Meeting documents

1. THE ISSUE

1.1 On 5 November 2008, Cabinet authorised the release for consultation of the draft Public Realm and Movement Strategy for Bath City Centre, entitled Creating the Canvas for Public Life in Bath. This was duly undertaken and this report presents a summary of the main consultation responses, identifies key issues and concerns expressed and provides an analysis of the consultation questionnaire responses.

1.2 Many thoughtful and comprehensive responses were received from statutory consultees, external groups and individuals, the majority of whom had taken the trouble to engage with the full content of the Strategy document (134 pages) and demonstrated a considerable knowledge of and passion for Bath. This report attempts to capture the substantive issues raised by consultees in response to the draft Strategy for consideration by the Cabinet and Council.

1.3 In addition to the key issues raised, a large number of detailed comments were also received which do not require any substantive changes to the Strategy, but will result in drafting amendments to the main document and further refinement of its associated Action Plan and Sustainability Appraisal. A number of the detailed comments received are still being reviewed and addressed in consultation with relevant service areas across the Council. Once this process is complete, it is proposed that a final draft of the Strategy and its supporting documents will be produced for the approval of the Cabinet Members for Development & Major Projects and Customer Services, highlighting the detailed changes made and informing consultees accordingly. Information on how to access all consultation responses received is provided in section 5 of this report.

1.4 However, there is a clear rationale at this stage for the Cabinet and the Council to consider and respond to the substantive issues raised by the consultation exercise and, hopefully, to endorse the Strategy as Council policy (subject to the identification of funding) and to delegate the subsequent agreement of any final amendments to the Strategy and its supporting documents to the Cabinet Members for Development and Major Projects and Customer Services. This approach would enable momentum to be maintained and provide an agreed framework within which initial phases of implementation can be progressed including:

• the implementation of appropriate internal structure and working arrangements;
  
• a communications strategy including new mechanisms for continued stakeholder involvement;
  
• a funding strategy;
  
• the development of the new city information and wayfinding system (for which significant external funding has already been secured, including EU CIVITAS funding);
  
• the development of initial concept designs for street furniture for further testing with the Council, key stakeholders and the wider public;
  
• the development of associated plans for lighting, trees and landscaping and public art;
  
• the consideration of temporary demonstration projects for city centre streets and spaces.

1.5 Overall, responses to the Strategy have been extremely positive and support its key principles and objectives. The strategy is based on a `big idea' - that Bath's streets and spaces between its buildings should be recognised, invested in and managed as one of the city's most exciting assets. This is the impetus for the Strategy which is based on 4 key elements or principles:

• Rebalancing Bath's movement and spatial structure to establish a new movement hierarchy for the city centre which, for large parts of the day, would give priority to pedestrians (including people using mobility aids), cyclists and public transport systems above other motor vehicles;
  
• Refashioning streets, public spaces and the riverscape within the centre to create a more animated, enjoyable and beautiful public realm and to enhance Bath's distinctiveness, appeal and competitiveness as a local and regional centre, a World Heritage Site and a national and international visitor destination;
  
• Revealing the City through a new Wayfinding and City Information System through the design and incremental delivery of one integrated, user-friendly, information system for movement across all modes of transport within the city, with a particular emphasis on increased pedestrian, cyclist and public transport activity;
  
• Reanimating public life within the City through an ongoing programme of arts, cultural and community based events and activities within the city centre and along its riverside.

These principles and a long-term guiding masterplan are outlined further at Appendix 1.

1.6 Once formally approved as Council policy, it is intended that the Public Realm and Movement Strategy (PRMS) will form the basis of a developer contributions model which will subsequently be produced and consulted upon either as i) an addendum to the Bath and North East Somerset Developer Contributions SPD or ii) as part of the review of that SPD.

