this advice is to ensure that long-term storage of flows is created on site, to reduce the likelihood of flows from new development impacting upon the catchment during peak storm events. 3.53 In addition to the use of SuDS, it is possible to mitigate flood risk through providing more flood water storage upstream of vulnerable areas such as Taunton town centre. Reduction of fluvial flood risks through locations such as Taunton town centre is an aim of the NPPF (paragraph 102) and Taunton Deane Adopted Core Strategy Policy CP8. 3.54 New Taunton town centre development with sustainable drainage will reduce the sewage flood risk as run off will no longer use combined systems., although there will be implications for fluvial flood risk. 3.55 Other urban areas within the Borough have lesser flood risks and these are generally restricted to water run off issues.
Flood mitigation measures
3.56 The Strategic Flood Risk Assessment indicates the requirement for an attenuation scheme on the River Tone at Bradford on Tone, between Taunton and Wellington. 3.57 The latest cost estimate for this scheme is contained in the Somerset Levels & Moors 20 Year Flood Action Plan (published March 2014) which suggests £10-15m will be required. This scheme will provide a strategic solution for flood risk mitigation to new development in Taunton. A location has been provisionally identified upstream of Bradford on Tone (between Taunton and Wellington) and the timetable for delivery set out in the Action Plan is 2017-2019. The intention is that some of the funding for this scheme will be sought through CIL and from the Environment Agency Flood Defence Grant in Aid. It is likely that further funding will need to be identified from other sources too.
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3.58 SuDS provision is usually delivered on-site by the individual developers via a planning condition although it is possible several developers on adjacent sites may decide to use a more cost effective combined solution. Where this is the case, this can still be achieved via a Grampian condition provided that the developer(s) is/are in ownership or control of the land where the SuDS will be delivered and the relevant planning permissions are sought for attenuation facilities. Maintenance of SuDS would probably fall to the SuDS Approval Board who will have to enter into agreements with the developer under the Flood & Water Management Act 2010.
Firepool Weir
3.59 Firepool Weir is located on the River Tone (in Taunton town centre). Historically, its purpose was to raise water levels in the Tone to support navigation into the Bridgwater and Taunton Canal. The canal provides minor flood risk mitigation and also channels water to Durleigh Reservoir. Ownership of the weir is shared between the EA and the Canal and River Trust. 3.60 Improvements to the Weir have been identified to be funded by new development within Policy F2 of the Taunton Town Centre Area Action Plan (TTCAAP), although the recent economic downturn has meant that recent planning permissions have not secured Section 106 contributions towards such a scheme. 3.61 Improvements to the weir are required, mainly on amenity and environmental grounds but some elements of repair are needed to restore the structural condition and reduce the risk of collapse. Options identified as part of feasibility work undertaken by the Environment Agency include: 1. Repair and minor improvements – estimated cost £1m 2. Implement a scheme which has a longer life and gives better amenity value – estimated cost £3.4m 3. Implement a more extensive scheme with hydro-electric production and environmental enhancements – estimated cost £5.5m 3.62 The improvement of Firepool Weir is not a priority for flood risk management and has not been identified in the recently published Somerset Levels and Moors Flood Action Plan. However, the minor improvement and repair of the Weir (option 1), as a minimum, is required for the delivery and regeneration of Taunton Town Centre. This is because its presence impacts significantly on the water levels of the River Tone, which is to be protected and improved as part of the extant TTCAAP (due for review in 2015). It is therefore intended that monies from CIL will contribute to this scheme, with delivery currently anticipated between 2019 and 2024.
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Table 3 – 2: Summary of Flood Mitigation Measures 2014-18 2019-23 2024-28 Total
Bradford on Tone £10-£15m £10-£15m Strategic Flood Attenuation Scheme Firepool Weir £1m £1m Total £10-£15m £1m £11-£16m
Utilities
Meeting Core Strategy Objectives 3.63 The Core Strategy highlights the importance of creating sustainable communities. In terms of utility provision this objective includes ensuring that utilities are provided in a timely manner to meet the needs of the communities they serve. It also includes addressing both the cause and impacts of climate change and the need to minimise waste and pollution. This could be through contained systems which minimise environmental impact and through the use of renewable resources to meet energy needs.
Electricity 3.64 Taunton Deane Borough’s Distribution Network Operator (DNO) is Western Power Distribution. All electricity DNOs have a statutory duty under the Electricity Act 1989 to provide connections (i.e. extensions from its distribution system) upon request from persons seeking connections 3.65 No significant network upgrades have been identified to accommodate the early stages of the developments that affect the Borough. Western Power seeks to service new development as far as possible through providing further connections into the existing electricity power network. In some instances, expansion of existing primary substations or upgrading of existing cables or overhead lines may be required to provide capacity for a new development and Western Power would negotiate developer payment for this on a site by site basis as part of site specific development costs. This may be required for future phases of development at Monkton Heathfield and the other sites. 3.66 In terms of existing electricity cabling or overhead lines, sites at Norton Fitzwarren, Staplegrove, and Monkton Heathfield are all affected. There may be opportunity to divert or underground cables in areas affected by 11kV or 33kV lines, as has happened in Monkton Heathfield. 3.67 National Grid has high voltage overhead electricity transmission lines that cross potential development areas in the Staplegrove urban extension. However it is not expected that action to underground or relocate these is a prerequisite for development. Details of any future treatment of the overhead lines will be determined through the planning application process.
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Gas 3.68 National Grid owns and operates the national gas transmission system in England, Scotland and Wales connecting to eight distribution networks. Wales and West Utilities (WWU) owns, operates and develops the gas distribution network (which includes low pressure, medium pressure, intermediate pressure and high pressure pipes) that includes the Borough. 3.69 No major infrastructure requirements have been identified in terms of gas supply; however, it is possible that reinforcements will be required to ensure the correct operating pressure. The detail of these reinforcements will be determined as sites are developed, so it is not possible at this stage to identify any specific requirements, costs or how they may be funded. WWU indicates that it seeks to ensure minimum capacity in anticipation of developments phased over a number of years that have been already approved and committed by the local authority and would generally view large scale network expansion for committed development as funded by WWU as part of its investment procedure. WWU adopt a year-to-year approach in order to identify long-term priorities and optimize expenditure. Plans, which may be replacement or reinforcement projects, are subject to change as and when the need arises. 3.70 In terms of the existing mains it should be noted that two high pressure mains run through Monkton Heathfield and an intermediate main runs though part of Staplegrove and Monkton Heathfield.
Potable Water 3.71 Wessex Water provides potable water in Dorset, Somerset, Bristol, most of Wiltshire and parts of Gloucestershire and Hampshire. Discussions with Wessex Water have established that there is adequate capacity in its existing network and that the quality of water is good, consequently at a strategic level there is no constraint on development. Under the forthcoming (2015-2020/AMP 69) Business Plan, £1,139 million of expenditure is planned, £273 million more than the previous Business Plan period. Apart from the general costs of delivering services, the greatest cost items will be quality improvements, increase in capacity to reduce flooding and power costs. Investment in new water infrastructure is through private capital raised by Wessex Water, with costs of borrowing met by customer bills. The 2015-20 Business Plan refers to the benefits from the current low interest rates. 3.72 Wessex Water has invested £16 million to 2014 in work to modernise water mains in Taunton and the surrounding area under Operation Clean and Clear. As well as improving services to current customers this will serve new town centre development.
9 AMP – Asset Management Plan
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3.73 Local network upgrades and reinforcements may be necessary to provide a water supply to a particular development. The requirement for these and the associated costs will be part of the development costs for individual schemes.
Wastewater 3.74 Wessex Water is the owner of the wastewater sewerage network, and operator of the wastewater treatment works in the study area. Investment in new strategic wastewater infrastructure is through private capital raised by Wessex Water, with costs of borrowing met by customer bills. 3.75 Local sewage treatment plants may require upgrades and reinforcements as a result of new development, although it is not anticipated that a new treatment plant will be required. The requirement for upgrades and reinforcements to sewerage and the associated costs will need to be assessed by developers for individual development schemes. 3.76 Development of the Taunton town centre sites will enable a reduction in sewage flood risk by taking run off out of the combined systems although this will require attenuation to ensure the risk is not simply transferred to fluvial flood risk. This will be a cost to development as part of sustainable drainage requirements. 3.77 The volume of development at Comeytrowe may require planned investment in conveyancing of sewage through the town centre to be brought forward although the need for this work is anticipated to be in the medium term (AMP 7).
Waste Management 3.78 Somerset Waste Partnership (SWP) manages waste and recycling services for Somerset local authorities including TDBC. SWP is currently reviewing long term infrastructure requirements and this may or may not involve the development of one or more strategic disposal/treatment facilities within Somerset. The need for such will not depend on the magnitude of growth in housing - although this may impact on the scale of a potential facility. However, with existing infrastructure located elsewhere in Somerset, it is currently considered unlikely that a facility would be located in the Borough10. 3.79 Similarly SWP, in consultation with the current recycling and waste collection service provider, has not identified any requirement to extend existing depot and recycling bulking facilities at Walford Cross. With a high number of Recycling Centres in the County - including Priorswood (Taunton) and Poole (Wellington), coupled with current financial constraints, it is not envisaged that SWP will be providing further household waste recycling facilities in the foreseeable future.
