PLATFORMS FOR OUR PLACES - Going Further: 2020-2022 - Unlocking the Power of People, Communities and Places - Adur & Worthing ...
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PLATFORMS FOR OUR PLACES Going Further: 2020-2022 Unlocking the Power of People, Communities and Places
Platforms Leaders’ for our Places introduction Going Further: 2020-2022 We believe that Adur & Worthing are special places and we also know that we are privileged to be elected to lead the Councils that serve the 180,000 people who live here. Like our residents, we have high ambitions for our places, our communities and their futures. We respect the fascinating histories that have made us what we are and we intend to build upon them CONTENTS to develop prosperous, flourishing and healthy communities for the long term. What people tell us matters to them is access to jobs, good education and healthcare, decent housing, safe communities, beautiful open spaces, good natural environment and an opportunity to participate Leaders’ Introduction 3 in the communities in which we live. We know that for many people Adur and Worthing in late 2019 4 and their families, life is not always easy. These are uncertain, yet A Snapshot View of Our Places in late 2019 through exciting times. While we have very high levels of employment it is the five Platform lenses 6 true that for many families high costs of living can mean their incomes Platforms for Our Places: Going Further 2020-2022 do not stretch as far as they might wish. Therefore it is important to What’s the Idea? 13 us that every pound of Council Tax is used well. Providing essential services people need and helping shape our future prosperity is what all Councillors have been elected to do. We are proud of our Platforms for our Places: Going Further - our five Platforms achievements so far. In late 2019 our Councils were shortlisted for Platform 1: Prosperous Places 16 the prestigious Local Government Chronicle Awards as ‘Council of Platform 2: Thriving People and Communities 36 the Year’ (one of only six councils across the UK to be selected). Platform 3: Tackling Climate Change and Supporting Whilst we are delighted by the recognition we are hungry to our Natural Environment 58 go further. Platform 4: Good Services and New Solutions 70 Platform 5: Leadership of Place 84 In this document we set out proposals for the role that the Councils Councillor Neil Parkin will play in developing places and communities over the next three Leader Adur District Council years. It is an ambitious agenda, it relies on not just the Councils but Building our Capacity 95 a range of partners and individuals working together and our Councillor Daniel Humphreys Resourcing, Evaluation and Accountability 97 experience over the last few years have suggested, whilst ambitious, Leader Worthing Borough Council it’s also entirely possible. We set out a number of specific commitments (activities we intend to deliver) and we will seize new opportunities for the benefit of our communities whenever, and wherever they arise. We know that the Councils are only one of a number of key players Image credits: at a local level and we cannot and should not try and lead everything. Page 9 - Discover Worthing We look forward to playing our part in collaborations to deliver these Page 21 - Ricardo Page 37 - Eunice Bergin commitments and laying significant foundations for our communities Page 96 - Discover Worthing over the next few years. 3
Adur and Worthing in late 2019 In many ways Adur and Worthing are well placed for the future. However, real challenges exist. 2. Some of our communities using digital models and tools, Within the encouraging ‘overall are thriving, others less so. to increase the quality and A population of around 180,000 people who, compared to the UK average figures’ we know that We offer no ‘universal cookie reduce the cost of services. as a whole, are more prosperous, healthier, more likely to be in work there are, and stubbornly remain, cutter’ approaches, but are And we need to continue or accessing training and education, and live within easy reach of the long term challenges faced by a gaining a deeper understanding and accelerate this work. glorious natural assets of our coastline and downlands. The economic number of our residents. Their of communities, what makes prosperity, their health, their them work and what the 5. National and international benefits from the relative closeness to London and Brighton create life opportunities, their housing different roles for the Councils political uncertainty exists conditions that help develop prosperous, healthy, peaceful and conditions, etc. are not what they and our partners should be. at the time of writing. innovative places without having a ‘City feel’. might be, despite the long term New opportunities emerge As the UK responds to efforts of the Councils and almost weekly and over the its future relationship with our partners. last few years we have jointly the European Union there taken significant steps in remains many unknowns; And in the world in which developing more resilient and considerable amounts we operate considerable and innovative communities. of Whitehall’s attention is uncertainty exists. This requires being consumed, that would thought, planning and building 3. The Climate Change otherwise have been spent our adaptivity to new challenges agenda has rapidly grown on developing other policy. when they arise. Even since in importance. A number of the Councils started with our residents and organisations And, from our perspective Platforms for Our Places agenda are reviewing how they reduce in each of these uncertainties in 2017, we have seen our carbon consumption and, as there lie real opportunities as operating environments change: Councils, we are working on well as risks. We set out in this carbon reduction and how we document how we intend to 1. A range of new uncertainties support our natural ecological develop our existing Platforms in our business and financial systems and encourage them for Our Places approach that has economies. The challenges to thrive. served us well over the last three of the ‘fourth industrial years… and Go Further. revolution’ (big data, artificial 4. The resources available intelligence, machine learning, to the Councils to deliver virtual and augmented reality, services and tackle the etc.); significant changes in our challenges of the future retail sectors; growth in the have changed dramatically. creative, digital and cultural Whereas a decade ago, economies; an apparent Central Government would reduction of ‘conventional provide significant grants to jobs and careers’; and the Councils like ours to deliver need for new skills and services, that is no longer the critical issues for productivity case. We have responded (in particular refreshing by commercialising services, our built and technological investing in assets that produce infrastructure). new income streams and 4 | PLATFORMS FOR OUR PLACES 5
