Agenda_120222.pdf - Horsham District Council

Park North, North Street, Horsham, West Sussex, RH12 1RL Tel: (01403) 215100 (calls may be recorded) Fax: (01403) 262985 DX 57609 HORSHAM 6 www.horsham.gov.uk Chief Executive - Tom Crowley

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Council Meeting WEDNESDAY 22ND FEBRUARY 2012 AT 6.00 p.m.

COUNCIL CHAMBER, PARK NORTH, NORTH STREET, HORSHAM (Please note that before the meeting commences prayers will be taken by Councillor Helena Croft) To: All Members of the Council

You are summoned to attend the meeting of the Council for the transaction of the following business

Tom Crowley Chief Executive

AGENDA Page

No. 1. Apologies for absence.

2. To approve as correct the record of the meeting of the Council held on 21st December 2011

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3. To receive any declarations of interest from Members.

4. To receive any announcements from the Chairman of the Council, the Leader, Members of the Cabinet or the Chief Executive.

5. To receive questions from the public.

6. To receive any petitions, of which due notice has been given in accordance with Part 4J of the Council's Constitution.

7. To elect the Leader of the Council

8. To receive recommendations from the meeting of Cabinet held on 26th January 2012 in respect of: Warnham Mill Pond Reservoir – Selection of a Preferred Option

(recommendation re budget allocation) (Please note that the report to Cabinet regarding this item may be viewed online with the Council agenda at: http://www.horsham.gov.uk/council/3015.aspx If required, hard copies are available from the Democratic Services Section.)

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9. To receive the minutes of the Personnel Committee of 8th February 2012 and, if approved, to adopt any recommendations contained therein (Please note that the minutes of this Committee are being taken at this point as their implications are included in the proposed Budget for 2012/13)

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10. Budget for 2012/13 and Council Tax (Please note that the report of the Director of Corporate Resources to Cabinet on the Budget 2011/12 is enclosed with this agenda)

(a) To approve the recommendations from Cabinet

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(b) To approve the formal Council Tax resolution for 2012/13

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(c) To approve the Council Tax Discounts for 2012/13

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11. To receive questions from Members under Rule 10.2 (Questions by Members on notice)

12. To receive the minutes of the following Committees and, if approved, to adopt any recommendations contained therein:

Committee Date 2011

(a) Accounts, Audit & Governance Committee 14th December 34 (b) CenSus Joint Committee 16th December 41 2012

(c) Licensing Committee 2nd February 46 13. To receive the minutes of the meeting of the Scrutiny & Overview

Committee held on 16th January 2012 and, if approved, to adopt any recommendations contained therein. (Please note that the final report of the Progress on Climate Change Working Group, referred to in these minutes, may be viewed online with the Council agenda at: http://www.horsham.gov.uk/council/3015.aspx If required, hard copies can be obtained from the Democratic Services Section.)

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14. To receive the following reports:

(a) Report of the Monitoring Officer on The Localism Act 2011: the amended Standards Regime and advertisement and interview of Independent Person(s)

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(b) Report of the Chief Executive on a proposed Community

Governance Review 81

(c) Report of the Chief Executive on the Calendar of Meetings for

2012/13 90

(d) Report of the Chief Executive on the Localism Act 2011: A Pay

Policy Statement 103

15. To indicate who shall, subject to formal appointment at the Annual

Meeting of the Council on 23rd May 2012, be the Chairman and Vice-Chairman of the Council for the municipal year 2012/13.

16. To consider matters certified by the Chairman as urgent.

EXTRACT FROM THE COUNCIL’S CONSTITUTION REGARDING QUESTIONS BY MEMBERS

10. QUESTIONS AND STATEMENTS BY MEMBERS 10.1 On reports of the Executive or committees

A member of the Council may (a) ask the Leader, member of the Executive or the chairman of a

committee any question without notice upon an item of the report of the Executive or a committee when that item is being received or under consideration by the Council;

(b) make a statement on such an item as is referred to in Rule 10.1(a).

10.2 Questions on notice at full Council

Subject to Rule 10.3, a member of the Council may ask:

the Chairman; the Leader; a member of the Executive; the chairman of any committee or sub-committee

a question on any matter in relation to which the Council has powers or duties or which affects the District.

10.3 Notice of questions

A member may only ask a question under Rule 10.2 if either:

(a) he or she has given notice in writing of the question no later than 12.00 on the last but one working day before the meeting to the Chief Executive; or

(b) the question relates to urgent matters, he or she has the consent of the

Chairman to whom the question is to be put and the content of the question is given to Chief Executive by 12.00 on the day of the meeting.

10.4 Response to questions An answer may take the form of: (a) a direct oral answer; (b) where the desired information is in a publication of the Council or other

published work, a reference to that publication; or (c) where the reply cannot conveniently be given orally, a written answer

circulated later to the questioner.

10.5 Supplementary question A member asking a question under Rule 10.2 may ask one supplementary question without notice of the member to whom the first question was asked. The supplemental question must arise directly out of the original question or the reply. 10.6 Length of questioning Unless the Chairman specifies otherwise, the time available to the questioner shall be limited to two minutes initially and one minute for supplementary questions. The time available to the respondent shall be limited to five minutes initially and to two minutes for supplementary questions. 10.7 Statement in response by questioner A member asking a question or questions may make one statement in response to the answer or answers received and, unless the Chairman specifies otherwise, the time available to the questioner shall be limited to five minutes. 10.8 Statements under Rule 10.1b Unless the Chairman specifies otherwise, the time available to a member making a statement under Rule 10.1(b) shall be limited to five minutes.

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HORSHAM DISTRICT COUNCIL 21ST DECEMBER 2011

Present: Councillors: Claire Vickers (Chairman), Leonard Crosbie (Vice-

Chairman), Roger Arthur, John Bailey, Andrew Baldwin, Adam Breacher, Peter Burgess, John Chidlow, Jonathan Chowen, Philip Circus, David Coldwell, Roy Cornell, Christine Costin, Helena Croft, Malcolm Curnock, Ray Dawe, Laurence Deakins, Brian Donnelly, Andrew Dunlop, Duncan England, Jim Goddard, Frances Haigh, David Holmes, Ian Howard, David Jenkins, Liz Kitchen, Chris Mason, Sheila Matthews, Christian Mitchell, Josh Murphy, Brian O’Connell, Roger Paterson, Jim Rae, Sue Rogers, Kate Rowbottom, Jim Sanson, David Sheldon, David Skipp, Simon Torn, Tricia Youtan

Apologies: Councillors: George Cockman, Gordon Lindsay, Godfrey

Newman Also present: Eric Blackburn, Chairman of Standards Committee CO/58 MINUTES The minutes of the meeting of the Council held on 19th October 2011 were

approved as a correct record and signed by the Chairman. CO/59 DECLARATIONS OF INTEREST There were no declarations of interest. CO/60 ANNOUNCEMENTS The Chairman of the Council referred to the recent resignation of Robert Nye

as both Leader and a Member of the Council. She reminded Members that he had served the Council for over twelve years, initially representing Holbrook West ward and subsequently representing Warnham, Slinfold and Itchingfield ward. He had first been elected as Leader in May 2009 and before that he had been the Cabinet Member for the Environment. During this time he had presided over many significant changes and challenges, including the delivery of the Acorn Plus service. All Members joined with the Chairman in thanking Robert Nye and wishing him all the best for the future.

The Chief Executive advised that the by-election for the vacancy caused by

Robert Nye’s resignation would be held on 16th February 2012.

Horsham District Council 21st December 2011

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CO/61 QUESTIONS FROM THE PUBLIC (i) Ms Paula Glover asked the following questions: “(1) Can the Council clarify the logic/metrics used in the Leisure Futures

Study to establish the assertion that there is an oversupply specifically of Sports Halls (excluding Gym provision which is often driven by revenue considerations & not ‘need’) in the Horsham/Broadbridge Heath area?

(2) If BBHLC is removed from the Leisure Services Management Contract,

can the Council clarify how they might organise the opening & management of BBHLC beyond December 2012? This could be required, following proper consultation & evaluation, if it is decided to refurbish the existing site or locally relocate?"

The Cabinet Member for Arts, Heritage & Leisure, Councillor Jonathan

Chowen, replied as follows: “(1) The Leisure Futures Study was commissioned by the Council to assess

the current level of provision of leisure facilities within the District with a view to assisting with future leisure planning and provision.

In relation to the level of supply for sports halls, the assessment has been

made using a calculation that takes account of the Sport England ‘Sports Facility Calculator’, accessibility thresholds, catchment analysis and an evaluation of the current supply (including provision by local authorities, schools and the private and community sectors).

When account is taken of all these factors there is evidence that there is an

oversupply of Sports Halls in the north of the Horsham District. In the Horsham town/Broadbridge Heath area there are nine sports halls within a five mile distance, which compares with nine other Sports Halls in the rest of the District.

(2) It is too soon to say how the building might be operated beyond

December 2012. The revised recommendations that I have published and which I will formally propose later this evening make plain the need for a detailed business case and for consultation with stakeholders. The business case and the results of consultation will be reported back to Council by next May and as part of this consideration will be given to the options for management, beyond December 2012, on an interim basis and otherwise.”

Ms Glover asked a supplementary question requesting confirmation that how

the Centre would be run beyond the current management contract would be included in the work looking at the future of the Centre.

Councillor Chowen replied that this was the case.


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CO/61 Questions from the Public (cont.) (ii) Mr Martin Jeremiah asked the following question, on behalf of Mr

Robert Mayfield: “Given the Duke of Norfolk’s 1888 legacy “for the public purposes of a town

hall” does the Council consider any freehold sale to a non-public organisation that involves transfer from public ownership, might constitute an abdication of its inherited responsibilities as custodians of the building and so may be legally challenged?”

The Deputy Leader, Councillor Ray Dawe, replied as follows: “The Duke of Norfolk did not bequeath the Town Hall to the Council as a

legacy. The Council acquired the Town Hall by virtue of a conveyance dated 28 May 1888 and paid the agreed price of £25 for the property. There are none of the "inherited responsibilities" mentioned in the question and the building is not subject to any covenants, restrictive or otherwise, in respect of its use.

The 1888 document included the words "to be used for the public purposes

of a Town Hall". That was then the existing use of the building. However there are no words of covenant indicating that the Council agreed to be bound by any obligation whatsoever to use the building for that or, indeed, any other purpose in perpetuity.

The building has not been used for the public purposes of a Town Hall for

nearly 25 years and there are no proposals to use it as a Town Hall. The Council's view, therefore, is that there are no grounds on which a sale of

the building could be legally challenged on the strength of the wording referred to.”

CO/62 PETITIONS The Chairman of the Council welcomed Sheila White, who presented a

petition containing 7322 signatures opposing the closure and demolition of Broadbridge Heath Leisure Centre and seeking confirmation that the Centre would remain open, fully supported by the Council, running all the current activities. Mrs White addressed the Council.


Chowen, responded, thanking Mrs White for organising and presenting the petition and indicating that the arguments put forward were reflected in the revised recommendations that he would be proposing to Council. He also stated that he wished to ensure that a sound business case was developed in respect of the future of the centre and that all interested parties were consulted about that case. In the meantime, therefore, he would continue


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CO/62 Petitions (cont.) his dialogue with all the clubs and organisations with an interest in leisure in

Broadbridge Heath. The Chairman indicated that any discussion on the petition would take place

as part of the overall debate on the recommendations from Cabinet. RECOMMENDATIONS FROM CABINET CO/63 Leisure Futures Study – An Assessment of Horsham’s Needs (Councillor David Sheldon declared a personal interest as he was the Chief

Executive of Horsham Matters and one of the public speakers was the Chairman the same organisation)

The Deputy Leader, Councillor Ray Dawe, introduced this item, indicating that he and the Cabinet Member for Arts, Heritage & Leisure, Councillor Jonathan Chowen, had been working on producing recommendations revised from those considered by the Cabinet. They recognised that leisure facilities were vital to the quality of life enjoyed by residents of the District. It was therefore considered that, in order to help Members assess the future of Broadbridge Heath Leisure Centre, additional to the information so far received there needed to be a thorough business case set against the Council’s financial position; full discussion with users of facilities about ongoing provision; and more time than originally envisaged to allow full consideration of all the issues.


Chowen, reported that since the Cabinet meeting on 24th November 2011 he had had many meetings with and received many letters, emails and petitions from members of the public on this subject. He had noted a willingness amongst those he had engaged with to work with the Council in finding a solution to this issue. It had always been intended that this was to be the beginning of a dialogue that would continue until a final resolution was reached. However, the final resolution would also have to have regard to the Council’s financial position.

In response to many comments made, he referred to the Council’s

expenditure on the provision and maintenance of leisure facilities over the last ten years and to the cost of the maintenance that would be required in respect of Broadbridge Heath Leisure Centre in the very near future if it were to continue to operate.

Nine members of the public addressed the Council in opposition to the

recommendations before Members. The statements made included: reference to the view that, since the meeting of the Cabinet, the Leisure Futures Study had been discredited; requests that Broadbridge Heath Leisure Centre should be retained within the specification for the new contract (or contractors be given the opportunity to tender both with and


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CO/63 Leisure Futures Study – An Assessment of Horsham’s Needs (cont.) without the Leisure included); the view that the exclusion of the Leisure

Centre from the contract would result in the loss of excellent, well-used facilities; an indication that public opinion across all age groups opposed the closure of the Leisure Centre; an expression of doubt that the Leisure could continue operation after the end of November, if it were excluded from the new contract, as the equipment belonged to the existing contractor and would therefore be removed at the end of the current contract; and reference to the importance of the Leisure Centre in promoting social cohesion and wellbeing of the community.

The Chief Executive reminded Members that the Council was only being

asked to consider recommendations (i) to (iv) and that resolutions (i) to (vi) were decisions that had already been taken by Cabinet and were not, therefore, before Members for debate.


Chowen, then moved that the recommendations before the Council be amended to read:

“(i) The Broadbridge Heath Leisure Centre is excluded from the new

Leisure Management contract. (ii) A detailed business case relating to the future of the Broadbridge Heath

Leisure Centre is prepared, for consultation with current leaseholders, core users and other stakeholders.

(iii) A Planning Brief for the Broadbridge Heath Quadrant, together with an

appraisal of options for the future of the Leisure Centre site and adjacent Council owned land, are prepared and are reported to Council for approval.

(iv) The Business Case and the results of consultations shall be submitted

to the Council for decision by May 2012. No final decision about the future of the centre will be made until the reports referred to in recommendations (ii) and (iii) have been approved by Council.”

Councillor Christian Mitchell seconded the amendment. He stated that the

amended recommendations would ensure that stakeholders views were at the centre of the final proposals and that it was important that Members had a detailed business case before making a final decision. The recommendations would afford the opportunity to look at alternatives and options, such as the possible use of land within the west of Horsham development area for the provision of leisure facilities and the possibility of providing better facilities whilst also making savings. He also noted that the Council had a responsibility to the electors of the whole District; that it was important to have regard to the Council’s financial position but that it was also important to have regard to the views of residents.


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CO/63 Leisure Futures Study – An Assessment of Horsham’s Needs (cont.) Members then debated the amended recommendations. Overall, it was

considered that the amended recommendations demonstrated that the Council had listened to residents and that the proposals would ensure that Members would have the benefit of both the results of consultations and a full business case before reaching a final decision in respect of the future of Broadbridge Heath Leisure Centre. Whilst Members were sensitive to the concerns of the users of the Leisure Centre, the Council had a responsibility to all its residents across the District both in terms of leisure provision and the use of public money. Some Members expressed concern regarding the soundness of the study on which the proposals had been based and the future operation of the Leisure Centre beyond the end of November 2012, if it were excluded from the new leisure management contract.

On being put, the amended recommendations were CARRIED and became

the substantive motion. An amendment was then moved by Councillor David Holmes and seconded

by Councillor Malcolm Curnock that the substantive recommendations be amended, by the addition of the following:

“(v) That the business case is produced in consultation with representatives

of all users of Broadbridge Heath Leisure Centre. (vi) That the exclusion of Broadbridge Heath Leisure Centre from the new

leisure services contract must not prejudice decisions about the leisure centre’s future use.

(vii) That existing Broadbridge Heath Leisure Centre clubs and activities are

enabled to continue to operate effectively and that their vitality, membership and survival is not put at risk by decisions made by the Council in relation to Broadbridge Heath Leisure Centre.

(viii) When determining policy for Broadbridge Heath Leisure Centre and the

quadrant that consideration is given to both District needs and the specific needs of the residents of Broadbridge Heath.”

Both the Deputy Leader, Councillor Ray Dawe and the Cabinet Member for

Arts, Heritage & Leisure, Councillor Jonathan Chowen, indicated that all these points would be picked up as part of the business case and that the Council could, if it wished when it received details of the business case and results of consultations, decide to continue operating Broadbridge Heath Leisure Centre.

In accordance with Rule 16.5 of Part 4A of the Council’s Constitution, it was

requested that the voting in respect of this amendment should be recorded.


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CO/63 Leisure Futures Study – An Assessment of Horsham’s Needs (cont.) The voting was as follows: FOR THE AMENDMENT Councillors: Christine Costin, Leonard Crosbie, Malcolm Curnock, Frances

Haigh, David Holmes, David Sheldon, David Skipp AGAINST THE AMENDMENT Councillors: Roger Arthur, John Bailey, Andrew Baldwin, Adam Breacher,

Peter Burgess, John Chidlow, Jonathan Chowen, Philip Circus, David Coldwell, Roy Cornell, Helena Croft, Ray Dawe, Laurence Deakins, Brian Donnelly, Andrew Dunlop, Duncan England, Jim Goddard, Ian Howard, David Jenkins, Liz Kitchen, Chris Mason, Sheila Matthews, Christian Mitchell, Josh Murphy, Brian O’Connell, Roger Paterson, Jim Rae, Sue Rogers, Kate Rowbottom, Jim Sanson, Simon Torn, Claire Vickers, Tricia Youtan

ABSENT Councillors: George Cockman, Gordon Lindsay, Godfrey Newman The amendment was therefore declared LOST. The substantive motion was then put and it was: RESOLVED (i) That the Broadbridge Heath Leisure Centre be

excluded from the new leisure management contract.

(ii) That a detailed business case relating to the

future of the Broadbridge Heath Leisure Centre be prepared, for consultation with current leaseholders, core users and other stakeholders.

(iii) That a Planning Brief for the Broadbridge Heath

Quadrant, together with an appraisal of options for the future of the Leisure Centre site and adjacent Council owned land, be prepared and reported to Council for approval.


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CO/63 Leisure Futures Study – An Assessment of Horsham’s Needs (cont.) (iv) That the business case and the results of

consultations be submitted to Council for decision by May 2012 and that no final decision about the future of the centre be made until the reports referred to in recommendations (ii) and (iii) have been approved by Council.

REASON To provide the evidence base of community

need/provision and ensure the Council provides leisure facilities in the most efficient and cost effective manner in a difficult economic climate.

CO/64 QUESTIONS FROM MEMBERS UNDER RULE 10.2 No questions had been received. CO/65 MINUTES OF COMMITTEES The following minutes were received: Licensing Committee – 3rd November 2011 Employment Committee – 30th November 2011 RESOLVED That Katharine Eberhart be offered the appointment of

Director of Corporate Resources and Chief Finance (s151) Officer, with effect from a date to be agreed.

Standards Committee – 7th December 2011 CO/66 MINUTES OF THE MEETING OF SCRUTINY & OVERVIEW COMMITTEE

OF 7TH NOVEMBER 2011 The minutes of the meeting of the Scrutiny & Overview Committee held on

7th November 2011 were received. RESOLVED

That each Councillor be encouraged to invite representatives of their local parish councils to Horsham District Community Partnership annual conferences as a first step towards greater engagement of parish councils.


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CO/67 HORSHAM TOWN HALL The Cabinet Member for Efficiency & Resources reminded Members that the

future of Horsham Town Hall had been the subject of considerable interest in recent years. The building’s use for civic purposes had ceased in 1988 and, in February 2008, the Council had decided that the building should be marketed for use as a quality restaurant. There was initial interest and an offer for use as a restaurant but delays and changing economic circumstances led to the offer being withdrawn. Despite extensive marketing it had not proved sufficiently attractive for potential offers.

The building had now been vacant since September 2009. It was a drain on

resources and there would be a significant cost in bringing the building up to appropriate standards (including the need to meet the requirements of the Disability Discrimination Act if it were to remain in use as a public building). It would be very difficult for the Council to justify such expenditure in the current financial climate.

It was therefore proposed that Horsham Town Hall should be re-marketed

without prescribing the use to which it should be put other than to require that the use should be suitable for the Town Hall’s status as a Listed Building and its location in the Horsham Town Centre Conservation Area. In addition, rather than only offering the building on a leasehold basis it was proposed that bids for freehold sale should also be entertained.

If offers for other than the existing authorised uses (including the A3

(restaurant) use permitted in 2009) were put forward, and they were considered suitable in terms of the proposed disposal, agreement with the successful bidder would need to be made subject to the necessary planning approvals being obtained.

The Cabinet Member indicated that the Council had very recently received

one tender and one expression of interest based on the previous marketing exercise. It was not proposed to proceed with these offers but rather that those now expressing an interest should be given the opportunity to submit offers based on the proposed marketing exercise.

Some Members expressed concern regarding the proposal to invite bids for

the freehold sale of the premises in addition to leasehold disposal. The costs of returning the building to use were queried and it was suggested that grants might be available to offset these costs, particularly in respect of facilitating disabled access. It was suggested that, in the spirit of the Localism Act, the local community should be given the opportunity to submit bids before any decision was made to seek commercial bids. It was also suggested that a full business case for the proposed disposal was required.


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CO/67 Horsham Town Hall (cont.) However, other Members expressed support for the proposal, referring to

the need to limit the Council’s expenditure on the building and to realise the value of redundant assets. It was also considered that a commercial operator would be likely to enhance the appearance of the building and bring added vitality to Market Square.

The Chief Executive clarified that the provisions within the Localism Act

regarding the right for communities or community groups to bid to acquire and run community assets had not yet been implemented; it would be a right to bid and not a right to buy; and that the Council was obliged, when disposing of any asset, to satisfy itself that best value was obtained. The Chief Executive also reminded Members that, a few years ago, the Council had commissioned a professional building and architectural surveying exercise in order to establish the costs of refurbishing the building and making it Disability Discrimination Act compliant. As a result of that exercise, the cost had been estimated at £750,000 if it were to be retained in public use. This information was fully documented and available for inspection.

An amendment was moved by Councillor David Holmes and seconded by

Councillor David Sheldon that the recommendations be amended, by their deletion and the substitution of the following:

“That, in the spirit of the Localism Act, the community is allowed an exclusive

period in which it can prepare and submit bids and raise any required sums, as the Localism Act requires.”

On being put the amendment was declared LOST. The substantive motion was then put and it was: RESOLVED (i) That Horsham Town Hall be remarketed and that

offers be invited for leasehold or freehold disposal.

(ii) That the preparation of the sales particulars and

agreement and publication of the evaluation criteria for any bids, taking into account the building’s status as a listed building and its location within the Town Centre conservation area, be delegated to the Cabinet Member for Efficiency & Resources.


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CO/67 Horsham Town Hall (cont.) (iii) That, following completion of the marketing

exercise and the evaluation of bids, the Cabinet Member for Efficiency & Resources recommends the most beneficial bid to Council for decision.

REASON To maximise the chances of securing an appropriate,

beneficial and viable use for the Town Hall. CO/68 URGENT MATTERS There were no urgent matters to be considered. CO/69 EXCLUSION OF THE PRESS AND PUBLIC

RESOLVED That, under Section 100A(2) of the Local Government Act

1972, the press and public be excluded from the meeting for the following item of business on the grounds that it involves the likely disclosure of exempt information, as defined in Part I of Schedule 12A of the Act, by virtue of the paragraph specified against the item, and in all the circumstances of the case, the public interest in maintaining the exemption outweighs the public interest in disclosing the information.

CO/70 MINUTES OF THE MEETING OF THE EMPLOYMENT COMMITTEE OF

3RD & 11TH NOVEMBER 2011 (PARAGRAPH 1) The minutes of the meeting of the Employment Committee held on 3rd & 11th

November 2011 were received. The meeting closed at 9.25pm having commenced at 6.00pm.

CHAIRMAN

Agenda Item 8

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COUNCIL 22ND FEBRUARY 2012

CABINET RECOMMENDATIONS

Details of Recommendations to Council made at the Cabinet Meeting held on 26th January 2012 are set out below. RECOMMENDATIONS TO COUNCIL REPORT BY THE CABINET MEMBER FOR ARTS, HERITAGE & LEISURE EX46 Warnham Mill Pond Reservoir – Selection of a Preferred Option The Cabinet Member for Arts, Heritage & Leisure reported that Warnham Mill

Pond, which was managed by Horsham District Council, the Environment Agency and a local landowner, was situated within and formed part of the Warnham Local Nature Reserve off Warnham Road, Horsham. It was classified as a “reservoir” under the Reservoirs Act 1975.

Under this Act, the reservoir “undertakers” had statutory responsibilities relating to

the safe operation and maintenance of the reservoir, which had to be capable of safely withstanding an extreme flood event - categorised as a 1 in 10,000 year event which was a very low probability but very high impact event. The last routine inspection had identified that engineering works were required in this respect.

A Government grant of £50,000 had been secured and flood risk consultants had

been appointed to undertake a study and options appraisal, resulting in three possible solutions and eight other options which were shown at public exhibitions during November and December 2011. The three possible solutions included: the construction of additional sluice gates and a larger culvert under the Warnham Road (Option 1c); raising the height of the embankment around the reservoir with a larger culvert under the Warnham Road (Option 2a); and declassifying the reservoir (by reducing the volume) by removal of the existing sluice gate and the formation of a wetland and natural floodplain environment (Option 4a).

A further appraisal of the emerging options by the consultants had resulted in a

recommendation that Option 4a should be progressed further. Feedback from stakeholders and the public also showed a majority in favour of Option 4a, which would provide the opportunity to bring a wide range of new wildlife habitats and benefits to Warnham Nature Reserve. It was noted that Option 4a was the least cost solution, which was also the best option to attract funding and would allow the Council to fulfil its legal obligations.

RESOLVED (i) That Option 4a, involving de-classification of the

reservoir, be approved as the Council’s preferred option.

Agenda Item 8

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(ii) That, subject to Council approving the funding, the next stages of the project be commissioned which would involve outline design of the preferred option, detailed modelling, cost estimates, scheme plan and preparation of business case, which will include funding proposals.

RECOMMENDED TO COUNCIL (iii) That funding of £500k be allocated in year 2012/13

and £500k in year 2013/14. REASONS (i) Option 4a meets the Council’s legal responsibilities

under the Reservoirs Act 1975 and new legislation under the Floods and Water Management Act 2010 when fully enacted. Following the consultation with stakeholders and the general public the option most favoured is Option 4a which provides the opportunity to bring a wide range of new wildlife habitats and benefits to Warnham Nature Reserve.

(ii) To ensure that the Council’s obligations are addressed

in a timely manner. (iii) To ensure that provision is made for the costs of the

work in the Council’s budget.

Agenda Item 6(b)

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Report to Cabinet

26th January 2012

By the Cabinet Member for Arts, Heritage and Leisure

KEY DECISION AND RECOMMENDATION TO COUNCIL REQUIRED

Not exempt

Warnham Mill Pond Reservoir - Selection of a Preferred Option

Executive Summary The Warnham Mill Pond is situated within and forms part of the Warnham Local Nature Reserve off Warnham Road, Horsham. The mill pond is managed by Horsham District Council, the Environment Agency and a local landowner. It is classified as a “reservoir” under the Reservoirs Act 1975. Under the Act the reservoir “undertakers” have statutory responsibilities relating to the safe operation and maintenance of the reservoir. The reservoir must be capable of safely withstanding an extreme flood event - categorised as a 1 in 10,000 year event which is very low probability, but a very high impact event. The last routine inspection identified that engineering works are required in the interests of safety. See letter from the Inspecting Engineer in Appendix 2(a).

A Government grant of £50,000 was secured and flood risk consultants, JBA Consulting, were appointed to undertake a study and options appraisal. Three possible solutions and eight other options were shown at public exhibitions during November and December 2011. The three possible solutions include: the construction of additional sluice gates and a larger culvert under the Warnham Road (Option 1c), raising the height of the embankment around the reservoir with a larger culvert under the Warnham Road (Option 2a) and the third option declasses the reservoir (by reducing the volume) by removal of the existing sluice gate and the formation of a wetland and natural floodplain environment (Option 4a). See drawings in Appendix 3.

A further appraisal of the emerging options has been carried out by JBA and the consultants recommendation is that Option 4a is progressed further (Stage 2 Report). Once the preferred option is selected by Cabinet the next stages of the project will be commissioned. This will involve the outline design of the preferred option, detailed modelling, preliminary drawings, cost estimates and scheme plan, preparation of the business case which will include funding proposals.

The feedback from stakeholders and the public reveals a majority in favour of Option 4a which provides the opportunity to bring a wide range of new wildlife habitats and benefits to Warnham Nature Reserve. Option 4a is the least cost solution and allows the Council to fulfil its legal obligations. It is also the best option to attract funding.

Agenda Item 6(b)

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Recommendations The Cabinet is recommended:

i) to approve Option 4a involving de-classification of the reservoir as the Council’s

preferred option.

ii) to recommend to Council that funding of £500k is allocated in year 2012/13 and £500k is allocated in year 2013/14.

iii) to proceed to the next stages of the project which will involve outline design of

the preferred option, detailed modelling, cost estimates, scheme plan and preparation of business case which will include funding proposals.

Reasons for Recommendations

i) Option 4a meets the Council’s legal responsibilities under the Reservoirs Act 1975 and new legislation under the Floods and Water Management Act 2010 when fully enacted. Following the consultation with stakeholders and the general public the option most favoured is Option 4a which provides the opportunity to bring a wide range of new wildlife habitats and benefits to Warnham Nature Reserve.

ii) To ensure that provision is made for the costs of the work in the Council’s

budget.

iii) To ensure that the Council’s obligations are addressed in a timely manner.

Background Papers Panel Engineers Report 2009 JBA Consulting - Stage 1 Initial Options Appraisal JBA Consulting - Stage 2 Emerging Options Appraisal Consultation Councillors, Stakeholder and Public Consultations

November / December 2011 Wards affected Trafalgar (Horsham Town), Denne (Horsham Town)

Broadbridge Heath, Holbrook West (Horsham Town and Holbrook West Ward of North Horsham Parish), Warnham

Contact Bob Sinclair – Extension 5059 Principal Civil Engineer

Agenda Item 6(b)

72

Background Information

1 Introduction The purpose of this report

1.1 To inform Cabinet about progress on compliance with the Reservoirs Act with regard to Warnham Mill and recommend approval of Option 4a which will involve works to declassify the reservoir.

1.2 To recommend to Council allocation of funding of £500k in year 2012/3 and £500k

in year 2013/14. 1.3 To seek authorisation to progress to the next stages of the project which will involve

engagement with stakeholders to prepare a scheme plan suitable for a planning application and applications for other sources of funding.

Background/Actions taken to date

1.4 A Project Board has been set up to ensure good project governance and make decisions at each stage of the options appraisal. The Board members comprise the joint reservoir undertakers and a project support team.

1.5 Flood Defence Grant-in-Aid (FDGiA) of £50k has been secured to employ JBA

Consulting, flood risk consultants, to undertake a study and report for Warnham Mill Pond Reservoir. Two stages of the four stage project have been completed and the final submission is due by 1st March 2012.

1.6 The Environment Agency National Reservoir Safety Enforcement Team has been

kept informed of progress and Mr Hoskins, the Panel Engineer assigned to Warnham Mill, has been invited to attend the Board meetings in order to follow progress and provide an overview of the requirements under the Reservoirs Act.

1.7 A public consultation exercise was carried out in November / December 2011 and

Councillors and stakeholders were invited to a preview of the exhibition. The exhibition material is currently on the Council’s website to provide background information for the general public. The feedback from the consultation is given in the Summary of Public Consultation in Appendix 2(b).

2 Statutory and Policy Background

Statutory background

2.1 The letter from the Panel Engineer, Mr Hoskins, dated 3rd January 2012 summarises the current situation and the requirements and constraints of the Reservoirs Act 1975. See Appendix 2(a).

Relevant Government policy

2.2 Reservoirs Act 1975 and Flood and Water Management Act 2010

Agenda Item 6(b)

73

Relevant Council policy

2.3 The project complements a number of District Plan priorities relating to Arts,

Heritage and Leisure, Environment and Improving Health and Well-being. 2.4 The Warnham Nature Reserve management plan.

3 Details

3.1 The Warnham Mill Pond Reservoir forms part of the Warnham Local Nature Reserve and falls under the Reservoirs Act 1975. The Act provides the legal framework for ensuring the safety of UK reservoirs holding at least 25,000 cubic metres of water above natural ground level. New legislation, the Flood and Water Management Act 2010 will bring this reservoir safety legislation up to date. It will apply to reservoirs that hold at least 10,000 cubic metres. The volume of Warnham Mill Pond Reservoir is in the order of 70,000 cubic metres.

3.2 Horsham District Council purchased an extensive area of land to the west of the

town from the Lucas Estate in 1986. This included the mill pond. Since then the Rookwood Park estate and the Rookwood Golf course have been developed and the mill pond now forms the focus of the Warnham Country Park.

3.3 The Reservoirs Act identifies four key persons or organisations responsible for

reservoir safety, namely the Secretary of State, Enforcement Authorities, Panel Engineers and Undertakers. Horsham District Council and the Environment Agency are designated joint undertakers and have certain responsibilities relating to the safe operation and maintenance of the reservoir. Current investigation of other possible undertakers is being undertaken.

3.4 At the request of the Environment Agency National Reservoir Safety Enforcement

Team the category of flood risk for Warnham dam was reviewed as part of the last 10 year inspection report and the reservoir now has to be able to safely pass a flood event with a probability of 1 in 10,000 (0.01%) in any one year. Work is necessary to ensure that the operation of the reservoir does not increase the risk of flooding downstream during a very severe rainfall event.

3.5 JBA Consulting has been employed to look at the various scenarios and identify

possible solutions. All the options were shown at a public exhibition held in November and December 2011 and stakeholders and the public were invited to comment on three viable options. See drawings in Appendix 3. Possible Solutions

3.6 Option 1c - Install Additional Sluice Gates

This option seeks to increase the discharge through the control structures by extending or enlarging the sluice gates. As with a number of other options, works would also be required to enlarge the culvert under Warnham Road. Estimated cost is £6m-£7m.

Agenda Item 6(b)

74

3.7 Option 2a – Construct Higher Embankments

This option involves raising the height of retaining embankment by approximately 2 metres to provide additional storage. A new embankment on the northern side of the existing would be the best solution. New control structures would still be required to pass significant flows and works would also be required to enlarge the culvert under Warnham Road. Estimated cost is £8m-£11m.

3.8 Option 4a – Remove Sluice Gate

This option proposes to de-classify the reservoir by reducing the embankment level, removing the sluice gate and filling part of the reservoir bed. A section of the embankment would remain to preserve the heritage of the mill building. A new channel for the Boldings Brook would be excavated and small ponds and wetland habitats created within a new floodplain system. The potential impacts of this option on the local nature reserve are recognised and it is anticipated that these impacts could be offset by habitat creation and diversification over time. The final character of the environmental mitigation would be subject to further consultation and detailed design. Current estimated cost is £2.15m.

4 Next Steps

4.1 To commission further work which will involve determining the outline design of the preferred option, undertaking detailed modelling, cost estimates, scheme plan and preparation of the business case which will include full funding proposals.

4.2 To apply for other sources of funding. i.e BIFFA Flagship scheme, English Heritage

funding and National Lottery funding. 4.3 When appropriate to submit a planning application for the preferred scheme and

carry out further environmental studies as necessary. 4.4 Aim to commence engineering work on site in year 2012/13.

5 Outcome of Consultations

5.1 Consultation on the possible solutions involved the public exhibition of proposals at the Nature Reserve visitor centre, Swan Walk Shopping Centre and in the reception area of the Council offices at Park North. The same information was put on the Council’s website and people were invited to comment on the possible solutions. The majority of respondents to the questionnaire were in favour of the Option 4a involving declassification of the reservoir and the creation of a wetland and natural flood plain (65%). See Summary of Public Consultation - Appendix 2(b).

6 Other Courses of Action Considered but Rejected

6.1 The do-nothing option is not acceptable because the required works are mandatory under the statutory legislation. The Environment Agency National Reservoir Safety Enforcement Team will readily follow up on any non-compliance and can ultimately instigate the necessary works and seek financial recompense, together with potential criminal proceedings.

Agenda Item 6(b)

75

7 Staffing Consequences

7.1 Once a definitive scheme has been agreed it is likely that the procurement of the works will be by the Environment Agency through their in-house contracts team. However, it will be necessary to continue the partnership to ensure the Council’s interests are protected. The Council’s engineering team will be involved in the detailed design and contract arrangements as well as dealing with enquiries from the public. The Council’s countryside wardens will be required to monitor the site work and feed back comments and observations.

7.2 Considering the approaching retirement of two part-time engineering staff the

workload and staff resource of the engineers will have to be carefully managed.

8 Financial Consequences

8.1 The draft capital budget for approval at Council in February 2012 includes £500,000 in 2012/13 and £500,000 in 2013/14 for the proposed scheme. The loss of interest as a result of the expenditure in 2012/13 has been built into the draft revenue budget for 12/13.

8.2 Further details of the financial implications will be reported once more detailed

estimates of costs, and availability of grants towards the costs of the work, are known.

8.3 As undertakers, the Environment Agency and Horsham District Council have a legal

requirement to comply with the Reservoir legislation. The Environment Agency is committed to securing funds to remedy the situation. Some funding requests have already been made, however it is unlikely that the majority of this funding from external sources will be forthcoming.

Agenda Item 6(b)

76

Appendix 1

Consequences of the Proposed Action

What are the risks associated with the proposal? Risk Assessment attached Yes/No

Option 4a is assessed to have low risk associated with hydrology and hydraulics and medium risk with engineering challenges. The specific risks associated with programme are medium No

How will the proposal help to reduce Crime and Disorder?

No change

How will the proposal help to promote Human Rights?

No effect

What is the impact of the proposal on Equality and Diversity? Equalities Impact Assessment attached Yes/No/Not relevant

No EIA has been carried out at this stage but the proposals are likely to improve access within the country park. No

How will the proposal help to promote Sustainability?

The preferred option removes the sluice gate and controls and involves the creation of a wetland environment within a natural flood plain system. More natural habitats and bio-diversity.

77

APPENDIX 2(a)

78

3 January 2012 RAA/180/0712/CGH

Mr R Sinclair Principal Civil Engineer Horsham District Council Park North North Street Horsham West Sussex RH12 1RL Dear Mr Sinclair

Reservoirs Act 1975 – Warnham Mill Pond Summary comments as a qualified civil engineer on the current proposals for the reservoir to comply with the recommendations in the interests of safety

I am pleased to summarise my thoughts on the current proposals for the reservoir following the recent Project Board Meeting on 14 December. The reservoir was inspected under Section 10 of the Reservoirs Act 1975 and I reported upon the inspection in September 2009. The report included a number of recommendations in the interests of safety (ie against the escape of water) which are now mandatory under the Act. Horsham District Council, the Environment Agency and a local landowner, all have particular interests in the reservoir and consequently a project board was set up with these parties and specialists JBA Consulting who have carried out detailed hydrological and option studies for the reservoir. I have subsequently remained involved as the qualified civil engineer for the reservoir, as defined in the Act, throughout the formulation of the appropriate measures as any works require approval and certification by such a qualified civil engineer.

The creation, maintenance and operation of a water body as a raised reservoir with above ground storage in excess of 25,00m3 above the lowest external ground level is governed by the Reservoirs Act 1975 (the Act). This sets out a statutory framework by which large raised reservoirs are created, operated and maintained and establishes various panels of qualified engineers to carry out the functions required by the Act. This includes requirements for the reservoir to be under the continual supervision of a supervising engineer with an annual visit and written statement; future inspections by a higher level of engineer at a frequency not exceeding ten years or more frequently in some instances; certain works must be carried out under the control of such engineers; information and monitoring records are maintained at specified frequencies and in certain formats and further future works recommended in the interests of safety are carried out within certain timescales. The current Act and its associated Statutory Instruments provide a legal and administrative framework for the construction and management of reservoirs in a manner which reduces to an acceptable level the risks associated with the escapes of water from reservoirs. The preamble to the Act gives a legal statement of the objectives of the Act as to make further provision against the escapes of water from large reservoirs. Such an uncontrolled escape can threaten life and property and greater security is required against dam failure where there is severe threat of loss of life and extensive damage and a lower security where the

180/0712 letter 03-01-12 79

threat is less severe. The Act does not detail the methods of risk assessment or specifically provide a definition of safety but the guidance note on the Act states that ..it could be argued that safety is not defined in relation to the integrity of the structure forming the reservoir but in relation to its effect on the public, both persons and property. In simple terms, this has been taken to be a requirement to ensure that the dam and reservoir are as safe (against an escape of water) as reasonably possibly.

Thus the capacity is a key issue but it should be noted that matters of reservoir safety, condition and adequacy are essentially the same regardless of whether the reservoir is or is not within the Act. It should also be noted that any silt in the reservoir is also included in any volume calculations. The current legislation will be amended when the Flood and Water Management Act 2010 is fully enacted which will introduce numerous changes, of which the most significant are a reduction in the defining volume to 10,000m3 and a move to a more risk based assessment of the potential hazards of the reservoir.

It is now useful to summarise the current situation and the requirements and constraints of the Act for HDC councillors and other parties and I have attempted to present these issues in a straightforward and non-technical manner to help the understanding of the proposals. The hazard assessment carried out as part of the inspection categorises the dam with respect of the risks to both persons and properties downstream and imposes increasingly higher standards as the numbers at risk increase by designation of Categories A down to D. The category then defines the required levels of both flood and wave surcharge that are required. I initially categorised the dam retaining Warnham Mill Pond as a Category B as part of my inspection as detailed in my letter to HDC dated 17 March 2008 and the report on the inspection dated 23 September 2009

The mandatory recommendations required a more comprehensive and refined flood assessment due to the complexity and arrangement of the dam and the inability of the overflow arrangements to pass the required flood flows. These further studies indicated that the flooding hazard was essentially depth driven and suggested that only a limited number of residential properties in Horsham would be flooded for the required 10,000 year flood.

Based on these comments, I consider that the original categorisation of Category B remained appropriate and that the works and options considered should be for the 10,000 year flood event. There remains a risk, however, that a future inspecting engineer might assess the situation more conservatively and assign a Category A rating to the dam. This would then require the dam to be able to pass a rate of flow rate almost 240% greater. Based on the current flood studies, this could not be realistically achieved by further lengthening the overflow, as currently envisaged as Option 1c, or any other approach to raise the height of the dam or other reasonable option. There are also likely to be changes to the recommended methodology of flood assessment over time or to the hazard and risk assessment to persons, properties and infrastructure downstream of a reservoir. The assessment of potential loss of life is currently is now under review and may move to an approach of a more simple system where any loss of life is the defining factor. Under such an approach, a more onerous flood requirement might become required by future practice. Thus there remains a future risk of the dam being required to pass a still larger flood than currently envisaged for Option 1c and this could not readily be accommodated and would potentially require further major works and costs.

The preferred Option 4a envisages the removal of part of the current dam and the draining of much of the reservoir and the landscaping of the former reservoir area.

180/0712 letter 03-01-12 80

A small pond with a capacity below the future defining limit could be created to provide both a water source for the intermittent use of the water wheel in the mill and to maintain the setting of the historic mill and its immediate surroundings. This would be achieved by a formal process known as “discontinuance” where works are carried out so that the reservoir is physically incapable of holding more than the defining capacity above ground level. The reservoir is then outside the scope of the legislation although the final capacity would need to be less than the reasonably imminent future threshold of 10,000m3.

Numerous other approaches and variations were considered during the options study including the “do-nothing option”. The required works are mandatory under the statutory legislation which is now administered by the Environment Agency Reservoir Safety Team. They will readily follow up any non compliance and can ultimately instigate the necessary works and seek financial recompense, together with potential criminal proceedings.

Once the required works have been fully completed, the qualified civil engineer is required to issue the appropriate certification. The reservoir would still stay within the legislation with Option 1c and would require the continuing procedures as required by the current and future legislation. The adoption of Option 4a would remove the smaller reservoir from the legislation and impose only a standard duty of care in maintaining the reservoir in the future. I would reiterate my earlier comments, however, that the matters of reservoir safety, condition and adequacy are essentially the same, regardless of scale and whether the reservoir is or is not within the legislation.

Please give me a call if you have any queries or need further information. Yours Sincerely

CHRIS HOSKINS C H CONSULTANCY LTD

81

APPENDIX 2(b) Warnham Mill Pond Reservoir – Analysis of Consultation Responses Exhibition of Possible Solutions (8th November 2011 – 4th December 2011) Summary of Public Consultation Feedback: HDC Website……………..23 Exhibition form…………....38 Email………………………...3 Telephone…………………..1

Total…65….responses Breakdown: 35 responses in favour of 4a ( 54 %) 13 ,, ,, ,, 1c ( 20 %) 5 ,, ,, ,, 2a ( 8 %) 1 ,, ,, ,, 3a ( 1 %) 1 ,, ,, ,, 1c//2a ( 1 %) 1 ,, ,, ,, 1c/4a ( 1 %) 9 no preference ( 15.%) Conclusion: 54 people expressed a clear preference and 35 people ( 65 %) were in favour of declassifying the reservoir and creating a wetland/floodplain environment.

WARNHAM MILL POND RESERVOIR - RESULTS OF CONSULTATION EXERCISE

APPENDIX 2b

8th November - 4th December 2011

Preferred

Postcode

Address

Feedback

Summary of Comments

Option

webform

4A

BN25 3NUSeaford, East Sussex

�Least cost; enhances biodiversity most; improved public access will attract more people. Will

become better amenity.

4A

RH13 5SJClarence Road, Horsham

�Better option (and cheapest).

4A

RH14 9QFBillingshurst

�Expense cannot be justified. Risks acceptable when set against cost, but if it is decided work is

essential, 4A cheapest & most environmentally acceptable.

1C

BN14 7PYWorthing, West Sussex

�Least effect allowing nature reserve to continue. If left unchanged, questions actual risk of road

closure or being washed away once in 100s or 1000s of years.

4A

RH13 5SDOakhill Road, Horsham

�Most economical. Will enhance Nature Reserve

3A

RH12 3NTShelley Drive, Horsham

�Keeps reservoir & means it doesn't fall under Act. No option shows what is going to happen to

river to south of reservoir.

4A

TW12 1DDHampton, Middlesex

�Opportunity to create wonderful wetlands for future generations. Cheapest. Go for it...!

4A

RG40 3NTWokingham, Berkshire

�No comments submitted.

4A

RH13 6DBEarlswood Close, Horsham

�A way to bring new habitats to area with increased wildlife.

4A

RH12 2ATMerryfield Drive, Horsham

�More natural option & encourages wildlife. We are too selfish & need to live with wildlife

4A

RH13 9HGWorthing Road, Southwater

�Cheaper & better for wildlife variety.

4A

RH12 2HWRedford Ave, Horsham

�Best option. Confusion w/ BB & RR. Chairman of Boldings Brook Conservation Volunteers who

have been maintaining stream from the mill wheel as Boldings Brook.

1C


�1C best, 2A at a pinch, 4A not at all. Similar comments re: BB & RR.

xx

�Millpond should be retained. Boardwalks very dry - flooding these & creating small ponds would

be of value.

2A

RH13 6DVHeron Way, Horsham

�Option makes sense. Re: global warming - abilitiy to store more water valuable for Horsham.

Alternative area for sailing sheltered from wind might be considered.

