- Household Energy Efficiency and Carbon Minimisation

www.AnthonyHaganAssociatesLtd.com

Local Authority Regeneration

via

Property Asset Management

Items Considered

1. Context

2. Growth Point and Growth Agendas

3. Core Documents

4. Key Policy Drivers

5. Corporate and Team Service Delivery Plans

6. Growth Point and B&NES Growth Agenda

7. Programmes of Development and Delivery of the Visions

8. Site Specific ‘Allocations’ – to go to Core Strategy

Items Considered (contd.)

9. Planning Obligations SPDs

10. The Layered Approach to Delivery

11. Transport Implications of Growth

12. The Infrastructure Challenge

13. Targeting Developer and Investor Needs

14. Current Knowledge Gaps

15. Observations for Consideration

1. Context

External Major Influencers are having significant impact on Regeneration and Delivery:

• New Planning System and implications – it is still a Plan-Led system though (see Appendix 1 attached)

• Creation of Housing and Communities Agency (HCA)

• Move to abolish Regional Assembly (RA) and establish SWRDA / Leaders Forum in lead role to create Regional Strategy (Economy and Planning)

• Sub National Review – Multi-Area Agreements (MAA’s) / Import of Sub Regional Work

• Government Regeneration Policy shift – towards inclusion – dealing with skills and worklessness

• Credit crunch and recession

Growth Point and Growth Agendas

Growth Point

• West of England Partnerships (WEP) sub-region awarded Growth Point status by CLG October 2006

• New Growth Point is not a Statutory Designation• Kate Barker’s 2004 report highlighted shortfall between Housing

Supply and Current and Future Demand• Government’s response included commitments to increasing Housing Supply, Affordable Housing for Ownership and Rent and

Planning Reform• Regional Spatial Strategies - set out Strategic Policies and

Proposals of regionally or sub-regionally activities and development including, amongst other things, the scale and distribution of New

Housing• Local Development Frameworks – set the Local Policy Context and

allocate Specific Sites for Development• Growth Point proposals will be subject to robust testing and public

consultation through these Regional and Local Planning Processes

Growth Areas and Growth Points

UK Planning Policies

• National – PPSs etc

• Regional – RSS, RES

• Sub-Regional – WEP

• Local – B&NES

See Appendix 1

Planning Policy Documents under New System

The Development Plan (RSS) and Development Plan Documents (DPD)

Timetable for The Development Plan (RSS) and Development Plan Documents (DPD)

Core Documents – RSS and DPD

2008 2009 2010 2011

The Development Plan (RSS)

Core Strategy (DPD)

Site Specific Allocations (DPD)

Proposals Map (DPD)

Area Action Plans (DPD)

Timetable for The Local Development Framework (LDF)LDF Documents 2008 2009 2010 2011

Statement of Community Involvement (LDF)

Supplementary Planning Documents (LDF)

Annual Monitoring Report (LDF)

Local Development Schemes (LDF)

Local Development Orders (LDF)

Timetables / Programmes and Milestones – Need Rationalisation and Simplification along these lines……

Key Drivers for Development and Major Projects Directorate:

•RSS

•WEP

•B&NES Corporate Plan

•B&NES Development and Major Projects Service Plan

Regional Spatial Strategy (RSS)

South West of England RDA

RDAs and RSS

• Regional Assemblies established under the Regional Development Agencies Act

1998 – are to be abolished by 2010 and replaced by Regional Leaders Forums

• Each acts as a Regional Planning Body with a duty to formulate a Regional Spatial

Strategy (RSS) including Regional Transport Strategy, replacing the planning function

of County Councils

• Regional Development Agencies will be given “Executive responsibility for developing

the single regional strategy”

Planning and Compulsory Purchase Act 2004:

• Abolished Structure Plans

• Replaced Regional Planning Guidance (RPG) with RSS

Regional Spatial Strategies (RSS):

• Provide Regional Planning Framework for the 8

Regions of England

• RSS now the Strategic Level Plan charged with

informing Local Development Frameworks (LDFs)

