Arun District Council Civic Centre Maltravers Road Littlehampton abcd West Sussex BN17 5LF
Tel: (01903 737500) Fax: (01903) 730442 DX: 57406 Littlehampton Minicom: 01903 732765
e-mail: [email protected]
Committee Manager : Erica Keegan (Ext 37547) 28 January 2016
CABINET
A meeting of the Cabinet will be held in Committee Room1 at the Arun Civic Centre, Maltravers Road, Littlehampton, on the Monday, 8th February 2016 at 5.00 pm and you are requested to attend.
Members : Councillors Mrs Brown (Chairman), Wensley (Vice-Chairman), R Bower, Chapman, Dendle, Elkins and Wotherspoon.
A G E N D A
1. APOLOGIES FOR ABSENCE
2. DECLARATIONS OF INTEREST
Members and Officers are reminded to make any declarations of personal and/or prejudicial interests that they may have in relation to items on this Agenda.
You should declare your interest by stating : a) the item you have the interest in b) whether it is a personal interest and the nature of the interest c) whether it is also a prejudicial interest d) if it is a prejudicial interest, whether you will be exercising your right to speak under Question Time
You then need to re-declare your interest and the nature of the interest at the commencement of the item or when the interest becomes apparent.
3. QUESTION TIME
a) Questions from the public (for a period of up to 15 minutes). b) Questions from Members with prejudicial interests (for a period of up to 15 minutes).
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Arun District Council CABINET-08/02/2016 4. MINUTES
To approve as a correct record the Minutes of the meeting held on 18 January 2016 (previously circulated).
5. *PUBLIC SPACE PROTECTION ORDER CONSULTATION IN ARUN
The Cabinet is asked to consider consulting on applying provisions available through Public Space Protection Orders (PSPO) made under the Anti- Social Behaviour Crime & Policing Act 2014, taking into account resources available to the Council and partner organisations for enforcement.
6. *NEW LITTLEHAMPTON LEISURE CENTRE PROJECT PROPOSAL
This report will present a project proposal, procurement strategy and a resources plan for delivery of the new Littlehampton Leisure Centre.
7. *COMBINED CLEANSING SERVICES CONTRACT RETENDER
The Council’s existing Combined Cleansing Services Contract is due to be tendered with the new contract commencing on 1st February 2017. Additional information has now been provided by West Sussex County Council and officers would ask members to review decision notice C/012/200715 for future contractual arrangements.
8. *COUNCIL BUDGET 2016/17
This report sets out the Revenue and Capital Budgets for 2016/17 for both the General Fund and the Housing Revenue Account.
9. *LOCAL AUTHORITY MORTGAGE SCHEME
This report sets out the quarter 2 performance outturn for the Corporate Plan performance indicators for the period 1 July 2015 to 30 September 2015.
10. *SUPPLEMENTARY ESTIMATE TO COVER OVERSPEND ON HOUSING REVENUE ACCOUNT REACTIVE MAINTENANCE BUDGET
A supplementary estimate is sought to cover an overspend on the Housing Revenue Account (HRA) reactive maintenance voids budget, which has seen an increase in empty properties which is likely to result in a minimum 25% increase on last year.
11. *REQUEST FOR VIREMENT FROM CORPORATE UNDERSPEND
This report seeks Cabinet’s approval to fund a temporary contract for the post of Electoral Registration Assistant for one year to support increased workload on electoral registration. This is to be funded from the corporate underspend in 2015/16
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12. *ARUN PLACE PLAN
The purpose of the Arun Place Plan will be to act as investment and delivery plan to deliver higher Gross Value Added (GVA), jobs, homes and employment space and assist with the co-ordination of investment decisions by relevant public bodies. The Arun Place Plan will be amalgamated with other District and Borough Place Plans to form a West Sussex Growth Plan which will be a West Sussex Investment and Delivery Plan (enabling strategic investment decisions to be made that ensure the best return is achieved against investment).
13. *CONSULTATION ON PROPOSED CHANGES TO THE NEW HOMES BONUS
This consultation seeks views on options for changes to the New Homes Bonus. It also seeks views on reducing the number of years in which current and future payments are made. The consultation period is up to 10 March 2016.
14. *SHARED SERVICES
This report advises Cabinet of the project to consider service delivery options and identify whether there is a business case to implement a shared service arrangement for some or all of the proposed services. It would be essential therefore firstly to have political commitment from each authority and agreement as to the principles that will underpin a business case to provide each respective authority with sufficient data and information to make an informed decision as to the merits of a shared service.
15. JOINT AREA COMMITTEES
To consider and note the Minutes of the meetings of the Joint Arun Area Committees as follows:-
(a) Joint Eastern Arun Area Committee – 1 December 2015 (b) Joint Western Arun Area Committee – 6 January 2016 (c) Joint Downland Area Committee – 14 December 2015
ITEMS PUT FORWARD BY THE OVERVIEW SELECT COMMITTEE / WORKING GROUPS
16. OVERVIEW SELECT COMMITTEE – 26 JANUARY 2016
To consider the recommendations to Cabinet contained in the Minutes of the meeting of the Overview Select Committee held on 26 January 2016 (will be circulated under separate cover).
REPRESENTATION ON OUTSIDE BODIES
There are no items to consider.
Note : *Indicates report is attached for all Members of the Council only and the press (excluding exempt items). Copies of reports can be obtained on request from the Committee Manager).
Note : Members are reminded that if they have any detailed questions would they please inform the Chairman and/or relevant DirectorPage in advance 3 of 149of the meeting.
Arun District Council CABINET-08/02/2016 CABINET CABINET
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AGENDA ITEM NO. 5
ARUN DISTRICT COUNCIL
REPORT TO AND DECISION OF CABINET ON 8th February 2016
PART A : REPORT SUBJECT: : Public Space Protection Order consultation in Arun
REPORT AUTHOR: Roger Wood, Head of Neighbourhoods DATE: 21st January 2016 EXTN: 37671
EXECUTIVE SUMMARY: The Cabinet is asked to consider consulting on applying provisions available through Public Space Protection Orders (PSPO) made under the Anti- Social Behaviour Crime & Policing Act 2014, taking into account resources available to the Council and partner organisations for enforcement. This will include the transfer of the existing Designated Public Place Order powers as required by the new legislation.
RECOMMENDATIONS: It is recommended that Cabinet agrees to consult on the following proposed PSPO prohibitions for each designated area in the Arun District as follows: 1) Tackling and reducing anti-social behaviour in Bognor Regis and Littlehampton town centres (geographical areas outlined in Appendix A) a) To have a ban on the consumption of alcohol in open public areas and confiscation of any open vessels containing alcohol in areas shown in Appendix A attached to this report. b) To have a discretionary power to move on, any persons congregating who are engaged in anti-social behaviour or who authorised officers reasonably believe may be likely to cause public nuisance within the areas shown in Appendix A. 2) Introduction of measure to control dogs in Ferring (geographical area outlined in Appendix C) a) For dogs to be kept on a lead between Worthing Borough Council boundary and Kingston Gorse between April and September inclusive as outlined in
Appendix C. 3) Maintenance of power to remove alcohol when directed: transfer the existing Designated Public Place Orders in Eastern and Western areas of the District (geographical areas outlined in Appendix D) to a PSPO order, thereby complying
with new legislative requirements. 4) Recognises the financial implications associated with the proposed prohibitions outlined above in considering and implementing a Public Space Protection Order
in Arun
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1. BACKGROUND: 1.1 Overview
1.1.1 The preceding 18 months have seen the Council, along with other partners such as the Police, receiving repeated concerns from local communities regarding the presence and effect of local ‘street community’ populations in both Bognor Regis and Littlehampton town centres. A potential response to addressing the associated issues of anti-social behaviour (ASB) including being drunk, disorderly, congregating in groups with resultant verbal altercations and sometimes in-group violence, along with the general impact of decreasing the public’s perception of safety in high footfall public areas, is for the Council to consider utilising its discretionary powers to introduce a ‘Public Space Protection Order’ (PSPO) to provide enforcement powers to deal with this problem. Representations have also been received from members of the public and organisations regarding the negative impacts of exercising dogs in an area of Ferring. 1.1.2 The PSPO is a new power, introduced through the Anti-Social Behaviour, Crime and Policing Act 2014 (enacted in October 2014). It enables the Council to introduce prohibitions and / or other conditions in a defined geographical area(s), designed to stop individuals or groups committing a wide range of ASB in a public space. Failure to comply with the requirements of a PSPO results in criminal offence being committed and either a penalty of a fixed penalty notice or a level 3 fine being issued upon summary conviction (£1000). 1.1.3 By virtue of section 72 of The Act, before introducing a PSPO, the Council is obliged to carry out consultation with the Chief Police Officer and the Police and Crime Commissioner. Consultation will also take place on a district wide basis to include Arun DC members, Town and Parish Councils, the community, owners/occupiers of land covered within the proposed Order and other organisations that may have a strong interest. Cabinet are advised that, due to significant interest in the application of this power in relation to Street Communities across the UK, an extensive consultation period is recommended to demonstrate that local residents and communities have had the opportunity to express their views. It is important to note that a PSPO requires a clear evidence base for it to be justified and certain PSPO proposals are likely to be highly contested issues and have invoked strong and opposing views from local and national representations in other areas. Similar responses are likely to any proposal in Arun. 1.1.4 It is important that Cabinet has the opportunity to consider the proposals on which to consult, outlined in this report and their potential implications, internally, particularly resourcing; and externally, resourcing, partnership working, and community response, in order to guide and direct officers accordingly. 1.1.5 Section 59 of The Act states that, to impose an Order, the Council must be satisfied on reasonable grounds that two conditions are met: • Condition 1: a. The activities carried out in a public place have a detrimental effect on the life of those in the locality, or; b. It is likely that activities will be carried on in a public place within
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that area and that they will have such an effect • Condition 2 is that the effect or likely effect of the activities: a. Is or is likely to be of a persistent and continuing nature, b. Is or is likely to be such as to make the activities unreasonable, and c. Justifies the restrictions imposed by the notice
1.2 Potential prohibitions and evidence 1.2.1 Alcohol Ban There is an option to ban the consumption of alcohol or possession of open containers with alcohol in Bognor Regis and Littlehampton town centre areas as defined by the maps shown in Appendix A. The boundaries of these areas have avoided including areas likely to be used by tourists and visitors to the towns and where the consumption of alcohol is not associated with evidence of ASB. 1.2.2 The police data shown in Appendix B shows that in Marine ward, Bognor Regis, 25.6% of all public reports of ASB related to street drinking between August 2014 and July 2015. In River ward Littlehampton this figure is 14.6%. These figures illustrate the detrimental effect street drinking is having on public concerns and perceptions of safety in the town centres. The data also shows this issue is persistent and ongoing. 1.2.3 The town centre managers for Littlehampton and Bognor Regis have reported that businesses have made numerous representations to themselves and other agencies concerning the negative impacts associated with consumption of alcohol in public areas in the town centres and associated ASB. Detailed figures of reported instances from businesses are not available. However, Littlehampton Town Council has expressed concern at the extent of the proposed alcohol ban area and its potential impact on responsible members of the public. This issue can be included in the proposed consultation process. 1.2.4 Outside of the alcohol ban area it is proposed to transfer the existing Designated Public Places Order (DPPO) into a PSPO in order to retain this power which is a legislative requirement of the new Act. This area would maintain the existing boundaries (as shown in Appendix D) and restrictions, to become an ‘Alcohol Control Area’. Police and other authorised officers would have the power to confiscate alcohol where they believe it is, or is likely to, cause ASB. This will help mitigate any concerns relating to the displacement of street drinkers into areas outside the proposed defined central ban zones. Evidence from previous Section 30 Dispersal Orders granted in 2014/15 in response to significant and persistent ASB in Bognor Regis gave the Police powers to disperse groups of people, indicated that displacement does have a diluting effect with the individuals spread into a number of different areas. 1.2.5 Dispersal Powers There is an option to add dispersal powers within the areas indicated on the maps attached in Appendix A. This would give the police and other authorised officers discretionary powers to disperse people causing, or who they think are likely to cause, ASB. This would help mitigate against individuals and groups, whether engaged in specific behaviours such as drinking or begging or not, having a detrimental effect on local people and visitors within the town centre areas. 1.2.6 Prohibit Begging Within these same town centre areas there is an option to ban begging
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and to provide the police and other authorised officers with the powers to tackle those causing harassment, alarm and distress to members of the public in the town centres as a result of begging. 1.2.7 Begging has also been raised as a concern by traders with the town centre managers but they do not record specific data. Reports to the police through their contact centre specifically related to begging in the year from 1st December 2014 to the 30th November 2015, show 18 incidents in the Littlehampton area and six incidents on the Bognor Regis area. This data does not include reports made directly to police officers. 1.2.8 It is worth noting that proposed bans on begging elsewhere in the country have been challenged by organisations working with the homeless. These challenges are based on the submission that powers to address begging all already available through The Vagrancy Act 1824, that preventing begging interferes with rights protected by the European Convention on Human Rights and people begging are some of the most vulnerable in society and need agencies to engage with them to offer a holistic package of support rather than criminalise them. 1.2.9 Ban Rough Sleeping There is an option to ban rough sleeping within the town centre areas as defined on the maps in Appendix A 1.2.10 This problem has been more apparent in Bognor Regis where there have been 35 incidents reported to the police through their contact centre in the year from 1st December 2014 to 30th November 2015; in Littlehampton there have only been three. This is also supported by evidence from the Street Community MARAC (Multi- Agency Risk Assessment Conference) in November 2015 which identified 10 individuals in Bognor Regis rough sleeping and only one in Littlehampton. 1.2.11 This measure would be one of a package to address the impact of rough sleeping in town centres. The Council also has a Street Community Outreach Worker to support and work with identified members of the street community to assist them with their complex needs, including the risk of homelessness. There is also a Street Community Multi-Agency Risk Assessment Conference (MARAC) in place in Arun to provide a holistic approach by all partner organisations to help and support the most vulnerable members of the street community. 1.2.12 Cabinet need to be aware that this measure has proved contentious where it has been proposed in other areas of the country, Oxford being a particular example. Organisations such as Liberty and Crisis have challenged the need for this measure, particularly with regard to whether there is sufficient evidence to justify it and if it is proportionate to the impact on the local community. They have the view that moving rough sleepers out of the central areas under threat of criminal charges will further isolate them from available services and that imposing fines for which they have no way of paying is pointless. 1.2.13 These organisations will expect to see an adequate alternative homeless provision if this measure is adopted. Currently, the Council funds the Stonepillow Glenlogie night shelter in Bognor Regis with 10 available beds. This facility also offers a Day Centre three days a week which offers rough sleepers a place to come for lunch and access to important services, such as health, workshops, employment and housing opportunities. There are a further 10 beds available at St Joseph’s in Chichester, but there is a reluctance by
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the Bognor Regis street community to go there as it is more isolated. 1.2.14 Stonepillow is also currently operating the Littlehampton Hub from the facility in Harwood Road. This is open three days a week for seven hours each day to provide basic food, access to clothes, toiletries, and to project workers to provide support, to enable clients to secure and/or maintain health, housing and work. However, this service is due to close on 31st March 2016. 1.2.15 The Council’s Housing Services Manager does not support a ban on rough sleeping as she considers this will be unhelpful to the work undertaken by the Council and partner organisations with individuals, to reduce rough sleeping. 1.2.16 Homeless Link, Worthing Churches Homeless Project (WCHP) and Stonepillow do not support rough sleeping being included within a PSPO. They consider using enforcement action to tackle rough sleeping is the wrong approach as enforcement does not address the reasons people are sleeping on the streets or tackle the underlying issues they would face. Any attempt to deal with rough sleeping should be undertaken with local homelessness agencies to ensure that people are supported away from the streets and into accommodation or other appropriate services. St Mungo’s Broadway generally support enforcement action and work with enforcement colleagues where the intervention will support a client in their journey away from rough sleeping for example where action is used to tackle aggressive begging and provided alongside a package of outreach support. They have experience of Councils in other areas using PSPOs and their view is that they can be controversial where applied directly to rough sleeping making it easier for the local media and other groups to accuse the Council of criminalising rough sleeping. 1.3 Environmental Health 1.3.1 There is an option to require dogs to be kept on a lead on the greensward and beach between the Worthing Borough Council boundary and Kingston Gorse between April and September inclusive as shown in Appendix C attached to this report. 1.3.2 There have been a number of complaints to Arun District Council with people wanting no dogs in these areas during the summer months. However, this has also been countered by a number of people opposing this view with a group calling themselves ‘Freedom for Ferring Dogs’ handing in a petition opposing this measure which attracted around 300 signatures (this included many multiple signatures from individual households). 1.4 Resources and Enforcement 1.4.1 A number of organisations can enforce the Order including the Police and accredited local authority officers (including Town and Parish Councils). However, Town and Parish Councils have so far been reluctant to commit to resourcing officers who would be accredited via the Sussex Police Community Safety Accreditation Scheme which gives targeted powers to organisations and their employees. These powers can help organisations become more effective in contributing to community safety and security, as well as combatting crime and disorder, public nuisance and anti- social behaviour. 1.4.2 In light of the ongoing Vision process, it is suggested that Cabinet carefully consider the implications of resourcing ongoing and additional enforcement capability for the measures outlined above. If the proposed prohibitions and restrictions are implemented, it is likely that the public will expect to see a significant reduction in associated negative behaviour and environmental
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impact. 1.4.3 If public expectation is not met there is a risk that the Council could experience an increase in the number of complaints received from members of the public and other organisations. There will therefore need to be careful consideration given to the media messages published in order to manage expectations. 1.4.4 The Sussex Police District Commander for Arun & Chichester, Chief Inspector Justin Burtenshaw has stated that Sussex Police currently enforce the DPPO where appropriate and Sussex Police envisage that they will provide similar support to assist in the enforcement of the PSPO in future based on threat, harm and risk. However, Sussex Police anticipate a reduction in resources and will only support initiatives and enforcement of ASB powers within their available capacity. Sussex Police would like to see how other partners will provide enforcement capacity to support the introduction of the new ASB powers in order that it is recognised as not solely a police matter. 1.4.5.The Council’s Anti-Social Behaviour Caseworkers will be able to be authorised to enforce the proposed measures relating to anti-social behaviour but this will only be on an intelligence led and targeted basis. They will not have the capacity to carry out routine patrols and will rely upon Police support. 1.4.6 There is potential for the Business Wardens currently operating in Littlehampton with proposals to extend to Bognor Regis, to be authorised to enforce the proposed measures. However, the Business Warden scheme is a 2 year pilot funded by the Home Office with future funding unclear. It is therefore uncertain if Business Wardens will be available to assist with enforcing the proposed measures. 1.4.7 The Council’s Dog Warden and officers in Environmental Health will be able to be authorised to enforce the proposed measures relating to the requirement for dogs to be kept on a lead on the greensward and beach between Worthing Borough Council boundary and Kingston Gorse between April and September. It is considered that this prohibition can be managed within existing capacity with enforcement based on an intelligence and targeted basis. 1.5 Budget 1.5.1 The introduction of the PSPO will have a cost implication in relation to the signage required. This could vary greatly depending on the number of different areas where measures are introduced. A budget of up to £5,000 would need to be set aside to cover the cost of signage if all of the proposed measures are introduced. This would reduce proportionately if it is decided not to proceed with certain measures. 1.6 Anticipated timescales 1.6.1 If Cabinet give approval to proceed with the introduction of a PSPO in Arun, which can include any combination of the measures stated above, the proposed timing would be as follows: • 22nd February to 13th May 2016 - Public Consultation • 10th June 2016 - Consultation Findings Report • 25th July 2016 - Cabinet • 14th September 2016 - Full Council for final approval
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2. PROPOSAL(S): 2.1 PSPO- Anti-Social Behaviour 2.1.1 The following proposals apply to the bounded areas shown in red on the attached maps contained in Appendix A 2.1.2 To have a ban on the consumption of alcohol in open public areas and confiscation of any open vessels containing alcohol. In effect a ‘No Alcohol Area’. 2.1.3 To transfer the existing Designated Public Place Order currently in place shown on the maps attached as Appendix D. This will be referred to as a ‘Controlled Alcohol Area’. It is not an offence to consume alcohol in a public place but it is an offence not to comply with a request to stop drinking or surrender it if requested by an authorised officer. 2.1.4 Introduce a discretionary power for authorised officers to disperse individuals or groups causing, or likely to cause, ASB or public nuisance. 2.2 PSPO - Environmental Health 2.2.1 Dogs must be kept on a leads between Worthing Borough Council boundary and Kingston Gorse between April and September inclusive as shown on the map in Appendix C
3. OPTIONS: 3.1 Agree to all proposed prohibitions outlined in section 2
3.2 Agree to a combination of the proposed prohibitions outlined in section 2
3.3 Not agree to any of the proposed prohibitions outlined in section 2
4. CONSULTATION:
Has consultation been undertaken with: YES NO
Relevant Town/Parish Council
Relevant District Ward Councillors
Other groups/persons (please specify); Sussex Police, Stonepillow, Homeless Link, St Mungos Broadway, WCHP, ADC Housing Options.
5. ARE THERE ANY IMPLICATIONS IN RELATION TO YES NO THE FOLLOWING COUNCIL POLICIES: (Explain in more detail at 6 below)
Financial Legal Human Rights/Equality Impact Assessment
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Community Safety including Section 17 of Crime & Disorder Act
Sustainability Asset Management/Property/Land
Technology Other (please explain) 6. IMPLICATIONS: Financial – Making a PSPO and implementing the prohibitions contained in the Order has resource implications for the Council involving enforcement, management, monitoring and legal services. The extent of the implication is dependent on the prohibitions included in the Order. Legal – Ongoing assistance from legal services will be required to implement the Order. Human Right/Equality – An initial EIA has been undertaken which indicates there will be impacts on groups identified in this report. Information received from the consultation process will help to inform further assessment of any proposed prohibitions. Community Safety – A PSPO is designed to improve community safety through preventing individuals or groups committing ASB in a public space. Asset Management – The Order would apply to land owned by the Council.
7. REASON FOR THE DECISION: To enable the Council and partner organisations to contribute to reducing ASB and improve Community safety.
8. BACKGROUND PAPERS: • Anti-Social Behaviour, Crime and Policing Act 2014 - Statutory guidance for frontline professionals • Anti-Social Behaviour, Crime and Policing Act 2014 • Equality Impact Assessment
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Bognor Regis – Proposed PSPO Restriction Area – Ban on Alcohol Consumption and Dispersal Appendix A
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Littlehampton – Proposed PSPO Restriction Area – Ban on Alcohol Consumption and Dispersal Appendix A
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Police Data Appendix B
The table below shows the number of anti-social behaviour serials recorded by the police on the wards covering the proposed town centre restriction areas for the year 1st August 2014 to 31st July 2015. These are Marine and Hotham in Bognor Regis and River in Littlehampton.
This is then broken down into how the incidents were recorded, e.g. Personal, Nuisance or Environmental.
It then goes further to show how many of those offences have been recorded as beign related to street drinking as well as the number of offences highlightes as having alcohol involved.
ASB Serials, (Personal, Nuisance & Environmental) between 01/08/2014 to 31/07/2015
Ward ASB ASB ASB ASB Street % Street Alcohol % Total Pers Nus Env Drinking Drinking Marker Alcohol Total Total Marker
Marine 746 45 640 61 191 25.6% 180 24.1%
Hotham 420 29 360 31 73 17.4% 77 18.3%
River 478 50 393 34 70 14.6% 110 23.0%
There have also been a number of Directed Patrol Activities (DPAs) put in place for the Bognor Regis Street Community. These have been reviewed for the period from 6th January 2015 to 31st July 2015. Within this period there were a minimum of 118 DPPO Alcohol seizures, 12 arrests and 168 stop checks recorded. The seizures are stated as minimum as there is no formal requirement for officers to record these against the DPA and there could be more that have not been added.
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Proposed dogs on leads area, April - September – Ferring Appendix C
Proposed dogs on leads area – April to September
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Boundary of existing Designated Public Places Order (DPPO) – Eastern Area Appendix D
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Boundary of existing Designated Public Places Order (DPPO) – Western Area Appendix D
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AGENDA ITEM NO. 6
ARUN DISTRICT COUNCIL
REPORT TO AND DECISION OF CABINET ON 8TH FEBRUARY 2016
PART A : REPORT SUBJECT: A new Leisure Centre in Littlehampton
REPORT AUTHOR: Rachel Alderson DATE: 6th January 2016 EXTN: 37946
EXEC UTIVE SUMMARY: Cabinet Decision C/034/161115 resolved that a project proposal, procurement strategy and resources plan be prepared, for the delivery of the new leisure centre in Littlehampton project, for presentation to Cabinet. This report sets out that information and outlines the next steps of the project. It also seeks the necessary approvals required to commence and progress the project through to delivery.
RECOMMENDATIONS It is RECOMMENDED to Cabinet that:
1. The Project Proposal is approved and the Project Board is given delegated authority within the agreed terms of reference to commence delivery of the project.
2. To allocate £130,000 identified in the Capital Project Prioritisation report (C/033/161115) to the new leisure centre scheme, to resource the project as set out in 2.2.
3. To approve the procurement methodology detailed in 2.4 of this report.
4. Officers will provide project updates to Members at each meeting of the Leisure, Tourism and Infrastructure Working Group. Members should note that approvals outside of the Project Boards Terms of Reference will be sought from Cabinet in accordance with the Constitution.
1. BACKGROUND:
In January 2015 specialist advisors, The Sports Consultancy, were commissioned to undertake a detailed feasibility study to assess the suitability of building a new le isure centre on both the existing Sea Road site and a second site, Cornfields/Daisyfields to the north of the town. The findings of the study concluded the most appropriate location was the existing site. It also stated that a new centre is affordable and this position had been improved by the outcome of the Leisure Management contract tendering exercise.
Cabinet (Decision Notice C/034/161115) approved the recommendations from the Leisure,
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Tourism and Infrastructure Working Group (October 2015) and endorsed the Feasibility Study report. It was resolved that the new Littlehampton leisure centre was to include a 4- court sports hall, and be sited on the existing Sea Road site on land occupied by th e Sports Dome and adjacent overflow car park. Cabinet resolved that Officers prepare a project proposal, procurement strategy and a resources plan for the delivery of the new Littlehampton leisure centre project for presentation to Cabinet.