1C

RH14 9NHBillingshurst

�If work really needs to be done then this is preferred option & saves money.

4A

RH12 2LS

Lakeside, Horsham

�Obvious option versus cost & disruption of others. Would like chance to be consulted on

scheme - boardwalks, access, security, safety - with other locals asap.

4A

RH12 1NJIrwin Drive, Horsham

�Better variety for habitats. Concerns re: flooding downstream & to property - would other

option/s be better? Comments on new A24 development & potential flooding.

1

82


APPENDIX 2b


Preferred

Postcode

Address

Feedback

Summary of Comments

Option

webform

4A

RH13 6AGLeechpool Lane, Roffey

�This option gives additional habitat.

xRH12 1XTHills Place, Horsham

�(Civil Engineer) Investigate risk before spending more money. The floodplain downstream to

A281 could accommodate considerable volume of water before affecting adj. properties.

1C

RH12 3JUHollands Field BBH

�Mill Pond should remain. Public further away from wildlife if embankments removed.

4A

RH12 2CTKingfisher Way, Horsham

�Best for improvement at lower cost. No mention of flooding upstream. Lives adj. Chennells

Brook area, recently classified by DEA as high risk for flooding - hence insurance problems.

4A

RH13 6BFOak Tree Way, Horsham

�Seems better option - more positive impact for environment.

4A

RH12 2HJRedford Ave, Horsham

�Ideal solution re: cost & outcome. 1C/2A expensive & intrusive. Boldings Brook on the mill side

needs better flow, which at present is erratic.

4A

RH12 2HJRedford Ave, Horsham

�

More natural result, less expensive. 1C complicated roadworks, 2A ugly; both expensive. More

regular flow through Red River needed. Mill wheel turned more frequently to run water through

Boldings Brook (behind Redford Ave).

4A

RH12 5PLKeats Close, Horsham

�Would prefer this as it generates a wider range of habitats.

4A

RH12 5PLKeats Close, Horsham

�Sounds good for wildlife.

1C

RH12 2JRChurchill Ave, Horsham

�Use increased flows to generate electricity w/ turbines. None of the schemes do this.

4A

RH12 2AFCootes Ave, Horsham

�Seems the most viable proposal.

1C

RH12 2LSLakeside, Horsham

�Most beneficial in terms of cost & retaining aspects of the reserve. 4A devastating: many birds

would not come. 2A expensive & adds to flood risk. Regular visitors and birdwatchers.

1C

RH12 4DSCrawley Road, Roffey

�

Millpond should be retained. It does not address problem of silt build-up. BB carries silt which

could be deposited in meanders before arrival in Millpond. 4A - without sluice gate & dam

levels not maintained. 2A - raising embankment could cause flooding upstream.

1C

RH12 2LSLakeside, Horsham

�

Will retain features & look of lake. Lives close to lake - worried about security & privacy if

pathways/boardwalks created on far side of lake and would oppose option that included this.

Other options too expensive or will change look of lake.

4A

RH13 0ALSalisbury Road, Horsham

�Cheaper & better for the environment.

4A

RH12 2NLPondtail Road, Horsham

�Seems best for wildlife & bio-diversity.

2

83


APPENDIX 2b


Preferred

Postcode

Address

Feedback

Summary of Comments

Option

webform

4A

RH12 2LTKingfisher Way, Horsham

�If it solves downstream flood risk and doesn't predujice the area instead. May enhance reserve.

Hopes public access will be considered a priority.

4A

RH12 4LHRowlands Road, Horsham

�Cheapest & terrific new environment for wildlife- best for everyone.1C/2A too expensive. Not

clear who will pay.

4A

RH12 2NLPondtail Road, Horsham

�Cares only about nature & wildlife which should come first. Our duty to care for it.

4A

RH12 1UBRookwood Park, Horsham

�Cost main reason for preference.

xRH12 3QNSchool Hill, Warnham

�

Warnham Parish Council - 4A cheapest & would enhance scope of reserve. Will the low cost

option exacerbate downstream flood risk? May have unintended consequences downstream

which need identification. Many new schemes now need to provide balancing ponds.

1C

RH13 0TZCloverfield, Slinfold

�

Long term water conservation more important than financial considerations due to rising

demand. 1C - problems with submerged logs jamming sluice gate addressed? Habitat of fish &

birds altered. 2A - pine logs could be used to reinforce banks. Deer drinking & willow growth

need consideration. 4A - Creation of smaller ponds could disturb centre well-head of the pond

& drain it completely into lower water table. Wet clay tiles could be remedy for this.

4A

RH12 2QSWarnham Road, Horsham

�

Only option because of cost. Concerned hypothetical flood risk of 1 in 10,000 is escalated to be

expensive priority in these times. Enjoyment/recreational facility paramount. It is a well run

reserve HDC must maintain in future.

4A

RH12 2AXMerryfield Drive, Horsham

�Best option to preserve environment & continue to provide varied habitat for wildlife & visitors

to enjoy. Most cost effective & less intrusive & destructive solution.

xRH12 2AHCootes Avenue

�

Millpond never been dredged. All it has is two rivers coming through it. In winter has seen it

overflowing down from Onion Island (before A281 Guildford Rd) which floods 3 - 4 times a year

when sluice gate opened at 03.00. Therefore none of options any good. Written reply by Bob

Sinclair

xRookwood Park

em

ail

Were the proposals from computer modelling? Problems from outfall from Mill during heavy

rain: under Guildford Road Bridge; no clearance of BB resulting in poor flow - partly HDC's

responsibility. Management & control of water release from Mill incompetent: rapid water rise in

BB. Questions flood risks from development on A24. Email reply by Bob Sinclair.

3

84


APPENDIX 2b


Preferred

Postcode

Address

Feedback

Summary of Comments

Option

webform

xRookwood Park

em

ail

None of options include potential side effects downstream: neither Guildford Rd Bridge width

nor river banks capable of vast/sudden increase in water possible with options 1C or 2A. 4A

looks as if will be favourite due to budget; unclear what will happen to run-off if not 'captured' at

WMP, particularly when combined with proposed housing development. Would like to see

matter openly reviewed. Email reply by Bob Sinclair.

xem

ail

Is name of outflow from reservoir RR or BB? Will a detailed assessment of each option be

provided, re: risk of flooding downstream & under Guildford Rd bridge (& why no proposals to

rectify)? Will new development be taken into consideration? 1C/2A - Imply greater vol of

water held in reservoir - increased flood risk? Downstream flooding due to poor management

of sluice gates. No proof these options will improve situation in future. 4A - looks to have

advantages: no large vol of water released; cheapest option but impact on risk of flooding

downstream unknown (so can't say is preferred option). How effective in absorbing water

upstream? In dry spells RR (or BB) could run dry downstream? Costs: If new

developments have impact will developers contribute? Impact on Council Tax? Sale of

Rookwood Golf Course? Have costs of maintenance been assessed, incl. keeping river

downstream clear? Email reply by Bob Sinclair.

4A

RH13 5UWLittle Comptons, Horsham

�

Most cost effective with vastly superior environmental solution and greater bio diversity. Larger

flood plain better way to control floodplain compared to high cost engineering solutions of

1C/2A which are not necessary since reservoir not used for water extraction & mill not

operational. "4A is a no brainer as the way forward to meet safety standards by creating an

even better Warnham Nature Reserve"

2A

RH12 4ULWhite Horse Rd, Horsham

�

Favours retention of reservoir & increasing capacity, since consequences of other options not

known. Queries: role of reservoir in worst case storm - need to retain some of the water or

pass water volume downstream? Consequences on wildlife not clear - is retention of wildlife

reserve open/available to public key in all 3 options? Option selected must be cost effective but

take into account initiatives & grants available. What is key is that whatever option selected

continues to provide a haven for wildlife & service to locals.

4

85


APPENDIX 2b


Preferred

Postcode

Address

Feedback

Summary of Comments

Option

webform

1C

RH13 6EDGrebe Crescent, Horsham

�

Least expensive option seems to be HDC favourite: artist's view etc. Not informed that lakes

are transient & will look like that for about two years then, with no management, will

degenerate into scrub-land and grassy meadow with no distinct environmental advantages

over other areas (e.g. Chesworth Farm). HDC will have absolved themselves from

responsibility, so there will be no funds to maintain those ponds and scrapes depicted on the

artist's view. In the future, when it has degenerated into a miserable area of scrub land

('wasteland' to the planners) there will be a suggestion it would be better used as a football

pitch or supermarket. Concerned re: potential loss of facility/open water. The Mill Pond figures

in the book "The Fifty Best Birdwatching Sites in Sussex". Has no confidence in the statement

and efforts to convince us that "Our Views Count".

4A

RH13 0QTLyons Road, Slinfold

Phone call from member of the public - no comments

4A

RH12 1LELongfield Rd, Horsham

�

1C - expensive & difficult deciding where the water would go afterwards. 2A - expensive &

block view of warter. 4A - good for wildlife as it would increase variety of habitats & attract

greater diversity.

1C / 2A

RH13 5NBHighlands Rd, Horsham

�Either 1C or 2A. 4A - no, keep the lake. "Get Francis Maude to sell off some of the family

silver & pay for this!"

4A

RH13 6DBEarlswood Close, Horsham

�4A good. Need to preserve wildlife habitat.

4A

RH12 4UGNaldrett Close, Horsham

�Wetlands would be best option.

4A

RH12 2BXBlunts Way, Horsham

�

It will make the reserve larger & more interesting & encourage more birds of different species.

Would be nice to be able to go right around the reserve so it does not end up like Pulborough

Brooks - you can only observe from one side & smaller birds right over the other side are

difficult to observe.

1C /4A


�

Has walked the grounds since the 1930s. 1C - possibly acceptable solution. 2A - concerned

about raising level of water. If remembers rightly, level was lowered at an earlier time because

new development on NE side had gardens flooded in rainy season. 4A - subject to

environmental bodies, eg RSPB etc, involvement. Surprised nothing in reports re: possibility of

flooding to new development to NE. Thought bats & kingfishers were protected, also osprey

which would stop off on the way.

5

86


APPENDIX 2b


Preferred

Postcode

Address

Feedback

Summary of Comments

Option

webform

4A

RH11 9HYBroadfield, Crawley

�Will be best construction for Reserve as it will bring in more wildlife of waders & the like.

1C

RH12 5ADBlenheim Rd, Horsham

�

Mill pond ideal as it is. If there has to be safeguards against a flood in 10,000 years would go

for improved flood gates. Feels v strongly that there has been a mill pond @ Warnham for

hundreds of years w/ no flood problems. Why when things work perfectly do we have to have

laws to alter them?

2A

RH12 5AAWimblehurst Rd, Horsham

�

With SE England (roughly SE of Chilterns) a dry area, particularly Kent, Sussex & Surrey,

urgently need to conserve as much rainwater as possible. Recently returned from Egypt -

there is no better demonstration than the Nile. Would a micro - eco hydro-electric scheme be

feasible/practicable?

xRH5 4HHDorking, Surrey

�

1C - Whatever is decided, this option needed to control water levels. 2A - not sure more of the

same is needed. May detract from site's status as a Nature Reserve. 4A - Will give new

habitats (ponds) but open water species of plants/animals will be affected. May be risky

allowing flood water to find its own level w/ urban areas/travel links close by.

1C

RH5 4HTDorking, Surrey

�

1C - All that's necessary to manage potential future flood threat. 2A - Bottling up flood water

could do more harm than good. Would need to be undertaken w/ option 1C. 4A - Although will

create new habitats open water species of plants/animals will be affected. Allowing flood water

to find its own level could be risky given proximity of urban areas. Very complex questions:

depends on likelihood of flood event. Almost impossible to predict when will happen.

1C

RH12 2 LSLakeside, Horsham

�

Selected option as it best protects privacy & security. House & garden back onto reserve.

Conerned other options, particularly 4A, will mean people walking close to house & cause

privacy & security issues. Has lovely lake view which, if taken away, will affect enjoyment &

have adverse effect on property value. House deeds stipulate has to maintain chain link fence

between house & reserve meaning is not able to erect fencing to ensure privacy & security. 4A

most cost efficient therefore likely to be chosen; would like to know what plans council will put

in place to protect residents from people looking into gardens & houses.

6

87


APPENDIX 2b


Preferred

Postcode

Address

Feedback

Summary of Comments

Option

webform

2A

RH4 3BHDorking, Surrey

�

Preference is 2A: raising embankment as it will give much greater long term hydrological

control in the catchment & (a bit tricky because of levels) at least some possibilities of later

conjunctive flood routing & peak outflow attenuation in the on-line storage. If 4A adopted

(reducing capacity to 10000 m³ & keeping under Act's limitation), long-term

hydrological/hydraulics control lost & assoc. off-line storage can't attenuate much because of

its small vol. in relation to a "long" winter storm profile on a 1 in 10000 yr flood probability

event. Quotes the technical outcome. Costs and technicals need thinking about before 4A is

decided as "appropriate" scheme. Thinks 4A not right solution to the real issue.

xRH12 2LSLakeside, Horsham

�2A - "If this is done my house would become liable to flooding for which I would hold the

council responsible". No comment on other options.

2A

RH13 5HFDepot Road, Horsham

�

1C - if cost only criteria, then best option but does not give much longer life/larger product. 2A -

best option for long term interest for town. Water becoming diminishing source in S & scheme

would give additional storage. Does not think higher costs have been explained properly to

show long term cost benefit & usefulness to town. Could some form of micro power unit be

built into scheme? 4A - why remove valuable & irreplaceable storage? Fear is that this scheme

will be chosen on cost only. How do all schemes fit w/ expansion plans in 'Horsham Town Plan

Supplementary Planning Doc.' & expansion to west of Horsham?

7

88

Appendix 3

89

Appendix 3

90

Appendix 3

91

PC120208

14

PERSONNEL COMMITTEE 8th February 2012

Present: Councillors: Liz Kitchen (Chairman), Brian Donnelly (Vice-Chairman),

Roy Cornell, Helena Croft, Malcolm Curnock, Brian Donnelly, David Holmes, Christian Mitchell, Godfrey Newman, Sue Rogers, Claire Vickers, Tricia Youtan

Apologies: Councillors: Ray Dawe, Sheila Matthews, Kate Rowbottom, Simon

Torn Also present: Councillor Roger Arthur

PC/16 MINUTES

The minutes of the meeting of the Committee held on 14th September 2011 were approved as a correct record and signed by the Chairman.

PC/17 DECLARATIONS OF INTEREST There were no declarations of interest

PC/18 ANNOUNCEMENTS The Chief Executive advised the Committee that, under the provisions of the

Localism Act, the Council would be required to approve and publish a Pay Policy by 31st March 2012. In view of the short timescale involved, a report on this would be taken direct to Council on 22nd February 2012.

PC/19 JOINT CONSULTATIVE FORUM The Head of Corporate Support Services reminded Members that the Joint

Consultative Forum enabled direct dialogue between employee representatives and elected members and was an important part of the consultation and decision making process. Historically, the Forum had met immediately before Personnel Committee but this approach had become less effective, often resulting in there being insufficient time for full consideration of issues and much of the discussion being duplicated.

Therefore, on 18th January 2012, Members of the Committee and staff side

representatives had met to discuss revised Terms of Reference for the Joint Consultative Forum, including membership, meeting frequency and timing. The revised Terms of Reference agreed at that meeting were now submitted for approval.

RESOLVED

Personnel Committee 8th February 2012

15

That the revised Terms of Reference and meeting dates for 2012/13 for the Joint Consultative Forum be approved as submitted.


16

PC/19 Joint Consultative Forum (cont.) REASON To improve the effectiveness of staff and Member

consultation. PC/20 STAFFING STATISTICS

The Head of Corporate Support Services presented the latest statistics on staffing and personnel activity, including details of turnover, sickness absence, vacancies, recruitment, staffing figures, salary bands, age bands and length of service.

It was agreed that, in future, sickness absence figures would be reported to every meeting whilst the remainder of the statistics would be submitted every six months.

PC/21 DISTRICT WARDENS PROPOSAL

The Director of Development & Environment reported on the proposed creation of a District Wardens Team, the outcome of consultation and the staff and resource implications. At the Cabinet meeting on 24th November 2011, it had been resolved that a District Warden scheme be adopted based on a two-tiered service: a Car Parks Team and a District Warden Team. The scheme was intended to provide the public with a clearer understanding of who had responsibility for which service area, promote improved public relations, improve resilience and responsiveness to communities with an aim of improving the speed and accuracy with which compliance matters were resolved and protect the income stream generated by Parking Services. Following consultation with staff, a number of issues had been raised which were detailed in the report, the majority of which had been answered or would be addressed within the operational plans. There were no changes proposed to the resourcing resulting from the consultation. Members discussed issues including the level of dual-skilled staff now proposed; the need for support and training; and West Sussex County Council’s on-street parking requirements.

RESOLVED

That the structure of the District Warden and Town Centre Car Park Team be approved.


17

PC/21 District Wardens Proposal (cont.) REASON To provide the staffing structure that can operate the District Warden scheme which was previously agreed by Cabinet.

PC/22 CHANGES TO SECRETARIAL SUPPORT

The Chief Executive reported on the proposed creation of a Secretarial Support Team to provide administrative support for the Chairman, Leader, Chief Executive and Directors. This would replace the current arrangement of personal secretaries to the respective Members and senior officers. The creation of such a team would provide a more flexible approach to workloads and a more efficient use of skills and resources. It was noted that, at the Council meeting on 19th October 2011, as part of the Council’s budget proposals, it was resolved that the Council would look to save £30,000 from the cost of the current secretarial support to the Chairman, Leader, Chief Executive and Directors. Subsequently, the Director of Development and Environment had resigned and, as proposed in a later report, the intention was not to replace the post at Director level. A consequence of this proposal was that it would also reduce the workload for the current secretaries. It was proposed that a two year fixed-term secretarial assistant apprentice post be created in the structure to provide support to the team. This would be an opportunity to create an apprenticeship post targeting the largest unemployed demographic group in the District and would demonstrate to other businesses that the Council was genuinely increasing the employment prospects of young local people. It was acknowledged that organising civic events attended by the Chairman was a significant part of the Chairman’s secretary’s duties and that the transition to the new arrangements would need to be carefully managed to ensure that the support given to the Chairman was not diminished. Under the current proposal, there would be an opportunity to dovetail, to a large extent, the programme of Chairman’s civic events with the wider events programme organised within the Leisure and Economic Development Department. Closer working between the secretarial support team and the events team would provide more flexibility and resilience. To ensure the team was as effective as possible, it would need to be located alongside the senior Members and officers it supported. This would require some changes to current office accommodation, for which plans were being prepared. It was anticipated that any necessary alterations could be made to enable the team to be up and running by May 2012.


18

PC/22 Changes to Secretarial Support (cont.) In order to create this new structure, two current posts would be made redundant. Following consultation, two members of staff had made a request for redundancy and, therefore, there would be no need for compulsory redundancies. For the remaining secretaries there would be a change to their role profiles. Members discussed issues including managing the prioritisation of work within the team; the need to involve affected Members in discussions regarding accommodation changes; loss of expertise; and location of the team. In particular, the Chief Executive was asked to address Members’ concerns regarding the handling of confidential correspondence within the team.

RESOLVED

(i) That the changes to the establishment, as submitted, including the deletion of two secretarial posts be approved and the consequential redundancy and pension payments be agreed, in accordance with the Council’s policies.

(ii) That the appointment of a 2-year fixed-term rolling

programme of Secretarial Business Administration Apprentice be approved.

(iii) That the operation of the team be reviewed in 12

months’ time, or sooner if necessary. REASON To secure efficiency savings and to create an employment and training opportunity.

PC/23 EXCLUSION OF THE PRESS AND PUBLIC

RESOLVED

That, under Section 100A(2) of the Local Government Act 1972, the press and public be excluded from the meeting for the following items of business on the grounds that they involve the likely disclosure of exempt information, as defined in Part I of Schedule 12A of the Act, by virtue of the paragraph specified against each item, and in all the circumstances of the case, the public interest in maintaining the exemption outweighs the public interest in disclosing the information.


19

PC/24 CREATION OF A BUSINESS TRANSFORMATION TEAM AND CHANGES TO THE CORPORATE MANAGEMENT STRUCTURE (PARAGRAPH 1)

The Chief Executive reported that, with a forecast deficit of some £800,000 in 2013/14 rising to at least £1.7m by 2015/16, urgent action was needed to identify and deliver solutions, including the development and delivery of a robust Medium Term Financial Strategy. The scale of the challenge over the next two years required the Council to recognise the need to “invest to save”. The programme and project management that would be required to ensure the Council could proceed with confidence to design and deliver the significant organisational changes that were needed would require additional capacity, including the creation of a “Business Transformation Team”. The proposed team would consist of a core of three dedicated officers and would be supplemented from time to time by others seconded full or part time to support particular organisational change projects. The recent resignation of the Director of Development & Environment had presented an opportunity to consider changing the structure of the Corporate Management Team to accommodate the pressing need for organisational change management capacity. It was therefore proposed that the Director’s post was not filled and that the resources released were used to fund the creation of the core team. Members discussed a number of issues arising from the proposal.

RECOMMENDED

(i) That the changes to the corporate management structure, including the deletion of the post of Director of Development & Environment and the creation of post of Business Transformation Manager and two posts of Business Transformation Officer, be approved.

(ii) That all necessary consequential changes to the

Constitution arising from the deletion the post of Director of Development & Environment be approved.

(iii) That the budget changes required to fund the

proposed changes be approved, as submitted. REASON To ensure that capacity is created to deliver the Medium Term Financial Strategy.


20

PC/25 PLANNING SERVICES RESTRUCTURE (PARAGRAPH 1)

The Head of Planning & Environmental Services reported on the review and proposed reorganisation of resources providing planning services, the outcome of consultation and the staff and resource implications for planning services. The Redesign review within Development Management had identified a number of service improvements and efficiencies, which were reliant on better use of existing systems. In addition, the proposed appointment of a lead professional within Development Management would provide a consistent and clear professional voice on Development Management issues and the ability to develop the service to meet future needs and respond to future opportunities. Consideration of the feedback received from staff during the consultation process had lead to a revised proposal and structure which recognised many of the genuine concerns expressed and their desire to improve the service further. Details of the comments received during the additional period of consultation arising from the revised proposal were reported. The proposals submitted therefore sought to put in place the key changes required to enable the Development Management service to meet the challenges ahead and to prepare the service for the future demands placed upon it. Members discussed a number of issues arising from the proposal. RESOLVED (i) That the new structure for planning services be

approved, as submitted. (ii) That the commencement of the process of

redundancy for the four identified posts be approved.

RECOMMENDED

(iii) That the required budget changes be approved, as

submitted. REASON The restructuring of the service is required to ensure the service is able to make the best use of the resources available so as to be able to respond to future fluctuations in demand, ensure consistency in service provision across the district and to seek service improvements on a continuous basis.


21

PC/26 CENTRALISED COMMUNICATIONS TEAM (PARAGRAPH 1)

The Head of Strategic Planning & Performance reported on proposals for a centralised communications team, arising from the approval of the Corporate Communications Strategy by Council in September 2011. The budget consequences of the structural changes would be incorporated within the draft Budget 2012-13. Members welcomed the proposal. RESOLVED That the revised communications team staffing and structure

be approved, as submitted.

REASON To enable delivery of the new Corporate Communications Strategy.

The meeting finished at 7.30pm having commenced at 5.30pm. CHAIRMAN

Agenda Item 6(c)

- 1 -

Report to Cabinet

26th January, 2012

By the Chief Executive and Head of Financial & Legal Services

RECOMMENDATION TO COUNCIL REQUIRED

Not exempt BUDGET 2012/13 AND MEDIUM TERM FINANCIAL STRATEGY

Executive Summary This report sets out details of the proposed 2012/13 revenue, capital and repairs and renewals budgets and reviews the Medium Term Financial Strategy. It draws attention to the continuing pressure on the Council’s finances which has resulted from the large reductions in government grant in 2011/12 and 2012/13 and forecasts deficits on future revenue budgets of a possible £800,000 in 2013/14 rising to £1.7m by 2015/16. This report also sets out a series of prudential indicators that are a statutory requirement to demonstrate that the Council’s capital programme is affordable and prudent in the context of the Council’s overall finances.

Recommendations Cabinet is RECOMMENDED TO PROPOSE THE FOLLOWING FOR CONSIDERATION BY COUNCIL ON 22nd FEBRUARY 2012:- (i) That the level of Council tax for 2012/13 remains at that for 2011/12 equating to

£135.54 at Band D. (ii) That Special Expenses of £264,170 (equating to a Band D equivalent of £23.71) be

agreed in respect of the unparished area for 2012/13. Details are provided in Appendix E.

(iii) That the net revenue budget for 2011/12 of £12.785m be approved (attached as

Appendix A). (iv) That the repair and renewals programme be approved (attached as Appendix B).

(v) That the capital programme be approved (attached as Appendix C). (vi) That the schedule of charges for 2012/13 be noted (attached as Appendix D).

Agenda Item 6(c)

- 2 -

(vii) That the New Homes Bonus allocations for 2011/12 and 2012/13 are transferred to the Council’s General Revenue Reserve

(viii) That £350,000 be set aside from the General Revenue Reserve to meet estimated

redundancy costs arising from the budget proposals (ix) That the projected future deficits on the revenue account be noted and the Medium

Term Financial Strategy be reviewed and developed, as described in paragraph 17 of the report, to ensure a balanced budget in 2013/14 and subsequent years.

(x) The Minimum Revenue Provision (MRP) Statement set out in Appendix H (xi) The prudential indicators and limits for 2012/13 to 2014/15 set out in Appendix K.

Reasons for Recommendations To meet the Council’s statutory requirement to approve a budget and to approve prudential code indicators and the treasury management strategy before the start of a new financial year. Background Papers Consultation Wards Affected Contact Sue McMillan ext. 5302

Agenda Item 6(c)

- 3 -

BUDGET AND MEDIUM TERM FINANCIAL STRATEGY 2012/13

Introduction and Financial Outlook

1. Background The Council is setting its 2012/13 budget against a background of deep cuts in local

government expenditure and great uncertainty over the future economic outlook. In normal circumstances financial forecasting over the medium term is difficult, but at the present time there is a considerably higher level of uncertainty than usual, resulting from the government’s Resource Review and other changes. From 2013/14 onwards there will be changes in the Revenue Support Grant (RSG) system, the National Non-Domestic Rates (NNDR) system and the way in which the New Homes Bonus is funded. There will also be a centralisation of the Housing Benefit system and the localisation of Council Tax Benefit with reductions in the grant available to finance Council Tax Benefit. The way these changes will impact upon the Council’s financial position is difficult to forecast at this stage. In addition the national and international financial climate is highly uncertain and will inevitably impact on the Council in unpredictable ways. Nevertheless, the Council needs to plan based on the best information available.

1.1. At this time last year, the government grant settlement was announced for two

years, 2011/12 and 2012/13. The cuts to Horsham’s grant were larger than expected, totalling 28% over the two years.

Comparative Revenue Support Grant Represents a cut of

2010/11

£000

5,464

2011/12

£000

4,622

15.6%

2012/13

£000

3,937

12.4%

Total reduction over the two years

28.0%

1.2. A further two year settlement will be announced in late 2012 for the years 2013/14

and 2014/15. For the purpose of financial projections, it has been assumed that Horsham’s grant will be cut by a further 5% in each of those years. However, the Chancellor in his Autumn Statement indicated that deficit reduction was progressing more slowly than expected and it is not unlikely that reductions will be even greater than this in 2013/14 and beyond.

Agenda Item 6(c)

- 4 -

2 Action taken since budget for 2011/12 was approved 2.1 The financial outlook was reviewed by the Council in October 2011, when

projections of future expenditure and income were considered. These indicated likely future deficits increasing each year to 2014/15, as follows:

2012/13 2013/14 2014/15 2015/16 £m £m £m £m 1.3 1.9 2.2 2.8 2.2 Clearly an annual deficit of this order cannot be sustained and it is therefore

essential that the Council makes plans to reduce costs and increase income to close this gap. As a first step towards this, the Council agreed at its meeting on October 19th 2011, to increase charges in its car parks and to consult on a range of other proposals to reduce costs or increase income.

2.3 The original list of savings ideas was widely distributed to Members, staff,

stakeholders and the public for consultation. A summary of the savings proposals is attached as Appendix F and a summary of comments are included in Appendix G.

2.4 The October savings were anticipated to reduce the Council’s deficit in 2012/13 by £1m leaving a balance of £300,000 to be funded from reserves or to be eliminated by further savings. It is now proposed that the balance is funded from reserves giving time for the development of the new Medium Term Financial Strategy. This can only be a short term solution and there are further details in paragraph of the report of the proposed approach to review the Council’s services in order to eliminate the budget deficit for 2013/14 and future years.

3. Revenue Budget 2011/12 3.1 The net revenue budget for 2011/12 of £12.801m, (£13.004m before Council tax

freeze grant), required a small contribution from reserves of £52,000. Expenditure against budget has been monitored carefully during the year and although there are a number of areas of concern (see below) overall it is expected that these cost pressures will be contained within this total. In addition the Council was awarded £379,000 in New Homes Bonus for 2011/12 and it is proposed to transfer this sum to the Council’s general reserves. Further detail of the New Homes Bonus is provided in paragraph below.

3.2 The main overspends in 2011/12 are on the transport budget. DERV is expected to

be £120,000 - £130,000 over budget by the end of the financial year and vehicle repairs and tyres are £133,000 overspent to the end of November. These overspends are in part due to under budgeting but also include £51,000 on winch assemblies for the new vehicles. Discussions about this problem are continuing with the vehicle manufacturers. The additional costs on the transport budget are also reflected in the budget set for 2012/13.

Agenda Item 6(c)

- 5 -

3.3 Income on planning fees is ahead of budget by £250,000 to the end of December, as a result of the continued high level of major applications. Parking income is still down against budget to the end of December, but the increase in fees due to take effect in February is expected to reduce the variance.

4 Draft Revenue Budget for 2012/13 4.1 The 2012/13 budget presented for approval incorporates the savings proposed in

October with two exceptions. These are the reduction of £2,000 in Community Transport grants and of £15,000 in grants to voluntary organisations. Further discussions will be held with organisations in receipt of grant to see where savings can be made in future years without damaging service provision. The savings to be achieved by rationalisation of reception services have been reduced to £10,000 for 2012/13 to allow time for full consultation.

4.2 The major changes in the 2012/13 budget (compared to the 2011/12 original

budget) are:- £000

Staffing: Pay Rise 140 New Posts/Temporary Staff 122 Planning Restructure 220 Inflation 215 Additional Commercial Rents - Arun House/Oakhurst (200) Capital Financing 100 Loss of Interest 128 Transport Costs 268 Planning Fees (150) Savings per October 2011 (996)

Other Savings (Net) (75) _____ (228) _____ 4.3 Inflation The Council faces significant inflationary pressures on utility bills, business rates,

contracts and DERV. Gas and electricity are purchased through the LASER consortium and the prices in the new two year contract incorporate significant increases.

4.4 Salaries An allowance of 1% has been included in the budget for a potential pay award to

staff following two years of pay freeze. This will be required only if the outcome of national pay negotiations is to award an increase. There are increases in the salaries budget for the following posts already approved:-

Agenda Item 6(c)

- 6 -

- Auditor (part-time temporary) - Planning Solicitor (temporary funded by S106 contributions) - Technical Advisor (Strategic Planning) (part-time renewal of temporary contract). - Lettings Officer (Housing) (funded by grant). - Development Surveyor (funded from capital).

The costs of the proposed restructure within Development Management department comprise:-

- new posts £120,000 - temporary posts made permanent £100,000

The restructure is designed to deal with the significant increase in major applications and the costs are offset by £100,000 savings on departmental administration, (included in the October savings) and £150,000 additional planning fee income. This is the subject of a report to Personnel Committee on February 8th.

4.5 Other Changes The increase in transport costs is discussed above in paragraph 3.2. 5. Personnel Implications of 2012/13 Budget 5.1 As a result of the budget proposals for 2012/13 a total of 6 posts (5.5 full-time

equivalent) will be reduced. PA support Reception services Development Management Street Scene Officers/Civil Enforcement Officers 5.2 Two posts in Development Management and one in the Street Scene Team are

vacant and, elsewhere, every effort will be made to seek volunteers or to redeploy affected staff to appropriate vacancies. It is not possible to be precise about the total redundancy costs until staff consultation is complete and final decisions taken, as it depends on the age and length of service of individuals concerned. It is recommended that a provision of £150,000 be set aside. Reports about these proposals will be submitted to the Personnel Committee on February 8th

5.3 In addition, savings to Horsham of £200,000 per year will be achieved by a

reduction of staff in the CenSus revenues and benefits teams. These staff are employed by Mid Sussex District Council and the CenSus agreement provides that all three partners (Adur, Mid Sussex and Horsham) will share the redundancy costs as well as the resulting savings. Horsham’s share of the Census redundancy costs is £199,000. It is therefore recommended that a total sum of £350,000 should be earmarked from the reserves to meet redundancy costs arising from the budget proposals in 2011/12 and 2012/13. The Census payback period is one year and it is anticipated that the in-house redundancy costs will have a similar payback.

Agenda Item 6(c)

- 7 -

6 New Homes Bonus

6.1 New Homes Bonus is a new grant payable for the first time in 2011/12. The District Council receives a sum equal to 80% of the average national Council Tax (approximately £1,150 for a Band D property) for each new dwelling (plus £350 for each affordable home). This will be payable for 6 years. The allocation for 2012/13 (based on new properties in the year to October 2011) is £344,000, payable for six years, so the total receivable in 2012/13 will be £723,000 including the second payment of the first allocation. It is proposed to transfer this sum to the Council’s general reserve.

7 Repairs & Renewals Budget 7.1 The Repairs and Renewals fund is funded by contributions from the revenue account

to meet the cyclical maintenance costs of the Council buildings. The programme is attached as Appendix B.

7.2 There are a number of growth items relating to the Council’s investment properties,

the main ones being:- Roof, plumbing and paving repairs at Blatchford Close Industrial Estate in 2012/13 and fascia and soffits at Fiennes Court £44,500 Window and roof replacement/repairs at several domestic properties including Park Street temporary accommodation in 2014/15 and 2015/16 £54,000 External rendering of Southwater Medical Centre in 2015/16 £30,000

7.3 During 2012/13 it is proposed to conduct a thorough review of the arrangements for planning and funding property maintenance expenditure, whether through the repairs and renewals fund or the revenue account. Over recent years the R & R programme and planned maintenance expenditure have been significantly underspent each year, with budgets then rolled forward. The intention of the review will be to ensure that necessary work is budgeted for, but also that the programme reflects the authority’s capacity to carry out the work.

8 Capital Budget 8.1 The draft capital programme is attached as Appendix C. This includes changes to

the programme approved during the year. The only new items are as follows:- 8.2 Warnham Mill Pond A provisional figure of £1m (£500,000 in 2012/13, £500,000 in 2013/14) is included

for the Council’s contribution to the cost of works to the reservoir. This figure is a provisional estimate only at this stage and further details will be reported to Council.

Agenda Item 6(c)

- 8 -

8.3 Core Switch Replacement £60,000 is included for the costs of replacing the network switches located in the

office buildings. These are at risk of failure, leading to loss of network connectivity for staff until emergency replacement can be carried out, which could lead to significant down time and loss of productivity and service delivery.

8.4 Leisure Centres The Leisure Conditions Survey has established the need for significant expenditure

to the Council’s leisure centres. This survey has been analysed to establish the estimated cost and likely timetabling of work. Initial estimates indicated that a total of £1.8m needs to be spent on the Pavilions, Steyning and Billingshurst pools to bring them into suitable condition for the start of the new Leisure Management contract. This sum has been included in the capital budget for 2012/13. A further £0.6m is likely to be required over the following three years on maintenance of plant and equipment.

9. Schedule of Charges 9.1 A schedule of charges for 2011/12 is attached as Appendix D. It is proposed to

increase charges broadly in line with inflation where appropriate. 10. Council Tax Increase 10.1 The government is encouraging councils to freeze Council tax next year at 2011/12

levels and is again providing the equivalent of a 2.5% Council tax increase, £203k. However the Council tax freeze grant payable in 2012/13 will be for one year only, whereas the 2011/12 grant was payable for four years. The ending of 2012/13 Council Tax freeze grant next year will create an additional budget pressure in 2013/14, which will have to be offset by increased income or a further reduction in expenditure.

10.2 The proposals in this report assume that the Council will wish to freeze Council tax

at current levels for 2012/13, taking advantage of the funding available from the government. The forward financial projections, however, do not assume that the Council tax freeze will be extended beyond next year given the importance of Council tax as an income source to the Council as inflation levels continue to rise and other sources of income are constrained.

11. Special Charge

11.1 It is necessary to ensure that the average charge across the whole District in 2012/13 does not increase if the Council is to agree to a 0% increase in Council Tax for the District and receive Council Tax freeze grant.

11.2 With the Special Charge of £23.71 proposed for next year, this objective will be

achieved. Fuller details of the Special Charge are included in Appendix E.

Agenda Item 6(c)

- 9 -

12. Council tax for 2012/13 – assuming 0% increase

2011/12 £000

2012/13

£000 13,004* (52) ______ 12,952 (4,622) (203)* (379) __379 8,127 (264) 0 ______ 7,863 ______

58,012.9 £135.54 £2.61

Net expenditure Contribution to/(from) reserves Government grant Council tax freeze grant New Homes Bonus Contribution to reserves (New Homes Bonus) Expenditure to be financed from District Council Tax Less Special Expenses Plus share of estimated deficit on Collection Fund Estimated Band D equivalent properties Council Tax at Band D Cost per week at Band D

12,785

(355) ___ ___ 12,430

(3,937) (406)

(723) 723

8,087

(264)

54 _______

7,877 _______

58,115.3

£135.54

£2.61

*For comparison with 2012/13 the 2011/12 net expenditure (£12.801m in last year’s budget report) is now quoted gross of £203,000 Council Tax freeze grant. This is now shown separately with other general government grant reflecting a change in the government’s treatment of this grant.

The use of reserves is made up as follows: Collection Fund deficit £ 54,000 Revenue account deficit £301,000 13. Robustness of Estimates and Adequacy of Reserves 13.1 Section 25 of the Local Government Act 2003 requires Chief Financial Officers to

report to their authorities about the robustness of estimates and the adequacy of reserves when determining their precepts, and authorities are required to take the Chief Financial Officer’s report into account when setting the Council Tax. The position at the time of this budget is provided below :-

Agenda Item 6(c)

- 10 -

£m

General Fund Revenues Reserve as at 31st March 2011

Vehicle Replacement Reserve as at 31st March 2011

Repair and Renewals Reserve as at 31st March 2011

Other Revenue Reserves as at 31st March 2011

General Fund Balances as at 31st March 2011

Total Revenue Reserves at 31st March 2011 Anticipated contribution to/ (use of) Reserves in 2011/12 - revenue purposes

- for capital purposes - redundancy costs - New Homes Bonus

Estimated reserves at 31st March 2012 Anticipated ((use of)/contribution to) reserves in 2012/13 - collection fund

- revenue purposes - for capital purposes

- leisure buildings - New Homes Bonus

Revenue reserves estimated at 31st March 2013

8.3

0.6

0.7

1.0

1.5

_________

12.1

(0.6) (1.2) (0.3)

0.4 _________

10.4

(0.1) (0.3) (1.3) (1.8) 0.7

7.6

_________

Agenda Item 6(c)

- 11 -

14. The level of the General Fund Revenue Reserve currently anticipated in future years is :-

31/3/2012 31/3/2013 31/3/2014 31/3/2015 31/3/2016 £m £m £m £m £m

General Revenue 6.8 5.4 4.6 4.2 3.2 Reserve* New Homes Bonus (Yrs 1 & 2 transferred To reserve 0.4 1.1 1.8 2.5 3.3 Total 7.2 6.5 6.4 6.7 6.5 Net of expenditure on Pavilions, Steyning & Billingshurst pools 7.2 4.7 4.6 4.7 4.1 These reserve projections assume that savings and increased income will be identified sufficient to balance the revenue budget from 2013/14 onwards.

15. Estimated Out-turn for 2011/12

£000

Original budget 2011/12 Approved supplementary estimates

Estimated out-turn relating to 2011/12 budget Plus unspent budgets carried forward from 2010/11 Estimated Outturn 2011/12

13,004

133

_____

13,137

435 _____

13,572 =====

16. Medium Term Financial Strategy (MTFS) 16.1 The Council will wish to retain the main thrust of its MTFS, namely to approve a

balanced budget each year and to maintain a sufficient level of reserves to support suitable investment opportunities. Given the cuts in government grant, the pressure on Council spending and the general economic outlook, it is not a realistic or prudent option to consider a move away from the strategy to achieve a balanced budget.

Agenda Item 6(c)

- 12 -

16.2 Future financial projections have been revised using the following assumptions:- - 2.5% increase in Council tax from 2013/14 onwards - 1% increase in pay award from 2012/13 onwards - average investment return of 1% - 5% per year cut in government grant for 2013/14 onwards

16.3 It is particularly difficult to make predictions about future levels of government grant. It is clear that the overall sums available to local government will continue to reduce. All New Homes Bonus allocations for future years will be funded from this reducing pot. Moreover from 2014/15, changes in the future distribution of this grant pot (after the cost of NHB has been deducted) will be dependent on changes to the Council’s business rate base, not to its population growth or other needs factors. This is an outcome from the proposals to “localise” business rates.

16.4 A further level of uncertainty is introduced by the intention to localise Council tax

benefit. At present this is funded 100% by the government. From 2013/14, a fixed grant will be paid, 10% lower than the present grant,. The Council is required to develop its own scheme and the risk of the cost of this overrunning the grant will fall on the Council and the precepting authorities.

16.5 With those provisos, the table below illustrates that the Council will still have significant budget gaps to close, namely:-

Original Budget 2011/12

Draft Budget 2012/13

Budget Projection

2013/14

Budget Projection

2014/15

Budget Projection

2015/16

Total to be financed Grant (-5% in 2013/14 and 2014/15) C Tax freeze grant Tax base Council tax incl. Special Charge Income from grant and taxpayers Use of general reserves Use of reserves for Collection Fund Deficit to be closed

£000

13,004

4,622

203

58,013

8,127

12,952

52

0

£000

12,785

3,937

406

58,115

8,141

12,484

301

54

£000

13,135

3,740

203

58,406

8,383

12,326

0

809

£000

13,535

3,543

203

58,698

8,633

12,379 0

1,156

£000

13,925

3,346

58,991

8,890

12,237 0

1,688

Agenda Item 6(c)

- 13 -

17. Action required now to secure balanced budgets in future:

17.1 With a forecast deficit of some £800,000 in 2013/14, rising to £1.7m by 2015/16, action needs to be commenced immediately to look at possible solutions.

17.2 In order to develop and deliver the MTFS it will be necessary to tackle major issues. The fact that the Council’s net budget has stood still (fallen in real terms) over the last five years without significant service cuts means that there are no easy options any more. A broad based approach is necessary – looking at all aspects of cost reduction and income generation. The "ASPIRE" themes (see below) have guided budget preparation over the last two years and will help the Council to ensure all options are considered as we develop the MTFS.

17.3 In recent months the Cabinet and the Corporate Management Team have identified the outline of a change programme comprising key projects that could deliver savings and additional income to enable us to close the projected 2015/16 deficit of £1.7m.

17.4 The projects which could be considered as part of the change programme include:

Review of our services, questioning what services we should deliver, to what standard and whether we deliver them ourselves, share their delivery with other councils or outsource more services.

Application of “Redesign” process to ensure any services to be shared or outsourced are made as efficient as possible first.

Development and delivery of a Customer Access Strategy to ensure that the maximum number of transactions are capable of on-line delivery and are therefore less expensive.

Management structure review of senior management to ensure capacity and skills are appropriate to changing organisation

Comprehensive review of staff terms and conditions.

Options appraisals of The Capitol and Horsham Museum to ensure that costs are minimised and income is maximised.

Further progress with Future Development Opportunities programme to secure capital receipts and revenue streams.

Root and branch review of fees and charges for all services.

Office accommodation review to ensure most efficient use of space.

17.5 The scale of the challenge to develop and implement a MTFS over the next two

years is such that we cannot do so without recognising the need to “invest to save”. The organisation’s capacity to deliver change on top of increasingly demanding day to day work, and against a backdrop of contraction over the last five years, means that capacity will have to be created to enable the delivery of a programme to transform the organisation and enable us to live within reduced means (and to create our own resources) in the future.

Agenda Item 6(c)

- 14 -

17.6 It is too soon to quantify the costs, timescales and the anticipated financial and other benefits the Change Programme that we need to deliver our new MTFS. However, given the scale of the deficit and the need to ensure we can continue to deliver on the council’s priorities we need to ensure that key decisions are taken and implemented, or are at least well underway, by the end of 2013/14. Whilst it is too soon to add any further detail about projected timelines for individual projects within the organisational change programme it is vital that this exercise is undertaken as soon as possible.

17.7 However, the programme and project management that will be required to ensure

we can proceed with confidence to design and deliver the significant organisational changes that are needed will require additional capacity, including the creation of a “Change Team”. As a first step consideration is currently being given to an opportunity to revise the structure of the Corporate Management team in the light of the resignation of the Director of Development and Environment. If the post is not replaced the funds released would enable a significant part of the cost of a small corporate change team to be created. The details of this proposal are currently being explored and a report will be put to the Personnel Committee in February. Further details will be reported to Council subsequently.

17.8 As the Change programme is fleshed out the need for specific short-term resources

and associated business cases will be developed and reported to members for approval.

17.9 Sound programme and project governance arrangements will be essential to ensure

that the financial and other benefits which will be defined in the Change Programme and the component projects are delivered. These will include opportunities for members to input throughout the overall process and in relation to each aspect. Scrutiny by Members of delivery, on a regular basis, will also be essential and the means by which this is achieved will need to be agreed early in 2012. (This could, for example, involve the Business Improvement Working Group in assessing the robustness of the change programme and the Performance Management Working Group in tracking delivery.)

18. Impact of budget on the District Plan 18.1 The District Plan 2011-15 has been in place for 1 year and a year end review will be

undertaken and reported to Cabinet. The Plan is ambitious and broad and is being delivered in a wide range of projects and service provision across the Council. Whilst innovative ways of working, in line with ASPIRE, are in place and continue to be explored to deliver the Plan further cuts in budgets would undoubtedly reduce our ability to deliver across the full range of the District Plan in the way that we currently do.

19. Prudential Indicator 19.1 The Local Government Act 2003 requires the Council to adopt the CIPFA Prudential

Code (2011) and produce prudential indicators. This report revises the indicators for 2011/12, 2012/13 and 2013/14 and introduces new indicators for 2014/15. Each indicator either summarises the expected activity or introduces limits upon the

Agenda Item 6(c)

- 15 -

activity, and they are intended to show the affordability and prudence of the Council’s underlying capital finance planning.

19.2 The Council is required to set aside funds to repay the borrowing need each year

through a revenue charge (the Minimum Revenue Provision – MRP). Regulations have been issued which require full Council to approve an MRP Statement in advance of each year and the statement is shown in Appendix J. It is unchanged from the previous year.

19.3 Capital Expenditure Plans Alongside the budget the Council must set out a range of prudential indicators. The

first is the Council’s capital expenditure plans and how they will be financed. Appendix K shows the projections and the Council is asked to approve the estimates as the first prudential indicator.

19.4 The Council’s borrowing need, the Capital Financial Requirement

The second prudential indicator is the Council’s Capital Financial Requirement. This is the total outstanding capital expenditure which has not yet been paid for from either revenue or capital resources. It is essentially a measure of Council’s underlying borrowing need. Appendix K shows the estimates of the projected Capital Financial Requirement and the net capital financing need shown in the table above will increase it.