A Snapshot View of Our Economic Places in late 2019… Places through the FIVE platform lenses As the UK emerged from the A number of challenges to road Our business sectors regard end of the 2008 recession and rail infrastructure remain us as reliable partners in creating the tail was a long one. Over (and represent some of the down strong environments which the last three years we have sides to our highly competitive enable them to make long seen a significant picking up geographic location within striking term commercial decisions to of investment interest and distance of London, Gatwick and the benefit of our places and delivery from a number of Brighton & Hove). communities. major employers and investors in both the commercial and Worthing and Shoreham have And we know that the macro- residential property sectors. recently been announced as environment in which our Similar, smaller scale, investments places for significant investment businesses operate is changing in our creative and digital in Ultrafast Broadband (with fast. The data and digital economies have been taking full fibre gigabit speeds direct to economies: the challenges place. For the most part, after the homes and business premises). of low productivity; the need Brexit vote in June 2016, many We believe this will create for constant innovation; clean, of our businesses have taken a strong growth catalyst. sustainable and inclusive growth proactive steps to respond and and a workforce with the skills a number of our manufacturers Demand for both commercial needed for business today and and exporters have found the and residential property remains tomorrow are all significant fall in the value of Sterling has strong although delivering new challenges. created an opportunity to trade homes at the scale needed to on more favourable terms. support our local economies We continue to enjoy high remains challenging. A number employment rates (although of our major projects have not always in jobs sufficiently progressed well over the last high in the value chain). Our two to three years in central growing cultural, creative, Worthing and Shoreham. By their Our business sectors digital, maker and engineering very nature, major projects take regard us as reliable sectors are encouraging signs of a considerable time and are partners in creating diversification beyond some of heavily reliant on investment our traditional ‘home industries’ capital appetite in cyclical strong environments to create a more resilient longer economies. As Councils we are which enable them term economy. Our Further seeking to make our places highly to make long term Education sector is growing in desirable to investors (including strength and numbers, and whilst State funded investment bodies) commercial decisions we continue to lack University by clearly articulating the to the benefit of our presence at real scale, Greater opportunities and benefits places and communities. Brighton Metropolitan College they offer. is shortly to offer a number of University level degrees in Worthing on behalf of the University of the Arts London. 6 | PLATFORMS FOR OUR PLACES 7
Places for People Places with a Valued AND Communities Natural Environment Three years ago we saw that Housing (across all tenures) Our schools, particularly at the Over the last three years the the demographics of Adur and remains perhaps our most secondary level, are improving interest in climate change and Worthing were beginning to significant challenge. The supply- fast and increasingly providing protecting and supporting change. Whereas, perhaps a demand equation is challenging our young people with the our natural environment and decade ago, our demographic in all sectors and tenures, education and life starts required ecologies has grown considerably. profile would have seen a very particularly in the supply of to develop their potential and The valued natural environments high number of people over the affordable housing in a relatively compete in highly competitive of Adur and Worthing (marine, age of 60. Whilst still a significant high cost area. These supply side and fast changing jobs market. rivers, downlands, parks, open part of our population, we are challenges are matched at times spaces and woodlands) have now seeing a significant rise by contradictory national policy It remains an important been one of our greatest in young people and younger and international market trends. testimony to the resilience mobilisers of community families. The Councils and our Registered and entrepreneurialism of our interest and activity. Social Landlord colleagues have communities that even for A growing younger population to be innovative in seeking to our most financially deprived Adur & Worthing Councils is likely to continue over the balance supply and demand. residents, they are clear they have stepped up our game medium term. And whilst want a ‘leg up’ not a ‘hand considerably, and we have our ageing population is an We work well on health and out’ and they want a stake worked well with a variety extraordinary, and at times wellbeing issues with the NHS, and a voice in the way things of community groups and untapped resource, it can County Council and social care are run. Individuals, families and organisations to further our create new needs, desires and providers. Adur and Worthing communities can come together mutual agenda. In late summer capacities for our communities have developed a reputation for and seek to build with their 2019, both Councils declared and public services. focussing on place based health, Councils, not a solution Climate Change Emergencies particularly around GP surgeries to everything, but a platform and committed to carbon Adur and Worthing are often and their communities, and some to stand on to launch forward neutrality by 2030. A detailed regarded as affluent parts of of our longer term interventions into healthy, prosperous and plan to achieve carbon neutrality the South East of England. are providing encouraging results self-determined futures. by 2030 has been prepared and Whilst many of our residents and receiving national recognition. implementation is underway. do enjoy good standards of Our approach across our places living, others face a number of Our Community and Voluntary will extend more widely to challenges that are often the Sector has developed well over include energy, water, transport, downside of living on modest the last three years, and has waste reduction, biodiversity, incomes in relatively prosperous more to do to build the capacity food, climate adaptation and areas. Real challenges exist in to stimulate and drive social resilience, shared leadership the fields of access to housing, innovation and social financing and learning. skills, work, physical and mental required to create the solutions health, addictive behaviours and our communities need. accessing the natural resources of our place. 8 | PLATFORMS FOR OUR PLACES 9
