Lancaster City Council Regeneration and Planning Andrew Dobson Chief Officer (Regeneration and Planning) May 2017
Presentation Purpose • Development What we Management must do • Planning Policy • AONB • Economic What we Development should also do • Regeneration Projects • Corporate Comms Page 2 and Marketing, Equality.
Strategic Fit LEP Lancaster Strategic Industria District Great Economic l Local North Plan Plan Strategy Plan National Planning policy Yorkshire Dales, Framework Corporate Northern Bowland and Housing Plan and Arnside power White /Silverdale house Economic Paper Management Strategy Plans Page 3
Key Drivers • Anticipating future change in the district and around Morecambe Bay, adapting actions to safeguard the sustainability of place and communities, ensuring the Council has the most up to date evidence on how to manage that change positively. • Providing strong and robust services, resilient to challenge , and delivered with high ethical standards. Delivering major projects designed to advance change and growth. • Delivering value for money services directly aligned to the Corporate Plan and national policy requirements. • Intervening in the local economy only where the Council can add value • Ensuring that current generations in the local community through their decision making do not adversely prejudice the needs of future generations . • Acting as custodian of and managing the high quality natural and build environments which characterise Lancaster District • Primarily statutory but also significant discretionary activities without which implementation of our plans would remain incomplete. Page 4
Functions/ Purpose “ To implement the Development Plan” Development Economic Regeneration Service Support Management Development •Planning and Housing •Planning Applications •Economic Strategy and •Financial monitoring Policy strategic cooperation with •Pre application advice •Project Management Lancashire Enterprise •Responding to national support •Planning appeals and legal partnership. and regional policy change challenges •Invoicing and Debt •Sourcing External funding •Protected Landscapes management •Planning Enforcement policies •Visitor Economy •Procurement •Tree Preservation •Local Plan preparation •Business Growth inc BIDs •HR and Health and Safety •Conditions and •Specialist private housing •Platform/Storey monitoring development monitoring delivery •Visitor Information Centres •Office systems •Building Regulations •Regeneration Projects Applications •Arts and Culture inc •Publicity & Promotion •Engineering projects Festivals •Dangerous Buildings and •Information Management •Coastal protection and Structures •Marketing and flood protection Communications cooperation •Museums •Conservation Services •Distribution of Flood Grants for business. •Arnside/Silverdale AONB Page 5
Structure SERVICE MANAGEMENT TEAM 5 employees Service Arnside/Silver Planning and Development Regeneration Support Economic dale AONB Housing Management Policy Development Planning Economy 4 Planning 5 employees Applications 11 employees Projects 5 policy 7 employees (10.5 (4.5 FTE) employees employees 6 employees (3.38 FTE) FTE) Communicati (6 FTE) (4.32 FTE) Planning ons and Engineers 5 Enforcement 2 Strategic tourism & employees employees (2 Housing 2 marketing 8 (4.5FTE) FTE) 200 regular employees employees volunteers Conservation Tree Protection 1 Platform and (7.6 FTE) 3 employees employee (1 FTE) Arts 4 Building Control employees (2 FTE) 2 employees (2 (3.68 FTE) Visitor FTE) and and 20 casuals Information Consultation outsourced Technical Team Centres and equality contract 10 employees 2 employees 8 employees (7.8 FTE) (1FTE) (4.72 FTE) and 8 casuals Page 6
Resources Page 7
Savings Schedule Potential savings/income generation for 2018/19 and beyond £140k (approximate) from the soon-to-be-introduced 20% national increase in planning • fees. Ring-fenced to be spent “entirely on planning functions”. Using Council assets in key locations as potential income generators as values rise. Property • Review/Car Parking review leads to opportunities. Investing in the potential to generate more income from current assets such as the Platform • i.e separate bar area to increase income from sales and reduce subsidy. Clear links to project Eric. The potential for growth and efficiencies associated with the review of the Councils • Museums offer (which could include potential for Visitor Information rationalisation) Page 8