10 Central/North Taunton is one of four broad location ‘zones’ (Zone B) for new strategic waste sites to deliver strategic waste treatment capacity in Somerset.
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3.80 SWP has therefore not identified any immediate requirements for a strategic waste infrastructure development in Zone B or further smaller, non-strategic facilities within the Borough. This view takes into account the need to accommodate more recyclables and general waste arising from household and population growth. The position may change in the future and will be reviewed.
Telecommunications 3.81 BT Openreach provides the telecommunications infrastructure network and is obliged to provide a telephone line service on request. Availability of fibre optic cabling has opened up the opportunity for fast broadband, being delivered either commercially, or through BDUK initiatives such as Connecting Devon and Somerset, which seek to cover the remaining areas as far as possible. BDUK initiatives do not specifically take account of population growth. 3.82 Exchanges in Taunton and Wellington are fibre-enabled. Provision of telecommunications infrastructure would be delivered on a site by site basis and it is anticipated that developers would negotiate with their telecommunications supplier for fast broadband services as sites come forward and at an early stage in the development process.
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4 SOCIAL AND COMMUNITY INFRASTRUCTURE
Education
Meeting Core Strategy Objectives 4.1 It is important that education provision keeps pace with the increase in population as Taunton Deane Borough grows. There are major Coalition Government policy changes in the way education can be provided (including provision of publicly funded free schools and potential changes to the role of local authorities). However, Somerset County Council (SCC) considers that these changes do not affect the way the overall level of school places (required to meet the growth set out in the Core Strategy) should be calculated. 4.2 The standards used by SCC for provision of schools places are as follows: . Primary schools (for 5 to 11 year olds) – 30 places per 150 dwellings . Secondary schools (for 11 to 16 year olds) – 30 places per 210 dwellings . Pre-schools (for 3 and 4 year olds) – 3 places per 100 dwellings 4.3 SCC has developed a School Organisational Plan11 model to assess primary and secondary school capacity on a year by year basis. This reflects the forecast population changes and takes account of housing development that either has commenced or is considered to commence imminently. This has been used in the estimates of new provision required discussed below.
Primary schools 4.4 In Taunton, some primary schools have capacity but overall the network of primary schools is already oversubscribed. Based on the anticipated housing delivery set out in the 2013 SHLAA and using a standard 30-pupil form size, Taunton will require the equivalent of five 2-form entry primary schools by the end of the plan period. The first will be needed by 2015-16 and the second by 2018-19. Note that as pupil numbers build up there will have to be increased capacity at existing schools to continue providing the service. In addition to the planned delivery of schools at Nerrols and Monkton Heathfield, discussion suggests that additional new primary school provision might be in the north west of the town. 4.5 In Wellington two of the seven primary schools serving the area are oversubscribed but overall there is enough capacity to serve the current population. Based on the anticipated housing delivery set out in the 2013 SHLAA and using a standard 30- pupil form size, Wellington will require the equivalent of a 2-form entry primary
11 https://slp.somerset.gov.uk/somersetipost/iPost%20Documents/Somerset%20School%20Organisation %20Plan%202013.pdf
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school by 2024/25. Again, as pupil numbers build up there will have to be increased capacity at existing schools to continue providing the service. 4.6 Primary schools in Wiveliscombe are near capacity but the scale of planned development does not warrant a new school. 4.7 The table below provides an indicative overview of new school provision required to 2028. Further additional capacity may also be required at the existing schools in the Borough to manage the growth before the new schools are developed but the details of this are not specifically identified in the table. Table 4 - 1: Estimate of future provision of additional primary schools 2014 to 2018 2019 to 2023 2024 to 2028 Taunton Nerrols Two 2-form entry One 2-form entry (5 new schools) West Monkton primary schools – primary school – SW North Taunton Taunton/Comeytrowe and Monkton Heathfield Wellington One 2-form entry (1 new primary primary school school) Total 2 schools 2 schools 2 schools
4.8 The estimated budget for provision of a new 2-form entry primary school is £4m, which takes into account the more streamlined provision currently required by the government. Over the plan period the five primary schools in Taunton and the one primary school in Wellington will require a budget of around £24m, with £8m of this required before 2018. In addition there will need to be investment to fund additional capacity at existing primary schools of £4.1m based on SCC’s school place cost calculator which uses £12,257 per primary school place. This will need to be spread across the plan period. 4.9 Where new development is taking place and additional primary school places are required, it will be important that provision (either extended capacity at existing schools or delivery of a new school) is secured early in the development.
Secondary schools 4.10 In Taunton, there is secondary school capacity although Heathfield Community School is oversubscribed and there is limited capacity at the Castle School and Bishop Fox’s School. Most of the current capacity is at Taunton Academy. 4.11 Based on the anticipated housing delivery set out in the 2013 SHLAA (adjusted to remove any double counting with existing forecasts) and using a standard 30-pupil form size, Taunton will require a new 7-form entry secondary school towards the end of the plan period. Existing capacity at Taunton Academy can accommodate planned growth up to 2016/17 and a new school will be required by 2023/24 (or equivalent additional capacity). Monkton Heathfield may provide opportunities for a secondary school site although alternative provision in the west of Taunton may also
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be considered. It will be important that the increase in student numbers in advance of new school provision is carefully managed so that the new school has sufficient students when it is opened. 4.12 In Wellington, Court Fields School has capacity to accommodate planned growth up until 2021 and will then need some additional capacity. However the school has a constrained site and additional places will be difficult to provide. Therefore the means of providing additional capacity will require further consideration over the early years of the Core Strategy. 4.13 In Wiveliscombe, Kingsmead secondary school is already over capacity with about 75 places required now and about 150 additional places required by 2028. These will need to be provided as part of the existing school but, again, the details of how this is to be achieved requires detailed review. 4.14 The estimated budget for provision of a new 7-form entry secondary school is £15m, which takes into account the more streamlined provision currently required by the government. Where additional capacity is required, this has been calculated using SCC’s school place cost calculator which uses £18,469 per secondary school place. Over the plan period the budget for new secondary school provision is £26.6m of which £15m is for a new secondary school required by 2023 and the balance for additional capacity in existing schools.
Post 16 Education 4.15 Post 16 education is primarily provided at Richard Huish Sixth Form College and at the Somerset College in Taunton. These two colleges will continue to be the main providers of post 16 education for the foreseeable future, although there is also some limited provision for Post 16 education in other secondary schools in the Borough. 4.16 Demographic changes along with post 16 provision at secondary schools and a recent increase in apprenticeships have resulted in rolls falling in Post 16 education, although this situation will reverse in about 2020. As the population grows, additional facilities will be needed at both colleges. 4.17 Richard Huish has approximately 1,900 16-19 year old students, plus increasing numbers of apprenticeships and people in adult education. Despite the demographic changes student numbers have been consistently increasing in recent years. Richard Huish currently has capacity problems and is below the national benchmark space per students, which has an impact on providing education. Consideration is being given to expansion on the current site, establishing a satellite site or relocating to a new site elsewhere in Taunton. An early estimate of the build and fit out cost of providing the space necessary to meet space standards for projected student numbers in 2023 is £11m, although if land purchase is required or the relocation option pursued then it is likely costs will vary considerably. Recent development of premises on the site has used the Education Funding Agency (EFA) Buildings Condition Improvement Fund, which incorporates the Capital Expansion
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Fund. Provision under this fund is limited and is designed for relatively small scale projects on a competitive basis 4.18 Somerset College is a vocational institution with about 12,000 students, of which the core full time 16-18 year olds make up about 1,200 students. The college also has about 740 higher education students as well as day release, evening courses and students on Access courses. The master plan for Somerset College identifies proposed improvements to indoor and outdoor sports facilities, proposed replacement accommodation blocks, a new industry skills centre (using a refurbished building) and a proposed new £12m arts and design building. The industry skills centre has been partially delivered at the time of writing, with internal works completed. The Skills Funding Agency provides some funding for capital projects, with criteria taking into account the scale and quality of provision and daytime guided learning hours. Other funds are provided through the college reserves, partly through the sale of assets.
Early years 4.19 Early years places are to be made available for three and four year-olds, with recent changes extending this to two year-olds. These places can be provided in a number of different ways including in association with existing/new primary schools. In new communities, delivery will be on the site of new primary schools, with provision scaled to the host primary school e.g. a 7 form primary school will have 30 early year places and a 14 form primary will have 60 early years places. Provision in established areas is often through reuse of other buildings. 4.20 The number of places required is calculated at 3 per 100 dwellings (on the basis that there will be six 3 and 4 year olds per 100 dwellings but they will only attend preschool for half a day). Existing s106 agreements will deliver some provision in the first 5 years.
