Agenda item

This report presents the Place Directorate Plan to the Panel for consideration and feedback as part of the Council’s service planning and budget development process.

All Directorate Plans can be viewed at https://democracy.bathnes.gov.uk/ecCatDisplay.aspx?sch=doc&cat=13506

The Strategic Director for Place introduced this item to the Panel. She explained that year one of the Directorate Plans was coming to a close and the budget to reflect year 2 is due to be set in February. She said that the report presents a refreshed version of the Place Directorate Plan for initial consideration and feedback as part of the 2017/18 budget setting process.

She highlighted some of the main work areas from within the Plan.

We will:

·  Continue to deliver the Core Strategy Target for jobs and infrastructure for Bath and North East Somerset, including the delivery of around 3,900 new homes between 2016/17 & 2019/20 through the Placemaking Plan

·  Produce a draft Destination Management Plan by summer 2017 and gain approval of this and an Events Management Framework by Autumn 2017.

·  Deliver the Heritage Services Business Plan 2016-2021. Establish the project management team from the Archway Centre by April 2017 and hit key milestones towards being on site during 2018 and 2019.

·  Agree Community Infrastructure Levy (CIL) Spend Priorities based on income estimated at £1.5m by 2018/19. Review B&NES Infrastructure Delivery Plan as part of the CIL spend process by summer 2017.

·  Continue to work with partners to develop and support sustainable and affordable housing solutions for those who are homeless or in need. Deliver 465 new affordable homes over a 3 year period 2015 -2017 comprising: intermediate housing; Starter Homes; and affordable homes for rent.

·  Work with Parish Councils, communities and key partners to deliver and adopt around two Neighbourhood Plans per year.

·  Continue to progress the local plan documents in the Council’s local development framework including a Review of Houses of Multiple Occupation supplementary guidance.

She explained further some of the key risks associated with the Place Directorate.

Difficulty in achieving the affordable housing provision – This relates to Council funded schemes where appropriate and the use of sec 106 and CIL funding and effective partnership working with the Housing & Communities Agency and housing associations to secure new provision.

Devolution timescales – This is with regard to the capacity of our officers working in Transport, Planning and Skills to ensure that we are able to react effectively for our ‘business as usual’ and the work required for Devolution.

Delivery of capital projects and capitalised fees - There is a risk with all capital projects where fees have been capitalised against them for potential reversion to revenue if the project is not implemented.

Councillor Barry Macrae asked how our plans fit in with other Local Authorities and urged a focus for B&NES to not be lost.

The Strategic Director for Place replied that they are always looking at ways in which the directorate can improve which is why Councillors will see reviews of plans and policies. She stated that the Joint Spatial Plan dovetails into our own Core Strategy.

The Chairman asked if she was satisfied that the Cabinet and Senior Management Team (SMT) recognise the risks that she had outlined within the plan.

The Strategic Director for Place replied that she was. She said that a formal risk register is considered in making all Cabinet / Council decisions and that she had been in detailed discussion with SMT colleagues while producing the plan.

Councillor Cherry Beath asked what she saw as her most immediate challenge.

The Strategic Director for Place replied that the directorate had become quite income driven and that a recent away day the issue of business skills was raised. She said that with that in mind she was looking to see how that skills base can be enhanced.

Councillor Barry Macrae said that he was pleased with the growing business element of the directorate but wanted to be assured that we were still acting as a democratic authority.

The Strategic Director for Place replied that the directorate is a customer focussed business and is using those principles to deliver services. She added that no restructuring had occurred without Member involvement, especially that of the Cabinet Member(s).

Councillor Barry Macrae said that he would like the directorate to be community and customer focussed.

The Chairman commented whether the Parks team could be given the same level of control as Heritage Services had been with regard to property maintenance.

The Strategic Director for Place explained that there is a large Capital Programme to deliver, including;

·  Somer Valley Enterprise Zone

·  Midsomer Norton Town Hall

·  Roman Baths

·  River Avon Park

·  Keynsham High Street

·  Archway Project

·  Disabled Facilities Grant

The Divisional Director for Community Regeneration addressed the Panel on budget proposals from within his department.

Commissioning of Destination Management – He said that governance arrangements were currently being discussed.

Film Office – Expand the service to increase income generated.

Investigate expansion of HMO licensing scheme &/or selective licensing.

Increase Homesearch Marketing Fees – Increase the recharges for this service.

B&NES Enterprise Agency / SME (Small and Medium Enterprises) Workspace Management – Enhance provision of managed workspace across B&NES.

Disabled Facility Grants – Retained at current level and refinanced from grant.

Arts Development – Phase out Art grants from the Council moving to a strategic support role.

Councillor Cherry Beath asked if an Arts Board was to be created.

The Divisional director for Community Regeneration said that this had been established and the next meeting would soon take place. He said that the Cultural Strategy would be used as a base for future work and that it hoped to achieve a high impact by working together.

Councillor Lisa O’Brien asked what the unmet level of need for work space is.

The Divisional Director for Community Regeneration replied that existing business centres at The Guild and Wansdyke Centre were full. He added that The Guild is looking to expand and that the work space at the former Frys site was to be marketed.

Councillor Barry Macrae praised the good work in helping to start businesses and said the Council should do as much as it can to keep them as they look to expand.

The Divisional Director for Community Regeneration replied that success builds the confidence levels within the area and cited the rental level achieved at 20 Manvers Street.

Councillor Fiona Darey asked if the increased Homesearch fee would affect residents.

The Head of Housing replied that it was to be a small increase and anticipated there being no impact to residents.

Councillor Cherry Beath commented that there was to be a significant increase in the savings related to Arts Development in 2019/20.

The Divisional Director for Community Regeneration said that the Council will at this stage be providing support following any funding being achieved. He added that its role will be to direct and guide groups to other sources of funding.

Councillor Colin Blackburn spoke regarding available work space. He said that the former Herman Miller site could have provided a substantial amount of space, but the site was no longer available.

The Divisional Director for Community Regeneration replied that the Council did have discussions with the agent regarding the site. He added they are trying to be more proactive with available office space and said that the sites of Bath Quays North / South will be game changers. He said they also recognise the need to be collaborative and share ideas with the private sector.

The Chairman spoke of the importance of taking equalities issues into account during the budget setting process and that decisions should be made as to how we can benefit the people of B&NES.

The Divisional Director for Development addressed the Panel on budget proposals from within her department.

Spring Water – Income through the supply of spring water to third parties.

Supporting the adoption of Neighbourhood Plans from Parish and Town Councils – Enabling further grants to be achieved over 2 years.

Development Management additional income streams – Increasing charges for householder enquiries and charging for reviewing Neighbourhood Plans, from a Development Management perspective, produced by Town and Parish Councils.

Councillor Barry Macrae asked if information relating to available sites for development is shared between the Divisional Director for Development and the Divisional Director for Community Regeneration.

The Divisional Director for Development replied that it is and that the process really is a two way conversation.

The Strategic Director for Place added that she meets with her Divisional Directors on a weekly basis to discuss such matters.

The Chairman asked for further explanation on the entry relating to Spring Water.

The Divisional Director for Development replied that the Council are responsible for the Springs which are also protected by the County of Avon Act. She gave the example of the Gainsborough Hotel as one recent third party which has a spa facility within its complex.

The Chairman thanked the Panel for their comments and the officers for their contributions during the debate.