• LDFs must be in ‘general conformity’ with RSS,

which is a statutory, legal document

RSS Proposed Changes affecting B&NES (1)

The main findings that effect Bath and North East Somerset are as follows:

• Increase in the overall housing requirement for Bath & North East Somerset for the period 2006 to 2026 from

15,500 new homes in the draft RSS to 21,300

• Expansion of Keynsham to strengthen its role as a service centre through the provision of 3,000 additional

homes

• Increase in the size of the urban extension to south east Bristol from 6,000 new homes in draft RSS to 9,500

homes (8,000 within Bath & North East Somerset and 1,500 within Bristol City Council area)

RSS Proposed Changes affecting B&NES (2)

• Increase in the size of the urban extension to Bath from 1,500 new homes in draft RSS to 2,000 homes

• Need to plan for employment growth of about 20,200 additional jobs within the Bath Travel to Work Area

including the provision of about 39 hectares of employment land

• The Council needs to identify sites to meet the specific needs of different groups of gypsies and travellers and travelling showpeople by providing pitches and plots as follows: Gypsies & travellers – 19 residential pitches and

20 transit pitches by 2011; and Travelling showpeople – 51 plots across the West of England area comprising

the unitary authorities of Bath & North East Somerset, Bristol, North Somerset and South Gloucestershire

RSS Proposed Changes: Housebuilding Rates

RSS Proposed Changes: Spatial Strategy

RSS Proposed Changes: Summary of Issues

The West of England Partnership

The West of England Partnership (WEP)

The West of England Partnership (WEP)

Consists of 4 Unitary Authorities:• B&NES• Bristol

• North Somerset• South Gloucestershire

– Arrangements shall not constitute a partnership in law (Constitution 2005)

– Decisions need to be ratified by member authorities or participants

– Concluded Formal Agreement to ensure role, responsibilities and rights of ‘lead’ authority

– Multi-Area Agreement (MAA) (28th September, 2008) – ratified by Secretary of State?

WEP – Strategic Vision

In 2026 the area will:

• Be one of Europe’s fastest and most prosperous sub regions – driven by major developments in employment and government backed infrastructure improvements

• Buoyant economy – based on investment by innovative, knowledge-based businesses

• Promote Healthier Lifestyles and Affordable Housing• Provide easier Local, National and International travel – linking Communities to

Employment Opportunities and Local Services, control and reduce congestion and improve strategic connections

• Improve cultural attractions• Secure success in ways that are energy efficient, protect air quality and minimise waste

• Build upon benefits of distinctive mix of urban and rural areas• Influence regional and national government – by demonstrating vision and leadership and

delivering the vision

WEP Strategic Policy

Growth Points Programme of Delivery emphasised by developments on a number of key regional and local plans as

follows:

• The Secretary of State Proposed Changes to the RSS (currently subject to consultation)

• Joint Local Transport Plan and Development of Major Schemes

• Core Strategy Development

• Local Area Agreements

• The Draft WEP Multi-Area Agreement

WEP Objectives

• Improving Competitiveness

• Raising Educational Attainment, Reducing Disadvantage in the Labour Market and Enhancing Skills

• Increasing the Housing Supply and Improving Housing Affordability

• Reducing Congestion and Securing New Transport Infrastructure

• Delivering Levels of Growth consistent with Long-term Environmental, Economic and Social Sustainability

• Improving Leisure, Cultural and Sporting Facilities

WEP’s Relationship with Key Strategies and Policies

Multi-Area Agreement (MAA) is consistent with:• RSS

• Core Strategic / Development Documents• RES

• JLTP (Bath Package £55m)• LAA – Local Area Agreements

Says all the right things in all the right places but…

Summary Focus and Priorities for the WEP

• Quality of Life - Deliver homes and jobs for sub-region to

2026

• Quality of Life - Ensure mixed, sustainable and prosperous

communities with increase in affordable homes

• Connectivity and Accessibility - Support delivery of RSS

through delivery of ‘Our Future Transport’ vision to 2026

• Economy - Sustain high levels of economic growth and

increased competitiveness

• Economy - Deliver reductions in worklessness

… Schemes WEP Promoting (1)Housing Market Areas

… Schemes WEP Promoting (2)Bus Network Key Corridors

… Schemes WEP Promoting (3) Our Future Transport 2026 Transport Vision

Comments on WEP Schemes so far!