Places for Services Places of AND Solutions Civic Leadership Adur & Worthing Councils have We have developed honest and Over the last three years, Adur And, in uncertain times, we have sought to bring innovation into at times challenging relationships & Worthing Councils have played retained an important focus on a range of our services, and with a number of stakeholders their part in strengthening and emergency planning and civil challenged ourselves to ensure and partners. This has meant that expanding the network needed contingency. The tragic events services meet the needs of our we can agree to work together to work together, plan together of the Shoreham Air Show crash, Whether it’s advocating communities. and ‘get on and do’ and at times and influence together on behalf in 2015, threw into sharp focus for our places to disagree and still ‘get on and do’. of our communities. the importance of being able to institutional investors, In the face of some very difficult Increasingly people, partners, respond rapidly and sensitively financial pressures, services have businesses and communities want We have a sound Local to any emergency situation. making decisions about largely been maintained and the Councils to ‘get out of the Strategic Partnership, Waves the long term digital others have been spun out into way’ and let them lead their own Ahead, which creates networks We know that there will be infrastructure of free standing social businesses places and communities. We are across our areas and beyond. inevitable and healthy policy our places or framing capable of driving their own happy to do this where it makes We lead and participate in a difference among our elected successful futures. We have sense and to create platforms for range of partnerships (business, Councillors on particular issues. community based invested in digital applications and people to do great things in investment, health, community We also know there is a strong projects for the NHS, prudently tried to commercialise their communities. As Councils safety, etc.) and have put consensus around the level of our politicians, staff some of our services, to ensure we recognise our responsibility considerable time and energy ambition for our places and that revenues generated can to ensure equity in, access to into skilling people across Adur our communities. This ambition and colleagues from replace monies reduced by and use of these Platforms. and Worthing in the techniques extends into our communities’ other organisations Central Government grant We notice a strong and of Systems Leadership. desire for participative have shown they can reductions. continued desire in a world community leadership as well. come together to of increasing complexity to try Whether it’s advocating for our This is a healthy indicator for Our businesses and residents are and bring things back to ‘local places to institutional investors, our future and an energy to make things happen. now getting better services from level’. Not everything is about making decisions about the long be used wisely. us, and our investment in digital aggregating up to the largest, term digital infrastructure of our platforms is now showing long most efficient financial scale; places or framing community term benefits. very often the longest term based projects for the NHS, our ‘efficiencies’ come from politicians, staff and colleagues the power of doing things from other organisations have locally, at the human scale. shown they can come together to make things happen. 10 | PLATFORMS FOR OUR PLACES 11
Platforms for Our Places What’s the Idea? Going Further: 2020-2022 Between early 2017 and late 2019, Adur & Worthing Councils’ direction of travel has been set by Platforms for Our Places. The idea behind it was that the State (in this case our local Councils) could not (resource wise) and should not (to inspire collective ownership and activity of agendas) seek to be all things to all people, or be the only or primary actor in any given field or policy area. We as Councils can only be a part of creating healthy, prosperous, happy and dynamic communities that the people of Adur and Worthing tell us they want to see… and we need to work with others and share leadership with a variety of other players to maximise our contribution and chances of success. Therefore in five key ‘Platforms’- of newer emerging themes had co-design and deliver significant Financial Economies, Social come up). Every six months work. We have been able to Economies, Stewarding Natural we have publicly reported our explain coherently what we Resources, Services and Solutions progress and where we have have been trying to achieve and and Leadership of Places - been struggling, and have sought why. We have also been open we aimed to create, sustain to ensure that our learning along in recognising that this doesn’t and collaborate on a variety the way is fed back into our cover everything we do, and is of ‘Platforms’ that enabled our future activities. primarily aimed at activities to outcomes to be delivered in a improve our collective futures. sustainable way that strengthened In reviewing that three year the capacity of our places over period (in December 2019), This approach was unashamedly the medium and longer term. it might have been tempting ambitious. At the end point in Against each of the Platforms to decide to drop the approach December 2019 we had not we set a number of and come up with something achieved 100% of everything that ‘commitments’, where we as ‘shiny and new’. We thought hard we listed. Whilst learning from Councils, (together with a about this and have decided that the reasons we didn’t ‘get it all variety of partners) would come progressive evolution is better done’… we intend to progress together to deliver significant than radical revolution. beyond this point with an equally activities or projects that would The approach to date seems ambitious agenda. have real impact upon our places. to have worked. We have 18 months into the programme (arguably) got more done than we revised and refreshed our if we had stuck with a regular approach. (Fundamentally, ‘Corporate Plan’. We managed because a number of things had to bring a variety of stakeholders been achieved and a number together around key issues to 12 | PLATFORMS FOR OUR PLACES 13
The Platforms for Our Places When we talk about ‘Platforms’ In early 2020 we are clear approach has enabled us to focus we are thinking about the that both ‘soft’ and ‘hard’ our attention on a number of foundations that are required infrastructure is vital to issues that both Councils believe for the people and communities creating the strong Platforms matter to their residents; build of Adur and Worthing to lead that create and sustain thriving critical partnerships with a variety happy, healthy, prosperous and and self-sufficient places. of stakeholders and, internally, connected lives. By ‘hard’ infrastructure we develop a different culture mean things like road, rail, (and adaptivity) which can In our increasingly volatile, broadband, housing, schools set us apart from some other uncertain, complex and and by ‘soft’ infrastructure we municipal bodies. We hope that ambiguous world, individuals, are talking about the means shift in culture will enable us to communities, businesses and to enable healthy individuals Go Further with our ambitions. civic society need points of and