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16 March 2012

Meeting of the Council

Monday 26 March 2012 at 6.35 pm

Council Chamber, Town Hall, Warrington

Diana Terris Chief Executive

Agenda prepared by Sharon Parker, Councillor Services Manager – Telephone: (01925) 442161, Fax: (01925) 442014, Email szparker@warrington.gov.uk

There will be a minute’s silence in respect of Private Daniel Wade, 3rd Battalion, Yorkshire Regiment following his recent death.

1. Apologies

2. The Minutes of the Council

To be moved by the Mayor and seconded by the Deputy Mayor:

That the Minutes of the Meeting of the Council held on 5 March 2012 be agreed as a correct record.

3. Code of Conduct – Declarations of Interest

Members are reminded that they should orally declare personal/prejudicial interests, that they have in any matter or item to be considered at the meeting, including interests relating to the receipt of any relevant gifts or hospitality received within the preceding three years. Please refer to the specific requirements of the Code of Conduct regarding the need to declare interests, the timing of such declarations and exemptions.

mailto:dpendleton@warrington.gov.uk

The Solicitor to the Council or representatives in Democratic and Member Services are available prior to the meeting to advise and/or to receive details of the interest and the item to which it relates.

Declarations are a personal matter for each Member to decide. Whilst officers will advise on the Code and its interpretation, the decision to declare, or not, is the responsibility of the Member based on the particular circumstances.

4. The Mayor's Civic Announcements

5. The Leader’s Announcements

6. The Chief Executive's Announcements

7. Questions Received from Members of the Public

In accordance with Standing Order 13.11-13.24 questions from the public must be received by the Head of Democratic and Member Services by 12 noon on Monday, 19 March 2012. No more than 3 questions shall be addressed and no person or body or organisation may submit more than 1 question at any one meeting. A time limit of five minutes shall apply per question to cover the asking of the question, the response and any supplementary question and response. Responses will be given either orally or in writing.

The Mayor will invite the questioner to put the question to the Councillor nominated to answer it. The Mayor may receive 1 supplementary question, which must be related to the original question.

Should any questions be received after the date of agenda issue but prior to the closing date for receipt of questions further details will be provided.

8. To Receive Reports from the Executive Board & the Council’s Committees

8.1 Warrington Local Development Framework Core Strategy – Progression of Document to Submission Stage

Report of the Executive Board.

8.2 Revisions to the Financial and Contract Procedure Rules

Report of the Audit and Corporate Governance Committee

http:13.11-13.24

9. Questions from Members of the Council

In accordance with Standing Order 13.1 – 13.10 Questions must be received by the Head of Democratic and Member Services, in writing by 5.00pm on Tuesday, 20 March 2012. The time allowed at Council meetings for asking and responding to a question including any supplementary questions should normally be five minutes.

Should any questions be received after the date of agenda issue but prior to the closing date for receipt of questions further details will be provided.

10. Motions

In accordance with Standing Order 15, motions must be delivered to the Head of Democratic and Member Services by 9.30am on Friday, 16 March 2012.

Proposer: Councillor Brian Axcell Seconder: Councillor Sue Dodd

This Council • notes the level of concern of local residents, as expressed in a

petition to Peel Ports with more than 3,800 signatures, • acknowledges that residents are concerned about the possible

impact on Warrington’s road traffic of additional swing bridge movements, caused by increased shipping on the Manchester Ship Canal during peak hours, and

• accepts a copy of the petition.

11. Recommendation of the Independent Remuneration Panel on the Scheme of Allowances - 2012/13

Report of the Independent Remuneration Panel

12. Pay Policy Statement 2012/13

Report of the Deputy Leader.

If you would like this information provided in another language or format, including large print, Braille, audio or British Sign Language, please call

01925 443322 or ask at the reception desk in Contact Warrington, Horsemarket Street, Warrington.

Agenda Item 2

MEETING OF THE COUNCIL

5 March 2012

Present: The Mayor (Councillor M Biggin) In the Chair

Councillors: B Axcell, R Barr, K Bland, S Bland, R Bowden, S Bradshaw, P Bretherton, B Brinksman, P Campbell, P Carey, J Carter, L Dirir, S Dodd, D Earl, C Fitzsimmons, G Friend, C Froggatt, K Gleave, K Hannon, M F Hannon, A Higgins, L Hoyle, W Johnson, C Jordan, J Joyce, D Keane, P Kennedy, J Kerr-Brown, B Maher, A McCarthy, M McLaughlin, I Marks, H J Mundry, P Nelson, T O’Neill, S Parish, D Price, H Patel, K Reynolds, J Richards, S Roberts, G Settle, K Simcock, E Smith, J Walker, P Walker, E Welborn, G Welborn, S Woodyatt, P Wright, S Wright.