Officers hav e further defined the requirements of the project and set out proposals for progressing the project through to delivery of the new centre, the demolition of the old facility and reinstatement of the land. 2. PROPOSAL(S): 2.1 Project Proposal A Project Proposal has been produced to define the scope of the project (Appendix 1). This document sets out the project objectives and deliverables, defines the project resources and identifies the current risks. It also includes the Strategic Delivery Programme with key milestones which will be used to monitor progress. It is important that sufficient staff resources are allocated to deliver the project. The proposed project team collectively have a broad range of experience with the necessary skills to take the project from the feasibility stage through to implementation and handover. The officer group will be supported by external consultants selected for their expertise in specified areas. A Project Board will be accountable for the success of the project and will provide direction and leadership. It is proposed that Cabinet approve the Project Proposal and that the Project Board is given delegated authority to make decisions as necessary during the project. 2.2 Project costs The Feasibility Study outlined a cost estimate of £15,078,800 for the new leisure centre and demolition of the existing facility. In moving the project beyond the Feasibility Study, the following additional costs have been identified which need to be built into the project: • Items listed in the Feasibility Study as being excluded from project costs, these include (but not exclusively) detailed surveys, planning and building control fees which have been estimated to cost in the region of £85K. • Items not included in the Feasibility Study but considered to form part of the project, such as landscaped reinstatement of the existing site to public open space, loose gym equipment and furniture and project publicity material. These are estimated to cost £565,000 but will be considered more accurately as part of the wider project. • Client Project Manager: the Principal Landscape & Project Officer will undertake this role. This position will be backfilled to fulfil existing commitments which include delivery of the Bognor Regis Public Realm scheme and other Capital projects. A sum of up to £35,400 per annum will be required. • Project Support: A support role will be required for this project and it is proposed that this is advertised at scale point 5 with costs of up to £29,100 per annum. • Technical Advice comprising: - External Legal Support to provide legal and expert support, estimated at a sum of up to £50,000.
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- Principal Designer (formally CDM Co-ordinator) to undertake duties under the Construction (Design and Management) Regulations 2015 at a cost of up to £10,000. - Clerk of Works to review technical specifications and ensure quality of workmanship. It is estimated that a sum of up to £130,000 will be required. The costs above are a best estimate at the current time and final costs will be known following the procurement process. In order to progress the scheme it is proposed to allocate £130,000 from the Capital Prioritisation report (C/033/161115) which was previously unallocated. This will establish the project team and enable officers to commission the required resources including external technical support during 2016/17.
2.3 Funding Sources and Project Risks Options for funding the new leisure centre have been reviewed and funding allocations set out in the Capital Project Prioritisation report to Cabinet (C/033/161115). £8m has been allocated from the Council’s capital receipts with the remainder to be sourced from prudential borrowing and revenue budgets. It is also proposed to seek external grant funding from appropriate sources. El ements of the new leisure centre will benefit from Section 106 funding. Arun District Council will also apply for a funding contribution from Sport England. Should this be successful it will be used to offset against potential Prudential borrowing.
The Feasibility Study report highlighted a number of risks which need further investigation to establish mitigation measures. The costs of these will not be known until the design stage has commenced. The Risk Log (Appendix 1 - Section 13) summarises the current risks to the project in terms of cost and programme and will be reviewed regularly by the Project Board.
2.4 Procurement Methodology The next step in the delivery plan is to establish the project team and method for procuring the construction work. There are various options when approaching methodologies for contracting a new build facility. The separation of the leisure operation from the new build has already been agreed and implemented. This leaves a choice between a traditional build contract, wh ere the design and build elements are quite separate and discrete or whether an integrated design and build approach is adopted. Both have their merits but the latter approach provides for greater cost certainty and a single point of responsibility. It should be noted that cost certainty can only be achieved if no further amendments are made to the scheme once the design is deemed ‘frozen’. It is proposed that the Council enters into a design and build contract with a fully integrated team involved throughout the design and construction phases . Discussions are at an advanced stage with the EU compliant Southern Construction Framework. In addition to being cost effective, this approach facilitates quick and easy access to the market whilst retaining a wide choice of experienced pre-qualified contractors.
2.5 Approvals and Project Updates It is proposed that quarterly updates will be presented at each meeting of the Leisure Tourism & Infrastructure Working Group. The Cabinet Member will be updated by the
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Director of Environmental Services at their regular meetings. Following commencement of the project it is expected that Cabinet approval will be required to enable the scheme to progress through the programme. These include: • Approval of the ‘frozen’ outline design prior to planning submission • Submission of external grant application • Approval to let the construction contract
2.6 Stakeholder Engagement It will be vital to engage and liaise with a wide range of stakeholders during the course of the project and will include local schools. This process will be structured through a stakeholder engagement plan. It is also intended that the intended designs of the new leisure centre will be displayed through district roadshow s. Planning consultation will adhere to the Council’s own ‘Good Neighbour Policy’ and increase publicity as part of the Council’s planning application submission.
2.7 Demolition of Existing Leisure Centre The existing LSSC will be demolished following the opening of the new leisure centre and the site be reinstated to public open space. It is proposed that this will form a discrete element of the project. 3. OPTIONS: a) To approve the recommendations as set out in this report to employ adequate resources to ensure that the new leisure centre project is delivered on time and achieves best value for money. b) Not to approve the recommendations as set out in this report and for the Council to have less control over the project costs, quality and deliverability. 4. CONSULTATION: Consultation has taken place throughout previous stages of the project. There was district wide public consultation as part of the Leisure & Cultural Strategy 2013-28 concerning the upgrading of leisure facilities in Littlehampton. All Members were invited to the Leisure, Tourism & Infrastructure Working Group on 1 st October 2015 for the presentation of the Detailed Feasibility Study setting out the proposed locations and facility mix. Has consultation been undertaken with: YES NO Relevant Town/Parish Council V Relevant District Ward Councillors V Other groups/persons (please specify): V - Wider public (see above) 5. ARE THERE ANY IMPLICATIONS IN RELATION TO YES NO THE FOLLOWING COUNCIL POLICIES: (Explain in more detail at 6 below) Financial V
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Legal V Human Rights/Equality Impact Assessment V Community Safety including Section 17 of Crime & Disorder Act V Sustainability V Asset Management/Property/Land V Technology V Other (please explain) V 6. IMPLICATIONS: Financial – the Council is committed to the delivery of a new leisure centre. Legal – the delivery programme is linked to the new Leisure Contract. Sustainability – future maintenance requirements will be taken into account as part of the project. Asset Management/Property/Land – the Council will own the new leisure centre and have responsibility for its future maintenance.
7. REASON FOR THE DECISION: To ensure that a new leisure centre in Littlehampton is delivered and operational by 1 April 2019.
8. BACKGROUND PAPERS: Leisure and Cultural Strategy 2013 - 28 Full Council 15 May 2013, Final Resolution, Minute 522, Strategy 1, Stage 2 Leisure, Tourism & Infrastructure Working Group (30 June 2014) Cabinet Report (21 July 2014) – A New Leisure Centre for Littlehampton Detailed Feasibility Study 2015 Cabinet Report (16 November 2015) - Capital Prioritisation Programme
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ARUN DISTRICT COUNCIL – INITIAL EQUALITY IMPACT ASSESSMENT
1. What is the name of the service / policy?
New Leisure Centre in Littlehampton
2. Briefly describe the aims of the service / policy
To provide an inclusive leisure centre to assist in the delivery of Arun’s priorities, particularly those that promote an improvement in the health and wellbeing of all who reside in the Arun district.
The new leisure centre will be designed to accord with Sport England guidelines to ensure the building is fully accessible.
Arun District Council, through its leisure contractor, will operate services in the new leisure centre that are accessible to all with no barriers that would alienate individuals or groups.
The leisure contractor will also be required to ensure equality of opportunities to all members of staff and establish appropriate safeguards to create a positive and safe working environment.
3. Are the aims consistent with the Council’s Equalities Policy? On what basis?
Yes - The new leisure centre will be a public building and built to ensure that it is accessible to all.
The Councils leisure contractor will be required to carry out its functions with due regard to the Public Sector Equality Duty. This requires the leisure contractor will endeavour to: • Eliminate unlawful discrimination, harassment and victimisation • Advance equality of opportunity between people who share a Protected Characteristic and those who do not • Foster good relations between people who share a Protected Characteristic and those who do not.
4. Is there any evidence to suggest that this service / policy could have an adverse impact on some groups of people? Use the table to tick:
(a) where you think the service / policy could have a positive impact on any of the groups or contribute to promoting equality, equal opportunities or improving relationships within the target groups.
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(b) where you think the service / policy could have a negative impact on any of the equality target groups i.e. it could disadvantage them
Insufficient Positive Negative Reason data Impact Impact e.g. access / take-up Gender Targets to improve participation P generally but particularly girls and young women Race New performance P indicator. Targets to be set in Yr 2. Disability Inclusive P fitness initiatives Age Initiatives to promote P activity to all ages Belief P
Sexuality P
5. If, in your judgement, the proposed service / policy does have an adverse impact, can that impact be justified? How do you intend to deal with that impact / or lessen that impact?
N/A
The proposed new leisure centre will be a fully accessible community building and is therefore considered to be a positive addition to the Council’s assets.
The building will be managed by a leisure contractor with aims consistent with the Arun District Council’s Equality and Diversity Policy.
Name of manager undertaking the assessment:
Service Area: Leisure & Voluntary Sector
Date completed: 19 January 2016
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Requirement for a formal Equalities Impact Assessment: NO
If YES, what is your timetable for completing this? N/A
Who else will you need to be working with to do this work e.g. partners, contractors etc?
The Project Board will ensure that the new leisure centre is constructed to Sport England standards in relation to accessibility.
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Agenda Item 6 – Appendix 1
Arun District Council
Project Documentation
PROJECT PROPOSAL
New Leisure Centre in Littlehampton
Release: Draft for Cabinet Approval
Date: 19 th January 2015
Author: Rachel Alderson
Document Name: Project Proposal
Date Approved:
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Table of Contents
1. Purpose of Document ...... 3 2. Authority Responsible ...... 3 3. Background ...... 3 4. Objectives ...... 3 5. Scope ...... 4 6. Constraints...... 4 7. Assumptions ...... 4 8. Reporting...... 5 9. Deliverables ...... 5 10. Interface Projects ...... 5 11. Costs ...... 6 12. Project Team ...... 6 13. Risk Log ...... 7 14. Project Plan ...... 8
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1. Purpose of Document
The purpose of this document is to define the scope of the project.
2. Authority Responsible
Arun District Council.
3. Background
The Council’s approved Leisure and Cultural Strategy (2013-28) proposed an upgrade to leisure centre facilities in Littlehampton. A subsequent review of the Littlehampton Swimming and Sports Centre (LSSC) confirmed that refurbishing and developing the existing facility was not economically viable and that a new leisure centre was required.
A feasibility study commissioned in January 2015 assessed the suitability of building a new leisure centre on both the existing LSSC site and a second site, Cornfields/Daisyfields to the north of the town. The findings of the study concluded the most appropriate location to be on the existing site. It also stated that a new centre is affordable and this position had been improved by the outcome of the Leisure Management contract tender exercise.
Cabinet (Decision Notice C/034/161115) approved the recommendations from the LTI WG (October 2015) to endorse the Feasibility Study report and therefore it was resolved that the new Littlehampton Leisure Centre, to include a 4-court sports hall, should be sited on the existing sea Road site and that the new facility is constructed on land occupied by the Sports Dome and adjacent overflow car park.
The Council has reviewed its options for funding and budget allocations have been made in the Capital Projects Prioritisation programme (C/033/161115).
4. Objectives
a. Delivery of operational leisure centre by April 2019
b. Demolition of existing leisure centre by December 2019
c. Reinstatement of existing site to public open space by April 2020
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5. Scope In
• Design and construction of new leisure centre in Littlehampton to an agreed facilities mix; Cabinet Ref. C/013/210714 • Flexible design to enable the facilities to be expanded or diversified • Project management of the processes required to deliver the scheme • Approvals necessary to deliver the scheme • Grant funding application • Demolition of the existing leisure centre on completion of the new centre • Reinstatement of the existing site to public open space • Fixtures and fittings
Out
• Provision of 50 metre pool • Investigation of further development sites • New infrastructure/road layouts • The supply of loose equipment (gym equipment, furnishings, etc.) • Alternative provision for the Sports Dome during the construction phase of the project
6. Constraints
• Delivery programme to ensure the new centre is operational by April 2019 • Maintaining continuity of leisure provision during construction phase and changeover to the new building • Underground infrastructure • The survey work may highlight further constraints
7. Assumptions
• There are no planning restrictions associated with the land • Risks highlighted in the detailed feasibility study can be mitigated • Changes to vehicle access and highway configuration will not be required • Change of use for section of Ruby Gardens required for new site • Arun Youth Aqua Club to remain at this location • Demolition of the existing centre to be a separate contract and to take place following opening of the new centre • Consideration will be given to the location of the existing skate park • There will be no alternative provision made for the Sports Dome during the construction phase of the project
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• Procurement of equipment for new centre will be undertaken by ADC or the leisure operator • Stakeholder engagement will be carried out at appropriate stages during the design phase. The next opportunity for wider public comment will be as part of planning application
8. Reporting
• The Project Manager will provide updates to each meeting of the Leisure, Tourism and Infrastructure Working Group with decisions recommended to Cabinet as required.
9. Deliverables
• New fully accessible leisure centre containing: - 80-85 station gym - 1 dance studio (50 capacity and capable of being divided into 2 spaces) - 1 cycling studio (25 capacity) - 8 lane, 25 metre pool - Learner pool (moveable floor) - Café (30 covers) - Multi-purpose room for parties, meetings, etc. - A four court sports hall • Demolition of existing building • Reinstatement of the demolition site to public open space • A building constructed to Sport England standards
10. Interface Projects
• Leisure and Cultural Strategy 2013 - 2028 • Leisure contract 2016 - 2026 • Grounds Maintenance contract 2017 - 2027 • Green Flag award scheme • 9 Big Ideas for Littlehampton • Service Concessions • Council Vision 2020
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11. Costs
Item Total Cost Building costs 11,156,800 Demolition of existing building and reinstatement to public open space 600,000 Preliminaries, overhead and profit Inc. Design development and framework professional fees 1,535,300 Contingency (10%) 1,120,700 Inflation (7%) 902,200 Professional fees - consultant support and technical advice 462,000 Preparatory work and client costs 100,000 Client project management and support 258,000 Total 16,13 5,000
The costs above are a best estimate at the current time and final costs will be known following the procurement process. It should be noted that costs for risk mitigation have not been included above. Further investigation of risks identified in the Risk Log will ascertain whether additional costs will be incurred and the likely impact on the project budget. These are expected to be known once the design stage commences.
12. Project Team
The project team structure:
Director/Senior Manager Leadership
Officer Workstream Areas
External Consultant Workstream Areas
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The project team collectively have a broad range of experience with the necessary skills to take the project from feasibility stage through to implementation and handover. The officer group will be supported by external consultants who will be selected for their expertise in specified areas.
The Project Board is accountable for the successful implementation of the project and will work to the following terms of reference: • Provide strategic direction and leadership to the Project Manager and have make decisions to progress the project. • Ensure the project remains aligned to the agreed objectives and deliverables. • Receive reports on project progress, issues, budget and associated risks and review the Project Initiation Document. • Sign off each completed stage of the project and authorise the next stage to commence. • Authorise deviations from previously agreed plans.
The Client Project Manager will manage the day to day activities of the project and report directly to the Project Board, updating on progress, risks and budget.
13. Risk Log The following risks were highlighted in the Detailed Feasibility Study and require further investigation to establish mitigation measures and associated costs:
ID Risk Type Score 1 Budget and project funding: Current costs based on initial surveys and early concept designs. Medium 2 Programme: Leisure provider contract requires new centre to be operational from April 2019. Low 3 Planning consent: Full planning application and approval process required. Low 4 Highways: Consultation to take place as part of planning process. Low 5 Existing site constraints: Location of sewage pipes may impact on new build design. Medium 6 High water table: Close proximity of site to sea level may impact installation of foundations. Medium 7 Existing car park: Minor alterations required but current condition unknown. Medium 8 End users/Public support: Minor disruption to residents likely during construction phase. Low 9 Neighbours/Planning: Consultation with residents during planning application. Low 10 Demolition of existing leisure centre: Asbestos removal will impact cost. Medium
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11 Flood risk: Environment Agency states location requires additional flood defence details. Medium 12 Services capacities: Existing capacity/condition of services unknown. Medium 13 Ecology/wildlife/conservation: Ecological survey required to determine presence of protected species. Medium
14. Project Plan
The proposed Strategic Programme identifies the project stages and key milestones:
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New Leisure Centre in Littlehampton Strategic Delivery Programme - Draft
Project Stages & Key Milestones 2015 2016 2017 2018 2019 2020
1. Project Definition a. Project Initiation Document
2. Project Planning a. Cabinet approval:procurement/resources b. Stakeholder Engagement Plan
3. Design a. Appointment of framework team b. Approval of frozen design c. Submission of planning application d. Confirmation of construction costs e. Planning approval
4. Construction a. Commencement of construction phase b. Leisure centre handover
5. Post-completion a. Operational leisure centre open to public b. Demolition of existing LSSC c. Reinstatement of land to POS
Reporting Leisure, Tourism & Infrastructure W.G
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AGENDA ITEM NO.7
ARUN DISTRICT COUNCIL
REPORT TO AND DECISION OF CABINET ON 8th February 2016
PART A: REPORT SUBJECT: Combined Cleansing Services Contract Retender
REPORT AUTHOR: Philippa Dart DATE: February 2016 EXTN: 37701
EXECUTIVE SUMMARY: The Council’s existing Combined Cleansing Services Contract is due to be tendered with the new contract due to commence 1st February 2017. This report follows the report to Cabinet on 20 th July as additional information has now been provided by West Sussex County Council that will have financial repercussions should Arun procure a long term waste contract at the current time. Officers would ask members to review decision notice C/012/200715 taken on 20 th July 2015 in light of changes in legislation and in compliance with the aims of the Council Vision.
RECOMMENDATIONS It is RECOMMENDED that the Cabinet approve the scope and frequency of the Combined Cleansing Services Contract and procurement terms as detailed below:
Recommendation a, b, c, e and f from decision notice C/012/200715 remain unchanged. The contract to include:
a) Street Sweeping, Litter Collection and Beach Cleaning; b) Refuse Collection and Collection of Recyclable Materials; c) Public Convenience Cleaning; e) The evaluation criteria are 50% quality and 50% price; f) A ‘Restricted’ procedure is used for the procurement;
Recommendation d which stated “the proposed contract term is for 10 years with an option of an extension of 10 years, if agreed by both parties” be changed to:
d) The proposed contract term is for three years plus an option to extend for up to three years.
Recommendation g which stated “Tenders are invited on Option 1 - weekly residual waste collection (with a wheeled bin and, in addition, without a wheeled bin), with an alternate weekly collection of recyclables within the existing wheeled blue top bin” be changed to:
g) A weekly residual waste collection service from black sacks, with an alternate weekly collection of recyclables (within the existing wheeled blue top bin).
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h) That the administration of green waste collections is carried out by the Council, including the setting of fees and collecting payments.
1. BACKGROUND:
1.1 The current Combined Cleansing Services Contract ends on 31 st January 2017. Preparatory work has commenced on the re-tender and the scope of the new contract has been considered, through member workshops on 23 rd June and 7 th July 2015.
1.2 To assist in this process, Ricardo-AEA (an environmental consultancy) was employed to provide advice on the range of services to be tendered to ensure that the contract package is attractive to the market place and that the Council receives best value.
1.3 Members will recall that the Government has sought to improve recycling quality across the local authority sector and has introduced legislation through the Waste (England and Wales) Regulations 2011.
1.4 These regulations were subsequently amended in 2012 in order to meet the European Union Revised Waste Framework Directive (rWFD) which means the UK must recycle 50% of its household waste by 2020. Failure to comply will inevitably result in severe financial penalties.
1.5 In December 2015 The European Commission (EC) announced a Circular Economy Package (CEP) which has set a 65% household recycling target across the European Union to be achieved by 2030, this also includes a target to reduce landfill to maximum of 10 per cent of all waste.
1.6 In September 2015, West Sussex County Council (WSCC) commissioned Ricardo- AEA to determine how the West Sussex Waste Partnership working as individual districts and collectively can achieve the 50% recycling target. This work is known as the recycling roadmap.
1.7 At the same time a West Sussex Waste Composition study has been undertaken to provide an analysis of the contents of both the residual waste and recycling bins across West Sussex with the aim of supporting the work undertaken by Ricardo- AEA to meet the 50% target.
1.8 This work has shown that a number of solutions will need to be implemented and a one-size-fits-all solution is not possible across West Sussex to achieve the required target.
1.9 Arun’s current recycling rate for 2014/15 is 37%. The waste composition study has shown that in Arun, 20% of the contents of the residual waste bags are made up of targeted recyclables such as paper; plastic bottles; glass and foil, if we were able to
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divert half of this into the recycling bin, our recycling rate would increase to 43%.
1.10 The work undertaken has shown a likely need to implement source-segregated food waste collections and treatment. This would require each of the District and Borough Councils to alter their respective collection arrangements to accommodate this, and the need for the development of countywide transfer station infrastructure.
1.11 The waste composition study has shown that 27% of the contents of the residual waste bags are made up of food waste such as: raw fruit; vegetables; meat and fish; cooked and prepared food; tea bags; coffee grinds and bones.
1.12 The Recycling Roadmap has shown that if we were to introduce a weekly food waste collection service and move to a fortnightly residual waste collection the recycling rate would increase to around 54%. This would meet the rWFD target of 50% recycling and would avoid any financial penalties.
1.13 Work on the recycling roadmap is on-going and will have a vast impact on the West Sussex Waste Partnership for both disposal and collection schemes and will increase costs for all parties.
1.14 The modelling shows that collection costs for food waste can be mitigated (and recycling rates increased) by linking its introduction to a reduction in the residual waste collection frequency.
1.15 A number of changes identified in the recycling roadmap are already being implemented, these include:
• The reuse and recycling of bulky waste material; • The recycling of street sweeping arisings.
2. PROPOSAL(S): 2.1 The specification will include a number of core items and provisional items that bidders will be asked to provide a price for.
2.2 Core items include:
• Street Sweeping, Litter Collection and Beach Cleaning o Requirements will include for the scavenging and collection of litter, street cleansing and sweeping, the emptying and cleaning of litter bins and dog bins, the removal of graffiti, cleansing of beaches, foreshores, promenades and coastal walks, shelters and some street furniture and the cleansing of trunk roads (A27). • Refuse Collection and Collection of Recyclable Materials o Collection of household residual waste o Collection of dry recyclables (paper, card, mixed cans, plastic bottles, plastic pots, tubs and trays, juice cartons (Tetrapak) and
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glass bottles and jars) in a wheeled bin or sacks provided by the Council. o Collection of Green waste in wheeled bins o Collection of Bulky waste o Collection of Commercial waste o Collection of Clinical waste (as a provisional item) o Collection of Food waste (as a provisional item) • Public Convenience Cleaning o The requirement will include the cleaning and minor repairs of public conveniences at an appropriate frequency (either by being site dependent or through seasonal opening times) to maintain a high standard of cleanliness at all times. This will include a need to keep adjacent areas to any sites, such as access paths, grassed areas not forming part of any other park or garden, or surfaced areas clear of litter and other waste.
2.3 Frequency:
One option has been shortlisted from those reviewed at the members seminar:
• Weekly residual waste collection service from black sacks, with an alternate weekly collection of recyclables (within the existing wheeled blue top bin).
2.4 Contract length:
The Combined Cleansing Services Contract should be a short-term contract let for a three year period plus an option to extend for up to three years.
A short term contract will allow the Council to continue with the current level of service to residents whilst work is undertaken by West Sussex Waste Partnership officers to work towards achieving the 50% recycling target by 2020 and 65% by 2030. The outcome of this work will then form the basis of a long term contract to commence after 2020 taking into account affordability and the Council’s vision.
2.5 Ad-hoc items which have been added to the Contract and which may be provided upon request will include:
• Weed spraying to supplement the County Council’s operations; • Chewing gum removal from areas outside of the town centres; • The application of anti-graffiti coatings.
2.6 Core items new to the existing contract will include:
• Street washing, particularly of the new paved surfaces in Littlehampton, Riverside Walk, Pier Road and London Road, Bognor Regis; • On-vehicle communication livery on body panels (vehicle decal) – to be changed on an annual basis or as required, for the promotion of recycling
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/ waste minimisation.
2.7 To maximise recycling rates and income, officers advise members that the administration of green waste collections should be undertaken by the Council, this would include: setting the fees; processing payments, signing up customers and promoting the service to residents.
2.8 THE TENDER PROCESS
2.9 The Council has been advised to procure its contract separately. Neighbouring authorities are not at the same stage in their contract cycle and do not have a defined deadline to meet. There are a number of risks to joint procurement, but the overriding concern would be that the process could be delayed and the Council would not meet its deadline of 31 st January 2017.
2.10 Following the guidance of the Procurement Officer and Ricardo-AEA, it is proposed that the Council follow the restricted procurement route. This involves a pre- qualification stage where potential bidders are short-listed based on their financial standing and track record, followed by a single competitive tender stage.
2.11 The proposed tender process:
2016
Advert Placed – Official Journal of the European Union and the UK April Government’s Contract Finder
April Pre-Qualification Questionnaires Issued
TBC Bidders Open Day
May Questionnaires Assessed
June Invitations to tender Issued
August Tenders returned and assessed
Cabinet decision to appoint contractor in accordance with the October Councils purchasing procurement rules.
October/November Alcatel Period
November Contract Award
November/January Mobilisation
2017
February New contract commences
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2.12 In accordance with the timetable, the contract will be awarded on the basis of the most economically advantageous tender (MEAT). Using this approach, consideration will be given to issues such as quality, service delivery methods, innovation, customer care and sustainability, as well as price.
2.13 It is proposed that the criterion for evaluating the tenders will be 50% quality and 50% price. The purpose of the tendering exercise is to ensure that the Council achieves a high quality service for an appropriate fee. Setting the criterion at this level provides the Council with the ability to take advantage of the experience, knowledge and expertise of each tenderer when evaluating each submission.
2.14 CONCLUSION
2.15 The scope of the Combined Cleansing Services Contract will remain largely unchanged. Method statements will be required to ensure that the recycling is maximised and the service provides flexibility.
2.16 The uncertainty around future waste disposal and collections options due to the Revised Waste Framework Directive and European Commission’s Circular Economy Package provides Arun with a risk if it enters into a long term waste contract at this time as the 2020 and 2030 waste targets would not be reached. A short-term contract allows time to undertake detailed work as part of the West Sussex Waste Partnership and allow a long term contract to reach the required waste targets considering all available options.
2.17 Cabinet is recommended to approve the changes to the scope of the Combined Cleansing Services Contract on the basis of the procurement terms as detailed below:
• The contract term is for three years plus an option to extend for up to three years; • A Weekly residual waste collection service from black sacks; • That the administration of green waste collections is carried out by Arun District Council.