Special Educational Need 4.21 Selworthy Special School in Taunton provides primary and secondary education for children with special needs, with a catchment covering the Borough and a wider area. The school is oversubscribed, with 85 children attending the facilities intended for 40. There is no standard calculation for spaces required per dwelling but estimates from SCC suggest that there is a need for a new provision of 100 places (to accommodate current need and the planned growth in the Borough and the wider catchment served by the school). 4.22 There are plans for the school to be re-located to the vacant buildings on the St Augustine’s site. This is adjacent to the Sky School (which caters for pupils with behavioural issues) and could provide for some economies of scale. Delivery should be in the first 5 years and funded out of the SCC capital programme. The budget is estimated at £3.5-£4 m based on refurbishment of existing buildings.
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Funding 4.23 Funding for new primary and secondary school provision will be primarily through sources such as CIL and New Homes Bonus as well as SCC’s Capital Programme, which is largely funded from allocations made available from the Department for Education to help meet the education costs arising from population changes (basic need allowance), and there remains some s106 education funding received from historic planning permissions (about £0.6m), with further s106 funds from unimplemented historic permissions that may proceed in due course. 4.24 The funding for Post-16 education is through a combination of the Skills Funding Agency, the Education Funding Agency and the capital programmes of the individual colleges. Part of the mix is the sale of off-site assets (where colleges have them) to help raise funds for capital improvements on the main sites. There are funding gaps for the Post-16 requirements although in advance of competitive bidding processes the extent is unknown. Table 4 - 2: Estimated costs of education infrastructure 2014 to 2028 2014-18 2019-23 2024-28 Total New primary schools £8m £8m £8m £24m Additional capacity in £4.1m existing primary schools New secondary schools £15m £15m Additional capacity in £11.6m existing secondary schools Special Educational £4m £4m Need Post 16 £12m £11m £23m Total £24m £34m £8m £81.7m
4.25 These figures should be taken as a minimum as preschool capacity has not been included due to uncertainty about whether provision will be through the private or public sectors.
Health Care
Meeting Core Strategy Objectives 4.26 The Core Strategy aims to reduce health inequalities and improve access to services and facilities. The focus is on creating the right environment to promote wellbeing by providing the means for a healthy lifestyle.
Primary and Secondary Care 4.27 NHS England has a duty to commission local healthcare services to meet the expected needs of the population including the demands of the additional population of the new developments.
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4.28 The NHS structure within England changed in April 2013 with the Health and Social Care Act (2012). This Act created the NHS Commissioning Board, known as NHS England, replacing the primary care commissioning function previously undertaken by Somerset Primary Care Trust (NHS Somerset). 4.29 The provision of primary and secondary care infrastructure is determined to a considerable extent by demographic change and new service delivery methods. 4.30 Key organisations in the provision of healthcare in Taunton Deane include: . NHS England, which commissions primary care services (including dental and ophthalmology), services for military personnel, specialist services, and specific public health functions . Somerset Clinical Commissioning Group, which commissions services (primary and secondary care) on behalf of patients . Public Health Somerset, which leads on the health and wellbeing agenda, focusing on the promotion of prevention and the reduction of health inequalities, through partnership working and commissioning across the five district council areas of Somerset . Taunton Deane GP Federation, which is the largest of the nine localities feeding in to the Somerset Clinical Commissioning Group . Taunton and Somerset NHS Foundation Trust, which operates Musgrove Park Hospital . Somerset Partnership NHS Trust, which provides community health, mental health and learning disabilities services in Somerset 4.31 Ambulance services are considered within the section on emergency services.
Primary Care 4.32 Primary Care services account for around 90% of the public’s contact with the NHS and can significantly improve the health of the local population, identifying and managing chronic disease and illness, and reduce reliance on hospital care. NHS England’s vision is to make an increasing percentage of care available close to people’s homes and to deliver more services in primary care and community settings, whilst reducing unnecessary reliance on hospital care. This will support the delivery of productivity and efficiency savings in secondary care, but will also make additional demands on primary care providers in terms of both direct service provision and in playing a more active role in managing local resources. 4.33 The commissioning trend across the whole of England is towards larger practices employing more GPs or through federations of practices, together with the increasing co-location of Primary Care and other services. The NHS England Bristol, North Somerset, Somerset and South Gloucestershire Area Team standard for the provision of GPs is that there should be approximately 1GP for every 1,700 patients. Generally a GP would be supported by 0.5 nurses. It is unlikely new small stand-alone practices in Taunton Deane would be commissioned to serve a population of less than 10,000 people (equivalent to a 6-GP practice) as they would
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otherwise be unable to provide a wide range of high quality primary medical services. 4.34 In addition to new GP practices, additional capacity can also be provided through extensions to existing practices and at the time of writing there is a longer hours pilot scheme which may also add capacity. 4.35 Under the previous administrative arrangements, the Somerset Primary Care Trust undertook a strategic review of primary care infrastructure in 2008 which reflected on the requirements of the former Regional Spatial Strategy amongst a number of other factors and set out a programme and funding for developing new surgeries or extensions to existing surgeries to cover the period up to 2015. This review and the resulting projects undertaken have created some capacity that will be able to meet some of the short term needs arising from growth. Since the 2011 IDP some of the identified new GP facilities have now been delivered as follows: . Warwick House extension . Victoria Gate extension . Creech replacement surgery (covering Monkton Heathfield) . Wiveliscombe replacement surgery . Norton Fitzwarren new surgery 4.36 In addition new facilities at Wellington Medical Centre and College Way Surgery were completed in December 2010. 4.37 The 2011 IDP included a new Firepool Weir Health Campus as a replacement for St James Medical Centre but expanded to provide walk in services12. This proposal is not currently being pursued, partly because the new branch surgery at Norton Fitzwarren provides extra capacity. However the practice may consider relocating in the future. There are no known plans for additional primary care services elsewhere in the Borough, noting that the recent delivery of the new Wellington Medical Centre has met the planned needs for that area. 4.38 The new population likely to be accommodated by planned development in the Borough will generate a need for new primary care facilities. Some of this will be served by the additional capacity at the recent new GP facilities noted above. However work undertaken by the NHS Bristol, North Somerset, Somerset and South Gloucestershire Area Team of NHS England shows that there is no capacity in the GP surgeries that might serve Staplegrove or Comeytrowe13. Given the preference for larger practices it is likely that this capacity will be as extensions to existing provision. The additional dwellings planned for Staplegrove are likely to generate a
12 Estimated cost £3.5m 13 French Weir Health Centre, College Way Surgery, St James Medical Centre and Lyngford Park Surgery, 2014
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need for 2 GPs and a nurse; and the additional dwellings planned for Comeytrowe are likely to generate a need for 2.6 GPs and a nurse. 4.39 The space required to accommodate the additional healthcare staff is estimated to total approximately £120,000 for Staplegrove and £170,000 for Comeytrowe. It is not yet apparent where this will be located but it is likely that it will be provided as an extension to an existing practice(s). The pattern of delivery means that additional accommodation is provided for a 2 GP + 1 nurse team, with some space unused until the population grows to require the second GP and 0.5 nurse. 4.40 Apart from Taunton and Wellington, there will be additional dwellings in the rest of the Borough. These may generate a requirement of approximately 1.5 GPs over the plan period although the dispersed nature of the planned development means that this may be accommodated within existing practices. 4.41 Table 4.3 below summarises the primary care requirement. Table 4 - 3: Estimated costs of new or improved primary care provision 2011- 2028 Name Item Timing / Phasing Costs Delivery Total
New GP capacity to 2.1 GPs + I 1 GP + 0.5 nurse £120,000 NHS serve Staplegrove nurse 2019-23; 1 GP + 0.5 England nurse 2024-28 New GP capacity to 2.8 GPs + I 1 GP + 0. 5 nurse £170,000 NHS serve Comeytrowe nurse 2019-23; 1.5 GP + England 0.75 nurse 2024-28 New GP capacity to 1.5 GPs + 1 GP + 1 nurse £120,000 NHS serve the rest of the 0.75 nurse 2019-23; 0.5 GP and England Borough 0.25 nurse 2024-28 Total £410,000
4.42 The Department of Health provides funding for the primary care revenue cost, including a specific allowance for the premises required. However this premises allowance does not cover space provided in advance to cater for future demand, so fully sized surgeries with a part complement of doctors will only receive part of the funding to cover the cost of the building. However surgery space is increasingly used to deliver other public health services (such as mental health or community health), as well as private health such as sports physiotherapy etc., which may cover the costs of a partly occupied new surgery. In addition, primary care working practices are changing to longer hours and more days per week, meaning that some increase in capacity may be accommodated within the same space. 4.43 In response to reduced budgets the NHS is increasingly seeking to secure developer contributions for new facilities required, particularly where they are linked to new, large developments1. The proposed Firepool Weir Medical Centre and new accommodation to serve Staplegrove and Comeytrowe may be partly funded through developer contributions.