19.5 Affordability Prudential Indicators

The first two prudential indicators cover the capital programme and its financing, the next two indicators are designed to assess the affordability of the capital investment plans. The indicators are estimates of the ratio of financing costs to the net revenue stream and the incremental impact of the capital decisions on the Council Tax. The estimates for both are set out in Appendix K and the Council are asked to adopt them as prudential indicators.

19.6 Limits to Borrowing Activity

The remaining prudential indicators govern borrowing limits and to some extent overlap with the Treasury Management Strategy which was scrutinised and approved by the Accounts, Audit and Governance Committee on 4th December 2011. The key indicators to be considered alongside the capital budget are that borrowing is only for capital purposes, the values of debt expected and the debt limit. These three indicators are shown on Appendix K.

Agenda Item 6(c)

- 16 -

ASPIRE

Ambitions - our new District Plan – Vision and Priorities

Sharing Services - explore scope to increase joint working

Procuring - ensure we use our buying power wisely

Income Generating - maximise the funds we receive

Redesigning - our services around our customers

Economising - by being more cost conscious

Appendix 1



Budget reductions may risk the delivery of aspects of the District Plan. Failure to achieve expenditure reductions or increased income would leave to depletion of the Council’s reserves.


These proposals will enhance the Council’s role in reducing crime and disorder by providing a more efficient enforcement service.


These proposals make no impact on Human Rights.


The impact of the proposals on Equality and Diversity is addressed in the assessment attached in Appendix H.


These proposals have a neutral impact on sustainability.

17

BUDGET SUMMARY 2012-2013 APPENDIX A Original Direct Transport Supplies Net Budget Employee Premises and Plant and Contract Capital Gross Expenditure 2011-12 Service Expenses Expenses Expenses Services Payments Costs Income Expenditure 2012-13

Department: CHIEF EXECUTIVE'S OFFICE CHIEF EXECUTIVE

304,890 CHIEF EXECUTIVE'S OFFICE 274,770 200 2,690 277,660 277,660

304,890 CHIEF EXECUTIVE'S OFFICE 274,770 200 2,690 277,660 277,660

Department: STRATEGIC PLANNING & PERFORMANCE CHIEF EXECUTIVE

86,410 COMMUNICATIONS 95,570 150 1,160 96,880 96,880

122,515 CORPORATE POLICY & PERFORMANCE 137,020 650 12,100 -22,240 149,770 127,530

57,090 HOUSING STRATEGY 56,880 100 100 57,080 57,080

594,945 STRATEGIC PLANNING 404,670 950 1,150 127,420 -300 534,190 533,890

78,320 SUSTAINABILITY 57,840 200 13,600 71,640 71,640

939,280 STRATEGIC PLANNING & 751,980 950 2,250 154,380 -22,540 909,560 887,020 PERFORMANCE

1,244,170 CHIEF EXECUTIVE'S OFFICE 1,026,750 950 2,450 157,070 -22,540 1,187,220 1,164,680

17 January 2012 Page 1 of 9

18

Original Direct Transport Supplies Net Budget Employee Premises and Plant and Contract Capital Gross Expenditure 2011-12 Service Expenses Expenses Expenses Services Payments Costs Income Expenditure 2012-13

Department: DIR OF COMMUNITY SERVICES COMMUNITY SERVICES

321,270 DIR & HEADS COMMUNITY SERVICES 324,770 600 1,110 326,480 326,480

321,270 DIR OF COMMUNITY SERVICES 324,770 600 1,110 326,480 326,480

Department: HOUSING & COMMUNITY DEVELOPMENT COMMUNITY SERVICES

-161,720 COMMUNITY LINK 78,250 8,550 89,910 -344,970 176,710 -168,260

90,860 COMMUNITY SAFETY 243,910 1,280 14,220 56,240 -223,780 315,650 91,870

48,060 EMERGENCY PLANNING 36,500 150 11,000 47,650 47,650

2,400 HEALTH & WELLBEING 2,000 0 2,000 2,000

220,890 HOUSING & HOMELESSNESS 419,540 150,300 1,850 530,110 -856,750 1,101,800 245,050

72,970 OLDER & YOUNGER PERSONS 38,490 500 1,200 30,260 -6,000 70,450 64,450

228,390 SPORTS & ARTS DEVELOPMENT 400,510 4,640 95,280 -326,420 500,430 174,010

71,380 STREETSCENE TEAM 59,880 4,690 37,650 -21,750 102,220 80,470

160,180 VOLUNTARY SECTOR LIAISON 99,830 53,530 0 153,360 153,360

733,410 HOUSING & COMMUNITY 1,277,080 152,080 35,300 952,280 53,530 -1,779,670 2,470,270 690,600 DEVELOPMENT

Department: LEISURE & ECONOMIC DEVELOPMENT COMMUNITY SERVICES


19


223,850 ARTS & ENTERTAINMENT 120,750 1,300 47,800 -10,600 169,850 159,250

301,940 ARTS FACILITIES 443,830 227,340 600 808,540 -1,161,960 1,480,310 318,350

126,500 COUNTRYSIDE SITES 115,250 107,920 50 11,190 -94,000 234,410 140,410

202,870 ECONOMIC DEVELOPMENT 229,100 400 500 61,970 -4,000 291,970 287,970

134,350 GROUNDS MAINTENANCE 116,820 5,730 11,950 134,500 134,500

-26,090 MARKETING, EVENTS & PROMOTIONS 29,590 2,150 -57,030 31,740 -25,290

187,610 MUSEUMS & HERITAGE 147,650 53,010 2,870 43,030 -41,470 246,560 205,090

576,740 PARKS & OPEN SPACES 342,080 340,695 5,650 98,250 3,500 -162,520 790,175 627,655

135,060 SPORTS & LEISURE FACILITIES 92,120 64,920 429,160 -454,080 586,200 132,120

-415,260 TOWN CENTRE MANAGEMENT 300 41,650 70,090 -505,240 112,040 -393,200

1,447,570 LEISURE & ECONOMIC 1,515,780 892,725 16,700 1,219,890 432,660 -2,490,900 4,077,755 1,586,855 DEVELOPMENT

2,502,250 DIR & HEADS/MANAGEMENT 3,117,630 1,044,805 52,600 2,173,280 486,190 -4,270,570 6,874,505 2,603,935


20


Department: CORPORATE SUPPORT SERVICES CORPORATE RESOURCES

616,475 CENSUS INFRASTRUCTURE 1,299,150 10,000 11,170 1,050,405 -1,762,915 2,370,725 607,810

33,000 CENSUS OTHER 66,000 -44,000 66,000 22,000

-1,619,575 COMMERCIAL ESTATES 155,440 171,730 3,700 76,540 -2,223,260 407,410 -1,815,850

107,830 COMMERCIAL FACILITIES 174,960 25,860 -83,480 200,820 117,340

545,188 COUNCIL FACILITIES 620,350 41,740 -134,150 662,090 527,940

686,263 FACILITIES MANAGEMENT 616,590 11,000 17,880 18,630 -100 664,100 664,000

54,800 FM SERVICES & SECURITY 19,500 0 19,500 19,500

70,160 GRAPHIC DESIGN 70,480 70,480 70,480

60,500 HORSHAM INFRASTRUCTURE 130,000 130,000 130,000

189,300 IT SERVICES 167,300 167,300 167,300

752,288 IT STAFF SERVICES 660,040 10,000 9,370 69,950 749,360 749,360

296,488 PERSONNEL 269,550 200 37,470 307,220 307,220

111,660 RECEPTION/HELP POINTS 104,440 100 104,540 104,540

19,400 RECRUITMENT 19,400 19,400 19,400

162,030 REPROGRAPHICS 70,710 3,020 80,680 -12,000 154,410 142,410

49,330 SCANNING 44,750 44,750 44,750

199,940 TRAINING 190,340 4,000 194,340 194,340


21


31,370 WORD PROCESSING 39,030 39,030 39,030

2,366,447 CORPORATE SUPPORT SERVICES 3,539,920 998,040 45,340 1,788,175 -4,259,905 6,371,475 2,111,570

Department: DIR CORPORATE SERVICES CORPORATE RESOURCES

171,770 AUDIT 173,120 6,540 2,770 182,430 182,430

419,870 COMMITTEE SECTION & ELECTIONS 222,960 1,000 89,630 -10,500 313,590 303,090

302,740 DIRECTOR & HEADS RESOURCES 300,300 230 800 301,330 301,330

219,590 DISCRETIONARY RELIEF 169,590 169,590 169,590

59,295 REVENUES & BENEFITS 1,132,530 35,295,410 -36,411,770 36,427,940 16,170

1,173,265 DIR CORPORATE SERVICES 696,380 7,770 1,395,320 35,295,410 -36,422,270 37,394,880 972,610

Department: FINANCE & LEGAL SERVICES CORPORATE RESOURCES

603,650 CORPORATE MANAGEMENT 8,500 22,250 554,150 -15,000 584,900 569,900

1,591,430 FINANCE 556,390 142,650 4,880 435,310 740,500 -54,620 1,879,730 1,825,110

-232,300 INTEREST 136,000 -215,500 136,000 -79,500

528,570 LEGAL SERVICES 556,450 250 51,620 -40,500 608,320 567,820

61,186 PROCUREMENT 120,000 1,000 5,820 -72,720 126,820 54,100


22


2,552,536 FINANCE & LEGAL SERVICES 1,241,340 142,650 28,380 1,046,900 876,500 -398,340 3,335,770 2,937,430

6,092,248 BUSINESS SERVICES 5,477,640 1,140,690 81,490 4,230,395 35,295,410 876,500 -41,080,515 47,102,125 6,021,610


23


Department: DIR OF DEVELOPMENT & ENVIRONMENT DEVELOPMENT & ENVIRONMENT

479,920 DIR & HEADS DEVELOPMENT 477,680 350 61,010 539,040 539,040

479,920 DIR OF DEVELOPMENT & 477,680 350 61,010 539,040 539,040 ENVIRONMENT

Department: OPERATIONAL SERVICES DEVELOPMENT & ENVIRONMENT

742,826 CLEANSING 679,814 1,200 1,000 156,481 -10,390 838,495 828,105

55,490 CONTACT CENTRE 57,020 400 250 57,670 57,670

678,862 DOMESTIC REFUSE 1,805,021 8,600 3,300 439,270 -1,560,700 2,256,191 695,491

900 ENVIRONMENTAL MANAGEMENT 0 0 500 900 1,400 1,400

-65,710 OTHER TRANSPORT SERVICES 300 22,400 -88,540 22,700 -65,840

-50,100 OTHER WASTE 48,590 1,000 64,700 -187,140 114,290 -72,850

-186,468 PARKING ENFORCEMENT 258,800 1,000 28,130 -406,760 287,930 -118,830

385,640 PARKING SERVICES STAFF 281,080 500 3,440 285,020 285,020

60,160 RURAL CAR PARKS 80,615 9,670 -21,905 90,285 68,380

-184,696 TRADE REFUSE 225,460 500 450,700 -969,440 676,660 -292,780

1,596,530 TRANSPORT FLEET 438,310 4,000 1,464,700 94,650 -5,400 2,001,660 1,996,260

-1,912,860 URBAN CAR PARKS 733,210 95,560 -3,038,680 828,770 -2,209,910


24


233,764 WASTE & CLEANSING STAFF 190,363 2,700 450 193,513 193,513

1,354,338 OPERATIONAL SERVICES 3,984,458 827,925 1,475,600 1,366,601 -6,288,955 7,654,584 1,365,629

Department: PLANNING & ENVIRONMENTAL SERVICES DEVELOPMENT & ENVIRONMENT

-107,022 BUILDING CONTROL 621,940 4,000 33,330 72,740 -854,000 732,010 -121,990

662,380 DEVELOPMENT MANAGEMENT 1,521,160 29,950 232,000 -1,087,500 1,783,110 695,610

-176,990 LICENSING 6,250 -184,840 6,250 -178,590

53,559 PUBLIC HEALTH 54,750 107,950 -98,600 162,700 64,100

898,130 PUBLIC HEALTH & LICENSING STAFF 852,190 15,510 13,510 881,210 881,210

1,330,057 PLANNING & ENVIRONMENTAL 2,995,290 58,750 78,790 432,450 -2,224,940 3,565,280 1,340,340 SERVICES

3,164,315 DIR & HEADS/MANAGEMENT 7,457,428 886,675 1,554,740 1,860,061 -8,513,895 11,758,904 3,245,009


25


13,002,983 Report Totals 17,079,448 3,073,120 1,691,280 8,420,806 35,781,600 876,500 -53,887,520 66,922,754 13,035,234

-201,939 Less Capitalised Salaries -250,480

12,801,044 TOTAL 12,784,754


REPAIRS AND RENEWALS FUND APPENDIX B

26

CODE DESCRIPTION 2011/12 2012/13 2013/14 2014/15 2015/16

£ £ £ £ £

CLOSED CEMETERIES-HORSHM-Gen Repairs 0 611 0 0 0CLOSED CEMETERIES-AREA 1 - Gen Repairs 0 3,339 0 0 0CLOSED CEMETERIES AREA 2 - Gen Repairs 0 2,495 0 0 0HORSHAM PARK TENNIS COURT- Fencing 0 2,865 0 0 0HORSHAM PARK SKATE PARK - Repairs 35,000 0 0 0 0PAVILION IN THE PARK - Gen Repairs 19,931 0 0 0 0REC GROUNDS-Pitch Drainage Works 0 7,532 0 0 0RECREATION GROUNDS-Upgrade Car Parks 6,300 3,700 0 0 0OPEN SPACES - Bridges Replacement 10,500 9,500 0 0 0DOM PROPS-(50-58 Park St & East Mews) Windows 0 0 0 10,000 15,000DOM PROPS - Roof (East Mews & 29b Bartlett Rd) Roof 0 0 0 14,000 15,000DOM PROPS - (Fiennes Ct) Fascia & Soffit 0 12,000 0 0 0MISC DOM PROPERTIES - Gen Repairs 13,939 0 0 0 0BLATCHFORD CLOSE - Roof Repair 0 12,500 0 0 0BLATCHFORD CLOSE - External Repairs 12,064 6,000 6,000 6,000 0BLATCHFORD CLOSE - Plumbing 0 10,000 0 0 0BLATCHFORD CLOSE - Paving 0 10,000 0 0 0ROOKWOOD PAYP - Ancilliary Buildings Roof Repairs 10,000 0 0 0 0SOUTHWATER MEDICAL CENTRE - External render 0 0 0 0 30,000HORSHAM ARTS CENTRE - Internal Dec 10,680 0 10,000 0 0HOP OAST DEPOT - Int/Ext Decorations 0 10,000 0 0 0HOP OAST DEPOT - Floor Coverings 8,304 0 0 0 0MSCP PIRIES PLACE CP - Upgrade Lighting 1,665 29,634 0 0 0MULTISTOREY CAR PARKS-Doors&Windows 2,652 0 0 0 0MULTI-STOREY CAR PARKS-Gen Dec 2,785 0 0 0 0MSCP RENEW GENERAL - Lighting 1,816 0 0 0 0MULTI-STOREY CAR PARKS - Gen Repairs 12,000 5,673 0 0 0HORSHAM TOWN CAR PARKS-Resurf/Reline 17,433 10,000 10,000 0 0PARK BARN - Ext/Int Decorations 0 16,000 0 0 0OFFICE CAR PARKS - Lighting and Security 8,276 0 0 0 0STABLE BLOCK - Ext/Int Decorations 0 0 15,000 0 0PARK HOUSE - Replacement Windows 0 0 10,000 0 0PARK HOUSE - Ext Decoration 0 0 12,000 0 0PARK HOUSE - Internal Decoration 0 0 25,000 0 0PARK HOUSE-Upgrade Elec Install Distrib Sys 0 0 10,800 0 0PARK HOUSE - Gen Repairs 0 10,000 0 0 0PARK HOUSE - Carpets 3,567 0 0 0 0COUNCIL CHAMBER-Sound Reinforce&Voting Sys 10,000 0 0 0 0RURAL AREA CAR PARKS-ReSurface/ReLine 14,245 0 10,000 0 0SOUTHWATER C PARK VISITOR CENTRE-Ext/Int Decs 4,500 54,197 0 0 0TOWN HALL - Internal Decoration 0 0 0 0 0NORTH POINT - RENEW BOILERS 0 25,000 0 0 0GEN BUILDINGS-Eqmnt Crime Prevention(CCTV) 11,000 9,000 9,000 9,000 9,000GEN BUILDINGS Mngmt Sys - Gen Repairs/Maint 7,673 10,000 0 10,000 0BBHLC-Replace Front Doors 0 0 0 0 0BBHLC-Floodlights/MUGA Delegated Authority 2.8.11 55,000 0 0 0 0BBHLC-Resurfacing MUCAS 12,950 0 0 0 0BBHLC - PLANT & EQUIP 0 10,000 0 0 0MUSEUM - Ext Decoration 0 15,000 0 0 0MUSEUM - Overhaul/Upgrade Air Con System 9,707 0 0 0 0MUSEUM - Renewal of Electrical Installation 0 0 0 10,000 0

MUSEUM - Repairs 28,933 0 0 0 0PARK NORTH - Ext Re-Decoration 0 1,647 0 0 0PARK NORTH - Renew Boiler 0 50,000 0 0 0PARK NORTH - Emergency Lighting 4,314 0 0 0 0PARK NORTH-Renew Comp Suite Air Cooling 966 0 0 0 0PARK NORTH-Upgrade Electrical Installation 0 0 19,825 0 0 PARK NORTH - Carpet Renewal 7,421 0 0 0 0TOWN CENTRE - Landscaping 0 890 0 0 0TOWN CNTR BISHOPRIC-Shelley Fountain & Plant 1,550 0 0 0 0TOWN CENTRE-Repainting & Gen Repairs 10,000 28,500 21,000 25,000 21,000FORUM FLATS- WATER SUPPLY ZONING 1,000 0 0 0 0B'HORSE WAY-Upgrade Elect/Mech Service 5,000 0 0 0 0BUS SHELTERS - Gen Reps / Maint 1,760 0 0 0 0DRILL HALL-External Decoration 0 0 20,000 0 0DRILL HALL-Internal Decoration 0 0 15,000 0 0DRILL HALL-Upgrade/Reno Elect/Mech Serv 0 2,037 0 0 0DRILL HALL - RENEW BOILERS 0 0 20,000 0 0SET ASIDE ARTS CENTRE & PAVILIONS 64,381 0 0 0 0

TOTAL 427,312 368,120 213,625 84,000 90,000

CAPITAL PROGRAMME APPENDIX C

27

Objective Description 2011/12 2012/13 2013/14 2014/15 2015/16

CORPORATE RESOURCES

Resources

KC00004 HDC DATA CENTRE - PARK NORTH 201,269 0 0 0 0

KC00005 TELEPHONES REPLACEMENT 300,000 0 0 0 0

KC00006 SAN REPLACEMENT 365,000 0 0 0 0

KC00007 CORE SWITCH REPLACEMENT 0 60,000 0 0 0

KJ05002 POP S106 PROJECTS 58,184 0 0 0 0

COMMUNITY SERVICES

Leisure services

KE00907 HORSHAM PARK 0 7,842 0 0 0 KE01103 SWIMMING POOL- PAVILION 0 1,240,000 0 0 0

KE01104 SWIMMING POOL STEYNING 0 298,000 0 0 0

KE01105 SWIMMING POOL BILLINGSHURST 10,000 318,000 0 0 0

KE01106 PAVILIONS POOL- ADDITIONAL WORKS 30,141 0 0 0 0

KE01107 PAVILIONS POOL- CLADDING 2,750 0 0 0 0

KE01901 CAUSEWAY - LANDSCAPING 27,000 3,000 0 0 0

KE03003 BEECH ROAD PLAY AREA 416 0 0 0 0

KE03005 FRENCHES WAY PLAY AREA 89,788 0 0 0 0

KE03115 RIVERSIDE WALK 25,379 0 0 0 0

KE03120 PARTRIDGE GREEN 1,287 0 0 0 0

KE03301 CLOSED CEMETERIES IMPROVEMENTS 27,254 0 0 0 0

KJ02601 PARK ACCESS IMPROVEMENT 222,709 0 0 0 0

KP01501 RECREATION GROUNDS LIGHTING 1,588 0 0 0 0

KP04001 HORSHAM PARK - FOOTPATH LIGHTING 547 0 0 0 0

KT01101 NEEDLES - COMMUNITY CNTRE REFURB 1,870 0 0 0 0

KT01102 NEEDLES - COMMUNITY CNTRE GARDEN 31,454 0 0 0 0

Housing services

KT01201 96 ACT-DISABLED FACILITIES 675,000 713,000 713,000 713,000 713,000

KT01202 HOME REPAIR ASSISTANCE 60,000 75,000 75,000 75,000 75,000

KT01203 RENOVATION GRANT 30,000 75,000 75,000 75,000 75,000

KT03001 HSG ENABLING GRANTS 1,712,500 115,000 0 0 0

KT10001 TEMP ACCOM - SOUTHERN 17,669 0 0 0 0

KT10003 ST. ANDREWS HOUSE 19,428 0 0 0 0

Strategic and community planning

KF00801 PARISH COUNCIL VILLAGE INITIATIVES 23,017 0 0 0 0

KF01302 HILLSIDE PARK, SMALL DOLE, SAFETY WORK 30,000 21,933 0 0 0

Strategic projects (Community services)

KJ01007 BILLINGSHURST COMMUNITY BUS 54,383 0 0 0 0

KJ01009 BILLINGSHURST- OPEN SPACE 110,293 0 0 0 0

KJ01804 DRILL HALL - FLOOR 535 0 0 0 0

DEVELOPMENT AND ENVIRONMENT

Environmental waste and cleaning

KP01108 TRADE BINS 0 70,000 0 0 0

KP04804 GREEN WASTE - PODS 10,500 31,500 0 0 0

KP04805 VEHICLES - NEW 177,000 315,000 490,000 250,000 282,000

Property and economic development

KF01201 MULTI-STOREY CAR PARK 23,782 24,840 0 0 0

KF01202 SWAN WALK 99,750 111,974 0 0 0

KF01203 SWAN WALK CAR PARK BARRIERS 0 110,000 0 0 0

KJ01717 FORUM CLEANING EQUIPMENT & LANDSCAPI 15,000 77,432 0 0 0

KJ03104 HOP OAST LIGHTING 1,131 0 0 0 0

KJ03106 PARK NORTH LIFTS 139 0 0 0 0

KJ03107 HOP OAST WORKSHOP 38,780 0 0 0 0

KJ03108 FUEL TANK, HURSTON LANE DEPOT 25,000 0 0 0 0

KP03401 DISABLED ACCESS TO PUBLIC BUILDINGS 0 39,674 0 0 0

KP03501 FLOOD ALLEVIATION-SOUTHWATER 500 0 0 0 0

KP03502 WARNHAM MILLPOND RESERVOIR 55,509 500,000 500,000 0 0

KP04701 STEYNING CAR PARK 525 0 0 0 0

Strategic projects

KJ01402 HOUSE PURCHASES-TEMP ACCOM 2,291,237 1,250,000 0 0 0

KJ01430 PULBOROUGH TOWN CENTRE 64,564 0 0 0 0

KJ01901 ARUN HOUSE 1,736,000 0 0 0 0

KJ02703 SOUTHWATER VILLAGE CENTRE 70,000 30,000 0 0 0

KJ02705 OAKHURST BUSINESS PARK STAGE 2 1,087,500 362,500 0 0 0

KP03202 EAST STREET PEDESTRIAN AREA 6,277 1,500 1,500 1,500 0

TOTAL 9,832,656 5,851,195 1,854,500 1,114,500 1,145,000

Capitalised Salaries 250,000 250,000 200,000 150,000 150,000

GRAND TOTAL 10,082,656 6,101,195 2,054,500 1,264,500 1,295,000

Proposed Fees and Charges Budget 2012/13 Appendix D

2011/12 Price 2012/13 Budget

DescriptionVAT

Category Prices excluding vat Prices excluding vat Car Parking - Season TicketsQuarterlyDukes Square Standard 140.43 147.50Forum Car Park Standard 170.21 166.67Forum Car park (essential) Standard 146.81 143.75Hop Oast Park and Ride Standard 22.47 Hop Oast Park and Ride Zero 53.60 London Road Standard 161.49 170.00Piries Place Standard 187.23 192.90Swan Walk Standard 195.74 208.33Swan Walk (essential) Standard 168.85 179.71Talbot Lane Standard 187.23 192.90WeeklyForum Car Park Standard 13.83 13.83Swan Walk Standard 15.91 17.504 weeklyForum Car Park Standard 55.32 55.33Swan Walk Standard 63.62 70.00

Controlled parking zones annual Non Business 150.00 154.50DailySwan Walk Standard 3.19 3.30

HALL HIREPark Barn Per HourDaytime 9am to 5pm (Mon to Thurs) per hour Exempt 20.00 Daytime 9am to 5pm (Fri to Sun) per hour Exempt 22.50 Evening 5pm to 11pm (Mon to Thurs) per hour Exempt 22.50 Evening 5pm to 11pm (Fri to Sun) per hour Exempt 25.00

Drill HallPer hour

Main HallStandard Rate per hour Standard 51.51 Community Rate per hour Standard 36.02 Room 1Standard Rate per hour Standard 21.12 Community Rate per hour Standard 14.38 Room 1 - Hired with Main HallStandard Rate per hour Standard 13.03 Community Rate per hour Standard 8.98 Room 2Standard Rate per hour Standard 21.12 Community Rate per hour Standard 14.38 Room 2 - Hired with Main HallStandard Rate per hour Standard 13.03 Community Rate per hour Standard 8.98 Room 5Standard Rate per hour Standard 21.43 Community Rate per hour Standard 14.59

Environmental Protection Act 1990Stray Dogs Non BusinessDay 1 Non Business 95.00 98.00 Day 2 Non Business 115.00 118.00 Day 3 Non Business 136.00 140.00 Day 4 Non Business 156.00 161.00 Day 5 Non Business 177.00 182.00 Day 6 Non Business 177.00 182.00 Day 7 Non Business 177.00 182.00 Second & Subsequent DogsDay 1 Non Business 27.00 28.00 Day 2 Non Business 45.00 46.00 Day 3 Non Business 65.00 67.00 Day 4 Non Business 84.00 86.00 Day 5 Non Business 103.00 106.00 Day 6 Non Business 103.00 106.00 Day 7 Non Business 103.00 106.00 Stray Dogs identified through national register Non Business 47.00 48.00

28


2011/12 Price 2012/13 Budget

DescriptionVAT

Category Prices excluding vat Prices excluding vat

Environmental Information Regulations 1991Land Charge Report on Contaminated Land Non Business 95.00 98.00

Unsound FoodVoluntary Surrender Certificate Non Business 100.00 103.00 Collection and Disposal (per load) Standard

Food Hygiene and Health and Safety CoursesLevel 3 Course Fee Exempt 350.00 360.00 Level 2 Course Fee Exempt 80.00 82.00 Examination Resit Fee Exempt 20.00 20.00 FH Refresher Course Fee Exempt 30.00 30.00 HACCP Level 3 Award for catering Exempt 100.00 100.00

Tables and ChairsApplication Fee Exempt 520.00 535.00 Annual renewal of Consent Exempt 175.00 180.00 Variations 150.00 154.00

Pest ControlBusiness PremisesRats - min charge subject to survey Standard 70.83 73.33 Mice - min charge subject to survey Standard 91.67 95.83 Insects - (excluding bed bugs) Standard 75.00 79.17 Bed Bugs - charge subject to surveyWasps - up to 3 nests Standard 50.00 54.17 - Each additional nest Standard 8.33 8.33 Squirrels Standard 100.00 108.33 Survey fee Standard 25.00 25.00 Domestic PremisesRats - standard house ( up to 3 visits - additional visits at discretion of PCO) Standard 41.67 50.00 Mice - standard house ( up to 3 visits - additional visits at discretion of PCO) Standard 55.83 58.33

Insects - (excluding bed bugs) standard charge Standard 66.67 70.83 Bed Bugs Standard 125.00 133.33 Wasps - up to 3 nests Standard 43.33 41.67 Each additional nest Standard 8.33 8.33 Squirrels Standard 100.00 108.33 Survey fee Standard 25.00 25.00

Immigration Inspections Non Business 105.00 108.00

Residents on certain means tested benefitsDiscount on Rats and Mice only - standard house ( up to 3 visits) - additional visits at discretion of PCO Standard 20.83 21.50

Licensing Fees (subject to committee approval)Riding EstablishmentsLess than 5 Horses Non Business 230.00 237.00 5-15 Horses Non Business 275.00 283.00 More than 15 Horses Non Business 355.00 365.00

Animal Boarding Establishments Act 1963 Non Business 101.00 104.00

Pets Animal Act 1950 Non Business 101.00 104.00

Dangerous Wild Animals Act 1976 Non Business 437.00 450.00

Breeding of Dogs Act 1973New License Non Business 244.00 251.00 Renewal Non Business 101.00 104.00

Street TradingAnnual Consents Non Business 706.00 727.00 Consent for Special Occasions Non Business 43.00 44.00

29


2011/12 Price 2012/13 Budget

DescriptionVAT


Sex EstablishmentsApplication fee Non Business 3,375.00 3,476.00 Renewal Non Business 3,375.00 3,476.00 Transfer Non Business 3,375.00 3,476.00

Acupuncture, Tattooing, Ear Piercing, Electrolysis Non Standard 92.00 95.00

Motor Salvage Operations Non Standard 95.00 98.00

Fees for Hackney Carriage & PrivateHire Vehicles, Operators & Drivers

Hackey Carriage VehicleOn first application 284.00 292.50 Renewal 260.00 270.00 Transfer 51.00 53.00

Hackney Carriage DriverGrant 99.00 103.00 Renewal 70.00 73.00 Conditions/Knowledge Test 26.00 27.00

Private Hire Operators Annual1 Vehicle 157.00 163.00 Each Additional Vehicle 45.00 47.00

Private Hire VehicleOn first application 260.00 270.00 Renewal 234.00 243.00 Transfer 51.00 53.00

Private Hire DriverOn first application 75.00 78.00 Renewal 70.00 73.00 Transfer 26.00 27.00

Hackney Carriage/Private HireDriver Dual BadgeDual Badge (Must run concurrently) New 129.00 134.00 Dual Badge (Must run concurrently) Renewal 105.00 109.00

Environmental ServicesCesspool Services Annual DD ChargesRemoval of up to 5,000 litres Zero 138.90 145.60 Removal of up to 10,000 litres Zero 192.30 201.50 Removal of up to 15,000 litres Zero 268.90 281.80 Removal of up to 20,000 litres Zero 329.10 344.90 Removal of up to 25,000 litres Zero 418.90 439.00 Removal of up to 30,000 litres Zero 483.50 506.70 Removal of up to 35,000 litres Zero 577.90 605.60 Removal of up to 40,000 litres Zero 642.50 673.30 Additional Charge 12-17 Pipe Run Zero 9.30 9.70 Additional Charge 18-22 Pipe Run Zero 17.50 18.30 Additional Charge over 22 Pipes Zero 59.70 62.60

Cesspool Services Annual Standard ChargesRemoval of up to 5,000 litres Zero 154.30 161.70 Removal of up to 10,000 litres Zero 213.70 224.00 Removal of up to 15,000 litres Zero 298.70 313.00 Removal of up to 20,000 litres Zero 365.60 383.10 Removal of up to 25,000 litres Zero 465.40 487.70 Removal of up to 30,000 litres Zero 537.20 563.00 Removal of up to 35,000 litres Zero 642.10 672.90 Removal of up to 40,000 litres Zero 713.90 748.20 Additional Charge 12-17 Pipe Run Zero 9.40 9.90 Additional Charge 18-22 Pipe Run Zero 17.50 18.30 Additional Charge over 22 Pipes Zero 59.70 62.60 Time on Site over 1 Hour per 10,000 litre load Zero 11.40 11.90 Same day Service Zero 93.40 97.90 Emergency Call out Zero 249.00 261.00 % surcharge for 48 hour service

30


2011/12 Price 2012/13 Budget

DescriptionVAT


Litter Bin emptying (to parishes) per emptyingNon Business

Dog Bin emptying (to parishes) per emptyingNon Business 2.00 2.20

Wheeled Bin Provision140ltr wheeled bin 38.90 40.80 240 ltr wheeled bin 41.40 43.40 140ltr + 240ltr wheeled bin set 62.10 65.10 240ltr + 240 ltr wheeled bin set 64.60 67.70 140ltr+ 240ltr + 240ltr wheeled bin set 85.40 89.50

Trade Waste collection Bin Size

140L Standard (collection and disposal)Non Business 5.20 5.70

140L Collection OnlyNon Business 4.36 4.79









1100L (first bin) Standard (collection and disposal)Non Business 13.02 14.18

1100L (first bin) Collection OnlyNon Business 6.39 7.03

1100L (subsequent bin) Standard (collection and disposal)

Non Business 12.73 13.86

1100L (subsequent bin) Collection OnlyNon Business 6.10 6.71

Trade Sacks ( roll of 25)Non Business 24.50 26.73

Housing Per Week

Community Link Alarm Standard 3.65 3.65 Community Link Alarm Zero 3.65 3.65 Lower rateCommunity Link Alarm Standard 1.50 1.50 Community Link Alarm Zero 1.50 1.50

Pill Dispenser Zero 1.50 1.50

Rent Variable increasesService Charge 0% increaseAnnual Garage Rent Variable increases

Leisure Link mini bus hire Standard 50.00 51.50 Standard 33.33 34.30

31


2011/12 Price 2012/13 Budget

DescriptionVAT

Category Prices excluding vat Prices excluding vat THE PAVILIONS IN THE PARK Main PoolAdult Swim Standard 3.29 3.46 Adult LAC Standard 1.83 1.92 Under 16/60 plus Standard 1.83 1.92 Under 16/60 plus LAC Standard 1.04 1.08

Leisure Waters PeakAdult Standard 4.50 4.75 Adult LAC Standard 2.42 2.54 Adult Swim Saver Standard 45.13 47.50 Family Standard 12.13 12.67 Under 16/60 plus Standard 2.42 2.54 Under 16/60 plus LAC Standard 1.29 1.38 Under 16/60 plus Swim Saver Standard 24.17 25.42

Off Peak - School term Time Monday to Friday 6.30 am to 4pmAdult Standard 3.21 3.46 Adult LAC Standard 1.83 1.92 Adult Swim Saver Standard 32.79 34.58 Family Standard 9.00 9.46 Under 16/60 plus Standard 1.83 1.92 Under 16/60 plus LAC Standard 1.33 1.08 Under 16/60 plus Swim Saver Standard 18.25 19.17

Swimming LessonsPer Half-HourAdult Exempt 5.60 5.90 Concession Exempt 4.65 4.90

Pool Hire Per Half-Hour

SchoolsWhole Standard 51.25 53.96 Half Standard 25.67 27.04 Learner Pool Standard 12.38 13.04

Swimming Clubs Per HourWhole Peak - Mon to Sat 9.00 am to 8.00pm Standard 102.04 107.46 Whole Off-Peak Standard 70.88 74.63 Half Peak Standard 51.33 54.04 Half Off-Peak Standard 35.42 37.29 Learner Pool Standard 24.88 26.21

Lane Hire Per HourPeak Standard 12.71 13.38 Off Peak Standard 8.92 9.38

Gala/Event Hire Per HourMain Pool Whole Standard 102.04 107.46

Health SuiteSauna/Steam/Spa Per SessionAdult per session Standard 7.54 7.96 LAC Adult per session Standard 3.88 4.08

Fitness Suite Per SessionAdult per session Standard 5.25 5.54 LAC Adult per session Standard 2.75 2.88

Multi-purpose Hall Per HourHall hire per hour Standard 27.58 29.04

Creche Per SessionPer session Standard 2.08 2.21 LAC Standard 1.08 1.13

Indoor Adventure Play Per SessionPer session: up to 2 hours Standard 2.50 2.63 LAC Standard 1.50 1.58

Meeting Room Per HourSmall Standard 13.83 14.58

32


2011/12 Price 2012/13 Budget

DescriptionVAT

Category Prices excluding vat Prices excluding vat BROADBRIDGE HEATH LEISURE CENTRE Per HourSynthetic Pitch Standard 43.54 45.83 Synthetic Pitch Concession Standard 21.79 22.96 Floodlights Full Standard 11.38 11.96 Floodlights End Only Standard 5.92 6.25 Multi-Sport Tennis Standard 6.33 6.67 Multi-Sport Tennis Junior Standard 3.58 3.79 Multi-Sport Tennis Concessions Standard 3.58 3.79 Multi-Sport Netball/Football Standard 15.17 15.96 Multi-Sport Netball/Football Concessions Standard 9.38 9.88 Multi-Sport Floodlighting Standard 3.46 3.63

Per SessionFitness Suite Standard 4.63 4.88 Fitness Suite off peak Standard 3.92 4.13 Fitness Suite Concessions Standard 2.83 3.00 Shower Standard 1.67 1.75

Per HourTable Tennis Room Hire Standard 18.63 19.63 Table Tennis Room Hire Concessions Standard 13.29 14.00 Table Tennis Table Standard 4.13 4.33 Table Tennis Table Concessions Standard 2.21 2.33 Athletics Training Ind. per session Standard 3.21 3.38 Athletics Training Ind. per session Concessions/Junior Standard 2.00 2.13

Per SeasonAthletics Training Standard 89.21 93.92 Athletics Training Concession Standard 51.46 54.17

Per Half SeasonAthletics Training Standard 51.46 54.17 Athletics Training concession Standard 33.42 35.17

Per HourAthletics Arena Weekends Standard 39.63 41.71 Athletics Arena Weekday adult Standard 25.88 27.25 Athletics Arena Weekday junior Standard 16.63 17.50 Floodlighting Full Standard 17.08 18.00 Floodlighting Side Standard 6.25 6.58 HDC Room Hire Standard 28.08 29.58 HDC Room Hire Concession Standard 16.42 17.29 Meeting Room Hire Standard 13.29 14.00 Meeting Room Hire Concession Standard 8.75 9.21 Stadium Pitch Standard 59.79 62.96

STEYNING LEISURE CENTRE *SwimmingAdult Swim Standard 3.21 3.38 Junior Swim Standard 1.75 1.83 Adult Swim LAC Standard 1.67 1.83 Junior Swim LAC Standard 1.00 1.04 Pool Hire

Per Half-HourSchools Standard 25.63 27.00

Per HourClubs Whole Pool Peak (Mon to Sat 9am - 8pm)

Standard 51.08 53.79 Clubs Whole Pool Off-Peak Standard 35.42 37.29 Gala Hire Standard 59.92 63.08 Sponsored/Charity Events Standard 51.08 53.79

Swimming Courses Per Half-HourAdult Standard 3.83 4.04 Child Standard 3.46 3.63

Equipment Hire Standard 0.75 0.79

BILLINGSHURST LEISURE CENTRE SwimmingAdult Swim Standard 3.21 3.38 Junior Swim Standard 1.75 1.83 Adult Swim LAC Standard 1.67 1.83 Junior Swim LAC Standard 0.96 1.04 Pool Hire Per Half-HourSchools Standard 25.63 27.00

Per HourClubs Whole Pool Peak (9-8 Mon -Fri) Standard 51.08 53.79 Clubs Whole Pool Off-Peak per hour Standard 35.42 37.29 Gala Hire per hour Standard 59.92 63.08

33


2011/12 Price 2012/13 Budget

DescriptionVAT

Category Prices excluding vat Prices excluding vat Sponsored/Charity Events per hour Standard 51.08 53.79

34


2011/12 Price 2012/13 Budget

DescriptionVAT


Swimming Courses Per Half-HourAdult Standard 3.83 4.04 Child Standard 3.46 3.63

Equipment Hire Standard 0.75 0.79

Dryside Per HourBadminton Peak (6pm-10pm Mon-Fri) Standard 8.92 9.38 Badminton Off-Peak Standard 5.67 5.96 Whole Hall Standard 36.91 38.13 Cricket Net Standard 18.50 19.50 Fitness Suite Peak (after 4pm Mon-Fri) Standard 4.88 5.13 Fitness Suite Off Peak Standard 3.88 4.08

OUTDOOR FACILITIESFootball PitchesAdult with change:Season Exempt 870.00 916.10 Adult with change: Match Standard 37.50 39.50 Adult without change: Season Exempt 580.00 610.70 Adult without change: Match Standard 28.33 29.80 Junior Season Exempt 290.00 305.40 Junior Match Standard 14.17 14.90 Horsham & District Youth League Junior Exempt 127.00 133.70 Horsham & District Youth League Minis Exempt 65.00 68.40

Netball Per HourAdult Court per hour Standard 11.25 11.80 Junior/Senior court per hour Standard 5.67 6.00

Tennis Per HourAdult per court per hour Standard 4.83 5.10 Junior/Senior per court per hour Standard 2.63 2.80

Miscellaneous Per DayFairs per day Exempt 660.00 695.00 Circuses per day Exempt 510.00 537.00 Other Park Events per day Exempt 325.00 342.20

ROOKWOOD GOLF COURSEUNDER MGT CONTRACT CHARGES WILL BE VARIED IN LINE WITH ANNUAL CHANGE IN RPI AT FEB 2012

TO BE ADVISED

COUNTRYSIDE SITESSouthwater Country ParkFishing - Lennox Wood Lake Adult Standard 3.50 4.17 Fishing - Lennox Wood Lake Child Standard 1.75 2.08 Cripplegate Lake Watersports Per SeasonIndividual (1 Adult 1 Craft) Standard 22.08 29.17 Under 16 (1 under 16 with 1 Craft) Standard 11.04 14.58 Family (up to 4 craft) Standard 32.50 43.33 Group adult (clubs or organisations) Standard 15.42 16.67 Group Youth (Scout or Guide Group) Standard 7.29 8.33

Southwater Visitor Centre meeting room hire - 4 hours Exempt 31.50 35.00

Warnham Nature ReserveVisitor Centre meeting room hire - 4 hours Exempt 31.50 35.00

School Visits across all sitesPer Pupil per 2 hour session Exempt 1.90 2.00 Per pupil all day visit (4 hours) Exempt 3.30 3.40

Warnham Nature ReserveVisitor Permit – Adult Standard 0.83 0.83 Visitor Permit – Annual Season Ticket District Resident

Standard 5.42 8.33 Visitor Permit – Annual Season Ticket for Friends of WNR Standard 5.42 6.67

35


2011/12 Price 2012/13 Budget

DescriptionVAT

Category Prices excluding vat Prices excluding vat Allotment rents per rod (25m square) per annum From 1/3/2012 Site with water supply Exempt 5.80 6.60 Site without water supply Exempt 5.40 6.20 Mini – Plots (per plot) Exempt 19.50 22.50

THE CAPITOL Theatre (Main Auditorium) Monday to Thursday per hour Standard - Price on Application Friday to Sunday per hour Standard - Price on Application Per Day Fee (10am to 11pm) Standard - Price on Application Per Week Fee Sunday to Saturday Standard - 3,100.00

Studio Theatre Monday to Thursday per hour Standard - 25.00 Friday to Sunday per hour Standard - 27.50 Per Day Fee (10am to 11pm) Standard - Price on Application Per Week Fee Sunday to Saturday Standard - 1,050.00

Cinema Screens Monday to Thursday per hour Standard - 35.00 Friday to Sunday per hour Standard - 43.50 Per Day Fee (10am to 11pm) Standard - Price on Application Per Week Fee Sunday to Saturday Standard - N/A

Meeting Room Monday to Thursday per hour Standard - 16.50 Friday to Sunday per hour Standard - 18.00 Per Day Fee (10am to 11pm) Standard - Price on Application Per Week Fee Sunday to Saturday Standard - Price on Application

Dressing Rooms 5 & 6 when hired with the theatre Per Day Fee (10am-11pm) Per Room Standard - 19.00 Per Week Fee Sun to Sat Per Room Standard - 130.00

BURIAL SERVICES

PURCHASE OF EXCLUSIVE RIGHT OF BURIAL

Single Depth Exempt 922.00 989.00 Double Depth Exempt 922.00 989.00

Additional charge for siting plot in Row 1 by path Exempt 145.00 156.00

Additional charge for siting plot in Row 2 by path Exempt 72.00 74.00 Exclusive right of burial of cremated remains Exempt 520.00 559.00



INTERMENTS An adult aged 16 years or over Exempt 442.00 475.00 A child under 16 years Exempt FOC A stillborn child Exempt FOC Cremated remains- an adult aged 16 years or over Exempt 138.00 148.00 Cremated remains – a child under 16 years Exempt FOC Cremated remains – a scattering of ashes Exempt 45.00 48.00 MEMORIAL PLACEMENT PERMITS

A Headstone – not exceeding 1.2m(4’) in height Exempt 140.00 149.00 A tablet – max 450mmx450mm(18”x 18”) Exempt 140.00 149.00 Each additional inscription Exempt 75.00 79.00 Kerbset/Ledger – grave plot max 6’x 2’6” Exempt 690.00 739.00 Kerbset/ledger - ashes plot max 3’x 2’ Exempt 494.00 535.00 36


2011/12 Price 2012/13 Budget

DescriptionVAT

Category Prices excluding vat Prices excluding vat MISCELLANEOUS CHARGES

Memorial Garden rose bush Exempt 276.00 297.00 Use of Chapel and meeting room plus facilities Exempt 170.00 188.00 Additional charge per hour, or part thereof, payable for any interments commencing outside the hours of 9.00amand 3.00pm Exempt 74.00 79.00 Searches of burial records Exempt 37.00 39.00 Hire of meeting room for wakes Exempt 60.00 65.00

BUILDING CONTROL FEESDWELLINGS

Please refer to Council website

LAND CHARGESNote : following a change in the legislation Local Land Charges are now set on a cost recovery basis over a 3 year rolling period

Full standard Search Non Business 110.00 110.00

Prices charged include VAT where applicable. Vat RateStandard 20%Zero 0%

Non Business Outside the scope of VatExempt Exempt from VAT

37

APPENDIX ESPECIAL CHARGE - SUMMARY

BUDGET 2012/13 % of service budgetin Special Charge

£ALLOTMENTS 5,100 84%CHILDRENS PLAYGROUNDS 22,180 32%DRILL HALL 21,790 75%BANDSTANDS 17,250 100%FOOTWAYS & AMENITY LIGHTING 2,550 5%FLORAL DISPLAYS 15,020 18%HORSHAM PARK 53,360 32%GRANTS TO NEIGHBOURHOOD COUNCILS 13,350 100%COUNCIL ENFORCEMENT TEAM 28,840 100%RECREATION GROUNDS 57,220 54%CHRISTMAS LIGHTS 21,510 100%TOWN TOURIST LEAFLET 6,000 100%TOTAL 264,170

37

Savings / Income Ideas Proposed APPENDIX F

Savings Number of Service Implications and any equality impactposts to be

£000 deleted

Proposed Service Reductions Cease Wheels to Work - This scheme offered subsidised moped hire to young people with difficulties accessing work or college because of public transport limitations in their area. 5 -

The moped hire was for 6 months only. The aim was to allow beneficiaries a chance to make other arrangements (lift shares, etc) or to save up to purchase their own moped. Up to 10 young people a year could benefit. Southwater Parish Council have since undertaken to run the scheme.

Combine functions of Street Scene Wardens with Civil Enforcement officers

25 1

Combining roles presents opportunity to offer resilience by having more officers trained and accredited to deliver streetscene service. Will be important to balance competing demands of tackling anti-social behaviour, parking enforcement, dog fouling, fly posting etc.

Reduce Community Transport Grants 2 -

Saving not incorporated in 2012/13 budget

This represents a reduction in funding of Horsham Dial-a-Ride and Billingshurst Community Transport schemes and if providers cannot maintain the level of services on a reduction of grants there could be some diminuition of services for older and disabled residents.