2. RECOMMENDATIONS

The Cabinet agrees:

2.1 To endorse the PRMS and forward it to Council with a request that Council input fully into the development of the PRMS as Council policy prior to its approval, taking account of the key issues raised by consultees (please refer to section 5.2 and Appendix 2) and subject to the development and agreement of the funding strategy.

2.2 To delegate authority for the approval of the Strategy as Council policy to the Cabinet Member for Development and Major Projects and the Cabinet Member for Customer Services:

(1) taking full account of the input of Cabinet and Council as outlined above, and

(2) following their review and agreement of amendments to the final Strategy document, Action Plan and Sustainability Appraisal as a result of consultation comments received. Implementation plans to be developed with the Action Plan as a first priority.

2.3 To endorse the approach for taking the Action Plan forward for implementation. This will include identification of resources and funding opportunities to be identified in consultation with the Cabinet Members for Development & Major Projects, Customer Services, and Resources, subject to the Council's Project Initiation process and capital approvals.

2.4 That the PRMS will form the basis of a developer contributions model which will subsequently be produced and consulted upon either as i) an addendum to the Bath and North East Somerset Developer Contributions SPD or ii) as part of the review of that SPD.

2.5 That the extent and/or timing of available funding from external public and private sector sources and from the Council itself will inevitably mean that implementation of the policy will be incremental (as outlined in the Strategy document), phased over a long term period, currently estimated as 10-20 years.

3. FINANCIAL IMPLICATIONS

3.1 While there are no direct financial implications arising from the adoption the PRMS as Council policy, in itself, clearly there are potentially significant costs associated with implementing the policy. An elemental, high level cost plan produced by Development & Major Projects estimates that the total cost of implementing the proposed street works, including paving, street furniture products and a new information and wayfinding system across the entire city centre area (as identified on page 85 of the draft Strategy document and at Appendix 1 of this report) will be in the region of £100m. More accurate costs will be obtained through the initial design concept work proposed.

3.2 Paragraph 1.4 refers to the need to develop a funding strategy, in relation to this policy. This will need to take account of the changed financial context both for the local economy and for the Council as a result of the economic downturn and its ongoing effects. The strategy will need to include both the options for securing external private sector and public sector resources, as well as funding that might be available from the Council itself, taking into account the wider financial and economic benefits that can be expected to result from implementation of the policy as well as the costs.

3.3 It is likely that uncertainties as to the extent and/or timing of funding will mean that implementation of the policy will need to be prioritised and phased, with the financial implications being kept under regular review as a significant element of the Council is medium term service and resource plans.

3.4 It is to be noted that any subsequent approval of a PRMS developer contributions model to form part of the Bath and North East Somerset Developer Contributions SPD will, in effect, reduce Section 106 money available for other purposes.

4. CORPORATE PRIORITIES

• Building communities where people feel safe and secure
  
• Sustainable growth
  
• Addressing the causes and effects of Climate Change
  
• Improving transport and the public realm

5. THE REPORT

5.1 A more detailed summary of the responses to the consultation exercise is attached at Appendix 2. An analysis of consultation questionnaire responses is attached at Appendix 3. Copies of all consultation responses submitted to the Council have been made available in full for Council Members (Group Rooms) and in addition, are available for public inspection at Council designated information points and public libraries across the district.

5.1.2. Overall, the Strategy was welcomed and supported by the majority of consultees; a number of positive comments included:

We applaud the objective of the Public Realm & Movement Strategy - English Heritage

We strongly support the Council's ambition to develop a coherent long-term vision and delivery plan for the city centre as a whole - The Bath Preservation Trust

If successfully executed over the next 10 - 20 years, it should lead to a renaissance of Bath which would be of considerable benefit to all who work, live in or visit Bath - Federation of Bath Residents' Association.

The decline of Bath's public realm is well-illustrated by the photographic evidence and one is left in no doubt that a more constructive and coherent strategy is long overdue. The new approach is well-argued and one is left with a clear impression that a corner is about to be turned - University of Bath.

I would like to see this strategy whole heartedly endorsed by the entire Council and funding secured for the projects that it proposes - Bath resident.