3. OPTIONS: 1. To approve the scope of the Combined Cleansing Services Contract as set out in above.
2. Not to approve the changes to the scope of the Combined Cleansing Services Contract.
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4. CONSULTATION: Has consultation been undertaken with: YES NO Relevant Town/Parish Council V Relevant District Ward Councillors V Other groups/persons (please specify) All Members invited to 2 briefing workshops on the 23 V June 2015 and 7 July 2015
5. ARE THERE ANY IMPLICATIONS IN RELATION TO YES NO THE FOLLOWING COUNCIL POLICIES: (Explain in more detail at 6 below) Financial – Head of Finance has received a copy of
the report V Legal – Head of Legal & Administration has received a
copy of this report V
Human Rights/Equality Impact Assessment V Community Safety including Section 17 of Crime & Disorder Act V Sustainability V Asset Management/Property/Land V Technology V Other (please explain) V
6. IMPLICATIONS: Financial : Contractual agreements. Weekly residual waste collection service (within a black bag) with an alternative weekly collection of recyclables (within the existing blue top bin) will be unlikely to release any contract savings. Additional work from Ricardo-AEA on the short-term contract will incur an additional cost of £7,968 this will be covered by the budget already approved by Cabinet for the works. The contract documents that have been developed would be reused for the long term contract without the need for significant changes. Asset Management: The contract will include buildings owned by the District Council. Environmental: All Local Authorities have an EU Target to achieve 50% recycling by 2020. There is an expectation that if Local Authorities do not reach this target then they will be subject to fines.
7. REASON FOR THE DECISION: To establish the scope of the Combined Cleansing Services Contract and procurement
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terms in light of changes in environmental legislation and the West Sussex County Council recycling roadmap.
8. BACKGROUND PAPERS: Summary TEEP Test Arun http://www.arun.gov.uk/download.cfm?doc=docm93jijm4n7579.pdf&ver=7315
TEEP Report Arun District Council Final http://www.arun.gov.uk/download.cfm?doc=docm93jijm4n7581.pdf&ver=7317
Cleansing Contract Workshop presentation http://www.arun.gov.uk/download.cfm?doc=docm93jijm4n7580.pdf&ver=7316
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Agenda Item 7 - Appendix
ARUN DISTRICT COUNCIL – INITIAL EQUALITY IMPACT ASSESSMENT
1. What is the name of the service / policy?
Combined Cleansing Services Contract (CCSC)
2. Briefly describe the aims of the service / policy
To provide cleansing services including: refuse; recycling; street cleansing; public convenience and beach cleaning in the Arun District.
3. Are the aims consistent with the Council’s Equalities Policy? On what basis?
Yes – the contractor will directly supply services on behalf of the Council that will comply with the terms of The Equality Act 2010 and Arun’s Equality and Diversity Policy (July 2014).
4. Is there any evidence to suggest that this service / policy could have an adverse impact on some groups of people? Use the table to tick:
(a) where you think the service / policy could have a positive impact on any of the groups or contribute to promoting equality, equal opportunities or improving relationships within the target groups.
(b) where you think the service / policy could have a negative impact on any of the equality target groups i.e. it could disadvantage them
Insufficient Positive Negative Reason data Impact Impact e.g. access / take-up Gender P
Race P Disability Delivered via access to assisted collections P for residents. Age This contract encourages practical P involvement from all age groups. Belief
P Sexuality P
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Agenda Item 7 - Appendix
5. If, in your judgement, the proposed service / policy does have an adverse impact, can that impact be justified? How do you intend to deal with that impact / or lessen that impact?
No adverse impact.
Name of manager undertaking the assessment:
Service Area: Cleansing
Date completed: 7th Jan 2016
Requirement for a formal Equalities Impact Assessment: NO
If YES, what is your timetable for completing this?
Who else will you need to be working with to do this work e.g. partners, contractors etc?
The Cleansing Operations Manager will work with the appointed contractor to deliver waste services that comply with Arun’s Equalities and Diversity Policy (July 2014) and The Equality Act 2010.
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AGENDA ITEM NO. 8
ARUN DISTRICT COUNCIL
REPORT TO AND DECISION OF CABINET ON 8th FEBRUARY 2016
PART A : REPORT SUBJECT: Arun District Council Budget 2016/17
REPORT AUTHOR: Alan Peach, Head of Finance and Property DATE: January 2016 EXTN: 37558
EXECUTIVE SUMMARY: The report sets out the Revenue and Capital Budgets for 2016/17 for both the General Fund and the Housing Revenue Account.
RECOMMENDATIONS The recommendations are contained within section 10 of the Budget report in appendix A.
Cabinet is requested to note that the Head of Finance and Property, in consultation with the Deputy Leader of the Council and Cabinet member for Corporate Governance, has approved a Council Tax base of 57,803 for 2016/17.
10.2 Cabinet is requested to recommend to Full Council that:
i. The General Fund Revenue budget as set out in Appendix 1 is approved.
ii. Arun’s band D council tax for 2016/17 is set at £164.52, an increase of 1.95%.
iii. Arun’s Council Tax Requirement for 2016/17, based on a Band D Council Tax of £164.52, is set at £9,509,750 plus parish precepts as demanded, to be transferred to the General Fund in accordance with statutory requirements.
iv. The HRA budget as set out in Appendix 2 is approved.
v. The HRA rents for 2016/17 are set at 1% below the current year’s level in accordance with the provisions of the Welfare Reform and Work Bill.
vi. HRA garage rents are increased by 5% to give a standard charge of £10.12 per week, and heating and water/sewerage charges increased on a scheme by scheme basis, with a view to balancing costs with income.
vii. The Capital budget as set out in Appendix 3 is approved.
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1. BACKGROUND: Prior to the start of each financial year, the Council sets its budget, Council Tax levels and housing rent levels for the year. 2. PROPOSAL(S): The Cabinet is requested to consider the report and to approve the recommendations. 3. OPTIONS: None 4. CONSULTATION:
Has consultation been undertaken with: YES NO Relevant Town/Parish Council Relevant District Ward Councillors Other groups/persons (please specify) Overview Select Committee 5. ARE THERE ANY IMPLICATIONS IN RELATION TO YES NO THE FOLLOWING COUNCIL POLICIES: (Explain in more detail at 6 below) Financial Legal Human Rights/Equality Impact Assessment
Community Safety including Section 17 of Crime & Disorder Act Sustainability Asset Management/Property/Land Technology Other (please explain) 6. IMPLICATIONS: The budget will form the main reference point for financial decisions made in 2016/17.
7. REASON FOR THE DECISION: To ensure that the council has a firm financial basis for conducting its business in 2016/17.
8. BACKGROUND PAPERS: Correspondence from the DCLG (Department of Communities and Local Government) and Department for Work and Pensions. Budget Working Papers (held by Accountancy).
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Appendix A
ARUN DISTRICT COUNCIL BUDGET 2016/17
REPORT BY THE HEAD OF FINANCE AND PROPERTY
1. Introduction
1.1 This report sets out the Capital, Housing Revenue and General Fund Revenue budget for 2016/17. These budgets have been prepared taking account of the following:
• The Medium Term Financial Strategy 2015/16 to 2020/21 considered at Cabinet 16th November 2015
• The provisional Local Government Finance settlement issued by the Department of Communities and Local Government (DCLG) in December 2015
• Housing Revenue Account business plan
• The 2015 Spending Review
1.2 The Local Government Act 2003 requires the Chief Financial Officer to report on the robustness of the estimates made for the purposes of calculating Council Tax and housing rent levels, and the adequacy of the proposed financial balances. I am satisfied that the estimates, as presented in the draft budget, are sufficiently robust and that the reserve balances proposed for 2016/17 are adequate. However, there are concerns relating to the HRA balance from April 2017 onwards as outlined in paragraph 7.5.
2. Local Government Finance Settlement and Council Tax
2.1 The provisional Local Government Finance Settlement issued by the Department of Communities and Local Government (DCLG) in December 2015 is the fourth year of funding under the new Business Rates Retention scheme.
2.2 The scheme focuses on promoting economic growth through retention of business rates. This is a significant change in the way Central Government financially supports Local Councils from 2013/14 onwards.
2.3 The Business Rates Retention scheme has transferred a considerable risk to the council by linking DCLG support directly to the local economy. This is a strong incentive for the Council to ensure that the business ratings list is fully inclusive and to encourage a buoyant local economy. It is also important to note any significant negative changes in the value of the ratings list will directly reduce the level of funding received in future, such as valuation appeals which can go back a number of years.
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Appendix A
2.4 The Council has set up a specific Business Rate Equalisation Reserve to help mitigate the risk associated with the volatility of the scheme.
2.5 The 2015 Spending Review announced a number of significant changes in the way Local Government will be funded in the future. The announcements made confirmed the proposal for the 100% business rate retention by 2020. It is anticipated that this will go out to consultation during 2016. There is anticipated to be a shift between the tiers of local government and the potential of transferring extra responsibility (and cost) to Local Government.
2.6 The New Homes Bonus (NHB) was introduced in 2011/12. The aim of the grant is to create an incentive which rewards local authorities that deliver sustainable housing growth in their areas. The basis of the grant is that for each new housing unit delivered an annual bonus of £1,500 (band D equivalent) will be paid for six years (of which 80% is paid to the District Council and 20% to the County Council). In addition, a £350 bonus is also paid for each additional unit of affordable housing.
2.7 The New Homes Bonus increased by £926k to £4.014m for 2016/17. The Council has had significant benefits from the New Homes Bonus. However, the increasing amount of NHB awarded should be considered in light of significant reductions in other sources of external funding, notably Revenue Support Grant. The level of NHB is summarised in the table below:
NHB Payment relating to: 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 £'000 £'000 £'000 £'000 £'000 £'000 2011/12 509 509 509 509 509 509 2012/13 556 556 556 556 556 2013/14 1,000 1,000 1,000 1,000 2014/15 484 484 484 2015/16 539 539 2016/17 926 Total 509 1,065 2,065 2,549 3,088 4,014
2.8 There is a proposal to change the New Homes Bonus, which is currently out to consultation. The potential changes include a reduction in the number of years on which current and future payments are made; a reduced level of grant for those authorities that have not published or adopted a Local Plan; withholding grant for developments approved on appeal; and a deadweight adjustment for development which would have been judged to have occurred naturally without the NHB incentive. The changes are anticipated to take effect from 2017/18. The changes will almost certainly lead to significant reductions in NHB and an assessment will be made following the conclusion of the consultation exercise.
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Appendix A 2.9 The changes in Government grant funding are summarised in the table below:
Non-Ringfenced Grant Income 2015/16 2016/17 Change £`000 £`000 £`000 Business rates retention* 3,491 3,183 (308) Revenue Support Grant (RSG)** 2,820 1,666 (1,154) Total Formula Grant: 6,311 4,849 (1,462)
New Homes Bonus: 3,088 4,014 926
Other non-ringfenced grants: Housing Benefits Administration Grant 634 524 (110) Localising Council Tax Support Administration Grant 175 157 (18) Localising Council Tax Support s32 Grant 29 0 (29) Business rates collection allowance 174 174 0 Total Other Non-ringfenced grants: 1,012 855 (157) Total non-ringfenced grant income 10,411 9,718 (693) *including s31 grants, Tariff and Levy ** RSG adjusted for Council Tax Freeze Grants
2.10 The Council Tax income figure of £9.510m for Arun (excluding Parish/Town Councils) referred to in the General Fund Summary is based on an Arun Band D Council Tax of £164.52 (an increase of £3.15 per annum or 1.95%). This is the first increase since 2010/11.
3. Budget Assumptions
3.1 The budget for 2016/17 includes provision for a 1.0% pay award. As in previous years, no provision has been made for price increases in goods, services and contracts except where there is clear evidence of the need for it.
3.2 The budget reflects the loss of the 3.4% Employers National Insurance Contribution contracting out rebate resulting from the Governments single tier pension.
3.3 With regard to fees and charges, increases have been applied either in accordance with statutory provisions, or, where the Council has discretion, having regard to specific service circumstances. The fees and charges for car parks have been increase by an average of approximately 11%.
3.4 HRA rents have been set at 1% below the 2015/16 current year’s level in accordance with statutory provisions (Welfare Reform and Work Bill).
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Appendix A 4. General Fund Revenue Budget
4.1 A summary of the General Fund Revenue budget showing 2015/16 Original Budget and 2016/17 proposed budget, summarised by Service Portfolio is shown in Appendix 1 . A summary of the projected movement on General Fund Reserve is shown in the table below:
General Fund Reserve Movement Original Current 2016/17 Budget Budget Budget £`000 £`000 £`000 Net Budget Requirement 25,094 26,106 23,851
Financed by: Government Grants and Retained Business Rates (10,411) (11,148) (9,718) Council Tax (12,809) (12,809) (13,310) Taken From / (Added to) Balances 1,874 2,149 823
General Fund Balance 01 April 2015* 12,035 12,035 10,664 Supplementary Estimates (275) Outturn on General Fund (1,874) (1,874) (823) Current Budget Variation Estimated Outturn 2015/16 0 778 General Fund Balance 31 March 2016 10,161 10,664 9,841 * current budget estimate November 2015
4.2 The proposed 2016/17 budget draws (£0.823m) from reserves, a change of (£1.051m) from the 2015/16 original budget. Budget monitoring as at November 2015 is showing a current budget variation of £778k, resulting in an estimated draw down from reserves of (£1.371m) for 2015/16 after supplementary estimates totalling (£275k).
4.3 The (£823k) proposed draw down from reserves for 2016/17 includes £1.560m revenue funding towards a significantly enhanced capital programme (approved by Cabinet in November 2015. It should be noted that this expenditure is one-off in nature.
4.4 The Council is anticipating the receipt of significant s106 sums for maintenance in perpetuity in respect of a number of sites and these sums will enhance the forecast level of General Fund balance. However, the receipt of these sums will also lead to the requirement for additional revenue expenditure in respect of maintaining the relevant sites. These sums are not included in the budget for 2016/17 as the timing of the receipts is not certain.
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Appendix A 4.5 A summary of headline changes is given below:
General Fund Budget 2016/17 Changes +/- £ 50k Service changes: £`000
Pay award 126 Superannuation rate increase 90 Increase in employers national insurance contributions 217 Planning market supplement 139 Rent Allowances changes in claimant status 274 Fall out of 2015 District Election (100) Registration of Electors (Individual Elector Registration) 54 Empty Homes grants programme end of 2 year programme (50) Increase in income (452) Major contracts inflation 79 Leisure Management contract reduction net (400) Recycling credits (175) HRA recharge (95) IT rolling programme from projects 115 Other net service changes in service budgets <£50k 9 Net change in service budgets (169)
Change in required Contingencies 489 Parish grant taper (143) Council Tax Income increase (350) Collection Fund surplus (80) Earmarked Reserves funding change (345) Interest & investment income (59) Capital expenditure financed from revenue change in capital programme (1,038) Change in Retained Business Rates 308 Reduction in RSG 1,154 Additional New Homes Bonus (926) Other non-ringfenced grants 157 Other changes <£50k (49) Net change in budgeted reserve movement (1,051)
Reserve 2015/16 budgeted draw down (1,874) Reserve 2016/17 budgeted draw down (823) Net reserve change 1,051
4.6 The headline changes show that there is significant pressure on demand led services like Housing Benefit (and Homelessness). Overall the service budgets have not significantly changed from the previous year. The changes have all been specific with minimal general upward drift in the cost of service delivery. The single biggest increase has been in the cost of establishment inflationary increases through the pay award and changes in employers’ pension and national insurance contributions.
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Appendix A 4.7 The tendering of the Leisure Management contract is anticipated to deliver savings of around (£400k) depending on certain mobilisation issues.
4.8 The Registration of Electors budget has been under considerable pressure due to the processes required for the Individual electoral representation (IEA) introduced in 2014. Additional funding was received in previous years but there has been no indication of additional funding for this service for 2016/17. The additional costs of £54k mainly relate to postages and printing.
4.9 The contingencies budget is assessed each year as a provision for known possible service changes that have not been sufficiently developed to fully cost into the budget. The budget includes £380k for projects relating to the new investment projects (paragraph 8.4) which are not capital by definition and cannot be included in the capital programme.
4.10 The Environment Agency (EA) is responsible for managing local water courses. There are two Internal Drainage Districts (IDDs) which fall within the Arun District (River Arun Drainage Board; and South West Sussex Drainage Board). The total levy for both IDDs was £149k for 2015/16. The EA anticipates that the IDDs in the Arun District will be abolished by the autumn of 2016, subject to ministerial (Defra) approval. The responsibility for managing local water courses will then transfer to the Council. Latest indication is that £107k will be requested for 2016/17 (with any unspent balances being returned to the Council). A sum of £43k has also been included in the contingencies budget for 2016/17 for the costs of a post to ensure a smooth transition when the Council takes on the IDDs functions. A full report will be prepared for cabinet when further details become available.
4.11 The budget contains an £1.078m contribution from the specific Business Rate Equalisation Reserve which the Council has set up to help mitigate the risk associated with the volatility of the Business Rate Retention scheme.
4.12 Income from fees, charges and rents are included within net cost of service. In total this amounts to overall financing of £3.8 million. Income is a key risk area to the budget as it is predominantly externally influenced, without a direct link to service cost and each source is unique. Total income has increased by (£452k). The main income variations are summarised in the following paragraphs.
4.13 The budget for car parking charges has been increased by (£124k). Fees have not been increased for a number of years for reasons including the support of the local economy. A review of parking charges by the Environmental Services and Community Development Working Group (13 th October 2015) confirmed that charges were below those of other Local Authorities and had not kept up with inflation and therefore recommended that charges be increased in a number of car parks (see also Cabinet 16 th November 2015).
4.14 The budget for Development Control fees has been increased by (£140k) to more closely align with recent outturns.
4.15 The budget includes (£121k) of new property services income relating to the provision of beach huts. There are also projects identified in the new investment programme which will lead to future increases in income.
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Appendix A 4.16 The graph below shows income by source and value, and demonstrates trend. The income estimates included in 2016/17 appear robust.
5. Earmarked Reserves
5.1 Earmarked Reserves are amounts of money specifically identified for operational purposes and held alongside the General Fund for drawdown as required. The total value of earmarked reserves at the end of 2014/15 financial year was £11.458m, with approved in-year virements of £4.304m during 2015/16. The carry forward balance into 2016/17 will therefore be a minimum of £7.154m, depending upon the amount of budget variation during 2015/16. Budget expenditure relating to these reserves is isolated from the cost of service for General Fund financing purposes. Earmarked reserves are drawn down into the budget as required through the virement approval process.
6. Risk analysis
6.1 Corporate and Operational risk registers have been reviewed for financial implications as part of the budget process on the criteria of probability of occurrence and materiality of impact upon balances.
6.2 The Our Future Council 2020 Vision report considered at full Council on 13 th January 2016 summarises the progress that has made on the transformation process and outlines the next stage of the programme. At the point in time it is not possible to estimate the likely cost of the transformation programme with any degree of accuracy. A further report is due to go to Council to outline the required cuts and the potential costs associated with the changes which are likely to require a supplementary estimate during 2016/17 (as detailed in the report).
6.3 The NHB funding is currently out to consultation (as mentioned in 2.8 above). The potential change relating to a reduced level of grant for those authorities that have not published or adopted a Local Plan is a significant risk to future budgets. 6.4 The level of New Homes Bonus (NHB) has been relatively buoyant but this could easily change if the level of house building tailed off in the District and this is closely monitored on a monthly basis.
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Appendix A
6.5 No provision has been made in the HRA budget in respect of the proposed levy re the sale of high value dwellings (7.8). No firm data has been made available in time to set the budget for 2016/17. There will almost certainly be significant adverse consequences for the HRA, leading to a further reduction in the level of balance.
6.6 The Council has gained substantial benefit from business rate growth, particularly due to the opening of new supermarkets in the district. However, there is a risk that the level of business rate appeals is more than has been anticipated and this risk lies with local government. The Council has set up a Business Rate equalisation reserve to mitigate this risk.
6.7 No further significant risks have been identified relating to 2016/17. However, some lesser risks are inherent within the overall budget. These are discussed below.
6.8 Income: the budget includes £3.8 million from fees, charges and rents; these have been set on the basis of achievement of the level of predicted income and previous outturn, including known changes in environment. A potential risk could be a poor summer resulting in lower car park income. A review of income has been undertaken and it is considered to be achievable.
6.9 Vacancy management factor continues to be set at £450k. The achievement of the target is dependent upon strict control of vacancies due to the low rate of staff turnover.
6.10 Homelessness: The number of people presenting as homeless is increasing, resulting in financial pressures on the Council. The mitigation is to ensure strict application of the eligibility criteria, sign posting to other more appropriate organisations and getting people onto Housing Benefit as soon as possible.
7. Housing Revenue Account Budget
7.1 A summary of the Housing Revenue Account (HRA) budget, including Major Repairs Reserve, is shown at Appendix 2.
7.2 A complete reappraisal of the current year’s HRA was undertaken as part of the budgetary process. The financing of the acquisition/new build programme was reassessed in the light of the available level of “1 for 1” receipts and a number of savings identified. However, these savings were more than offset by additional repair & maintenance costs, particular in respect of void dwellings (this issue is the subject of a separate Cabinet report). All these changes are reflected in the opening HRA balance for 2016/17.
7.3 The budget includes the approved acquisition/new build programme of £8m (49 dwellings). It is assumed that this programme will be funded from a mix of borrowing and “1 for 1” receipts. 7.4 HRA rents for 2016/17 have been set at 1% below the current year’s level in accordance with the provisions of the Welfare Reform and Work Bill.
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Appendix A 7.5 The HRA balance is expected to reduce steadily from April 2017, falling to below the recommended minimum level of £2m during 2020/21.
7.6 The phasing of the acquisition/new build programme will need to be carefully monitored to ensure that the requirements of the “three year rule” are met. (“1 for 1” receipts must be spent within three years or returned to the Government plus interest at 4% above base rate).
7.7 The priority given to the acquisition/new build programme means that there is no budgetary provision for major works at the sheltered schemes or for any possible emergency works relating to the existing stock
7.8 No provision has been made in respect of the proposed levy re the sale of high value dwellings. (This levy is intended to fund discounts for housing association tenants exercising their Right to Buy). No firm data is yet available but there will almost certainly be significant adverse consequences for the HRA, leading to a further reduction in the level of balance.
8. Capital, Asset Management and other projects Budget
8.1 A summary of the Capital, Asset Management and other projects budget is shown at appendix 3
8.2 The new capital programme for 2016/17, together with the proposed method of financing, is set out in the table below. The programme includes the second stage of the major investment programme approved by Cabinet at its November 2015 meeting. 2016/17 Capital Programme General Fund : £`000 New Investment Programme (Phase 2) 1,890 Asset Management 690 Disabled Facilities Grants 800 Other 1,153 Total General Fund 4,533
Housing Revenue Account : Improvements (including Decent Homes) 2,255 Total Housing Revenue Account 2,255
Total programme 6,788
Financed by : Capital Grants (Disabled Facilities Grant) 794 Capital Receipts 716 Charge to General Fund 1,870 Charge to Housing Revenue Account 2,255 Total Financing 5,635
Net Borrowing Requirement 1,153
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Appendix A 8.3 The budget assumes capital receipts financing of £0.716m and prudential borrowing of £1.153m (for works at the Arun Leisure Centre). However, the actual use of capital receipts and prudential borrowing will depend on the nature of the expenditure incurred and the availability of alternative funding sources.
8.4 The enhanced new investment programme for 2016/17 includes expenditure that is not capital by definition and has therefore been included in the Contingency and Special Items budget to be vired to service when further detail is known. The table below shows the budgets for 2016/17. The budgets for 2017/18 and 2018/19 are also included, however, it should be noted that these budgets will be subject to annual appraisal and approval.
2016/17 New Investment Programme £`000 £`000 £`000 2016/17 2017/18 2018/19
Civic Centre Windows (phase 2 of 3)* 120 120 Public Toilets (phase 2 of 5)* 200 200 200 Beach Hut Replacement (phase 2 of 2)* 110 Resurfacing (phase 2 of 2)* 100 Play Area Investment (phase 2 of 5)* 100 100 100 EH IT System** 170 Marine Park Gardens Café 180 Bognor Regis Seafront Hub (additional) 50 RSL Housing Programme (phase 3 of 5)* 100 100 100 LSSC New Build Capital ** 610 7,800 6,350 LSSC New Build Revenue ** 150 70 50 Community Flood Fund (phase 1 of 3)*** 250 250 250 Future Schemes*** 130 0 100
2,270 8,640 7,150
* Included in the Capital Projects Prioritisation Report 15th September 2014 - C/031/150914 ** Assumptions made with regards to the timings of cashflows and also the split between Revenue & Capital, at this time it is assumed that Project Management and Consultancy are revenue. *** In contingency for 2016/17
8.5 Arun has entered into an agreement with the Government to retain the additional receipts generated by the relaxation of the Right to Buy discount rules (“1 for 1” receipts), subject to these receipts being used for the provision of new social housing and Arun matching every £30 of receipts with £70 of its own funding (the 70/30 rule). At current sale levels, these “1 for 1” receipts are accruing at the rate of some £0.840m per annum, which means that Arun is required to spend £2.800m in total (£0.840m X 100/30) per annum on the provision of new social housing.
8.6 The Local Authority Mortgage Scheme (LAMS) has been developed by CAPITA Asset Services to assist first time buyers who can afford mortgage repayments but are unable to fund the level of deposit required by the lenders. If the first time buyer meets the strict lending requirements of the financial institution and has a
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Appendix A 5% deposit the Council would indemnity to the value of the difference between the loan amount (typically 75% of property value) and a 95% loan. The first time buyer would be able to obtain a 95% mortgage on similar terms to a 75% mortgage. The indemnity will be in place for a fixed 5 year period and would only be called upon if a loss is incurred by the lender. The scheme will be subject to a maximum per dwelling and a total indemnity of £1m. The details of the LAMS is contained in a separate report to be considered at full Council on 23 rd February 2016.
9. Conclusion
9.1 The General Fund revenue budget and Capital budgets are set robustly within the medium term financial strategy.
10. Recommendations:
10.1 Cabinet is requested to note that the Head of Finance and Property, in consultation with the Deputy Leader of the Council and Cabinet member for Corporate Governance, has approved a Council Tax base of 57,803 for 2016/17.
10.2 Cabinet is requested to recommend to Full Council that:
i. The General Fund Revenue budget as set out in Appendix 1 is approved.
ii. Arun’s band D council tax for 2016/17 is set at £164.52, an increase of 1.95%.
iii. Arun’s Council Tax Requirement for 2016/17, based on a Band D Council Tax of £164.52, is set at £9,509,750 plus parish precepts as demanded, to be transferred to the General Fund in accordance with statutory requirements.
iv. The HRA budget as set out in Appendix 2 is approved.
v. The HRA rents for 2016/17 are set at 1% below the current year’s level in accordance with the provisions of the Welfare Reform and Work Bill.
vi. HRA garage rents are increased by 5% to give a standard charge of £10.12 per week, and heating and water/sewerage charges increased on a scheme by scheme basis, with a view to balancing costs with income.
vii. The Capital budget as set out in Appendix 3 is approved.