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Secondary Care 4.44 Musgrove Park Hospital is part of the Taunton and Somerset NHS Foundation Trust and is the main provider of hospital services to the population of western Somerset and in the case of several services it provides a County-wide service. The hospital has over 700 beds and covers an area of 13 hectares. 4.45 The Trust has advised that it is likely that its requirement for additional facilities to enable it to provide services to a growing, increasingly elderly population linked with local housing growth, will be offset to some extent by NHS plans to move some services away from acute hospitals and into primary care and community settings. 4.46 However, the Trust has indicated that much of the hospital's accommodation has been in need of major repair or replacement. The design and layout of these clinical and non-clinical areas is such that many were no longer fit for purpose. The Trust has recently undertaken a programme of works to improve the accommodation, with the investment of £34m in the Jubilee building with new surgical units and wards, completed in 2014. It is also currently investing in a new CHP system along with replacement pipework and insulation to enable more efficient use of existing facilities. Other recent work includes £3m investment to expand A&E capacity, allowing more streamlined working in the same overall space plus additional resuscitation bays. The maternity unit has also had an investment of £1m to improve service quality. 4.47 Future plans include a scheme to provide five operating theatres and a critical care unit, which may cost approximately £39m. However plans are at an early stage, with the design not fixed and no funding mechanism established. This scheme may be a new build or an adaptation of existing buildings. Table 4 - 4: Estimated costs of secondary care provision Name Item Timing / Costs Delivery Phasing Total Phase 2 Scheme to 2019 - 2023 £39m Cost is an early Surgical Centre: include 5 estimate and may Operating operating be subject to theatres and theatres and a change – sources Critical Care critical care unit of funding have not Unit yet been identified Total cost £39m
4.48 Funding for projects is drawn from the Trust’s own funds accumulated through local efficiency savings, and from the Treasury. The Trust is not seeking contributions from development, which is consistent with other trusts that manage secondary care across the country.
Mental Health 4.49 The Somerset Partnership NHS Trust provides mental health services from a variety of locations across the Borough. Because of the nature of the service, specific
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equipment is normally not needed and so the service is delivered by specialists operating from GPs surgeries, and community hospitals, as well as from Musgrove Park. Therefore an increase in population will require additional revenue investment rather than capital investment.
Health Infrastructure Summary Table 4 – 5: Estimated costs of health infrastructure 2014 to 2028 2014-18 2019-23 2024-28 Total Primary care - £0.4m - £0.4m Secondary care - £39.0m - £39.0m Total - £39.4m - £39.4m
Crematoria and Burial Grounds
4.50 The Council has a statutory duty to provide burial sites and the discretion to provide cremation facilities. Taunton Deane Borough has five public cemeteries and one public crematorium. There are also a number of privately run alternatives such as church graveyards. 4.51 Demand for burial plots has declined in favour of cremations. Although the population is aging, which could potentially put pressure on existing facilities, the land requirements are not likely to be significant. However, there will be some requirements in order for the Council to fulfil its statutory obligations. These are set out in the following table:
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Table 4 - 6: Estimated costs of crematoria and burial grounds Name Item Timing / Costs Delivery Phasing Total (developer funded) Taunton Extension into Post 2021 Land already To be funded Cemetery neighbouring acquired. and delivered plot £100,000 by Taunton servicing cost Deane Borough Council Wellington New burial 2016 - Land cost – to be Alternative Cemetery ground 2021 negotiated sites being investigated Total cost Not stated Development £0m funded
4.52 TDBC has a statutory obligation to ensure a supply of burial plots. An extension to Taunton Cemetery has been secured and capital bid to be funded by the Council, made to service it. A burial site at Wellington is being investigated through feasibility work. The land acquisition cost of this is not yet known and will be subject to negotiation. Delivery of both sites will be by TDBC.
Facilities for Faith Communities
4.53 The contribution that faith communities can make in developing and enriching new communities is recognised by the Core Strategy. However, there is very limited research about how facilities for faith communities are best provided. One research study provided guidance for new development in the Cambridge sub-region14. 4.54 The study concluded that about 0.5 hectares of free land should be provided for every 3,000 dwellings. Actual provision could take a variety of forms including provision of land, provision of land and buildings or renovation of an existing building but whatever option is pursued, the monetary impact on the landowner would stay the same. 4.55 The study gives further detailed guidance on how facilities for faith communities could be identified and the Council will make use of this (and other local consultations) in taking forward provision for faith communities.
14 Cambridgeshire Horizons, Facilities for Faith Communities in New Development in the Cambridge Sub-Region, prepared by Three Dragons, November 2008
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Emergency Services
Ambulance 4.56 Ambulance services in Taunton Deane Borough are provided by the South Western Ambulance Service NHS Foundation Trust. The requirement for ambulance services is set by national targets based on clinical need of service users. Dependent on the acuity of the patient, responses range from 8 minutes to 60 minutes 4.57 The Borough currently has one ambulance station, based in Taunton. The Ambulance Trust operates a dynamic plan using historical data, local intelligence and the prevailing demand to move resources into high demand areas so the Taunton based crews will be supplemented by crews from other locations to maintain a timely response. The Trust has not identified any need for further ambulance stations as it is now general practice to locate a network of vehicles stationed in strategic locations across the Borough. 4.58 The Trust also provides other services in the Borough; the out of hours urgent care contract providing Doctors, Emergency Care Practitioners & Nurse Practitioners at treatment centres and as mobile resources for home visits; access to health advice and care pathways through the free phone 111 service 24 hours a day; and tailored packages to support large public events and the night time economy.
Police 4.59 Policing in the Borough is provided by the Avon and Somerset Constabulary. Growth, particularly housing, impacts on police resources recognised in the Association of Chief Police Officers Strategic Growth toolkit for securing s106 contributions and subsequent updated guidance following the introduction of CIL15. Current funding constraints require the Police and Crime Commissioner (PCC) to use resources as smartly as possible, including use of developer contributions where appropriate and in line with the toolkit principles. 4.60 The PCC has not identified any new dedicated strategic facilities which would be required as a result of the population and housing growth. Any requirements would be addressed on a site by site basis and negotiated accordingly. 4.61 In some instances, in order that a suitable level of service to residents and other users of proposed development can be provided, the Police may wish to secure some space within a proposed development in order to establish a Police post, more likely within a multi-use community type building or similar. This would be applicable to the Taunton urban extensions for example.
15 Securing Police Infrastructure through the Planning System. ACPO Strategic Growth Toolkit. 2009 and Addendum Guidance 2012
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4.62 Installation of electronic surveillance equipment such as CCTV and Automatic Number Plate Recognition (ANPR) cameras on proposed developments involving both residential and commercial properties is well established, in support of community safety. Where appropriate (most likely on schemes of 150-200+ dwellings) the PCC would seek contributions towards these on a site by site basis. 4.63 Importantly, the PCC also supports the principles of designing out crime through its ‘Secured by Design’ initiative, seeking to achieve this at the scheme level. 4.64 TDBC will continue to work with the PCC on designing out crime and consider use of s106 as above, at the scheme level where appropriate.
Fire and Rescue 4.65 The Devon and Somerset Fire and Rescue Service consider that the proposed growth will not give rise to a need for additional provision. The current stations cover the main areas and have quick response times. Modern dwellings have hard- wired smoke alarms and pose relatively little danger, so the proposed growth will not add significantly to the demands on the Service in the Borough. Because of this, and because the Service operates on a settlement-wide basis, there are no constraints on growth in individual areas arising from the level of provision of Fire and Rescue Services. Table 4 - 7: Estimated costs of emergency service provision 2011-2028 Name Item Timing / Costs Delivery Phasing Total (developer funded) Ambulance None identified N/A £0m N/A Police No strategic N/A £0m N/A requirement identified. Fire and Rescue None identified N/A £0m N/A Total cost £0m Development £0m funded
Probation Service 4.66 Taunton has the Crown Courts and a Magistrates Court. These are serviced by the Probation Service which is currently going through a restructuring process. Part of the Probation Service work is to go to new Community Rehabilitation Companies (CRCs) and part retained by a National Probation Service. 4.67 The Crown and Magistrates Court in Taunton will remain and require a Probation presence in Taunton to service these either in current premises or through partnership sharing of office space. However, given the significant reorganisation in process further detailed requirements cannot be currently identified.
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Arts and Culture
Overview 4.68 Provision for arts and culture is an important element in providing the quality of life for Taunton Deane Borough that the Core Strategy aspires to. There is already a rich mix of local arts activity with key facilities including Somerset County Cricket Club and the Visual and Design Centre of Somerset College and the Museum, which has been upgraded using Lottery Funding. 4.69 It will be important that space is provided at the local level to encourage community based arts and cultural activities. Village and community halls and public open spaces can provide important venues for community based arts and cultural activities e.g. as venues for touring arts companies and for festivals and events.
Brewhouse Theatre and Arts Centre 4.70 The Brewhouse Theatre and Arts Centre is a cultural centre for Somerset with a theatre and seating for some 350 patrons. The venue closed in February 2013 but re-opened under new management, in spring 2014. 4.71 Future proposals for the Brewhouse are likely to emerge in the early years of the IDP and these will need to be taken into account in future IDP reviews.
Public Art 4.72 The Council seeks to secure public art through achievement of quality design in developments integrating public art with design. The Council expects schemes to incorporate public art in the development/masterplanning process in line with its Public Art Code. 4.73 For the purposes of the IDP it is assumed that public art will be incorporated into design and development processes and delivered on site as part of scheme costs.
Library provision 4.74 Provision for library facilities can be provided in a number of ways – for example, through enhanced services at existing libraries, new buildings (shared or free- standing) and/or mobile facilities. The IDP does not provide for future Library provision. 4.75 No guidelines on whether/how this would be provided are available from Somerset County Council.