Reduce budget for small grants available to support organisations who are not funded through year on year service level agreements (SLA)

10 -

These grants are not allocated to the same organisations each year but respond to one-off requests for funding from voluntary or community organisations. The existence of a lottery and grants officer has helped organisations acquire funds from alternative sources. £8,000 of HDC money will remain available to support small bids and the Council also manages another £10,000 on behalf of the Health and Wellbeing Partnership. No impact on equalities agenda as monies are not ring-fenced for a particular group but open to all voluntary organisations.

Reduce grants governed by SLAs 15

-

The Council spends over £400,000 per year to support community and voluntary organisations, of which £262,000 is on grants. It is proposed to reduce this by £15,000. Organisations funded by the Council under Service Level Agreements will be contacted individually.

Saving not incorporated in 2012/13 budget

Savings/Income Ideas Proposed 2012/13

38

Savings / Income Ideas Proposed APPENDIX FPark and Ride 70

-

The current Park and Ride Service at Hop Oast, Southwater is under-utilised. It is proposed that the Council no longer provides £70,000 of subsidy. The effect on the service is to be established in negotiation with WSCC and Metrobus.

Reduce Discretionary Rate Relief 50

-

All recipients were told last year that the relief could be abolished completely, instead it has been decided that the total amount of DRR available will be reduced from £134,000 to £84,000 and it is proposed that the Council will introduce a new procedure which would make the process more transparent by introducing a self-scoring matrix system modelled on a scheme in use by another local authority. Members will be given the opportunity to discuss the scheme before a final decisionis made. Charities would still continue to receive a mandatory 80% relief funded by the Government

Shared Services

Further savings from the Revenues and Benefits service operated by Mid Sussex District Council (MSDC) on behalf of the CenSus partnership. This service provides Council Tax and Business Rate Collection and adminisatration of Housing and Council Tax Benefits. Savings will be generated by a re-structuring and subsequent reduction in staffing and costs.MSDC is currently undertaking staff consultaion. Implemetation is planned for the coming financial year.

200 - Staff are all Mid Sussex employees. The savings will accrue to all three authorities.£200,000 is MSDC's firm estimate of HDC's saving. Service standards have been set by Joint Committee and these will be protected.

Health and Wellbeing Services 30 The Council expects to extend services such as health walks, exercise for the elderly, disabled, mental health, chronic conditions, work and exercise referral through partnership work with NHS/West Sussex County Council. New funding will see some activities terminated but replaced by new ones focusing exclusively on those in greatest need.

39

Savings / Income Ideas Proposed APPENDIX F

Procurement

Review contracts in Leisure services 38 New procurement exercises to be undertaken in Leisure Services. This will result in efficiency improvements and not affect any particular community group or demographic.

Income GenerationIncrease Parking Charges 200

-

It is estimated that the proposed changes to the car park fees will yield an additional £330,000 income per annum compared to the current year and it is proposed that the additional income should be used as follows:-

1. £130,000 to fund car park improvementsincluding: • Swan Walk and Piries Place machine replacement • Customer surveys • Cleaning improvements • Lighting Improvements 2. Make a £200,000 contribution to the Council's medium term financial strategy.

Sale of additional car parking season tickets 20 Sell more season tickets. Recent enquiries indicate unmet demand.These will be primarily offered in lower usage car parks, retaining high usage car parks for shopping and business customers.

-

Generation of additional income from Council 25 Maximise the use of Council-owned assets to generate income. assets Barn/Drill Hall/Capitol Bring hiring prices in line with market charges and apply fairly.

Opportunity to ensure better access to facilities by changing charging models and - availability of venues.Some organisations who have used our facilities in the past may

have to pay higher prices.

40

Savings / Income Ideas Proposed APPENDIX FRedesignOut-of-hours service rationalisation 10 - Rationalise the provision of non-statutory out-of-hours service.

Residents will still be able to report or access HDC in emergency situations. - No specific groups/individuals affected.

Review Security Contract 25 Rationalise the use of security functions at HDC facilities.

In partnership with NHS West Sussex and West Sussex County Council HDC is delivering a Health and Wellbeing information Hub Service.This will allow changes to be made to our Community Development Service.

30 - This service has continuously responded to changing local and national priorities over the last 20 years. The latest change responds to local partners' desire to establish Health and Wellbeing Information Hubs in each Borough and District and will see part of the Community Development Manager's and Community Development Officer's time dedicated to managing/delivering the information hub service. The redesign helps to deliver 8 District Plan priorities and is funded by NHS (West Sussex) and WSCC.

Development Management Redesign exercise and subsequent restructure 100 2.5

Savings from reduced printing/postage/and paper and reduction in number of administrative staff and redesign exercise and subsequent restructure.

Rationalise Reception services 20 1 There are currently three reception areas on the Park North side of North Street. There is an opportunity to look at rationalising these services.

Reduce PA support to Chairman, Leader, Chief Executive and Directors. 30 1 There is scope to make a reduction by pooling and rationalising existing support

Economising

Director of Corporate Resources replacement savi 25 -Following retirement of current Director of Corporate Resources, his replacement will be appointed at a lower salary.

Reduce Needles revenue support budget 5 - No impact. The budget has not been required.

Communications saving (including reduced spend on Leisure, Capitol, Warnham Nature Reserve and Rookwood Golf Course promotions).

33 Savings from implementing new Communications Strategy across HDC. Consideration will be given to different means of access for particular groups/individuals.

41

Savings / Income Ideas Proposed APPENDIX FParks services 10 Reduction in floral displays budgets with aim to seek more sponsorship.

Reduction in use of casual staff and some reduction in maintenance.

Capitol 17 Reduction in expenditure for amateur and professional productions.

Town Centre Management 8 Reduction in operating budgets. Secure greater external sponsorship and efficiencies for event promotion.

Economic Development Business Support Program 10 Reduction in operational budget. Seek to secure greater externalsponsorship and efficiencies.

TOTAL 1013 5.5

Note: Redundancy costs arising from any of the above have not been included

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APPENDIX G SAVINGS PROPOSALS

43

Savings Proposals 2012/13

Comments Received

1

Cease Wheels to Work

Majority of comments received agreed with this proposal.

2

Combine functions of Street Scene Wardens with Civil Enforcement Officers

Large majority in agreement. Concern was raised with regard to individual officers being able to handle such a broad range of duties. Concern was also expressed that officers might be more focused on parking duties and not anti-social behaviour.

3

Reduce Community Transport Grants

Large majority disagreed. Concern raised that cuts would affect the most vulnerable ie. elderly, disabled and those with medical needs.

4

Reduce budget for small grants available to support organisations

Majority in agreement. Those comments that disagreed were concerned that Charities and voluntary organisations would not be able to find alternative funding.

5

Reduce Grants governed by Service Level Agreements

Majority in agreement. It was suggested that advice should be given on how to save money and run on a smaller budget. These grants are very important to small charities who have difficultly in creating alternative revenue streams and reducing grants may not be cost effective in the long run.

6

Cease subsidy of Park and Ride

Large majority agreed. Suggestions included reducing the subsidy to just covering those people going to and from work in Horsham, finding out why the service is under utilised, liaising with local businesses on parking arrangements for staff and increasing town centre parking fees to make P&R more attractive.

7

Reduce Discretionary Rate Relief

Large majority agreed. Those who were not in agreement feared small businesses would be in danger of going under.

8

Further savings from Revenue & Benefit service operated by MSDC…..

Very large majority agreed. Could the level of saving be reduced in favour of a Housing Benefit officer being retained in Horsham for face-to-face contact with public and liaison with Housing Services to ensure homelessness does not increase due to lack of advice or delays in processing HB?

9

Health & Wellbeing Services

Large majority agreed. “terminated for those with lesser need” – where does HDC draw the line? Concern raised that this will increase the need for such funding in the future as more people require help due to cut-back in funding.


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10

Review Contracts in Leisure Service

Total agreement.

11

Sale of additional car parking season tickets

Large majority agreed. Comments from those in disagreement included the necessity to ensure visitors and shoppers to town centre where not left without somewhere to park, season tickets in the P&R, with free buses between 8 – 9am and 5 – 6pm and offering discounts to the business community.

12

Generation of additional income from Barn/Drill Hall/Capitol

Majority agreed. Any rise above 5% to small groups could be problematic but ok for new hirers. Deposits should be taken to ensure any costs for damage is no longer borne by HDC. Businesses and Professionals (ie. commercial users) should pay the market rate but charity groups, schools, etc should receive free or discounted rates.

13

Out-of-hours service rationalisation

Total agreement with the following provisos, “as long as there is access for genuine emergencies”, “provide full details”, “Rationalise means cut though no specifics are provided here making it difficult to comment”, “not enough info about changes to comment”.

14

Review Security Contract

Total agreement.

15

In partnership with NHS and SCSS, HDC is delivering a health and Wellbeing Information Hub Service

Majority agreed but more details were requested. Cost of developing and implementation of a new hub make this saving questionable. Will there be specialist staffing issues? Would a Hub be useful when most people could find what they need on the internet?

16

Development Management Redesign exercise and subsequent restructure

Large majority agreed. Billingshurst PC object with printing costs for planning applications being passed on to them. Difficult to comment without sight of actual spend and projections against budget totals. Not enough details on staffing changes to comment.

17

Rationalise Reception Service

Large majority agreed. Could this lead to Health & Safety issues – longer queues/angry customers/more stress for the receptionists?

18

Reduce PA support Chairman, Leader, Chief Executive & Directors.

Large majority agreed. Could this be reduced further as Directors do more of their own admin type jobs?


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19

Director of Corporate Resources replacement saving

Total agreement. Is this position required at all and could it not be merged into another Director’s duties at minimal cost and disruption? However, all Director salaries should be fairly equal and their salaries reduced.

20

Reduce Needles revenue support budget

Total agreement.

21

Communications saving

Total agreement but with the proviso that promoting and advertising venues is not compromised. The Capitol in particular should have every event well advertised in advance. More communication and marketing by IT and non IT needed to maintain Horsham’s status in the tourism industry. Important that those without computer access are still made aware of what is going on.

22

Capitol - Reduction in expenditure for amateur and professional productions

Slight majority disagree. The Capitol should take customers email addresses and have a site to book. Reduce expenditure in professional but not in amateur. Professional productions ought to be self supporting.

23

Reduction in operating budget for Town Centre management

Large majority agree. May be difficult to do given the large number of parties and partners involved. Maintenance and operational responsibilities need separating and clarifying.

24

Economic Development Business Support Programme

Total agreement. Maybe, but the town is in difficulties re Novartis.

25

Please provide any other comments you have about the Savings …….

Details of the savings proposals and the comments received are available on the following links :- http://www.horsham.gov.uk/files/Savings2011Comments.pdf

46

Equality Impact Assessment - Horsham District Council Budget 2012/13 APPENDIX H Names of Team members (min of 2 – Author, manager and or staff member/equality lead) and Lead Officer/Director

Sue McMillan, Jill Scarfield and Damian Brewer

Consultation mechanism (names of equality groups liaised with)i.e. Access Forum, Staff Group

All residents of Horsham District (6 week consultation period from

10th October 2011) Press release onto Horsham District Council website and a press

briefing directly to local journalists Consultation comments from staff internally and comments from

members of the public will be collated by the Council, and will be featured in a condensed format in the Budget Report

Key stakeholders partners Management Team Staff Joint Committee Unions Horsham and District Equality Forum

Date Equality Impact Assessment submitted to ratifying committee

January 2012

Are there resource implications to deliver actions from this EIA? If yes, please detail

Yes (see below)

Name of policy/strategy

Budget 2012-2013 and Medium Term Financial Strategy

Aim of policy/strategy (maximum 100 words)

Horsham District Council will need to find about £1.3m savings in 2012-2013, and £400-£500k in each of the following two years, to address the forecast gap in funding (from the reduction in government grant central government) .In developing these budget proposals every effort is being made to maximise efficiency savings and minimise the impact on front-line services, and to avoid unnecessary job losses.

The proposals show as of October 2011, that the Council has identified a total of £1 million of the £1.3m (earmarked for saving) through a combination of efficiency savings, service reductions and income generation. The remaining £300,000 has been identified as a contribution

47

from reserves. 5.5 (five and half) jobs will go if the proposals are approved, but currently 2.5 (two and half) are unfilled vacancies, so the impact has been reduced to 3 members of staff.

Impact Assessment

Race

No

Disability/carer No

Gender/gender identity

No

Age No

Sexual orientation No

Does the policy/strategy target or exclude a particular equality groups listed? (Consider Direct Discrimination)

Religion & Belief No

All people within the Horsham District are potentially covered by any changes in front line services and all staff are potentially impacted upon by the changes.

Race Yes

Disability/carer Yes


Yes

Age Yes

Sexual orientation Yes

Does the policy/strategy affect any of the equality groups listed disproportionately? (Consider Indirect Discrimination) (List all negative and positive impacts)

Religion & Belief Yes

Positive Impacts As many cuts as possible will be from budgets which do not impact on current (filled positions) positions and do not affect direct frontline services. Community Development redesign Roles within the team are being modified to deliver the Health and Wellbeing hub (funding secured by external partners). This will mean residents will benefit from a new service. Negative Impacts It is anticipated that the proposed cuts (for 2012-2013) detailed

48

within the link below: www.horsham.gov.uk/council/budget-proposals.aspx will reduce the volume and range of Council led initiatives for the young and elderly and, by default, for disabled people that are cared for. Whilst every effort is being made to ensure that the impact on our most vulnerable residents is limited through more targeted use of generic resources. Increased parking charge Local press coverage has helped raise awareness of the increase in parking charge. Part of the extra income generated by the parking charge will be spent on a detailed user survey. Disabled users may not being able to get round the shops as quickly and therefore pay a higher rate. However, this report hasn't changed this. Price increases are the same across all the time bands so the differentials are the same. Development Management Redesign Of the 2.5 posts that will no longer be needed 1.5 will already be vacant and it is hoped that the other will be redeployed. A separate EIA has been written to explore the issues in more detail. However the Council's employment stability policy applies. Reduction in reception and PA posts One post will go from the pooled PA posts supporting the directors and Leader/Chairman of the Council Neutral Impact Reduction in funding to the Census Partnership

49

The budget proposals from Census do not include any changes to the services provided to customers. It is still intended they will receive the same level of service and the Joint Committee will monitor whether performance standards are being met. Discretionary Rate Relief Charities would still continue to receive a mandatory 80% relief funded by the Government but they will not receive the additional 20% but that applies to all recipients. Reduction in Leisure Management Contract Leisure Management contract to be cut by £38,000. Contract efficiencies which do not impact on customers and staff. Park and Ride – disabled people Cessation of subsidy of Park and Ride will have a neutral impact on disabled people and older people, as they will still be able to use bus passes for free to come into the Town Centre. Young People Wheels to Work has been sustained by transferring the (5) mopeds to Southwater Parish Council thus resulting in a £5000 savings a year to Horsham District Council. There could be up to 10 beneficiaries per year. Cessation of Security Contract This contract is to be cut. Staff rarely work late into the night and weekends. Needles revenue support budget

50

Due to the success of the project, this support budget has not been accessed, and is to be cut.

Demographic data and other statistics, including census findings X

Information from groups/agencies/consultation/research within Horsham District

X

Comparisons between similar functions / policies either internally or with other District Councils

X

What evidence has been used to make these judgements? Please tick one or more Analysis of complaints/public enquiries information/audits or reviews x

See footer on page 5/6 for references for data sources

Race

Disability/carer


Age

Sexual orientation

How is the effect of the policy/strategy on different equality groups going to be monitored? Please specify for each equality group

Religion & Belief

The Council has active working partnerships with a number of bodies that represent protected characteristics (eg Age Concern, CAB, Horsham and District Access Forum, Equalities Forum), where the impact of the budget changes can be monitored.

Does the document have an access statement offering the document in alternative formats for disabled people? Efforts have been made to ensure the proposals reach as wide an audience as possible in the Horsham District

Do staff dealing with this document know where to get alternative formats if a request is made? Yes

Does the document need to be translated into key locally used languages? No (consideration will given if other languages needed locally)

Action Plan (to reduce or eliminate any adverse impacts)

51

Equality Strand Action and Resources Lead Person Timescale Age (older people) and disability

Discussion with West Sussex County Council/Metrobus to see how the impact of the reduction in funding of Horsham Dial-a-Ride and Billinghurst Community Transport can be addressed (which has now been addressed)

Trevor Beadle (Head of of Housing & Community Services

2011

All Organisations impacted upon by the 10% Reduction in Service Level Agreement grants will be supported by the Lottery and Grants Officer to access additional funding from other streams (which has now been addressed)

Leader and Tom Crowley (Chief Executive)

2011

Please send draft version to Equalities Officer at Horsham District Council 01403 215574 or [email protected], once a version of this assessment has been approved, it will be uploaded onto the website for public scrutiny/viewing and actions will be added to a spreadsheet/calendar for monitoring. Reference Sources:

Consultation feedback from staff and residents about proposed budget cuts Community Profile (found on weblink): http://www.horsham.gov.uk/files/Horsham_District_Community_Profile.pdf Quarterly Report - Complaints, Compliments & Suggestions Monitoring & Learning Report for Horsham District Council which goes to

Performance Management Working Group.

Report created by Head of Housing and Community Services (investigation into impact on cutting funding on Horsham Area Council for Voluntary Services)

Redesign (Lean) Review – Council wide systematic programme to review services to improve efficiency. Further documents available

upon request.

Budget Report to Council (19th October 2011)

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APPENDIX J MINIMUM REVENUE PROVISION (MRP) 1. The Minimum Revenue Provision (MRP) is an amount specified in

regulations issued by the Department for Communities and Local Government (DCLG), the relevant Central Government department. The Council must approve a Minimum Revenue Provision (MRP) Policy, which sets out how the Council will pay for capital assets through revenue each year (as required by the Local Government and Local Authorities (Capital Finance and Accounting) (England) Regulations 2008.

2. A variety of options are available to councils to replace the former

Regulations, so long as there is a prudent provision. The Council is recommended to approve the following MRP Statement

• For capital expenditure incurred before 1 April 2008 or which in the

future will be Supported Capital Expenditure (Note 1), the MRP policy will be the existing practice following the former DCLG Regulations. This means the MRP will be based on 4% of the Capital Financing Requirement which is recalculated each year in closing the accounts

• From 1 April 2008 for all unsupported borrowing the MRP policy will be the Asset Life Method where MRP will be based on the estimated life of the assets, in accordance with the DCLG regulations (this option must be applied for any expenditure capitalised under a Capitalisation Direction).

• In the case of finance leases, the MRP requirement would be regarded as met by a charge equal to the element of the rent/charge that goes to write down the balance sheet liability.

Note 1 Supported Capital Expenditure is capital spend that central

government supports with a contribution through grant. Horsham District Council does not have any Supported Capital Expenditure at present so the term is not applicable to this year’s report.

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APPENDIX K PRUDENTIAL INDICATORS Capital Expenditure Plans The Council is asked to approve the capital expenditure projections below. The estimate of capital expenditure is based on the capital budget approved elsewhere in this report and estimates of capital spend that may become necessary during the period of the medium term financial strategy. 2011/12

Revised £000

2012/13 Estimate

£000

2013/14 Estimate

£000

2014/15 Estimate

£000 Projected Capital Expenditure

10,083 5,991 2,255 2,465

Financed by: Capital receipts and third party contributions

3,279 351 439 1,442

Capital grants 428 428 428 428 Revenue reserves 961 3,099 887 595 Total Financing 4,668 3,878 1,754 2,465Net financing need 5,415 2,113 501 0

The Council’s borrowing need, the Capital Financing Requirement The Council is asked to approve the projections below: Capital Financing Requirement

2011/12 Revised

£000

2012/13 Estimate

£000

2013/14 Estimate

£000

2014/15 Estimate

£000 Opening balance 8,439 13,189 14,515 14,194Net financing need 5,415 2,113 501 - Less MRP (665) (787) (822) (830)Closing balance 13,189 14,515 14,194 13,364Net inc/(decrease) 4,750 1,326 (321) (830)

Affordability Prudential Indicators Estimates of the ratio of financing costs to net revenue stream – This indicator identifies the trend in the cost of capital (borrowing costs net of investment income) against the net revenue stream. It therefore measures how much of the Council’s overall income is used to finance capital. % Ratio 2011/12

Estimate 2012/13 Estimate

2013/14 Estimate

2014/15 Estimate

Financing costs to net revenue stream

3% 5% 7% 6%

54

Estimates of the incremental impact of capital investment decisions on the Council Tax – This indicator identifies the revenue costs associated with the proposed changes to the capital programme recommended in the budget report. The costs are shown per Band D property and have been included in all the budget projections brought before the Council. Incremental impact of capital investment decisions

Proposed Budget 2012/13

Forward Projection

2013/14

Forward Projection

2014/15 Council Tax - Band D £0.16 £0.83 £1.70

Limits to Borrowing Activity For the first of these indicators the Council needs to ensure that its total borrowing net of any investments, does not, except in the short term, exceed the total of the Capital Financing Requirement in the preceding year plus the estimates of any additional requirement for 2012/13 and next two financial years (the relevant comparative figures are highlighted). This allows some flexibility for limited early borrowing for future years but ensures that borrowing is not undertaken for revenue purposes.

£000 2011/12 Revised

2012/13 Estimate

2013/14 Estimate

2014/15 Estimate

Gross Borrowing 4,000 4,000 4,000 4,000Investments 4,833 1,414 2,515 3,423 Net Borrowing (-833) 2,586 1,485 577Capital Fin. Req. 13,189 14,515 14,194 13,364

On the basis of the estimates above the Head of Financial and Legal Services reports that the Council complied with the prudential indicator requirement in the current year and expects to do so in the future. This view takes into account current commitments, existing plans, and the proposals in the 2012/13 budget report. Limits to debt The Operational Boundary represents the expected maximum debt position during each year. The other debt prudential indicator is the authorised limit for external debt which represents the limit beyond which external borrowing is prohibited, and needs to be set and revised by Council. It reflects the level of borrowing which, while not desired, could be afforded in the short term, but is not sustainable. This is the statutory limit determined under section 3 (1) of the Local Government Act 2003. The table below shows the estimates that the Council are asked to approve.

2012/13 2013/14 2014/15 Operational boundary - borrowing £4m £4m £4m Operational boundary – other long term liabilities

£0m £0m £0m

Operational boundary - Total £4m £4m £4m Authorised limit – borrowing £14m £14m £14m Authorised limit – other long-term liabilities

£1m £1m £1m

Authorised limit – Total £15m £15m £15m

Agenda Item 10(a)

22

COUNCIL 22ND FEBRUARY 2012

RECOMMENDATIONS OF CABINET ON THE BUDGET 2012/13

EX47 Budget 2012/13 and Medium Term Financial Strategy The Chief Executive and the Head of Financial & Legal Services reported that the

2012/13 budget had been prepared against a background of deep cuts in local government expenditure and great uncertainty over the future economic outlook. In normal circumstances financial forecasting over the medium term was difficult, but at the present time there was a considerably higher level of uncertainty than usual, resulting from the government’s Resource Review and other changes. From 2013/14 onwards there would be changes in the Revenue Support Grant (RSG) system, the National Non-Domestic Rates (NNDR) system and the way in which the New Homes Bonus was funded. There would also be a centralisation of the Housing Benefit system and the localisation of Council Tax Benefit, with reductions in the grant available to finance Council Tax Benefit. The way these changes would impact upon the Council’s financial position was difficult to forecast at this stage. In addition, the national and international financial climate was highly uncertain and would inevitably impact on the Council in unpredictable ways.

The government grant settlement for the years 2011/12 and 2012/13 had resulted

in a total cut to this Council’s grant of 28%. A further two year settlement would be announced in late 2012 for the years 2013/14 and 2014/15 and, for the purpose of financial projections, it had been assumed that the Council’s grant would be cut by a further 5% in each of those years. However, it was not unlikely that reductions would be even greater than this in 2013/14 and beyond.

The financial outlook had been reviewed by the Council in October 2011, when

projections of future expenditure and income had been considered, which indicated likely future deficits increasing each year to 2014/15. This situation could not be sustained and it was essential that the Council made plans to reduce costs and increase income to close the gap. As a first step towards this, the Council had agreed at its meeting on 19th October 2011 to increase charges in its car parks and to consult on a range of other proposals to reduce costs or increase income. The savings proposed had been anticipated to reduce the Council’s deficit in 2012/13 by £1,000,000, leaving a balance of £300,000 to be funded from reserves or to be eliminated by further savings. It was now proposed that the balance should be funded from reserves, giving time for the development of a new Medium Term Financial Strategy with a view to eliminating the budget deficit for 2013/14 and future years. A summary of the savings proposals and comments received as a result of consultation was submitted.

Details of the current position in respect of the revenue budget for 2011/12 were

reported and the draft revenue budget for 2012/13 was presented for approval. Information in respect of the major changes in the 2012/13 budget, as compared to the 2011/12 original budget, was submitted.

It was noted that, as a result of the budget proposals for 2012/13, a total of 6

posts (5.5 full-time equivalents) would be reduced and that provision would

Agenda Item 10(a)

23

therefore need to be made in respect of likely redundancy costs. Reports on those proposals that had staffing implications would be considered by the Personnel Committee at its meeting on 8th February 2012. In addition, savings to the Council of £200,000 per year would be achieved by a reduction of staff in the CenSus revenues and benefits teams. Whilst these staff were employed by Mid Sussex District Council, the CenSus agreement provided that all three partners (Adur, Mid Sussex and Horsham) would share the redundancy costs as well as the resulting savings. It was therefore recommended that a total sum of £350,000 should be earmarked from reserves to meet redundancy costs arising from the budget proposals in 2011/12 and 2012/13, with an anticipated payback period of one year.

Details of the New Homes Bonus allocation for 2012/13, which it was proposed

should be transferred to the Council’s general reserve, were reported together with information in respect of the proposed repairs and renewals budget and capital budget, a revised version of which was circulated at the meeting to include provision for Swan Walk Car Park barriers which had been omitted form that circulated with the agenda. It was proposed that charges would be increased broadly in line with inflation, where appropriate.

The Government was encouraging councils to freeze Council tax in 2012/13 at

2011/12 levels and would again provide the equivalent of a 2.5% Council tax increase. However, the Council tax freeze grant payable in 2012/13 would be for one year only, unlike the 2011/12 grant which was payable for four years. This would create an additional budget pressure in 2013/14, which would have to be offset by increased income or a further reduction in expenditure. However, it was assumed that the Council would wish to freeze Council tax at current levels for 2012/13, taking advantage of the funding available from the government. The forward financial projections did not assume that the Council tax freeze would be extended beyond 2012/13, given the importance of Council tax as an income source to the Council as inflation levels continue to rise and other sources of income were constrained.

In accordance with Section 25 of the Local Government Act 2003, the Head of

Financial & Legal Services reported on the robustness of estimates and the adequacy of reserves.

The Chief Executive emphasised that, in order to develop and deliver the Medium

Term Financial Strategy (MTFS), it would be necessary to tackle major issues and a broad based approach would be necessary, looking at all aspects of cost reduction and income generation. The "ASPIRE" themes (Ambitions: Sharing services: Procuring: Income generating: Redesigning: Economising) had guided budget preparation over the last two years and would help the Council to continue to ensure that all options were considered. In recent months the Cabinet and the Corporate Management Team had identified the outline of a change programme comprising key projects that could deliver savings and additional income to enable the Council to close the projected 2015/16 deficit. The programme and project management that would be required to ensure that the Council could proceed with confidence to design and deliver the significant organisational changes that were needed would require additional capacity, including the creation of a “Change Team”. As a first step, consideration was currently being given to an opportunity to revise the structure of the Corporate Management

Agenda Item 10(a)

24

Team in the light of the resignation of the Director of Development & Environment. If the post were not replaced, the funds released would enable a significant part of the cost of a small corporate change team to be created and details of this proposal were currently being explored and an initial report would be submitted to the Personnel Committee on 8th February 2012.

A year-end review of the District Plan 2011-15, which had been in place for one

year, would be undertaken and reported to Cabinet. Whilst innovative ways of working, in line with “ASPIRE” were in place and continued to be explored in order to deliver the Plan, further cuts in budgets would undoubtedly reduce the Council’s ability to deliver across the full range of the District Plan.

The Local Government Act 2003 required the Council to adopt the CIPFA

Prudential Code (2011) and produce prudential indicators. Revised indicators for 2011/12, 2012/13 and 2013/14 and new indicators for 2014/15 were proposed, with each indicator either summarising the expected activity or introducing limits upon the activity. The indicators were intended to show the affordability and prudence of the Council’s underlying capital finance planning.

Cabinet Members discussed the proposals and other Members commented and

asked questions. RECOMMENDED TO THE COUNCIL (i) That the level of Council tax for 2012/13 remains at

that for 2011/12 equating to £135.54 at Band D. (ii) That Special Expenses of £264,170 (equating to a

Band D equivalent of £23.71) be agreed in respect of the unparished area for 2012/13.

(iii) That the net revenue budget for 2012/13 of

£12,785,000 be approved. (iv) That the repair and renewals programme be

approved, as submitted. (v) That the capital programme be approved, as

submitted. (vi) That the schedule of charges for 2012/13 be noted. (vii) That the New Homes Bonus allocations for 2011/12

and 2012/13 be transferred to the Council’s General Revenue Reserve.

(viii) That £350,000 be set aside from the General

Revenue Reserve to meet estimated redundancy costs arising from the budget proposals.

(ix) That the projected future deficits on the revenue

account be noted and the Medium Term Financial

Agenda Item 10(a)

25

Strategy be reviewed and developed, as proposed, to ensure a balanced budget in 2013/14 and subsequent years.

(x) That the Minimum Revenue Provision (MRP)

Statement be approved, as submitted. (xi) That the prudential indicators and limits for

2012/13 to 2014/15 be approved, as submitted. REASON To meet the Council’s statutory requirement to approve a

budget and to approve prudential code indicators and the treasury management strategy before the start of a new financial year.

Agenda Item 10(b)

26

Report to Council 22nd February 2012 By the Head of Financial & Legal Services

DECISION REQUIRED

Not exempt FORMAL COUNCIL TAX RESOLUTION 2012/13

Executive Summary

The Localism Act 2011 has made significant changes to the Local Government Finance Act 1992 and now requires the billing authority to calculate a Council Tax requirement for the year, not its budget requirement as previously. The details of this are included in the formal Council Tax resolution set out in the recommendations below. Parish precept requirements have been received from all the parishes within the district but decisions are awaited from Sussex Police Authority and West Sussex County Council which are meeting on 16th and 17th February respectively. The figures in this report are based on those being put before the Police Authority and County Council, but should those be changed an amended resolution will be tabled at the meeting.

Recommendations

The Council is recommended to resolve: 1, The Council Tax Base 2012/13 be noted

(a) for the whole Council area as 58,115.30 (Item T in the formula in Section 31B of the Local Government Finance Act 1992, as amended (the “Act”) and

(b) for dwellings in those parts of its area to which a Parish precept or Special

Expenses relates as below:- Background Papers: Report to Cabinet 26th January, 2012 on the Budget 2012/13 and Medium Term Financial Strategy Consultation: Wards affected: All Contact: Sue McMillan ext. 5302

Agenda Item 10(b)

27

PARISH Council Tax

Base

Amberley 338.8

Ashington 1,120.3

Ashurst 149.3

Billingshurst 3,543.9

Bramber 415.9

Broadbridge Heath 1,153.4

Coldwaltham 475.5

Colgate 507.5

Cowfold 836.2

Henfield 2,462.9

Itchingfield 687.4

Lower Beeding 500.8

North Horsham 8,894.3

Nuthurst 1,018.3

Parham 119.7

Pulborough 2,478.0

Rudgwick 1,342.6

Rusper 783.0

Shermanbury 286.8

Shipley 592.9

Slinfold 903.2

Southwater 4,108.7

Steyning 2,717.9Storrington & Sullington 3,317.3

Thakeham 836.9

Upper Beeding 1,496.5

Warnham 1,006.6

Washington 993.4

West Chiltington 2,180.8

West Grinstead 1,326.7

Wiston 106.3

Woodmancote 270.7

Horsham Town 11,142.8

Total 58,115.3

Agenda Item 10(b)

28

2. That the Council Tax requirement for the Council’s own purposes for 2012/13 (excluding Parish precept and Special Expenses) be £7,876,947.

3. That the following amounts be calculated for the year 2012/13 in accordance with

Sections 31 to 36 of the Act:

(a) £69,421,680 being the aggregate of the amounts which the Council estimates for the items set out in Section 31A(2) of the Act taking into account all precepts issued to it by Parish Councils.

(b) £59,000,177 being the aggregate of the amounts which the Council estimates for the items set out in Section 31A(3) of the Act.

(c) £10,421,503 being the amount by which the aggregate at 3(a) above exceeds the aggregate at 3(b) above, calculated by the Council in accordance with Section 31A(4) of the Act as its Council Tax requirement for the year. (Item R in the formula in Section 31B of the Act).

(d) £179.32 being the amount at 3(c) above (Item R), all divided by Item T (1(a) above), calculated by the Council, in accordance with Section 31B of the Act, as the basic amount of its Council Tax for the year (including Parish precepts).

(e) £2,544,556 being the aggregate amount of all special items (Parish precepts and Special Expenses) referred to in Section 34(1) of the Act.

(f) £135.54 being the amount at 3(d) above less the result given by dividing the amount at 3(e) above by Item T (1(a) above), calculated by the Council, in accordance with Section 34(2) of the Act, as the basic amount of its Council Tax for the year for dwellings in those parts of its area to which no Parish precept or Special Expense relates.

Agenda Item 10(b)

29

Council Tax at Band D

(g)

Precept Parish Precept/ Basic

Amount Total Amount Special charge for of District Parish Unparished Area Council Tax £ £ £ £ Amberley 13,500.00 39.85 135.54 175.39 Ashington 92,793.80 82.83 135.54 218.37 Ashurst 5,700.00 38.18 135.54 173.72 Billingshurst 244,151.00 68.89 135.54 204.43 Bramber 14,820.00 35.63 135.54 171.17 Broadbridge

Heath 48,280.00 41.86 135.54 177.40 Coldwaltham 13,263.00 27.89 135.54 163.43 Colgate 10,500.00 20.69 135.54 156.23 Cowfold 34,552.00 41.32 135.54 176.86 Henfield 140,140.00 56.90 135.54 192.44 Itchingfield 41,000.00 59.65 135.54 195.19 Lower Beeding 10,835.00 21.64 135.54 157.18 North Horsham 288,106.00 32.39 135.54 167.93 Nuthurst 27,500.00 27.01 135.54 162.55 Parham 3,920.00 32.75 135.54 168.29 Pulborough 164,723.00 66.47 135.54 202.01 Rudgwick 57,832.00 43.07 135.54 178.61 Rusper 22,700.00 28.99 135.54 164.53 Shermanbury 6,800.00 23.71 135.54 159.25 Shipley 12,114.00 20.43 135.54 155.97 Slinfold 51,279.00 56.77 135.54 192.31 Southwater 285,549.00 69.50 135.54 205.04 Steyning 162,560.00 59.81 135.54 195.35 Storrington &

Sullington 169,960.00 51.23 135.54 186.77 Thakeham 30,750.00 36.74 135.54 172.28 Upper Beeding 117,500.00 78.52 135.54 214.06 Warnham 39,500.00 39.24 135.54 174.78 Washington 36,140.00 36.38 135.54 171.92 West Chiltington 62,458.00 28.64 135.54 164.18 West Grinstead 61,704.82 46.51 135.54 182.05 Wiston 4,155.00 39.09 135.54 174.63 Woodmancote 5,600.00 20.69 135.54 156.23 Horsham Town -

Special charge 264,170.00 23.71 135.54 159.25

2,544,555.62

Agenda Item 10(b)

30

being the amounts given by adding the amount (f) above to the amounts of the parish precepts or special charge (special items) in the unparished area calculated by the Council in accordance with section 34(3) of the Act as the basic amount of its Council tax for the year for dwellings in those parts of its areas to which one or more special items relate.

4. That it be noted that for the year 2012/13, West Sussex County Council and the Sussex Police Authority have stated the following amounts in precepts issued to the Council, in accordance with section 40 of the Local Government Finance Act 1992, for each of the categories of the dwellings shown below :-

BAND A B C D E F G H

Authority £ £ £ £ £ £ £ £

West Sussex County Council 774.66 903.77 1,032.88 1,161.99 1,420.21 1,678.43 1,936.65 2,323.98

BAND A B C D E F G H Authority

£ £ £ £ £ £ £ £ Sussex Police Authority 92.28 107.66 123.04 138.42 169.18 199.94 230.70 276.84

The Horsham District Council figures are shown below:-


Authority £ £ £ £ £ £ £ £

Horsham District Council 90.36 105.42 120.48 135.54 165.66 195.78 225.90 271.08

5. That, having calculated the aggregate in each case of the amounts at (3) above

and (4) above, the Council, in accordance with Section 30(2) of the Local Government Finance Act 1992, hereby sets the following amounts of the Council tax for the year 2012/13 for each of the categories of dwellings shown in the following table :-

Agenda Item 10(b)

31


£ £ £ £ £ £ £ £

Amberley 983.87 1,147.84 1,311.82 1,475.80 1,803.76 2,131.71 2,459.67 2,951.60

Ashington 1,012.52 1,181.27 1,350.03 1,518.78 1,856.29 2,193.79 2,531.30 3,037.56

Ashurst 982.75 1,146.55 1,310.34 1,474.13 1,801.71 2,129.30 2,456.88 2,948.26

Billingshurst 1,003.23 1,170.43 1,337.64 1,504.84 1,839.25 2,173.66 2,508.07 3,009.68

Bramber 981.05 1,144.56 1,308.07 1,471.58 1,798.60 2,125.62 2,452.63 2,943.16

Broadbridge Heath 985.21 1,149.41 1,313.61 1,477.81 1,806.21 2,134.61 2,463.02 2,955.62

Coldwaltham 975.89 1,138.54 1,301.19 1,463.84 1,789.14 2,114.44 2,439.73 2,927.68

Colgate 971.09 1,132.94 1,294.79 1,456.64 1,780.34 2,104.04 2,427.73 2,913.28

Cowfold 984.85 1,148.99 1,313.13 1,477.27 1,805.55 2,133.83 2,462.12 2,954.54

Henfield 995.23 1,161.11 1,326.98 1,492.85 1,824.59 2,156.34 2,488.08 2,985.70

Itchingfield 997.07 1,163.24 1,329.42 1,495.60 1,827.96 2,160.31 2,492.67 2,991.20

Lower Beeding 971.73 1,133.68 1,295.64 1,457.59 1,781.50 2,105.41 2,429.32 2,915.18

North Horsham 978.89 1,142.04 1,305.19 1,468.34 1,794.64 2,120.94 2,447.23 2,936.68

Nuthurst 975.31 1,137.86 1,300.41 1,462.96 1,788.06 2,113.16 2,438.27 2,925.92

Parham 979.13 1,142.32 1,305.51 1,468.70 1,795.08 2,121.46 2,447.83 2,937.40

Pulborough 1,001.61 1,168.55 1,335.48 1,502.42 1,836.29 2,170.16 2,504.03 3,004.84

Rudgwick 986.01 1,150.35 1,314.68 1,479.02 1,807.69 2,136.36 2,465.03 2,958.04

Rusper 976.63 1,139.40 1,302.17 1,464.94 1,790.48 2,116.02 2,441.57 2,929.88

Shermanbury 973.11 1,135.29 1,297.48 1,459.66 1,784.03 2,108.40 2,432.77 2,919.32

Shipley 970.92 1,132.74 1,294.56 1,456.38 1,780.02 2,103.66 2,427.30 2,912.76

Slinfold 995.15 1,161.00 1,326.86 1,492.72 1,824.44 2,156.15 2,487.87 2,985.44

Southwater 1,003.63 1,170.91 1,338.18 1,505.45 1,839.99 2,174.54 2,509.08 3,010.90

Steyning 997.17 1,163.37 1,329.56 1,495.76 1,828.15 2,160.54 2,492.93 2,991.52

Storrington & Sullington 991.45 1,156.70 1,321.94 1,487.18 1,817.66 2,148.15 2,478.63 2,974.36

Thakeham 981.79 1,145.43 1,309.06 1,472.69 1,799.95 2,127.22 2,454.48 2,945.38

Upper Beeding 1,009.65 1,177.92 1,346.20 1,514.47 1,851.02 2,187.57 2,524.12 3,028.94

Warnham 983.46 1,147.37 1,311.28 1,475.19 1,803.01 2,130.83 2,458.65 2,950.38

Washington 981.55 1,145.15 1,308.74 1,472.33 1,799.51 2,126.70 2,453.88 2,944.66

West Chiltington 976.39 1,139.13 1,301.86 1,464.59 1,790.05 2,115.52 2,440.98 2,929.18

West Grinstead 988.31 1,153.02 1,317.74 1,482.46 1,811.90 2,141.33 2,470.77 2,964.92

Wiston 983.36 1,147.25 1,311.15 1,475.04 1,802.83 2,130.61 2,458.40 2,950.08

Woodmancote 971.09 1,132.94 1,294.79 1,456.64 1,780.34 2,104.04 2,427.73 2,913.28

Horsham Town - Special charge 973.11 1,135.29 1,297.48 1,459.66 1,784.03 2,108.40 2,432.77 2,919.32

Agenda Item 10(b)

32

6. To note that the Council’s basic amount of Council Tax for 2012/13 is not

excessive in accordance with principles approved under Section 52ZB Local Government Act 1992.

HORSHAM DICTRICT COUNCIL TAX

2011/12 2012/13 Council Tax Council Tax C Tax Band D (£) Band D (£) Increase

135.54 135.54 0.00%

Agenda Item 10(c)

33

Council Tax Discounts 2012/13

RECOMMENDED That, in accordance with the Local Government Act 1992, s11A (as amended) and the Council Tax (Prescribed Classes of Dwelling)(England) Regulations 2003, the following determinations be applied from 1st April 2012: (a) Second homes s 11A(3)

That the Council Tax discount for second homes (furnished dwellings not the sole or main residence of any individual) shall be 10%

(b) Empty dwellings s 11A(4)

That the Council Tax discount for empty dwellings (being unoccupied and substantially unfurnished) shall be as follows:

Details

%

Reduction Property either requires, is undergoing or has undergone within the last six months, major repair work to render it habitable, or is undergoing, or has undergone within the last six months, structural alteration, shall be exempt. Such dwellings are exempt up to 12 months.

100%

Property first becomes unoccupied following vacation of previous occupier. Such properties are exempt for up to six months.

100%

In all other cases not covered by statutory exemptions, no reduction will apply.

AAG111214 Agenda Item 12(a)

34

ACCOUNTS, AUDIT & GOVERNANCE COMMITTEE 14TH DECEMBER 2011

Present: Councillors: David Holmes (Chairman) Gordon Lindsay (Vice

Chairman) John Bailey, Roy Cornell, Leonard Crosbie, Jim Rae Apologies: Councillor: Jonathan Chowen Also present: Councillor Christian Mitchell AAG/25 MINUTES The minutes of the meeting held on 29th September 2011 were approved as

a correct record and signed by the Chairman. AAG/26 DECLARATIONS OF INTEREST There were no declarations of interest. AAG/27 ANNOUNCEMENTS The Chairman raised a number of outstanding issues from previous minutes:

The Head of Financial & Legal Services would produce and submit to the next meeting a forward programme of standing items for the coming year

The Head of Financial & Legal Services and the Chief Internal Auditor would consider any possible adjustments required to the Committee’s terms of reference and report thereon to the next meeting

The Head of Financial & Legal Services would arrange further training for members of the Committee on understanding the Council’s accounts and treasury management matters

AAG/28 ANNUAL AUDIT LETTER 2010/11 The Chairman of the Committee welcomed Helen Thompson, District Auditor

and Emma Bryant, Audit Manager to the meeting, to present the Audit Commission’s Annual Audit Letter for 2010/11.

The Annual Audit Letter summarised the District Auditor’s findings from the

2010/11 audit, which had been discussed at the last meeting of the Committee.

In particular, the Committee’s attention was drawn to the key messages in

the letter including:

Agenda Item 12(a) Accounts, Audit & Governance Committee

14th December 2011

35

AAG/28 Annual Audit Letter 2010/11 (cont.)

The District Auditor had issued an unqualified audit opinion on the Council’s financial statements on 29th September 2011.

2010/11 was the first year the financial statements had had to be produced under International Financial Reporting Standards, which had required a significant amount of additional time and effort. The District Auditor commended the Council on meeting this challenge and providing a draft set of accounts by the set deadline that, in the main, were compliant with the new requirements.

The District Auditor had also issued an unqualified value for money conclusion for the year ending 31st March 2011, indicating that the Council had proper arrangements in place for securing economy, efficiency and effectiveness.

It was noted that, whilst the unqualified audit opinion had been issued on

29th September 2011, the District Auditor had not yet been able to close the audit formally due to an objection made to the 2010/11 accounts but that she hoped to be in a position to do so by the end of February 2012.

It was agreed that updates would be given by the Director of Corporate

Resources at the next meeting of the Committee:

on the outstanding areas in respect of the National Fraud Initiative to confirm that the issues identified by the District Auditor in respect of

focusing on the accuracy of forecasting; reporting this to Members; and bringing action plans together to form a single monitor of progress were being addressed.

The District Auditor would provide further information on the Council's

nearest statistical neighbours and the meaning of running costs in relation to the Value for Money profile information, for circulation to members of the Committee.

A copy of the Annual Audit Letter would be deposited in the Members’

Room. RESOLVED That the content of the Annual Audit Letter 2010/11 be

noted. AAG/29 OBJECTION (LATER WITHDRAWN) TO THE 2008/09 ACCOUNTS A member of the public addressed the Committee in respect of this item. The Head of Financial & Legal Services reported that, in response to an


14th December 2011

36

AAG/29 Objection (later withdrawn) to the 2008/09 Accounts (cont.) objection to the 2008/9 accounts by a local elector (subsequently withdrawn)

relating to the future of the Town Hall, the District Auditor had written to the Council confirming that she was satisfied the Council had acted within the law in respect of the three specific issues raised by the objector.

However, the process for dealing with the Town Hall had been drawn out

and the District Auditor had asked the Council to consider whether it could have acted differently to avoid this and to implement any learning for future decisions. It was noted that the copy of the District Auditor’s letter circulated with the agenda, whilst dated 17th December 2010, was in all respects identical to the final letter which was dated 21st December 2010. Details of the Council’s response to the District Auditor’s letter were submitted.

As referred to in minute number AAG/29 above, the District Auditor indicated

that she was now dealing with a similar objection to the 2010/11 accounts. The Committee discussed a number of issues referred to in the letters,

including the use of the private treaty route for bids. In particular, Members considered that there was a lack of clarity regarding

the difference between and the remit of Working Groups and Advisory Groups and requested that changes be made to the Constitution to remedy this.

RESOLVED

That the Council’s response to the District Auditor be noted.

AAG/30 TREASURY MANAGEMENT STRATEGY 2012/13 The Head of Financial Services reminded Members that this Committee had

responsibility for the implementation and monitoring of the Council’s treasury management policy and practices. The Council had significant investments and borrowing and had to manage its cash flow in both the short and long term. It therefore required an overall strategy as well as sets of practices and procedures and the Treasury Management Strategy for 2012/13 was therefore submitted for approval.

The Chartered Institute of Public Finance and Accountancy had published a

revised version of its Code in November 2011, in light of the additional financial freedoms available to local authorities in the Localism Act 2011. It would therefore be necessary formally to adopt the Treasury Management in the Public Services: Code of Practice 2011 Edition and a new Treasury


14th December 2011

37

AAG/30 Treasury Management Strategy 2012/13 (cont.) Management Policy Statement, which had been amended in line with the

new Code of Practice. Details of the current and expected treasury portfolios were submitted

together with information in respect of:

the investment strategy Investment criteria and limits Non-specified investments The Planned investment strategy for 2012/13 Security benchmark: average credit rating Liquidity benchmark Yield benchmark Liquidity management Borrowing Strategy Policy on Use of Financial Derivatives

The CIPFA Treasury Management Code set a number of indicators the

Council had to set, as follows:

Interest rate exposures Maturity structure of borrowing Principal sums invested for periods longer than 364 days Gross and net debt Borrowing limits

The Department for Communities and Local Government Investment

Guidance required the Council to note the use of treasury management advisers, staff training arrangements and its policy on investment of money borrowed in advance of need each year as part of the investment strategy.