• Schemes are very much centred around the needs of Bristol as based on studies carried out for their area

• Schemes B&NES currently ‘signed up’ to not do a lot for B&NES area

B&NES Corporate Plan and Drivers for The Growth Agenda

Vision for B&NES

The vision is:“Making Bath & North East Somerset an even better place to

Work, Live and Visit”

Specifically, this means that Bath & North East Somerset is a distinctive place with vibrant communities where everyone

fulfils their potential.

Bath & North East Somerset Council’s core values for moving towards this vision are:

Quality, Value with Customer Focus.

Vision will drive local plans and policies.

B & NES Growth Agenda

• Lies within a Growth Area defined by Government

• Articulated through the Regional Spatial Strategy

• Challenge is Housing Growth at rate of more than three times

historic provision – within constrained and designated built and

natural environment

• Combination of Employment Diversification and Housing provision

has to address Infrastructure Provision to:

- Reduce Congestion

- Improve Housing Affordability

- Drive Competitiveness

- Engage with Communities and Partners

Council Improvement Priorities over next 3 years (Corporate Plan 2008 – 2011) (Part 1)

• Produce a Core Strategy and Site Allocations Development Plan

Document

• Prepare Regeneration Delivery Plans for the urban areas that set out actions

required to implement development and regeneration on key sites

• Develop a sub regional Programme of Development which clarifies

infrastructure requirements necessary to accommodate the housing growth

• Complete a Business Growth and Employment Land Study that provides

evidence about the current economy, identifies future land and premises

requirements and identifies target growth sectors

• Protect strategic employment sites and seek to allocate and deliver new

employment space

Council Improvement Priorities over next 3 years (Corporate Plan 2008 – 2011) (Part 2)

• Attract infrastructure funding and investment from developers,

government and agencies that will enable and unlock growth (e.g. Growth

Area funding)

• Work with the Universities to maximise innovation and spin-off business

opportunities to create new jobs

• Collaboration with business support agencies, the business community

and education providers to continue to provide business support to promote

indigenous growth

• Target key sectors (e.g. ICT and Creative Industries) through indigenous

expansion and an Inward Investment Strategy (with sub regional partners)

• Deliver a successful partnership with business groups through a City

Centre Manager and Limited Company to deliver destination management

improvements

Council Priority Actions for next 3 years (Corporate Plan 2008 - 2011)

• Improving transport and the public realm

• Improving the availability of affordable housing

• Addressing the causes and effects of climate change

• Building communities where people feel safe and secure

• Promoting the independence of older people

• Improving the life chances of disadvantaged children and

young people

• Improving school buildings

• Sustainable growth

Key Drivers for the Directorate

Key Drivers for Development and Major Projects Directorate (Directorate Service Plan)

• Managing the Growth Agenda

• Coordinating Development Projects and Physical Infrastructure

• Setting out Regeneration Delivery Plans

• Acting as a Gateway to the Development Industry

• Pursuing Development Negotiations

• Promoting High Quality Development within B&NES

• Growing and Supporting the Economy

• Coordinating the Economic and Environmental Block of the LAA

• Acting as a conduit with Public Sector Partner Agencies

• Delivery of Major Construction Projects

• Central point of control for Council-wide Project Management

Bath & North East Somerset

B&NES Possible Responses to Issues Raised in Item 1. (Context)

• Increased need to boost sub regional governance, funding and ability to deliver

• Public sector liaison needs boosting based on Regeneration Delivery Plans (RDP) / Infrastructure plans etc.

• Need for more ambitious MAA, Growth Point and Regional Funding Allocation (RFA) approach – question of resourcing adequately and other issues?