C 72 Apologies

Apologies were received from Councillors K Bennett, J Davidson, F Rashid, L Ladbury and T Wood.

C 73 The Minutes of the Council

Resolved, that the Minutes of the Council held on 12 December 2011 be signed by the Mayor as a correct record.

C 74 Declarations of Interest

The Mayor reported that the following declarations of interest had been received from members of Council in relation to item C79, all had been granted a dispensation by the Standards Committee to speak and vote in relation to the recharge of Parish Council elections, it was noted that this requirement was due to the members being Parish Councillors.

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B Axcell L Hoyle M Biggin W Johnson K Bland C Jordan S Bland J Joyce R Bowden D Keane P Bretherton B Maher B Brinksman I Marks S Bradshaw A McCarthy P Campbell P Nelson J Davidson T O’Neill L Dirir K Reynolds D Earl E Smith C Fitzsimmons P Walker G Friend E Welborn C Froggatt T Wood K Gleave S Woodyatt A Higgins P Wright

Additionally Councillors B Barr and J Walker declared a personal / prejudicial interest in item C79 on the grounds that they were Parish Councillors and, had not requested a dispensation from the Standards Committee to speak and vote in relation to the agenda item, it was noted that both Councillor Barr and Councillor J Walker left the Council Chamber took no part in the discussion or the vote.

C 75 The Mayor’s Civic Announcements

The Mayor reported that he would defer his civic announcements until the next meeting of Council.

C 76 The Leader’s Announcements

The Leader reported that local government finances for all Councils’ were in disarray, that it was not just the pace and scale of the coalition’s cuts that were hitting Local Government hard, uncertainty created by a raft of other Council finance proposals were causing real difficulty for Town Halls across the country.

The cuts were deliberately front loaded, hitting Local Government disproportionally. Councils’ with higher levels of need like those in the North West were taking the bigger hits and, as Town Halls set their budgets for the coming year the grim reality was becoming very clear.

Beyond the cuts, Councils’ with high levels of need like those in the North West region would face yet more heavy blows. One example was housing benefit changes which would see thousands of people receiving less money, making the

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rent they pay unaffordable, this would lead to a housing crisis which Local Councils’ and not Whitehall would have to deal with.

The Government proposed to introduce Localism Schemes for Council Tax Benefit; this was the true face of the Localism Agenda, which saw a massive shift of risk and responsibility onto Local Councils’. This would be exacerbated by the reduction in the overall amount of money coming into Councils’ for Council Tax Benefit and would inevitably hit those on low incomes of working age, the very people already bearing the brunt of the Governments changes to Tax Credits as well as the rising cost of living.

The Governments approach failed to recognise the pressures facing local authorities in this climate of uncertainty. To protect services and to do the best for those Councillors represented, the Administration needed to be able to plan ahead, this Governments strategy was to create turbulence and risk for Councils’ to the detriment of the services delivered to its communities.

The Leader then went on to read extracts from a communication received from Sir Merrick Cockell, Chairman of the Local Government Association and ex Conservative Leader of Kensington and Chelsea Council.

Councillor T O’Neill commended and thanked Councillor P Carey, the Councils’ Chief Finance Officer Lynton Green and his team for all their hard work and commitment over the past few months in preparing the budget in such difficult circumstances.

Questions to the Leader

Councillor I Marks

• Councillor I Marks asked why the Leaders announcements had not been circulated prior to the meeting of Council and stated that this meeting was not just a budget meeting and that it should be considered a normal meeting of the Council.

The Leader responded that he had not made announcements but a statement in relation to the preparation of the budget and that Council business was to be forwarded to the next meeting at the end of the month.

C 77 Chief Executive’s Announcements

The Chief Executive reported that there were no announcements to be made.

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C 78 Questions Received from Members of the Public

Question 1 – From Mr L Gallagher to Councillor D Keane, Executive BoardMember, Environment and Public Protection

Recently I have noticed an increase in the amount of dog fouling in public areas. In the Great Sankey area in particular, can you please tell me what action the Council is taking to clean up the mess, and prosecute the offending pet owners?

It was noted that, Mr Gallagher was not in attendance and he would be supplied with a written response.

C 79 Proposed Charges for Parish Council Elections

Council received a report from the Assistant Chief Executive that sought approval of the introduction of a recharging policy in relation to the cost of Parish Council elections.