11. Background Papers
Correspondence from DCLG and Department for Work and Pensions Budget working papers held by Accountancy
Contact: Alan Peach, Head of Finance and Property Ext: 37558
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Appendix 1 General Fund Revenue Budget Summary
Actual Budget Budget 2014-15 Description 2015-16 2016-17 £'000 £'000 £'000 Cost of Service 689 Community Services 679 778 1,905 Corporate Governance 1,800 2,074 544 Council Strategy 442 445 925 Environmental Services 1,735 1,831 1,453 Housing 1,020 1,001 5,935 Leisure and Amenities 5,013 3,997 393 Planning & Infrastructure 1,187 1,229 8,586 Support Services 7,976 8,423 0 Vacancy Management (450) (450) (1,171) Recharges to Housing Revenue Account (1,041) (1,136) 19,259 Total Cost of Service: 18,361 18,192 Corporate Cost 3,440 Parish Precepts 3,589 3,660 431 Grant payments to parishes 287 144 250 Other precepts and levies 253 210 (527) Interest & investment income (411) (470) 0 Contingencies / miscellaneous 775 1,264 3,018 Contribution to/(from) earmarked reserves (1,863) (2,208) 418 Capital expenditure finance from revenue 2,908 1,870 1,228 Pension deficit contributions 1,195 1,189 8,258 Total Corporate Cost: 6,733 5,659 27,517 Total Net Budget Requirement 25,094 23,851 Financed By (5,300) Retained Business Rates (3,491) (3,183) (3,768) Revenue Support Grant (2,820) (1,666) (2,550) New Homes Bonus (3,088) (4,014) (1,540) Other non ringfenced grants (1,012) (855) (9,020) Council Tax Income - Arun Excluding Parishes (9,160) (9,510) (3,440) Council Tax Income - Town & Parish Councils (3,589) (3,660) (100) Collection Fund deficit/(surplus) (60) (140) (25,718) Total External Finance: (23,220) (23,028) 1,799 Transfer (to) / from General Fund Reserve 1,874 823
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Appendix 2 Housing Revenue Account Budget Summary
Actual Budget Budget 2014-15 Description 2015-16 2016-17 £'000 £'000 £'000 Expenditure 4,798 Supervision and management 4,622 4,991 3,770 Repairs and maintenance 3,958 4,434 2,480 Financing of capital expenditure 2,572 2,255 5,316 Net loan charges 5,250 5,250 16,364 Total Expenditure: 16,402 16,930 Income (16,141) Rents (dwellings, garages, hostels, other property) (16,307) (16,092) (598) Charges for services and facilities (610) (631) (76) Interest on balance (27) (92) (16,815) Total Income: (16,944) (16,815) (451) HRA (surplus) / deficit (542) 115
(5,927) Balance brought forward (2,599) (5,478)
(6,378) Balance carried forward (3,141) (5,363)
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Appendix 3 Capital, Asset Management and other projects Budget Summary
Actual Budget Budget 2014-15 Description 2015-16 2016-17 £'000 £'000 £'000 Capital expenditure by portfolio Corporate Governance 2,502 Asset Management 2,078 1,450 309 IT 1,140 170 0 Empty Homes 0 0 774 Council Strategy 0 0 1,452 Environmental Services 100 100 3,566 Housing 3,572 3,055 58 Leisure & Amenities 0 1,913 163 Planning & Infrastructure 100 100 8,824 Total Expenditure: 6,990 6,788 Summary 5,898 General Fund 4,418 4,533 2,926 Housing Revenue Account 2,572 2,255
8,824 Total Expenditure 6,990 6,788
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AGENDA ITEM NO.9
ARUN DISTRICT COUNCIL
REPORT TO AND DECISION OF CABINET ON 8th FEBRUARY 2016
PART A: REPORT SUBJECT: Local Authority Mortgage Scheme (LAMS)
REPORT AUTHOR: Alan Peach DATE: January 20 16 EXTN: 37558
EXECUTIVE SUMM ARY: This report seeks approval for the introduction of a Local Authority Mortgage Scheme (LAMS) with a view to assisting first time buyers who can afford mortgage repayments but are unable to fund the level of deposit required by the lenders.
RECOMMENDA TIONS Cabinet is requested to;- 1. Consider this report. 2. Approve, in principal, the introduction of a Local Authority Mortgage Scheme. 3. Seek Full Council approval for the scheme to operate with a maximum total indemnity of £1m. 4. Delegate the detailed parameters of the scheme to the Head of Finance and Property and Head of Legal and Administration.
1. BACKGROUND: Many prospective first time buyers can afford the mortgage repayments for their chosen property but are unable to fund the level of deposit required by the lenders. This can result in them remaining in social/affordable housing units, thereby reducing the availability of this type of accommodation for those who have a greater need. To address this Capita Asset Services (then Sector Treasury Services) set up a pilot scheme to assess the viability of a new Local Authority Mortgage Scheme (LAMS). Following the successful completion of the pilot scheme LAMS was developed and implemented across the UK. The scheme was designed as a low risk means of assisting first time buyers and works broadly along the following lines;- • The local authority sets three qualifying criteria – the maximum level of indemnity/guarantee, the maximum loan size and the qualifying post codes (typically those covering the district) • If a potential first time buyer meets these criteria and also meets the strict credit criteria applied by the lender, the local authority will provide an indemnity to the value of the difference between the typical loan amount (75% of property value) and a 95% loan. The potential buyer will therefore obtain a 95% mortgage on similar terms to a 75% mortgage but without the need to provide the substantial depositPage usually63 of 149 required.
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• The local authority indemnity will be in place for a fixed 5 year period for each mortgage granted under the scheme. This may be extended for a further 2 years where a particular mortgage is in arrears in the last 6 months of the initial 5 year period. • The indemnity would only be called on if a loss is crystallised by the lender. • The local authority receives a premium in the region of £500 to £1,000 for each mortgage completion. • The scheme is administered by Capita Asset Services on behalf of the authority. • Although it is not possible to restrict the scheme to those who already live and work in the Arun District, experience has shown that in excess of 96% of all LAMS mortgages granted have been for local people. Further, it is likely that the small proportion of cases from outside the district will be key workers who will also be contributing to the local economy in terms of paying council tax and purchasing local goods and services. • The scheme is not available for HRA tenants wishing to exercise their Right to Buy.
Risk Analysis Arun is indemnifying the mortgage lender for up to 20% of the value of each property where a mortgage is granted under the scheme. This indemnity could be called on if a loss is crystallised by the lender. However, the strict credit criteria applied by the lenders will minimise the risk of the indemnity being called in. It’s worth noting that to date some 60 local authorities are running, or have run, LAMS schemes and as yet there has not been a single case of an indemnity being called on.
2. PROPOSAL(S): To provide assistance to first ti me buyers by introducing a Local Authority Mortgage Scheme (LAMS), as outlined in the report, with a maximum total indemnity of £1m. 3. OPTIONS: Not to introduce the LAMS scheme, foregoing a means of providing assistance to first time buyers. 4. CONSUL TATION:
Has consultation been undertaken with: YES NO Relevant Town/Parish Council V Relevant District Ward Councillors V Other groups/persons (please specify) V 5. ARE THERE ANY IMPLICATIONS IN RELATION TO YES NO THE FOLLOWING COUNCIL POLICIES: (Explain in more detail at 6 below) Financial V
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Human Rights/Equality V Community Safety V Sustainability V
Asset Management/Property/Land V Technology V Other (please explain) V 6. IMPLICATIONS: The proposed scheme will provide assistance to first time buyers.
7. REASON FOR THE DECISION: To provide assistance to first time buyers.
8. BACKGROUND PAPERS: Brochure and factsheet from Capita Asset Services. Brochure and Factsheet .pdf
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AGENDA ITEM NO.10
ARUN DISTRICT COUNCIL
REPORT TO AND DECISION OF CABINET ON 8 FEBRUARY 2016
PART A : REPORT SUBJECT: SUPPLEMENTARY ESTIMATE TO COVER OVERSPEND ON HOUSING REVENUE ACCOUNT REACTIVE MAINTENANCE BUDGET
REPORT AUTHOR: Brian Pople DATE: January 2016 EXTN: 37718
EXECUTIVE SUMMARY: A Supplementary Estimate is sought to cover an overspend on the Housing Revenue Account (HRA) reactive maintenance voids budget, which has seen an increase in empty properties which is likely to result in a minimum 25% increase on last year.
RECOMMENDATIONS Cabinet is requested to Recommend to Full Council that a Supplementary Estimate of £160,000 is approved to cover the spend on void properties for 2015/16, which will enable the properties to be brought back into use for new or existing Council tenants. The supplementary estimate equates to a rent of £0.93 per dwelling per week.
1. BACKGROUND: 1.1 Housing has a stock of just over 3500 units of accommodation and, of these, around 300 generally become void on an annual basis. Reasons for voids occurring can include:- deceased tenants; the need to move into larger/smaller property; moves into sheltered accommodation; or moves into non-Council accommodation, which can include the private rented sector but is more likely to be Housing Association accommodation. 1.2 Since the beginning of this financial year, and up until October 2015, there have been 206 void properties, against 162 for the same period last year. We are aware of a number of housing association schemes that will become available this financial year, for which the Council has nomination rights, which will result in a significant number of tenants relocating to these new properties. 1.3 Based on the release of further housing association accommodation and an upward trend o f vacancies during the winter months, it is anticipated that there will be an average of 30 voids per month through to March 2016, although clearly this is an estimate only. 1.4 Based on these estimates, around 356 voids are anticipated for 2015/16, against an actual number of 284 voids in 2014/15. 1.5 On average, the costs of a void is £3,000 . However, this does not tell the whole story as there can occasionally be voids where the costs are significantly higher which, in the main, is due to tenants refusing enhancements such as new kitchens
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and/or bathrooms, which then have to be installed when the property becomes available for re-letting. 1.6 Expenditure specifically relating to the voids element of the repairs and maintenance budget required a further sum of £450,000. However, this is able to be offset through virements and salary savings amounting to £290,000. These adjustments leave a requirement for a Supplementary Estimate of £160,000. 1.7 In terms of budget provision, the existing Repairs & Maintenance budget has been reviewed and funding readjusted. The Void Standard will also be reviewed to see if it is practical to adjust and assist in reducing overall expenditure. 1.8 A Supplementary Estimate of £160,000 is requested to cover the additional spend on void properties for 2015/16. 2. PROPOSAL(S): Approve the Supplementary Estimate of £160,000 to cover the additional spend on void properties for 2015/16, which will enable the properties to be brought back into use for new or existing Council tenants. 3. OPTIONS: 1. To agree the Supplementary Estimate of £160,000 which will allow void properties to be brought back into use for new or existing Council tenants 2. Not to agree the Supplementary Estimate of £160,000 , preventing void properties being brought back into use for new or existing Council tenants. 4. CONSULTATION:
Has consultation been undertaken with: YES NO Relevant Town/Parish Council V Relevant District Ward Councillors V Other groups/persons (please specify) V 5. ARE THERE ANY IMPLICATIONS IN RELATION TO YES NO THE FOLLOWING COUNCIL POLICIES: (Explain in more detail at 6 below) Financial V Legal V Human Rights/Equality Impact Assessment V
Community Safety including Section 17 of Crime & Disorder Act V Sustainability V Asset Management/Property/Land V Technology V Other (please explain) V 6. IMPLICATIONS:
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The Supplementary Estimate will allow void Council housing properties to be brought up to a lettable standard and, in some instances, will considerably enhance the property due to previous lack of investment.
7. REASON FOR THE DECISION: To approve a Supple mentary Estimate which will allow the Council to continue to bring void properties back into use.
8. BACKGROUND PAPERS: None
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AGENDA ITEM NO.11
ARUN DISTRICT COUNCIL
REPORT TO AND DECISION OF CABINET ON 8 FEBRUARY 2016
PART A : REPORT SUBJECT: Request for Virement from Corporate Underspend
REPORT AUTHOR: Liz Futcher DATE: January 2016 EXTN : 37 610
EXECUTIVE S UMMARY: This report seek s Cabinet’s approval to fund a temporary contract for the post of Electoral Registration Assistant for one year to support increased workload on electoral registration. This is to be funded from the corporate underspend in 2015/16.
RECOMMENDATIONS Cabinet is asked to resolve that:
1. the need for additional support to the Electoral Services Team be accepted; 2. funding of up to £26,000 be approved to enable a temporary contract for the post of Electoral Registration Assistant to be created for a 12 month period to be met from the corporate underspend in 2015/16.
1. BACKGROUND: 1.1 The introduction of individual electoral registration (IER) in 2014 has brought considerable change to the systems and processes that the Electoral Registration Officer must work to both in managing registration for the annual canvass, as well as dealing with applications made throughout the year, particularly ahead of an election. 1.2 In introducing this new legislation, the Government was clear that there should be no burden on local authorities. To this end, the Cabinet Office provided grant in the financial years 2013/14, 2014/15 and 2016/17. Arun’s allocation has amounted to £136,035.89, which includes a top up grant applied for in 2014/15. 1.3 Arun used part of this grant to increase the resources in the Electoral Services Team on a temporary basis. During 2015, this equated to an additional 100 hours per week. The remaining grant was used to fund increased printing and postage costs. 1.4 This funding source ran out as of 31 December 2015 and all temporary contracts have now ended. Currently, there is no indication that further grant will be provided by the Cabinet Office and Arun, like other local authorities, is having to consider the impact of IER on existing budgets. Arun has provided indicative figures to the Cabinet Office of the increased burden it is facing from the costs of delivering IER.
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1.5 Experience to date confirms that workload on IER throughout the year requires more capacity than the previous household and monthly registration pr ocesses. The daily task list for undertaking the required validation processes for registering and responding to elector enquiries cannot be completed by the existing 1.9 FTE [full time equivalent]. Approximately a third of the tasks remain outstanding at the end of each week and this is without the Electoral Services Team having to plan for the remaining Neighbourhood Plan Referendums; manage a major election in May; and deal with any byelections or other polls that are called. 1.6 There is currently a backlog of work accruing in the Team. Based on our latest review this equates to 9-10 weeks of additional work to the daily tasks that the team have to complete. At the time of writing the report there were 4,320 outstanding tasks relating to: a) Reviews of electors who may need to be removed from the register (1870) b) Processing Household Enquiry Forms and Invitations to Register (480) c) Notifications for action from Arun Direct (1615) d) Outstanding enquiries (75) e) Processing postal vote applications and other queries/notifications (280) 1.7 We have been able to identify funding from within existing budgets to bring in a casual part-time post to support some of this work for a 9 week period. The Team are also willing to work overtime with the aim of clearing this backlog ahead of the timetable starting for the Police & Crime Commissioner elections. However, this is not sustainable to meet workload demand for the medium or longer term. 2. PROPOSAL(S): 1. Benchmarking has bee n undertaken across West Sussex to review staffing levels in other Electoral Services teams. It is clear from this that Arun has the smallest team, yet the highest electorate for a single local authority. Whilst some support can be allocated from elsewhe re in the Democratic Services Team, this capacity is not sufficient to cover anticipated workload over the coming 12 months. 2. Following a review of workload, it is considered that an increase in capacity to the equivalent of 1.0 FTE will enable the Electoral Services Team to manage the majority of the daily task list and project work they have over the coming year. It is recognised that the aim of IER was to reduce paper transactions and streamline the registration process through the introduction of on-lin e registration. Within Arun, we are not seeing any reduction at this time although it is accepted that this could be the case as IER becomes more understood. 3. By creating a one year contract post, this will provide the capacity needed for the Team to manage its workload to meet statutory requirements and continue its proactive approach to encouraging registration; whilst recognising that work volumes may further change. 4. The temporary post will focus 100% on registration, with the aim of initially reducing any outstanding backlog of work and then supporting the peak in registration that is likely ahead of the Police & Crime Commissioner elections in May 2016. Immediately after this, the Team will be planning for the annual canvass and this
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additional resource should help the team to keep on track throughout each stage. 5. The cost of a Scale 4 post for a one year contract is £26,000. This cannot be funded from within existing budgets. 6. The effectiveness of the post will be analysed by monitoring monthly transactions in responding to registration enquiries and in the response rate throughout the annual canvass. Workload will also continue to be reviewed to establish whether this post is required for an additional period or permanently. 7. In addition, the Team will be reviewing the impact of introducing new software to manage registration that was procured in late 2015. The new software is seen to follow ‘leaner’ processes and based on feedback from other users, will speed up the process of managing registration. The impact of its use over the year will form part of the review of the effectiveness of the temporary post. 3. OPTIONS: I. To agree to request to fund this temporary post from the corporate underspend in 2015/16. II. Not to agree to the request. 4. CONSULTATI ON: Has consultation been undertaken with: YES NO Relevant Town/Parish Council V Relevant District Ward Councillors V Other groups/persons (please specify) V 5. ARE THERE ANY IMPLICATIONS IN RELATION TO YES NO THE FOLLOWING COUNCIL POLICIES: (Explain in more detail at 6 below) Financial V Legal V Human Rights/Equality Impact Assessment V
Community Safety including Section 17 of Crime & Disorder Act V Sustainability V Asset Management/Property/Land V Technology V Other (please explain) V
6. IMPLICATIONS: Financial: There is no budget for this post so additional funding is needed to support its creation.
Legal: The Electoral Registration Officer is required to meet the statutory requirements of IER both throughout the year and during the annual canvass. During an election
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period, failure to meet these requirements could lead to a legal challenge.
Human Rights: Failure to register electors ahead of an election could lead to a legal challenge, as well as potentially take away an individual’s democratic right to vote.
Sustainability: For the past 2 years, the Council has relied on the goodwill and commitment of the Democratic Services Team to manage this peak in workload. Overtime and time of lieu is a very regular occurrence and the team have been stretched to breaking point with managing not just registration but 15 Neighbourhood Plan Referendums and the Parliamentary, District & Parish elections in May 2015. The employment of temporary resources plus the reallocation of capacity from the Committees Team into the Electoral Services Team is no longer sustainable. The risks of not meeting the statutory requirements for the Council are too high for no action to be taken.
7. REASON FOR THE DECISION: To allow the Electoral Registration Officer to meet his statutory obligations as set out in the Representation of the People Regulations; and to ensure that every individual is given their democratic right to register to vote.
8. BACKGROUND PAPERS: None
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AGENDA ITEM NO. 12
ARUN DISTRICT COUNCIL
REPORT TO AND DECISION OF CABINET ON 8 FEBRUARY 2016
PART A : REPORT SUBJECT: Arun Place Plan 2016
REPORT AUTHOR : Karl Roberts DATE: 11 January 2016 EXTN : 37760
EXECUTIVE SUMMARY :
The purpose o f the Arun Place Plan will be to act as investment and delivery plan to deliver higher Gross Value Added (GVA) , jobs, homes and employment space and assist with the co-ordination of investment decisions by relevant public bodies. The Arun Place Plan will be amalgamated with other District and Borough Place Plans to form a West Sussex Growth Plan which will be a West Sussex Investment and Delivery Plan (enabling strategic investment decisions to be made that ensure the best return is achieved against investment).
RECOMMENDATION S:
1. That the draft Place Plan be endorsed for publication; and 2. The Director of Planning & Economic Regeneration be authorised to agree minor editorial changes.
1. BACKGROUND:
To maximise the value of investment in West Sussex, the County Council, working with partners, is developing Place Plans for each District and Borough and an overall West Sussex Growth Plan.
The objective of the Arun Place Plan (see appendix A) is to clearly identify the Arun ‘economic growth offer’. The Plan will identify relevant opportunities and, whilst protecting the special qualities and character of the environment in Arun, support growth to:-
• Raise Gross Value Added (GVA) per head in West Sussex; • Deliver planned housing growth and the required infrastructure; • Deliver proposals that attract high value jobs to West Sussex; • Support the development of a high calibre workforce; • Make West Sussex a place where people want to live and work throughout their lives; • Exploit the natural, cultural and heritage resources of the County;
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• Support young people to get the best possible start in life; • Support West Sussex residents to be independent in later life; and • Support work with strategic partners including Surrey County Council, East Sussex County Council and the Local Economic.
The Plan will identify an investment and delivery plan to deliver higher GVA, jobs, homes and employment space.
The Arun Place Plan will be considered alongside Place Plans for each of the Districts and Boroughs. The Place Plans will:-
• Be developed with the Districts and Boroughs – Growth Boards have been established to support the development of the Plans; • Build on a clear understanding of current and future demographics; • Build on existing Local Plans; • Identify stakeholders and their engagement in the development of proposals; • Identify key places, buildings and services; • Identify key infrastructure requirements; • Identify planned and potential investment opportunities; • Identify local authority service proposals that will reduce infrastructure requirements; • Prioritise key issues; • Support the development of business cases to support investment proposals; • Identify a local authority Investment Plan; and • Identify a delivery programme.
The intention is that each of the individual Borough and District Place Plans will be amalgamated to form a West Sussex Growth Plan thereby developing a clear West Sussex Investment and Delivery Plan (enabling strategic investment decisions to be made that ensure the best return is achieved against investment). This will deliver the following:-
• Ensure that cross county issues are addressed – e.g. strategic road, rail, transport, skills, utilities, National Health Service (NHS), South Downs National Park (SDNP); • Identify cross authority/stakeholder funding opportunities, priorities and proposals; and • Provide a clear lobbying tool that will secure funding.
Neither the Place Plan nor the Growth Plan will have status as a statutory planning document. However, both will, building from the statutory Local Plan , support key investment decision making for WSCC and partners. To support this process an informal Arun Growth Board has been established to co-ordinate the relevant activity of both WSCC and Arun District Council. This Board is attended by the Leader and a WSCC Councillor as well as officers from both organisations. It has no formal decision making powers.
2. PROPOSAL(S):
West Sussex is facing a population increase of over 100,000 people in the next 20 years and Arun will support significant growth with over 11,000 new homes identified in the
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emerging Arun Local Plan, 119,500 sqm of employment space and the opportunity to create over 6,400 new jobs. Securing funding and ensuring delivery of the infrastructure to support this growth is a key priorit y, and identifying and attracting high value businesses to take up the employment space is crucial to delivering jobs.
Demographic evidence for the District shows that the population of Arun is currently 152,964, which is forecast to increase to 168,327 by 2034 (an additional 15,363 residents). The evidence suggests a need to mitigate the impact of an ageing population trend – over 36% of the population is predicted to be over 65 by 2034, with fewer working age people (reduction of over 7% by 2034) and p ressures on social and physical infrastructure due to housing growth - linked to a forecast increase of 15,363 additional residents by 2030. Stakeholder engagement has helped develop a set of priorities that will stimulate growth and meet the outcomes for its residents through investment in key opportunity areas in the District.
Historically, the District has suffered from low GVA (currently lowest in the Coast 2 Capital (C2C) LEP region), low growth, low attainment (25% of the population have no qualific ations) and low jobs per head (0.62 jobs per resident). This is coupled with high levels of out-commuting to other employment hubs to the west (Chichester and Portsmouth) and the east (Worthing and Brighton) where average earnings are higher.
Analysis across the District has identified key places that will deliver most growth (GVA, homes, employment space and jobs) and has led to clear prioritisation of places or investments that will enable Arun to deliver: 11,300 homes, 119,500sqm employment space and 4,490 jobs.
The emerging priorities for the District include investing in: Bognor Regis (Enterprise Bognor Regis, town centre and seafront, University of Chichester, and ‘Better Bognor’ bold idea); Littlehampton (A284, A259, town centre and seafront, and public estate optimisation), an Arundel to Littlehampton cycleway; skills; and emerging growth locations through the Local Plan process. These will be achieved whilst supporting tourism and healthcare sectors to take advantage of future opportunities and me et demographic challenges in the District.
The priorities inform a set of proposals for which outline business cases have been prepared. Each business case will include a clear investment and delivery plan.
3. OPTIONS:
The Council could choose not to support a Place Plan and the County not to have a Growth Plan, however, as both of these Plans will be instrumental in securing future funding it is considered that this alternative is not desirable.
4. CONSULTATION:
Has consultation been undertaken with: YES NO Relevant Town/Parish Council x Relevant District Ward Councillors x
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Other groups/persons (please specify) x 5. ARE THERE ANY IMPLICATIONS IN RELATION TO YES NO THE FOLLOWING COUNCIL POLICIES: (Explain in more detail at 6 below) Financial x Legal x Human Rights/Equality Impact Assessment x Community Safety including Section 17 of Crime & x Disorder Act Sustainability x Asset Management/Property/Land x Technology x Other (please explain) x 6. IMPLICATIONS :
Whilst the Place Plan, as currently drafted, does not specifically have financial, legal or asset implications at this stage, there may be implications for these issues in either the detailed business cases to be prepared or the delivery of specific outcomes.
7. REASON FOR THE DECISION:
The intention of the Arun Place Plan will be to act as investment and delivery plan to deliver higher GVA, jobs, homes and employment space and assist with the co-ordination of investment decisions by relevant public bodies.
8. BACKGROUND PAPERS:
None
No Equality Impact Assessment is required.
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Arun Place Plan
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Document Title Arun Place Plan v1.0 23.10.15
Version v1.4 26.01.16
Author Greg Ockwell – Growth Lead, Arun
Last Revision Date 26.01.16
Status Confidential – not for wider circulation
Further Reviews Subject to review by Arun District Council and Planned review by Arun Growth Board
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Foreword
West Sussex offers a significant growth opportunity. Gross Value Added (GVA) is currently below the South East average and we are determined to increase it.
A number of partners are already investing significantly in West Sussex:
The LEP have secured Local Growth Fund (LGF) of in excess of £100M for improvements in West Sussex West Sussex County Council has a capital programme in excess of £130M per annum that will be focussed on delivering growth
Delivery of housing and employment space offers the opportunity to raise revenue that can support additional capital investment resulting in improved GVA performance
However, current relationships are complex – a range of stakeholders and services, sometimes with competing objectives and access to capital funding that will be insufficient to meet all aspirations.
To maximise the value of investment in the county the County Council, working with partners, is developing Place Plans and a West Sussex Growth Plan (figure 1).
The objective of the West Sussex Growth Plan is to clearly identify the West Sussex Growth Offer. The plan will identify the opportunities, through supporting growth in West Sussex to:
raise GVA per head in West Sussex deliver planned housing growth and the infrastructure required to facilitate it deliver proposals that attract high value jobs to West Sussex support the development of a high calibre workforce make West Sussex a place people want to live, throughout their lives exploit the natural and cultural resources of the county Support young people to get the best possible start in life Support West Sussex residents to be independent in later life Support work with strategic partners including Surrey County Council, East Sussex County and the Local Enterprise Partnership (LEP)
The plan will identify an investment and delivery plan to deliver higher GVA, jobs, homes and employment space.