Members requested that, at the next meeting of the Committee, they be

provided with information in respect of the current qualifications of and training undertaken by the Council’s treasury management team.

It was also agreed that Members of the Committee should be provided with

training in respect of treasury management matters to enable them to better understand the information presented.

RECOMMENDED (i) That the 2011 version of the CIPFA Treasury

Management Code of Practice be adopted.


14th December 2011

38

AAG/30 Treasury Management Strategy 2012/13 (cont.) (ii) That the revised Treasury Management Policy

Statement be adopted. (iii) That the Treasury Management Strategy for

2012/13 be approved. (iv) That the Treasury Management Indicators for

2012/13 be approved. REASONS (i) The Council has previously adopted the

Chartered Institute of Public Finance and Accountancy’s Treasury Management in the Public Services: Code of Practice Fully Revised Second Edition 2009 (the CIPFA Code) which requires the Council to approve a treasury management strategy before the start of each financial year.

(ii) The Department for Communities and Local

Government (CLG) issued revised guidance on local authority investments in March 2010 that requires the Council to approve an investment strategy before the start of each financial year.

AAG/31 INTERNAL AUDIT – QUARTERLY UPDATE REPORT The Chief Internal Auditor submitted a report summarising the work of the

Internal Audit Section from September 2011. A summary of audit findings in respect of performance indicators, The

Capitol, purchase cards, the transparency agenda, transport & plant and staff loans (car loans, season ticket loans, Pavilions membership & Cycle to Work scheme) was submitted. Internal Audit had also been involved in a recent lengthy special investigation and a ‘lessons learnt’ report had been produced for the Chief Executive together with a comprehensive action plan which was being reviewed by the Corporate Management Team. The main outcomes of this process would be reported to the Committee at its next meeting.

It was noted that Internal Audit was continuing to support the joint

Information Security Project, pending the filling of the Information Security Manager’s post. The Chief Internal Auditor was also a member of the


14th December 2011

39

AAG/31 Internal Audit – Quarterly Update Report (cont.) Project Assurance Core Team, which oversaw key Council projects as

identified by Corporate Management Team. As previously reported, Internal Audit resources had been stretched during

the current financial year due to the incidence of special investigations and the long-term sick leave of a member of the audit team. Resources had been temporarily increased to ensure that all key financial systems were audited during 2011/12. Also, the audit plan had been revised and now included some additional areas for review which had been brought forward in response to areas of weakness identified, whilst the following audits would be deferred until 2012/13: Use of Consultants, Section 106 Agreements, Facilities Management and Reprographics.

The Chief Internal Auditor also reported on the current position regarding the

percentage of agreed action items implemented in respect of audits undertaken in 2010/11 and 2009/10.

The Committee was concerned to note that a number of planned audits were

being slipped and requested the Head of Financial & Legal Services to report to the next meeting on the adequacy of audit resources and how the risk was being evaluated. Members also requested that steps be taken to fill the vacant position of Information Security Manager as soon as possible, which would relieve some of the pressure on the audit team. It was considered that the results of the six most recent audits, resulting in two opinions of ‘substantial assurance’ and four of ‘moderate assurance’ demonstrated the continuing need for a strong internal audit team.

RESOLVED (i) That the summary of audit work undertaken since

September 2011 be noted. (ii) That the revised audit plan for 2011/12 be noted. REASON

(i) To comply with the requirements set out in the CIPFA Code of Practice for Internal Audit.

(ii) The Committee is responsible for reviewing the

effectiveness of the Council’s system of internal control.


14th December 2011

40

AAG/32 RISK MANAGEMENT – QUARTERLY UPDATE REPORT The Head of Financial & Legal Services reminded the Committee that it was

charged with responsibility for monitoring the effectiveness of the Council’s risk management arrangements.

It was noted that the corporate risk register had been fully reviewed by the

Corporate Management Team and it was recommended that one risk: CRR18 (Hop Oast and Hurston Lane depots not large enough to accommodate the waste refuse vehicles) should now be removed as all actions had now been completed. It was also noted that a new risk had been added (CRR27 – Failure to comply with Council policy & procedures and legislative requirements in respect of Health & Safety) pending a comprehensive review of the Council’s health & safety arrangements.

A meeting of senior officers had been arranged in early January 2012 to

undertake a comprehensive review of corporate risk management and the Risk Management Strategy.

Members expressed concern that some senior managers were overworked

and that this might, in itself, be a risk. Whilst the Head of Financial & Legal Services advised that this was a management issue, that it was a key role of managers to be aware of pinch points, and that the Chief Executive was aware of current areas of concern; the Chairman of the Committee indicated that he would raise this issue with the Chief Executive.

RESOLVED (i) That the updated Corporate Risk Register be

approved. (ii) That risk CRR18 be removed from the Corporate

Risk Register. (ii) That the progress made in respect of departmental

risk registers be noted.

REASON To ensure that the Council has adequate risk

management arrangements in place.

AAG/33 URGENT MATTERS There were no urgent matters to be considered. The meeting finished at 7.45pm having commenced at 5.30pm. CHAIRMAN

3 Census Joint Committee – 23rd March 2012

CenSus (Central Sussex Partnership)

Minutes of a meeting of the Census Joint Committee held on 16th December 2011 from 10.00 a.m. to 11.32 a.m.

Present: Adur District Council: Councillor Angus Dunn (AD)* Peter Latham (PL) – Chief Executive (Adur District Council and Worthing Borough Council) Kevin Masters (KM) - Adur District Council and Worthing Borough Council) Councillor Julie Searle (JS) Carol Stephenson (CS) – Adur and Worthing Partnership Programme Manager Councillor Steve Waight (SW)* Councillor Paul Yallop (PY)* Horsham District Council: Councillor Roger Arthur (RA) Tom Crowley – Horsham District Council Councillor Ray Dawe (RD)* Graham Crossingham (GC) – Horsham District Council Peter Dawes (PD) – Head of Corporate Services Mid Sussex District Council: Councillor Jonathan Ash-Edwards (JAE) Tom Clark (TC) – Solicitor to the Council Tim Delany (TD) – Head of Revenues and Benefits - CenSus Kathryn Hall (KH) – Mid Sussex District Council Councillor Gary Marsh (GM) Peter Stuart (PS) – Head of Finance, ICT and HR CenSus: Jeremy Beales (JB) – CenSus Programme Manager * Absent. 23. DECLARATIONS OF INTEREST

No Declarations of Interest were made. 24. MINUTES

The minutes of the meeting of the Joint Committee held on 23rd September 2011 were agreed and signed by the Chairman.

Agenda Item 12(b)

41


25. PROPOSED 2011-12 JC WORK PROGRAMME PL informed the Joint Committee that Councillor Paul Yallop and Councillor Steve

Waight had been formally appointed to represent Worthing Borough Council at future CenSus committee meetings. Unfortunately, both Councillors were unable to attend today’s meeting due to other Council business and he confirmed that he and Councillor Searle had full delegated authority from them to act in their place.

CS introduced the proposed Joint Committee Work Programme for the remainder of

2011-12. RESOLVED That the Joint Committee Work Programme for the remainder of 2011-12 be noted. 26. 2011/12 BUDGET MONITORING PS introduced the Budget Monitoring report for 2011/12. He reported that both

services are performing well, and that, overall, the financial picture is satisfactory. In response to a number of questions raised by JS, PS and TD explained the

reasons behind the overspend on Transport and Supplies and Services RESOLVED That the financial position of the services under the Joint Committee’s overview be

noted. 27. 2012/2013 DRAFT REVENUE BUDGET AND CAPITAL PROGRAMME PS introduced the Draft Revenue Budget and Capital Programme for 2012/2013. He

explained that the budget for Revenues and Benefits had been put together before the final structure of Census has been finalised.

A report would be brought back to the next meeting of this Joint Committee which

would reflect the new structure with the correct budget and cost centres. He added that there was a small decrease with regard to the ICT budget.

In response to a question from GM regarding salaries, TC confirmed that the

settlement figure was likely to be an increase of 1%. JAE welcomed the savings in Revenues and Benefits and said that it was important to aim for some savings from ICT. He also noted the contribution ICT would need to make to service improvement initiatives as part of broader savings.

In response to a question from JS regarding reduction in transport costs, PS

confirmed that he would expect less travelling around between sites based on fewer staff.

RESOLVED That the Revenue and Capital Budgets for both the Revenue and Benefits Service

and the ICT Service be approved.

Agenda Item 12(b)

42


28. UPDATE ON CENSUS REVENUES AND BENEFITS TD introduced the report. He reported that, overall, performance was holding up

well, although there was a noticeable downturn in the collection of non-domestic rates.

TD referred to Appendix 3, which outlined the reorganisation of the Revenues and

Benefits sections. He explained that a comprehensive consultation exercise has taken place, the selection process been gone through and all staff have been informed of their position. One Team Leader has been made redundant and 14 staff have been given voluntary redundancy and will leave the Council’s employ between now and the end of March. The Revenues Section will move to Horsham with Benefits section remaining at Mid Sussex. The establishment is expected to be in place by 31st March when Adur District Council offices will be vacated.

TD confirmed that telephony is being worked on and being tested.

Following on from their last meeting the Joint Committee received Appendix 4 which

gave an explanation of complaint recording and monitoring on a monthly basis. Additional activity mostly related to IT which included the Census website and the

problems being experienced with the new version of Academy. In response to a question from JS, TD explained that significant savings would be

made by the sale of the civic centre and explained the impact of appointed staff? RESOLVED That the performance and activities of the service be noted. 29. ICT SERVICE PERFORMANCE REPORT GC introduced the report which covered ICT performance for 2011/12 and took

Members through the work which has either been carried out or currently being undertaken.

GC explained that it is likely that a restructure will take place in conjunction with the

closure of Adur civic offices with work starting in April 2012. PD gave a detailed outline of ICT savings and explained where they are coming

from. JAE requested that a detailed report on these proposed savings be submitted to the Joint Committee for their consideration.

GM referred to standardisation of systems and asked what the long-term savings

would be if the same systems were used across Census. It was suggested that a visit to Horsham DC would be useful to enable new ways of working to be looked at. Members agreed that a visit would be useful with a structured formal presentation.

RESOLVED That the Census Joint Committee note:-

(1) the performance of the CenSus ICT service and the new reporting based on ICT Help Desk call types.;

Agenda Item 12(b)

43


(2) the current status of the Horsham Server room move project; (3) the current status of the SAN project; (4) the current status of the PC Desktop / remote device management

consultancy; (5) the current status of the Better Together ICT programme; and (6) await further details of the proposed visit to Horsham DC.

30. CURRENT LIMITATIONS ON REMOTE ACCESS SERVICES The Joint Committee received a report on limitations on remote access services.

This report was requested by members of the Joint Committee at their last meeting.

GC introduced the report, which explained the steps CenSus ICT currently take to reduce the number of ICT Help Desk incident calls and progress to further reduce the number of ICT Help Desk incident calls. RESOLVED (1) the Joint Committee note the ICT response to reducing the amount of user

incident calls to the ICT Help Desk; and (2) note the ICT work currently being actioned/planned to reduce the amount of

Census ICT incident calls. 31. REPORT ON THE CURRENT LIMITATIONS TO “BRING YOUR OWN

TECHNOLOGY” The Joint Committee received a report on current limitations relating to the use of

non-corporate portable personal device technologies that remotely connect to CenSus systems. PD took Members through the report and explained that an acceptable across-the-board solution was being sought.

JAE and GM explained the difficulties that Mid Sussex Councillors experience with

not being able to conveniently gain remote access and JAE asked that this matter be given further consideration with detailed reports coming before future meetings of this Joint Committee.

RESOLVED That:-

(1) the contents of the report and the cost and risk implications be noted; and (2) remote access to all CenSus Information Systems must meet minimum

security standards and is applicable to all CenSus Partners. 32. UPDATE REPORT ON CENSUS INFORMATION SECURITY PROJECT

Agenda Item 12(b)

44


JB took the Joint Committee through the summary of the position with regard to the Census Information Security Project. He informed Members’ of the progress which has been made.

He referred Members to Appendices 1, 2 and 3, the draft project process proposals

and took them through in detail. Any comments made by Members on these draft documents would be taken into account.

RESOLVED That the Joint Committee:-

(1) note the contents of the report;

(2) approve the drafts of the three project document at Appendices 1, to 3, but with two provisos:-

that individual Councils have not yet approved them so some final changes may be made in consultation with the other Council’s and

there are likely to be slight amendments to suit local circumstances.

(4) note the potential need for activity before the next JC meeting ‘sign-off’ further project outputs.

32. COMMUNICATIONS MESSAGES In response to question from JS, JB confirmed that all IT staff will have to complete

an on-line training module with an expected completion date of September 2012. CS referred to the last meeting when it was decided to delay the positive message of

being part of the CenSus partnership, KH reiterated that the position is still sensitive so should not be communicated widely.

RESOLVED

That the contents of the Communications Message at Appendix 4 to the report be approved.

33. NEXT MEETING The Joint Committee noted that the next meeting will be held at 10.00 a.m. on 23rd

March 2012 at Mid Sussex District Council offices.

Chairman.

Agenda Item 12(b)

45

LI120202 Agenda Item 12(c)

46

LICENSING COMMITTEE 2nd February 2012

Present: Councillors: Christian Mitchell (Chairman), Jim Sanson (Vice-Chairman), Peter Burgess, George Cockman, David Coldwell, Christine Costin, Helena Croft, Brian Donnelly, David Jenkins, Gordon Lindsay, Sue Rogers, David Skipp

Apologies: Councillors: Leonard Crosbie, Chris Mason, Josh Murphy

LI/15 MINUTES The minutes of the meeting held on 3rd November 2011 were approved as a

correct record and signed by the Chairman. LI/16 DECLARATIONS OF INTEREST There were no declarations of interest. LI/17 ANNOUNCEMENTS

There were no announcements. LI/18 HACKNEY CARRIAGE AND PRIVATE HIRE LICENCE FEES The Head of Planning & Environmental Services reminded the Committee that,

at its last meeting, on 3rd November 2011, it had agreed draft proposed fees for hackney carriage and private hire licences for the three financial years 2012/13 to 2014/15, for consultation purposes (Minute No. LI/12 (3.11.11) refers).

Drivers and operators were advised of the proposals following the meeting and

an advertisement was placed in the West Sussex County Times on 17th November 2011, with a closing date for comments of 14th December 2011.

No comments had been received and it was therefore that the proposed fees

should be confirmed, as submitted. RESOLVED

(i) That the fees for hackney carriage and private hire licences be approved, as submitted.

(ii) That the approved fees take effect on 1st April

2012, 2013 and 2014 respectively.

Agenda Item 12(c) Licensing Committee

2nd February 2012

47

LI/18 Hackney Carriage and Private Hire Licence Fees (cont.) REASONS (i) To ensure compliance with legislative

requirements. (ii) To ensure transparency and openness in

decision making.

The meeting ended at 5.40pm having started at 5.30pm CHAIRMAN

120116 Agenda Item 13

48

SCRUTINY & OVERVIEW COMMITTEE 16TH JANUARY 2012

Present: Councillors: David Sheldon (Chairman), John Chidlow, Philip

Circus, Leonard Crosbie, Andrew Dunlop, Jim Goddard, Brian O’Connell, Kate Rowbottom, David Skipp, Tricia Youtan

Apologies: Councillor: Brian Donnelly (Vice-Chairman) George Cockman,

Laurence Deakins, Josh Murphy, Jim Rae,

Also present: Councillors: Roger Arthur, Andrew Baldwin, Duncan England, David Holmes, Sue Rogers, Claire Vickers Officers in attendance: Natalie Brahma-Pearl, Director of Community Services;

Sue McMillan, Head of Financial & Legal Services; Helen Peacock, Environmental Co-Ordination Manager.

SO/66 MINUTES

The minutes of the meeting of the Committee held 7th November 2011 were approved as a correct record and signed by the Chairman.

SO/67 DECLARATIONS OF INTEREST

There were no declarations of interest. SO/68 ANNOUNCEMENTS FROM THE CHAIRMAN OF THE COMMITTEE OR

THE CHIEF EXECUTIVE There were no announcements. SO/69 MATTERS CALLED IN ACCORDANCE WITH RULE 14 There were no matters called in accordance with Rule 14. SO/70 REPORT FROM THE CHAIRMAN OF THE COMMITTEE ON THE USE BY

THE EXECUTIVE OR AN OFFICER OF RULE 15 (URGENT POWERS) OR RULE 16 (SPECIAL URGENCY POWERS) OF THE ACCESS TO INFORMATION PROCEDURE RULES

There were no matters called in accordance with Rule 15 or 16. SO/71 MATTERS IN ACCORDANCE WITH CRIME AND DISORDER UNDER THE

POLICE & JUSTICE ACT 2006

There were no matters in accordance with the crime and disorder under the Police & Justice Act 2006.

Agenda Item 13 Scrutiny and Overview Committee

16th January 2012

49

SO/72 ITEMS UNDER COUNCILLOR CALL FOR ACTION There were no items under Councillor Call for Action. SO/73 PRESENTATION ON THE BUDGET PROPOSALS 2012/13 BY THE HEAD OF FINANCIAL & LEGAL SERVICES

The Head of Financial & Legal Services presented the draft Budget for 2012/13. The presentation would provide Members with an overall look at the projections and the financial pressures that the Council was facing and how it planned to address them in the 2012/13 Budget. The Committee noted that the Council had saved £7million over the past five years. There had been no increase in net costs since 2005/6 and overall Horsham District Council was a low cost, low tax and low grant Council. The Head of Financial & Legal Services explained the cuts to the Government grant. Overall 28 percent would be cut from the Council’s grant for services which was a significant part of the financial pressure. The Committee noted that the Council was cutting expenditure faster than many other low cost authorities. At Horsham, the cost per resident was £96.00 and the Council needed to reduce its expenditure by £2.8million which equated to over £20.00 per head, in order to achieve a balanced Budget. If savings or additional income were not found, the deficit would deplete the Council’s reserves by £3.9million by 2015/16. There was a new grant payment to the Council and this was the New Homes Bonus. The current proposal was that this grant payment would be added to the reserves and therefore the Head of Financial & Legal Services had made this assumption in the projections. The Committee noted the changes to the Budget in 2011/12 to the 2012/13 Budget. There were a number of possible redundancies which Members were already aware of; these had been included in the October 2011 Budget discussions. However there was an additional redundancy which had not been listed, this was from the Street Scene team, and was a result of the merger of enforcement services. These proposals would be discussed by the Personnel Committee in February 2012. The Committee noted how the Medium Term Financial Strategy would be a huge challenge and would require some major change projects, such as the Customer Access Strategy which would ensure the maximum use if on-line service delivery which would be less expensive.


16th January 2012

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SO/73 Presentation on the Budget Proposals 2012/13 by the Head of Financial & Legal Services (cont.)

The Head of Financial & Legal Services concluded that there would be a hard change programme ahead.

SO/74 BUDGET REVIEW WORKING GROUP – TO RECEIVE THE WORKING

GROUP’S REPORT ON THE BUDGET 2012/13 AND NOTES OF THE MEETINGS HELD 17TH NOVEMBER, 13TH DECEMBER 2011 AND 9TH JANUARY 2012 The Chairman of the Budget Review Working Group presented the Group’s response to the Budget 2012/13 and Medium Term Financial Strategy (MTFS). The Budget Review Working Group had considered the position on behalf of the Scrutiny & Overview Committee and presented its report at the meeting. The Committee noted that as a result of timings, some information had not been available for the Group to consider on the MTFS. The report presented reflected the views, concerns and conclusions of the Working Group as a whole. The Group considered the Budget 2011/12 which was set to achieve its target, however there was some concern around the overruns on the budget for Operational Services, as detailed in the report. The car parking revenue was also continuing to come in under budget. The Group also looked ahead at the Budget for 2012/13 and the challenges the Council was facing to deliver on budget in a period of uncertainty. The Members of the Budget Review Working Group had also considered 2013/14 to 2015/16 and felt that the MTFS was a major concern for the Council. There were significant items of expenditure that had not been included in the projections to 2015/16, these were detailed in the Group’s report. The Group concluded that the Council was facing huge uncertainty across a range of financial factors. A new MTFS would need to be developed and delivered. Members felt that radical options were required to provide solutions to the financial challenges in the coming years. In addition to the report the Group also asked that the Committee support its proposal to be engaged in more detailed discussions on the Council’s budget in the next financial year, and to carry out more detailed examinations with the senior officers concerned. The Committee supported this proposal. The Chairman of the Committee opened the Budget up for discussion.


16th January 2012

51

SO/74 Budget Review Working Group – To receive the Working Group’s report on the Budget 2012/13 and notes of the meetings held 17th November, 13th December 2011 and 9th January 2012 (cont.) Members questioned the necessity of the Warnham Mill Pond reconstruction, which had not been included in the projections. The Director of Community Services explained that the Council was required to take action to comply with legislation. If the Council did not take action then the Environment Agency would carry out the works and recover the costs from the Council. The Council was trying to reduce the burden by securing as much funding as it could. The full report on the Warnham Mill Pond reconstruction would be presented to Cabinet for approval. Members questioned why the leisure centre improvements were not included in a repairs fund budget for the year and whether there was a planned maintenance programme in place. Members were informed that provisions had been made but these had not been sufficient. The Committee discussed the possibility of increasing Council Tax but Members were informed that a one percent rise would not generate significant extra income. A suggestion to increase planning application fees was also made but Members noted that these were determined by Government and although they may be increased for cost recovery they could not be increased for income. The Chairman of the Budget Review Working Group also presented the notes of the meetings held 17th November, 13th December 2011 and 9th January 2012.

RESOLVED

That the notes of the Budget Review Working Group meeting held 17th November, 13th December 2011 and 9th January 2012 be received

REASON All notes of Working Group meetings are to be received by

the Committee. SO/75 BUSINESS IMPROVEMENT WORKING GROUP – CHAIRMAN’S UPDATE

AND NOTES OF THE MEETING HELD 29TH NOVEMBER 2011 The Chairman of the Business Improvement Working Group presented the

notes of the meeting held 29th November 2011. The Working Group had identified some future areas of work for its work

programme.


16th January 2012

52

SO/75 Business Improvement Working Group – Chairman’s update and notes of the meeting held 29th November 2011 (cont.)

One area was budgeting as a business process. A new business process was

in place and once the new Director of Corporate Resources was in post, she would be invited to a meeting to review wider budgeting issues that had been highlighted in the Acorn Plus report.

A second future area of work was S106 and open spaces. The Group noted

that work was in progress and once the new Head of Leisure Service was appointed the Group would revisit this issue.

At the last meeting the Business Improvement Working Group had revisited

the Council’s use of consultants. The Group felt that the Cabinet response did not do justice to the recommendations made following the original review by the Working Group, and the Members agreed that it wanted to prepare its own paper on the principles and processes of managing the use of consultants. The Chairman was preparing a report for the next meeting of the Working Group, following approval it would be presented to the Committee and then referred to Cabinet again.

The Committee was encouraged by the extra work on the Council’s use of

consultants. The Group received an update report on Redesign and Members were keen

to have a role in the bigger change programme. There would be a further review in six months time.

RESOLVED

That the notes of the Business Improvement Working Group meeting held 29th November 2011 be received

REASON

All notes of Working Group meetings are to be received by the Committee.

SO/76 PERFORMANCE MANAGEMENT WORKING GROUP –CHAIRMAN’S

UPDATE There had been no further meetings of the Performance Management

Working Group. RESOLVED

That an update be given in respect of the Performance Management Working Group


16th January 2012

53

SO/76 Performance Management Working Group –Chairman’s update (cont.)

REASON All Working Group updates are to be received by the

Committee. SO/77 SOCIAL INCLUSION WORKING GROUP – CHAIRMAN’S UPDATE AND

NOTES OF THE MEETING HELD 5TH DECEMBER 2011

TO APPROVE THE DRAFT TERMS OF REFERENCE FOR THE REVIEW ON DISABILITY ACCESS TO THE COUNCIL’S SERVICES

The Committee received the notes of the Social Inclusion Working Group meeting held 5th December. The Committee also received the draft terms of reference for its next review on Disability Access to the Council’s Services, for approval.

RESOLVED

(i) That the terms of reference for the review by the Working Group on Disability Access to the Council’s Services be approved

(ii) That the notes of the Social Inclusion Working

Group meeting held 5th December 2011 be received

REASON All notes of Working Group meetings are to be received by

the Committee.

SO/78 PROGRESS ON CLIMATE CHANGE WORKING GROUP – TO RECEIVE THE FINAL REPORT

The Chairman of the Working Group presented the final report following the

review on the Council’s progress on Climate Change. The Group had reviewed the Council’s progress made against the Nottingham

Declaration and the Climate Change Strategy and concluded that it had progressed well.

The Group had categorised and highlighted what could be achieved in the

future and its priority due to financial constraints and officer time. The Group considered suggestions from Members i.e. working with

supermarkets to reduce the use of plastic bags and also the suggestion to change the name from ‘climate change’ to an alternative name linked more to energy saving.


16th January 2012

54

SO/78 Progress On Climate Change Working Group – To receive the final report (cont.)

The Group also suggested working jointly with West Sussex County Council

to produce strategies. As part of the review, the Group had also looked at other district councils. A number of actions were identified and categorised into high, medium and

low. Overall the Committee supported the change of the name from climate

change to help with public scepticism and changing the direction to objectives the community agree are important.

The public are interested in reducing their costs, which will inevitably reduce carbon emissions.

The Committee also discussed the pilot trade waste scheme and agreed that

the Cabinet Member should focus on trade waste and give it high priority. It was also suggested that this issue be pressed though the Local

Government Association (LGA) Therefore the Committee approved the report and thanked the Group for the

comprehensive review. It was agreed that two additions be made to the report, firstly under section

4.5 - Future actions and priorities, subsection - waste prevention, the following action be added:

“v) To review the impact of any trade waste pilot and make any necessary

recommendations” Secondly, an additional recommendation be made: “(vii) Propose that the Council use its position within the LGA to press for

greater Government action to reduce trade waste”. RECOMMENDED TO COUNCIL

(i) Note that progress has been made in relation to the commitments in the Nottingham Declaration and also with a significant number of projects in the existing Climate Change Action Plan and that carbon dioxide emissions have started to fall, both across the District and from the Councils estate

(ii) Consider whether to sign the revised Nottingham

Declaration; dependant on the resource implications of doing so


16th January 2012

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SO/78 Progress On Climate Change Working Group – To receive the final report (cont.)

(iii) Use its position within the LGA to press for greater

Government action to reduce trade waste

RECOMMENDED TO THE CABINET MEMBER FOR THE ENVIRONMENT

(i) Consider the actions in paragraph 4.5 as priorities

for future areas of work in relation to climate change (ii) Support the continued production of the annual

report which contains information on the changes in carbon emissions for both the District and the Council, and an update of key projects that contribute to these changes

(iii) Respond to the consultation on the Environment and

Climate Change Board Route Map and Action Plan and consider how this could inform the future direction of the Climate Change Strategy for tackling the causes and effects of climate change across the District

(iv) Consider whether to adopt the targets included in the

Environment and Climate Change Board Route Map and review the targets for its own estate

SO/79 ACORN PLUS WORKING GROUP - CHAIRMAN’S UPDATE AND NOTES

OF THE MEETINGS HELD 22ND NOVEMBER, 14TH DECEMBER 2011 AND 4TH JANUARY 2012

The Chairman of the Acorn Plus Working Group presented the notes of the

meetings held 22nd November, 14th December 2011 and 4th January 2012. The Group had concluded that all Members of the Executive should take

responsibility for individual budgets and schemes and they should present to Council on a quarterly basis on any budget variances.

The Group agreed that there was a definite link between the Cabinet

Members’ responsibilities and the Director’s terms of reference and that the operation of the schemes should be written into the Director’s terms of reference, therefore the Group had suggested a complimentary statement to that effect.

The Members had also looked at other local authorities as part of the review.


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SO/79 Acorn Plus Working Group - Chairman’s update and notes of the meetings held 22nd November, 14th December 2011 and 4th January 2012 (cont.)

Regarding the information requested on the Acorn Plus scheme itself, the

Group wanted confidence in figures. Members noted that overall the cost of the operation was going down.

The Group was confident in the operation of the new Acorn Plus scheme and

considered it to be excellent. It was anticipated that the final report of the Working Group would be

presented to the Scrutiny & Overview Committee at its next meeting. RESOLVED

That the notes of the Acorn Plus Working Group meetings held 22nd November,14th December 2011 and 4th January 2012 be received

REASON

All notes of Working Group meetings are to be received by the Committee

SO/80 TRAFFIC IN VILLAGES WORKING GROUP – CHAIRMAN’S UPDATE

There had been no further meetings of the Traffic in Villages Working Group. The next meeting would be held on Monday 30th January 2012 at 5.30pm.

RESOLVED

That an update be given in respect of the Traffic in Villages Working Group REASON

All Working Group updates are to be received by the Committee.

SO/81 ANTISOCIAL BEHAVIOUR WORKING GROUP – CHAIRMAN’S UPDATE AND NOTES OF THE MEETINGS HELD 6TH DECEMBER 2011

The Chairman of the Antisocial Behaviour Working Group presented the notes of the meeting held 6th December 2011. The Chairman added that to date 21 responses to the Antisocial Behaviour Questionnaire, which was sent out to parish and neighbourhood councils at


16th January 2012

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SO/81 Antisocial Behaviour Working Group – Chairman’s update and notes of the

meetings held 6th December 2011 (cont.) the beginning of the review, had been received. Which highlighted the importance of the fear of antisocial behaviour and its affect on communities. The Group had identified the importance of perception; safety and feeling safe was positioned very high on the parish plan priorities. The Chairman had visited the Antisocial Behaviour Unit at Horsham Police Station and was very impressed with the work conducted by the team. At the next meeting the Group would hear from the Director of Community Services addressing the issues of funding going forward, for the community safety team. The Cabinet Member for a Safer and Healthier District suggested that the Group question the Police and Crime Commissioner on the potential diversion away from the District to areas of higher crime levels. The Group was yet to drill down on the style of antisocial behaviour, but the Group had received some very good data. The Group and the Committee wanted to thank Chief Inspector Mark Trimmer for his work with the Council for the District.

RESOLVED

That the notes of the Antisocial Behaviour Working Group meetings held 6th December 2011 be received REASON All notes of Working Group meetings are to be received by the Committee

SO/82 TO RECEIVE ANY SUGGESTIONS FOR THE SCRUTINY & OVERVIEW

WORK PROGRAMME The Committee received a suggestion for the Scrutiny & Overview work

programme for the review of Southern Water’s metering programme. A draft set of terms of reference were circulated at the meeting. This item had

been raised by Councillor Rogers as Southern Water were beginning to change households over to metered water and whilst there would be a reduction in charges for some, many would see an increase.

100,000 customers across the Southern Water service area will need support

and there was concern that people wouldn’t understand why there was an increase in bills.


16th January 2012

58

SO/82 To receive any suggestions for the Scrutiny & Overview work programme The rationale and criteria should be challenged and some clarity provided. The Committee agreed that this was a valid area for review and that the

Social Inclusion Working Group would add this to its work programme. RESOLVED That the suggestion for the work programme be approved REASON

All work programme suggestions are to be received by the Committee

SO/83 REPLIES FROM CABINET/COUNCIL REGARDING SCRUTINY AND

OVERVIEW RECOMMENDATIONS (a) The Committee noted the response from Council accepting the

recommendations made in the report by the Social Inclusion Working Group on the Horsham District Community Partnership.

(b) The Cabinet Member for the Environment presented his response to the

suggestions arising from discussions at the Performance Management Working Group.

The Cabinet Member for the Environment also noted that costs had come

down over the past few years and the recycling percentage had increased. The Committee noted that the Council would not save costs if it reverted to

monthly collections of green waste. The Cabinet Members’ Clean and Tidy Advisory Group considers ways to

save costs and welcomed suggestions. Members were informed that introducing charges for green waste would be

against the Conservative Manifesto. The Committee noted that residents in the District had the opportunity to buy

extra bins in the summer months for green waste. Many people were not aware of this and suggested that it be better advertised.

The employment of agency staff would be increased or decreased depending

on the level of collection.


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SO/83 Replies from Cabinet/Council regarding Scrutiny and Overview recommendations (cont.)

Members felt it could be unpopular to drop to monthly collections. The Committee agreed that this would be left with the Cabinet Members’

Advisory Group. The meeting finished at 7.54pm having commenced at 5.30pm. CHAIRMAN

Report of the Progress on Climate Change Working Group January 2012

Scrutiny & Overview Committee Report of the Progress on Climate Change Working Group


Executive Summary The Working Group reviewed the progress made against the Nottingham Declaration and the Climate Change Strategy, how progress has been measured to date and finally to give recommendations on future effective actions and how this can be measured to help reach the targets for reducing carbon dioxide emissions. Evidence was provided to the Working Group on the changes that have taken place to the carbon dioxide emissions for the District as a whole, and for the Councils’ buildings and transport. This was set alongside a review of the progress that has been made against the statements in the Nottingham Declaration. The Group also received the reports that reviewed the progress made on the projects in the Climate Change Action Plan. Carbon emissions from the Councils buildings contribute the most to its “carbon footprint” (from the measures that are currently monitored). Therefore, a report was presented on the measures that are currently being taken, and will be taken, to improve energy efficiency in the operational building stock. Finally, evidence was presented on the work taking place at the County level; principally through the Environment and Climate Change Board. The work of the Board will undoubtedly influence future actions on climate change by the District Council. The Working Group divided into three sub-groups to review the progress that has been made in the current Climate Change Action Plan, to identify any gaps in the Plan and to make recommendations on what they considered to be effective actions for tackling climate change. The findings and recommendations from each of the sub-groups are included as appendices to the report. The Group concluded that generally good progress has been made; though there are areas where more action could be taken. The key issue moving forward is to ensure that a business case is presented for any projects that are proposed to reduce carbon emissions. It noted that carbon emissions for the District and the Councils buildings and transport are falling. It considered that the current work taking place across the Council which contributes to adapting to future changes to the climate (such as through emergency planning) should continue. In terms of measuring and monitoring, the Working Group considered that the existing approach of an annual report on carbon emissions and progress on the main projects contributing to the work on climate change should continue. It noted that there are some opportunities to improve monitoring, such as using the more comprehensive data produced by the County Council and investigating the possibility of gathering information on the carbon emissions produced through the Councils procurement processes.


Finally, the Group identified several actions that would make an effective contribution to addressing the causes and effects of climate change. These are ranked as high, medium and low priorities. The Scrutiny & Overview Committee made the following recommendations: That the Council:


(ii) Consider whether to sign the revised Nottingham Declaration;

dependant on the resource implications of doing so

(iii) Use its position within the LGA to press for greater Government action to reduce trade waste

That the Cabinet Member for the Environment:

(i) Consider the actions in paragraph 4.5 as priorities for future areas

of work in relation to climate change,

(ii) Support the continued production of the annual report which contains information on the changes in carbon emissions for both the District and the Council, and an update of key projects that contribute to these changes,

(iii) Respond to the consultation on the Environment and Climate

Change Board Route Map and Action Plan and consider how this could inform the future direction of the Climate Change Strategy for tackling the causes and effects of climate change across the District,

(iv) Consider whether to adopt the targets included in the Environment

and Climate Change Board Route Map and review the targets for its own estate


Main report Contents 1. Introduction 2. Summary of the Research Undertaken The Nottingham Declaration – content and progress

Horsham District Council Climate Change Strategy and Action Plan – content and progress

Energy Efficiency Measures and Projects for District Council buildings

Changes in carbon dioxide emissions for the District and Council buildings and transport

Action on Climate Change at the County level

3. Findings of the Working Group

Summary of the work of the Sub Groups 4. Overall Conclusions 5. Chairman’s Conclusions 6. Recommendations to the Scrutiny & Overview Committee 7. Appendices I) Progress against the Nottingham Declaration

II) Energy Efficiency Measures and Projects for District Council Buildings

III) Local Authority Climate Change Strategies - Points for discussion IV) Sub Group 1 Report – Review of the Buildings and Renewables Sections of the Climate Change Action Plan

V) Sub Group 2 Report – Review of the Transport, Procurement and Waste Prevention Sections of the Climate Change Action Plan

VI) Sub Group 3 Report – Review of the Natural Environment, Adaptation and Partnerships Sections for the Climate Change Action Plan


1. Introduction 1.1 The Working Group was established to assess the Councils progress

on Climate Change, in terms of the Horsham District Climate Change Strategy and Action Plan and its commitments made under the Nottingham Declaration (ND) in 2007.

1.2 Membership of the Group: Councillors: Duncan England (Chairman) John Chidlow, Helena Croft, Jim Goddard, Frances Haigh, Godfrey Newman, Kate Rowbottom, Jim Sanson

1.3 The Group commenced by agreeing its Terms of Reference which are

set out below:-

1. Look at the content of the Nottingham Declaration (ND) (see http://www.energysavingtrust.org.uk/nottingham/Nottingham-Declaration/The-Declaration/About-the-Declaration);

2. Review how the Councils commitments under the ND relate to the formulation of policy objectives for the Council and, where necessary, develop policy recommendations;

3. Review the Councils progress against the ND and its progress against the targets in the Climate Change Strategy;

4. Review the timetable, what progress has been made and how progress has been measured to date;

5. Make recommendations for the most effective actions and how future progress will be measured to help us reach our target.

2. Summary of the Research Undertaken 2.1 The Group received evidence and papers which outlined the content of

both the Nottingham Declaration and the Horsham District Climate Change Strategy and Action Plan. The progress against both of these documents was also reported. In order to set this into context data on the changes in the amount of carbon dioxide being emitted was also provided. This compared the changes at a national level with that across the Horsham District. Changes to emissions from the Councils transport and buildings were also presented to the Group.

2.2 The other main piece of work was an in-depth analysis of the projects

in the Action Plan to determine the amount of progress made over the last two years, for the projects that have made less progress to consider if these are significant issues and whether there are any significant “gaps” in the current Plan. The final area of research was the work taking place at the County level. This will undoubtedly influence the future direction of addressing climate change across the District.


The Nottingham Declaration – content and progress

2.3 The Nottingham Declaration is a statement that any Local Authority can sign which signifies that is it making a public declaration to tackling climate change. It was developed by Nottingham City Council in 2000 and it has now been signed by over 300 Councils and some other public sector organisations. Horsham District Council signed this in April 2007. The Declaration contains various commitments but its main thrust is that the Council will take action to reduce greenhouse gas emissions and also prepare for the effects of changes to the climate, both in terms of its own operations and by working with the local community. The Declaration does not include any specific targets.

2.4 The Working Group received a paper that outlined progress against

each of the statements made in the Declaration; see Appendix I. Overall progress has been made against all of the commitments. The Working Group noted that the Nottingham Declaration is being reviewed and an updated version will be produced by the Local Government Group.

Horsham District Council Climate Change Strategy and Action Plan – Content and Progress

2.5 The only specific commitment in the Declaration is to produce a Climate Change Action Plan within two years of signing the Declaration. The Council achieved this by approving a five year Strategy and Action Plan in April 2009.

2.6 The Strategy has a dedicated website www.actingtogether.co.uk which

contains advice and information on how residents, businesses and communities can reduce their carbon emissions. The thrust of the Strategy is that although the Council can take action with its own buildings and transport to reduce carbon emissions, the whole community will need to take action to achieve significant reductions in carbon emissions. Alongside this it is important for the Council and the local community to be prepared for the impacts of future changes to the climate.

2.7 As well as containing general advice, the Strategy contains an action

plan which includes short, medium and long terms actions that the Council will take to tackle climate change. These are set in the context of the aims and targets for the Strategy.

2.8 The aims of the Strategy are to:-

reduce greenhouse gas emissions from Council operations and services,

ensure that measures are taken to prepare the Councils assets and services for likely future changes to the climate,

raise awareness in the wider community about climate change,


work in partnership to reduce carbon emissions and prepare for

future changes to the climate across the District 2.9 The targets in the Strategy are to:-

reduce carbon emissions by 26% up to 2020 and 80% by 2050 (against a baseline set in 1990) across the District,

aspire to reduce the Councils carbon emissions by 42% by 2020, to assess the threats and opportunities of climate change on

Council operations and services and assemble evidence for the wider community by 2011,

undertake a comprehensive risk assessment by 2012.

One and two year review – progress on the Climate Change Action Plan

2.10 In June 2010 a one year review of the Climate Change Action Plan was carried out, followed by a second year review in September 2011. Both reports were presented to the Working Group to ascertain the progress that has been made. The main areas of progress from the first year review were as follows:-

Introduction of a new refuse fleet and associated mixed dry recycling scheme for households. Prior to implementation it was estimated that this could save up to 268 tonnes of carbon dioxide per annum from the new refuse vehicles,

driver training for refuse fleet operatives (the Energy Savings Trust estimates that “smarter driving” techniques can reduce fuel consumption up to 16%),

new tyres (which meet all legal standards) for Larger Goods Vehicles in the Council fleet which could reduce fuel consumption and carbon emissions by up to 36 tonnes,

migration of IT servers to a “virtual environment”; the consultants identified potential carbon savings of 592 tonnes across the three local authorities in the CENSUS partnership,

Pilots started for LED lighting in some of the Councils car parks and testing for introducing voltage optimisation into key Council buildings,

More effective use of the Building Management System in the Capitol which reduced electricity consumption by 20%,

Relocation of staff from Park House Lodge into the main Council offices, making more efficient use of the main Council buildings and giving a reduction in carbon emissions of 47 tonnes,

As part of the West Sussex Sustainable Business Partnership work with local businesses to reduce energy use, water consumption and the amount of waste produced. Estimated carbon savings for 2009/10 were 53.1 tonnes,

Work with the Greening Campaign to establish 5 new community groups across the District. This aims to encourage communities to come together to tackle climate change. During the first phase of this project each group gives an estimate of the


carbon savings made through taking simple “housekeeping” actions. They then move onto more detailed projects,

Heatseekers project which gives targeted advice to households on cavity wall and loft insulation. Commenced March 2010 and in the first year 305 measures were installed, saving an estimated 200 tonnes of carbon.

2.11 The second year review highlighted the following main areas of

progress:- Migrate servers and applications to a virtual environment; was

90% complete (up from 45% in 2009/10). The server room has since been relocated to County Hall North,

A number of projects to improve the energy efficiency of the existing housing stock has resulted in the following measures (this is only an approximate figure) being installed in 2010/11:-

- 579 cavities were insulated (saving 546 tonnes of carbon dioxide)

- 304 lofts were insulated - 105 homes benefitted from improvements to heating

systems, Introduce renewable technologies and sustainable construction

within new and existing buildings in the ownership of Horsham District Council. Three schemes were being progressed:-

- a new build 12,000 sq ft business unit at Oakhurst Park, Southwater incorporating features that will reduce its carbon emissions, such as a building fabric with high thermal efficiency and photovoltaics,

- a development of 30 residential units at Shipley Road in Southwater; most of which will be built to Level 4 of the Code for Sustainable Homes (CSH),

- a development in partnership with Saxon Weald at the former Bryce Lodge site in Horsham which is being developed to Level 4 and 5 of the CSH. Those being constructed to Code Level 4 have been designed to PassivHaus standards,

The introduction of the new refuse fleet and recycling scheme (Acorn Plus) has been completed and a subsequent round review of the side loader vehicles has reduced carbon emissions from the fleet. Acorn Plus has also resulted in an increase in household waste being reused, recycled and composted,

Four new electric vehicle charging points have been installed in the District; two in Horsham town and two in Storrington which will form part of a County wide network,

A new vehicle procurement policy for the Councils small fleet vehicles has been approved,

A Detailed Assessment for monitoring air quality in Storrington has been completed and part of the village has been declared an Air Quality Management Area. The Detailed Assessment for


Cowfold has now been completed and a consultation exercise has been carried out to determine whether to declare an Air Quality Management Area,

A trial in-house minimisation scheme has been undertaken with a view to extending this to all of the main Council offices,

A pilot recycling scheme for business waste has been agreed which will extend the existing limited trial that is already in place,

A research project is being carried out in the Horsham District by two universities; Durham and Heriot Watt. It is referred to as “Built Infrastructure for Older People in Changing Climate Conditions” (BIOPICCC). This will assist with adapting council services to future changes in the climate,

Five Greening Campaigns have been established and each has held a launch event, several have moved onto the next phase of the Campaign. Three more communities have expressed an interest in forming “Greening groups”.

Energy Efficiency Measures and Projects for District Council buildings

2.12 In addition to the projects listed in the progress reports a paper was also provided giving an update on energy efficiency measures and projects in Council buildings. This outlined the work that has taken place over the last three years as well as current and future projects. See Appendix II.

Changes in carbon dioxide emissions

2.13 As well as charting progress on specific projects in the Action Plan another broader measure of progress is to consider the changes to carbon dioxide emissions. The changes in emissions were set in context by first considering what is taking place at a national level.

National carbon dioxide emissions

2.14 These have been measured since 1990. The methodology used to collate this data is not the same as that used for the Local Authority area emissions and the data is split into different sectors. The data reported to the Scrutiny Working Group was released by the Department for Energy and Climate Change (DECC) on 1st February 2011.

2.15 This showed that for the whole of the UK:-

Between 1990 and 2005 there was a 6.8% reduction in emissions (from a baseline of 590 million tonnes of carbon dioxide)

Between 2005 and 2008 there was a 4.6% reduction in emissions

Between 2005 and 2009 there was a 13.8% reduction in emissions


Carbon dioxide emissions for the Horsham District

2.16 The data for each Local Authority area is produced by DECC. Emissions for every Local Authority area have been measured since 2005. A consistent methodology has now been agreed for collating this data which allows year-on-year comparisons to be made. The data is released in the autumn each year but with a two year time lag. Therefore, the data that was presented to the Working Group was for 2008. The emissions are reported in three sectors; Industrial and Commercial, Domestic and Transport.

2.17 In summary for the Horsham District;

The three sectors are responsible for emitting about the same amount of carbon dioxide (all in kilo tonnes of carbon dioxide)

The Industrial and Commercial sector emits 324kt, the Domestic sector emits 325kt and Transport emits 330kt (these are all for 2008)

Horsham District emits the second highest amount of carbon dioxide compared to all of the other Local Authority areas in West Sussex

It also has the second highest per capita emissions, with 7.6 tonnes per capita and Chichester District has the highest with 8.9 tonnes per capita

Since 2005 the emissions across the District have fallen by 6.8% Within this total Domestic emissions have not altered

significantly whilst Transport and the Industrial and Commercial sectors have reduced by approximately the same amount.

Comparison of the emissions at the national level and across the District

2.18 There was not any data available for 1990 at a local level so for the purposes of the Strategy a baseline figure for the District was calculated based on the figure for 2005. This was increased by 6.8% to reflect the changes that had taken place nationally. At that time this gave a total of 1049kt of carbon dioxide for 1990.

2.19 The targets in the Strategy reflected those that were in place nationally

in 2008 (it should be noted that these have subsequently been changed). Based on these assumptions, the carbon emissions for the Horsham District have fallen by approximately 13.2% (though this is very much an estimate). This compares to a reduction of 11.4% nationally (though it should be stressed that the data sets are collated differently).

Carbon dioxide emissions for Horsham District Council

2.10 The first set of data on the Councils carbon emissions was produced at the end of August 2009. This included carbon dioxide emissions from Council transport and operational buildings. The following table illustrates that between 2008/09 and 2009/10 emissions fell by 8%, with


emissions from transport reducing the most. Overall the energy use in the buildings makes the biggest contribution to the Councils total carbon emissions.