• An economic plan that sets out approach to skills agenda and worklessness

• Move from Local Planning to producing Local Development Framework ( LDF’s)

• Target troubled sectors – or go for those on the ‘crest of a wave’ that are riding the storm surge successfully?

• Maximise use of Council assets to pump prime and leverage• New approach to business support

The B&NES Growth Agenda

• How is it going to be delivered?

• Who is going to deliver it?

• How is it going to be funded?

• Who is going to fund it?

• What are the Priority Actions that need to be taken to ensure its Delivery?

• What will be the outcomes?

7. Programmes of Development and Delivery of the Vision

Based on West of England Growth Point Report 1st October

2008

B&NES - West of England Growth Point - Programme of Development - Submission to CLG - 1 October 2008

Page 1 of 2

Key Priorities

Approximate Cost Short Term* 2008/09

Medium Term**2009/10 -

2010/11

Long Term***Afte

r 2011

City Centre Connection √ √

Public Square River Frontage √ √

Victoria Bridge Bath √ √

Waste Recycling and Transfer √ √

Transport

Approximate Cost Short Term* 2008/09

Medium Term**2009/10 -

2010/11

Long Term***Afte

r 2011

A4 Saltford Bypass Feasibility Study √

Bath - Strategic Highway Infrastructure √ √

Keynsham Station √

South West Keynsham - Highway Infrastructure √

B&NES - West of England Growth Point - Programme of Development - Submission to CLG - 1 October 2008

Page 2 of 2

Joint ProjectsApproximate

CostShort Term*

2008/09Medium Term**2009/10 -

2010/11Long Term***After

2011

Strategic Review of Cycle and Walking Network √

Smarter Choices √ √ √

Other Capital ProjectsApproximate

CostShort Term*

2008/09Medium Term**2009/10 -


2011

Bath - Cultural Venue √

City and Towns Delivery Plans √ √

Market Towns - Creating Jobs √ √ √

Market Towns - Focal Points for Growing Communities √ √ √

Market Towns - Sports and Fitness Facilities √

RevenueApproximate

CostShort Term*

2008/09Medium Term**2009/10 -


2011

South East Bristol Urban Extension √

South West Bath Urban Extension √

8. Site Specific Allocations – to go to Core Strategy (DPD)

Local Plan Proposals Map (Until 2011) All planning applications up to 2011 should be

‘judged’ against this

The Regeneration Delivery Plans (RDP)

The B&NES Regeneration Delivery Plan (RDP) will be developed in

collaboration with public sector partners. The purpose of the RDP is

to make better strategic use of our public assets.

It aims to:

• Be a framework for public sector investment in the district

• Act as one of the delivery plans of the Local Strategic Partnership

• Feed into the development of the Sustainable Communities Strategy

• Flag areas where there can be better and more creative partnership working

• Create a partnership through which opportunities can be progressed

• Identify Land Uses and Delivery Mechanisms within Strategic Sites

identified in the Core Strategy

‘Other’ Development Sites Identified / Underway

• Podium and Cattle Market Site

• Recreation Ground

• Manvers Street

• Southgate

• Bath Quays North and South• Bath Western Riverside

• Smaller Sites such as Millsom Place and Saw Close

Questions Regarding Possible Regeneration Sites – Bath

• Will they be classified as Strategic Sites with WEP / SWRDA?

• Will they be referred to as Strategic Sites within the LDF only?

• Who will prepare Development Briefs for each site?• How are the sites to be prioritised?

• How will ‘cherry-picking’ by developers be managed?

• Who will carry out sustainability checklist and policy framework for each site – danger of doing

developer’s work for them?• Who will target Appropriate Developers and

Investors?