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Table 4 - 8: Estimated costs of provision for Arts and Culture, 2011-2028 Name Item Timing / Costs Delivery Phasing Total (developer funded) Brewhouse N/a N/a N/a N/a Theatre and Arts Centre Public art* Provision in all Delivery in N/a Assumes public new line with art integrated development development into development design Library and N/a N/a N/a N/a archives Total cost N/a N/a N/a N/a Development N/a N/a N/a N/a funded *Public art assumes that provision will be on-site only for both housing and commercial schemes. In reality, financial contributions may also be acceptable but the IDP has not detailed any amounts for this.
Provision for Specific Groups in the Community
4.76 In preparing the IDP, TDBC has investigated the need for a range of facilities to meet the needs of specific groups in the community. 4.77 In the case of potential requirement for Children’s Centres, a programme of provision across the Borough came to an end in 2010 with a number of new centres provided in the Borough. SCC is currently reviewing its Children’s Centre services and aims to ensure that the use of these buildings is maximised and supports the delivery of the Early Help Strategy for children and families. No further building provision has been identified for the IDP. 4.78 Although the older population in the Borough is expected to increase to 2028 there are no plans for provision of new facilities specifically for older persons. SCC will focus on helping people to be as independent as possible. It is working with a range of partners to look at how to achieve improvements. The Borough needs a range of quality affordable accommodation, care and support options which offer choice to individuals about where they live. SCC will always encourage the development of high quality new build accommodation to Lifetime Home Standards for owner occupation and rent, and will work with developers and owners to develop models of funding that enable care services to be provided to them. 4.79 For young people aged 16-24, Pathways to Independence (P2i) (a project jointly commissioned by the County and Borough/district Councils), offers housing and support to young people at risk of homelessness. There is a P2i Hub already established in the Borough and various units of accommodation provided by the voluntary sector. There are no proposals for any further built provision at this time. However, if demand for the service grows, P2i will be looking for new hub premises
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as well as other opportunities for move-on housing for young people, both of which could include provision as part of new developments.
Community and Voluntary Sectors
4.80 Community and voluntary sector organisations have an important role in the drive for sustainable communities for example community groups are becoming increasingly involved in developing community run local facilities e.g. community shops. Due to this role it is important that this sector is considered as part of identifying infrastructure requirements in the Borough. 4.81 In practice many community groups and voluntary organisations utilise existing facilities such as community and village halls rather than having any requirement for purpose built facilities. No specific infrastructure items have been identified. 4.82 Community halls are important multi-purpose spaces which are used by the community and voluntary sector to deliver a range of services for the benefit of the local economy (e.g. training) and communities (e.g. social activities, health and wellbeing activities). Ensuring community halls are widely available for use is therefore a Borough priority and specific item in the IDP. At a scheme level other opportunities such as provision for a community shop may be appropriate for consideration.
Sports and Recreation Facilities
Meeting Core Strategy Objectives 4.83 Providing greater access to high quality sports and recreation provision and facilities is key to achieving socially sustainable communities and meeting the Core Strategy objectives of promoting health and wellbeing. The aim is to provide opportunity to encourage wider participation, encouraging people to be fit, healthy and well.
Sports facilities 4.84 TDBC has adopted Green Space and Sports Facilities Strategies16, to identify existing provision, deficiencies and future requirements. They are regularly reviewed (including their evidence base) to ensure sound policies and derive priorities for investment. 4.85 Table 4.9 sets out the sports facilities requirements for the Borough. These are future requirements based on new housing development.
16
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4.86 TDBC has identified priorities for investment in sports facilities but it is not anticipated that there will be any direct Council investment in these facilities. However, it would wish to see any available funding, through development contributions, put towards the priorities set out. Other sports facilities are expected to be brought forward by the market (subject to the usual planning process) and be owner/operator funded on a commercial basis. 4.87 The cost estimates have been taken from several sources: recent projects undertaken by TDBC, experience of similar projects elsewhere, consultations with some sport organising bodies and Sport Lottery guidance on facilities costs, 4th quarter 201317. 4.88 It is TDBC policy to seek maintenance costs for a 20 year period. Maintenance costs used are as advised by TDBC and drawn from the Borough’s Planning Obligations Strategy, Audit Commission averages, Sport England guidance and from the Council’s experience of maintenance. 4.89 The table below indicates the number and type of facilities required to 2028.
17 Land costs are excluded. The Sport England costs are for average capital costs (including professional fees but excluding land costs, VAT and site abnormals)
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Table 4 – 9: Estimated costs of sports and recreation provision 2014-2028.
Item (s) based on Capital costs Maintenance Name population growth Total costs
Council Priorities
Adult football (natural turf)* 13 pitches £0.91m £1.38m Junior/Youth (U16/U15) football 16 pitches £1,040m £1.53m pitches (natural turf)* Mini-soccer (U8/U7) pitches * 4 pitches £0.080m £0.12m (natural turf) Rugby pitches (natural turf) * 7 pitches £0.525m £0.77m
MUGAs* 6 MUGAs £0.3m £0.042m
Provided by private sector with secured community use Sports halls† 4 (4 court) sports halls £10.48m N/A (4 court clusters) Indoor tennis courts† 2 courts £1.29m N/A
Outdoor tennis courts† 17 courts £1.4m N/A
Athletics tracks No future requirements N/A N/A
Cricket pitches (natural turf) † 11 pitches £2.2m N/A Synthetic turf pitches# (artificial 2 pitches £0.9m N/A grass pitches) † 3 rinks Indoor bowling greens £0.8775m N/A
Outdoor bowling greens† 1 green £0.115m N/A
Squash courts# 4 courts £0.424m N/A
Golf courses 1 courses £3.35m N/A
Health and fitness 4 facilities £3.84m N/A Total cost (capital and £27.73m capital,£3.8m maintenance) maintenance * Costs taken from Council and other recent projects. Costs exclude land, parking, flood lighting and changing facilities † Costs taken from Sport England Facilities Costs 4th Quarter 2013 (capital) and Life Cycle costs (maintenance) # Estimated cost 4.90 It should be noted that TDBC has already secured some funding for outdoor active recreation that is shown in the above table, through s106 agreements for housing developments that are part of future growth.
Swimming pools 4.91 The Sports Facilities Strategy also considered swimming pool provision, both current and future. The audit showed that current provision in Taunton is of a poor
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standard and that new provision would be required as a result of population growth. TDBC is replacing the St James Street Pool with a new facility at Blackbrook Sport Pavilion (this does not increase capacity of the pool) and has recently renovated the Station Road Pool (cost £1.3m). Funding has been identified for these projects. 4.92 There remains a requirement for one new pool based on population growth. This is anticipated for the Monkton Heathfield area. Costs are based on an assumed 25m 8 lane pool plus secondary pool and sourced from Sport England Facilities costs guide (note excludes land costs). There is currently no Council funding for this and it is assumed it will be development funded and that maintenance costs will be borne by the operator Table 4 - 10: Estimated costs of swimming pool provision 2014-2028 Name Item (s) Capital costs Maintenance Total costs
New swimming pools and 1 pool £5.85m N/A improvement/refurbishment of existing facilities Total cost (capital and £ 5.85m maintenance) Development funded (capital £5.85m and maintenance)
Community and village halls 4.93 Community halls are vital for sustainable cohesive communities. These flexible buildings facilitate a wide range of activities essential for the social, health and wellbeing, education and economic prosperity of the community. TDBC are committed to the creation of new spaces to support community activities where there are gaps in provision. The Council’s policy toward provision of community halls is set out in their ‘Policy for the provision of community halls in Taunton Deane’18. 4.94 TDBC has identified that four new halls will be required to provide for the population in new developments. These would be at Monkton Heathfield, Comeytrowe and Nerrols (all in Taunton); and Cades/Jurston (Wellington), 4.95 TDBC has used recent experience of hall provision to provide costs for capital and maintenance. These are identified as £785,000 capital cost per new fully equipped hall and £3,250 maintenance costs (2013 prices, excluding land). TDBC seeks maintenance costs for community halls to cover their initial set up (3 years). Thereafter community halls will be self-funding. The four new halls are costed using
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the above figures. In practice the capital build costs are a minimum as size requirements for the four halls may exceed that used to calculate the above figure. 4.96 In addition, replacement of an existing hall at Wellington will be required for which costs are not yet determined. There are also other village halls that may need improvement and expansion as a result of new development during the time period of the Core Strategy and Site Allocation and Development Management Plan and these will be subject to local funding agreements. Table 4 - 11: Estimated costs of community and village hall provision 2014- 2028 Name Item (s) Capital costs Maintenance Total costs Community and 4 new halls based on £ 3.14m £0.013m village halls population growth Total cost (capital £3.153m and maintenance) Development funded £3.153m (capital and maintenance)
4.97 S106 contributions have already been secured for some developments with planning permission that are part of future housing growth.