The Public Realm has deteriorated badly over many years and a major effort is needed to bring it up to the level appropriate for the finest Georgian city in the world - Bath resident

5.2 Key challenges/issues identified in consultation responses included:

• Council leadership and commitment

An overwhelming response was on the importance of the Council's commitment in providing strong leadership in delivering the strategy and the necessary development of future subsidiary strategies.

• Maintenance and street cleansing

Many of the comments focused on maintenance and street cleansing in the city centre and there was strong support for a greater emphasis on cleanliness, maintenance and training for people working in the public realm.

• Funding

Several responses requested that the Council must ensure that an appropriate Delivery Management structure is in place prior to implementation, including the provision of adequate funding. In addition, the need for an external funding plan and national PR and funding expertise was highlighted.

• Further consultation, phasing, implementation and delivery

The majority of comments included a request for ongoing consultation with relevant stakeholders and city centre interests particularly in relation to design, decisions and delivery of the Strategy and to neighbourhood and business impacts.

• Relationship with World Heritage Site management issues

Clarification was requested on the relationship of the Strategy within the World Heritage Site Management Plan.

• River

Many comments focused on the river and supported proposals to further embrace opportunities that the river and canal could offer.

Other comments focused on concerns about the impact of the potential removal of the Pulteney sluice gate on the flood defence system, the proposed locations for future pedestrian bridge crossings and wider flooding issues which will require further discussions with the Environment Agency and other agencies and will therefore be addressed within the final version of the Strategy and its supporting documents, including the Action Plan.

• Transport and movement

Concern was expressed over the relationship of the Strategy with other environmental and transport projects - the responses on this issue will be addressed in the Action Plan.

• Delivery

There was a general concern that some of the implementation is dependent on other projects that may or may not happen.

6. RISK MANAGEMENT

6.1 The report author and Lead Cabinet member have fully reviewed the risk assessment related to the issue and recommendations, in compliance with the Council's decision making risk management guidance.

7. EQUALITIES

7.1 An Equalities Impact Assessment (EIA) has been carried out using corporate guidelines. The results of the EIA will influence the amendments to the Strategy (as well as associated strategies and projects, including the content of the proposed Bath Pattern Book). These changes will be reviewed and agreed by the Cabinet Member for Development and Major Projects and the Cabinet Member for Customer Services.

8. RATIONALE

8.1 The Public Realm and Movement Strategy for Bath City Centre seeks to put in place a long-term plan to deliver a beautiful, coherent, accessible, world-class public realm where the priority in terms of movement and animation is given to people, be they residents, workers or visitors. It is proposed that this will enhance the economic success and sustainability of Bath and the wider district; encourage increased social cohesion, community safety and public health; and enhance the natural, built, and historic environments in line with Bath's status as an international visitor destination and World Heritage Site.

9. OTHER OPTIONS CONSIDERED

9.1 Relevant issues include Social Inclusion; Customer Focus; Sustainability; Property; Corporate; Health and Safety

9.2 Ward Councillor; Cabinet members; Trades Unions; Overview & Scrutiny Panel; Staff; Other B&NES Services; Service Users; Local Residents; Community Interest Groups; Youth Council; Stakeholders/Partners; Other Public Sector Bodies; Charter Trustees of Bath; Section 151 Finance Officer; Chief Executive; Monitoring Officer

9.3 The consultation exercise was carried in line with the Statement for Community Involvement; details of the engagement and activities are outlined in Appendix 4.

10. ISSUES TO CONSIDER IN REACHING THE DECISION

10.1 Social Inclusion; Customer Focus; Sustainability; Property; Human Rights; Corporate; Health & Safety; Other Legal Considerations

ADVICE SOUGHT

11.1 The Council's Monitoring Officer (Council Solicitor) and Section 151 Officer (Strategic Director - Support Services) will have the opportunity to input to this report prior to final dispatch.