Useful Examples of Regeneration Delivery Plans

• Lambeth – based on representing policies / sites on Google Maps

• Barking and Dagenham – glossy brochure style

Others Sites Coming Forward through LDF

• To discuss / establish with Planning

Land Ownerships

• Needs to be brought into Layering System and accessible by Development and Major

Projects

Bath Western Riverside and Southgate Developments

Bath Western Riverside (2) – August 2007

Bath Western Riverside (1) - Phasing

BWR - Section 106 Undertakings (1)

• Affordable Housing

– 25% of the Total number of Homes– Tenure mix of

• 70% Rented• 30% Intermediate/Shared Ownership

– Negotiations underway with Somer Housing & Housing Corporation


• Transport– RTS Cash Contribution £1.98m– Physical works

£8.60m– CPZs £111K– Traffic Calming Weston Rd £100k– Subsidy for Public Transport £576K– Pedestrian/cycle routes £89k


• Green Space & Public Realm– Maintenance contribution £1m– On Site public realm £11.2m– Off-site Allotment provision £61k– Repairs to the River Walls £1.33m– New Moorings/Victoria Bridge £2.04m

Square – Refurbish Victoria Bridge £754k

Southgate – Autumn 2010 Completion

Southgate – Autumn 2010 Completion

• £350 total investment value• Creating 1,500 permanent jobs

• 430,000 sq ft retail & leisure space• Debenhams anchor store (125,000 sq ft)

• 58 shops• Cafés & restaurants

• 93 apartments including 21 affordable housing• units

• 724 space basement car park• Improved links to Bath’s main retail spine

• Creating new open air public spaces• £6.5 million investment in Bath Spa Railway Station

• Improvements to Argyll House• Building a new £13 million bus station

• Phase 2 opening autumn 2010 - 1 year ahead of original schedule

Delivery of the Growth Agenda (1)

1. Sites need to be clearly defined – Strategic (RSS) Sites, Regeneration (B&NES) Sites – and ‘fed-through’ to RSS as necessary

2. An overall Programme of Strategic (RSS) Sites and Regeneration (B&NES) Sites with Anticipated Delivery Dates and Site Capacities

(with regard to Potential Development-mix) is needed

3. A District-wide plan of possible Regeneration (B&NES) Sites needs to be informally run past Targeted Private Sector potential partners

4. Sites need to be prioritised in an order to appeal to the Private Sector:Number

SizeLocation

Use Class – B1, B2, B8, Residential etc.Owner

6. Potential Site Capacity for Development Mix

Delivery of the Growth Agenda (2)

7. Development Briefs need to be drawn up for each site

8. Each site needs to be checked against the Policy Framework Checklist and the Sustainablity Checklist

9. An Infrastructure Development Plan needs to be developed which takes account of Existing and Proposed Developments at Key / Critical

Milestone Dates

10. Appropriate Delivery Vehicles need to be explored and approved

11. An Urban Design Document for Developers is required

12. Methods of Maximising Financing need to be explored and agreed as appropriate

Delivery of the Growth Agenda (3) The B&NES Plan-Led Layered System (i)

The B&NES system may based on a Plan-Led Layered System using the following:

1. Local Plan Proposals Map

2. B&NES Regeneration Sites

3. Others Coming Forward through LDF

4. Land Ownerships

5. Infrastructure Development Plan(s) – Existing and Proposed

6. Personal Injury Accidents Cluster Plan – KSI – for last 3 Years

Delivery of the Growth Agenda (4) The B&NES Plan-Led Layered System (ii)

The B&NES system may based on a Plan-Led Layered System using the following:

7. Traffic Management Plan taking Proposed Developments into Account

8. Urban Traffic Management Control System?

9. Congestion Plan

10. Air Pollution Contour Plan

11. Noise Pollution Contour Plan

Delivery of the Growth Agenda (5) Corporate Asset Management Plan

• To discuss with relevant person

• This will assist with Delivery of the Growth Agenda

Overall Programme of Development

REGENERATION DEVELOPMENT SITE TOTALS

Total 'Footprint'

Size

Potential Build

Capacity - based on Planning

Thresholds

Residential Retail Office Industrial Other

BATH SITES Total sq.m 451600 ?

KEYNSHAM SITES Total sq.m 723734 ?

MIDSOMER NORTON SITES Total sq.m.

622935 ?

RADSTOCK SITES Total sq.m. 143725 ?