Play facilities 4.98 Children’s Play facilities are an important priority for TDBC, which has undertaken a play audit to identify existing provision, deficiencies and future requirements. 4.99 Play areas are referred to as Neighbourhood Equipped Areas for Play (NEAPs) or Local Equipped Areas for Play (LEAPs). 4.100 NEAPs should cater for children eight years and older, be a minimum of 1,000 sq m and with at least 8 types of play area. There should be opportunities for ball games or wheeled activities. They should be located no more than 500m away from all homes. LEAPs should cater for children under 8 years old, be a minimum of 400sq m with at least 5 types of play area. They should be located no more than 400m away from all homes. 4.101 TDBC has recent experience of making children’s play provision. This has informed the capital and maintenance costs for their provision given here. Capital costs of provision have been calculated as £59,470 per LEAP and £143,830 per NEAP (2013 prices, excluding land). In addition a maintenance payment is also required by TDBC, calculated as £400 per LEAP and £1,000 per NEAP (2013 prices)19.
19 Council practice is to seek local maintenance of LEAPs and NEAPs through parish Councils where possible, with a maintenance sum provided and assuming equipment is guaranteed.
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4.102 The following table outlines the specific requirements for the Borough based on population growth using standards set out in its 2009 Green Infrastructure Strategy. These identify 0.15ha per 1,000 population for LEAPs and 0.1ha per 1,000 population for NEAPs. 4.103 Play provision will be phased in line with new housing growth. It will be provided on site. Where this is not possible, in lieu off-site contributions will be sought. Children’s Play provision will be secured through s106 agreements. Table 4 – 12: Estimated costs of LEAPS and NEAPS provision 2014-2028 Name Item Capital Costs Maintenance costs Total Play areas 31 £4.47m £0.031m NEAPs 117 £6.93m £0.058. LEAPs Total cost £11.4m £0.089m
Development funded £11.4m £0.089m
4.104 S106 contributions have already been secured for some developments with planning permission that are part of future housing growth either as provision on site or as in lieu off-site contributions. Future contributions towards LEAPs and NEAPs will be secured under S106 agreements.
Affordable Housing
General policy 4.105 One of TDBC’s key priorities is to provide affordable housing to meet the needs of those unable to afford market housing costs. 4.106 The adopted Core Strategy has set a target of 25% of all new housing to be in the form of affordable units on sites of 5 or more net additional dwellings. Subsequently the Government has published changes to the National Planning Policy Guidance introducing a national threshold of 10 dwellings. 4.107 An affordable housing supplementary planning document has recently been adopted to provide additional guidance where an affordable housing contribution is to be sought.
Gypsy and Traveller Provision 4.108 Core Strategy Policy CP4 states provision will be made for 25 residential pitches and 5 transit pitches over the period 2010-2015. with a further 19 residential pitches are required over the period 2015-2020. The Gypsy and Traveller Accommodation Assessment was updated in 2013 to align with the Planning Policy for Traveller Sites 2012. It left the 2010-15 figures unchanged, revised figures of 15 pitches for
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2015-2020 and provided new figures of 17 pitches for 2021-2025 and 12 pitches for 2026-2028. For the Plan Period (2010-2028) the Gypsy and Traveller requirements total 69 residential pitches and 5 transit pitches. Since 2010 the Council has granted planning permission for 13 pitches leaving a residue of 56 residential pitches and 5 transit pitches to be found up to 2028. Policy DM3 sets out a sequential approach to site selection criteria for provision. 4.109 Although TDBC has undertaken work to identify sites at the time of the preparation of the IDP no suitable sites have been identified. It will continue with efforts to bring forward sites in line with policy. 4.110 It is not anticipated that new pitches will be solely funded by TDBC or directly through developer contributions at this stage. TDBC is in possession of a small grant to assist in the provision of sites. Some of this is being used to purchase Somerset County Council owned land near Culmhead which has planning permission for transit pitches but been deemed surplus to requirements by the County. The purchase of the site secures transit pitches in public ownership for emergency accommodation. 4.111 The Department for Communities and Local Government has indicated that they will continue a Gypsy and Traveller Sites Grant Scheme for the provision of pitches, which TDBC is eligible to apply to.
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5 GREEN INFRASTRUCTURE
Green infrastructure
Meeting Core Strategy objectives 5.1 The creation and maintenance of high quality open space is critical to both the promotion of health and wellbeing and the conservation objectives of the Core Strategy. It aims to ensure the provision of high quality green open space, with networks of green infrastructure which protect existing features and promote both biodiversity and public access. Open space deficiency in new development must be avoided by providing an accessible environment which will benefit new and, by association, existing development.
Provision 5.2 TDBC published a Green Infrastructure Strategy in 2009 and Green Space Strategy in 2010 both of which identify a range of requirements for the Borough, taking into account the level and potential location of new growth. The Green Spaces evidence was reviewed in 2013/14 to provide up to date information on quantity and quality. This will inform requirements and establish priorities for investment. 5.3 There will be requirements for new open space in line with strategy. Some requirements are part of formal outdoor playing pitches included in the sports and recreation infrastructure requirements, whilst LEAPS and NEAPs are also provided for in the Play Facilities section. 5.4 The requirements for green amenity space are included in this section of the IDP, to be provided in new housing developments where possible and appropriate. Estimates of the capital costs for provision of new amenity space are based on TDBC’s direct experience. The cost does not include land. Some of the funding may be used to improve existing provision to create additional capacity to enable use by more people and the land cost would vary depending on specific location. 5.5 The IDP also makes provision for a new Country Park on the north side of Taunton. A site has been identified in the Nerrols area and has planning permission. This would provide a site of up to 35ha for a Country Park combining woodland and open spaces, for development in the next five year period. 5.6 Provision of semi natural open space is also a requirement, especially for larger housing schemes. On site provision of semi natural open space will be sought wherever possible. This is identified as green space that can provide for wildlife and biodiversity. It is likely that these areas will also accommodate SuDs or other flood attenuation measures as well as providing a recreation function. Semi natural open space is an important contribution to green infrastructure but is not specifically costed as it is assumed any costs will form part of the normal scheme development process. 5.7 TDBC also has an adopted Allotment Strategy which sets out the basis for the creation of new allotment provision across the Borough including standards and
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capital costs. This document is regularly reviewed and updated as required. Provision of allotments is also included in the IDP. The Council’s adopted Allotment Strategy sets out a cost per dwelling of £209 (at 2013 prices) for provision of allotments. 5.8 Estimates of maintenance costs are based on TDBC’s direct experience. These are sought for a period of 20 years. The IDP therefore includes a proportion of maintenance costs attributable to the IDP period. 5.9 Habitats Regulations mitigation is required for some developments in Taunton (notably Monkton Heathfield and Staplegrove) and in Wellington (notably Longforth Farm and Cades/Jurston), as set out in Core Strategy Policy CP8 and relevant strategic sites policies. Provision of suitable alternative green space may be required in order provide the necessary mitigation. This will be a priority and will be negotiated on a site by site basis where required with costs as part of scheme development (outside the IDP). Additionally, Nerrols Country Park, included in the IDP, also provides mitigation for Habitats Regulation purposes. Table 5 - 1: Estimated costs of types of green infrastructure 2014-2028 (maintenance costs awaiting final confirmation) Name Item Capital Mainten Delivery Costs ance Total Country 35ha country £0.228m £0.299m Based on planned parks parks/natural space delivery in next five year period in north Taunton Nerrols area. Amenity 8 ha amenity open £0.505m £0.378m Developer funded – space space, based on a delivery in line with requirement for 0.25 household growth ha per 1000 population Allotments 20 plot allotment per £3.06m N/A Developer funded – 376 dwellings delivery in line with household growth Total cost Capital £3.79m Maintenance £0.68m
5.10 S106 contributions have already been secured for some open space from developments with planning permission that are part of future housing growth.
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6 SUMMARY OF INFRASTRUCTURE REQUIREMENTS
Overview
6.1 The IDP sets out the timing of the infrastructure required in terms of three 5 year bands - 2014 to 2019, 2019 to 2024 and 2024 to 2028. There is naturally greater certainty about the requirements for the first five years but this does not mean that infrastructure identified for the years 2019 to 2028 is of less priority. The timing of the need for the infrastructure reflects the pace and direction of development. 6.2 As development moves forward, delivery of infrastructure will be kept under review and its likely timing may be amended. 6.3 The infrastructure required in each of the three time bands to 2028 is set out in the following three tables. The information includes an indication of the organisation with lead responsibility for ensuring their provision (although the organisation may not be the actual provider).