The West Sussex Growth Plan will be consider place plans for each of the districts and boroughs. The place plans will:
Be developed with the Districts and Boroughs – Growth Boards have been established to support the development of the plans Build on a clear understanding of current and projected demographics Build on existing Local Plans Identify stakeholders and their engagement in the development of proposals Identify key places, buildings and services
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Identify key infrastructure requirements Identify planned and potential investment opportunities Identify local authority service proposals that will reduce infrastructure requirements Prioritise key issues Support the development of business cases to support investment proposals Identify a local authority Investment Plan Identify a delivery programme
The West Sussex Growth Plan will:
Amalgamate the place plans to develop a clear West Sussex Investment and Delivery Plan (enabling strategic investment decisions to be made that ensure that best return is achieved against investment) Ensure that cross county issues are addressed – e.g. strategic road, rail, transport, skills, utilities, National Health Service (NHS), South Downs National Park (SDNP) Identify cross authority / stakeholder funding opportunities, priorities and proposals Provide a clear lobbying tool that will secure funding
Neither the Place Plan nor the Growth Plan will have status as a statutory planning document. However both will, building from the statutory Local Plan, support key investment decision making for WSCC and partners.
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Figure 1 West Sussex Growth Plan
Later Life Start of Life Strategy & Challenges Strategy & Challenges
Infrastructure Strategy 5 Bold Economic (including Gatwick & Ideas & Drivers Transport)
Horsham Mid Sussex Rural Place Plan Arun Place Plan Place Plan Place Plan
Worthing & Crawley Chichester Adur Place Place Plan Place Plan Plan
One integrated strategic growth plan Louise Goldsmith Cabinet lead WSCC Economy Board District & Borough Growth Boards WS Chief Executives
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Executive Summary
West Sussex is facing a population increase of over 100,000 people in the next 20 years and Arun will support significant growth with over 11,000 new homes identified in the emerging Arun Local Plan, 135,500 sqm of employment space and the opportunity to create over 5,337 new jobs. Securing funding and ensuring delivery of the infrastructure to support this growth is a key priority, and identifying and attracting high value businesses to take up the employment space is crucial to delivering jobs.
Demographic evidence for the district shows that the current population of Arun is 152,964, is forecast to increase to 168,327 by 2034 (an additional 15,363 residents) with resulting pressures on social and physical infrastructure due to housing growth. The evidence suggests a need to mitigate the impact of an ageing population trend – over 36% of the population is predicted to be over 65 by 2034, with fewer working age people (reduction of over 7% by 2034) - linked to a forecast increase of 15,363 additional residents by 2030. Stakeholder engagement has helped develop a set of priorities that will stimulate growth and meet the outcomes for its residents through investment in key opportunity areas in the district.
Historically, the district has suffered from low GVA (currently lowest in the Coast 2 Capital (C2C) LEP region), low growth, low attainment (25% of the population have no qualifications) and low jobs per head (0.62 jobs per resident). This is coupled with high levels of out-commuting to other employment hubs to the west (Chichester and Portsmouth) and the east (Worthing and Brighton) where average earnings are higher.
Analysis across the district has identified key places that will deliver most growth (GVA, homes, employment space and jobs) and has led to clear prioritisation of places or investments that will enable Arun to deliver up to 11,300 homes, 135,500sqm employment space and 5,337 jobs.
The emerging priorities for the District include; investing in: Bognor Regis (Enterprise Bognor Regis, town centre & seafront, University of Chichester, and ‘Better Bognor’ bold idea) Littlehampton (A284, A259, town centre & seafront, and public estate optimisation), skills, and emerging growth locations through the Local Plan process. In addition, there is a need to support tourism and healthcare sectors to take advantage of future opportunities and meet demographic challenges in the district.
The priorities inform a set of proposals for which outline business cases will be prepared. Each business case will include a clear investment and delivery plan.
1. Outline business case - Development of a comprehensive and holistic investment package to support existing and new developments in Greater Bognor Regis to include :- o Enable Enterprise Bognor Regis to attract high value jobs with appropriate access, infrastructure and added competitive advantage e.g. digital solutions o Support development of a digital/creative hub via the ‘Better Bognor’ bold idea o Link the University of Chichester’s new digital/engineering park to the local economy and skills plan o Support town centre & seafront development and regeneration – supporting the tourism sector economy through ensuring that business support and market development principles are in place to sustain and grow GVA in the sector. OUTCOME:
This will support delivery of 108,500sqm employment space with potential additional development land outside of the proposed Local Development Order and improve GVA through securing higher value employment and up to 4,133 jobs.
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2. Outline business case – Development of a comprehensive package of investments and infrastructure improvements in the Greater Littlehampton area, to include:- o Deliver infrastructure improvements to connect key places, including improvements to the A259 (East Arun)delivery of the A284 Lyminster bypass and sustainable transport enhancements in the district OUTCOME: This will support the delivery of 2,600 homes in north Littlehampton and Angmering. Employment site allocations could deliver up to 1,204 jobs across all sites in 27,000 sqm of employment space.
3. Outline Business Case - Develop an approach to optimising the public estate in Littlehampton with key stakeholders: ADC, WSCC, NHS, Sussex Police o Optimise the public estate in Littlehampton by identifying space and sites for shared or multi-use operations, releasing potential development opportunities in the town centre. OUTCOME: Potential to deliver homes and improved, primary and secondary health facilities, employment space, whilst allowing Public Sector services to change operating models that meet current and future operational demands. Infrastructure savings from optimisation can then be re-invested back into the delivery of services for the town.
4. Outline business case - Development of a comprehensive and holistic investment package to support existing and new developments in Littlehampton town centre, seafront to include :- o Supporting ADC regeneration plans for the town including the ‘9 big ideas’. o Support seafront and harbour development and regeneration - supporting tourism sector economy to ensure business support and market development principles in place to sustain and grow GVA in the sector. OUTCOME:
Support delivery new homes in the Littlehampton area. Employment space and jobs to be identified through planning and development process.
5. Outline business case – Review and co-ordinate an approach to linking education, skills and local economy labour demands in Arun: o Develop a joint approach between education & skills providers and industry employers to establish gaps in skills and develop approach to grow priority sectors (digital , creative, IT and advanced manufacturing/ engineering, tourism and healthcare) o Improve access and pathways to work both economically and in terms of travel/transport o Support for healthcare sector economy and public services to ensure business support and market development principles are in place to sustain sector growth, meeting additional anticipated demand to ensure sufficiency of supply (capacity/stock); ensure market capability and ensure market quality OUTCOME: Improved GVA from meeting skills gaps and employment opportunities within the District. Business growth opportunities realised from investment in knowledge economy and higher skilled labour force. Reduced demand on services from improved quality of life/health measures.
6. Outline business case – plan future housing and infrastructure needs to enable development at the growth locations outlined in the emerging Local Plan sustainability appraisal. o Work with Arun District Council to prioritise and support delivery of growth locations determined through the Local Plan process o Develop a timeline of investment proposals with stakeholders including ADC and developers. o Build the case for additional infrastructure needed to support the build out proposals including education, health and community facilities
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OUTCOME: Delivery of additional homes and employment space with required infrastructure over the plan period. A strategic approach to Place shaping that creates sustainable communities, where people want to live that is well-connected to employment, leisure and amenities and are more self-sufficient.
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Contents Page
Section 1: The Place
Section 2: Partnership Working and Stakeholder Engagement
Section 3: The Evidence
Section 4: Key Places
Section 5: The Priorities
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Section 1: The Place
Arun is a coastal District in southern West Sussex with Chichester and Portsmouth to the west and Worthing and Brighton to the east. The District is defined by its coastal settlements of Bognor Regis and Littlehampton, with the historic market town of Arundel established as a gateway to the SDNP which runs along the northern margin of the district.
The population of Arun is 152,964, which is set to increase to 168,327 by 2034. There is an ageing trend, meaning the proportion of 65+ living in Arun will have increased by 8.2%, with a decrease of the working age population of 7.4% by 2034.
Forecast growth in the emerging Arun Local Plan is primarily based around existing settlements of greater Bognor Regis and greater Littlehampton. The emerging Local Plan will provide evidence to support further strategic development in the District, potentially including development at inland settlements in the district. Growth is constrained by the physical characteristics of the district with 16 miles of coastline to the south and the SDNP along the northern border.
The total growth offer for the Arun District (based on the 2014 published Local Plan) is:-
Housing: Up to 11,370 new homes Employment Space: up to 135,500sqm Jobs: up to 5,337 jobs
These projections are subject to change with supplementary evidence and assessment being provided for the emerging Local Plan.
The coastal settlements of Bognor Regis and Littlehampton have experienced growth in housing in recent history, namely at Site 6 (Bersted and Felpham) and Courtwick/North Littlehampton. Infrastructure to support development in Bognor Regis has been delivered by the developer in the form of the North Bognor Regis relief road. Housing developments at north Littlehampton and Angmering will be supported by the delivery of improvements to the A259 (east Arun) and the A284 Lyminster bypass. The Local Plan identifies further homes at north Littlehampton and Angmering.
Bognor Regis will continue to provide an economic and cultural hub in the district. Enterprise Bognor Regis (EBR) is one of the most significant, exciting and deliverable growth opportunities in the Coastal West Sussex area. The aim is to provide major knowledge-economy employment in the region. EBR could create up to 4,133 Jobs and 108,500sqm of employment space. The town centre and seafront will continue to develop and prosper supported by the ‘Better Bognor’ bold idea – a programme to establish a cluster of creative and digital start-ups in Bognor Regis with a package of business support including skills, marketing and shared working space. The programme links to the University of Chichester’s planned - Engineering and digital technology park (at their Bognor Regis campus), delivering: 2,500sqm of accommodation, 1,000sqm of work space and 60 jobs and contributing valuable skills and investment into the local economy.
Littlehampton will boast an attractive and more competitive town centre with a wider range of attractions for residents and visitors along the seafront in the longer term, the town will feature a leisure-based harbour with new housing and employment development. Angmering, directly to the north east of Littlehampton has been identified in the Local Plan to accommodate at least 600 new homes. There is a need to understand the pressures on the public services and the public estate uses in Littlehampton town centre. The NHS, District Council and
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County Council all have land and building interests and plans to explore different sites to meet future service needs and capabilities.
Arundel will enhance and strengthen its unique special character as a small historic market Town and will continue to act as a significant visitor destination. The A27 at Arundel is key to unlocking further potential growth in the district and future A27 improvements will therefore influence future plans for the area.
The Arun District Local Plan is currently under review and following consultation, will be examined by a government inspector in due course. Scenarios and options are being considered which will determine housing allocations over the Plan period. Sustainability appraisal work will consider the impact of any proposed development and test levels of dwelling numbers against an Objectively Assessed Need (OAN) of 758homes per annum over the period of the Plan.
Future Strategic Site Allocations supporting Growth will be assessed through the development of the Arun Local Plan. Consideration will be given to supporting infrastructure requirements including, education provision, transport and connections across the A27 and improved access from Arun to the South Downs National Park.
Locations under consideration for additional growth include:
The ‘3 villages’ (Barnham, Eastergate, and Westergate) Pagham Angmering Bersted Middleton Ferring Ford Climping Fontwell Yapton Littlehampton (West Bank)
Supplementary evidence for the Local Plan will determine how the proposed settlements will develop their roles as well-connected settlements serving Arun by providing; employment, housing, community facilities and local services, supported by improved transport links.
Smaller scale developments will be developed via Neighbourhood Plans in the following locations:
Aldingbourne; Aldwick; Angmering; Arundel; Barnham; Bersted; Bognor Regis; Eastergate; East Preston; Ferring; Littlehampton; Middleton-on-Sea; Pagham; Rustington; Walberton; Yapton
Arun historically suffers from high levels of out-commuting and low job density. The District also shows a trend where resident’s wages are higher on average than those who work in the District, suggesting a gap in attractive employment opportunities in Arun for the working age population. There is a need to co-ordinate investment to grow local businesses and attract new jobs into the district.
The Place Plan will prioritise areas and initiatives that will secure key growth outcomes of GVA, employment space, jobs and homes.
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Figure 2 Key locations in Arun
ENTERPRISE BOGNOR REGIS
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Section 2: Partnership Working and Stakeholder Engagement
The following stakeholders are recognised in the delivery of this Place Plan:-
o The Growth Board, including WSCC, ADC officer and Cabinet Members o WSCC Members - Cabinet, Arun based Members, County Local Committees o ADC Councillors – Leader and local Members o School localities o CCG, NHS England and GP Surgeries o Local businesses / commercial agents o Littlehampton Harbour Board o Coastal West Sussex Partnership o Coast to Capital Local Enterprise Partnership
Engagement activities include:-
16th June 2015 – First Arun Growth Board (subsequent monthly meetings) June 2015 – on-going working arrangements at ADC, Civic Centre, with associated meetings and workshops/ working groups 10th July 2015 - WSCC Members Briefing on Growth Plans and introduction to Growth Leads 28th July 2015 - Second Arun Growth Board 9th Sept 2015 - CLT walkthrough 15th Sept 2015 - Cabinet walkthrough 17th Sept 2015 - CMG walkthrough 28th September 2015 - Arun Member Workshop on emerging priorities (WSCC and ADC) 2nd October 2015 - WSCC Cllr drop in session 15th October 2015 - Joint Leaders and Chief Officers tour of strategic locations 23rd October 2015 - Growth Board 30th October 2015 - WSCC Full Council endorsement/adoption of the approach 18th November 2015 - Growth Board 18th December 2015 - Growth Board (with Cllrs) February 2016 - ADC and WSCC Cabinet sign off of Place Plan Early 2016 - Collation of Place Plans into West Sussex Growth Plan
Public Consultation:-
o Public Consultation on the Local Plan held by ADC o Arun District Planning Framework Consultation Examinations in Public by the Planning Inspector - November 2014 Further Examinations in Public by Planning Inspector – July 2015 Further representations and hearings process March/April 2017
Arun Local Plan, which sets out the district’s planning framework, is currently under review. Opportunities for growth will be explored when a business case can be developed to demonstrate return on investment. Evidence
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to support the Objectively Assessed Needs for housing numbers is being undertaking by ADC with support from stakeholders.
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Section 3: The Evidence 3.1 Key Arun Data
Demographic pen picture
Population and 1994 2004 2014 2024 2034 Start of Life 1994 2004 2014 2024 2034 Demographics Population 0-18 35,991 37,562 43,091 50,430 61,162 0-4 7,023 6,846 7,942 7,843 7,605
19-64 70,161 79,382 80,891 78,770 76,558 5-10 8,458 9,284 9,091 9,895 9,567
65+ 26,112 29,304 28,982 30,784 30,607 11-18 10,631 13,174 11,949 13,046 13,435
Total 132,264 146,248 152,964 159,984 168,327 Total 26,112 29,304 28,982 30,784 30,607
Working 1994 2004 2014 2024 2034 Later Life 1994 2004 2014 2024 2034 Population 19-44 39,697 41,656 40,366 37,648 38,342 65-74 17,851 17,576 21,856 21,963 26,997
45-54 16,058 17,803 21,140 17,884 17,418 75-84 13,161 14,238 14,452 19,478 20,341
Population 55-64 14,406 19,923 19,385 23,238 20,798 85+ 4,979 5,748 6,783 8,989 13,824
Total 70,161 79,382 80,891 78,770 76,558 Total 35,991 37,562 43,091 50,430 61,162
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GVA GVA (Total Economic output) for Arun is £1,671,000,000 Housing Housing completions and requirements Arun District (including SDNP area) 2007-2014 GVA per capita is £18,777 Gross Net Local Plan Ave requirement completions
In 2008, median gross weekly earnings for those working in 2006 - 7 364 318 302 Arun were £404. For Arun residents, the figure was £455. 2008 637 591 591 Therefore on average, people who work in Arun earn less than residents of the district who work elsewhere. 2009 587 548 548
2010 448 416 416
2011 570 519 519
2012 748 722 758 723
2013 499 483 758 475
2014 397 367 758 359
School Place Primary School Secondary School GP Capacity and Capacity and Places (NOR) Places (NOR) Projections Projections Patients 158,132, GP FTE = 95 = 1664 per GP 2015 10,221 2015 7,396 (UK benchmark – 1:1800) 2030 11,185 2030 8,231 (+964) (+835) Future Population = 168,327
Primary School Secondary School = + 7 FTE GP required Capacity Capacity
2015 11,253 2015 8,643
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Educational No Qualifications Arun -2011 = 24.9% Digital Almost £2.5m will be set aside over the next two years to Attainment Connectivity extend the rollout of superfast broadband to 95 per cent of West Sussex = 20% the county’s homes and businesses as part of WS/BDUK
programme
GCSE - 5 A*-C grade Arun 2013 = 73.2%
West Sussex = 79%
Table 1 Key Arun data
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3.2 Arun Local Plan
The 2014 published Arun Local Plan identifies the Arun 2031 Vision -
‘By 2031, our vision is that the district will be a safer, more inclusive, vibrant and attractive place to live, work and visit. Arun’s residents will be healthier and better educated, with reduced inequalities between the most and least affluent.
Our vision is that the coastal towns of Bognor Regis and Littlehampton and their surrounding areas will have achieved greater prosperity through economic regeneration and urban renewal, providing a wider range of jobs and services. This will enable them to compete better with neighbouring centres outside the District and enhance their role as service centres and key destinations for Arun residents, reducing the leakage of wealth and spending to other areas. The social wellbeing of individuals and communities will have improved, particularly within the most deprived areas.’
Living in Arun – by 2031 up to 11,370* new homes will have been built to support the needs of a growing population. (*based on the government inspectors conclusion following the Local Plan procedural meeting in July 2015 – 732pa based on demographic factors plus 26pa to help improve longer term affordability).
Working in Arun – thousands of additional jobs will have been created for people living in and around the Arun area across a diverse range of sectors.
Experiencing Arun – the revitalised seafront at Bognor Regis, including an artistic/creative quarter, the harbour at Littlehampton and the Arundel gateway to the SDNP, will create a magnetic pull for visitors to enjoy leisure, social activities, shopping, culture, and entertainment both during the day and at night.
Growing Arun –maintain and improve the quality of life for its residents throughout every stage of their life by:
Providing excellent early years provision to support children’s development and further access to skills and diverse employment. Encouraging people to stay physically and mentally fit and active, with good access to green open space. Ensuring high standards of health care are delivered, particularly in later life. Ensuring a suitably robust road network will be complemented by a good public transport system with good access for sustainable travel options. Ensuring improved technological and communication infrastructure will be in place.
(Arun Local Plan 2014)
3.3 Coast to Capital - Strategic Economic Plan (SEP) March 2014
The Coast to Capital Local Enterprise Partnership recognises Enterprise Bognor Regis (EBR) as one of the most significant, exciting and deliverable growth opportunities in the Coastal West Sussex area.
Enterprise Bognor Regis will deliver:
140,500sqm of employment space up to 4,800 jobs
Strategically located, north of the Bognor Regis urban area, EBR comprises 69.4 hectares of mostly clean development land. The aim is to provide major knowledge-economy employment in a region where clean sites of this size are few, business growth is constrained and development in adjacent rural areas is restricted.
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At the core of this proposal are three fundamental and interconnected components: The designation of Enterprise Zone status for EBR (most recent bid unsuccessful) The development of an Institute for Sustainable Enterprise on the University of Chichester’s Bognor Regis campus Enhancements to the transport and IT infrastructure
The SEP also contains improvement proposals to the A259 corridor (east Arun) and A284 Lyminster bypass and highlights the A29 realignment as strategically important.
The A259 scheme will enhance the capacity of the road between Arun District and Worthing Borough. The A284 Lyminster bypass would remove traffic from the Wick level crossing and vastly improve access to and from Littlehampton to the A27 at Crossbush junction.
Scheme Requested Local Growth Benefits Fund contribution A284 Lyminster bypass £3 million 3830 homes, and 27,000 square metres of employment land 1,204 jobs
A259 realignment East Arun £7.5 million 3,830 new homes 27,000 square metres of employment land 1,204 jobs
Enterprise at Bognor Regis Link £7.1 million 4,821 jobs, 2,000 homes and 140,000 sqm Road square metres of A29 realignment £13 million employment space*
*Subject to change as proposals develop and pipeline of investments come forward to deliver initiatives
Table 2 LEP/SEP Local Growth Fund contributions
(Strategic Economic Plan (SEP) March 2014)
3.4 Housing Growth
The Arun District Local Plan is currently under review and will be consulted on and examined by a government inspector in due course. Scenarios and options are being considered which will determine housing allocations over the Plan period.
Through the further evidence work required during the Local Plan Examination suspension period, the following levels of housing are being tested: 650 dwellings per annum (dpa); 758 (dpa); and 900 (dpa).In order to test these three levels of housing, a range of locations and differing levels of housing for each location have been identified.
It is important to note that the alternatives being assessed, does not automatically mean that one of these options will be progresses into the Plan.
3.5 Employment Growth
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The Arun Local Plan identifies a total of 4 new employment sites due to be provided by 2031 at Enterprise Bognor Regis – north of Bognor Regis town, North Littlehampton, Courtwick and Water Lane, Angmering. The trajectory of delivery over the life of the Local Plan indicates there is potential new employment space of a total of 135,500 sqm. Most of this land has been categorised as B1, B2 or B8. If the categorisations are realised this space could deliver 5,337 jobs. However a worst case scenario would see significantly fewer jobs if the land supported the development of primarily B8 uses.
Coastal West Sussex recognise that demand for employment space can be difficult to judge, but there is indication from the market that there is strong demand for light industrial units (5,000 – 15,000sqm), whilst there is currently less demand for large office space However, the ‘Basepoint’ model provides an exception with clear existing demand for more of this type of ‘serviced’ office space.
Companies look to locate near like-minded businesses – the cluster effect or ‘agglomeration’ – which is enhanced by providing the right environment – broadband, infrastructure, premises, skills profile, housing and leisure. Going forward, digital connections are critical, and becoming a key priority for most businesses.
Enterprise Bognor Regis is subject to a ‘Local Development Order’ (LDO) which will be signed off by Arun District Council in 2016. Local Development Orders act to simplify the planning process and give land owners and developers confidence to build. In Bognor Regis this has created a focus and clarity about expectations and will speed up the planning system for this employment site.
There is an identified a benefit to be achieved by supporting priority growth sectors – creative, digital, IT and advanced manufacturing & engineering. There are opportunities for supply chain companies who require improved agglomeration, particularly at Enterprise Bognor Regis, where Rolls Royce Motor Cars currently occupy space. Arun has a mixed sector profile: In 2008 15% of the businesses in Littlehampton were in the manufacturing sector, whereas Bognor Regis’ key employment sector was broken down as: 20% health & social care and 15% business & professional services. 84.5% of Arun businesses are classed as ‘micro’ being defined as having up to 9 employees.
Tourism in Arun is a substantial part of the local economy. In employment terms, the size of the tourism sector is difficult to measure, however various estimates point to around 4,000 jobs linked to the sector, mostly in Hotels & Catering. Within Arun there are three distinct tourism offers:
Bognor Regis, with seaside tourism; Littlehampton, with marine-based tourism, focused on the harbour and waterfront; Arundel, with its heritage offer (cathedral and castle) and its links to the South Downs: Arundel focuses on its cultural and historical attractions but also its specialist retail economy.
In all cases, there is a need to continue to improve the quality of the visitor experience and to increase the value of visitors to the local economy, by encouraging them to stay longer and spend more locally. There is also a need to position and market Arun’s distinctive tourism offer in the wider context of tourism across Coastal West Sussex as a whole.
The Health and social care market in Arun is driven in part by relatively high numbers of over 65 year olds in the District and it is important that the market and agencies collectively respond positively to growth in terms of demographic data which suggests an ageing trend. Specifically, there is a need to:
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Acknowledge and respond to the needs of the sector in relation to skills and labour supply, both in terms of carers and managers Consider the scope for more extensive local supply chain connections Recognise the fact that effective and high quality nursing and care homes and care services need to be sensibly located – ideally in thriving communities, rather than in suburbs and edge-of-town locations. Consider access to basic, local services (retail, health, etc.) which can be an issue in Arun for all members of the community. The location of services has a significant bearing on the extent to which independent and healthy living is possible.
Future growth in the Digital/Creative & IT is being driven by the University of Chichester’s impending campus extension, which will see a new building hosting STEM curriculum courses. Numbers of students living and possibly working in the town will grow and provide local businesses with a pool of highly skilled labour. This will link to the planned employment space at Enterprise Bognor Regis and also the ‘Better Bognor’ Bold Idea, which will see the creation of a hub of small business incubator units for the creative/digital and IT industry.
There is therefore a need to support the sector with sufficient infrastructure and ensure improved digital connectivity is in place to enable businesses and individuals to become more innovative and efficient. Connectivity can act as a magnet for new business development, creating new jobs and bringing new opportunities for small companies and start-ups to compete on a level playing field. The most successful digital technology clusters have the availability of skilled workers.
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3.5 West Sussex infrastructure study
The West Sussex infrastructure study has highlighted a range of infrastructure capacities and gaps for Arun district. There is currently capacity in secondary schools across the district, but a lack of capacity in some areas served for primary schools. However, some primary schools in the Littlehampton, Bognor Regis area have spare capacity and it is therefore important to understand the whole picture to ensure that all young people have access to good schools. Whilst maintaining the efficiency of the operation of the estate.
Employment sites are concentrated at Enterprise Bognor Regis (north of Bognor Regis town), north Littlehampton/Angmering.
Strategic housing allocations are found in north and east Bognor Regis (built out), north Littlehampton including Angmering, Barnham/Eastergate/Westergate and Ford. These are subject to alteration following consultation on the emerging Local Plan. There are a number of options being explored and evidence work is being commissioned by Arun District Council to support its findings.
Healthcare provision is concentrated in the population hubs of Bognor Regis and Littlehampton as well as Arundel, Barnham/Eastergate and Yapton.
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Section 4: Key Places
As the place and economy of Arun grows and employment increases, new challenges will emerge for our local economies, particularly in the job market. The challenge is how the whole workforce meets the jobs and skills demand of growth. A continuing trend towards higher skilled jobs will mean there will be significant changes in the demand for labour.
Further consideration will need to be given when options for improvement to the A27 within the district boundary are released. This could have a significant impact on planned growth both for the settlements of Arundel and Littlehampton as well as sub-regionally. Any improvements to the A27 trunk road will need to be planned for pro-actively to support housing, employment space and economic growth opportunities in the district.
As the Local Plan is currently under review, other sites offering large numbers of homes or employment space may come forward.