Grand TOTAL sq.m. 1941994

Grand TOTAL ha 194

Detail of Programme of Development for Bath Sites (1 of 2)

BATH SITESTotal size

sqm 2008/09 2009/10 2011/12 2102/2013

B1a Broad St Car Park & King Edward’s School 2539

B1b Cornmarket to Podium 14,510

B4 Manvers Street (a) & Lewis House (b) 12,870

B5 Former Menzies Hotel 12,250

B6a Avon Street Car / Coach Parks 16,025

B6ci Green Park House Topland 2,990

B6cii Green Park House other 4,081

B6di Kingsmead House 2,898

B6dii Plymouth House 2,960

B6e 1-3 James St West 778

B6f 4 James St West 732

B7 Green Park Station 24,250

B8 BWR East 52,770

B9a South Quay 9,244

B9b RBP to Travis Perkins 16,940

Detail of Programme of Development for Bath Sites (2 of 2)

BATH SITESTotal size

sqm 2008/09 2009/10 2011/12 2102/2013

B10 Charlotte St Car Park 31,290

B11 Saw Close 3,016

B12 Bath Press 19,490

B13a Lower Bristol Road 29,280

B13b Lower Bristol Road 13,360

B13c Lower Bristol Road 4,029

B13d Lower Bristol Road 5,418

B13e Lower Bristol Road 1,948

B16 BWR Phase one 83,020

B17 BWR Phases two & three 62,190

B18 Westmark 7,320

B19 Comfortable Place / TA 5,979

B20 Onega Centre 2,967

B21 Albion / Hinton Garage 4,436

B22 Norfolk Crescent 2,020

BATH REGENERATION SITES Total sq.m 451600

BATH REGENERATION SITES Total Ha 45

Transport Implications of Growth

• Transport is a major constraint on Economic and Housing Growth in the region / district

• Partners fear further growth will lead to increased congestion

• WEP produced Joint Local Transport Plan (JLTP)

• JLTP integral to economic development of the area – study shaped by outcomes of the Greater Bristol Strategic Study published in June 2006 – identified improvements to 2031

• Study was linked to Spatial Development Scenarios – although Housing and Employment tested have been increased (but not

yet agreed with WEP)

The Infrastructure Challenge

• B&NES recently approved its draft Planning Obligations (SPD to the Local Plan) for consultation

• Sets out Council’s approach towards provision of Infrastructure

• SPD and Infrastructure Delivery Framework will be reviewed in accordance with infrastructure

requirements through Core Strategy

• Review will take account of opportunities to fund Strategic Infrastructure through Community

Infrastructure Levies

Joint Local Transport Plan

Bath Community Transport

Comments on the Current Infrastructure Plans

• The WEP JLTP does little for B&NES

• An Infrastructure Delivery Plan needs to be developed as a matter of urgency

Current Challenges to the Growth Agenda

Current Challenges to Growth Agenda (Part 1 of 5)

• Core Cities Group – confirmed developers experiencing major credit / liquidity problems – lenders may see less gain and more risk in lending for regeneration and slowdown is particularly seen in development sites not yet on site

• Highlights risks related to ensuring that infrastructure and other preparatory work to deliver schemes in 3 years time continues

• Recovery will not be seen until 2010 at the very earliest

• Will be a ‘time-lag’ between noticeable economic recovery and market recovery in the regeneration sector

• Need to complement main government programmes with other funding to ensure necessary infrastructure provision to enable delivery of sustainable growth

• Additional small scale infrastructure needs and inability of private sector developments to fully fund the current gaps in Infrastructure Resources


• Does B&NES and its communities understand the extent of the growth required (e.g. is it equivalent to another Keynsham or a football pitch)?

• We don’t yet know the extent of the implications on infrastructure (e.g. transport, health, waste, energy, water etc.) that new development brings

• There is no cost, phasing or business plan for providing this infrastructure in B&NES plans (or its partners like PCT, SHA, etc)

• How do our infrastructure and cost plans marry with Rail, Highways Agency, Environment Agency etc. investment plans?