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2014 to 2018 Table 6 - 1: Summary of infrastructure for 2014 to 2018 Measure Lead organisation Transport Improved public transport Taunton Station Improvements SCC Bus shelters/stops borough-wide SCC Provision for Cycling Taunton SCC Public realm Environmental improvements/traffic calming; West Monkton, Creech St SCC Michael and Bathpool Major highway schemes Toneway Corridor improvements SCC M5 Jn 25 improvements SCC A358 Silk Mills/Cross Keys SCC Other highway measures Taunton SCC Flood mitigation Strategic attenuation on River Tone between Taunton and Wellington EA Education Primary school – Nerrols SCC Primary school – West Monkton SCC Early years SCC Secondary school expansion - Wiveliscombe SCC Special educational needs - Taunton SCC Somerset College improvements Somerset College Crematoria and Burial Grounds New burial ground - Wellington TDBC Provision for faith communities* TDBC Sport and recreation Sports and recreation provision * TDBC Swimming pool refurbishment/replacement* TDBC Community halls Community and village halls * TDBC Play areas LEAPS and NEAPs * TDBC Green infrastructure Country park, amenity space, allotments, * TDBC Measures marked with an asterisk indicate provision will be in line with new housing growth
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2019 to 2023 Table 6 - 2: Summary of infrastructure for 2019 to 2023 Measure Lead organisation Transport Improved public transport A38 Bus Priority corridors SCC Bus information systems SCC Bus shelters/stops borough-wide SCC Provision for Cycling Taunton & Wellington SCC Provision for Pedestrians Taunton SCC Public Realm Taunton Town Centre enhancements SCC Major highway schemes Toneway Corridor improvements SCC M5 Jn 25 improvements SCC Other highway measures Taunton & Wellington SCC Flood mitigation Firepool Weir EA Education Primary school – North Taunton Primary school – Monkton Heathfield SCC Early years SCC Secondary school - Taunton SCC Secondary school expansion - Wiveliscombe SCC Secondary school expansion - Wellington SCC Richard Huish expansion Richard Huish Health care Primary health care New GP capacity Taunton NHS England New GP capacity rest of borough NHS England Acute health care Musgrove Hospital redevelopment - Phase 2 Operating theatre etc Taunton and Somerset NHS Foundation Trust Crematoria and Burial Grounds Burial ground expansion - Taunton TDBC Provision for faith communities* TDBC Sport and recreation Sports and recreation provision * TDBC Swimming pool refurbishment/replacement* TDBC
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Measure Lead organisation Community halls Community and village halls * TDBC Play areas LEAPS and NEAPs * TDBC Green infrastructure Country park(maintenance), amenity space, allotments, * TDBC Measures marked with an asterisk indicate provision will be in line with new housing growth
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2024 to 2028 Table 6 - 3: Summary of infrastructure for 2024 to 2028 Measure Lead organisation Transport Improved public transport A38 Bus Priority Corridors SCC Bus shelters/stops borough-wide SCC Park and Bus Silk Mills SCC Provision for Cycling Taunton & Wellington SCC Major highway schemes Walford Cross improvements SCC Other highway measures Taunton & Wellington SCC Education Primary school – SW Taunton/Comeytrowe SCC Primary school – Wellington SCC Early years SCC Secondary school – Taunton SCC Secondary school expansion - Wiveliscombe SCC Health care Primary health care New GP capacity Taunton NHS England New GP capacity rest of borough NHS England Provision for faith communities* TDBC Sport and recreation Sports and recreation provision * TDBC Swimming pool refurbishment/replacement* TDBC Community halls Community and village halls * TDBC Play areas LEAPS and NEAPs * TDBC Green infrastructure Country park(maintenance), amenity space, allotments, * TDBC Measures marked with an asterisk indicate provision will be in line with new housing growth
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7 DELIVERY AND FUNDING
Anticipated Sources of Funding
Public Sector Funding 7.1 There are a small number of infrastructure items where public funding or operator/owner funding is relatively assured. These are for a very tightly defined type of provision (e.g. specified highway schemes, new GP surgeries) and the IDP has identified these funding sources where relevant. 7.2 Public sector funding has been significantly reduced over recent years and it is not anticipated that there will be an increase in mainstream Central Government money to fund infrastructure nor that the local councils (County or Borough) will have the scale of capital budget to fund provision themselves as they have done in the past. 7.3 Some public sector funding is now routed through different partnership programmes, such as major transport funding through the Local Growth Fund.
CIL and S106 Agreements 7.4 It is anticipated that CIL receipts will be used to fund strategic infrastructure requirements, in line with TDBC’s Regulation 123 list, whilst s106 obligations will remain in use for securing delivery of site specific infrastructure (e.g. affordable housing) through direct developer funding. 7.5 It should be noted that CIL regulations require that 25% of receipts are paid to Parish Councils in areas where a neighbourhood plan is in place, and 15% where it is not (subject to a ceiling of £100 per dwelling). 7.6 TDBC is now in the process of establishing appropriate governance arrangements for the operation of CIL. These will provide mechanisms for identifying priorities and projects and will need to be open and transparent involving key stakeholders such as the Environment Agency and County Council as well as the development industry.
Other Funding 7.7 There are other funding streams that could potentially be used to fund some of the infrastructure requirements identified in the IDP. These are discussed below.
Local Investment Plan
7.8 A Local Investment Plan (LIP) is the mechanism for agreeing priorities for investment delivery in a location. It is an informal agreed document between a local authority or a group of local authorities and the Homes and Communities Agency (HCA). The Somerset local authorities have completed and agreed a LIP with the HCA covering the period 2010 - 2015. Local authorities can choose to maintain a LIP beyond 2015 if they wish.
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7.9 Whilst the current LIP in Somerset sets out a number of priorities for funding, which are reflected in the IDP for those in Taunton Deane e.g. flood risk mitigation, it does not mean that funding is guaranteed.
Growth Deal 7.10 The Heart of the South West Local Enterprise Partnership (HotSW LEP) submitted its Strategic Economic Plan to Government in March 2014, together with its proposed Growth Deal. Government decisions on Growth Deals were announced in June 2014. 7.11 The Strategic Economic Plan (SEP) has three key aims (capitalising on distinctive assets, maximising productivity and employment, and creating the conditions for growth) and three key themes (place, business and people). Unlocking housing sites is identified as a priority in relation to ‘maximising productivity and employment’ and the theme of ‘place’. 7.12 A Local Transport Board (LTB) has been set up to advise the LEP on the suitability and prioritisation of transport infrastructure schemes for funding through the Growth Deal. The LTB comprises an elected Member from each of the local transport authorities together with representatives from the HotSW LEP, Network Rail and the Highways Agency 7.13 The proposed Growth Deal focuses investment across five ‘proposals’ of which two could be relevant to infrastructure provision for the Borough: . Proposal 1: Strategic Connectivity to Compete on the Global Stage; this includes improving resilience of main rail links across the Somerset Levels including the two routes: Taunton – Bristol or Westbury routes; and improving resilience of the strategic highways network across the Somerset Levels (including feasibility work and capital investment); station gateway schemes to facilitate inter-modal transport use where Taunton is included as a potential scheme. All would require 30% local funding (e.g. from s106, CIL) and matched funding from National Stations Improvement Programme or Access for All. Part of the non-financial offers in the Government’s response to the proposed Growth Deal includes facilitation of joint working with infrastructure agencies including Network Rail . Proposal 2: A step change in Housing and Employment Site Growth; this includes proposals for transport investment in improvements to the M5 Junction 25 interchange and Toneway Corridor, both proposed for Tranche 2 of funding 2016/17 – 17/18 and to facilitate housing/employment growth; and pinch point/congestion improvements to Cross Keys Junction, Taunton, again Tranche 2, 2016/17; town centre enhancements to boost retail centres including Taunton (local contributions at least 30%, no timescale specified but over 3 years); partnership working to develop a kick start programme to unlock delivery of housing and employment sites, bringing together existing funding streams and seeking flexibilities in their use (no specific sites identified); Hinkley Housing Programme (which includes the Monkton Heathfield site at Taunton)
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where a Housing and Development Fund is being sought for the Hinkley Impact Area and its recognition as a priority e.g. a Hinkley Growth Zone. These schemes are not specifically allocated funding in the Government Growth Deal response. As paragraph 3.37 has already noted, transport funding bids have been made through the LTB for Toneway Corridor and M5 Junction 25 interchange improvements.
Local Sustainable Transport Fund (LSTF) 7.14 This is a £560m fund over the 4 year period up to 2014-15. Its purpose is to enable local transport authorities to deliver sustainable transport solutions that support economic growth while reducing carbon. It is not designed to support major infrastructure or service enhancements in relation to inter-urban journeys, but instead is geared towards influencing local journey patterns. However this fund is now closed, with funds for 2015-2016 being made available through the Local Growth Fund.
New Homes Bonus (NHB)
7.15 NHB is paid by central government to local Councils that increase the number of homes in use. It provides grant based on the extra money that Council’s receive through Council tax from the new dwellings, for a six year period. 7.16 The basis for calculation of NHB is the Council Tax Base Form which brings together information on additions, demolitions and empty homes in October of each year. Under its provisions, lower tier local planning authorities are given 80% of the authority area reward with the remaining 20% going to the County Council. TDBC has indicated a commitment to use NHB for growth and regeneration purposes. The Council anticipates receipts of around £8.8m from the NHB between 2014/5 – 2017/8. Future receipts remain unconfirmed. At the time of publication of the IDP, TDBC has identified growth priorities which may be funded in part from NHB to include a new swimming pool, accelerating growth delivery at the Firepool and Coal Orchard sites, Superfast Broadband Extension Programme, major transport infrastructure improvements for Taunton and Taunton strategic flood alleviation work 7.17 The NHB is currently in its fourth year of the first six year cycle and grant increases incrementally in response to new housing development coming into use. Given proposed levels of housing development for the Borough this income stream could continue to contribute a funding source for growth and regeneration activity.