Arun has a significant offer in terms of Tourism and the sector offers approximately 4,000 jobs with in the local economy. Arun has part of the South Downs National Park within its borders, as well as having coastline and the ‘sunniest place in Britain’ in Bognor Regis.:
Tourism in Bognor Regis is a key sector, with seaside tourism and an established evening, leisure economy: Within Bognor Regis, there has been substantial investment in tourism in recent years, most notably linked to Butlins. Increasingly this appears to be integrated with the town’s wider offer and the amenities it is able to provide.
The ‘Beautiful Outdoors’ and ‘West Sussex Underground‘ initiatives, raises awareness of the natural and tourism offer of West Sussex, as a destination for visitors.
To grow the tourism sector and general quality of tourism offer in the district, there will need to be more opportunities to improve skills and qualifications – integrating employment and skills provision at the local level as well as providing sufficient business support. The sector is prevalent in Arun, with historic coastal settlements of Bognor Regis and Littlehampton providing a destination offer, whilst Arundel and the National Park offers new opportunities to build on a thriving industry base.
Littlehampton supports the tourism offer in the District, with distinctive marine based attractions at the seafront and harbour.
Littlehampton has seen some significant investment over the recent past, most notably the East Bank Development including the Look and Sea visitor attraction and smaller but high profile enterprises such as the East Beach Café. There are opportunities to grow the tourism offer of the Town which include developing sustainable transport links between Littlehampton and Arundel.
4.1 Bognor Regis
The greater Bognor Regis area has seen significant development in recent years, with further opportunities to grow and change. The Site 6 strategic development has delivered homes and a new relief road to the north of the town. Large multi-national companies such as LEC have moved out of the area- from August 2005 production of domestic fridges was moved to Merseyside leaving brownfield sites available for development. However, new
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development has seen Rolls Royce motor cars locate their technology plant at the Oldlands Farm employment site. There remain challenges to the future prosperity and sustainability of the town including: high levels of out- commuting, low attainment rates and job density. To overcome these challenges, there needs to be a co- ordinated investment package for Bognor Regis that delivers better outcomes for the town.
Arun’s local economy needs a local workforce with high levels of employability – one which is skilled and motivated. There needs to be a good match between employer demand and labour supply – the right skill levels and the right sort of skills. Delivering the benefits of local growth for local people will mean maximising opportunities for residents to up-skill, retrain, progress in work and find the job they want. Future growth opportunities in Bognor Regis will meet these challenges.
Key places in Bognor Regis include:
Enterprise Bognor Regis – jobs and employment space at a strategic site to the north of Bognor, supported by a range of infrastructure improvements such as the relief road, the north to south link road at Airfield Park and digital connectivity. Bognor Regis town centre and seafront will become a regional visitor destination with a bold and vibrant community heart for Arun, where a rich mix of uses and high quality town centre living contribute to a diverse retail offer, excellent public realm and a thriving economy. Bold idea –‘Better Bognor’ – A programme to establish a cluster of creative and digital start-ups in Bognor Regis with a package of business support including skills, marketing and shared working space. This will link to the University of Chichester’s planned curriculum and expansion plans. University of Chichester - Engineering and Digital Technology Park, delivering: 2,500sqm of accommodation 1,000sqm of work space and 60 jobs, contributing valuable skills and investment into the local economy. The University’s expansion will be supported by WSCC and ADC as well as local business partners.
4.2 Littlehampton
The coastal settlement of Littlehampton has seen the commercial use of its port diminish. The Town has a historic reliance on jobs in manufacturing as its core economy. Local employment analysis suggests a large proportion of the working population are employed in the public sector. Arun District Council headquarters is based in the town as well as other public sector providers such as health and education services. As lifestyles and working habits have changed, the demands of visitors and tourists have transformed and the offer that Littlehampton holds may not match contemporary demands. The town has similar challenges to Bognor Regis in terms of its soico- economic pressures associated with low attainment and the health profile of its residents. To enable growth that supports Littlehampton in the future;
Deliver improvements to the A259 and A284 Lyminster bypass. This will support 2,000 homes at; Courtwick, Toddington, 600 at Angmering with up to 1,204 jobs. Develop Town Centre and Seafront regeneration, boost the area’s tourism offer and help deliver the ‘9 big ideas’ – a set of key public realm improvements and develop sustainable transport links between Littlehampton on the coast and Arundel at the South Downs National Park Develop an approach to optimising public assets in the Littlehampton area
There are historic and stubborn challenges around health and inequality in Littlehampton. There is a need to improve skills and qualifications – integrating employment and skills provision at the local level. The Work
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Programme is due to be replaced in 2016. This provides an opportunity for new programmes that will meet the new challenges, especially for those with disabilities and health problems. This is best fixed at the local level – integrating health and employment support.
4.3 Strategic Growth Locations
The Arun District Local Plan is currently under review and will be consulted on and examined by a government inspector in due course. Scenarios and options are being considered which will determine housing allocations over the Plan period. Sustainability appraisal work will consider the impact of any proposed development and test levels of dwelling numbers against an OAN of 758homes per annum over the period of the Plan.
Through the further evidence work required during the Local Plan Examination suspension period, the following levels of housing are being tested: 650 dwellings per annum (dpa); 758 (dpa); and 900 (dpa).In order to test these three levels of housing, a range of locations and differing levels of housing for each location have been identified. These are set out in Table 3 below.
It is important to note that the alternatives being assessed, does not automatically mean that one of these options will be progresses into the Plan. The alternatives are for further assessment at this time and this may result in a different combination of sites being considered to be the most sustainable. It should also be noted that no site appears in all three options in Scenario 2 (758 dpa), with the exception of Angmering South and East, to ensure that all reasonable alternatives are considered.
Locations under consideration for additional growth include:
The ‘3 villages’ (Barnham, Eastergate, and Westergate) Pagham Angmering Bersted Middleton Ferring Ford Climping Fontwell Yapton Littlehampton (West Bank)
Supplementary evidence for the Local Plan will determine how the proposed settlements will develop their roles as well-connected large villages serving Arun; providing, employment, housing, community facilities and local services, supported by improved transport links.
Scenario 1 Option 1
650 dwellings per BEW 2000 annum Angmering 650 South and East LEGA 1000 Ford 900 Fontwell 400
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Scenario 2 Option 1 Option 2 Option 3
758 dwellings per BEW 2000 BEW 3000 Angmering 650 annum Angmering 650 Angmering 650 South and East South and East South and East West of 2000 LEGA 1000 Angmering 700 Bersted Ford 900 North LEGA 1000 Climping 500 Yapton 500 Ford 2000 West of 1000 Climping 500 Angmering 400 Bersted Fontwell 400 North Fontwell 400 Pagham South 600 Ferring East 336 North 500 Pagham North 300 North 500 Middleton Ferring East 336 Middleton
Scenario 3 Option 1
900 dwellings per Angmering 650 annum South and East BEW 3000 LEGA 1000 West of 1000 Bersted Ford 2000 Fontwell 400 Yapton 500 Climping 500 Ferring East 336
Table 3: Scenarios for emerging Local Plan considerations
With each growth opportunity:
Prioritise and support delivery of growth locations determined through the Local Plan process Support development timeline for housing currently identified in Arun’s emerging Local Plan, with an emphasis on connecting with local employment sites Support planning for new schools, extended primary care facilities, infrastructure to support a range of demographics and transport modes.
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Section 5: The Priorities
The priorities have been identified as those that will deliver the most growth and best address the key demographic challenges facing the population at start of life and in later life. Outline Business Cases including an investment and delivery plan will be developed for these priorities. Resources will be targeted to support the development of these priorities. Resources may not be available to support the immediate progression of the priorities.
1. Bognor Regis:- o Enable Enterprise Bognor Regis to attract high value jobs with appropriate access, infrastructure and added competitive advantage e.g. digital solutions o Support development of a digital/creative hub via the ‘Better Bognor’ bold idea o Link the University of Chichester’s new digital/engineering park to the local economy and skills plan o Support town centre & seafront development and regeneration – supporting the tourism sector economy through ensuring that business support and market development principles are in place to sustain and grow GVA in the sector.
2. Greater Littlehampton:- o Deliver infrastructure improvements to connect key places, including improvements to the A259 (East Arun)delivery of the A284 Lyminster bypass and sustainable transport enhancements in the district o Optimise the public estate in Littlehampton by identifying space and sites for shared or multi-use operations, releasing potential development opportunities in the town centre. o Supporting ADC regeneration plans for the town including the ‘9 big ideas’. o Support seafront and harbour development and regeneration - supporting tourism sector economy to ensure business support and market development principles in place to sustain and grow GVA in the sector.
3. Skills and local economy labour demands in Arun:- o Develop a joint approach between education & skills providers and industry employers to establish gaps in skills and develop approach to grow priority sectors (digital , creative, IT and advanced manufacturing/ engineering, tourism and healthcare) o Improve access and pathways to work both economically and in terms of travel/transport o Support for healthcare sector economy and public services to ensure business support and market development principles are in place to sustain sector growth, meeting additional anticipated demand to ensure sufficiency of supply (capacity/stock); ensure market capability and ensure market quality
4. Strategic growth locations o Work with Arun District Council to prioritise and support delivery of growth locations determined through the Local Plan process o Develop a timeline of investment proposals with stakeholders including ADC and developers.
5.1
Priority 1 Bognor Regis
The priority is to deliver a holistic growth package for Bognor Regis and to co-ordinate efforts and investments to ensure the component parts of the growth offer integrate to support housing and economic growth. The town has recently seen lots of housing growth, particularly at ‘site 6’ in Bersted and Felpham, however taking a
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strategic view of the total infrastructure in addition to a focus on what each development needs will result in a more comprehensive overall solution which can address demographic pressures on health and education and drive through efficiencies to ensure the most is made of finite infrastructure funding.
The total Bognor Regis package will include four elements:-
o Enable Enterprise Bognor Regis to attract high value jobs with appropriate access, infrastructure and added competitive advantage e.g. digital solutions o Support development of a digital/creative hub via the ‘Better Bognor’ bold idea o Link the University of Chichester’s new digital/engineering park to the local economy and skills plan o Support town centre & seafront development and regeneration – supporting the tourism sector economy through ensuring that business support and market development principles are in place to sustain and grow GVA in the sector.
Bognor Regis
Evidence – Bognor Regis and Arun district has historically suffered from low job growth and density, as well as high levels of out-commuting of skilled working age residents. The coastal region as a whole has suffered from low income jobs and low growth, with socio-economic challenges as a result. However, significant progress has been made in recent years to ensure the foundations for investment and growth are laid. Enterprise Bognor Regis developments will produce in total more than 108,500sqm of new employment space. Evidence shows, that Arun is a net exporter of labour. Most commuters travel west to Chichester and Portsmouth, whilst Worthing is also a destination for working Arun residents. The additional population will put pressure on the road system particularly along the key trunk routes of the A259, A29 and A284.
The town centre and seafront of Bognor Regis is seasonally affected and has seen a period of change and overall decline as lifestyle and holiday choices and demands have changed. Once a premier destination for family holidays, the town has struggled to adapt and maintain its offer in terms of tourism and investment and has a challenge in terms of negative perceptions and reputation. However, significant progress has been made in recent years to ensure the foundations for investment and growth are laid. Key businesses and sites offer the potential for investment and growth and there needs to be a co-ordinated approach to matching the ambitions and intentions of both public and private bodies.
Over the last decade the evolution of digital technologies has radically changed the way we live and work and with improved digital connectivity in place, businesses and individuals can become more innovative and efficient. Connectivity can act as a magnet for new business development, creating new jobs and bringing new opportunities for small companies and start-ups to compete on a level playing field.
Building on the digital growth seen in Brighton, the proposal is to create ultrafast hubs all across the coastal areas as part of a wider intention in Coast to Capital’s Strategic Economic Plan to drive regeneration and growth through establishing internationally competitive digital connectivity.
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The University of Chichester plans to build a new digital and engineering campus at their site in Bognor Regis. The new building will deliver courses in STEM subjects and will contribute directly and indirectly to the local economy, including a pool of highly skilled labour. In Arun there is an infrastructure and skills deficit which is proving a barrier to growth. West Sussex’s coastal towns remain relatively more deprived; yet places such as Bognor Regis have strong brand recognition (albeit not always positive) across the country. The University of Chichester campus based in Bognor Regis, has recently secured a large grant from government to build a new digital and engineering campus.
This facility – focused on digital design technology –could be a key driver in changing the image and the economy of the town.
Background – The purpose of Enterprise Bognor Regis is to strengthen Arun’s economic base and provide local job opportunities by increasing, diversifying and improving the quality of employment within the district through the provision of appropriate employment sites, quality affordable accommodation and the development of business support and partnerships
This strategic employment site offers the area a unique chance to regenerate Bognor Regis and capitalise on the added value the investment will bring for the wider area and Coastal West Sussex’s economy. Investments such as the Bognor Regis Northern Relief Road, Rolls Royce Motor Cars, University of Chichester’s planned Engineering and Digital Technology Park, ultra-fast broadband and the ‘Bognor bold idea’- shared work to create a digital creative hub in Bognor Regis, all complement and contribute to a comprehensive investment opportunity for the area. The strategic employment site will provide encouragement for firms and investors that there will be significant competitive advantages for locating and expanding in the area, with opportunities to take advantage of a pool of skilled labour linked to the University and the knowledge economy. Road infrastructure connected to the Site 6 development has been delivered by the developer in the form of the Bognor Regis northern relief road – connecting the A259 at the Chichester road to Felpham. Further improvements have been identified to aid the access and flow of traffic from and to the employment site along Rowan Way and the A29 to enable the development to come forward. This includes access improvements and a link road to connect the site west to east.
The town has recently befitted from public realm regeneration and there is potential to build on this as a catalyst for change. A key local employer and tourist attraction- Butlins has changed its business model which focuses more on using the town of Bognor Regis as a tool to add value to its customers’ stay in the resort.
Further regeneration opportunities exist at 2 key sites in the town – The Regis Centre site and Hothamton car park. The land is owned and managed by the District Council development can be delivered in line with a collective vision for the town, which complements developments at Enterprise Bognor Regis, the University of Chichester and the ‘Better Bognor’ bold idea.
The Better Bognor bold idea is a programme to establish a cluster of creative and digital start-ups in Bognor Regis with a package of business support including skills, marketing and shared working space. This initiative will be located in the heart of the town and is linking with the University of Chichester’s planned campus and curriculum.
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The University of Chichester plans to build a new digital and engineering campus at their site in Bognor Regis. The new building will deliver courses in Science, Technology, Engineering and Maths (STEM) subjects and will contribute directly and indirectly to the local economy, including a pool of highly skilled labour.
The Beautiful Outdoors and West Sussex underground initiatives, raises awareness of the natural and tourism offer of West Sussex, as a destination for visitors. Bognor Regis, with seaside tourism and an established evening, leisure economy: Littlehampton, with marine-based tourism, focused on the harbour and waterfront: Arundel, with its heritage offer (cathedral and castle) and its links to the South Downs
Digital technology companies are pivotal to the UK economy and clusters of businesses have been identified all across the UK. These clusters develop organically and are entrepreneur led but there is evidence to show that with the support of local and national stakeholders the growth of these technology clusters can be accelerated.
Digital clusters are an engine room for the growth of the economy and form when a critical mass of digital companies locates in an area. Whilst established clusters are organically cultivating their own momentum, greater support within emerging, smaller clusters locally could accelerate growth.
The most successful digital technology clusters have the availability of skilled workers. Taking advantage of the region’s growing reputation as a digital creative hub the Better Bognor Bold Idea aims to rapidly advance digital ideas and help innovators bring digital products and services to market.
Drawing on examples from other town reinventions around the world and given the University’s recent success, Arun District and West Sussex County Councils would like to establish Bognor Regis as a place where young creative people from London, Brighton or other cities can relocate.
To support this development and to help kick-start the rebranding of the University of Chichester’s Bognor Regis Campus and the town as an important UK creative and digital hub the council has agreed to provide a grant to the University of Chichester to enable the commissioning of the following vision work.
The new digital and engineering facility brings very definitive shift to the purpose and activity of the whole campus. As part of the addition of the new facility the entrance to the campus will be redesigned providing land and space to provide a very different sense of arrival for the campus and for the town.
The University will work with the development of our wider proposals to regenerate and reinvigorate Bognor Regis as a creative and digital hub, with a particular focus on the town centre.
Activities
Enterprise Bognor Regis
a) Support and progress opportunity sites identified in the Local Plan/ADC Local Development Order at Enterprise Bognor Regis: – Salt Box, Rowan Park, Oldlands Farm, and Airfield Park (old LEC site). b) Maximise the benefits offered by new and proposed infrastructure linking the site to the east/west and north/south at Enterprise Bognor Regis
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c) Work with land owners to secure investment proposals in the site(s) whilst working with industry sectors to identify demand and need to attract high growth jobs that links to the University of Chichester (Bognor Regis Campus) d) Work with education providers and businesses to identify and develop skills to support people and key business sectors linked to the proposed development e) Support the University of Chichester to develop digital skills campus at Bognor Regis, link this to EBR offer and bold idea initiative f) Support Bold Idea work links with the creative/digital hub proposed with support for skills and businesses g) Understand what complementary/supporting infrastructure needed to give EBR a competitive edge to attract investment such as digital infrastructure and low carbon energy solutions
Bognor Regis Seafront/Town Centre
a) Support progress for regeneration proposals for the Regis Centre site and Hothamton Car Park with Arun District Council b) Support proposals for town centre regeneration, including support for key sectors such as tourism and healthcare c) Continue to engage with existing groups and stakeholders to progress integrated regeneration of the town and how this relates to; Enterprise Bognor Regis, the University of Chichester’s expansion and the Better Bognor Bold Idea.
Better Bognor Bold idea
a) Develop bold idea concept to create digital/creative business hub. Build support and alignment with all relevant stakeholders. b) Create links with the University of Chichester campus and local businesses. c) Ensure digital infrastructure is in place to support aspirations. d) Develop the creative/ digital sector, supporting GVA growth with University and business partners
University
a) Work with the University of Chichester to progress their new Bognor Regis facilities and student accommodation. b) Establish business/ public sector link to develop local skills agenda.
Outcome -
o Improve GVA through provision of high value jobs o Up to 4,133 new jobs from provision of employment space o 108,500 sqm new employment space with additional land outlined in LDO plans (at Airfield Park) o Development of high growth sector hub in centre of Bognor Regis town, meeting skills demand locally o Enable University to supply local labour market with skilled labour in high growth/key sector o Ensure town centre and seafront are sustainable and support future prosperity of the town
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5.2
Priority 2 Greater Littlehampton
The priority is to deliver homes, jobs and employment space in the greater Littlehampton area and plan for expected growth that may impact on highways and transport infrastructure as well as Health, education and other infrastructure requirements.
Greater Littlehampton area, to include:- o Deliver infrastructure improvements to connect key places, including improvements to the A259 (East Arun)delivery of the A284 Lyminster bypass and sustainable transport enhancements in the district o Optimise the public estate in Littlehampton by identifying space and sites for shared or multi-use operations, releasing potential development opportunities in the town centre. o Supporting ADC regeneration plans for the town including the ‘9 big ideas’. o Support seafront and harbour development and regeneration - supporting tourism sector economy to ensure business support and market development principles in place to sustain and grow GVA in the sector.
Evidence– Evidence shows that Arun is a net exporter of labour. Most commuters travel west to Chichester and Portsmouth, whilst Worthing is also a destination for working Arun residents. The additional population will put pressure on the road system particularly along the key trunk routes of the A259, A29 and A284.
The fire station no longer meets the needs of the service. There is a desire to look elsewhere in the town for more appropriate accommodation. Other partners are also exploring opportunities to develop or redesign services to meet current and future demands. These include the NHS- primary and secondary provision, as well as the library service.
The West Sussex Fire and Rescue (FRS) service needs to meet new challenges of competing demands in terms of service provision and an expanding population. Littlehampton has grown, primarily north of the Town and the FRS’s operating model means more suitable accommodation needs to be found in Littlehampton to replace the existing fire station on Maltravers Street. The NHS have a health centre on the adjacent land and historically housed a community hospital. The demographic pressures within the locality suggest a need to operate health services differently and there is scope to join up public sector resources to help achieve this. Arun District Council’s HQ building is also adjacent to the site and along with the library service, any master planning or exploration of options for the area would need to consider the services and assets of the respective organisations to understand optimum use of the space.
The broader footprint of the Maltravers Road site encompasses a number of public funded administrative and municipal buildings including:
WSCC library service ADC training centre NHS Health centre and former community hospital Baptist church
If all constituent land of the site is offered up as an opportunity, there is potential for a comprehensive development which would deliver a mixed use development in the heart of Littlehampton, enabling a rationalisation of the public estate whilst improving service outcomes in the town.
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The Local Plan Infrastructure Delivery Plan recognises that financial contributions towards fire and rescue infrastructure, such as fire stations and appliances, may be required to meet the population growth from a proposed development. It is suggested that fire and rescue infrastructure is identified as a type of infrastructure that may be funded by the Community Infrastructure Levy; a levy payable by developers when building out homes or employment space.
Background – Improvements to the infrastructure at the A259 at Angmering and linking the town north to the A27 via the Lyminster bypass (A284) will support the delivery of 2,600 homes and 2,276 jobs in the greater Littlehampton area. Littlehampton’s local economy performs poorly in comparison to other areas of West Sussex and the wider South East region. Congestion on the A259 is seen as a significant disincentive for businesses, especially higher value businesses, to locate in the area and makes it harder for existing business to attract and retain qualified and skilled staff.
Improvements to the road network at the A284 and A259 are expected to; Provide motorists with a less congested route with reduced journey times by reducing queue lengths at key junctions Directly support delivery of the Angmering development allocation of 600 new homes and 8.95ha development land for employment space Indirectly contribute to creation of further jobs, 1,204 homes and 27,000sqm employment floor space
Activities
a) Support the development of opportunity sites in the town centre, seafront including support for key sectors such as tourism and healthcare b) Deliver infrastructure improvements to link housing and employment space development: i. Deliver A259 east Arun improvements in line with homes and employment space build outs ii. Deliver A284 Lyminster bypass improvements in line with homes and employment space build outs c) Explore sustainable transport links between Arundel and Littlehampton d) Agreement with relevant stakeholders to join a comprehensive development at Maltravers Road
Outcome - o Deliver 2,600 new homes at Courtwick, north Littlehampton and Angmering o Deliver up to 27,000 sqm new/additional employment site sqm o Up to 1,204 new jobs from provision of employment space with indirect benefits to GVA coming from provision of housing, growth of business and creation of jobs on prime town centre land, generating savings and efficiencies from optimisation of public sector assets in Littlehampton.
5.3
Priority 3 Skills
Skills and local economy labour demands in Arun:
To create a Skills Strategy for West Sussex that achieves the following:
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Develop a joint approach between education & skills providers and industry employers to establish gaps in skills and develop approach to grow priority sectors (digital , creative, IT and advanced manufacturing/ engineering, tourism and healthcare) Improve access and pathways to work both economically and in terms of travel/transport Support for healthcare sector economy and public services to ensure business support and market development principles are in place to sustain sector growth, meeting additional anticipated demand to ensure sufficiency of supply (capacity/stock); ensure market capability and ensure market quality
Evidence– As the economy grows and employment increases, new challenges emerge for our local economies. The new challenge is how the whole workforce meets the jobs and skills demand of growth. A continuing trend towards higher skilled jobs will mean there will be significant changes in the demand for labour.
The skills gap for England is the equivalent of increasing everyone from an average of five GCSEs to an average of three ‘A’ levels (or their equivalents) by 2022. This is because employers will want many more highly qualified people, and fewer people with low or no qualifications. There will still be a constant supply of low skilled jobs but we will have too many low skilled people if we don’t sufficiently increase skill levels. The consequence of not meeting this challenge by 2022 will be:
o 9.2 million low skilled people chasing 3.7 million low skilled jobs – a surplus of 5.5 million low skilled workers with an increasing risk of unemployment o 12.6 million people with intermediate skills will chase 10.2 million jobs – a surplus of 2.4 million people o Employers will struggle to recruit to the estimated 14.8 million high skilled jobs with only 11.9 million high skilled workers – a gap of 2.9 million.
This could restrict economic growth if employers can’t recruit the skills and capabilities they need. The LGA have calculated that in 2022 between 16% and 25% of growth could be lost by not investing in skills. This means that up to £375 billion (nationally) of output is at risk. The consequences could be that employers look elsewhere to recruit or seek to re-locate. Our current workforce, and the young people joining it, needs to grasp the opportunities that future growth will bring.
Estimates of GVA per Head Total Population for West Sussex Districts and Boroughs
2013 2009 2010 2011 2012 (Provisional) Coast to Capital £ 20,917 £ 21,793 £ 21,265 £ 22,554 £ 22,633 West Sussex £ 21,361 £ 22,806 £ 21,911 £ 23,321 £ 24,164 Arun £ 10,894 £ 10,734 £ 10,384 £ 11,450 £ 10,773 Source: - Coast to Capital LEP -figures in italics are estimates, figures from Coast to Capital and West Sussex from ONS
Table 4 West Sussex GVA per capita
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Comparison between gross weekly earnings for residents and workers in West Sussex 2014
700.0 600.0 500.0 400.0 300.0 200.0 100.0 0.0 West Adur Arun Chichester Crawley Horsham Mid Worthing Sussex Sussex
workers residents
Source: Annual Survey Hours and Earnings, 2014 (ONS/nomis)
Table 5 West Sussex Gross weekly earnings
Background – Thriving local economies need a local workforce with high levels of employability – one which is skilled and motivated. Local economies need a good match between employer demand and labour supply – the right skill levels and the right sort of skills. Delivering the benefits of local growth for local people will mean maximising opportunities for residents to up skill retrain progress in work and find the job they want.
There will need to be more opportunities to improve skills and qualifications – integrating employment and skills provision at the local level. The Work Programme is due to be replaced in 2016. This provides an opportunity for new programmes that will meet the new challenges, especially for those with disabilities and health problems. This is best fixed at the local level – integrating health and employment support.
Arun District has historically had low growth, low job density, poor attainment and high levels of out-commuting. This suggests a local need to grow and retain local businesses and wealth creators, with a focus on improving education and skills locally. The demographic forecasts for the District suggest a gap in working age population and thus lost growth and economic output in future.
Attainment rates, particularly at secondary level (GCSE) and level 4 are consistently low and could be attributed to poor economic and health outcomes in the district, particularly in Bognor Regis and Littlehampton. Local apprenticeships posts for high skilled labour and craftsmen are being filled by staff outside of the district due to a local gap in skills. Changes to curriculum and focus in schools and FE colleges locally have led to less provision of work experience placements and links with local businesses and education/skills providers. The LGA have set out proposals that help meet the challenges of current and future skills gaps that focus on constraints to growth. Primarily these are aimed at young people and matching skills for the future with future jobs and working age residents being able to train or re-train.