• Apparent lack of ‘Joined-Up’ thinking between Planning, Estates, Transportation and Development and Major Projects


• Following on there is uncertainty about how this dovetails withSection 106 policy and associated Charging Schedule (see Appendix 2 attached

as good example)

• An emerging charging schedule for CIL (see Appendix 3 attached)• No basis for future Growth Area bids (Strategic (RSS) sites or B&NES

Regeneration Sites)

• Unclear ask of Govt via RFA – from whom?

• No real basis for informed Spatial Options in the Core Strategy• Without the above a Regeneration Framework cannot be established and

piecemeal development will occur therefore not securing best outcomes or £

• Interim development pressure is high – no planning framework + no delivery framework = bad development

• No approach to skills agenda therefore will never create the skills to deliver


Future Risk• Greenfield development occurs before brownfield – unsustainable – not great

for urban areas

• Inadequate infrastructure – therefore future burdens (air quality, congestion etc)

• Not plan led but the planning system is still!

• Poor quality development could ensue

• Loss of community confidence

• Pressure on development control to resist development creating a lack of investment confidence and stagnation

• Not using assets to aid this process will weaken case for Government funding

• Economy stagnates limiting tax raising abilities plus increased burden on public sector


Current Capacity and Recommendations

• Current D+MP resource targeted at getting frameworks in place too small

• Council wide resource doesn’t match aspiration for growth agenda

• Lack of capacity and skills necessary to progress key pieces of work (infrastructure plans, CIL and S106 framework, RDP’s etc.)

• PM systems need to be applied to all aspects of growth agenda

• Council needs to push and drive LDF/Core Strategy harder and faster and with more thought/depth

• Need to establish greater governance/control on WoE – esp on Growth Points, RFA and MAA

• Need an economic plan – how to support business, increase skills in workforce and inward investment

My Concerns with regard to WEP with regard to B&NES

• Lack of Strategic Sites for B&NES

• ‘Lead’ authority can dominate

• JLTP doesn’t do a lot for Bath

• Formation of an Integrated Transport Authority will / may, in my experience,

further dilute B&NES’ ability to influence and deliver

Achieving the Growth Agenda (1)

How can the step changes be achieved?

1. Robust policy framework – rationalise and simplify policies via Policy

Framework Conformity Checklist

2. Simplified Gantt Chart of Key Dates / Actions for Delivery Plans

3. Maximise s106 / s278 contributions

4. Target right Government Funding / Developers / Investors:

• Glenigan.com – SIC codes

• Partnerships UK – PFI / PPP – one PFI for B&NES but 58 for SW England

(over £3 billion)?

• English Partnerships / MOD / others

• European Journal?

• Not just EU / UK – Abu Dhabi companies willing to invest in UK football

clubs that are high risk

Achieving the Growth Agenda (2)

5. Become more commercial – Developers / Investors want upwards of 20% Return on Investment

6. Maximise use / sale of land in B&NES ownership – use as bargaining chip for development?

7. Examine Landbank of extant planning permissions – amenable to change / barter?

8. Determine land ownerships – sites of interest to B&NES and developers / investors

9. Public Sector:

• Government grants

• 35% affordable housing?

• West of England Partnership (WEP) – my experience – ‘lead’ authority?

• Integrated Transport Authority – my experience - PTAs?

10. Capitalise on World Heritage Site status

Current Capacity and Recommendations

• Current D+MP resource targeted at getting frameworks in place too small

• Council wide resource doesn’t match aspiration for growth agenda

• Lack of capacity and skills necessary to progress key pieces of work (infrastructure plans, CIL and S106 framework, RDP’s etc.)

• PM systems need to be applied to all aspects of growth agenda

• Council needs to push and drive LDF/Core Strategy harder and faster and with more thought/depth

• Need to establish greater governance/control on WoE – esp on Growth Points, RFA and MAA

• Need an economic plan – how to support business, increase skills in workforce and inward investment

Appendices

• Appendix 1:

• Appendix 2:

• Appendix 3:

• Appendix 4:

End of Presentation

Thank You

Any questions?

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