Local Infrastructure Fund
7.18 Launched in 2012, the Local Infrastructure Fund (LIF) provides up front loan funding to support investment in locally supported large housing schemes and commercial land and property schemes where delays are hindering economic growth. Large housing sites are defined as those of 1500+ units which have local authority support. Commercial investment is targeted at Enterprise Zones. Funding is provided as a loan or equity and has to be state aid compliant. The scheme was
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extended in 2013 and there will be an annual bidding round for LIF as from 2014, managed by the Homes and Communities Agency.
7.19 The LIF provides recoverable investment (loan) funding to support investment in the infrastructure needed to overcome blockages to development. Capacity funding may also be available. The Borough has already received up to £500,000 capacity funding from CLG through the Large Sites Programme Capacity Fund, to support the development of the Monkton Heathfield housing development. Bids to the LIF for loan funding could follow.
7.20 In the March 2014 Budget, the Government also introduced a second scheme (the Builders Finance Fund) to support smaller scale housing developments of 15-250 homes through a loan scheme to unlock schemes stalled due to lack of finance.
Other potential funding sources
7.21 There will continue to be other specialised sources of funds (e.g. Lottery, Landfill Tax) for narrowly defined projects and wherever the opportunity arises, sources of central funding which can be bid into. However, funding from these directions cannot be guaranteed.
7.22 Other sources of funding could also be available e.g. Tax Increment Financing which allows local authorities to borrow against growth in locally raised business rates to fund key infrastructure and other capital projects. The ability to use this option will depend on Council financial policy and there being suitable projects in the Borough to attract the necessary finance.
7.23 Local authorities can also invest in capital assets through prudential borrowing. This system encourages local authorities to invest in the capital assets that they need to improve their services. It allows local authorities to raise finance for capital expenditure without government consent, provided the debt can be serviced through their revenue resources.
7.24 The IDP is being reviewed at a time of continuing financial austerity for local authorities. The starting point for the IDP is that the amount of infrastructure identified will need to be funded as far as possible by developer contributions (including CIL).
Schedule of Costs
7.25 The costs of providing the level of infrastructure set out in the IDP is summarised in the table below. The table covers the period to 2028 and shows the infrastructure costs under a number of broad headings, and whether the infrastructure is on the R123 list (i.e. may receive funds through CIL). Note that infrastructure items not on the R123 list may be included in s106 agreements and there may also be some ‘residual’ s106 funding from agreements as part of pre-CIL planning permissions. As elsewhere in the IDP, these costs should be treated as guideline figures only.
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Table 7 - 1: Schedule of costs
Service Provider Part of Other R123 service list for 2014-2028 £m SCC TDBC provider CIL? Transport £87.6 Flood alleviation £16.0 Utilities n/a Education £81.7 Health £39.4 Crematoria/burial n/a Faith n/a Emergency services £0.0 Probation £0.0 Arts & culture n/a Specific groups n/a Community & voluntary n/a Sports & recreation £37.4 Community halls £3.2 Play £11.5 Green space £4.5 Total £281.3
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8 RISK TO DELIVERY AND MITIGATION
Funding Availability
8.1 An ongoing risk to the delivery of the infrastructure required in Taunton Deane Borough is that of funding. At the time of preparation of the 2014 IDP, it is not clear that all funding needed through to 2028 will be available particularly given the continuing constraints on public sector funding. 8.2 TDBC recognises the issue and will take the following steps to mitigate the risk to delivery of a lack of funding by: . Not basing its plans on an overly optimistic view about future public funding . Ensuring that contributions collected from development are the maximum that can be achieved without risking development viability (or impairing the delivery of affordable housing) and reviewing this to take advantage of any improvements in market conditions . Maximising all opportunities to secure funding from other sources (including investment made available from the Homes and Communities Agency and the Local Enterprise Partnership any other central government schemes as they come forward) and having a clear process for doing this . Working in partnership with the development industry to organise the collection of developer contributions (including CIL) . Establishing clear protocols for prioritising infrastructure items to be funded from CIL and adjusting these priorities to take account of other funding options as they become available. 8.3 Even with the above measures in place, TDBC is aware that it may not be possible to deliver all of the infrastructure identified at the most desirable time. The Council does not believe that this will inhibit the overall delivery of its Core Strategy but that the timing of delivery of some items may need to be slightly delayed until money is available. 8.4 TDBC has identified a set of priorities to guide any funding choices it (and its partners) may need to make in terms of items for early funding. The priorities are: . Measures which are essential to enable a development to physically proceed (e.g. flood alleviation and access). . Affordable housing and infrastructure supporting sustainable development. . Measures that facilitate economic development. . For residential schemes, contributions to other measures related to the needs of the new population. 8.5 When additional funding becomes available, it will be used to accelerate delivery of high priority infrastructure and/or bring forward provision that has previously been deferred.
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8.6 Even where sufficient funding for an infrastructure item may be available over the life of the IDP, it may be difficult to fund the item as early as it is required. A lack of accessible provision to meet demands of new development will mean greater pressure and consequential reduction in service at existing facilities. 8.7 TDBC will make best use of available mechanisms to ensure the community can share in any uplift in development value over the life of the Core Strategy. Mechanisms to achieve this could include the use of deferred payments so that the initial level of development contribution sought from a new scheme is reduced at Day 1 to reflect scheme viability at the time but the full contribution is collected at a later stage in development if market conditions have improved.
Suitable Sites for New Facilities
8.8 Securing suitable sites and obtaining planning permission for facilities is also a risk, although the risk should be reduced by the approach being adopted by TDBC which ensures that new development areas are properly planned from the outset, to include the full range of facilities that are required.
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9 MONITORING AND REVIEW
Purpose and Mechanisms
9.1 This is the first review of the IDP for Taunton Deane Borough. It continues a process of more closely integrating the capital investment programmes of key services providers with planning for housing and employment growth. 9.2 The information contained in this IDP will help the Council and its partners identify investment priorities and funding gaps over the life of the Core Strategy. As more detailed monitoring processes are established (e.g. in relation to CIL receipts and spending), future IDPs will be able to report more accurately on infrastructure gaps / needs and provide more detailed costs. Future IDPs will also be able to provide feedback on the most effective means of implementing the plan and monitoring progress. 9.3 It is TDBC’s continuing intention to review its IDP on a regular basis and to report progress in delivering infrastructure in the Annual Monitoring Report. In preparing the next review the Council will liaise with other service providers. The review will use the indicators and targets set out in the Core Strategy: Table 9 - 1: Extract from Core Strategy – Indicators and Targets Indicator of achievement Target Source
Completion of one-off items of 100% on time IDP, CIL administration infrastructure within the identified timescales
Provision of population-driven Development to fully meet IDP, CIL administration infrastructure and services in the need for population- step with housing growth driven infrastructure, after allowing for any public funding or provision
9.4 Key information to be reviewed will include: . Infrastructure completed during the year (and other items underway) . Feedback on the costs of provision and any implications for the IDP . Requirements that have been lost from the IDP, revisions to requirements and/or new requirements to be added . Changes to the timing of delivery of required infrastructure . Changes in available funding – particularly where new funding sources have been secured
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Annex 1: CIL Rates April 2014 Rates will be charged against the gross internal floor area of: • All new dwellings • All other development exceeding 100 sq m in size
Development Uses Levy (per sq m)
Residential Development in Taunton, including urban extensions £70
Residential Development in Taunton town centre £0
Residential Development within the settlement limit of Wellington £0
Residential Development outside the settlement limits of Taunton £125 and Wellington Retail development (classes A1 – A5) outside Taunton and £140 Wellington town centres All other development £0
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Annex 2
Calculation of population from household growth
Applying the average household size figure to number of dwellings required to 2028 and allowing for a level of voids in occupancy indicates a projected additional population by 2028 of 32,850. However an allowance also needs to be made for the change of population within the existing housing stock when occupied at an average of 2.24 persons per dwelling – which is c1800 less than 2011 Census population figure. This needs to be netted off the population projection, reducing it to c31,000.
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Annex 3
Agencies contacted for preparation of IDP
Schedule of agencies contacted and whether a response was received
Organisation Response: Yes/No
Avon and Somerset Police Yes
Bristol, North Somerset, Somerset and South Gloucestershire Area Team Yes of NHS England
British Telecom No
Canal and Rivers Trust Yes
Community Council for Somerset Yes
Connecting Devon and Somerset Yes
Devon and Somerset Fire Service Yes
Environment Agency Yes
Highways Agency Yes
National Grid Used written response to SADMP consultation
Natural England Yes
Network Rail Yes
Richard Huish College Yes
Somerset and Avon Probation Trust Yes
Somerset Clinical Commissioning Group and Taunton GP Federation Yes
Somerset College Yes
Somerset County Council Yes
Somerset County Council Yes
Somerset Waste Partnership Yes
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Organisation Response: Yes/No
Southwest Ambulance Service Trust Yes
Taunton and Somerset Foundation NHS Trust Yes
Taunton Deane Borough Council Yes
Wales and Western Utilities Yes
Wessex Water Yes
Western Power Yes
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