communities, including a stability and ‘Platforms’ on which strong sense of wellbeing, civic So we therefore decided they can plan and build their participation, social innovation, to work with what we have lives, opportunities, prosperity, social enterprise, community already achieved with a little less wellbeing and social endeavours. resilience, participation in conversation and explanation Few plants can put down stable arts, culture, sports and the and a little more action. The case roots in shifting sands. preservation of our great is made and proven, we can natural environments. now build upon the foundations Platforms will, at times, need to created. be created where the market Platforms therefore come in Platforms or society can’t or won’t be many shapes and sizes. In the We have listened carefully to able to, or where practical next section we talk specifically the views of a number of our reality or equity requires it. about how we Go Further in for our Places partners. Whilst they might wish If some people are unable to developing the Platforms built to change some of the language, access the opportunities that over the last three years to the framing, and some shifts of Platforms create, not only do ensure they are strengthened, Going Further: emphasis, the view is that there those individuals potentially miss well used and as inclusive as is nothing fundamentally missing out to the serious detriment of we can make them. from the ‘essential to do list’ their long time life chances, but our FIVE Platforms and they appreciate the level of unhelpful schisms are created in ambition and our desire to keep our society to the detriment of Going Further. all. This potentially weakens the very fabric of the Platform itself (and the peaceful and prosperous outcomes that we seek for our places). 14 | PLATFORMS FOR OUR PLACES 15
Long term economic resilience of our places requires a healthy balance between sectors, skills, business sizes and capacity to research and develop, innovate and scale… as well as a significant 57,000 13.6% 11% and on-going focus on productivity PROPERTIES ACROSS WORTHING AND SHOREHAM INCREASE OF BUSINESSES IN ADUR SINCE 2014 INCREASE IN WORTHING MEDIUM WAGES BETWEEN as a competitive advantage. TO BE CONNECTED TO ULTRAFAST BROADBAND 2016 AND 2018 Over the last three decades sizes and capacity to research local economies to catalyse our national awareness of and develop, innovate and investment in our places. the importance of a strong scale… as well as a significant We have invested in land financial economy underpinning and on-going focus on and put up buildings, we have successful regions, places and productivity as a competitive formed new and productive communities has grown. advantage. partnerships and gained a real advantage from being able to Our financial economies create There is no ‘one’ financial tell the story of our places jobs, circulate money and value, economy. We need to think well, particularly to potential create business opportunities, about financial economies investors. We’ve led the way provide capital investment and on a sectoral basis if we are in bringing gigabit capable fibre create new opportunities for to build valuable platforms. infrastructure to our areas, people to learn, innovate and And in order to help our local the first in the South East, and develop. There is also a growing financial economies thrive it is attracted significant commercial understanding that there is vital we understand how they investment (approx. £25 million) a desirable balance between work. Over the last three years that will see 40,000-50,000 the opportunities of global we have gained much better home and business premises economies and international data and valuable knowledge of provided with gigabit speeds markets and those of businesses our sectors and businesses, their over the next two-three years. focussed on more local markets. dynamics and dependencies. This picture will of course We better understand the place change with the UK’s exit from of our local economy in the the European Union. Long term dynamic regional economy. economic resilience of our places requires a healthy balance As Councils at times we have between sectors, skills, business taken a financial stake in our 18 | PLATFORMS FOR OUR PLACES 19
1 PLATFORM Our relationships with businesses To that end in creating are very strong (they tell us that) prosperous places we intend to and we have become more focus on the following themes skilled at championing their and cluster our commitment cause when opportunities arise. activity around them: Now the fundamental challenge for business (and everybody • Influencing and Partnerships else in our communities) is to • Infrastructure Investment respond skilfully to a rapidly • Promoting Inward Investment changing global economy and and Place Making understand what this means for • Town Centres and national, regional and local firms, Public Realm communities and employees. • The fourth industrial We know many of the revolution ingredients needed to create • Clean Growth valuable long term platforms for • Developing our Creative healthy local economies; and that Economy the fundamental challenges faced • Productivity, Innovation by all sectors mean that ‘business and Skills as usual’ is not an option. We • Major Projects and will support our businesses; our Developments budding entrepreneurs; and those prepared to invest their energy and resources in responding to the new economy in Adur and Worthing. We will support our businesses; our budding entrepreneurs; and those prepared to invest their energy and resources in responding to the new economy in Adur and Worthing. 20 | PLATFORMS FOR OUR PLACES 21
1 PLATFORM COMMITMENT ACTIVITIES & PROJECTS LEAD RESPONSIBILITY PARTNERS INVOLVEMENT TIMESCALES/MILESTONES 1.1 Strategic influencing, key relationships and business partnerships 1.1.1 Play a leading role in Greater Brighton Economic Board, championing our economic objectives and key sector interests, including our growing creative industries sector. Head of Place & Economy Head of Major Projects & Investment Head of Planning & Development Greater Brighton Economic Board and its Partners Ongoing, based on Greater Brighton Five Year Strategic Projects 1.1.2 Work in partnership with West Sussex County Council (WSCC) Head of Place & Economy, West Sussex County Council, Draft review - Early 2021 to deliver the agreed Growth Deals and One Public Estate projects. Head of Major Projects & Investment, developers, investors Head of Planning & Development Complete Growth Deal actions - Autumn 2022 1.1.3 Work in partnership with Coastal West Sussex Business Partnership Head of Major Projects & Investment, Coastal West Sussex, Coast to Capital Review - Winter 2021 to develop a number of strategic programmes that will benefit the wider Head of Planning & Development Local Enterprise Partnership, partner coastal area. The focus is: Local Authorities a) Develop business infrastructure (commercial space and innovation hubs) and support programmes that focus on innovation b) Digital capability and utilisation of gigabit