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Significant local growth can be achieved by:
o Supporting local people to develop the skills they need to thrive in the future by identifying key points to realising talent in the district. o Working pro-actively to develop a comprehensive view of school place planning in Arun and identify the infrastructure and funding to support this. o Working with the University of Chichester’s Bognor Regis Campus will provide a pool of highly skilled labour in the engineering and digital market, linking to ‘Enterprise Bognor Regis’ and the regional economy. o Supporting opportunities that improve productivity, access to employment and attract investment. o Focus on key sectors – digital/creative linked to University of Chichester, advanced manufacturing o Supporting business growth; expanding labour market and pathways to employment for local residents.
Activities a) Support education and skills providers to work with industry/ growth sectors associated with the University/ EBR/ bold idea initiatives (primarily digital/creative & IT and STEM). b) Attainment – Enable Level 2/3/4 improvements via linking vocational training and pathways to employment (including apprenticeships) to local economy demands c) Develop an Arun wide skills strategy that links with the strategic agenda, but meets local economic and business needs. d) Target interventions in areas of economic deprivation and poor health outcomes
Outcome
o Deliver economic growth/jobs through productivity, links to growth/priority sectors, bold idea, University, Enterprise Bognor Regis, care market, Beautiful Outdoors initiative o Growth of key sectors and start ups
5.4
Priority Strategic Growth Locations
Support additional growth options:
o Work with Arun District Council to prioritise and support delivery of growth locations determined through the Local Plan process o Develop a timeline of investment proposals with stakeholders including ADC and developers. o Build the case for additional infrastructure needed to support the build out proposals including education, health and community facilities
Evidence– The Arun District Local Plan is currently under review and following consultation, will be examined by a government inspector in due course. Scenarios and options are being considered which will determine hosing allocations over the Plan period. Sustainability appraisal work will consider the impact of any proposed
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development and test levels of dwelling numbers against a recommended target of 758homes per annum (up to 7,000 collectively in total over the period of the Plan).
The Government Inspectors’ report on the Local Plan states that the suspension process will require a new sustainability appraisal in which the reasonable alternatives for meeting the requirements of a higher Objectively Assessed Need (OAN) will need to be first identified and then subjected to clear comparative assessment
‘Reasonable alternatives’ for development are the different realistic options considered by the plan-maker in developing the policies in its plan. They must be sufficiently distinct to highlight the different sustainability implications of each so that meaningful comparisons can be made. The alternatives must be realistic and deliverable.
Through the further evidence work required during the Local Plan Examination suspension period, the following levels of housing are being tested: 650 dwellings per annum (dpa); 758 (dpa); and 900 (dpa).In order to test these three levels of housing, a range of locations and differing levels of housing for each location have been identified for testing through the SA process. These are set out in Table 3.
Supplementary evidence for the Local Plan will determine how the proposed settlements will develop their roles as well-connected large villages serving Arun; providing, employment, housing, community facilities and local services, supported by improved transport links.
Demographic forecasts for Arun District suggest an ageing trend, with 36.3% of the population being over the age of 65 by 2034. This projection will put pressures on health and social care services as well as the health care sector as a whole. GP ratios for the District are currently 1:1664 (national average is 1:1800). Taking into account future population forecasts, there will be a need to provide a further 7 FTE GPs. Changing demographics will require different demands on services, amenities and housing requirements. Evidence suggests that there are benefits to individuals and services if people are able retain and regain their independence for longer in later life.
Across the health and social care economy there are unprecedented demand pressures. They are presenting not just from an increasingly aging population but from a system that is shifting delivery of complex care into a market overseen by and the statutory responsibility of, local authorities.
There is a need to take a holistic view of the infrastructure requirements for the District and how they integrate with other local settlements to support housing and economic growth.
Background – A number of areas have already been identified since the 2009 Options for Growth stage; and is made up of a number of sites that have been submitted through the Strategic Housing Land Availability Assessment (SHLAA) process.
It is important to note that the alternatives being assessed, does not automatically mean that one of these options will be progresses into the Plan.
There a number of key issues that the development sites need to address in order to deliver the proposed level of growth:
Detailed understanding of the hydrological and water management issues, particularly the high groundwater levels and existing watercourses;
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The potential for the new road infrastructure and the West/ East Coastway rail line to act as major barriers to movement across the District and which could conflict with aspirations for pedestrian-friendly, attractive residential areas; The need to maintain physical separation between strategic developments and between the new development and; The need to consider the ‘edges’ of existing development – especially the conservation areas – and the edges of new development, and how these interface with the proposed green buffers.
Demographic challenges will determine the demand for products and services of all types in the adult and social care markets will need to be managed appropriately from both a demographical and geographical perspective to ensure sufficiency of supply at an affordable cost.
The volumes of consumers, their changing needs and the financial constraints will need robust and creative commercial oversight to ensure the council positions itself appropriately in each of its areas of business.
In order for us to be able to manage demand, invest, disinvest or diversify in the appropriate services using the appropriate delivery model it is critical that not only do we understand our current and predicted resident volumes in each customer category but that we know their demand requirements and behaviours (Complexity).
It is proposed to undertake a cost analysis on each of these customer groups to define a unit cost for each group to inform investment and expenditure. It is proposed that the councils and their public/private delivery partners take a more proactive approach in leading, designing and implementing a market oversight function in line with its statutory responsibilities under The Care Act 2014.
Activities a) Develop housing proposals with stakeholders and plan for associated infrastructure alongside improvements to transport in the surrounding area subject to evidence associated with the emerging Local Plan. b) Work with stakeholders to ensure wider plans for employment in the area are linked to the developments c) Develop and deliver a schools plan that most effectively provides school places and a quality education for current and future residents – this will include a review of existing capacity and assets against the future need for school places d) Identify and deliver additional infrastructure need from planned growth, such as health and community facilities.
Outcome:
o Deliver additional homes (subject to evidence submission/inspector’s examination of the emerging Local Plan) o Sufficient infrastructure needed to support growth at locations identified through the Local Plan process o Potential new employment space outlined within the emerging Local Plan
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References
The Arun District Planning Framework 2015 The Arun District Council Infrastructure Delivery Plan 2014 (Subject to additional evidence/ Inspector approval) Arun District Economic Strategy ‘Open for business’ Coast to Capital Strategic Economic Plan (SEP) 2014 Joint Strategic Needs Assessment AECOM Infrastructure review 2015 Five Year Strategy and Two year Operational Plan 2014 (Coastal West Sussex CCG) South Downs National Park Plan (draft) WSCC Insight Team, (ONS) Demographic data and ‘West Sussex Life’ WSCC Planning School Places 2015 Job number assumptions – Industrial methodology from Northern West Sussex Economic Growth Assessment (2014) ONS GVA estimates (Sub regional)
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Appendix 1 - Enterprise Bognor Regis
Appendix 2 - Bognor Regis Town centre and seafront
Appendix 3 - Littlehampton A259 improvements
Appendix 4 - Littlehampton public assets
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Appendix 1 Enterprise Bognor Regis
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Appendix 2 Bognor Regis Town centre and seafront
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Appendix 3 Littlehampton A259 improvements
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Appendix 4 Littlehampton public assets –
Arun Place Plan v1.4 26.01.16 Page 120 of 149 Page 44 of 44
Arun District Council CABINET-08/02/2016 ITEM 13
AGENDA ITEM NO.13
ARUN DISTRICT COUNCIL
REPORT TO AND DECISION OF CABINET ON 8 February 2016
PART A : REPORT
SUBJECT: Consultation on proposed changes to the New Homes Bonus
REPORT AUTHOR: Neil Crowther / Alan Peach DATE: 15 January 2016 EXTN: 37839
EXECUTIVE SUMMARY: The New Homes Bonus is a grant paid by central government to local councils to reflect and incentivise housing growth in their areas.
The New Homes Bonus is currently paid each year for 6 years. It is based on the amount of extra Council Tax revenue raised for new-build homes, conversions and long-term empty homes brought back into use. There is also an extra payment for providing affordable homes.
This consultation seeks views on options for changes to the New Homes Bonus. It also seeks views on reducing the number of years in which current and future payments are made. The consultation period is up to 10 March 2016.
RECOMMENDATIONS: That the consultation response is required to be submitted by 10 March 2016 and delegated authority is sought, in consultation with the Head of Finance & Property and Cabinet Member for Corporate Governance, to submit a consultation response on behalf of the Council. Comments made by Cabinet will be included within the response.
1. BACKGROUND: 1. In February 2011, following the consultation on the government proposals for the New Homes Bonus, the government published its final scheme design for the policy. The Bonus is a grant paid by central government to all upper and lower tier councils to incentivise them to increase the number of available homes. Each additional home added to the council tax base, after deducting demolitions, results in an authority receiving an annual Bonus payment. Payments are based on the national average council tax band relevant to each property, and are paid annually for six years. There is also an additional payment for each affordable home delivered of £350 per year, again paid for six years.
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2. The first payment of the Bonus was made to local authorities in the financial year 2011-12. Bonus payments are “non-ring fenced” meaning they can be spent by authorities as they see fit. In the period 2011 – 2016, Arun District Council received £9,275,972 through the New Homes.
3. In December 2015, the government published a consultation on the proposed changes to the New Homes Bonus scheme. The consultation document can be found at,
https://www.gov.uk/government/consultations/new-homes-bonus-sharpening-the- incentive-technical-consultation
4. The new arrangements, whatever they are, will not be introduced before the 2017-18 financial year. However, the main effect of the proposals will be to significantly reduce the NHB payments to local authorities. The proposed changes to the New Homes Bonus could have a significant impact on local planning authorities. Ministers are currently considering reforms to this bonus scheme, which would not only see planning authorities without a local plan lose out, but could also see the payment term reduced from six years to four or less.
5. The main proposal is to reduce the period of award from six years to four years. The government is offering variants to this approach, such as a stepped reduction from 6 to 5 to 4 years rather than reducing directly from 6 to 4 years. It is also inviting comments on whether the period of reward might be reduced to 3 or even 2 years.
6. Another proposal involves introducing a threshold so that rewards are paid not for each net additional dwelling, but only for those net additions over an agreed threshold, which the government proposes would be 0.25% of the dwelling stock. This would lower the amount of NHB across the board.
7. Two of the proposals within the consultation relate to planning. Firstly, it is proposed (from 2017 - 2018) to without NHB payments to those authorities that have not submitted a Local Plan. It appears to state (at para 3.14) that the proposal relates to submission of a plan and Arun has submitted its Local Plan for examination; some neighbouring authorities have yet to do so. Secondly, the consultation suggests a ‘reduction’ in NHB payments for those dwellings allowed at appeal. The consultation states that the payments would not be withheld in full but then goes on to state that payments could be reduced by 100%.
2. PROPOSAL(S): That a submission is made by Arun District Council in response to the consultation. 3. OPTIONS: Not to submit any representations. 4. CONSULTATION:
Has consultation been undertaken with: YES NO Relevant Town/Parish Council x
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Relevant District Ward Councillors x Other groups/persons (please specify) x 5. ARE THERE ANY IMPLICATIONS IN RELATION TO YES NO THE FOLLOWING COUNCIL POLICIES: (Explain in more detail at 6 below) Financial x Legal x Human Rights/Equality Impact Assessment x Community Safety including Section 17 of Crime & x Disorder Act Sustainability x Asset Management/Property/Land x Technology x Other (please explain) x 6. IMPLICATIONS: The proposed changes to the New Homes Bonus scheme could have a significant impact upon the income the Council receives from government. A potentially significant reduction in income could result in the non-implementation of strategic infrastructure which would result in growth within the District being less sustainable.
7. REASON FOR THE DECISION: In order to make representations on the consultation.
8. BACKGROUND PAPERS: New Homes Bonus: sharpening the incentive: technical consultation-Link at Paragraph 3 of this report.
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AGENDA ITEM NO.14
ARUN DISTRICT COUNCIL
REPORT TO AND DECISION OF CABINET ON 8 FEBRUARY 2016
PART A : REPORT SUBJECT: SHARED SERVICES
REPORT AUTHOR: Paul Warters, Director – Customer Services DATE: January 2016 EXTN: 37510
EXECUTIVE SUMMARY: This report advises Cabinet of the project to consider service delivery options and identify whether there is a business case to implement a shared service arrangement for some or all of the proposed services. It would be essential to have c ommitment from each authority and agreement as to the principles that will underpin a business case to provi de each respective authority with sufficient data and information to make an informed decision as to the merits of a shared service. A similar report is to be considered by Chichester’s Cabinet, with similar recommendations.
RECOMMENDATIONS 1. That Cabinet approve the proposed options appraisal to investigate the business case for a shared service of Revenues and Benefits, ICT, Customer Services, HR, Legal and Financial Services.
2. That up to £20,000 be funded from the budget agreed at Full Council on 13 January 2016 as Arun’s share of consultancy costs associated with this project.
3. That Officers be instructed to provide the options appraisal and business case based on the principles identified in paragraph 2.3 of Appendix A to a future Cabinet for consideration.
4. That this options appraisal is pursued on the basis of approval from appropriate Cabinets at each authority.
1. BACKGROUND: 1.1 With continued funding pressures on all local authorities the need to look at more innovative service delivery models has led many authorities to adopt a shared services model (a standard model across public and private sector organisations.) 1.2 Chichester, Arun and Horsham District Councils are committed to the sharing of resources where service improvements, efficiencies or benefits to the customer can be delivered that would not be possible in isolation. Chichester and Arun have successfully shared some service delivery in the areas of Print, Estates, Procurement, training and Benefit Fraud and there may be opportunity to extend this
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existing precedent to whole services. Horsham District Council has a history of shared services as a partner in the Census shared services arrangement to provide Revenues and Benefits services. Success depends on formalisation of existing political commitments, a shared vision of the required outcome and a joint understanding and ownership of the strategy to achieve that outcome. 2. Outcomes to be achieved 2.1 A detailed business case, providing Cabinet with sufficient data and analysis to decide on the future operating model for the Council’s Revenues and Benefits, ICT, Customer Services, HR, Legal and Financial Services. 3. Alternatives that have been considered 3.1 In 2013 a review of the Chichester’s ICT service was undertaken by external consultants. As a part of this review, the consultants considered alternative delivery models for the service and recommended considering a shared service arrangement with one or more local authorities to achieve economies of scale. The consultants’ view was that due to the size of the service, outsourcing to the private sector was not a viable option. 3.2 Each authority could continue to provide these services in-house. However, if frontline services contract or are delivered by alternative providers, it can be challenging to contract support services on a pro rata basis and can result in a higher recharge to remaining in-house services. The employment of consultants to look at alternative delivery models will provide Cabinet with clarity and assurance that any recommendations coming forward from this initiative are the most efficient and effective options available.
2. PROPOSAL(S): Appendix A sets out the project proposal. This proposal will also be considered by Arun and Horsham District Council to seek approval to develop an options appraisal and business case based on the approach and principles outlined in appendix A. 3. OPT IONS: 1. To proceed with the project to develop an options appraisal and business case to implement a shared service arrangement for some or all of the proposed services 2. Not to proceed with the project to develop an options appraisal and business case to implement a shared service arrangement for some or all of the proposed services 4. CONSULTATION: Should this initiative be supported, there will need to be clear and regular consultation and information to Unison and those staff who could be potentially affe cted with regular monitoring reports. Unison has been made aware of this proposal and staff in potentially affected services are aware of the proposal. Has consultation been undertaken with: YES NO
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Relevant Town/Parish Council Relevant District Ward Councillors Other groups/persons (please specify) 5. ARE THERE ANY IMPLICATIONS IN RELATION TO YES NO THE FOLLOWING COUNCIL POLICIES: (Explain in more detail at 6 below) Financial Legal Human Rights/Equality Impact Assessment V
Community Safety including Section 17 of Crime & Disorder Act V Sustainability Asset Management/Property/Land Technology Other (please explain) 6. IMPLICATIONS: 6.1 Resource and legal implications 6.1.1 Chichester, Arun and Horsham will need to share the cost of employing an external consultant and Officers recommend provision of £20,000 be set aside for this for Arun’s contribution. There will be a need for senior managers to work with the project team and consultants to provide data and service information which may impact on the business and may require some temporary resources to ensure the service to customers and performance is not affected. 6.1.2 If, following the options appraisal, one or more services are suitable for sharing, significant input will be required from Finance, Legal and HR staff. 6.2 The principles set out in appendix A will be used to assess the impact of any community or corporate risks associated with the proposed operating model
7. REASON FOR THE DECISION: To progress work on the vision agreed at Full Council in January 2016 and to agree the proposed options appraisal, including expenditure, to investigate the business case for a shared service of Revenues and Benefits, ICT, Customer Services, HR, Legal and Financial Services.
This proposal will also be considered by Chichester and Horsham District Councils
8. BACKGROUND PAPERS: None
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Agenda Item 14 - Appendix A
Project Proposal for Shared Services
1.0 Introduction
1.1 With continued funding pressures on all local authorities the need to look at more innovative service delivery models has lead many authorities to adopt a shared services model (a standard model across public and private sector organisations.)
1.2 Chichester, Arun and Horsham District Councils are committed to the sharing of resources and have a history of successfully sharing services. Management teams have agreed there is merit in exploring the potential to share ICT, Customer Services, HR, Legal and Financial Services as well as a Revenues and Benefits Service. If the authorities extend their shared services substantially, ICT will be a key component to delivering a shared arrangement. Arun and Chichester District Councils are in the process of a joint procurement for a replacement telephone system which would be a key piece of infrastructure to support the sharing of systems and data. The specification for this replacement has been designed to enable expansion to other authorities in the future.
2.0 Project Description
2.1 This project will consider service delivery options and identify whether there is a business case to implement a shared service arrangement for some or all of the proposed services. It would be essential therefore firstly to have political commitment from each authority and agreement as to the principles that will underpin a business case to provide each respective authority with sufficient data and information to make an informed decision as to the merits of a shared service.
2.2 Success depends on a shared vision of the required outcome and a joint understanding and ownership of the strategy to achieve that outcome.
2.3 It is therefore proposed to apply the following principles to any business case coming forward to enable each respective authority to assess the validity of progressing a shared service arrangement::-
a) Ensuring that no one partner is worse off b) Ensuring the outcome meets each authorities’ objectives c) Ensuring that the customer remains at the heart of everything we do d) Providing resilience through the sharing of costs and resources to protect future services. e) Having a clear vision, objectives and required outcomes supported by a recommended operating model that demonstrates:- i. Specific service and/or financial efficiencies for all partners.
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ii. Whether a shared service model is the most beneficial delivery model to partners, compared to retaining a service in-house or outsourcing to a private contractor. iii. The impact on staff, customers, performance and systems iv. The investment and resources required to deliver the proposed operating model and return on investment period v. The future investment required by both organisations to maintain the operating model vi. A roadmap/strategic direction of the proposed operating model that future-proofs the partners and provides opportunities for staff and systems vii. The governance arrangements that will be implemented to support the operational delivery of the service, the decision- making process and sharing of benefits/efficiencies. viii. A delivery timeline to full implementation
2.4 The senior management teams at Chichester, Arun and Horsham District Councils will present this proposal to their respective Cabinet Members and assuming this is supported by them, it is proposed that an options appraisal is progressed to investigate the business case as identified above.
3.0 Project Costs and Resources
3.1 This project will require some external consultancy to provide impartial challenge and independent experience of shared services, together with a joint governance arrangement between the authorities, involving portfolio holders, senior management teams and related service managers. The business case and service delivery model(s) for each service will be presented to a future meeting of each respective Cabinet to be assessed against the principles set out above before any further commitment is made.
3.2 An application for funding has been made from the Local Government Association Productivity Expert Programme. This programme provides 10 days consultancy support from an expert with extensive experience of planning, implementing and delivering shared services in the public sector. The intention is to use this expertise to assist in the development of the business case. However, 10 days is a limited resource in view of the extent of the project and officers propose that provision be made for the employment of an external consultant, the cost of which to be shared between the authorities. This would provide the opportunity to acquire additional support to deliver the business case if necessary and/or to support the funding of external expertise during any future implementation phase.
4.0 Timescales
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4.1 Each authority will consider the project proposal during February 2016 and provide approval for which services should be progressed to business case.
4.2 Each authority will appoint their respective officers to specific roles within the proposed project structure (appendix A)
4.3 The LGA consultant will be appointed in February and will provide an initiation workshop for key staff within each authority to provide clarity of process, roles, responsibilities and governance during the process
4.4 Completion of individual business cases for each of the proposed services will be completed within 4 months for consideration by each authority’s Cabinet Members.
5.0 Risks and Mitigation
Risk Probability Impact Mitigation Staff resources to M M Issues arising to be identified by support the each authority’s Project Lead and development of the raised at Improvement Board to business case consider providing additional resources/support for service area. Each authority to fund any additional resources within their individual services to deliver the project. External consultant M M Each authority to identify lead understanding of officer to provide data and service service in compiling information to consultant. a robust business Consultant to report to case Improvement Board and Project Group with regular progress reports and analysis of data Support staff such M M Detailed project planning to as ICT, mitigate risk. Project plan to be Accountancy and owned by Project Board and HR unable to scrutinised by Improvement Board resource delivery of information requests for each of the six business cases One partner not in a H L Service delivery models to be position to proceed designed to enable a partner to with a particular join shared arrangement at future shared service date. The business case to within timescales identify any issues or costs required by associated with this scenario. remaining partners One or more M L Each shared service arrangement partners decide to to have one employing body so outsource ICT to a that the service delivery model
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private contractor uses the ICT provided by that partner, whether shared, in-house or outsourced.
A comprehensive risk log will be developed as the project evolves and will be the responsibility of the Project Board to manage.
6.0 Conclusion
6.1 A shared service delivery between partner authorities is now more commonplace across public sector organisations and can provide significant benefits to organisations and customers. Rather than simply converging services and systems, it can provide the opportunity for innovation in service delivery for the improvement of services and to provide the financial efficiencies that will be a determining factor in assessing the business case. Developing a robust business case that provides assurance and clarity of those benefits is essential before approving implementation as a shared service is a long-term commitment.
Appendix A – Proposed Governance for Business Case Phase
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Agenda Item 14 - Appendix to Appendix A
GOVERNANCE FOR BUSINESS CASE PHASE OF SHARED SERVICES PROJECT
ROLE MEMBERSHIP
Cabinet/Council Constitutional Membership of respective authorities Agree Principles and Funding. Consider/approve Business Cases and associated costs
Joint Business Improvement Board Chief Executives (Project Sponsor) , Leaders, Decision Board for Project Team. Ensure Cabinet Portfolio Holders, Project Leads and principles adhered to. Represent political and external consultant constitutional impact on both authorities. Provide challenge and support to Project Board.
Project Board Project Manager from each authority , external consultant, (Work-stream Managers, Head of Co-ordinate project work streams, Ensure robust Service, Procurement, Accountant, ICT, Legal & HR business case. Setting and Overseeing project as required) timescales, identify and allocate resources, project communication
Workstreams Corporate Project Co -ordinator, Se rvice Managers, ICT, (Legal, HR, Estates, Procurement, Accountancy as Support Consultant and Project Leads in required) development of business case
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Unconfirmed Joint Eastern Arun Area Committee
1 December 2015, – At a meeting of the Committee held at 7 pm at The John De Bohun Room, Rustington.
Present:
West Sussex Mr Tyler, Mr Buckland, Mr Evans, Mrs Urquhart and Dr County Council Walsh.
Arun District Councillors Mr Bicknell, Mr Bower, Mr Elkins and Mrs Council Neno.
Town / Parish Councillor Mrs Francis (Angmering), Councillor Mr Duijf Council (Chairman) (East Preston), Councillor Mrs Walker representatives (Kingston), Councillor Mr Squires (Littlehampton) and Councillor Mrs Cooper (Rustington).
In attendance:
West Sussex County Council: Monique Smart (Democratic Services Officer), Peter Lawrence (Principal Community Officer) and Ben Whiffin (Area Highways Manager)
Arun District Council: Paul Warters (Director, Customer Services)
Chairman’s Welcome
50. The Chairman welcomed everyone to the meeting.
51. Apologies had been received from Councillors Mr Peters, Mr Gammon, Mr Purchese and Mrs Robertson.
Declarations of interest
52. The following interests were declared:
Mr Ian Buckland as a Member of Arun District Council and Littlehampton Town Council Dr James Walsh as a Member of Arun District Council and Littlehampton Town Council Mr Peter Evans as a Member of Ferring Parish Council
53. Members asked for advice as to whether they have to declare interests as Members of Councils other than those they are at JEAAC to represent. Dr Walsh stated he had previously received legal advice to do so.
Minutes
54. Resolved that the minutes of the Joint Eastern Arun Area Committee, held on 8 September 2015 be confirmed as a correct record and that they be signed by the Chairman.
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Progress Statement
55. The Committee had before it a progress statement on matters arising from the previous meeting (copy appended to the signed minutes). A number of issues were discussed including those set out below:
• Councillor Mr Bicknell raised concern about the County Council proposals to change the JEAAC and JDAC boundaries so that all of the Angmering Parish is in JEAAC. Dr Walsh confirmed that this had now been approved by Governance Committee. It was noted that Arun District Council were not changing their boundaries so this would only affect the County Council functions of the meetings such as Community Initiative Funding and prioritisation of Traffic Regulation Orders and Highway Improvement schemes. Mrs Urquhart added that this had been happening in practise and the proposals simply formalise that.
‘Talk with Us’ – Public Questions
56. The Chairman invited questions from members of the public. Questions were asked to which responses were given (in italics), including those set out below:
• A number of residents from Littlehampton raised concerns about parking in and around Littlehampton Train Station, River Road, Pier Road and North Ham Road. The main issue was that shoppers, commuters and visitors could park freely in the roads to avoid paying for car parks and therefore residents found it difficult to park near their homes. It was understood that JEAAC had previously made a decision not to introduce a Controlled Parking Zone (CPZ) for Littlehampton and some residents asked if this could be reconsidered. • Mr Ian Buckland, as the local County Councillor, stated that he supported his residents in asking for a new consultation for a CPZ for Littlehampton. He also confirmed that Littlehampton Town Council, who had previously not supported proposals for a CPZ, had agreed to discuss it further at their next Planning and Traffic Committee on 7th December. • Mr Ben Whiffin (Area Highways Manager) confirmed that the previous consultation started in 2012 but there was not support from key stakeholders, such as the Town Council, to progress to public consultation. This would have to change before the County Council would consider any further review. • Mr Whiffin also referred to a pilot ‘road space audit’ scheme that the County Council was undertaking in the Chichester District. This would look at all parking issues including capacity and possible solutions and until this scheme reports in spring 2016 it is unlikely that the County Council would consider a new CPZ. The main reason for this was that often a CPZ can displace a problem rather than solve it. • Mr Whiffin stated that there was a cost to residents for a CPZ and that it would not guarantee a space outside their house or even in their street. • Dr James Walsh suggested that there were alternative solutions to a CPZ and that he would agree for this issue to be added as a future item for the JEAAC Highways and Transport (H&T) Sub Group to consider. • Cllr Mr Ricky Bower suggested that a supplementary planning document may help in that it can state the minimum parking requirements for new developments. Cllr Mr Bower undertook to look into this issue with Arun District Council. • Residents from Rustington were also in attendance and asked for an update regarding the parking problems in Broadmark Lane and the petition they had Page 133 of 149
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submitted. Dr Walsh confirmed that a response to the petition had been sent to the petition lead and as noted in the minutes of the JEAAC H&T Sub Group the situation would be kept under review.