Projects High / Low / Corporate / Project Lead Service Frequency Neutral Operational Lancaster Centre Vision Plan Regeneration & Planning Quarterly Neutral Corporate Lancaster Canal Corridor (North) Regeneration & Planning Quarterly Neutral Corporate Heysham Gateway Regeneration & Planning Quarterly Neutral Corporate Garden Village Regeneration & Planning Quarterly Neutral Corporate Local Plan prepared and adopted Regeneration & Planning Quarterly Neutral Corporate Morecambe Bay Destination Regeneration & Planning Quarterly Neutral Operational Development Plans Lancaster Destination Development Regeneration & Planning Yearly Neutral Operational Plans Development of an Economic Growth Regeneration & Planning Yearly Neutral Corporate Strategy Page 9
Projects High / Low / Corporate / Project Lead Service Frequency Neutral Operational Marketing and promotion strategy to Regeneration & Planning Yearly Neutral Operational encourage commercial/business investment in the district will be developed and delivered Develop proposals for an arts and Regeneration & Planning Yearly Neutral Operational cultural offer that adds value to the Canal Corridor (North) scheme Area of Natural Beauty (AONB) Regeneration & Planning Yearly Neutral Operational Management Plan Digital workplace Regeneration & Planning Yearly Neutral Corporate Repairs and Maintenance Service Regeneration & Planning Yearly Neutral Operational Development Programme Page 10
Value for Money Volunteering and Stimulating Inward Housing Partnership Investment completions Over three years 3420 volunteer hours AONB Lancaster Moor £51m Public external Lancaster and Hospital funding attracted Morecambe BIDs Income Sanction Chatsworth Gardens Estimated £800k busting Mary Portas Pilot Planning Fees From £2.5m City Luneside East and Estimated £80k Council match funding LEP/University West Retaining New Homes Building Regs Fees Bonus £166K fees to run 200 Affordable Homes AONB Preventing direct £72K professional applications to DCLG fees £ 49K Pre app fees Local Plan default Special payments i.e powers to County £230 K Garden Council Village £155K special burdens Challenge is move towards Self Sufficiency. Page 11
Benchmarking Major Planning Application Performance Performance Indicator – The % of Major planning decisions determined within 13 weeks (or other mutually agreed timescale). In 2016 the service processed : Government Intervention rate is 50%. 1480 applications for planning permission 1 Lancaster 83.2% 2 Chorley 82.7% 160 applications to works on protected trees 3 South Ribble 82% 4 West Lancashire 81.6% 158 submissions for pre application advice 5 Pendle 80.4% 6 Preston 78.2% 7 Hyndburn 77.5% 26 Planning appeals 8 Blackburn with Darwen 76.2% 9 Fylde 75.4% 363 Enforcement complaints 10 Burnley 73.3% 11 Wyre 71.3% It advanced the Local Plan to Consultation Draft 12 Ribble Valley 67.1% 13 Blackpool 48.6% 14 Rossendale 26.7% Page 12
Future for Benchmarking MEASURING OUR IMPACT ON ECONOMIC GROWTH i.e. BUSINESS TAKE UP DEVELOPING PLACE MAKING MEASURES TO HELP US UNDERSTAND OUR EFFECTIVENESS COUNCIL ACTIVITY LEADING TO JOB CREATION MEASURES. LOCAL PLAN ADOPTION AND COVERAGE : NATIONAL COMPARISONS
Performance Plan Corporate / Performance Indicators Frequency *High / Low / Neutral Operational Number of people attending events and performances at council Yearly High Operational run facilities Amount of income generated at council run facilities Yearly High Corporate Number of people attending festivals and events managed and Yearly High Operational supported by the council Economic impact of festivals and events managed / supported by Half-yearly High Corporate the council Number of people attending external art programmes supported by Yearly High Operational the council Amount of leverage (match funding) resulting from council Yearly High Operational investment in external Arts Programmes Total number of new homes built Quarterly High Corporate Number of student housing completions Half-yearly High Operational Number of affordable homes delivered Quarterly High Corporate Page 14
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