connectivity by taking advantage of the countywide and regional digital fibre programmes c) Create skills for the future – with a focus on STEaM, creativity and the entrepreneurial mind set 1.1.4 Support preparation and delivery of the Local Industrial Strategy (LIS) in Head of Place & Economy, Coast to Capital Local Enterprise Prepare an Adur & Worthing response partnership with Coast to Capital Local Enterprise Partnership and Head of Major Projects & Investment Partnership to the LIS to be published Spring 2020 ensure Adur and Worthing provide a distinct offer that: a) attracts investment b) drives innovation c) delivers high quality office space d) supports the delivery of digital infrastructure, creative industries and visitor economy 1.1.5 Consolidate our ‘trusted partner’ status and work with Adur & Worthing Head of Place & Economy, Adur & Worthing Business Partnership, Ongoing Business Partnership and Worthing & Adur Chamber of Commerce Head of Planning & Development Adur & Worthing Chamber of to develop strategy and promote learning opportunities. Commerce, Town Centre Initiative, local businesses 1.1.6 Work with partners to develop sustainable transport plans that support Head of Planning & Development, West Sussex County Council, Spring 2020 future local plan opportunities and demands. To include: Head of Place & Economy, developers, investors and stakeholders Strategic Sustainability Manager a) Sustainable Transport Improvement Plan (STiP) b) Local Cycling and Walking Improvement Plan (LCWiP) 1.1.7 Work with partners to ensure our major transport assets our included Head of Planning & Development, West Sussex County Council, TfSE, Ongoing in regional and national strategies through lobbying and influencing e.g. Head of Major Projects & Investment, Greater Brighton Economic Board, Shoreham Port, Shoreham Airport, major highways. Head of Place & Economy, Coast to Capital Local Enterprise Strategic Sustainability Manager Partnership 1.1.8 Work with partners to lobby and influence investment into key road and Head of Planning & Development, West Sussex County Council, Ongoing rail infrastructure, with a primary focus on the A27, A259, the Brighton Head of Major Projects & Investment, Highways England, TfSE, Greater Mainline and the Western Coastway. Head of Place & Economy Brighton Economic Board, Coast to Capital 22 | PLATFORMS FOR OUR PLACES 23
1 PLATFORM COMMITMENT ACTIVITIES & PROJECTS LEAD RESPONSIBILITY PARTNERS INVOLVEMENT TIMESCALES/MILESTONES 1.2 Inward Investment and Place branding 1.2.1 Launch a place brand, promoting our place, identity to invest; attract inward investment; and to promote activities and interventions in relation to the visitor economy. Head of Communications, Head of Place & Economy Worthing & Adur Chamber of Commerce, Town Centre Initiative Worthing Hospitality Association, Spring 2020 local business partners 1.2.2 Prepare a new Worthing Investment Prospectus setting out clearly Head of Place & Economy, West Sussex County Council, Spring 2021 areas of investment focus, new industries and opportunities for innovation. Head of Major Projects & Investment Coast to Capital Local Enterprise A prospectus that shows we are committed to placemaking and invites Partnership, business and investors investors to participate. 1.2.3 Build relationships with national and international investors ready to Head of Major Projects & Investment, Greater Brighton Economic Board, Ongoing invest in the ‘new economy’, supported by Greater Brighton Economic Head of Place & Economy, Coast to Capital Local Enterprise Board’s Pitch for Place proposition. Head of Planning & Development Partnership, Investors and market Pitch for Place - Autumn 2020 analysts 1.2.4 Identify, target and monitor high quality funding bids to secure funds Head of Place & Economy, Head All relevant national and international Ongoing to support each of the platform commitments. of Major Projects & Investment funders and key local partners 1.3 Attractors for prosperity through place making (town 1.3.1 Develop a ‘town centre framework’ that identifies the key interventions that can be made to promote the vitality and distinctiveness of our various town centres. Head of Place & Economy, Head of Planning & Development Worthing & Adur Chamber of Commerce, Town Centre Initiative, Worthing Theatre & Museum, Summer 2020 centres, public space, Chichester College Group, local public realm, public business partners arts, cultural offer, seafront, etc.) 1.3.2 Work with our partners to establish learning opportunities within the Head of Place & Economy, Universities, Greater Brighton Spring 2020 town centres (e.g. the ‘learning town centre’), which contribute to the Director of Digital & Resources, Metropolitan College, digital and distinctiveness of our places. Strategic Sustainability Manager creative enterprises, community and voluntary sectors 1.3.3 To deliver a new flexible business/learning space in Lancing and explore Head of Major Projects & Investment, Worthing & Adur Chamber of Spring 2021 the potential to partner with HE/FE deliver employment and skills training Head of Place & Economy Commerce, Lancing Traders’ (see 1.3.2). Association, Lancing Parish Council, local businesses, Universities, Greater Brighton Metropolitan College 1.3.4 Establish a new delivery model that enables quick activation of redundant Head of Place & Economy, Worthing & Adur Chamber of Spring 2020 and ongoing or neglected retail outlets in town centres, promoting new uses, Head of Major Projects & Investment Commerce, Town Centre Initiative, activities and services. local businesses, landlords 1.3.5 Deliver a programme of public realm improvements in Worthing to Head of Place & Economy, West Sussex County Council, Portland Road - Spring 2020 enhance the town centre; promote its distinct offer; and to increase activity Head of Planning & Development local businesses partners and promote sustainable travel. Railway Approach - Summer 2021 South Street - Autumn 2022 1.3.6 Deliver the Worthing Seafront Investment Plan: a) development of seafront shelters to create new cafés/restaurants Head of Place & Economy, Investors, business partners and a) Ongoing to Summer 2021 b) redevelopment of the Beach Office into a key visitor destination Head of Environmental Services, West Sussex County Council b) Summer 2021 c) secure and maintain the presence of a major seafront attraction Head of Planning & Development, c) Ongoing d) develop a plan to upgrade East Beach to create added vibrancy Head of Major Projects & Investment d) Summer 2021 and activation e) Summer 2021 e) explore opportunities to deliver marine conservation activities 1.3.7 Identify key properties that will improve the appearance of the seafront Head of Place & Economy West Sussex County Council, Ongoing and retail areas in Lancing. Build and work with our partners to secure Lancing Parish Council the necessary improvement. Planning - Summer 2020 24 | PLATFORMS FOR OUR PLACES 25