Horsham District Council carbon dioxide emissions

2008/09 Carbon dioxide emissions (tonnes)

2009/10 Carbon dioxide emissions (tonnes)

TOTAL 5,351 4,904

Buildings 4,282 (80%) 4,016 (82%)

Transport 1,069 (20%) 888 (18%)

Conversion factors: - Gas = 0.183222 (kg of CO2 per kWh) Electricity = 0.52114 (kg of CO2 per kWh)

2.11 The table below summarises the carbon emissions related to the Councils buildings (this includes operational buildings, car parks, town centre lighting, some toilets and leisure facilities). The table only gives information from some of the main Council buildings and those with the highest emissions.

Carbon dioxide emissions from some District Council buildings

2008/09 Carbon emissions (tonnes)

2009/10 Carbon emissions (tonnes)

Total

Electricity Gas Total Electricity Gas

All Buildings

4282 2938 1344 4016 2690 1326

Pavillions 1388 758 630 1294 701 593 The Capitol 495 306 189 352 223 129 Broadbridge Heath Leisure Centre

368 242 126 340 217 123

Park North 378 336 45 406 349 57 North Point 113 80 33 136 86 50

(Excludes non-operational buildings)

2.12 The following table sets out the carbon emissions relating to Council transport. Overall these emissions are falling. This is appears to be mostly as a result of a reduction in the carbon emissions from the refuse fleet which was one of the outcomes anticipated from the introduction of the Acorn Plus scheme. There has also been a reduction in the carbon emissions from the lease/grey fleet which are used for journeys made by staff and Councillors on Council business. (It should be noted that this data does not include staff commuting or


those using travel warrants. The latter is difficult to collate and only forms a small percentage of the Councils overall transport emissions). Carbon dioxide emissions from Horsham District Council transport

2008/09 2009/10

Distance travelled (miles)

Carbon dioxide

emissions (tonnes)

Distance travelled (miles)

Carbon dioxide

emissions (tonnes)

TOTAL

1,261,491 1,069 1,161,581 888

Lease/grey fleet

432,574

146 371,894

122

Refuse Fleet

419,674 655 323,577 501

Other fleet vehicles

409,243 267 466,110 266

(Excludes commuting and journeys using travel warrants)

Action on Climate Change at the County level 2.13 In order for the Working Group to make recommendations over which

actions may be the most effective in the future, the Group received a presentation on the work taking place at the County level. The main area of work is through the Environment and Climate Change Board (ECCB). The Board will be shaping strategic actions on climate change for the County and will, therefore, have implications for the approach taken by Horsham District Council.

2.14 The Board was established in September 2010 by West Sussex

County Council with representation from both the private and public sector, and voluntary organisations. The Board aims to bring together significant organisations from all sectors to ensure that shared environment, sustainability and climate change objectives and priorities are fully understood, effectively communicated and embedded in the development and delivery of proposals across the County.

2.15 It has four thematic groups which are working to ensure that the

objectives and priorities of the Board are met. These are:- low carbon and energy green economy and skills environmental quality sustainable transport and infrastructure

2.16 The thematic groups are considering what actions should be taken

across the County within these broad areas. The proposed actions have then been placed into high, medium and low priorities to form an


action plan for the County. The Working Group was informed that the consultation on the action plan was likely to take place in autumn 2011. The consultation did not commence in time to be considered by the Working Group. However, this is likely to have significant implications for future areas of work on climate change in the Horsham District.

2.17 The vision of the Board was to reduce carbon emissions by 40% in

West Sussex by 2025. Discussions were ongoing as to whether this should be increased to 50% inline with the Government target.

2.18 The other major piece of work feeding into the Board has been a carbon footprinting exercise. This calculated the carbon dioxide emissions from residents and businesses both for the whole County and also each of the Districts and Boroughs. The data included in this carbon footprint is more wide ranging than that produced by DECC.

2.19 Using this methodology the carbon footprint for West Sussex is 13.7

million tonnes of carbon dioxide per year which is equivalent to 17.3 tonnes of carbon dioxide per person.

3. Findings of the Working Group 3.1 Using the information presented to the Working Group as a backdrop

Members agreed to consider the content of the Climate Change Action Plan in more detail. In order to do this, three sub-groups were formed. Each sub group reviewed two or three subject areas in the Action Plan. The purpose of this work was to establish where the most progress has taken place, if there were areas where progress was limited whether this related to “significant” issues and also to carry out a “gap analysis” to ascertain if there are issues that are not addressed in the current Plan.

3.2 Alongside this work a paper was also produced which considered the

content of the other Local Authority Climate Change Strategies. This is included as Appendix III to this report. It highlighted some areas that have not been included in the Horsham District Strategy to again help inform future areas of work that might be effective.

Summary of the work of the Sub Groups

3.3 The full reports produced by the three groups are attached as appendices to the report (see Appendix IV to VI). The following provides a summary of the findings from each of the sub groups.

Group 1: Buildings and Renewals Summary

3.4 The Group reviewed the topics covered within the Buildings & Renewables section of the Climate Change Action Plan and a written response to these was provided by the Building Maintenance and Project Manager. A written report was submitted to the Working Group


giving an update on the previous and current projects in relation to energy efficiency measures for Council buildings (see Appendix II).

3.5 The Group felt that a number of significant areas were not mentioned in

the Climate Change Action Plan. The topics short listed for further investigation were:-

Energy Supply Contracts Monitoring Energy Usage Accurately Smart Metering

3.6 A number of questions were posed in relation to these areas. As a

result of these the Building Maintenance and Project Manager provided a written response. The following provides a summary of these:-

Energy supply contract:- the current energy contract for the Council was obtained

through the LASER contract, Automatic meter reading will be installed under the current

contract, through the main energy supplier, by September 2012.

Monitoring of energy use:- A standard conversion factor is used to convert energy use

to carbon dioxide emissions Monitoring of energy use takes place regularly with monthly data

available for some sites and although some bills are estimated at least one actual reading takes place each year

Monitoring takes place as bills are processed and a full audit takes place annually.

Smart metering:- Seven Council buildings have Building Management Systems

which are all fully operational and utilised These can accept additional remove data and could, therefore,

form the basis of a control centre for multiple remote building monitoring.

The sub-group considered that the overall there has been good or acceptable progress.

3.7 In conclusion the sub group considered that the lack of an approved Building, Energy and Carbon Management Policy and Strategy, along with financial constraints, is likely to mean future energy savings are on an ad hoc basis rather than progressive planned actions. There is a need for firm but achievable energy reduction targets to be set and approved by the Council.

3.8 The majority of Energy Supply Contracts are via LASER, the suppliers

are considered secure, the prices competitive and procurement follows government best practice and EU procurement rules. The next 4 year contract commences in October 2012.

3.9 The monthly remotely Monitoring of Energy use is currently only

available for sites with half-hourly electricity metering. Some other


meters have only one reading taken per year. This does not give sufficient data for accurate planning and it is suggested that internal audit should consider whether this is acceptable. However, Automatic Meter Reading for non-half-hourly electricity meters is due to commence by October 2012 as part of the service contract. This should provide quality data to allow more focused attention on inefficient locations.

3.10 Whether Automatic Meter Reading will be available for gas meters via

the supply contract are not known at present, but if not an alternative to consider is the monitoring of the meters by the Building Management Systems (BMS). Initially, for the main sites, followed by the remote sites if funding becomes available.

3.11 The Group was pleased to hear that all seven buildings with Building

Management Systems are fully operational. As the BMS are capable of accepting additional remote data, consideration should be given to adding remote building monitoring where it can be shown to offer savings.

3.12 The Display Energy Certificates (DEC’s) clearly show poor energy

performance for the Park North building compared to the other buildings with DEC’s. Remedial action is in progress and planned. The results will be awaited with interest and if these do not result in significant improvements then the reasons for the high energy use should be established and remedial action taken.

3.13 The Group proposed that the following should be given further

consideration:- Where energy saving actions is being taken, the financial

savings should be assessed and a percentage, say 50%, should be ring-fenced for further energy saving schemes,

The installation of ground source heat pumps in new commercial properties should be considered subject to the business case

The introduction of energy saving stewards for each building or location to encourage energy saving and report on situations causing unnecessary energy use.

Group 2: Transport, Waste and Procurement Summary

3.14 Each of the subjects covered by this sub-group was considered separately in terms of progress and also concluding remarks and potential areas for future work.

Transport

3.15 Only one of the 7 short term actions (i.e. 1-2 years) for “Transport” have not been progressed. With the 2-5 year actions four of the seven actions have not been progressed and some of these are not likely to go forward due to budget constraints.


3.16 Concluding remarks in terms of transport were as follows:-

The Intranet notice board for car sharers should be monitored and followed up with incentives for regular car sharing,

The Acorn Plus scheme is a major success story and should be robustly held up as an example of what the Council can achieve with strong leadership, commitment and team work,

It is a great pity that the trial of hybrid vehicles is still on hold; this scheme should be revisited, even if that is only as a paper exercise of a business case and costing for trialling of hybrid cars,

The concept of using remould tyres was difficult to understand at first sight, but the carbon dioxide emission savings looked very positive as long as driving safety is not compromised. This policy should be closely monitored to ensure there are no road safety issues arising from the remould tyres (it should be noted that the Transport Manager has confirmed that the tyres meet all legal standards),

The Council is to be congratulated on installing four Electric Vehicle charging points. These should be monitored and more installed if the first 4 are well used,

The delay to implementing driver training for high mileage staff looks like a missed opportunity. It is recommended that the business case for funding the ‘Smarter Driver Training’ programme be reconsidered with a view to implementing in stages, for instance beginning with the drivers with the highest 10% annual mileage, monitoring fuel savings and rolling out the training progressively to the next highest 10% and so on as justified by fuel economy data,

The rail users cycle storage improvement project should be monitored and followed up to seek new ways to motivate and encourage increased use by rail users and possibly increase rail transport use by improving the convenience of rail travel.

Procurement 3.17 Of the five short term actions only one has been fully completed but

there has been some progress on two of the other actions. There is only one action in the 2-5 year period and this has now been removed from the Action Plan due to resource constraints.

3.18 The conclusions and potential areas for future work in terms of procurement were as follows:-

The Business Case and project management approach and the environmental assessment trial should be monitored and a progress report provided by July 2012.

Carbon footprint monitoring of a Council procurement activity should begin trialling as soon as possible; at the latest during 2012.


A draft Building, Energy and Carbon Management Policy and

Strategy document was produced mid 2010 and still awaits approval and implementation. Apparently the reason it is not yet released is because of resource priority issues. If this is the case then the resource issue(s) need(s) to be resolved and the policy finalised and implemented.

It seems like a lost opportunity to cancel the trialling of the New Economic Activity Foundation method to assess the impact of Council procurement activity on the local economy. If possible, it is recommended that this project be reconsidered in the 2013 budget.

Waste Prevention

3.19 Of the three short term actions two have been completed and the third has been deleted from the action plan as the proposed recycling service was not used sufficiently by members of the public. The two longer term actions are both progressing and one has already been completed.

3.20 The conclusions and potential areas for future work in terms of waste prevention were as follows:-

The Acorn Plus scheme is a major success story and should be robustly held up as an example of what the Council can achieve with strong leadership, commitment and team work.

It is recommended that the outcome of the Cabinet report on the pilot trade waste scheme to collect waste separated into 3 classes – glass, paper and cardboard, dry waste – should be provided to Council as soon as possible.

No report was located on the investigation into the effect of the in-house waste minimisation scheme. It is recommended that a target date is set for production of this report.

The Council work with WSCC on the construction of the new County waste treatment plant shows excellent progress and both Councils are to be congratulated on this project. It is recommended that HDC continue to closely monitor this project and report on progress update by July2012.

Group 3: Natural Environment, Adaption and Partnership Working Summary

3.21 The group reviewed the action plan and concurred that most of the actions for the first 2 year period of the Plan have been undertaken. It also identified other Partnerships and positive areas of work that are taking place that contribute to tackling climate change. Examples included the emphasis on local food and produce through the Food and Drink Festival and breakfast seminars for small and medium sized businesses on resource efficiency.


3.22 The Group also identified some negatives where not as much progress

is being made. These were:- The negative response at the Horsham District Community

Partnership Annual Conference in 2010 where climate change was not in the top 10 priorities identified by those present,

A lack of solar systems on Council buildings Lack of electric vehicles in the Council fleet, Council budget constraints to implement new initiatives, The recession and the impact on business making investing in

low energy initiatives more difficult. 3.23 The Group suggested the following as potential areas for future

actions: Extend the Greening Campaign, Research food packaging and encourage this to be reduced, Work with supermarkets to reduce the use of plastic bags, Commence the scheme for recycling trade waste, Keep traffic moving in towns to give less congestion and

improvements in air quality, Reduce the negatives associated with climate change and

reduction of carbon emissions by making the actions required more attractive to residents.

4. Overall Conclusions

Progress against the Nottingham Declaration and the Climate Change Action Plan

4.1 The review has illustrated that there has been progress against both

the Nottingham Declaration and the Climate Change Action Plan. In terms of the latter there are still a number of outstanding projects some of which will no longer be progressed or where progress has been slow because of budget or resource implications. The Action Plan was drawn up prior to the emergence of the current economic downturn and the financial difficulties that this places on the Council.

4.2 There is, therefore, a need to reconsider the approach that is taken in

relation to climate change within the budget constraints that the Council faces. However, some of the issues, such as reducing energy consumption, can bring financial savings as well as a reduction in carbon emissions. The budget constraints and the fact that most of the short term actions have been completed means that this could be an opportune time to reconsider future actions relating to climate change.

4.3 Between 2005 and 2008 there was a 6.8% reduction in carbon

emissions across the Horsham District. The formation of the Environment and Climate Change Board provides the opportunity for a co-ordinated approach to tackling climate change across the County


which could have a positive impact on continuing to reduce emissions across the District.

4.4 In terms of the Council estate, monitoring of carbon emissions from the

Councils operational buildings and direct and “grey fleet” has taken place since 2008. Emissions have fallen by 8% between 2008/09 and 2009/10, with emissions from transport reducing the most. Overall the energy use in the buildings makes the biggest contribution to the Councils total carbon emissions. This should be an area of focus for future actions.

Future actions and priorities

4.5 As a result of the research carried out by the Working Group the following are the key areas which are considered to be the most effective actions to take forward in the future. These are grouped in themes and ranked as high, medium and low priorities.

Theme Priority Overall Strategy

a) All projects should be cost efficient and there should be a business case which takes account of all cost and resource implications

High

b) There should be a vision for addressing climate change with the Council leading by example and ensuring that any successes are used as show cases for what can be achieved.

Medium

Communication

c) Move away from referring to “Global Warming” and use another form of wording which would incorporate other issues including resource efficiency and the savings that can be made from energy efficiency

High

d) Encourage more communities and young people (especially through schools) to become involved with this issue; alongside this the Greening Campaign should be reinvigorated in the District. Consideration should be given to the most appropriate forms of communication to use that would encourage more people to be involved.

Medium

Adapting to climate change

e) The work that is currently taking place that is relevant to adapting to climate change, such as Emergency Planning and the work that will flow from the Building and Infrastructure for Older People in Changing Climate Conditions study, should continue.

Medium

Energy

f) The resource issue should be addressed to ensure that the Building, Energy and Carbon Management Policy and Strategy document can be implemented

High

g) Savings made from the installation of energy saving measures should be ring fenced for further energy saving schemes – to provide an on-going energy saving budget without affecting capital or revenue budgets

High


h) Smart metering should be used in all District Council buildings High i) Make energy use/consumption more visible to Members, Officers and the local community. The main suggestion here is to install a display in the entrance to Park North with “live energy readings”

Medium

j) Consider the installation of ground source heat pumps in new commercial Council properties subject to a viable business case

Medium

k) A higher priority should be given to the use of renewable energy in Council buildings but this should be considered after improvements to energy efficiency

Low

l) Consider introducing energy saving stewards for each building or location to encourage energy saving and report on situations causing unnecessary energy use

Low

Transport

m) Smarter driver training for Council staff that use their vehicles extensively on Council business (with some staff receiving training so that they can “train” other members of staff)

High

n) Revisit the trial of hybrid vehicles in Council fleet and make a decision on whether this should be progressed

Medium

o) Encourage the provision of secure cycle storage at railway stations.

Medium

p) Consider purchasing electric vehicles for the District Council fleet Low Procurement

q) The procurement activities of the Council can make a significant contribution to its overall carbon emissions, in light of this, the following should be considered:-

(i) investigate the costs of employing a consultant to determine the carbon emissions generated from the Councils procurement activities,

(ii) if budget is available use a consultant to assess the carbon emissions generated from Council procurement activities to gain a more complete picture of the Councils total emissions and to indicate which procurement activities would give the biggest carbon savings,

(iii) As part of procurement contracts request that manufacturers/suppliers provide carbon data associated with the products/services that are procured and monitor this data,

(iv) Consider carrying out the carbon footprint exercise for a procurement process, as stated in the current Action Plan,

(v) Assess the impact of the Councils procurement activity on the local economy; as stated in the current Action Plan.

High

Water

r) Use water more efficiently through the installation of water meters and the use of “brown water”. Specific suggestions are to ensure that there are planning policies to ensure that new developments to this approach and for consideration to be given for rainwater harvesting on Council buildings and in new developments.

Low

Pollution

s) Poor air quality in towns and villages needs to be addressed and this also has the benefit of reducing carbon emissions

Very High


Waste Prevention

t) The Council should support campaigns which encourage retailers to reduce the amount of packaging and plastic bags that they use.

Low

u) The aim of zero waste in the Council offices should be pursued with consideration given to moving to a “paperless” office system

Low

v) To review the impact of any trade waste pilot and make any appropriate recommendations

Medium

Measurement of future progress 4.6 The targets in the current Strategy may need to be revisited. The

Environment and Climate Change Board is due to consult on a new target for the County. The District Council will need to consider whether to adopt the new target.

4.7 In terms of monitoring the changes in carbon emissions for the District,

again work at the County Council could assist with this. The County has used a consultant to analyse the carbon emissions for the County, including each of the District and Borough’s, in greater depth than that carried out by DECC. This exercise is likely to be carried out again in 2 to 3 years time to ascertain if progress is being made against the targets in the Environment and Climate Change Board Action Plan. This work will also be useful in measuring progress across the Horsham District.

4.8 Progress has been made on monitoring the carbon emissions from the

Councils buildings and transport. This should continue to be reported annually with an update on the projects that are contributing to the changes in emissions. The Working Group suggested that documents relating to the Climate Change Strategy should have specified review dates. It was also noted that no information is available on the carbon emissions from the Councils procurement processes and that this could be a significant contribution to the total emissions. A methodology for producing this information could be explored.

4.9 Again the target in the Strategy for the Council estate needs to be

revisited as there have been changes in Central Government that effect this and the current budget constraints are also likely to have an impact on the work required to meet any carbon reduction target.

5. Chairman’s Conclusions 5.1 My Group and I have found climate change very interesting and a

mammoth issue. We had the scope of reviewing the Councils commitments under the Nottingham Declaration and reviewing the Councils progress. The group have found it frustrating that some of the issues on monitoring have been changed or are out of date or two years behind, this is no reflection on Horsham District Council but on outside agencies or the Government.


5.2 I must say that in comparison to the rest of the world we are only a

drop in the ocean compared to China, India and the USA in the climate change field. I would like the climate change name to be changed to “better use of fuels”, “save for the future”, or some other heading to relate more to what we are trying to get over and achieve in the saving of fuels and the use of renewable energy.

5.3 Climate Change is not a new issue and can be found in issues of the

Washington Post circa 1922 in which they point out that the icebergs are growing scarcer and the Arctic ocean is warming up, to name just a few of the issues. The name change would also go a long way to draw in the sceptics who some could agree have a point about the science of global warming.

5.4 Education and cost are the greatest issue and changing people’s

attitudes when a new idea is implemented, as has happened with Horsham District Councils Acorn refuse collection and recycling. Not only is this a first in the UK, it is also working well in collecting 57% of refuse for recycling and saving on landfill.

5.5 The major issue for Horsham is the cost which raises a number of

questions. Are we to continue with the national scheme that provides an income from solar panels and what other subsidies will be forthcoming? Can we have a continued subsidised cavity wall and loft insulation scheme and can, or will, this be extended to other issues such as water harvesting? Will the cost of electric vehicles be reduced through more subsidies? These issues are outside what we as a group have looked at but must be relevant to the Horsham District and air quality. The other forgotten cost issue is officer time in research and implementing new schemes that will have to be included in future budgets.

5.6 The cost issue I believe is the most important factor in how HDC

continues to improve savings that can be made in the future. 5.7 I would like to thank my group members for all their work on this report

and the expertise they have shown in researching subjects and putting forward ideas to go into this report.

5.8 I must lastly thank, Helen Peacock and Daniela Miedzianowska, Louise

Skipton-Carter, Tony Appleby, Ernie Robinson, Andy Flack, Sharon Taylor, Mark Neil, Elaine Boud and Siobhan Walker (from West Sussex County Council) for their help and assistance to the Working Group in producing this report.


6. Recommendations to Council & Cabinet Member for the Environment That the Council:


(ii) Consider whether to sign the revised Nottingham Declaration;

dependant on the resource implications of doing so

(iii) Use its position within the LGA to press for greater Government action to reduce trade waste

That the Cabinet Member for the Environment:

(i) Consider the actions in paragraph 4.5 as priorities for future areas

of work in relation to climate change,

(ii) Support the continued production of the annual report which contains information on the changes in carbon emissions for both the District and the Council, and an update of key projects that contribute to these changes,

(iii) Respond to the consultation on the Environment and Climate

Change Board Route Map and Action Plan and consider how this could inform the future direction of the Climate Change Strategy for tackling the causes and effects of climate change across the District,

(iv) Consider whether to adopt the targets included in the Environment

and Climate Change Board Route Map and review the targets for its own estate

Councillor Duncan England Chairman of the Progress on Climate Change Working Group January 2012

Appendix I

The Nottingham Declaration on Climate Change

1. Background 1.1 The terms of reference for the Working Group makes reference to progress in

relation to the Nottingham Declaration, as well as the Climate Change Strategy. This paper, therefore, outlines the progress made in relation to the commitments in the Nottingham Declaration.

2. Details of the Nottingham Declaration 2.1 The Nottingham Declaration is a statement on climate change which was

developed after a conference at Nottingham City Council in relation to climate change. It is aimed a Local Authorities and was a way for these organisations to acknowledge that climate change is an important issue that brings threats and opportunities. To date over 300 Councils have signed the Declaration. However, it is due to be revised shortly due to a Memorandum of Understanding between the Department of Environment and Climate Change and the Local Government Group which was agreed in March 2011. One outcome of this was recognition of the important role that Councils have in addressing climate and a need for a new Declaration which is likely to contain targets and indicators.

2.2 Horsham District Council signed the Declaration in April 2007. The main focus

of the Declaration is seven commitments. These are set out in the following table, together with comments on the progress taken by the Council on each point. More detail in relation to some of the issues can be found through the annual review of the Climate Action Plan.

3 Progress against the commitments in the Declaration

Commitment

Progress Comment

1/ Work with Central Government to contribute, at a local level to the delivery of the UK Climate Change Programme, the Kyoto Protocol and the target for carbon dioxide reduction by 2010

This reflects the need for action at a local level to contribute to the nationally agreed targets. The UK is likely to meet its targets under the Kyoto Protocol of a 12.5% reduction in the emission of 6 greenhouse gases (between 1990 and 2012). Carbon emissions in the District fell 6.8% between 2005 and 2008 (the earliest available data and the most recent data available). For the same period nationally carbon emissions have reduced by 4%. It should be noted that although there was a large fall in 2009

The situation at a national level has changed since the Declaration was developed. The Kyoto Protocol is an international agreement to reduce 6 greenhouse gas emissions. There is no international agreement in place at present to set a new target. In the UK the Climate Change Act 2008 set a target to reduce carbon dioxide emissions by 80% by 2050 (with a baseline of 1990). Carbon budgets (each covering 4 years) will be agreed to provide a road map to reach this longer term target. So far 4 carbon budgets have been agreed; giving a target of a 50%

Appendix I

(primarily due to the recession) carbon emissions have started to increase again (by 3.1% in 2010).

reduction by 2027. It should be noted that the Committee for Climate Change (established after the Act) produces advice to Government on the target for each budget period and on the actions that could be taken to adhere to each budget period. This replaces the UK Climate Change Programme. The other development is a target agreed by the West Sussex Environment and Climate Change Board to reduce emissions by 40% by 2025 with a baseline of 2005.

2/ Participate in local and regional networks for support

The Council is a member of Climate South East (at no cost) which provides information on climate change at a regional level and also gives sharing and networking opportunities relating to climate change. Within West Sussex there are local groups that provide officers with the opportunity to exchange information and joint working e.g. the West Sussex Climate Change Action Group and the Carbon Action Network.

3/ Within the next two years develop plans with our partners and local communities to progressively address the causes and the impacts of climate change, according to our local priorities, securing maximum benefit for our communities

A Strategy and Action Plan was approved in April 2009. This included targets and objectives for both reducing carbon emissions and adapting to future climate conditions. Work with the local community has taken place via the Horsham District Community Partnership which held a conference with an emphasis on climate change and has identified climate change as one of its priorities. New community groups have been established in partnership with the Greening Campaign. Also see under point 6.

Appendix I

4/ Publicly declare, within appropriate plans and strategies, the commitment to achieve a significant reduction in greenhouse gas emissions from our local authority operations, especially energy sourcing and use, travel and transport, waste production and disposal and the purchasing of goods and services

The main vehicle for this is the Climate Change Strategy and Action Plan. It contains a number of objectives and an “aspirational” target for reducing carbon emissions from the Councils own operations. The associated Action Plan covers the issues listed in the Declaration. Other Plans and Strategies also make reference to climate change and contain policies to address the issue. For example, policies in the Core Strategy and General Development Control Policies document of the Horsham District Local Development Framework.

5/ Assess the risk associated with climate change and the implications for our services and our communities of climate change impacts and adapt accordingly

Some work has progressed in this area. In the wider community: - a Local Climate Impact Profile has been carried out which identified extreme weather events that have occurred in the District over the last 10 years. This gives an indication of the impact such events have had on the District and, therefore, the potential impact of changing climate conditions. - Emergency Planning. The Council has various duties in relation to emergency planning. The plans that are put in place often relate to preparing for the impact of severe weather events. Some Emergency Parish Plans are already in place. - Built Infrastructure for Older People in Changing Climate Conditions (BIOPICCC) is a project being carried out by two universities. This will provide information on the impact of extreme weather events on the infrastructure across the District with an emphasis on health and social care for people over 60. Within HDC Risk assessment process – climate change is identified as a risk in the corporate risk register. Some

Adapting to future climate conditions generally receives less of a focus than reducing carbon emissions. The potential impact of extreme weather events on Council services could be considered in the Councils Business Continuity plans and there is scope for the impacts of extreme weather events to be built more consistently into the risk assessment process. Several Council services and functions should benefit from the outcomes of the BIOPICCC project to build climate resilience into policies and services. Emergency Planning and the work that is undertaken with Parish Councils should particularly benefit from this project.

Appendix I

Departments have identified weather related risks.

6/ Encourage all sectors in our local community to take the opportunity to adapt to the impacts of climate change, to reduce their own greenhouse gas emissions and to make public their commitment to action

One of the key aspects of the Strategy is encouraging all sections of the community to tackle climate change – hence the title “Acting Together on Climate Change”. It includes advice for households, businesses and communities on actions that they can take. A series of events and ongoing publicity takes place relating to climate change. Five environmental community groups have been established in partnership with the Greening Campaign. Most are now in “phase 2” of the Campaign where they are involved in more in-depth projects. Horsham District Community Partnership has identified climate change as a priority area for action. The Partnership has match funded the formation of two new community groups. Involved with the West Sussex Sustainable Business Partnership which provides advice and support for businesses on issues such as resource efficiency that directly impacts on climate change.

7/ Monitor the progress of our plans against the actions needed and publish the results

An annual report is produced to feedback on the progress being made on the actions in the Strategy. Data is being collated for carbon emissions from the Councils transport and energy use in its buildings. Later in the year 2 years worth of data will be available enabling some trends to be identified.

Capturing information on the impact of actions on reducing carbon emissions is not straightforward on all projects e.g. publicity campaigns. In some instances, such as installing more energy efficient equipment the potential benefits can be more easily predicted and the outcomes can be directly measured. It is difficult to have a numerical measurement in relation to actions that enable the Council and the wider community to become more climate resilient.

Author: - Helen Peacock, Environmental Co-ordination Manager x 5513

Appendix II

Energy Efficiency Measures and Projects – Update September 2011 Tony Appleby – Building Maintenance and Projects Manager 1. Introduction

This update report relating to Horsham District Council property, supplements the Climate Change Action Plan two year review.

2. Actions and Improvements since 2008/09

The focus of attention since 2008 has been the drafting of a corporate policy – “Corporate Building Energy, Carbon Emission and Water Management Policy and Strategy”, although has yet to be formally adopted, has been used as the

basis for moving forward. Considerable work has been undertaken to audit the electricity and gas

accounts and usage, which has resulted in substantial savings to the authority through collection of electricity, re-charges to tenants and third parties.

The table below shows the expenditure over the last three years.

* We are now recovering around £75,000 pa for electricity, gas and CCL from our tenants and other third parties in accordance with leases and agreements Detailed figures for energy consumption are recorded and utilised for billing and performance indicator purposes which provides the basis for considering future areas for energy reduction improvements. This data is also used for performance monitoring purposes and to enable more accurate estimating of future energy budgets. The procurement of energy has been considered and the Council is continuing to purchase through the LASER consortium offering the Council best value and certainty over price; further details can be seen in the recent report, ‘Renewal of Framework Contract for Purchase of Electricity and Gas, March 2011. The following work has been undertaken over the last three years:

Park North Biomass boiler replacement feasibility

It was found that plant could not be accommodated within the available space in the basement. This project will not be taken forward and a high efficiency gas boiler will be installed in 2012.

2008/09 2009/10 2010/11 Budget 2011/12*

Electricity £326,226 £334,616 £319,870 £261,970 Gas £70,753 £60,813 £61,490 £44,700 CCL £12,581 £8,849 £2,790 £2,380 Total £409,560 £404,278 £384,150 309,050

Appendix II

Car Parks and Offices Voltage reduction and stabilisation equipment

Initial research into the systems and potential savings together with consultation with other LA’s who have installed such equipment have been undertaken. The use of this technology will now be considered in future energy reduction projects

Warnham Nature Reserve Micro-hydroelectric generation

A feasibility study was undertaken to consider a small scale installation, however this was quickly ascertained as not being cost effective.

Piries Place and Swan Walk Car Parks Lighting improvements

On site studies of various types of lighting have been undertaken. A business case for an improvement project utilising new lighting together with zone controls and voltage reduction equipment will now be prepared for consideration.

Offices and the Capitol Building Management System (BMS)

The BMS has been more effectively utilised to control plant providing heating and ventilation and thus improving efficiency and energy consumption of the systems.

Various General improvements

General energy reduction improvements have been made during planned maintenance and as part of the small budget allocation for this work. Examples can be seen such as the automatic lighting in the offices basement car parks and timed operation of the basement car park security shutter.

3. Current and future proposals The following items are currently being or are proposed to be undertaken.

Corporate buildings and land Water consumption and use audit

Undertake an audit of all water consumed by the authority and its tenants, to ensure correct billing criteria and re-charges are being made.

Corporate water use reduction programme

Following on from the audit opportunities to reduce water consumption and increase rainwater harvesting will be considered.

Appendix II

Energy Benchmarking and Performance Indicators

Currently emerging government guidance upon energy benchmarking and targets for carbon emission reduction will be reviewed and updated figures will be published accordingly.

Leisure Management Contract Work is in progress upon preparing the new contract tender document within which it is proposed to include conditions relating to energy reduction and improvements, together with consideration of energy procurement arrangements subject to the CRC.

Park North Data Centre Relocation 2011

The council’s main computer equipment is being relocated to County Hall North, which will reduce electricity demand and require reconfiguration of the vacated area. The opportunity will be taken to provide improved lighting and power in this area.

All corporate premises Renewable Technologies

An assessment will be made from the energy performance data and Display Energy Certificates to determine where potential improvements can be made. In each case the use of renewable energy technologies will be considered for suitability, cost effectiveness and available grants.

Smart metering and billing Work will commence in 2012 on the installation of smart meters by the utility provider to enable direct or remote billing to be undertaken. In addition consideration is being given to use of a billing and monitoring software currently in use by WSCC

Appendix III

Local Authority Climate Change Strategies ‐ Points for discussion

The following gives a brief overview of the contents of some other Local Authority Climate

Change Strategies. The points highlighted here are intended for discussion and indicate

areas which are not necessarily included in the current Horsham District Climate Change

Strategy.

South Hams Staff time Cost Housing Health and Safety rating system Staff time and as appropriate Grant or loan funding‐ housing strategy. Business Scheme for best practice and energy savings, Ensure the CC strategy is in the core strategy policy. Ensure good designs and use of water heat and light. Ensure council energy is from renewable sources or green sources Program of education strategy. Promote standards for taxis and community transport to use low carbon emissions

Mole Valley Warmth 1000 work with other authorities on a three year program to tackle priority groups

and vie access to funding to improve energy rating on properties. Loan out meters for

residents. Install power perfect equipment in council buildings. Installation of smart metering to manage data better Sub metering to improve energy management in Council properties. Install smart energy monitors in offices to display gas and electricity consumption to visitors and staff to encourage energy saving practice. Install photovoltaic panels within council buildings

Wealden District Council Good site and Quick Guide. Clear précis. And List separate items, Planning – Waste – Food‐ Energy. Sustainable Strategy. Vision, Aim, Objectives. Priorities. Zero waste in offices. Waste reduction in supermarkets, contact directly.

Eastleigh Borough Council Revised objectives. 21 identified. Leadership/ Carbon Neutral / Education/Water/ Risk Management/ Biodiversity/ Waste / Transport. Carbon calculator. Carbon account, register/ Internal Green team set priorities areas for action. Food waste / litter / Many other issues the same for all councils. Duncan England 15.10.11

Appendix IV

JKG 1/30/2012 32

Scrutiny and Overview committee, Climate Change Working Group

Review of HDC Climate Change Action Plan (Background document) Group 1 – Buildings & Renewables The group reviewed the topics covered within the Buildings & Renewables

Climate Change Strategy review, but felt that a number of significant areas were

not mentioned. The topics short listed for further investigation were: Energy

Supply Contracts; Monitoring Energy Usage Accurately; Space Utilisation; Smart

Metering and Air Conditioning Policy. On further discussion it was felt that Space

Utilisation was probably not within the remit and an Air Conditioning Policy had

limited application. So the group have selected the following three areas where

there appears to be no information or limited progress:

Energy Supply Contracts

Monitoring Energy Usage Accurately

Smart Metering (RMR, AMR, BMS etc.)

Energy Supply Contracts

Energy supply contracts are not mentioned in Climate Change Strategy Review,

but this an area where supplier service and price can bring significant savings in

staff costs and energy costs. Answers to the following questions will direct our

approach.

1) Is competitive tendering used for Electricity and Gas contracts? Are we

obtaining the best service at the cheapest price? Are National Framework

suppliers considered?

2) Does the existing electricity contract provide access to half-hourly data for

Half-Hourly metered sites?

3) Does the existing electricity supplier offer the possibility of Remote Meter

Reading on non-half-hourly meters, if yes, free or at a special rate?

Appendix IV

JKG 1/30/2012 33

4) Does the existing gas supplier offer the possibility of Remote Meter

Reading, if yes, free or at a special rate?

5) Is gas on “firm” or “interruptible” supply, if interruptible what are the

standby arrangements?


Energy use – if we do not know what we use now, how can we measure

improvement!

To successfully gather regular energy usage data, which is not reliant on supplier

invoice figures, is essential to know your true energy usage. This enables you to

plan consumption and budget targets, concentrate on poor performing sites and

to meet audit requirements.

There are a number of different methods of converting energy usage in kilowatt

hours to tonnes of Carbon Dioxide (and CO2 equivalents). The method used

should conform to a national standard and be the same as the majority of other

councils to produce meaningful and comparable data.

1) Which method/formula is used to convert kWh of energy used to TCO2.

2) Are annual energy consumption figures available for all billed meters?

3) Are regular (preferably monthly) meter readings available other than from

the invoice? If not how are consumptions on invoices checked for

accuracy. Does Internal/External Audit accept this procedure?

4) Are energy audits carried out where high consumption is suspected? How

many per year?

5) Are annual energy budget and consumption targets set: a) for total

consumption, b) for individual sites?

6) How many buildings require Display Energy Certificates?

7) Do any, or all, sites fall within the CRC Energy Efficiency Scheme?

Appendix IV

JKG 1/30/2012 34


(RMR = Remote Meter Reading; AMR = Automatic Meter Reading; BMS =

Building Management System)

Smart metering naturally follows on from accurate monitoring, manually reading

meters is time consuming, so expensive and typically has 10% erroneous

readings. Remote meter reading is the future and provides high quality data

rapidly, but at a price. It usually requires capital investment to make operational

savings.

1) How many buildings have a Building Management System?

2) Are the existing BMS systems fully operational and fully utilised?

3) Does the existing BMS system/systems have the ability to accept

additional remote data? Could this BMS system form the basis of control

centre for multiple remote building monitoring?

4) Is there any Remote Meter Reading or Automatic Meter reading in use?

Appendix IV

JKG 1/30/2012 35

Answers to questions from Sub Group 1 - Buildings & Renewables Building Maintenance and Projects Manager Energy Supply Contracts

Question Draft Policy & Strategy - 2010

Current Actions/Comment

1 Is competitive tendering used for Electricity and Gas contracts? Are we obtaining the best service at the cheapest price? Are National Framework suppliers considered?

The policy states “Energy will be purchased at the most competitive rates and appropriate tariff for the type an use of property and from secure suppliers and where possible sustainable sources. (cl. 2.6 and 3.3)

The Council procures the majority of its electricity and gas via LASER for which Cabinet approval has been given (ref.11030) for the next 4 year contract commencing October 2012. The prices are considered competitive and conform to EU procurement rules and government best practice.

2 Does the existing electricity contract provide access to half-hourly data for Half-Hourly metered sites?

n/a No, but it is through the independent meter operator IMsurv.

3 Does the existing electricity supplier offer the possibility of Remote Meter Reading on non-half-hourly meters, if yes, free or at a special rate?

Refers to government policy

Our main energy supplier NPower is proposing to roll out AMR (automatic meter reading) by September 2012 which is included in the contract price.

4 Does the existing gas supplier offer the possibility of Remote Meter Reading, if yes, free or at a special rate?

Refers to government policy

Awaiting details from LASER/new supplier.

5 Is gas on “firm” or “interruptible” supply, if interruptible what are the standby arrangements?

n/a Firm supply

Appendix IV

JKG 1/30/2012 36


1 Which method/formula is used to convert kWh of energy used to TCO2.

n/a Guidelines to Defra / DECC's GHG Conversion Factors for Company Reporting

2 Are annual energy consumption figures available for all billed meters?

The policy states that energy consumption will be measured and monitored

Yes, details are available for all billed and sub-meters.

3 Are regular (preferably monthly) meter readings available other than from the invoice? If not how are consumptions on invoices checked for accuracy. Does Internal/External Audit accept this procedure?

As 2 above Yes, monthly readings are taken for a number of sites. Some remote sites are billed upon an estimated basis; however, each site should have at least one actual read each year. I do not believe internal Audit have examined this area of operation

4 Are energy audits carried out where high consumption is suspected? How many per year?

As 2 above. General monitoring is undertaken as billing is processed and a full audit is undertaken annually or if a specific issue arises.

5 Are annual energy budget and consumption targets set: a) for total consumption, b) for individual sites?

n/a Annual energy budgets are set on the basis of previous consumption, price increases and predicted efficiency savings.

6 How many buildings require Display Energy Certificates?

DEC is covered in the policy, cl 1.5.2

5 Council operated and 4 Leisure Centres. See schedule below.

7 Do any, or all, sites fall within the CRC Energy Efficiency Scheme?

CRC is covered in the policy, cl 1.2.1

HDC’s consumption does not fall within the CRC.

HDC – Display Energy Certificates

Property 2007 -

08 Index 2008

- 09 Index 2009 -

10 Index 2010

- 11 Index

Park North G 165 G 167 G 176 G 162 North Point D 84 C 63 D 79 D 76 Park House D 79 C 75 D 78 C 71 The Capital D 99 E 109 C 74 D 76 The Drill Hall

D 79 C 70 D 82 C 75

Appendix IV

JKG 1/30/2012 37

Broadbridge Heath Leisure Centre

B 34 C 52 C 52 n/a

Pavilions in the Park

C 53 B 48 B 46 n/a

Steyning Leisure Centre

C 56 C 53 B 49 n/a

Billingshurst Leisure Centre

n/a - n/a - C 63 n/a


1 How many buildings have a Building Management System?

n/a 7

2 Are the existing BMS systems fully operational and fully utilised?

n/a Yes

3 Does the existing BMS system/systems have the ability to accept additional remote data? Could this BMS system form the basis of control centre for multiple remote building monitoring?

n/a Yes

4 Is there any Remote Meter Reading or Automatic Meter reading in use?

n/a No

NOTE The Draft Corporate Building Energy, Carbon Emission and Water Management Policy and Strategy (ver.5/10) require updating due to changes in legislation and National Performance Indicator reporting requirements and recent Government Policy. This will be undertaken during 2012.

Appendix IV

JKG 1/30/2012 38

Scrutiny and Overview Committee, Climate Change Working

Group

Sub-Group 1: Buildings and Renewables (Final Paper)

Summary

The group concentrated their review on those areas which directly affected

Horsham District Councils Estate.

The lack of an approved Building, Energy and Carbon Management Policy

and Strategy was noted. It was considered that this needed to be progressed to

approval to form a firm basis for future direction and actions.

The group selected for further examination three areas that they felt were

significant, but were not fully covered within the information available.

The three areas were, Energy Supply Contracts, Monitoring Energy Usage and

Smart Metering& Building Management Systems. For each of the three areas a

list of investigative questions was presented. In response to these questions a

comprehensive reply paper was received from the Property Services

Department. The majority of responses indicated good or acceptable progress.

The following items will need to continue being monitored to establish whether

satisfactory progress is achieved:

Automatic Meter Reading (AMR) – The main electricity supplier is

proposing to roll out AMR by September 2012; it is included in the contract

price.

AMR/RMR for Gas – awaiting response from supplier.

Regular meter readings – some remote sites, only one read per annum.

We believe internal audit should consider whether this is acceptable.

Park North Building - the Display Energy Certificates shows that the

energy performance of Park North building is poor. This should improve

with the relocation of IT equipment to the County Hall North and the

Appendix IV

JKG 1/30/2012 39

proposed installation of a new high efficiency boiler in 2012. If there is not

a significant improvement then the reasons for the high energy use should

be established and remedial action taken. It is expected that the Council

Chamber itself also contributes to the poor performance.

Conclusions

The lack of an approved Building, Energy and Carbon Management Policy

and Strategy, along with financial constraints, is likely to mean future Energy

Saving actions are on an ad hoc basis rather than progressive planned actions.

There is a need for firm but achievable energy reduction targets to be set and

approved by the Council.

The majority of Energy Supply Contracts are via LASER, the suppliers are

considered secure, the prices competitive and procurement follows government

best practice and EU procurement rules. The next 4 year contract commences

October 2012.

The monthly Monitoring of Energy use remotely is currently only available for

sites with half-hourly electricity metering. Some other meters have only one

reading taken per year. This does not give sufficient data for accurate planning

and is unlikely to satisfy internal audit. However, Automatic Meter Reading for

non-half- hourly electricity meters is due to be commenced by October 2012 as

part of the service contract. This should provide quality data to allow more

focused attention on inefficient locations.

Whether AMR will be available for gas meters via the supply contract is not

known at present, but if no alternative to consider is the monitoring of the meters

by the building management systems ( Initially for the main sites, followed by the

remote sites if funding becomes available).

Appendix IV

JKG 1/30/2012 40

It is pleasing to hear that all seven buildings with Building Management Systems

are fully operational. All too often the systems are not used to their capacity and

are in poor condition. As the BMS systems are capable of accepting additional

remote data, consideration should be given to adding remote building monitoring

where it can be shown to offer savings.

The Display Energy Certificates clearly show poor energy performance for the

Park North Building compared to the other buildings with DEC’s. Remedial action

is in progress and planned. The results will be awaited with interest.

The following are suggested for future consideration:

Where energy saving actions is being taken, the financial savings should

be assessed and a percentage, say 50%, should be ring-fenced for further

energy saving schemes. This should provide an on-going energy saving

budget without affecting capital or revenue budgets.

The installation of Ground Source Heat Pumps in new commercial Council

properties.

The introduction of energy saving stewards for each building or location that

could encourage energy saving and report on situations causing unnecessary

energy use.

Appendix V

Scrutiny and Overview Committee, Climate Change Working Group

Progress Review on the “Acting Together on Climate Change” Action Plan

Sub- Group: HDC Transport and Vehicles Policy and Actions to June 2011

1. Background and Introduction.

The HDC “Acting Together on Climate Change” strategy document published in June 2009 set out two sets of future actions, the first for the period 1 to 2 years following and the second for the next 2 to 5 years.

The purpose and objective of this document is to review progress achieved towards the objectives described in these planned future actions as reported in three HDC documents “Climate Change Action Plan – One Year Review”, published July 2010 (paper 1), “Climate Change Strategy Review – Paper Two” published March 2010 (paper 2), ‘Greening Business Travel’, published February 2010 (paper 3), Climate Change Action Plan Two year review (paper 4) and Action Plan Progress Report dated 04 July 2011 (paper 5).

Where possible, any known sources of further information will be identified.

In the section addressing Transport issues (page 36); these were (in summary).

A. In 1 to 2 years:-

1. Analyse staff business mileage – seek opportunities for reduction 2. Introduce new refuse fleet 3. Trial Hybrid + drive vehicles for HDC light vehicles 4. Investigate make of Tyres for HDC fleet to reduce fuel consumption 5. Improve the cycling environment, working with W. Sussex CC 6. Provide real time information at Bus Stops in key locations 7. Develop Air Quality Actions Plans

B. In 2 to 5 years

1. Review existing Staff Travel Plan(s) 2. Office Accommodation, Review of current working practices, investigate

potential for flexible and home working options. 3. Progress on-going trials of electric vehicles for HDC fleet. 4. Investigate potential for Hydrogen powered vehicles in HDC fleet. 5. HDC staff driver training for driver techniques that reduce fuel consumption. 6. Railway Station – Work with rail operators and W. Sussex CC to improve

accessibility (and Parking) of stations by sustainable forms of transport. 7. Implement Air Quality Action plans.

Appendix V

2. Review of Progress as reported in HDC documents (listed in paragraph 1)

2.1 In 1 to 2 years:-

1. Analyse staff business mileage – seek opportunities for reduction

Proposals for opportunities to make CO2 reductions by increasing understanding of business miles driven by HDC staff and to identify beneficial new working practices were presented in the ‘Greening Business Travel’ paper completed in January 2010. A notice board for potential car sharers has been set up on the HDC intranet.

2. Introduce new refuse fleet (Done)

The new refuse fleet (Acorn Plus) was introduced successfully in July 2010. As of August 2011, in Horsham district 59% of all household waste is recycled and thus diverted from landfill sites. Introduction of the new fleet and associated review of collection rounds etc. has resulted in reduction of mileage, fuel efficiency and associated carbon emissions. There is no further comment on this action in the July 2011 progress report.