Community Police Issues
57. Unfortunately no Police Officer was in attendance so this item was deferred until the next meeting but the Chairman did remind Members to contact Inspector Clothier with any issues.
Highways and Transport Items
58. The Chairman referred Members to the notes from the last meeting of the Highways and Transport Sub Group (appended to the signed minutes). Dr Walsh, Chairman of the H&T Sub Group provided a brief update of the main issues, including:
• It was noted that the title for minute 5 should only be Ferring & Worthing Road East Preston TRO progress update. • Regarding campervans parking on the seafront it was noted that Members supported making this a priority but that it would have to wait until the new TRO process was introduced. As this issue crosses into the Worthing County Local Committee it would need a joined up approach to any proposals. Mr Peter Evans, as the local County Council, stated that the County Council Gypsy and Traveller team had had some success in moving those that appeared to have people living in them but a long term solution was required before next summer. • It was confirmed that Ben Whiffin was looking into the possibility of new signs for the Windmill Bridge roundabout to ensure that people use the correct lane.
59. The Committee then went on to consider a report by the Director of Law, Assurance and Strategy, West Sussex County Council (copy appended to the signed minutes), which sought a decision from the Committee on the future administrative arrangements for JEAAC H&T Sub Group.
60. Resolved that the Committee agreed that Parish and Town Councils will provide the administrative support for the meeting on a 6 monthly rolling basis for willing Parish and Town Councils.
61. The Chairman welcomed Mr Tony Bathmaker, Project Manager West Sussex County Council. Mr Bathmaker provided an update regarding the A259 Improvement Scheme. He confirmed the preliminary design had been completed and was currently out to tender for design and build. The next stage involved contacting land owners to acquire some small sections of land to enable sections to be dual carriageway. Following that a business case would formally be put to the Local Enterprise Partnership (LEP) to draw down funds. Then it was planned that a full public consultation would take place. This was anticipated to be from 8th January to 19th February 2016 and would include radio and newspaper adverts, letter drops, website and social media and 4 drop in events across the local area.
62. Members welcomed the update and the progression of the scheme and thanked Mr Bathmaker and his team for bringing the scheme to the delivery stage. Members were generally happy that their previous comments and concerns had been looked into and hoped that the public would engage in the forthcoming consultation.
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Community Funding
63. The Chairman welcomed previous successful Community Initiative Fund (CIF) applicants and asked them to provide a brief update of their project and how the funds had benefitted their organisation and the local community. Members welcomed the updates and thanked the applicants for taking the time to come along and provide feedback.
64. The Committee then went on to consider a report by the Director of Law, Assurance and Strategy, West Sussex County Council (copy appended to the signed minutes), which sought decisions from the County Council Members of the Committee on the applications received under the CIF scheme.
65. Mr Evans declared a personal interest in application 793 as a Vice Chairman of one of the Youth Groups that would benefit should funding be allocated.
66. Resolved that the County Council Members of the Committee considered the CIF applications and allocated funding as follows:
793/JEAAC – Arun Community Church, £3000 towards 3x XBOX, games and sports equipment for 3 Youth Clubs.
804/JEAAC - South Downs Film Makers, £900 towards the purchase of a projector, speakers and other equipment.
808/JEEAC – Ferring Village Hall, £600 towards the purchase of an Automated External Defibrillator.
815/JEAAC - Arun Divers, £3,000 for replacement SCUBA equipment.
Nominations to School and Academy Governing Bodies
67. The Committee considered a report by the Executive Director Care, Wellbeing and Education (copy attached to the signed minutes).
68. Resolved –That the County Council Members of the Committee approves the following nominations under the 2012 Regulations:-
Appointment: Mr N Crowther to St Wilfrids Catholic Primary School for a four-year term.
Items to be raised by Town and Parish Council representatives
69. There were no items raised.
Items for future meetings.
70. The following items were agreed for consideration at future meetings:
• WSCC Cycling and Walking Strategy
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Date of next meeting
71. The Chairman reminded Members that the next meeting of the Committee would be held on 8 March 2016 at The New Millennium Chamber, Littlehampton Town Council. Members wishing to place an item on the agenda should notify Monique Smart via e- mail: [email protected] or on 033022022540.
The meeting closed at 8.30pm
Chairman
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Unconfirmed minutes Joint Western Arun Area Committee
6 January 2016– At a meeting of the Committee held at 7.00 p.m. at Bersted Park Community Centre.
Present: West Sussex County Council: Mr Oppler, Mr Jones, Mrs Rapnik, Mr Patel and Mr Sutcliffe.
Arun District Council: Councillors, Mrs Pendleton, Mr Maconachie, Mr Dillon, Mr English and Mrs Hall.
Town/Parish Council representatives: Councillors Mrs Richardson (Aldwick), Mr Knight (Bersted), Mr Cunard (Bognor Regis) (Chairman), Ms Piedot (Felpham), Mr Allsopp (Middleton) and Mr Radmall (Pagham)
Officers: Paul Askew, Head of Policy and Partnerships (ADC), Monique Smart, Democratic Services Officer (WSCC) and Pete Lawrence, Principal Community Officer (WSCC).
Chairman’s Welcome
60. The Chairman welcomed everyone to the meeting including Mrs Barbara Piedot as the new Parish Council representative from Felpham.
61. Apologies had been received from Councillors Mr Bence, Mrs Phillips and Mr Wotherspoon.
Declarations of Interest
62. In accordance with the Members’ Code of Conduct, the following personal interests were declared: • Cllr Mr English as a Member of Felpham Parish Council
Minutes
63. Resolved –that the minutes of the Joint Western Arun Area Committee (JWAAC) held on 16 September 2015 are confirmed as a correct record and that they are signed by the Chairman.
Urgent Matters
64. The Chairman stated that a nomination for a School Governor had been received after the agenda had been published and he had agreed for it to be considered alongside the other nominations at agenda item 10. The application form had been circulated to the County Councillors and the report had been amended on the County Council website.
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Progress Statement
65. The Committee had before it a progress statement on matters arising from the previous meeting (copy appended to the signed minutes). The progress statement was noted and the following issues were raised:
• It was agreed that Monique Smart would circulate the new Traffic Regulation order policy to all JWAAC Members. It was noted this would be discussed further at the next H&T Sub Group. • Members asked if street lighting levels had improved in Station Road and upper London Road as a result of the recent works. Monique Smart undertook to ask Caroline Gosford at Arun District Council and report back to JWAAC.
Talk with us – public question time
66. The Chairman invited questions from members of the public. A number of issues were discussed including those set out below:
• Mr Bell from Middleton raised concern about the future of 3 trees, two Ashes and a Maple, that are protected by Tree Preservation Orders (TPOs) and have been deemed healthy. The trees stand near the entrance to the village and can be seen from a wide area. Mr Bell asked if the Councils could clarify the situation and reassure residents that the original TPOs still stand. Mr Jones replied stating that he was aware of the Trees and the concern raised about their future. He had spoken to officers at West Sussex County Council and understood the trees had been inspected and any TPOs would be upheld. Cllr Mr Allsopp confirmed that the TPO was temporary and any representation to retain the TPO should have been be submitted to Arun District Council by 24 December. Cllr Mr Allsopp understood that 61 letters of support and a petition had been submitted but also asked if JWAAC would consider a letter in support of the TPO’s. This was agreed. • Mr Wells asked for confirmation of progress regarding double yellow lines in Willows Edge. Mr Graham Jones responded stating that the developer had not yet entered into the legal road adoption agreement with West Sussex County Council, so there was very little that could be done at this stage. He suggested that JWAAC write to the developer to ask for them to progress this. This was agreed. • Nick Stuart-Nicolson asked if JWAAC would support an initiative to raise funds for better disabled toilet facilities in Bognor Regis. Paul Askew stated that Arun District Council, as part of its review to be discussed at Full Council next week, was looking at public toilet provision. He did also state that the issue had been raised by others at a meeting at Bognor Regis Town Hall earlier this week. • Jan Cosgrove raised a number of issues in relation to Youth Services. Firstly he noted that local Councillors were not attending events when invited to the No 18 Project. Secondly he made mention of Bognor Regis Town Council putting aside money for local Youth Services and said this was a statutory service that West Sussex County Council should also be funding. He stated that Youth Services in the local area are in decline and he asked JWAAC to take a thorough look and consider this as a future agenda item.
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• Jim Brook asked about the recent consultation by Arun District Council on car parking charges. He asked that Arun work with West Sussex County Council to ensure that there is joined up thinking when it comes to car parking on and off street. Paul Askew agreed to take this back to the relevant officer at Arun District Council. Graham Jones stated that he and many of the other County Councillors had replied to the public consultation. • Nick Stuart-Nicolson asked if any improvements were planned to the access junction from Rowan Way to Halfords and Lidl? Graham Jones replied stating this was discussed at the last H&T Sub Group and further discussions with the appropriate officer from West Sussex County Council will take place at the next H&T Sub group. Cllr Mr Paul English said it was a shame that Bersted Parish Council would not be part of the H&T sub group to contribute to these discussions and he called on them to reconsider their position with regard to the H&T Sub Group.
Community Police Update
67. The Chairman welcomed Sergeant Ian Cheesman, who provided an update on crime statistics and current issues in the JWAAC area. A number of issues were discussed including those set out below:
• The local policing model would include up skilling of PSCOs but also a reduction in numbers of PCSOs. • The one District hub with Arun and Chichester was working well. • A number of Members raised concern about increases in crime in certain wards/areas and the ability for a reduced police service to respond. Sgt Cheesman confirmed that resources would be shared and therefore be targeted where the need was. • Sgt Cheesman confirmed that the Roads Policing Unit would remain but with the possibility of more joint working with other teams.
Community Initiative Funding
68. The Chairman referred members to item 8A on the agenda that confirmed a vacancy for a Town or Parish Council representative on the Community Initiative Funding Sub Group (WSCC Fund) had arisen.
69. Resolved that Cllr Mr Brian Knight be appointed as the Town/Parish Council representative on the Community Initiative Sub Group.
70. The Committee went on to considered a report by the Director of Law, Assurance & Strategy, West Sussex County Council (copy appended to the signed minutes), which sought a decision from the County Council Members of the Committee on the applications received under the Community Initiative Funding (CIF) scheme.
71. Due to the number of applications and the fact that they totalled a lot more than the Committee had available to allocate, Monique Smart confirmed that some of the County Councillors had met before the meeting to look at the sub group recommendations and discuss the applications in detail. It was confirmed that no decisions were made at that meeting. Page 139 of 149
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71. Following an individual vote on each application it was RESOLVED that the County Councillors on the Committee allocate Community Initiative Funding as follows:
The following applications were approved:-
833/JWAAC – Felpham Arts Group, £1,000 towards the purchase of a trailer.
834/JWAAC – Bognor Regis Youth FC, £2,250 towards the conversion of waste ground to another pitch and purchase of goals.
835/JWAAC - 2351 (Bognor Regis) Squadron Air Training Corps, £2,500 towards the purchase of a trailer and upgrade the flight simulator.
841/JWAAC - Voluntary Action Arun and Chichester, £584 to commission a video to encourage volunteering.
847/JWAAC - Mini Light Leisure Services CIC, £2,299 for soft flooring and wall mats
851/JWAAC - Pagham Action Group, £3,750 towards printing and design work for communication materials.
854/JWAAC – Bognor Regis Kite Festival, £1,000 towards stage, fireworks and St Johns Ambulance.
855/JWAAC - Making Theatre Gaining Skills CIC, £1,472.25, for equipment and other items
The following applications were approved with the condition that no further applications from the groups be submitted:
852/JWAAC - International Bognor Birdman, £2,000 towards running the Birdman event
849/JWAAC - Rox Music and Arts Charity, £2,000 for security equipment.
The following applications were declined as they were all from schools who are government funded and Members felt what was being requested should come from core funding:
846/JWAAC - Rose Green Infant School PTA, to replace reception year fencing and furniture.
850/JWAAC - Felpham Community College PTA, PCs for College library
853/JWAAC - Rose Green Junior School, towards the refurbishment of the ICT Suite.
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Highways and Transport Sub Group
72. The Chairman referred Members to the minutes of the last meeting of the Highways and Transport Sub Group (copy attached to the signed minutes).
73. Cllr Mr English referred to the options for Comet Corner and suggested that cutting back of vegetation should not be funded by S106 as it was something the County Council should be doing routinely. Kevin Moss, Highways Engineer, explained what was being suggested exceeded normal maintenance and included removal of vegetation to improve the site lines associated with option 3. Nick Burrell, Senior Advisor Democratic Services, understood that the current cutting back does meet standards for the current road layout but it was requested this be checked by Ben Whiffin, Highways Manager.
74. The notes of the last meeting of Highways and Transport Sub Group where noted.
Highways and Transport Sub Group – Administration.
75. The Committee noted a report by the Director of Law, Assurance and Strategy, West Sussex County Council (copy attached to the signed minutes).
76. It was agreed that JWAAC would write to Bersted Parish Council to ask them to reconsider being a part of the group, emphasising that the next meeting is due to discuss the A29 and traffic around the Bersted area.
Site 6 Developer Contributions – Comet Corner, Middleton On Sea.
77. The Committee considered a report by the Executive Director Residents Services and the Head of Highways Engineering, West Sussex County Council (copy attached to the signed minutes). The Chairmen welcomed Kevin Moss, Highways Engineer, to introduce the report. Kevin Moss explained that the proposals had been discussed at the H&T Sub Group and the recommendations was for option 2 (cutting back vegetation) and Option 3B (constructing a deceleration lane to the South) to be progressed to detailed design.
78. Mr Graham Jones informed Members that the County Council was reviewing the process for Highways Improvements Schemes and this would include a rigid scoring system. He said that if this decision was delayed until a further JWAAC meeting there was a danger that it would have to go through the new scoring system and he could not pre-empt the result. Cllr David Allsopp also raised concerns about a decision not being made tonight and the scheme being delayed further. Officers confirmed that the decision required by JWAAC County Councillors was to move forward with the principles of the scheme and that the costs were estimates at this stage.
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79. Resolved:
1. That the County Council Members of the Joint Western Arun Area Committee (JWAAC) agreed to progress of Comet Corner Options 3B and 2 as indicated on the attached plans. 2. That the Cabinet Member for Highways and Transport be requested to add the proposals to the 2016/17 Integrated Works Programme for (IWP) to allow the detailed design to progress.
Nominations for Local Authority Governors
80. The Committee considered a report by the Executive Director Care, Wellbeing and Education (copy attached to the signed minutes).
81. As mentioned under Urgent Matters the Chairman confirmed that an additional nomination had been received since the original papers where published and that the County Councillors had agreed to consider it this evening.
82. Resolved –That the County Council Members of the Committee approves the following nominations under the 2012 Regulations:-
Appointments:
Mrs Joan Kent to Bersted Green Primary School for a four year term Mrs P Downs to South Bersted Cof E Primary School for a four year term Miss Marzena Plonka to St Mary’s Catholic Primary School for a four year term
Items to be raised by Town and Parish Council representatives.
83. The Chairman invited questions from Town and Parish representatives on the Committee. There were no questions.
Items for Future Meetings
84. The following items were agreed for consideration at future meetings:
• SECAmbS follow up – Written update requested • WSCC Cycling and Walking Strategy (March 2016) • Evaluation on Public Realm Improvement (2017) • Felpham (Site 6) Mitigation – review of Options (March or June 2016) • Traffic regulation Orders – New Process and prioritisation (March 2016) • A27 consultation (Chichester) – Spring 2016 • Youth Service Provision
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Date of Next Meeting
85. The Chairman confirmed that the next meeting of the Committee would take place on 9 March 2016 at Felpham Methodist Church.
The meeting closed at 8.30pm
Chairman
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Unconfirmed minutes Joint Downland Area Committee
14 December 2015– At a meeting of the Committee held at 7.00 p.m. at The White Swan Hotel, Arundel
Present: West Sussex County Council: Mr Whittington, Mrs Phillips and Mrs Urquhart
Arun District Council: Councillors: Mr Dendle (arrived 7.15pm), Mr Bicknell, Mr Dingemans and Mr Haymes
Town/Parish Council representatives: Councillors: Mr M Beaton (Aldingbourne), Mrs S Francis (Angmering), Mrs A Harriott (Arundel), Mrs Groome (Barnham), Mr Tomkins (Clapham) Mrs Adler (Clymping), Mr Allington (Eastergate), Mrs Mackerel (Findon),Mr Hulmes (Lyminster & Crossbush), Mr Crabb (Patching), Mrs Brimblecombe (Slindon), Mrs Wallsgrove (Walberton), Mr Brown (Warningcamp) and Mr Pickthall (Yapton)
Officers: Karl Roberts, Director (ADC), Monique Smart, Democratic Services Officer (WSCC) and Pete Lawrence, Principal Community Officer (WSCC).
Chairman’s Welcome
64. The Chairman welcomed everyone to the meeting including new representatives Tony Crabb from Patching Parish Council and Cliff Tomkins from Clapham Parish Council
65. Apologies had been received from Councillors: Nigel Peters, John Charles, Trevor Ford, Brian Curtis, Dudley Wensley, David Philips, Peter Goldsworthy and Chris Humphris. Substitute Members were confirmed as Councillors Sue Groome, Jan Mackerill and Carole Adler.
66. In the absence of the Vice Chairman, County Councillors confirmed that Mrs Deborah Urquhart would be Vice chairman for this meeting.
Declarations of Interest
67. The following interests were declared:
• Cllr Mrs Jan Mackerill declared a personal interest in agenda Item 11 funding application from Findon Youth Club. • Cllr Mrs Sue Wallsgrove declared a personal interest in agenda Item 12 funding application from Walberton Parish Council.
Minutes
68. Resolved – that the minutes of the Joint Downland Area Committee (JDAC) held on 21 September 2015 are confirmed as a correct record and are signed by the Chairman.
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Progress Statement
69. The Committee had before it a progress statement on matters arising from previous meetings (copy appended to the signed minutes). Issues discussed included the following:
• Regarding Traffic Regulation Order (TRO) requests it was confirmed that requests can be submitted now but nothing can be done about assessing them until the Cabinet Member Decision on the new process is taken later this month.
Talk with us – public question time
70. The Chairman invited questions from members of the public. Questions were asked to which responses were given, including those set out below:
• Mr and Mrs Gaylor from Hammerpot expressed thanks to JDAC and particularly Mrs Urquhart and Kevin Macknay for helping to progress the proposed Highways England (HE) works at Hammerpot as detailed in JDAC Area Action Plan. They stressed the need to remain joined up with HE.
Community Policing Update
71. The Chairman welcomed Inspector Marc Clothier who provided an update on current issues in the JDAC area. A number of issues were discussed including those set out below:
• It was confirmed that the rise in crime statistics for Aldingbourne and surrounding areas was due to a music festival at Fontwell Park in May. • The joint working arrangements with Chichester District are still working well and provide good capacity to deal with emerging issues. • There would likely be changes to the way that PCSO’s work in the New Year although the focus would still be community based but also demand based. • Business Wardens are being trialled in the Arun area. This is government funded for 2 years. • Body worn video is now personal issue to all officers. This does not include the Business Wardens as they are not Sussex Police employees.
Area Action Plan
72. The Chairman referred Members to the Area Action Plan previously circulated. The Committee noted the Area Action Plan. A number of issues in relation to the plan were discussed including those set out below:
• Karl Roberts confirmed that Arun District is awaiting the sustainable transport fund to become available to District and Borough Councils. They would then consider an application for improved parking and cycling facilities at Ford Railway Station. It was also suggested that this could be progressed as part of works on the A27 Arundel Bypass.
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• Mr Whittington referred to a County Council Task and Finish Group (TFG) on Walking and Cycling. The TFG had logged all issues raised by Town and Parish Councils. These would be prioritised as part of the finalised Walking and Cycling Strategy to be approved by the Cabinet Member next year. • The Action Plan included updates on Broadband and it was suggested that this update was no longer required. However some Members requested it to remain on the Action Plan as there were still unresolved issues. Specifically Cllr Mr Allington stated he had not received a satisfactory response from West Sussex Better Connected Team about issues in Barnham and also that other areas where not getting the minimum speed suggested. Monique Smart undertook to chase the Better Connected Team for a response and also for further updates for the next meeting of JDAC. The issue of some rural areas not being part of the 95% was also an issue for areas of JDAC that the Members wished to keep on the Area Action Plan. It was suggested that Members of JDAC check the speeds in their villages and report back at the next JDAC. • It was confirmed that the A284 was still subject to a Cabinet Member Decision for the acquisition of land.
Lidsey Surface Water Management Plan update
73. The Chairman informed the Committee that unfortunately Kevin Macknay was unable to attend this evening due to a family funeral so the update on the Lidsey Surface Water Management Plan would be deferred to the next JDAC meeting in March.
74. However as noted at the last meeting Members had requested a seminar to discuss wider flooding and drainage issues. The Chairman asked for feedback from Members so that this could be passed to Kevin Macknay to look at organising. Issues Members wanted covered included:
• Reassurance that strategic housing sites would not cause flooding issues either at the sites or downstream. It was suggested that there was a complete lack of evidence base. • Members wanted to have open discussions with the experts in an informal setting. • It was suggested this be an Arun wide event rather than just JDAC but some Members suggested this would be too big.
75. It was agreed that Monique Smart would feed this back to Kevin Macknay with the request that a seminar be arranged before the next JDAC meeting in March.
Arun Local Plan update
76. The Chairman invited Mr Karl Roberts, Director of Planning Services & Economic Regeneration to provide Members with a verbal update on the Arun Local Plan. In summary he explained that:
• The Plan was submitted to the Inspectorate in January 2015
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• In February 2015, Department for Communities and Local Government (DCLG) published updated household projections that form the basis of calculation the housing needs of an area. • As a result of this, Arun District Council (ADC) commissioned consultants to update the housing needs study for the District to understand the implications. This work showed a housing need figure of 758 as opposed to 580 previously • The Inspector held three days of examination in June 2015. • The Inspectors recommended a 12 – 18 month suspension in order to prepare a plan based on looking to accommodate the full housing need (758) for the District. • There will be further consultation at the end of next year before going back to the examiner in early 2017.
77. Following the update a number of issues were discussed including those below:
• Cllr Mr Allington failed to understand why those at Arun District Council (ADC) had not considered their positions as a result of this. He also stated that he looked forward to ADC talking to Town and parish Councils to work a way forward. • Cllr Mr Hulmes asked if Neighbourhood Plans are being taken into account in the meantime. Mr Roberts stated that the government still required adequate provision for housing and a recent example in Fontwell shows that the secretary of state can intervene and approve. He also stated that most approved Neighbourhood Plans are based on the lower housing numbers so any higher level would have an impact on them. Mr Roberts confirmed that if there is no Local Plan then the government would not take account of constraints. • Arundel Town Council raised concern that Ford Parish Council was not consulting with them on their Neighbourhood Plan. • It was confirmed that Arun does not have a large amount of brownfield sites so the majority would be Greenfield.
Community Initiative Funding
78. The Committee considered a report by the Director of Law, Assurance and Strategy, West Sussex County Council (copy appended to the signed minutes), which sought a decision from the County Council Members of the Committee on the applications received under the Community Initiative Funding (CIF) scheme. The Committee debated the respective merits of the projects for which funding was sought.
79. The County Councillors on the Committee resolved that Community Initiative Funding be allocated as follows:
The following applications were approved:-
826/JDAC – Slindon Forge Society, £1,500.00, to purchase a new dishwasher.
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80. It was confirmed that the Community initiative Fund had money remaining to allocate at the March meeting. County Councillors encouraged Members to promote the fund to local community groups.
Community Grant Applications
81. The Committee considered a report by Director, Arun District Council (copy appended to the signed minutes), which sought a decision from the Committee on the applications received under the Community Grant fund.
82. The Committee resolved that Community Grant be allocated as follows:
• £3,675.00 to build a new bus shelter in The Street, Walberton • £1,500 for partial replacement of fencing around the perimeter of Burpham Recreation Ground
83. At JDAC on 21 September an application from Arundel Festival for£1,728 for panels to go on Heras fencing was deferred as it was unclear whether the grant application was retrospective. Since that meeting it has been confirmed that the grant application was not retrospective at the time it was submitted and considered by the Sub Group, but the goods were purchased prior to a decision of the main committee.
84. The Committee resolved that Community Grant be allocated as follows:
• £1,728 for panels to go on Heras fencing at the Arundel Festival.
Items to be raised by Town and Parish Council representatives.
85. The Chairman invited questions from Town and Parish representatives on the Committee. The following issues were discussed:
• Clymping Parish Council asked for a reconfirmation of the approval for the traffic infrastructure improvements made by JDAC on 9th January 2012 to include; speed reduction to 30mph in Yapton Road, Church Lane, Horsemere Green Lane, speed reduction to 20mph in Climping Street together with footway improvements, and a pedestrian crossing on Church Lane. County Councillors confirmed that any scheme approved by JDAC was subject to it meeting County Council policy and also final approval of funds by the Cabinet member of Highways and Transport. It was understood that certain aspects of the scheme did not meet the County Council speed limit policy. However it was understood that an update regarding the other aspects of the scheme had been sent to Clymping today confirming they would go ahead as planned. • Arundel Town Council raised a similar problem regarding the priority agreed by JDAC for 20mph speed limits across Arundel. The Town Council had recently been told that the scheme had no funds allocated to it. It was suggested that the Town Council write to the Cabinet Member for Highways Page 148 of 149
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and Transport expressing their disappointment that the priority approved by JDAC had not progressed.
Items for Future Meetings
86. The following items were agreed for consideration at future meetings:
• Update on Cycling and Cycling Strategy - 2016 • A27 (once details become available) • Lidsey Surface Water Management Plan update – March 2016 • Hydro Carbon Licence • Traffic Regulation Order Priorities – March 2016
Date of Next Meeting
87. The Chairman confirmed that the next meeting of the Committee would take place on Monday 14 March at the White Swan Hotel, Arundel.
The meeting closed at 8.40pm
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