1 PLATFORM COMMITMENT ACTIVITIES & PROJECTS LEAD RESPONSIBILITY PARTNERS INVOLVEMENT TIMESCALES/MILESTONES 1.3.8 Prepare a new Public Art Programme that supports new media and tech Head of Place & Economy, West Sussex County Council, Spring 2021 installations, having the ability to enliven public spaces. To include working Head of Planning & Development, Town Centre Initiative, Lancing Traders’ with partners in the cultural and creative sector to deliver art installations Head of Environmental Services Association, Local businesses and and trails in key locations on the seafront. Adur & Worthing Trust, Worthing Theatres & Museum 1.3.9 Deliver a programme of new opportunities for year-round events Head of Place & Economy, West Sussex County Council, Reviewed annually which bring interest and new experiences to our spaces, including street Head of Environmental services Town Centre Initiative Traders’ markets in Adur. Associations, Worthing Theatres & Museum, Local businesses 1.3.10 Continue Bathing Water Quality enhancement work with partners. Head of Wellbeing, Southern Water, Environment Agency, Ongoing Head of Environmental Services WSCC Highways 1.4 The fourth industrial revolution… supporting digital inclusivity 1.4.1 Full fibre to 90 council sites, including CCTV and community centres. Director of Digital & Resources, Head of Place & Economy, Head of Planning & Development Cityfibre, West Sussex County Council Summer 2022 for business and delivering the technical 1.4.2 Support the emerging full fibre broadband provider ecosystem Head of Place & Economy, Cityfibre, Worthing & Adur Chamber 2020-2022 infrastructure for the to engage with businesses and communities. Director of Digital & Resources of Commerce, Town Centre Initiative, next 30 years Greater Brighton Metropolitan College, University of Sussex 1.4.3 Ultrafast broadband at Colonnade House creative hub. Director of Digital & Resources, All relevant partners Spring 2020 Head of Place & Economy 1.4.4 Engagement with mobile network operators on 5G investment and 4G Director of Digital & Resources, West Sussex County Council, Summer 2020 coverage issues, including 4G ‘not-spot’ analysis to identify coverage gaps. Head of Place & Economy Greater Brighton Economic Board 1.4.5 Work with our partners to establish digital opportunities within the Director of Digital & Resources, Worthing & Adur Chamber of Summer 2021 Town Centres (e.g. the ‘smart town centre’). Head of Place & Economy Commerce, Town Centre Initiative 1.4.6 Implementing an Internet of Things test bed. Director Digital & Resources, Greater Brighton Economic Board, Winter 2021 Head of Place & Economy West Sussex County Council, University of Sussex, Brighton University, Brighton Digital Catapult 1.4.7 Development of a proposition for SME digital support, helping businesses Head of Place & Economy, Greater Brighton Economic Board, Winter 2021 make the shift to digital operating models. Director Digital & Resources West Sussex County Council, Coastal West Sussex, Brighton Digital Catapult 1.4.8 Market our extensive fibre estate (90 points across the area) as a test bed Director of Digital & Resources, Greater Brighton Economic Board, 2020-2022 for innovation in relation to 5G, intelligent transport, smart energy grid Head of Place & Economy West Sussex County Council and other applications. 1.4.9 Develop “Digital & Creative AW” community news, helping showcase Director of Digital & Resources, All relevant partners Commence - Spring 2020 local digital & creative businesses and share digital place-making plans and Head of Place & Economy opportunities. Head of Communications 1.5 Clean Growth 1.5.1 Work with our partners to deliver sustainability initiatives for businesses in Adur and Worthing, showcasing new measures to reduce the carbon footprint. Strategic Sustainability Manager, Head of Place & Economy West Sussex County Council, Town Centre Initiative, Traders’ Associations, Local business partners, Commence - Autumn 2020 The Sustainable Business Partnership 1.5.2 Prepare a Green Infrastructure Delivery Strategy for Adur & Worthing Head of Planning & Development, Shoreham Port Authority, local Heating Network feasibility study - and as part of this, work toward a District Heating Network for Shoreham Strategic Sustainability Manager residents and businesses, statutory Spring 2020 Harbour. Ensure that new developments are planned and designed to agencies and local authority partners incorporate strong energy efficiency measures and maximise the use of Green Infrastructure Strategy - renewable energy. Autumn 2020 26 | PLATFORMS FOR OUR PLACES 27
1 PLATFORM COMMITMENT ACTIVITIES & PROJECTS LEAD RESPONSIBILITY PARTNERS INVOLVEMENT TIMESCALES/MILESTONES 1.5.3 With partners, examine interventions and solutions to deliver an Head of Wellbeing Community Works, community Summer 2020 inter-relationship with the economy and social policy. Establish a delivery Head of Place & Economy and voluntary sector organisations, plan that highlights community and business solutions to ‘wicked and Head of Planning & Development West Sussex County Council complex challenges facing our places’. 1.6 Creative and Cultural Industries 1.6.1 Maintain a strong support for cultural development of our places and create opportunities for cultural and creative activity and enterprise to thrive. Head of Place & Economy Worthing Theatres & Museum, local businesses, higher education partners, community and voluntary sector Ongoing organisations 1.6.2 As part of managing and monitoring the relationship with Worthing Head of Place & Economy Worthing Theatres & Museum Ongoing Theatres and Museum, take a proactive approach to promoting a programme of cultural activities which continue to improve the cultural offer for Worthing. 1.6.3 Work proactively with local cultural organisations across Adur & Head of Place & Economy Worthing Theatres and Museum, Ongoing Worthing to promote inclusive opportunities for participation in cultural Ropetackle Arts Centre, Wordfest, etc. activities. 1.6.4 To work in partnership with Worthing Theatres & Museum to develop Head of Place & Economy Worthing Theatres & Museum Stage One commence - Summer 2020 ‘Let the Light In’ redevelopment project at Worthing Museum. Stage Two commence - Summer 2021 1.6.5 Establish a recognised and well-known music economy that provides a Head of Place & Economy, Town Centre Initiatives,Worthing Review of progress - Summer 2020 platform for artists to showcase their work, provides a talent identification Head of Wellbeing & Adur Chamber of Commerce, model and promotes social inclusion opportunities for young people, all Worthing Theatres and Museum, local supporting the evening and night-time economy (ENTE). business partners 1.6.6 Deliver the expansion of Colonnade House into a Creative & Digital Hub. Head of Place & Economy, West Sussex County Council, Autumn 2021 Head of Major Projects & Investment community and voluntary sector infrastructure support organisations, higher and further education partners, local business partners 1.6.7 Build upon Purple Flag status for Worthing and explore further Head of Place & Economy, Town Centre Initiative, Worthing Ongoing opportunities to create a diverse ENTE. Head of Wellbeing & Adur Chamber of Commerce, Colonnade