3. Trial Hybrid + drive vehicles for HDC light vehicles

The ‘Greening Business Travel paper lists one electric car in the HDC light vehicle fleet, however the ‘Climate Change Strategy Review Paper Two’ reports that in years 1 to 2 after June 2009 the trial of Hybrid + drive vehicles was on hold. No further information was found in the July 2011 progress report

4. Investigate make of Tyres for HDC fleet to reduce fuel consumption

The ‘Climate Change Strategy Review Paper Two’ reports that, in years 1 to 2 after June 2009, all HDC light goods vehicles are fitted with Remould Tyres, which the manufacturer predicts will achieve 36,266 Kg savings in CO2 emissions. The July 2011 update reports that this process has been completed.

5. Improve the cycling environment, working with W. Sussex CC

The ‘Climate Change Strategy Review Paper Two’ reports that, in years 1 to 2 after June 2009, the actions from the Horsham Cycle Network review have not yet been implemented because the main focus of LTP2 was to provide improvements in Crawley, Worthing and Chichester areas and so the available funds were spent there. In the next stage (LTP3) HDC officers will push for more improvements to the cycling environment in Horsham. A Horsham Cycle Forum has been established to look at routes already proposed and prioritise those that could be quickly implemented. The Southwater Cycle Network Review (CNR) is now also completed.

Appendix V

6. Provide Real Time Passenger Information (RTPI) at Bus Stops in key locations

The ‘Climate Change Strategy Review Paper Two’ reports that (in years 1 to 2 after June 2009) work is in progress with W. Sussex County Council to extend availability of RTPI at key bus stops. As of March 2011RTPI was provided for main bus routes into Horsham (Metrobus routes 17 and 63, plus the Compass routes). There is RTPI signage in Carfax and many other key bus stops throughout the district. Work is on-going to deliver RTPI at station stops and other key stops where it is not yet provided

7. Develop Air Quality Actions Plans

Air quality actions plans include actions for limiting and/or restricting some traffic where pollutants are higher than national limits, with air quality assessments for Storrington underway in years 2009/2010. Assessment of air quality in Cowfold planned to be completed within 1 year (by March 2011) – see also section 2.2.7.

2.2 In 2 to 5 years

1. Review existing Staff Travel Plan(s)

The ‘Climate Change Strategy Review Paper Two’ reports that a review of HDC lease and ‘grey’ fleet has started. Proposals made in the ‘Greening Business Travel’ paper are being further investigated. A project has commenced to investigate implementing a car club scheme in Horsham and Crawley. The ‘Cycle to Work’ scheme for HDC staff is on-going, with associated training available for HDC staff. One such staff cycle training course was run successfully in September/October 2010, with 4 HDC Staff attaining “Bikeability” level 2 certification. Another such course has been offered in July/August 2011. HDC now has 2 pool bikes, one of which is a folding bike (useful for train journeys).

An HDC working group is developing a vehicle procurement strategy which will incorporate ‘whole life costing’ into the procurement decision making process.

2. Office Accommodation, Review of current working practices, investigate potential for flexible and home working options.

The ‘Climate Change Strategy Review Paper Two’ (the most recent of the HDC information source reference documents) does not report on this action. However, HDC is currently developing proposals for those staff using their own cars (grey fleet) for business travel on an ad hoc basis. Together with Crawley Borough Council (CBC), WSCC and Mid Sussex BC, HDC are investigating the feasibility of setting up a Car (Share) Club in Horsham for use by HDC staff and possibly residents.

Appendix V

3. Progress on-going trials of electric vehicles for HDC fleet.

The ‘Climate Change Strategy Review Paper Two’ does not report on this action for years 2 – 5, nor does the July 2011 progress report, so it is assumed that it is still on hold. However, although not included in the 2009 Action plan, four new electric vehicle (EV) charging points have been installed in the district, two in Horsham town and two in Storrington.

4. Investigate potential for Hydrogen powered vehicles in HDC fleet.

The ‘Climate Change Strategy Review Paper Two’ does not report on this action, nor does the July 2011 progress report.

5. HDC staff driver training in driving techniques that reduce fuel consumption.

Staff driver training through the ‘Certificate of Professional Competency’ (CPC) was introduced in September 2009 for the refuse fleet drivers. All LGV drivers now undertake 7 hours training per year as part of the Driver CPC programme. It is planned that dedicated ‘Smarter Driving’ training will be provided for other staff that have to drive for HDC as a day-to-day part of their jobs, starting in autumn 2010, and also for Council staff who have a high business mileage for any reason. Estimates from the Energy Savings Trust suggest that such training can reduce fuel consumption by up to 16%. Currently CPC training is delivered to about 65 to 70 HDC drivers by an external trainer, in groups of 3 drivers at each session. There is also a yearly driver assessment for all drivers registered to drive HDC fleet vehicles.

So far it is not clear if the expected reduction in fuel consumption has yet been assessed by monitoring any resulting improvements in ‘miles per gallon’ achieved by drivers who have received this training. Smarter Driver Training for other staff (i.e. staff not registered to drive HDC fleet vehicles) has not yet been implemented.

The July 2011 report confirms that this action is still on hold and there is no budget identified for training of Council staff with high business mileage.

6. Railway Station – Work with rail operators and W. Sussex CC to improve accessibility (and Parking) of stations by sustainable forms of transport.

The Horsham station Internal and External Improvements programme is in progress, (at planning stage when the ‘Climate Change Strategy Review Paper Two’ was published) and includes plans to improve accessibility. It is planned that work should commence summer 2011 and includes opportunities for HDC to work with Southern Rail to improve cycle storage facilities and to facilitate provision of other sustainable transport alternatives to private car use

Appendix V

7. Implement Air Quality Action plans.

As a pilot it is planned for Storrington to be declared an Air Quality Management Zone, in expectation that dealing with pollutants in this way may bring about reductions in carbon dioxide emissions. The two year review (2011) reports that “A detailed assessment for monitoring air quality in Storrington has been completed and a part of the village has been declared an Air Quality Management Area.

3. Concluding Remarks and Recommendations The HDC source documents used in this report were informative and well written, but they were not easy to locate because they are not archived in a single, readily identified location. Also two were not dated on their front pages and all did not state their planned review dates. However, all documents were clearly written and covered and reviewed all of the actions described in the July 2009 HDC document ‘Acting together on Climate Change’. It is recommended that HDC produce a follow up report pulling together all the achievements since 2009 into one reference document. Specific concluding remarks and recommendations for the following sections are presented below. Section 2.1.1 The HDC intranet notice board for car sharers should be monitored and followed up with incentives for regular car sharing. Section 2.1.2 The Acorn plus scheme is a major success story and should be robustly held up as an example of what HDC do and can achieve with strong leadership, commitment and team work.

Section 2.1.3 It seems a great pity that the trial of hybrid vehicles is still on hold; I think that this scheme should be revisited, even if that is only as a paper exercise of a business case and costing for trialling of hybrid cars.

Section 2.1.4 The concept of using Remould tyres is difficult to understand at first sight, but the CO2 emission savings look very positive as long as driving safety is not compromised. This policy should be closely monitored to ensure there are no road safety issues arising from the remould tyres. Section 2.2.3 HDC are to be congratulated on installing four EV charging points. These should be monitored and more installed if the first 4 are well used. Section 2.2.5 The delay to implementing driver training for high mileage staff looks like a missed opportunity. It is recommended that the business case for

Appendix V

funding the ‘Smarter Driver Training’ programme be reconsidered with a view to implementing in stages, for instance beginning with the drivers with the highest 10% annual mileage, monitoring fuel savings and rolling out the training progressively to the next highest 10% and so on as justified by fuel economy data. Section 2.2.6 The rail users cycle storage improvement project should be monitored and followed up to seek new ways to motivate and encourage increased use by rail users and possibly increase rail transport use by improving the convenience of rail travel.

.1.1 Procurement

In the section addressing Procurement future actions (page 40), these were -

A. In 1 to 2 years:-

1. Business Case: Business case for all formal procurement tenders to include sustainability

2. Carbon Footprint: Carbon footprint measurement exercise to be carried out against one key area of HDC’s procurement.

3. Recycled Products: Establish standards for minimum recycled content for purchased products and monitor compliance.

4. Vehicle Procurement: Produce a new vehicle procurement policy. 5. Energy and carbon management policy/strategy for HDC buildings:

Include/establish proposals to ensure that all electrical equipment purchased by HDC is energy efficient.

B. In 2 to 5 years:- 1. Local economy: Consider using the New Economic Foundation method to assess

the impact of the Councils procurement activity on the local economy.

1.2 Waste Prevention

In the section addressing Waste Prevention future actions (page 38), these were (in summary)

A. In 1 to 2 years:- 1. New expanded mixed dry waste recycling scheme: Introduce a new waste

collection service for households which will increase range of items that can be recycled and reduce the need to separate waste.

2. Business recycling scheme: Trial a new recycling scheme for businesses in Horsham District.

3. On-Street recycling scheme: Provide recycling bins to collect plastic bottles and cans in Horsham town centre.

Appendix V

B. In 2 to 5 years:- 1. In-house waste minimisation scheme: Ensure improved provision of office

recycling facilities through the (HDC) office accommodation review. 2. New County waste treatment plant: Work with W Sussex county council on the

potential development of a new waste treatment plant which will reduce landfill and provide a potential (new) source of fuel.

2. Review of Progress

2.1 Procurement A. In 1 to 2 years:- 1. Business Case: Business case for all formal procurement tenders to include

sustainability Review paper two (March 2011) reports that a proposal is being developed, with the intention to include sustainability as essential to justify projects/business case. A sustainability Assessment tool is being investigated for use as part of this process. The Action Plan progress Report 04th July 2011 reports that The Business Case and project management approach is now agreed and that the environmental assessment approach will be trialled through HDC’s procurement process in future. 2. Carbon Footprint: Carbon footprint measurement exercise to be carried out

against one key area of HDC’s procurement Not yet started (as of March 2011), Review paper two suggests move this action to the ‘2 to 5 year’ action target. As of 04 July 2011, this exercise has not yet started.

3. Recycled Products: Establish standards for minimum recycled content for

purchased products and monitor compliance.

No reports on this action until Progress Report July 04 2011, which states that Some product standards are used by HDC in procurement process, but there is as yet no formal adoption of the full suite of standards (for minimum recycled material content) 4. Vehicle Procurement: Produce a new vehicle procurement policy. Analysis of the vehicle fleet started; key questions to be asked when new vehicle is requested have been identified. Four vehicles coming to the end of their lease had been identified at time of’ Paper Two’ (March 2011) which will be used as pilot of the procedure. Paper two reports that a report is due in spring 2011. July 2011 report confirms that this approach to vehicle purchase has been agreed by CMT and will

Appendix V

include whole life costing analysis. This approach has been piloted for purchase of 3 new vehicles. The vehicle procurement policy is now finalised and approved and is posted on the HDC intranet – it can be viewed on the following link:

http://hdc-intranet/corporate_toolkit/13673.asp It looks good; the vehicle procurement team are to be congratulated. 5. Energy and carbon management policy/strategy for HDC buildings:

Include/establish proposals to ensure that all electrical equipment purchased by HDC is energy efficient.

A draft Building, Energy and Carbon management policy and strategy document has been produced which covers this issue.

B. In 2 to 5 years:-

1. Local economy: Consider using the New Economic Foundation method to assess the impact of the Councils procurement activity on the local economy. Review paper Two (March 2011) reports that HDC is unlikely to pursue this course of action. The July 2011 report confirms that this action has been cancelled as the collection of data requires too much resource.

2.2 Waste Prevention

A. In 1 to 2 years

1. New expanded mixed dry waste recycling scheme: Introduce a new waste collection service for households which will increase range of items that can be recycled and reduce the need to separate waste.

The Acorn plus scheme was introduced in July 2009, providing households with recycling and green waste collection alternate weeks, full roll out planned to be completed end 2010/early 2011, completed 31st January 2011 (on time). Recycling rate of 52.7% and reduction of 34% in landfill achieved. 2. Business recycling scheme: Trial a new recycling scheme for businesses in

Horsham District. Trade recycling and waste manager appointed. A report is due to be considered by cabinet which proposes a pilot scheme collecting waste separated into:- glass only, paper and cardboard and mixed dry recyclable waste (as already collected in household blue top bins). 3. On-Street recycling scheme: Provide recycling bins to collect plastic bottles and

cans in Horsham town centre.

Appendix V

Twelve (12) recycling bins have been installed in Horsham town centre. Unfortunately this service was withdrawn June 2011 due to lack of effective participation.

B. In 2 to 5 years

1. In-house waste minimisation scheme: Ensure improved provision of office recycling facilities through the (HDC) office accommodation review.

An investigation is being carried out of the effect (on total office waste) of reducing the number of recycling points and removal of individual waste bins, replaced by an office communal bin. A month long trial worked well and this approach is being rolled out in the main council offices. The Councils waste is being weighed in order to establish a bench mark. No report as yet available. 2. New County waste treatment plant: Work with W Sussex county council on the

potential development of a new waste treatment plant which will reduce landfill and provide a potential (new) source of fuel.

Construction of the WSCC plant as above is scheduled to be completed in 2012 and to be fully operational in 2015. WSCC are currently investigating options for use of the resulting refuse derived fuel. The July 2011 update reports that building work is under way, planned completion date 2013.

3. Summary and Concluding Remarks The HDC source documents used in this report were informative and well written, but they were not easy to locate because they are not archived in a single, readily identified location. Also two were not dated on their front pages and all did not state their planned review dates. However, all documents were clearly written and covered and reviewed all of the actions described in the July 2009 HDC document ‘Acting together on Climate Change’. It is recommended that HDC produce a follow up report pulling together all the achievements since 2009 into one reference document. Specific concluding remarks and recommendations for the following sections are presented below.

Procurement Section 2.1A.1 The Business Case and project management approach and the environmental assessment trial should be monitored and a progress report provided by July 2012.

Appendix V

Section 2.1A.2 Carbon footprint monitoring in an HDC key procurement should begin trialling as soon as possible, at latest during year 2012. Section 2.1A.4 An HDC vehicle procurement policy is now approved and is posted on the HDC intranet – it can be viewed on the following link:

http://hdc-intranet/corporate_toolkit/13673.asp This document looks well written and provides clear and comprehensive council policy framework. The vehicle procurement team are to be congratulated. Section 2.1A.5 A draft Building, Energy and Carbon management policy and strategy document was produced mid 2010 and still awaits approval and implementation. Apparently the reason it is not yet released is because of resource priority issues. If this is the case then the resource issue(s) need(s) to be resolved and the policy finalised and implemented. Section 2.1B.1 It seems like a lost opportunity to cancel the trialling of the New Economic Activity Foundation method to assess impact of HDC procurement activity on the local economy. If possible, it is recommended that this project be reconsidered in the 2013 budget.

Waste Prevention Section 2.2A.1 The Acorn plus scheme is a major success story and should be robustly held up as an example of what HDC do and can achieve with strong leadership, commitment and team work. Section 2.2A.2 It is recommended that the outcome of the cabinet report on the pilot scheme collecting waste separated into 3 classes – glass, paper and cardboard, dry waste – should be provided to council as soon as possible. Section 2.2B.1 No report was located on the investigation into the effect of the HDC in-house waste minimisation scheme. It is recommended that a target date is set for production of this report. Section 2.2B.2 HDC work with WSCC on construction of the new County waste treatment plant shows excellent progress and the HDC and WSCC teams are to be congratulated on this project. It is recommended that HDC continue to closely monitor this project and report on progress update by July2012.

4. Acknowledgements

The authors wish to acknowledge the valuable assistance and useful information provided by Louise Skipton-Carter, Ernie Robinson, Daniela Miedzianowska, Andy Flack, Helen Peacock, Sharon Taylor and Elaine Boud.

Appendix VI

Climate Change 4 1.9.11 Duncan England & Helena Croft.

Adaptation. Current activities , Joining Climate South East. Joined Emergency planning. Emergency plans for Parishes completed. Health Impact. Air alert and monitoring, Horsham, Cowfold and Storrington. Health walks, Cycling, healthy activities. Policy statement on flood defence. Flooding & Drainage report to comply with the Pitt report completed 2010. Planning policies. Sussex Build control for new developments. SPAG Revue. Business advise. Risk management. Flood risk assessment. As above Flooding and Drainage. All the above have been completed. To Look at. National Indicator on adapting to climate change. Joint working with other councils. West Sussex Environment & Climate Change Board. Climate South East. Sustainable Communities. Working with Horsham Community Partnership. Greening campaign. Up and running, Horsham Town/ Henfield/ Storrington / Steyning/ Thakeham Current partnerships. West Sussex Sustainable Business Partnership. Energy saving Trust. Horsham in Bloom. Horsham District Community Partnership. Eco Schools and Junior Citizens. Eco Fair. Greening campaigns with Towns. Training and information for own staff. All the above have been actioned. Actions carried out. Work with community partnership to identify projects to reduce carbon emissions. Work with 5 communities to reduce carbon emissions. Work with businesses on resource efficiency. Provide training for staff and members. Create a new Education garden in Horsham Park. Other Partnerships. Greenshift.

Appendix VI

Southern Water. Water metres Waste watch. Acorn system. Keep Britain Tidy. Litter Healthy Schools. Sussex Air Quality Partnership. Saxon Weald. Housing. Newswire. the Energy saving newsletter. Working with Parishes.

Other positives. Management of air quality. Healthy Lifestyle advise. Walks, Parks and country parks, Cheswood farm. Eco Fair. Sustainable breakfast for business. Lights out for an hour. Climate change entrepreneurs, at schools. Renewable energy, low carbon buildings. Grants for insulation, boilers and park homes. Warm Front. Micro Biz. Electric charging points for electric vehicles. Horsham & Storrington. Horsham District Counilc organisational assessment. Protecting the environment. Local produce, food. Negative. Negative responce to Horsham District Community Partnership Annual Conference. All our futures 25 areas of concern. CC not in top 10. A better place to live. Lack of solar systems on properties in the Horsham area. Lack of electric vehicles in the HDC fleet. Cash or finance for projects. The recession and the impact on business. HDC should assist generally to help. Small firms see obstacles to going green. Lack of attractive grants for solar panels,heat pumps etc. Cost of electric vehicles above normal cars. Fear of rising energy cost as all going up. What can we do, Suggestions not only for HDC but generally. Extend the greening campaign. Research Food packaging. Reduce the use of Plastic bags. Bring in Trade waste recycling, Acorn system. Keep traffic moving in towns. Less congestion. Reduce the negatives associated with climate change and reduction of carbon emissions. Make climate change more attractive to residents. Reduce costs and make cc more attractive

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Report to Council Date of meeting 22 February 2012 By the Monitoring Officer

DECISION REQUIRED

Not exempt The Localism Act 2011

– the amended Standards’ Regime – advertisement for and interview of one Independent Person and

one Reserve Independent Person.

Executive Summary

The Localism Act 2011 makes fundamental changes to the system of regulation of standards of conduct for elected and co-opted Councillors. The new provisions are likely to come into force on 1 July 2012. The Order from the Secretary of State is awaited. The Chairman of the Council at the Council meeting on 21 December 2011 set up a cross party Standards’ Liaison Group to work up proposals to enable the Council to comply with the new provisions in the Act.

This report is to:

i) inform Members of the Council and all those who may be interested about developments in the revised standards framework following enactment of the Localism Act 2011 which affect the role and activities of Councillors and the Council’s business and the work of the Standards’ Liaison Group;

ii) recommend the first wave of actions required for the Council to implement the new regime; and

iii) instruct the Monitoring Officer to prepare a further report to be presented to Council in April 2012 with the second wave of actions required.

Recommendations

The Council is recommended: 1, That the Monitoring Officer be instructed to prepare and present to Council, in

consultation with the Chairman’s Standards’ Liaison Group the following - i) future options for promoting and maintaining high standards of conduct amongst

members, dealing with standards issues and case work; ii) a draft Code of Members’ Conduct;

iii) “Arrangements” for dealing with standards complaints both in relation to District

Council and Parish Council Members and for taking action where a member is found to have failed to comply with the Code of Conduct;

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iv) a new Register of Members’ Interests for both District and Parish Councillors and to

present to Council proposals for revisions to the Council’s Constitution in respect of withdrawal from meetings where a Member has a Disclosable Pecuniary Interest;

v) a revised Dispensation Scheme. 2. That the Chairman’s Standards’ Liaison Group be authorised, in consultation with

the Monitoring Officer to - i) advertise a vacancy for the appointment of one Independent Person and one

reserve Independent Person; ii) short list and interview candidates and make recommendations to Council for

appointment; iii) set the initial allowance and expenses for the Independent Person and Reserve

Independent Person (such allowance not to exceed the sum of £1195 p.a. per person).

Reasons for Recommendations

i) To ensure Members of the Council and others to whom the report is circulated are kept up to date with developments flowing from the Localism Act 2011 in relation to standards and member conduct; and ii) To comply with the statutory obligations placed upon the Council and its Members

set out in Chapter 7 of the Localism Act 2011. Background Papers Localism Act 2011 Consultation CMT Standards Liaison Group All Standards Committee

Members Wards affected All Contact Sandra Herbert Monitoring Officer extn 5482

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Background Information 1 Introduction

The purpose of this report

1.1 The purpose of this report is to (i) inform Members of the Council and all those who may be interested about developments in the revised standards framework following enactment of the Localism Act 2011 which affect the role and activities of Councillors and the Council’s business and the work of the Chairman’s Standards’ Liaison Group; (ii) recommend the first wave of actions required for the Council to implement the new regime; and (iii) instruct the Monitoring Officer to prepare a further report to be presented to Council in April 2012 with the second wave of actions.


1.2 The present national standards regime came into being in 2000, as part of the Local

Government Act 2000. It established a code of conduct, local standards committees and a Standards Board for England. The code of conduct set out expected standards of behaviour for elected and co-opted members. Standards committees were established to assist local authorities in maintaining good standards and the Standards Board for England was established to provide guidance and to monitor and investigate complaints.

1.3 Changes in 2007 led to the determination of complaints against members being

delegated to the local standards committees for all but the most serious of cases, with the Standards Board for England becoming a strategic regulator.

1.4 The Localism Bill, published in late 2010, proposed the abolition of the current

national Standards Regime. 1.5 Regular reports have been made to the Standards Committee following the journey

of the Localism Bill and the twists and turns of various amendments proposed both by the government and by the Lords.

1.6 In particular two papers have been presented to the Standards Committee the first

entitled “The Localism Bill – Implications for Standards and the Ethical Framework” on 16 March 2011 and the latter on 21 September 2011 looking at “Issues and Options for a revised standards regime post localism at Horsham”. Both were reported into Council.

1.7 Significant changes were made to the Localism Bill throughout its passage. The Localism Act 2011 finally enacted in November 2011 requires councils to:

promote and maintain high standards of conduct, adopt a new Code of Members’ Conduct, put in place “arrangements” for dealing with misconduct complaints, appoint at least one Independent Person,

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prepare and maintain a Register of Interests, comply with the introduction of criminal offences in relation to interests, and adopt a revised Dispensation Scheme.

1.8 An update on the core provisions of the revised standards regime under the

Localism Act was included in the Members’ Bulletin on 5 December 2011. 1.9 At the last Council meeting on 21 December 2011 the Chairman of the Council set

up a cross party Standards Liaison Group of members to discuss the way forward on standards at Horsham. The group consists of Councillor Claire Vickers, Councillor Liz Kitchen, Councillor David Holmes, Councillor Sheila Matthews and is assisted by the Chief Executive and the Monitoring Officer.



2.1 The Localism Act 2011. Relevant Government policy

2.2 There is likely to be extensive Regulations issued pursuant to the Localism Act 2011. In particular regulations covering the new “Disclosable Pecuniary Interests” are anticipated in the next few weeks. Relevant Council policy

2.3 The Council’s policy is set out in its Constitution and through the activities of Council and the Standards Committee.

3 Details

The Localism Act 2011 3.1 The Localism Act 2011 makes fundamental changes to the system of regulation of

standards of conduct for elected and co-opted Councillors. The date for implementation of these changes is likely to be 1 July 2012. The Order of the Secretary of State is awaited.

3.2 This report describes the changes and recommends the first wave of actions required for the Council to implement the new regime. The Chairman of the Council has established a cross party member group to work up proposals for the remainder of actions required to implement the new regime. It is anticipated that a further report will be presented to full Council in April 2012 with the second wave of actions required.

Duty to promote and maintain high standards of conduct.

3.3 The authority will remain under a statutory duty to promote and maintain high

standards of conduct for its elected and co-opted members.

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Standards Committee

3.4 The Act repeals Section 55 of the Local Government Act 2000, which provides for

the current statutory Standards Committee. In the future there will be no statutory obligation for a Standards Committee. There will continue, however, to be a need to deal with standards issues and case-work.

3.5 It would be open to Council to:

retain responsibility unto itself , delegate responsibility to a new ordinary committee, delegate responsibility to the Accounts Audit and Governance Committee,

and/or delegate responsibility to an officer of the Council.

3.6 If Council felt it would be convenient to delegate its responsibilities to a committee it

would be a normal Committee of Council without the unique features which were conferred by the previous legislation to the statutory Standards Committee. Further details are contained in Appendix 1.

3.7 The District Council must decide how it will promote and maintain high standards of conduct amongst Members, deal with standards issues and case work in the future. Further detail with formal recommendations will be provided to Council in April 2012 following consultation with the Chairman’s cross party Standards’ Liaison Group.

The code of conduct. 3.8 The current ten General Principles and Model Code of Conduct will be repealed; and

members will no longer have to give an undertaking to comply with the Code of Conduct. The Council will be required, however, to adopt a new Code of Conduct governing elected and co-opted member’s conduct when acting in that capacity.

3.9 Details as to what must be included in the new Code are set out in Appendix 1.

3.10 The Council has to decide what it will include in its Code of Conduct. It is therefore recommended that the Monitoring Officer be instructed to prepare and present to Council in April a draft Code of Conduct following detailed consultation with the Chairman’s cross party Standards Liaison Group.

Dealing with Misconduct Complaints 3.11 The Act requires that the Council adopt “arrangements” for dealing with complaints

of breach of Code of Conduct both by the District Council members and by Parish Council members and such complaints can only be dealt with in accordance with such “arrangements”. The “arrangements” must set out in some detail the process for dealing with complaints of misconduct and the actions which may be taken against a member who is found to have failed to comply with the relevant Code of Conduct.

3.12 Further details are contained in Appendix 1.

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3.13 The Council has to decide what “arrangements” it will adopt for dealing with standards complaints and for taking action where a member is found to have failed to comply with the Code of Conduct. It is therefore recommended that the Monitoring Officer be instructed to prepare and submit to Council for approval “arrangements” for dealing with complaints of breach of the code of conduct both by the District Council members and by Parish Council members.

Independent Person(s)

3.14 The “arrangements” adopted by the Council must include provisions for the

appointment by Council of at least one Independent Person. The Independent Person must be appointed through a process of public advertisement, application and appointment by a positive vote of a majority of all members of the District Council (not just those present and voting).

3.15 Details as to eligibility to be an “Independent Person”, functions of the Independent

Person, how many Independent Persons to appoint and remuneration of such Independent Persons are set out in Appendix 1.

3.16 The Council must appoint one or more Independent Persons who must be

consulted by the authority before it makes a finding as to whether a member has failed to comply with the code of conduct. In view of the need to have the Independent Person(s) in post before commencement of the new standards regime on 1 July Council is recommended to proceed with advertisement and interview in respect of one Independent Person and one reserve Independent Person. Formal appointment will be by way of further recommendation to Council. It is proposed that the Chairman’s Standards Liaison Group be authorised to set the initial allowances and expenses for the Independent Person and reserve Independent Person but that this should not exceed the current allowance of £1195 p.a. each.

The Register of Members’ Interests 3.17 The Localism Act abolishes the concepts of personal and prejudicial interests.

Instead, regulations will define a new interest called “Disclosable Pecuniary Interests” (DPIs). The Monitoring Officer is required to maintain a register of interests, which must be available for inspection and available on the Council’s website. The Monitoring Officer is also responsible for maintaining the register for Parish Councils, which also have to be open for inspection at the District Council offices and on the District Council website.

3.18 At present we do not know what disclosable Pecuniary Interests will comprise, but

they are likely to be broadly equivalent to the current prejudicial interests. Further detail is contained in Appendix 1.

3.19 To comply with the Localism Act the Monitoring Officer is required to prepare and

maintain a new Register of Members’ Interests for both District and Parish Councillors. It is therefore proposed to present to Council in April proposals for a new Register of Interests.

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Disclosure of Interests and Withdrawal from Meetings 3.20 As set out above DPIs are broadly equivalent to prejudicial interests, but with

important differences. 3.21 The duty to disclose arises whenever a member is present at a meeting of the

authority or of any committee, sub-committee, joint committee or joint sub-committee, has a DPI in any matter to be considered at the meeting and is aware they have an interest

3.22 If a member has a DPI in any matter he/she must not:

Participate in any discussion of the matter at the meeting. The Act does not define “discussion” but this would appear to preclude making representations as currently permitted under paragraph 12(2) of the model Code of Conduct; or

Participate in any vote on the matter

unless he/she has obtained a dispensation allowing him/her to speak and/or vote. 3.23 Failure to comply with the above requirements becomes a criminal offence. 3.24 Members will notice there is no requirement to withdraw from the meeting room

under the new provisions in the Act. However, the Act provides that this can be covered by Standing Orders. Further detail is contained in Appendix 1.

3.25 Council must decide whether to continue with current arrangements requiring a

Member with a prejudicial interest to withdraw from the meeting and apply similar requirements upon members with a Disclosable Pecuniary Interest. It is therefore proposed that, in consultation with the Chairman’s Standards’ Liaison Group, proposals be prepared for consideration by Council at its next meeting to make revisions to the Council’s Constitution to provide for a member to withdraw from a meeting where they have a DPI in the same way as they currently do in respect of a Prejudicial Interest.

Sensitive Interests 3.26 The Act effectively re-enacts the existing Code of Conduct provisions on Sensitive

Interests. 3.27 Further detail is provided in Appendix 1. Dispensations 3.28 The provisions on dispensations are significantly changed by the Localism Act. Full

details are contained in Appendix 1. 3.33 Council must decide what arrangements would be appropriate for granting

dispensations. It is suggested that the Monitoring Officer be instructed to prepare and present to Council for adoption a revised Dispensation Scheme together with proposals to delegate the grant of dispensations to the Monitoring Officer and/or any new ordinary committee as appropriate.

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Implications and reform to the law on bias and predetermination 3.34 In additional to the general provisions on the new standards regime the Localism

Act seeks to “clarify” the law on bias in relation to local councillors. Further details are set out in Appendix 1.

3.35 Training and guidance for Members will be provided on this new provision in

conjunction with the revised Code of conduct.

4 Next Steps

4.1 Determining how to deal with the standards regime required by the Localism Act is a difficult task. As Members will see from the earlier paragraphs in this report and in particular Appendix 1 whilst the Bill has now received the royal assent many provisions are still subject to Regulations.

4.2 This report seeks to provide up to date information on the Localism Act provisions in relation to standards and agree immediate steps to enable the Chairman’s Standards’ Liaison Group to proceed with advertisement and interview for the new Independent Person and Reserve positions.

4.3 A subsequent report or reports will be presented to Council to deal with approval of

proposals for promoting high standards of conduct amongst Members, dealing with standards issues and case work, a new code of conduct, approval of “arrangements” to deal with standards complaints, the formal appointment of the Independent Person and a Reserve, revision to the Standing Orders regarding withdrawal from meetings where a Member has a DPI and the approval of a Dispensation Scheme.


5.1 Corporate Management Team have been consulted on this report. All Members of the Standards Committee have been consulted on this report.

5.2 Informal consultation has taken place with county, district and borough councils.

They have indicated that arrangements for standards provision within their authorities are likely to remain broadly the same as at present which should retain consistency across the county.

5.3 The Chairman’s Standards Liaison Group met on 7 February 2012. An oral update will be provided for Members at Council.


6.1 Under the Localism Act the Council is under a duty to promote and maintain high standards of conduct amongst its members, approve a new code of conduct, put in place “arrangements” to deal with standards complaints, appoint an Independent Person(s), put in place provisions regarding interests and approve a Dispensation Scheme.

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6.2 To do otherwise would be a breach of the Council’s obligations under the Localism Act and leave the Council vulnerable to legal challenge.


7.1 Significant staff time will be required to establish a new standards regime following repeal of the current provisions. It is hoped to carry out this work within existing staffing structures. An update will be provided at the Council meeting in April.


8.1 The current four Independent Members of the Standards Committee each claim an allowance of £1195 p.a. In addition the Chairman of the Standards Committee, who currently must be an Independent Member, is entitled to an allowance of £3,575 in addition for his chairmanship role.

8.2 In the event that Members agree the appointment of one Independent Person and

one Reserve on broadly similar payment terms to the current allowance which is paid this would result in a saving of £2390. Future payment of a chairman’s allowance will be dependent upon what option the Council approve for the future standards regime.

9 Other Consequences of the Proposed Action 9.1 Other consequences of the proposed action are set out in Appendix 2.

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APPENDIX 1 SUMMARY OF NEW PROVISIONS IN THE LOCALISM ACT 2012 RELATING TO STANDARDS OF CONDUCT OF ELECTED AND CO-OPTED MEMBERS. 1 Duty to promote and maintain high standards of conduct. 1.1 The authority will remain under a statutory duty to promote and maintain high

standards of conduct for its elected and co-opted members. 2 Standards Committee 2.1 The Act repeals Section 55 of the Local Government Act 2000, which provides for

the current statutory Standards Committee. So there will be no statutory obligation for a Standards Committee. However, there will still be a need to deal with standards issues and case-work. If Council wished to delegate its responsibilities to a committee it would be a normal Committee of Council without the unique features which were conferred by the previous legislation. As a result – 2.1.1 The composition of any committee will be governed by proportionality. The

present restriction to only one member of the Cabinet on the Standards Committee will cease to apply;

2.1.2 The four current co-opted Independent Members will cease to hold office.

The Act establishes for a new category of Independent Person who must be consulted at various stages, but provides that the existing co-opted Independent Members cannot serve as Independent Persons for 5 years. The new Independent Persons may be invited to attend meetings of any committee or could be co-opted onto a committee but would only be able to act in an advisory capacity and would not be entitled to a vote.

2.2 The District Council will continue to have responsibility for dealing with standards

complaints against elected and appointed members of Parish Councils but the current Parish Council representatives will also cease to hold office. The District Council can choose whether it wants to continue to involve Parish Council representatives in this work and, if so, how many Parish Council representatives it wants. If the Council decides to establish a committee as a Committee of the District Council it can decide to co-opt Parish Council representatives. As with the new breed of Independent Person they too could only act in an advisory capacity with no voting rights. Decisions made by the Committee in respect of parish matters would be by way of recommendation to the Parish Council.

3 The code of conduct. 3.1 The current ten General Principles and Model Code of Conduct will be repealed; and

members will no longer have to give an undertaking to comply with the Code of Conduct. However, the Council will be required to adopt a new Code of Conduct governing elected and co-opted member’s conduct when acting in that capacity. The Council’s new Code of Conduct must, viewed as a whole, be consistent with the following seven principles –

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Selflessness Integrity Objectivity Accountability Openness Honesty Leadership

3.2 The Council has discretion as to what it includes within its new Code of Conduct,

provided that it is consistent with the seven principles. The provisions of the Act also require an authority’s code to contain appropriate requirements for the registration (and disclosure) of other pecuniary interests and non-pecuniary interests. However, regulations are also to be made under the Act which will require the registration and disclosure of “Disclosable Pecuniary Interests” (DPIs) broadly equating to the current prejudicial interests. These regulations have not yet been received and so it is not possible yet to draft a code containing appropriate provisions in relation to interests.

4 Dealing with Misconduct Complaints 4.1 The Act requires that the Council adopt “arrangements” for dealing with complaints of

breach of Code of Conduct both by the District Council members and by Parish Council members and such complaints can only be dealt with in accordance with such “arrangements”. The “arrangements” must set out in some detail the process for dealing with complaints of misconduct and the actions which may be taken against a member who is found to have failed to comply with the relevant Code of Conduct.

4.2 The advantage is that the Act repeals the requirements for separate Local Assessment Review and Hearing Sub-Committees and enables the Council to establish its own process, which can include delegation of decisions on complaints. Indeed as the statutory provisions no longer give the Standards Committee or Monitoring Officer special powers to deal with complaints, it is necessary for Council to decide whether to retain powers unto itself, delegate appropriate powers to any Committee and/to the Monitoring Officer.

5 Independent Person(s) 5.1 The “arrangements” adopted by council must include provisions for the appointment

by Council of at least one Independent Person. 5.2 The Independent Person must be appointed through a process of public

advertisement, application and appointment by a positive vote of a majority of all members of the District council (not just of those present and voting). A person is considered not to be “independent” if –

5.2.1 he is, or has been within the last 5 years, an elected or co-opted member or an officer of the District Council or of any of the Parish Councils within its area; 5.2.2 he is, or has been within the last 5 years, an elected or co-opted member of

any Committee or Sub-committee of the District Council or of any of the Parish

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Councils within its area (which would preclude any of the current co-opted independent members of Standards committee from being appointed as an Independent Person); or

5.2.3 he is a relative or close friend of a current elected or co-opted member or officer of the District Council or any Parish Council within its area, or of any elected or co-opted member of any Committee or Sub-committee of such Council.

For this purpose “relative” comprises –

(a) the candidate’s spouse or civil partner, (b) any person with whom the candidate is living as if they are spouses or civil

partners; (c) the candidate’s grandparent; (d) any person who is a lineal descendent of the candidate’s grandparent; (e) a parent, brother, sister or child of anyone in paragraphs (a) or (b); (f) the spouse or civil partner of anyone within paragraphs (c) (d) or (e); or (g) any person living with a person within paragraphs (c) (d) or (e) as if they

were spouse or civil partner to that person. 5.3 The functions of the Independent Person(s) are –

They must be consulted by the authority before it makes a finding as to

whether a member has failed to comply with the Code of Conduct or decides on action to be taken in respect of that member (this means on a decision to take no action where the investigation finds no evidence of breach or, where the investigation finds evidence that there has been a breach, on any local resolution of the complaint, or on any finding of breach and on any decision on action as a result of that finding);

They may be consulted by the authority in respect of a standards complaint at any other stage; and

They may be consulted by a member or co-opted member of the District Council or of a Parish Council against whom a complaint has been made.

There is a potential that this may cause problems as it would be inappropriate for an Independent Person who has been consulted by the member against whom the complaint has been made, and who might as a result be regarded as prejudiced on the matter, to be involved in the determination of the complaint.

5.4 How many Independent Persons?

The Act gives discretion to appoint one or more Independent Persons, but provides that each Independent Person must be consulted before any decision is taken on a complaint which has been investigated. Accordingly there would appear to be little advantage in appointing more than one Independent Person, provided that a reserve candidate is also retained in the event that the Independent Person is no longer able to perform the function. In particular where the Independent Person has been consulted by a member against whom a complaint has been made he/she would be unable to be involved in the determination of the complaint. In these circumstances consultation responsibilities would need to pass to the Reserve Independent Member.

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5.5 Remuneration

As the Independent Person is not a member of the authority or of its committees or sub-committees, the remuneration of the Independent Person no longer comes within the Scheme of Members’ Allowances, and can therefore be determined without reference to the Independent Remuneration Panel. 5.5.1 In comparison to the current Chair of Standards Committee, the role of

Independent Person is likely to be less onerous as there will be no chairmanship responsibilities. However he/she may be invited to attend meetings of any ordinary committee which Council may chose to set up and also hearing panels, even if not a formal member of any such committee or panel. He/she could be co-opted as a non-voting member but cannot chair as the Chair must exercise a second or casting vote. Also he/she will need to be available to be consulted by members against whom a complaint has been made, although it is unclear what assistance he/she could offer. Where he/she has been so consulted he/she would be unable to be involved in the determination of the complaint. Council has yet to agree “arrangements” for dealing with complaints alleging breach of the code of conduct but it is likely that there will be a recommendation that the Independent Person also be involved in the local resolution of complaints and in the grant of dispensations.

6 The Register of Members’ Interests 6.1 The Localism Act abolishes the concepts of personal and prejudicial interests.

Instead, regulations will refine “Disclosable Pecuniary Interests” (DPIs). The Monitoring Officer is required to maintain a register of interests, which must be available for inspection and available on the Council’s website. The Monitoring Officer is also responsible for maintaining the register for Parish Councils, which also have to be open for inspection at the District Council offices and on the District Council website.

6.2 At present we do not know what Disclosable Pecuniary Interests will comprise, but

they are likely to be broadly equivalent to the current prejudicial interests. The intention was to simplify the registration requirement, but in fact the Act extends the requirement for registration to cover not just the member’s own interests, but also those of the member’s spouse or civil partner, or someone living with the member in a similar capacity.

6.3 The provisions of the Act in respect of the Code of Conduct require an authority’s

code to contain appropriate requirements for the registration (and disclosure) of other pecuniary interests and non-pecuniary interests.

6.4 The Monitoring Officer is required by the Act to set up and maintain registers of

interest for each Parish Council, available for inspection at the District Council offices and on the District Council’s website and, where the Parish Council has a website, provide the Parish council with the information required to enable the Parish Council to put the current register on its own website.

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6.5 Registration on election or co-option.

Each elected or co-opted member must register all DPIs within 28 days of becoming a member. Failure to register is made a criminal offence, but would not prevent the member from acting as a member.

6.6 In so far as the Code of Conduct which the Council adopts requires registration of

other interests, failure to do so would not be a criminal offence, but merely a failure to comply with the Code of Conduct.

6.7 Members will need to register new interests from time to time which will avoid the

need for disclosure in meetings. When additional notifications are given, the Monitoring Officer has to ensure that they are entered into the register.

6.8 The preparation and operation of the register, not just for this authority but also for

each Parish Council, is likely to be a considerable administrative task, especially if different Parish Councils adopt different Code requirements for registration and disclosure in respect of interests other than DPIs. There is no provision for the District Council to recover any costs from the Parish Councils.

7 Disclosure of Interests and Withdrawal from Meetings 7.1 DPIs are broadly equivalent to prejudicial interests, but with important differences. 7.2 The duty to disclose arises whenever a member is present at a meeting of the

authority or of any committee, sub-committee, joint committee or joint sub-committee, has a DPI in any matter to be considered at the meeting and is aware they have an interest

7.3 Where these conditions are met, the member must disclose the interest to the

meeting (i.e. declare the existence and nature of the interest). However, in a change from the current requirements, the member does not have to make such a disclosure if he/she has already registered the DPI, or at least sent off the request to the Monitoring Officer to register it (a “pending notification”). So, members of the public attending the meeting will, in the future need to read the register of members’ interests, as registered interests may not always now need to be disclosed at the meeting.

7.4 Where the member does make a disclosure of a DPI he/she must then notify it to

the Monitoring Officer within the next 28 days so that it can go on the register of interests.

7.5 If a member has a DPI in any matter he/she must not:

Participate in any discussion of the matter at the meeting. The Act does not define “discussion” but this would appear to preclude making representations as currently permitted under paragraph 12(2) of the model Code of Conduct; or

Participate in any vote on the matter

Unless he/she has obtained a dispensation allowing him/her to speak and/or vote.

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7.6 Failure to comply with the requirements in the above paragraphs becomes a criminal offence.

7.8 The Council’s Code of Conduct must make “appropriate” provisions for disclosure

and withdrawal for interests other than DPI but failure to comply with these requirements would be a breach of the Code of Conduct but not a criminal offence.

7.9 Members will notice there is no requirement to withdraw from the meeting room

under the new provisions in the Act. However, the Act provides that this can be covered by Standing Orders.

8 Sensitive Interests 8.1 The Act effectively re-enacts the existing Code of Conduct provisions on Sensitive

Interests. 8.2 Where a member is concerned that disclosure of the detail of an interest (either a

DPI or any other interest which he/she would be required to disclose) at a meeting or on the register of members’ interests would lead to the member or a person connected with him/her being subject to violence or intimidation, he/she may request the Monitoring Officer to agree that the interest is a “sensitive interest”. If the Monitoring Officer agrees, the member then merely has to disclose the existence of an interest, rather than the detail of it, at a meeting, and the Monitoring Officer can exclude the detail of the interest from the published version of the register of members’ interests.

9 Dispensations 9.1 The provisions on dispensations are significantly changed by the Localism Act. 9.2 At present, a member who has a prejudicial interest may apply to Standards

Committee for a dispensation on two grounds –

That at least half of the members of a decision making body have prejudicial interests ; or

That so many members of one political party have a prejudicial interest in the

matter that it will upset the result of the vote on the matter. 9.3 In future, a dispensation will be able to be granted in the following circumstances – 9.3.1 That so many members of the decision-making body have DPIs in a matter that it would “impede the transaction of the business”. In practice this means that the decision-making body would be inquorate as a result; 9.3.2 That, without the dispensation, the representation of different political groups on the body transacting the business would be so upset as to alter the outcome of any vote on the matter;

9.3.3 That the authority considers that the dispensation is in the interests of persons living in the authority’s area;

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9.3.4 That, without a dispensation, no member of the Cabinet would be able to participate on this matter; or 9.4.5 That the authority considers that it is otherwise appropriate to grant a dispensation. 9.4 Any grant of a dispensation must specify how long it lasts for up to a maximum of 4

years. 9.5 The next significant change is that, where the Local Government Act 2000 required

that dispensations be granted by the Standards Committee, the Localism Act gives discretion for this power to be delegated to a Committee or a Sub-committee or to the Monitoring Officer. Grounds 9.3.1 and 9.3.4 are pretty objective so it may be appropriate to delegate dispensations on these grounds to the Monitoring Officer with an appeal to a committee of members. Grounds 9.3.2, 9.3.3 and 9.3.5 are rather more subjective and so it may be appropriate that the discretion to grant dispensations on these grounds remains with a committee of members, after consultation with the Independent Person.

10 Implications and reform to the law on bias and predetermination 10.1 In additional to the general provisions on the new standards regime the Localism

Act seeks to “clarify” the law on bias in relation to local councillors. The Act provides in section 25(1) that:

“A decision maker is not to have had or to have appeared to have had a closed mind when making the decision just because:

(a) the decision maker had previously done anything that directly or indirectly indicated what view the decision maker took or would or might take in relation to a matter and

(b) the matter was relevant to the decision”.

10.2 This section applies when there is an allegation of bias or predetermination or there

is an issue about the validity of a decision of the Council and it is relevant to that issue whether the decision maker or any of the decision makers had or appeared to have had a closed mind when making the decision. It is intended to ensure that councillors do not feel unable or uncertain about what they may do in terms of championing local issues.

10.3 Members will be aware of the current distinctions between legitimate predisposition

and having an illegitimate predetermination. Richards LJ held in the case of National Assembly for Wales v Condon 2006 EWCA Civ 1573 that there was nothing which prevented a council member from having a predisposition on a matter before deciding on it. What was essential was that the member kept an open mind and a willingness to survey all the facts before him when making a decision. This approach gives local members the ability to take a stand and champion local causes provided that they can show that they were still open minded about the eventual outcome.

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10.4 This appears still to be good law but what the new section appears to do is limit or exclude evidence which can be presented to a judge in a claim of bias. In reality, such evidence, as is seen from the case of Condron would be discounted as “being what local democracy is about” but the Act now prevents it ever being considered. The section would therefore appear to be a change not necessarily to the law on bias and predetermination but to the law of evidence. Ultimately the interpretation of this new provision is likely to be a matter for the courts.

11 Transitional/commencement arrangements 11.1 On 31 January 2012 Standards for England’s regulatory functions ceased. All

Standards for England cases transferred to local authorities from this date. 11.2 The likely date for commencement of the new standards provisions is 1 July 2012. 11.3 Regulations are awaited providing transitional provisions for handling outstanding

conduct cases. 11.4 Clause 25 dealing with prior indications of view not to amount to predetermination

etc. came into effect on 15 January 2012.