House, local business partners 1.6.8 Support a creative community that drives the creative industries sector Head of Place & Economy, Town Centre Initiative, Worthing Ongoing across our places (e.g. filmmakers). To include exploring new opportunities Head of Wellbeing & Adur Chamber of Commerce, for identifying new spaces and enhancing talent and skills. local business partners, West Sussex County Council, Greater Brighton Metropolitan College, Coastal West Sussex, Association for Creative Industries 1.7 Productivity, Innovation, Employment and Skills 1.7.1 Work with partners to explore and deliver a Business Innovation Centre, specialising in Advanced Engineering and Manufacturing, at Shoreham Airport. Head of Place & Economy, Head of Major Projects & Investment, Head of Planning & Development, Higher and further education partners, developers, Brighton & Hove City Council Autumn 2023 Director of Digital & Resources 1.7.2 Work with partners to deliver a series of business-led initiatives focused Head of Place & Economy Higher and further education partners, Early 2021 on how digital technologies (including AI) can contribute to productivity Worthing & Adur Chamber of and innovation gains. Commerce, local business partners, West Sussex County Council, Coastal West Sussex Partnership 28 | PLATFORMS FOR OUR PLACES 29
1 PLATFORM COMMITMENT ACTIVITIES & PROJECTS LEAD RESPONSIBILITY PARTNERS INVOLVEMENT TIMESCALES/MILESTONES 1.7.3 With partners, establish a skills programme that ensures our population Head of Place & Economy, Higher & further education partners, Spring 2021 has the ‘skills for the future’, with specific regard to new digital Head of Wellbeing Worthing & Adur Chamber of technologies (e.g. Digital Hubs or Schools). Commerce, Coastal West Sussex, West Sussex County Council, Coast (See 2.4.5) to help support the retention of skilled workers critical to Capital Local Enterprise Partnership, for our future competitiveness. local business partners 1.7.4 Establish how we can support new and emerging sectors by collecting Head of Place & Economy, Research institutes, Universities, GBEB Creative industries: cluster new data and developing critical propositions and through partnerships Head of Major Projects & Investment Government & business Partners profile report Autumn 2020 with new business sectors. 1.7.5 Use systems leadership and service design approaches to develop an Head of Wellbeing, Local businesses, education partners, Autumn 2020 Employment & Skills Plan, focusing on work ready and key employability Head of Place & Economy, Coastal West Sussex, DWP, Coast to skills and supporting: Director of Digital & Resources Capital Local Enterprise Partnership a) people back into work b) people making career transitions and or choosing second careers c) apprenticeships d) meaningful work experience opportunities for young people e) the retention of skilled workers 1.7.6 Work with partners across the county to deliver a Science, Technology, Head of Place & Economy, Coastal West Sussex Partnership, Winter 2021 Engineering, creative and digital technologies and Maths (STEaM) Head of Wellbeing West Sussex County Council, Coast skills programme in Adur and Worthing that will inspire both young to Capital Local Enterprise Partnership, people and adults to pursue studies and careers based on STEaM. local authorities, education partners and local businesses 1.8 Major Projects & Developments Worthing Major Projects Programme 1.8.1 Worthing Integrated Care Centre - to deliver a 6,000m2 Integrated Health facility and 350 space multi-storey car park on the existing surface Head of Major Projects & Investment Worthing Medical Group, Sussex Community Foundation Trust, Sussex Planning Application determined - Summer 2020 car park at Worthing Town Hall. Partnership Foundation Trust, Coastal West Sussex CCG, Planning & Commence Construction - Development, West Sussex County Winter 2020/21 Council Construction Complete - Autumn 2022 1.8.2 Grafton Car Park - lead the development of a residential led mixed use Head of Major Projects & Investment Place & Economy, Planning & Development Partner Secured - development on Worthing’s seafront to create high quality homes and new Development, Private Developers, Summer 2020 retail/leisure facilities. West Sussex County Council Planning Permission Determined - Winter 2022 Commence Construction - Summer 2023 1.8.3 Decoy Farm - procure a development partner to bring forward 13,536m2 Head of Major Projects & Investment Planning & Development, Private Development Partner Secured - of commercial and industrial space on a 7ha contaminated site in East Developers, West Sussex County Spring 2020 Worthing. Council Site Remediation - Autumn 2020 Commence Site Development - Spring 2021 30 | PLATFORMS FOR OUR PLACES 31
1 PLATFORM COMMITMENT ACTIVITIES & PROJECTS LEAD RESPONSIBILITY PARTNERS INVOLVEMENT TIMESCALES/MILESTONES 1.8.4 Worthing Leisure Centre - develop a new modern leisure centre Head of Major Projects & Investment Southdowns Leisure, Planning Planning Permission Determined - to replace the existing centre at Shaftesbury Avenue. & Development, Wellbeing, Winter 2020/21 West Sussex County Council Commence Construction - Summer 2021 Construction Completion - Spring 2023 1.8.5 Steyne Shelter - working with development partner Boxpark to redevelop Head of Major Projects & Investment Planning & Development, Boxpark, Planning - Summer 2020 the dilapidated shelter for a new café/restaurant at the eastern end of West Sussex County Council Worthing historic seafront. Construction Commence - Winter 2020 Construction Complete - Autumn 2021 1.8.6 West Buildings Shelter - working with development partner Next Colour Head of Major Projects & Investment Planning & Development, Next Colour, Commence Construction - to bring forward a high quality restaurant with sea views and outside seating Bistro Pierre, West Sussex County Summer 2020 at the western end of Worthing historic seafront. Council Construction Complete - Summer 2021 1.8.7 High Street Car Park - a full refurbishment of this important car Head of Major Projects & Investment Planning & Development, Parking Commence - Early 2021 park servicing the eastern end of Worthing’s retail core to improve the Services, West Sussex County Council experience for residents and visitors. Complete - Early 2022 1.8.8 Buckingham Road Car Park - a full refurbishment of the car park which Head of Major Projects & Investment Planning & Development, Parking Commence - Spring 2020 serves the western end of Worthing’s retail core to provide an attractive Services, West Sussex County Council alternative for shoppers. Complete - Winter 2020 1.8.9 Colonnade House Extension - the redevelopment of 2 - 7 High Street, Head of Major Projects & Investment All relevant partners Planning Permission Determined - Worthing to provide business, creative and maker space complementing the Spring 2020 existing artistic hub at Colonnade House to reinforce Worthing’s creative and cultural economy. Commence Construction - Autumn 2020 Completion - Autumn 2021 1.8.10 Stagecoach Site - to work with the landowners of the stagecoach site Head of Major Projects & Investment Planning & Development Clear plan - Autumn 2020 to facilitate the relocation of the site as a bus depot, and to realise the ambitions for the site in the emerging Worthing Local Plan. Adur Major Projects Programme 1.8.11 Adur Civic Centre Phase II - work with preferred developer Hyde Head of Major Projects & Investment Planning & Development, West Sussex Planning Permission Determined - Housing group to develop 171 new social and affordable homes, County Council, Shoreham Harbour Summer 2020 business space using this vacant former civic office site. Regeneration Partnership, Hyde Housing Group Commence Construction - Spring 2021 Completion - Spring 2023 1.8.12 Sussex Yacht Club Flood Defences - following the purchase of land from Head of Major Projects & Investment West Sussex County Council, Commence Construction - Sussex Yacht Club the Council will deliver a new section of flood defence to Sussex Yacht Club Summer 2020 protect the town centre from flooding. Completion - Spring 2021 1.8.13 Shoreham Beach Green Café and Community Facility - working Head of Major Projects & Investment West Sussex County Council, Commence Construction - Spring 2020 with preferred developer Boxpark, the Council will work to deliver a new Planning & Development, Boxpark beachfront café, restaurant and community destination at the centre of Completion - Summer 2021 Shoreham Beach. 32 | PLATFORMS FOR OUR PLACE 33
1 PLATFORM COMMITMENT ACTIVITIES & PROJECTS LEAD RESPONSIBILITY PARTNERS INVOLVEMENT TIMESCALES/MILESTONES 1.9 Using our land, assets and property to support clean growth 1.9.1 Develop an Asset Management Plan, taking stock of the current estate, working to classify the current council ownership according to use and service demand, with a view to ensuring we have a fit and proper estate Head of Major Projects & Investment All relevant stakeholders Approved - Autumn 2020 for the future. This focussing on: a) right properties b) in the right place c) to meet current and future service need d) disposal/development where value can be generated 1.9.2 Develop as part of an asset management plan a corporate approach to Head of Major Projects & Investment Council Services, Autumn 2020 improve the energy performance of our properties, providing a future- Strategic Sustainability Manager proof estate and improved carbon footprint. 1.9.3 Ensure that the Councils are well placed to react to opportunities within Head of Major Projects & Investment Required actions - Autumn 2020 the market, being actively engaged to respond to opportunities to support growth through acquisitions, disposals and other property transactions. 1.9.4 Ensure that a programme of regeneration is developed for new homes Head of Major Projects & Investment, Housing Services New Homes Development Strategy within Adur & Worthing by developing evidence, undertaking public Head of Housing agreed - Spring 2021 consultation and gathering information on existing conditions of housing and commercial estates with a view to identifying long-term opportunities for estate regeneration. 1.9.5 Work with partners to investigate opportunities to deliver housing Head of Major Projects & Investment Housing, Wellbeing, Ongoing solutions for vulnerable groups such as homeless, prison leavers, and Private Sector Partners supported living, as well as other groups such as military veteran housing. 1.10 Planning and land use supporting Prosperous Places and other four 1.10.1 Contribute to the development of a Local Strategic Statement 3 (LSS3) in partnership with West Sussex County Council and Greater Brighton planning authorities and identify the key strategic infrastructure requirements Head of Planning & Development Local residents and businesses, statutory agencies and local authority partners LSS3 adopted - Summer 2021 platforms and opportunities for housing and employment (see also commitment 1.5). 1.10.2 Prepare up to date local plans for our places that reflect a changing global Head of Planning & Development All local authorities across the Ongoing economy and seek to promote sustainable inclusive growth. As part of this, West Sussex and Greater Brighton prepare and implement planning policies that respond imaginatively and ‘sub-region’ creatively to new agendas for climate change; town centres; the need for new homes; sustainable transport and inclusive growth. 34 | PLATFORMS FOR OUR PLACE 35
THRIVING PEOPLE PLATFORM AND COMMUNITIES 36 | PLATFORMS FOR OUR PLACES 37
Thriving people and communities are engaged, participating and connected, resilient and independent, aspirational and hopeful, able to provide support 2,245 717 207 for those requiring it, PEOPLE REFERRED TO OUR SOCIAL PRESCRIBING HOUSEHOLDS PREVENTED FROM BECOMING HOMELESS PEOPLE PROVIDED EMPLOYMENT SUPPORT safe and secure and SERVICE - ‘GOING LOCAL’ SINCE 2017 THROUGH THE ONE STOP JUNCTION SERVICE IN 2019 healthy and well. As Councils we are clear that lives, create new and different work to develop the leadership our role is to enable individuals communities and opportunity capability of those in our system and communities to flourish and to connect. to be creative and innovative, prosper. We seek to support and we will continue to invest in communities to be resilient, Our intent is to connect to, and challenge these relationships, creative, well connected, and with those communities which can impact so significantly and adaptive to changing separately and collectively, on outcomes for the people circumstances and have the recognising that different of Adur and Worthing. Our ability to provide resources approaches are needed for local businesses, our staff, the to each other. different communities and Community and Voluntary particular issues. Sector, and a number of other We recognise that there are statutory agencies and public numerous communities across Over the last three years sector players (such as Health, Adur and Worthing. When we we have recognised that the Education Sector and West talk about communities we are relationships we have with our Sussex County Council) are all referring to the residents of key partners and stakeholders critical partners in creating the the Borough and District as a are invaluable and critical to conditions for success. whole, and also communities of supporting the best outcomes place (such as neighbourhoods, for our communities. We have Thriving people and estates or streets) communities invested in developing and communities are engaged, of need, communities of interest maintaining these relationships, participating and connected, and communities of business, in recognition that the Councils resilient and independent, etc. Our communities span the cannot be all things to all people, aspirational and hopeful, able whole course of human life and and that we must share our to provide support for those we recognise that transitions resources, our skills and our requiring it, safe and secure between different points in our ambition. We will continue to and healthy and well. 38 | PLATFORMS FOR OUR PLACES 39
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