11.5 Regulations are awaited regarding Disclosable Pecuniary Interests.

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Appendix 2


What are the risks associated with the proposal? Risk Assessment attached No

Failure to recruit and appoint at least one Independent Person would be a breach of section 28 of the Localism Act 2011. Reducing the current scope of the Code of Conduct or removing a dedicated committee may create a risk to the District Council that the standards of councillor behaviour could not be clearly defined and could therefore be harder to hold to account, which could lead to reputational damage to the District Council.


Creating the right climate for decision making and ensuring adequate probity measures are in place will ensure that the Council’s duty to seek to reduce crime and disorder is properly taken into account.


There is a positive obligation on the Council under the Human Rights Act 1998 to have regard for human rights. The convention rights are scheduled in the Act. The creation of the right climate for decision making and adequate probity measures will ensure that human rights are regarded and in some cases enhanced. Recruiting an Independent Person(s) and retaining an enforceable code of conduct should support the Council’s obligation to avoid interference with the human rights of any individual.


The Code of Conduct sets out clear standards of behaviour for members and includes the expectation of respect for others defined in the prescribed General Principles as: “Members should promote equality by not discriminating unlawfully against any person, and by treating people with respect, regardless of their race, age, religion, gender, sexual orientation or disability”. Putting in place Independent Person(s) will enable the Council to maintain an enforceable Code of Conduct which should (subject to approval of a new Code of Conduct) therefore continue to have a positive obligation upon members to eliminate unlawful discrimination.

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Where possible electronic means of communication will be used as part of the advertisement and recruitment process.

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Report to Council 22nd February 2012 By the Chief Executive

DECISION REQUIRED

Not exempt Community Governance Review

Executive Summary The last review of parishes and parish councils was completed in 2001. The Local Government Boundary Commission for England (LGBCE) suggests that it is good practice for principal councils to conduct such a review (now called a community governance review) every 10-15 years. In addition, over the last 12-18 months the Council has received a few requests from parish councils within the District for changes such as removing parish warding; amending a parish boundary; and reducing the number of councillors. It is important that parish boundaries accurately reflect local communities as they are used as the ‘building blocks’ for district wards. It is therefore suggested that a community governance review of the parished area of the District be initiated this year, with a view to implementing any changes at the next parish council elections in May 2015.

Recommendations

i) That a community governance review of the parished area of Horsham District be undertaken

ii) That the terms of reference and timetable for the review, as set out in Appendix A be adopted

iii) That an Electoral Arrangements Committee comprising five Members (4 Conservative, 1 Liberal Democrat) be appointed to:

consider representations received in respect of the community governance review;

approve draft proposals for consultation; consider responses to the consultation; and make recommendations to Council in respect of the final proposals

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Reasons for Recommendations It is timely to conduct a review now in accordance with Government and LGBCE guidance. The suggested timetable meets the requirement of completing a review within 12 months of its commencement.

Background Papers Local Government and Public Involvement in Health Act 2007 The Local Government Act 1972 Guidance on community governance reviews (published jointly by the Department for Communities and LGBCE) – May 2010 Consultation CMT Monitoring Officer Wards affected All in the parished area Contact Lesley Morgan, ext.5123

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1 Introduction


1.1 To recommend that a community governance review of the parished area of the District be initiated this year, with a view to implementing any changes at the next parish council elections in May 2015


1.2 The Local Government and Public Involvement in Health Act (LGPIH) 2007 devolved the power to take decisions relating to the creation or abolition of parishes, the boundaries of parishes and the electoral arrangements of parish councils to principal councils. With effect from February 2008, district councils have had the responsibility for undertaking community governance reviews (formerly known as parish reviews) and have been able to decide whether to give effect to recommendations made in those reviews. In making such decisions, councils need to take account of the views of local people.

1.3 Councils are required to have regard to guidance issued by the Secretary of State

and the Local Government Boundary Commission for England (LGBCE). Guidance suggests that it is good practice for a principal council to consider conducting a review every 10-15 years. In Horsham District, the last review was completed in 2001 and so it is timely to conduct a fresh review. There is an opportunity now, ahead of any scheduled elections, to conduct this review and have any recommendations implemented at the next full parish council elections in May 2015. If any recommendations by the Council to change parish boundaries also affect the boundaries of District wards or West Sussex County Council electoral divisions, the LGBCE will give effect to those changes.

1.4 In September 2008, the Council had given consideration to conducting a community

governance review of the unparished area and had concluded that there was little public support for the introduction of another tier of local government in this area. Subsequently, in April 2010, the Council had agreed to adopt the Horsham Neighbourhood Councils’ Memorandum of Understanding and a revised Constitution for the Neighbourhood Councils in order to give the representatives of the unparished area a similar voice on matters which affected that area of the District as that currently afforded to parish councils. It is therefore not proposed to include the unparished area in the current review.



2.1 Local Government and Public Involvement in Health Act 2007 The Local Government Act 1972

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Relevant Government policy

2.2 Guidance on community governance reviews (published jointly by the Department for Communities and LGBCE) – May 2010

3 Details

3.1 At previous parish reviews, the Council has taken the view that it is for local people or local groups (including the parish councils themselves) to suggest changes to the existing set-up. The District Council must, ultimately, decide upon any conflicting proposals. It will be expected that any submissions to the District Council, which must be in writing, will state what consultations have been held with affected persons or groups and the outcome of those consultations

3.2 In recent months the Council has received requests from three parish councils within the District for changes such as removing parish warding; amending a parish boundary; and reducing the number of councillors. When undertaking the review, these parish councils will be asked to re-submit these requests, with evidence of consultation as outlined above.

3.3 At the last parish council elections, in May 2011, of the 40 parishes/parish wards up

for election only seven were contested. Twenty-one had insufficient candidates and therefore had to co-opt members. It is therefore suggested that, as part of the review, consultees should be asked for their views on a possible reduction in the number of parish councillors across all parishes using the following principle:

Parish Electorate Number of

councillors Less than 500 5 501 – 1000 7 1001 – 2500 9 2501 – 5000 11 5001 – 7500 13 7501 – 10000 15 10001 – 15000 17 15001 – 20000 19

It is considered that this would result in there being more contested elections,

thereby giving the councils a clearer electoral mandate. Indeed, parish councils seeking ‘Quality Status’ are required to show that at least two-thirds of their councillors were elected, at either a contested or uncontested election.

If this principle were applied, the effect upon existing parish councils would be as

follows:

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Number of councillors

Parish Current Suggested Amberley 9 5 Ashington 11 9 Ashurst 7 5 Billingshurst 15 13 Bramber 9 7 Broadbridge Heath 13 11 Coldwaltham 9 7 Colgate 9 7 Cowfold 11 9 Henfield 15 11 Itchingfield 11 9 Lower Beeding 9 7 North Horsham 19 19 Nuthurst 11 9 Parham 7 5 Pulborough 15 11 Rudgwick 11 9 Rusper 11 9 Shermanbury 7 5 Shipley 11 7 Slinfold 11 9 Southwater 15 15 Steyning 15 11 Storrington & Sullington 15 13 Thakeham 11 9 Upper Beeding 15 11 Warnham 11 9 Washington 11 9 West Chiltington 13 11 West Grinstead 13 9 Wiston 7 5 Woodmancote 9 5

4 Next Steps

4.1 The LGPIH requires the Council to draw up terms of reference for a community governance review. The review begins when the Council publishes the terms of reference. The suggested terms of reference are attached at Appendix A.

4.2 The Council must ensure that interested persons or groups have the opportunity to input to the review and the following actions will therefore be undertaken:

Display notice at the Council Offices in Horsham and the Help Point in

Storrington Article on the District Council website Local news release Letter and notice to all parish councils within the District

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Letter to all District Councillors and West Sussex County Councillors representing electoral divisions within the District Council area

Letter to West Sussex County Council Letter to MPs representing constituencies within the District

4.3 The review is concluded when the Council publishes its recommendations and this

must be within 12 months of the review’s commencement. The envisaged timetable is set out in the terms of reference.


5.1 No adverse comments were received as a result of internal consultation.


6.1 The Council could choose not to undertake a review at this time but it is unlikely that there will be another opportunity to carry one out and implement it before the next parish elections in May 2015, which will then be beyond the 10-15 year interval recommended by the LGBCE


7.1 Staff input will be required to conduct the review, co-ordinate submissions and present them to Members. This can be accommodated in Democratic Services within the timescale proposed as there are no elections scheduled this spring.


8.1 There are no cost implications for the Council in conducting a community governance review apart from staff resources

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Appendix 1



The risk of not proceeding with the review is that there will not be another opportunity to carry one out and implement it before the next parish elections in May 2015, which will then be beyond the 10-15 year interval recommended by the LGBCE. There are no risks to the Council associated with the proposal.


Section 17 of the Crime and Disorder Act 1998 requires the Council to do all that it reasonably can to reduce crime and disorder. There are no crime and disorder implications as a result of this report.

How will the proposal help to promote Human Rights? What is the impact of the proposal on Equality and Diversity? Equalities Impact Assessment attached No

Parish councils play an important role in terms of community empowerment at the local level and it is important that parish governance in the District continues to be robust, representative and enabled to meet the challenges ahead. Government guidance states that “Ultimately, the recommendations made in a community governance review ought to bring about improved community engagement, more cohesive communities, better local democracy and result in more effective and convenient delivery of local services.”


The proposal will have no direct impact in respect of sustainability.

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Community Governance Review Terms of Reference

Horsham District Council has resolved to undertake a community governance review of the parished area of the Horsham District. The District Council will be guided by the relevant legislation and guidance, in particular the Local Government and Public Involvement in Health Act 2007 and Guidance on Community Governance Reviews (published jointly by the Department for Communities and Local Government and the Electoral Commission). Why is the District Council undertaking the review? Government guidance recommends a review every 10-15 years. The last review was completed in 2001. What is a community governance review? It is an opportunity for interested persons to consider how local communities are represented by considering:

creating, merging, grouping, altering or abolishing parishes the naming of parishes and the style of new parishes the electoral arrangements for parishes (overall number of councillors, parish

warding and number of councillors for those wards) How will the District Council publicise the review? The District Council will publicise the review by displaying a notice at the Council Offices in Horsham and the Storrington Help Point, placing articles on the District Council’s website and by issuing local news releases. Specifically, the District Council will write to all parish councils and to other known community groups, to District Councillors and to the relevant County Councillors and MPs and also to West Sussex County Council. What does the District Council expect from interested persons? Anyone may make representations to the District Council and those views will be put before Members of the Council at meetings of the Electoral Arrangements Committee. The Council would like to ensure that:

electors are able to identify clearly with the parish in which they are resident; as this sense of identity and community gives strength and legitimacy to the parish structure, creates a common interest in parish affairs, encourages participation in elections to the parish council, leads to representative and accountable government and generates a strong, inclusive community

parishes reflect distinctive and recognisable communities of interest, with their own sense of identity

boundaries between parishes, as far as possible, reflect the “no-man’s land” between communities represented by areas of low population or pronounced physical barriers

any proposals have been discussed and, preferably, agreed with affected parishes before a submission is made to the District Council

As part of the review, the District Council will be seeking views on a possible reduction in the number of parish councillors across all parishes.

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Timetable for the review Action Date

Commencement of review Monday, 27th February 2012

Deadline for submitting views Monday, 28th May 2012

Submissions considered by the District Council’s Electoral Arrangements Committee

Mid June 2012

Publication of the District Council’s draft proposals

Monday, 9th July 2012

Deadline for submitting views on the District Council’s draft proposals

Wednesday, 17th October 2012

Further submissions considered by the Electoral Arrangements Committee

Mid November 2012

Meeting of the full Council to confirm the District Council’s final proposals

December 2012

Publication of the District Council’s recommendations

January 2013

Effective date of any changes to parish boundaries and electoral arrangements

Thursday, 7th May 2015 (next full parish council elections)

How to submit your views In writing to: Judy Buckley,

Electoral Services Officer Horsham District Council Park North North Street Horsham West Sussex RH12 1RL

By e-mail to: [email protected]

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Report to Council 22nd February 2012 By the Chief Executive

DECISION REQUIRED

Not exempt

ABCD Calendar of Meetings 2012/13

Executive Summary This report proposes a programme of Council, Cabinet and Committee meetings, including standing Scrutiny & Overview Working Groups, for 2012/13. The programme takes into account, where possible, the dates of bank holidays, school holidays and conferences. As in previous years, the calendar for 2012/13 is based on a two-monthly cycle. It is also again proposed that the Licensing Committee should meet only as required, although there will be an initial meeting in June to appoint the Committee Chairman and Vice-Chairman. Licensing Sub-Committees will also continue to be called as and when necessary.

Recommendations

The Council is recommended to approve the calendar of meetings for 2012/13 as submitted.

Reasons for Recommendations To fix a programme of Council meetings, in accordance with the Council’s Constitution, and to approve a calendar for Cabinet and Committee meetings, which enables the Council to transact its business in a timely and efficient manner.

Background Papers: Nil Consultation: CMT and all Members Wards affected: None Contact: Lesley Morgan Ext. 5123

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1 Introduction


1.1 The purpose of this report is to approve a calendar of meetings for 2012/13.


1.2 A draft calendar was prepared for initial consultation with officers to ensure that any statutory requirements/deadlines could be met during the year. The draft was then circulated to all Members and re-circulated to Directors and Heads of Service for any additional comments or observations.



2.1 None. Relevant Government policy

2.2 None. Relevant Council policy

2.3 The Council’s Constitution, Part 4A, Rule 2.1, provides that “ordinary meetings of the Council will take place in accordance with a programme decided by the Council by no later than the Council’s annual meeting.” It has also been the Council’s practice to agree a calendar for all Cabinet and Committee meetings.

3 Details

3.1 A draft calendar of meetings for 2012/13 has been prepared for Members’ approval and is attached to this report as an appendix.

3.2 The proposed programme takes into account, where possible, the dates of bank holidays, school holidays and conferences.

3.3 As in previous years, the calendar for 2012/13 is based on a two-monthly cycle. It

is, of course, open to the Chairman of Council or any Committee/Working Group to call additional meetings, as necessary.

3.4 It is also proposed that, based on the level of business transacted over the past

couple of years, the Licensing Committee should continue to meet only as required, although there will be an initial meeting in June to appoint the Committee Chairman and Vice-Chairman. Licensing Sub-Committees will also continue to be called as and when necessary.

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3.5 As in previous years, a number of dates have been allocated throughout the year to enable seminars to be held for informal discussions on important matters and for Member development purposes.

3.6 One of the consultation comments received suggested that Members might prefer a

different meeting day for the Scrutiny & Overview Committee, as many Parish Councils also meet on a Monday. Therefore, at present, the draft calendar shows two sets of dates for Scrutiny & Overview Committee, one based on the current Monday meetings and the second showing Thursday meetings. There will be an item on the agenda for the next meeting of the Scrutiny & Overview Committee to enable the Members of that Committee to decide which day of the week they would prefer to meet on. Once decided, the confirmed dates will be published.

3.7 The draft calendar also shows possible dates for the first two months of the 2013/14

Council year, for information only.

4 Next Steps

4.1 Once the calendar of meetings has been approved by the Council and the Scrutiny & Overview Committee has decided on a meeting day, the dates for 2012/13 will be published online.


5.1 Members and Officers have been consulted to ensure that the proposed programme meets the requirements for reporting on statutory matters such as the budget and final accounts. Where possible, comments received have been taken into account in the draft calendar now submitted for approval. Any additional comments/ consequential changes will be reported at the Council meeting.


6.1 No other courses of action have been considered, as the Council requires a programme of meetings in order to transact its business in an efficient manner.


7.1 There are no direct staffing consequences.


8.1 There are no financial consequences.

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Appendix 1



If the Council does not approve a calendar of meetings there is a risk that it will not meet requirements for reporting on statutory matters such as the budget and final accounts; dealing with planning applications etc. There would also be a risk to the Council’s reputation as it would not be seen to be operating in an open and timely manner.


Section 17 of the Crime and Disorder Act 1998 requires the Council to do all that it reasonably can to reduce crime and disorder. There are no crime and disorder implications as a result of this report.


The approval of a programme of meetings for the year will enable its publication in advance. This will ensure that this information can be made available to members of the public who may wish to attend and/or address meetings of the Council and its Committees or the Cabinet in exercise of a number of the convention rights, including a Right to a Family Life and Freedom of Expression.

What is the impact of the proposal on Equality and Diversity? Equalities Impact Assessment attached? Not relevant

There are no positive or negative impacts arising from this proposal in relation to the protected characteristics under equality and diversity.


The proposal will have neither a positive or negative impact in respect of sustainability.

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Calendar of Meetings 2012/13 Times of meetings (based on 2011/12 – may be changed at first meeting of 2012/13) Council (inc. Annual Meeting) 6.00pm Standards Committee/Local Assessment

Committee** 10.00am

Cabinet 5.30pm Joint Consultative Forum 4.00pm Scrutiny & Overview Committee 5.30pm Performance Management Working Group 5.30pm Accounts, Audit & Governance Committee 5.30pm Business Improvement Working Group 5.30pm Licensing Committee 5.30pm Social Inclusion Working Group 5.30pm Personnel Committee 5.30pm Budget Review Working Group 5.30pm Development Control (North) Committee 5.30pm Planning Obligations Panel 5.00pm Development Control (North) Committee (W of Horsham etc)

6.30pm Seminars 5.30pm

Development Control (South) Committee 2.00pm MAY 2012 Monday Tuesday Wednesday Thursday Friday Sat. Sun. 1 Development Control

(North) Committee 2 Local Assessment

Committee 3 4 5 6

7 BANK HOLIDAY 8 9

10 11 12 13

14 Scrutiny & Overview Committee

15 Development Control (South) Committee

DCN Cttee – W of

Horsham (provisional)

16 Performance Management Working Group

17

18

19 20

21

22 Joint Consultative Forum

23 COUNCIL – ANNUAL MEETING

24 Cabinet

25

26 27

28

29

30 Standards Committee Local Assessment

Committee

31 Licensing Committee

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JUNE Monday Tuesday Wednesday Thursday Friday Sat. Sun. 1

2 3

4 BANK HOLIDAY {---------------------------------

5 BANK HOLIDAY (Queen’s Diamond

Jubilee) ----------------------------------

6 - Half Term 4th – 8th June -

7 ----------------------------------

8 ---------------------------------}

9 10

11 Social Inclusion Working Group

12 Development Control (North) Committee*

13 Personnel Committee

14

15

16 17

18 Planning Obligations Panel


DCN Cttee – W of


20 Seminar 21 Scrutiny & Overview Committee(alternative date)

22 23 24

25 26 Accounts, Audit & Governance Committee

{---------------------------

27 Standards Committee+ Local Assessment

Committee COUNCIL LGA Conference 26th – 28th

28 June (Birmingham) -------}

29 30

JULY Monday Tuesday Wednesday Thursday Friday Sat. Sun. 1 2 Scrutiny & Overview

Committee 3 Development Control

(North) Committee

4

5 Budget Review Working Group

6 7 8

9 10 Business Improvement Working Group

11

12

13

14 15

16 Seminar


DCN Cttee – W of


18

19 Cabinet

20

21 22

23 {---------------------------------

24 School Summer Holiday -

25 23rd July to 3rd September

26 ----------------------------------

27 ----------------------------------

28 29

30 ----------------------------------

31 ----------------------------------

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AUGUST Monday Tuesday Wednesday Thursday Friday Sat. Sun.

1 ----------------------------------

2 Scrutiny & Overview Committee(alternative date)

----------------------------------

3 ----------------------------------

4 5

6 ----------------------------------

7 Development Control (North) Committee

----------------------------------


----------------------------------

9 ----------------------------------

10 ----------------------------------

11 12


----------------------------------

14 ----------------------------------

15 ----------------------------------

16 ----------------------------------

17 ----------------------------------

18 19

20 ----------------------------------


DCN Cttee – W of

Horsham (provisional) ----------------------------------

22 ----------------------------------

23 ----------------------------------

24 ----------------------------------

25 26

27 PUBLIC HOLIDAY ----------------------------------

28 ----------------------------------

29 ----------------------------------

30 ----------------------------------

31 ----------------------------------

SEPTEMBER Monday Tuesday Wednesday Thursday Friday Sat. Sun. 1 2 3 Scrutiny & Overview

Committee ---------------------------------}


Development Control

(North) Committee

5 COUNCIL

6 7 8

9


11 12 Seminar

13

14 15

16

17


DCN Cttee – W of



20 Cabinet 21 22 {------

23 -------

24 ----------- Liberal Democrat

25 Conference 22nd – 26th -

26 (Brighton)-------------}

27 Accounts, Audit & Governance Committee

28 29 30

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OCTOBER Monday Tuesday Wednesday Thursday Friday Sat. Sun. 1


3 4 Budget Review Working Group

5 6 7

8 {----------------Conservative

9 Conference 8th – 11th -----

10 (Birmingham) ----------------

11 ---------------------------------}

12 13 14



DCN Cttee – W of


17

18

19

20 21

22 Seminar

23 Business Improvement Working Group

24 COUNCIL


26

27 28

29 {---------------------------------

30 --------------- Half Term 29th

31 October to 2nd November

NOVEMBER Monday Tuesday Wednesday Thursday Friday Sat. Sun. 1

Half Term -------------------- 2 ---------------------------------}

3 4



7 8 Budget Review Working Group

9 10 11

12 13 14 Performance Management Working Group

15 Police Commissioner Election

16 17 18

19 Seminar 20 Development Control (South) Committee

DCN Cttee – W of



22 23 24 25

26 27 28

29 Cabinet 30

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DECEMBER Monday Tuesday Wednesday Thursday Friday Sat. Sun. 1 2 3 Social Inclusion

Working Group 4 Development Control

(North) Committee 5 Personnel Committee

6 7 8 9


11 12 Accounts, Audit & Governance Committee

13 Informal BRWG/ Cabinet

14

15

16



DCN Cttee – W of


19 COUNCIL

20

21

22 23

24 {------------- School Holiday

25 CHRISTMAS DAY 24th Dec to 4th Jan --------

26 BOXING DAY ---------------------------------

27 ---------------------------------

28 ---------------------------------

29 30

31 ---------------------------------

JANUARY 2013 Monday Tuesday Wednesday Thursday Friday Sat. Sun. 1 NEW YEAR’S DAY

----------------------------------

2 ----------------------------------


----------------------------------

4 ---------------------------------}

5 6



9

10 Informal BRWG/ Cabinet

11 12 13



DCN Cttee – W of


16

17

18 19 20

21 22 Business Improvement Working Group

23 Seminar 24

25 26 27

28

29 30 31 Cabinet

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FEBRUARY Monday Tuesday Wednesday Thursday Friday Sat. Sun. 1

2 3

4 5 Development Control (North) Committee


7

8

9 10

11

12

13 COUNCIL

14

15

16 17


{---------------------------------


DCN Cttee – W of

Horsham (provisional) ----------------------------------

20 ---Half Term 18th – 22nd --

21 ----------------------------------

22 ---------------------------------}

23 24

25


27 Seminar 28 Scrutiny & Overview Committee(alternative date)

MARCH Monday Tuesday Wednesday Thursday Friday Sat. Sun.

1 2 3



6

7

8 9 10


12 13 Personnel Committee 14 15

16 17

18 Seminar


DCN Cttee – W of


20 21 Cabinet

22 23 24

25 26 27 Accounts, Audit & Governance Committee

28 29 GOOD FRIDAY {---------------------------------

30 31

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APRIL Monday Tuesday Wednesday Thursday Friday Sat. Sun. 1 EASTER MONDAY ----------------------------------

2 --------------School Holiday

3 29th March – 12th April ----

4 ---------------------------------

5 ----------------------------------

6 7

8 ----------------------------------


----------------------------------

10 ----------------------------------

11 --------------------------------

12 ---------------------------------}

13 14



DCN Cttee – W of


17


19

20 21

22


24 COUNCIL 25 Scrutiny & Overview Committee(alternative date)

26 27 28

29 Seminar

30

MAY Monday Tuesday Wednesday Thursday Friday Sat. Sun. 1

2 County Council

Elections 3 4 5

6 BANK HOLIDAY 7 8

9 10 11 12




16 17

18 19



DCN Cttee – W of


22 COUNCIL – ANNUAL MEETING

23 Cabinet

24

25 26

27 BANK HOLIDAY {---------------------------------

28 ---------------------------- Half

29 Term 27th – 31st May ------

30 -------------- -------------------

31 ---------------------------------}

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JUNE Monday Tuesday Wednesday Thursday Friday Sat. Sun.

1 2

3



6

7

8 9


11 12 Seminar 13 14 15 16

17 18 Development Control (South) Committee

DCN Cttee – W of


19 20 Scrutiny & Overview Committee(alternative date)

21 22 23

24 25 26 COUNCIL 27 Accounts, Audit & Governance Committee

28 29 30

JULY Monday Tuesday Wednesday Thursday Friday Sat. Sun. 1 2 Development Control

(North) Committee

3

4

5 6 7



10

11

12

13 14

15 Seminar


DCN Cttee – W of


17


19

20 21

22

23 Strategic Planning Advisory Group

24

25 Cabinet {-School Summer Holiday

26 25th July onwards ----------

27 28

29 ----------------------------------

30 ----------------------------------

31 ---------------------------------

* proposed to be moved from the Bank Holiday/day after the Bank Holiday

Agenda Item 14(c)

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Total number of meetings 2011/12 2012/13Council (inc. Annual Meeting) 7 7 Cabinet 6 6 Scrutiny & Overview Committee 7* 6 Accounts, Audit & Governance Committee 4 4 Licensing Committee 1# 1# Personnel Committee 4 4 Standards Committee 4 1** Development Control (North) Committee 12 12 Development Control (South) Committee 13* 12 Joint Consultative Forum 3 4 Performance Management Working Group 5* 4 Business Improvement Working Group 4 4 Social Inclusion Working Group 4 4 Budget Review Working Group 6 6 * Due to elections, the May 2011 meetings took place after the annual Council meeting and therefore fell in 2011/12 # One scheduled, others to be arranged as required + As a result of the Localism Act, the current Standards regime will cease at the beginning of July, therefore no meetings of the Standards Committee/Local Assessment Committee have been scheduled beyond the end of June. The calendar may need to be changed to incorporate a new committee, depending upon how the Council decides to deal with Standards issues in the future.

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Report to Council 22nd February 2012 By the Head of Corporate Support Services

DECISION REQUIRED

Not exempt Localism Act 2011: Pay Policy Statement

Executive Summary The Localism Act 2011 received Royal Assent on 15th November 2011 and amongst other things requires the Council to prepare a Pay Policy Statement setting out its policy on the remuneration of its “chief officers” (as defined in the Act) ; the remuneration of its “lowest-paid” employees (as defined by the Council in its Pay Policy), and the relationship between the remuneration of its chief officers, and the remuneration of the remainder of the workforce. The Act also requires that a statement be prepared for each financial year, beginning with 2012/13, and approved by full Council. The final guidance on the requirements is awaited and this report addresses the guidance in its current form and as understood by your officers. All staff are generally affected. Officers personally affected by requirements are the Chief Executive (as Head of the Paid Service), all Directors, all Heads of Service, the Monitoring Officer and her Deputy, the S151 Officer and her Deputy and the Strategic Land & Property Manager The proposed Pay Policy Statement is shown in Appendix 2. The Statement brings together existing published information and policy statements. It is presented for recommendation to meet the requirements of the Act as understood by your officers. It is intended that there will be further discussion at a future meeting of the Personnel Committee. In addition the report explains the parallel guidance from the Government on the publication of salary information.

Recommendations

The Council is recommended:

i) To approve the Pay Policy Statement for 2012/13 as set out in Appendix 2; ii) To approve that Personnel Committee consider and recommend to Council

any changes or amendments to the future Pay Policy Statement;

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iii) To defer discussion on the determination of large salary packages (Para 3.8 refers) until the Draft Guidance has been finalised and that Personnel Committee should consider and make recommendations to Council accordingly.

iv) To endorse the recommendation in paragraph 3.12 that salary information, relating to staff earning above £58,200, should be published on a named basis only if 50% or more of the staff impacted agree with the proposal.

Reasons for Recommendations i) To comply with the requirements of the Localism Act 2011, DCLG Guidance issued

under section 40 of the Act and the Code of Recommended Practice for Local Authorities on Data Transparency.

ii) To establish a mechanism to deal with future changes.

Background Papers: Localism Act 2011, Openness and accountability in local pay: Guidance under section 40 of the Localism Act, the Code of Recommended Practice for Local Authorities on Data Transparency. Consultation: Chief Executive, Statutory Officers, Chief Officers, Unison and Staff Representative Wards affected: all Contact Peter Dawes, Head of Corporate Support Services

Agenda Item 14(d)

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1 Introduction

1.1 This report recommends (i) the approval of a Pay Policy Statement for 2012/13 as required by the Localism Act 2011 and (ii) the publication of salary information for employees in accordance with the Act, Statutory Guidance and the Code of Recommended Practice for Local Authorities on Data Transparency.


1.2 The requirements of the Localism Act 2011 in relation to the Pay Policy Statement have only recently been clarified and in some cases further guidance is awaited. The proposed policy presented to Council is sufficient to comply with the requirements as your officers understand them but further work will be needed, in consultation with Chief Officers, Members, Unions and Staff Representatives, to refine the policy and proposals.



2.1 The Localism Act 2011; Communities and Local Government - Openness and Accountability in Local Pay: Draft guidance under section 40 of the Localism Act; Communities and Local Government – The Code of Recommended Practice for Local Authorities on Data Transparency Relevant Government policy

2.2 The “Code of Recommended Practice for Local Authorities on Data Transparency”, published in September 2011, set out key issues for local authorities in seeking to provide greater transparency through the publication of data. The objective is to ensure that citizens have access to information they need to consider whether senior officer remuneration is appropriate and reflects the level of responsibility. Relevant Council policy

2.3 The Council Policy on Senior Pay follows the Joint Negotiating Committee for Chief Executives and the Joint Negotiating Committee for Chief Officers. The Council Policy in relation to other members of staff follows the National Joint Council for Local Government Services

3 Details

Requirements of the Localism Act

3.1 The Localism Act 2011 received Royal Assent on 15th November 2011. The Act requires the Council to prepare a Pay Policy Statement setting out its policy on: • the remuneration of its chief officers,

Agenda Item 14(d)

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• the remuneration of its lowest-paid employees, and • the relationship between the remuneration of its chief officers and the

remuneration of the remainder of the workforce. 3.2 The Act also requires that a statement be prepared for each financial year,

beginning with 2012/13, and approved by full Council. The Council is also required to have regard to the relevant statutory guidance which is currently in draft form and entitled ‘Openness and accountability in local pay”. This draft guidance has recently been published for consultation which closed on 16 December 2011. The final guidance is awaited and this report addresses the requirements of the guidance in its current form and as understood by your officers.

3.3 The provisions of the Act bring together increasing accountability, transparency and

fairness in setting local pay. Councillors are also required to take a greater role in determining pay, ensuring that decisions are taken by those who are directly accountable to local people.

3.4 The Localism Act defines “chief officers” as:

• Statutory Chief Officers - the Head of Paid Service – i.e. the Chief Executive; S151 Officer – i.e. Director of Corporate Resources; & the Monitoring Officer – i.e. Monitoring Officer and Principal Solicitor

• Non-statutory Chief Officers – i.e. Directors & Heads of • Deputy Statutory Chief Officers – i.e. Deputy S151 & Deputy Monitoring Officer

3.5 Much of what is required by the Act is already in the public domain. The Council’s

Pay Policy Statement will seek to bring all of this information together 3.6 The proposed Pay Policy Statement is shown in Appendix 2. As stated earlier in this

report, the Statement brings together existing published information and policy statements. It is presented for recommendation to meet the requirements of the Acts as understood by your officers. It is intended that there will be further discussion at a future meeting of the Personnel Committee.

3.7 Council is RECOMMENDED to approve the Pay Policy Statement as set out in

Appendix 2. Additional option 3.8 The draft Department for Communities and Local Government (DCLG) guidance

states that the District Council should be offered the opportunity to vote before large salary packages are offered for a new appointment and a threshold of £100,000 is suggested. It is RECOMMENDED that further discussion on this is deferred until the Draft Guidance has been finalised and that Personnel Committee should consider and make recommendations to Council

Publication of employee salary information 3.9 The District Council is also expected by the Secretary of State (DCLG) to follow the

Code of Recommended Practice for Local Authorities on Data Transparency which proposes, in relation to staff, that the following be published:

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Senior employee salaries, of £58200, and above, names (with the option for individuals to refuse to consent for their name to be published), job descriptions, responsibilities, budgets and numbers of staff

An organisational chart of the staff structure of the local authority including salary bands and details of currently vacant posts; and

The pay multiple – the ratio between the highest paid salary and the median average salary of the whole workforce.

3.10 Information relating to job descriptions and responsibilities will be provided at a

“generic” level only, by job grade, as it is not seen to be sufficiently useful to justify the significant resources required to maintain the information at an individual level.

3.11 The District Council will publish information annually after the end of the financial

year unless a specific date is imposed. 3.12 It is RECOMMENDED that salary information is published on a named basis only if

50% or more of the staff impacted agree with the proposal.

4 Next Steps

4.1 The approved Pay Policy Statement for 2012/13 will be published on the Council’s website by 31 March 2012. The Council is required to agree and publish its Statement for each year thereafter.

4.2 Further annual reports on the Council’s Pay Policy Statement will be made to full

Council via the Personnel Committee before 31 March each year as required by the Act. Council will be asked to approve any amendments to the Statement mid-year if required.


5.1 The individuals directly affected by the publication of information will be advised of the requirements of the Act. Details of Chief Officers, including names and job titles are already available on the Council’s website. Information on all posts receiving remuneration of over £50,000 is included in the Annual Statement of Accounts.

5.2 There is ongoing consultation with Unions and Staff Representatives. 5.3 Where the publication of personal information linked to salaries is required

individuals will be asked to “opt-in” to agree that information will be published on a named basis.


6.1 The Pay Policy Statement and the publication of salary information for staff is published to meet the requirements of legislation, guidance and the code of recommended practice. No other courses of action have been considered

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7.1 There are no direct staffing consequences as a result of this report.


8.1 The Council’s Pay Policy Statement draws together existing policies relating to pay and reward. The financial implications of these policies were taken into account at the time they were established. There are no further financial implications arising.

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Appendix 1



There are no direct operational risks associated with this report


There are no crime and disorder implications


Where the recommendations in this report regarding the disclosure of data relating to individuals are in accordance with legislative requirements, this is permitted by Article 8 (2) of the Human Rights Act and Section 35(1) of the Data Protection Act. Human rights/data protection issues may arise if the Council publishes more data than it is legally required to do. Publication of personal information linked to salaries is relevant to the right to respect for private life and DPA obligations. Individuals will be asked to “opt-in” to agree that information will be published on a named basis.


The Pay Policy Statement will apply to all employees regardless of age, disability, gender, race, sexual orientation, religion/belief (or any other protected characteristic) as appropriate to their level in the organisation and the relevant terms and conditions of employment.


There are no sustainability implications

Pay Policy Statement

Financial Year 2112 - 13

Pay Policy Statement Created by Personnel Services IEM Adopted Date Version Draft v1Ref Review Date Page 1 of 11

Contents

Purpose ……………………………………………………… ................................................ 2

Definitions ………………………………………………………….…...................................... 2

Pay Framework and Remuneration Levels………………………………………….. 3

Remuneration ……. …………………................................................................................ 4

Pay Policy Statement Financial year 2112-13 February 2012 Page 2 of 11

1. Purpose This Pay Policy Statement is provided in accordance with Section 38(1) of the Localism Act 2011 and this will be updated annually from April each year. This pay policy statement sets out Horsham District Councils policies relating to the pay of its workforce for the financial year 2012-13, in particular: -

a) the remuneration of its Chief Officers b) the remuneration of its “lowest paid employees” c) the relationship between

the remuneration of its Chief Officers and the remuneration of its employees who are not Chief Officers

2. Definitions For the purpose of this pay policy the following definitions will apply: - 2.1 ‘Pay’ in addition to salary includes charges, fees, allowances, benefits in kind, increases in/enhancements to pension entitlements, and termination payments. 2.2 ‘Chief Officer’ refers to the following roles within Horsham District Council: - Chief Executive, as Head of Paid Services* Director of Corporate Resources* and Monitoring Officer and Principal Solicitor as the

Council’s statutory Chief Officers Director of Community Services* as a non-statutory Chief Officer Head of Economic Development and Leisure*, Head of Housing and Community

Development*, Head of Financial and Legal Services*, Head of Corporate Support Services*, Head of Planning and Environment Services*, Head of Operational Services*, Strategic Land and Property Manager and Head of Strategic Planning and Performance* reporting directly or are directly accountable to a statutory or non-statutory Chief Officer in respect of all or most of their duties, referred to as Heads of Service.

* Members of the Council’s Corporate Management Team (CMT) 2.3 ‘Lowest paid employees’ refers to those staff employed within grade band one which is the lowest grade level of the Council’s pay framework. 2.4 ‘Employee who is not a Chief Officer’ refers to all staff that are not covered under the ‘Chief Officer’ group above. This includes the ‘lowest paid employees’ i.e. staff on grade bands one to ten.


3. Pay Framework and Remuneration Levels 3.1 General approach Remuneration at all levels needs to be adequate to secure and retain high-quality employees dedicated to fulfilling the council’s business objectives and delivering services to the public. This has to be balanced by ensuring remuneration is not, nor is seen to be, unnecessarily excessive. Each council has responsibility for balancing these factors and each council faces its own challenges and opportunities in doing so to retain flexibility to cope with various circumstances that may arise that might necessitate the use of market supplements or other such mechanisms for individual categories of posts where appropriate. 3.2 Responsibility for decisions on remuneration It is essential for good governance that decisions on pay and reward packages for chief executives and chief officers are made in an open and accountable way and that there is a verified and accountable process for recommending the levels of top salaries. With the exception of any groups where pay is governed by National consultation mechanisms , pay for the lowest paid employees and all other employees who are not Chief Officers is determined by the Personnel Committee. The Personnel Committee comprises of elected Councillors from the main political parties and has responsibility for local terms and conditions of employment for staff within the Horsham District Council’s pay framework. The Horsham District Council’s pay framework was implemented in 2009 in line with National guidance, with the grade for each role being determined by a consistent pay and grading process. 3.3 Salary grades and grading framework Grades for all other employees who are not Chief Officers are determined in line with National guidance, with the grade for each role being determined by a consistent pay and grading process. This followed a national requirement for all Local Authorities and other public sector employers to review their pay and grading frameworks to ensure fair and consistent practice for different groups of workers with the same employer. As part of this, Horsham District Council determined a local pay framework. The overall number of grade bands is ten, with a number of salary scale points within each grade band. Of the ten grade bands, 1 to 10 in the pay framework, grade 1 is the lowest and grade10 the highest. Each employee will be on one of the ten grades based on the pay banding of their role. SEE ATTACHED Employees can progress to the salary range maximum of their grade band subject to assessment of their performance in the annual performance review process. Pay awards are considered annually for staff in negotiation with the Trades Unions nationally and the National Joint Council for Local Government Services (NJC). For senior managers at or above grade band 10 the value of any pay award is also determined with the Trades Unions nationally. There has been no annual pay award to this group of staff since April 2009. SEE ATTACHED


4. Remuneration 4.1 Salaries 4.1.1 “Chief Officers” who are the Chief Executive and Directors, members of the Corporate Management Team, are paid outside the Council’s pay framework. There is one grade band for the Chief Executive. An annual appraisal of performance is carried out by a panel of elected representatives appointed by the Council. This takes place in April each year. Consideration is given to an increase in the salary level at a formal appraisal in light of performance against targets and objectives. There is one grade band for the Directors with two salary scale points. The grade band was established following a job evaluation process, which took a variety of factors into consideration including the scope of responsibility and accountability of the roles within the Council. These evaluations were benchmarked using a Chief Officer Pay and Benefits Survey 2008/9 undertaken by South East Employers (SEE). See link for organisational structure identifying budgetary and staffing responsibilities. SEE ATTACHED The two salary scale points are incremental points within the grade band. They differentiate between the post holder who is developing into the role and have not yet demonstrated full competence and those who are considered to be competent in role. New starters, or those who have taken up a post through promotion, will take between 6 and 12 months to be confirmed as fully competent, either through a probationary review meeting (new entrants to local government), or through an appraisal based on experience and an evaluation of performance. The Directors are subject to the same performance and development process as the lowest paid employees and employees who are not Chief Officers. The annual pay review for these Chief Officers pay awards is determined with the Trades Unions nationally under the Joint Negotiating Committee for Chief Officers of Local Authorities (JNC). Typically, these Chief Officers have received similar percentage pay awards as other managers and staff groups within the Council. There has been no annual pay award to this group of staff since April 2008. 4.1.2 “Chief Officers” who are Heads of Service and members of the Corporate Management Team are paid outside the Council’s framework. There is one grade band for the Heads of Service with two salary scale points. The grade band was established following a job evaluation process, which took a variety of factors into consideration including the scope of responsibility and accountability of the roles within the Council. These evaluations were benchmarked using a Chief Officer Pay and Benefits Survey 2008/9 undertaken by South East Employers (SEE). See link for organisational structure identifying budgetary and staffing responsibilities. SEE ATTACHED


The two salary scale points are incremental points within the grade band. They differentiate between the post holder who is developing into the role and have not demonstrated full competence and those who are considered to be competent in role. New starters, or those who have taken up a post through promotion, will take between 6 and 12 months to be confirmed as fully competent, either through a probationary review meeting (new entrants to local government), or through an appraisal based on experience and an evaluation of performance. The Heads of Service are subject to the same performance and development process at the lowest paid employees and employees who are not Chief Officers. The annual pay review for these Chief Officers pay awards is determined with the Trades Unions nationally under the Joint Negotiating Committee for Chief Officers of Local Authorities (JNC). Typically, these Chief Officers have received similar percentage pay awards as other managers and staff groups within the Council. There has been no annual pay award to this group of staff since April 2008. Details of grade bands for Chief Officers are attached 4.2 “Lowest paid employees” Each “lowest paid employee” is paid within the salary range for grade band one. 4.3 Bonuses There is no provision for bonus payments for the lowest paid employees or for employees who are not Chief Officers. There is no provision for a bonus payment for Chief Officers. 4.4 Other pay elements Allowances paid to Chief Officers include car allowance; professional subscription; telephone; elections and monitoring officer. For details associated with individual posts see LINK SEE ATTACHED 4.5 Charges, fees or allowances Any allowance or other payments will only be made to staff in connection with their role or the patterns of hours they work and must be in accordance with the Council’s Policy. 4.6 Pension All employees as a result of their employment are eligible to join the Local Government Pension Scheme. 4.7 Severance Payments We are already required to publish our policy on discretionary payments on early termination of employment as well as publishing our policy on increasing an employee’s total pension scheme membership and on awarding additional pension. 4.8 New starters joining the Council For new employees to the Council, under the categories lowest paid employees or for employees who are not Chief Officers, they will normally be appointed to the first point of the salary range for their pay band. Where the candidate’s current employment package would make the first point of the salary range unattractive (and this can be demonstrated by the applicant in relation to current earnings) or where the employee already operates at a level commensurate with a higher salary, a higher salary may be considered by the recruiting manager. This will be within the salary range for the pay band. The candidate’s level of skill and experience should be consistent with that of other employees in a similar position on the salary range.


As regards senior officer posts, scales are determined by reference to a combination of national comparators, local conditions, recruitments difficulties, inflation, and whether the post has recently been advertised and the process has been unsuccessful. In professions where there is a particular skills shortage, as a temporary arrangement, it may be necessary to consider a market premium to attract high quality applicants. With senior manager salaries, there can be scope for negotiation over the exact starting salary at the point of job offer, and a range of factors will be considered. The final decision as regards any discretion lies with the Chief Executive. 5. Relationship between remuneration of “Chief Officers” and “employees who are not Chief Officers” The ratio between the highest paid employee and the median average salary of the whole of the Council’s workforce is 4.35. This has been calculated using all taxable earnings including base salary, variable pay and any allowances paid.

This document is available in alternative formats upon request, such as large print. Please contact Personnel on 01403 215133 or [email protected] Also see info below on where to get alternative formats (page 10 onwards): http://hdc-intranet.horsham.gov.uk/files/Dealing_with_Disabled_Customers_HDC_2011.pdf




CHIEF OFFICER PAY GRADES

Chief Executive Joint Negotiating Committee for Chief Executives of Local Authorities

Minmum level set @ 1 April 2007at no less than £68,469

The JNC notify authorities of benchmark information based on population bands

Last Annual Pay Award - 01.04.08 - 2.45%

£ Allowances

Current salary £111,021 Telephone - £204 p.a.

CHIEF OFFICERS Joint Negotiation Committee for Chief Officers of Local Authorities

Last Annual Pay Award - 01.04.08 - 2.45%

Salary Range £ Allowances

Directors Director - 1 £86,500 Mileage expenses based on 5000 p.a.

Director - 2 £89,700 at appropriate rate for size of vehicle

Heads of Service & CO's Head of Service - 1 £65,500Head of Service - 2 £68,000


Chief Officer Contracted Allowances

Post Allowance

Chief Exec

Dir of Corporate Resource

Dir of Comm Services

Head of Financial and Legal Services

Head of Corp Support Services

Head of Operal Services

Head of Planning and Environmental Services

Head of Housing and Community Devmt

Head of Econom Devmt and Leisure

Head of Strategic Planning and Perform

Strategic Land and Property Manager

Monitoring Officer and Principal Solicitor

Car A B B C C C C C C C B D Subscriptions A B B - - - - - - - - - Telephone A B B B B B B B B B B - Election A - - - - - - - - - - - Monitoring Officer Allowance

- - - - - - - - - - - A

Car Allowances A You will be required to provide your own vehicle in order to perform your duties, account of which has been taken into account in determining

the salary for your post. You may take advantage of the Council’s assisted car purchase scheme, details of which can be obtained from the Personnel Services Department. You will have a commuted lump sum mileage allowance (paid monthly, with salary) based upon an assumed 5,000 miles per annum. This is to cover the cost of travel within the geographical boundaries of West Sussex. The mileage allowance is dependant upon the cubic capacity of the vehicle you drive and is the allowance used, by the Council, for leased cars.

B You are required to provide a vehicle for the better performance of your duties. The salary quoted takes account of this requirement. You will

be paid an annual allowance, based upon business mileage and cubic capacity of your vehicle, to cover the cost of travel and other expenses incurred within the district. The annual allowance is based upon an assumed 5,000 business miles per annum. Travel incurred on business outside the district boundary will be reimbursed at the appropriate rate. Any mileage undertaken on Council business will be reimbursed at the Council’s leased vehicle rates.

C You are required to provide a vehicle for the better performance of your duties. The salary quoted takes account of this requirement. D Essential User car allowance


Subscriptions A Subject to the foregoing, you may be a member of any professional associations relevant to your appointment, take part in their

activities and, subject to the Council’s agreement, hold any honorary office in any such association. The Council will pay for up to two annual subscriptions related to the appropriate qualifications for this post.

B The Council will reimburse to you the cost of up to two annual subscriptions for professional association fees relevant to this post Telephone A As a condition of your employment you are required to be on the telephone at home, the cost of the installation, rental and any calls

made on Council business being met by the Council. B Your post is designated as an official telephone user. The Council will meet the cost of the installation of a telephone at your home address but

the salary quoted takes account of the need for you to meet the cost of equipment and line rental yourself. You will, however, be reimbursed for all business calls which will need to be properly recorded on the forms available.

Elections A As Electoral Registration Officer and when acting as Returning Officer, Deputy Returning Officer and Acting Returning Officer, you

will receive the appropriate election fees. Monitoring Officer Allowance A £4000 pa

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