It was proposed by Councillor C Fitzsimmons and seconded by Councillor P Bretherton and it was;

Resolved,

That Council:

(1) approves the use of the Cheshire scale of fees and charges for recharging Parish Councils for elections; and

(2) approves the introduction of a recharging policy for Parish elections based on the retrospective recharging of actual costs incurred using the agreed scale of fees and charges and that the same policy be applied to Parish Polls with effect from 1st April 2012.

Reason for Decision: To introduce a fair and equitable recharging policy covering all parished areas within the Borough as outlined in paragraph 8.1 of the report.

C 80 2012/2013 Treasury Management Strategy

Council received a report of Councillor P Carey, Executive Board Member, Corporate Resources and Services that presented the Council’s 2012/13 Treasury Management Strategy including: Prudential and Treasury Indicators, Minimum Revenue Provision Policy Statement and Annual Investment Strategy. It was a requirement of the revised CIPFA 2011 Treasury Management Code that the report was approved by full Council on an annual basis.

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The report was considered by the Audit and Corporate Governance Committee on 23 February 2012 and was endorsed by it.

It was proposed by Councillor P Carey and seconded by Councillor J Joyce and it was;

Resolved

That Council approves the 2012/13 Treasury Management Strategy as set out in the report.

Reason for Decision: To ensure the Council complies with the 2011 revised CIPFA Treasury Management Code of Practice and DCLG Investment Guidance.

C 81 Revenue Budget 2012/13 and Capital Programme 2012/13 – 2014/15

Council received a report of Councillor P Carey, Executive Board Member, Corporate Resources and Services. The report stated that the Councils’ Constitution required the Executive Board to recommend its annual budget proposals, Capital Programme and proposed Council Tax to a full meeting of the Council. On 13 February 2012, the Executive Board agreed its proposals and the report detailed those proposals for the Council’s consideration.

In agreeing its 2012/13 revenue budget, the Council was asked to consider the options set out in the report and to have regard to the 2012/13 Treasury Management Strategy, a separate report on the agenda.

Councillor P Carey outlined the detail of the report on behalf of the Executive Board.

The content of the report was discussed in detail by the Council.

An additional recommendation to point 14.1 of the report was proposed by Councillor P Walker and seconded by Councillor I Marks.

It was proposed that after recommendation 9 add;

10. Agrees to spend the unallocated money from the one off government grant, £370K, identified in the budget document as money for an ‘executive initiatives fund’ (item 8.3, appendix 1, page 81 in the Council Summons), as additional money to repair the Borough’s roads. In accordance with the Constitution (Council Procedure Rule 18.2) it was requested by Councillor I Marks and was supported by Councillors B Barr, C Jordan, L Smith, P Walker and S Woodyatt that a recorded vote be carried out.

For the amended recommendation

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B P Axcell, R Barr, M Biggin, K Bland, S Bland, S Bradshaw, P Campbell, S Dodd, D Earl, K Gleave, L Hoyle, W Johnson, C Jordan, P Kennedy, I Marks, K Reynolds, E Smith, J Walker, P Walker, E Welborn, G Welborn, S Woodyatt (22)

Against the amended recommendationR Bowden, P Bretherton, W Brinksman, P Carey, J Carter, L S Dirir, C Fitzsimmons, G Friend, C Froggatt, K Hannon, M F Hannon, A Higgins, J Joyce, D Keane, J Kerr-Brown, B Maher, A McCarthy, M McLaughlin, H J Mundry, P Nelson, T P O’Neill, S Parish, H Patel, D Price, J Richards, S Roberts, G Settle, K Simcock, P Wright, S Wright (30)

Abstained Nil

The amendment to the recommendation was put to the meeting and was lost - 22 votes for and 30 against.

It was proposed by Councillor P Carey and seconded by Councillor J Joyce and it was;

Resolved

That Council:

(1) notes the results of the consultation with the public, partners and business community in setting the 2012/13 budget, as set out in appendix 6 of the report;

(2) notes that all Executive Directors and Executive Board members have identified their required savings options to balance the budget, as set out in appendix 2 of the report;

(3) agrees to the 2012/13 revenue budget of £152.993m as set out in section 3 of the report;

(4) agrees to accept the Governments offer of a council tax special grant for 2012/13 equivalent to a 2.5% council tax increase;

(5) approves the 2012/13 to 2014/15 capital programme and funding arrangements as set out in section 5 of the report;

(6) notes the schools’ indicative budget settlement as set out in section 8 of the report;

(7) notes the risk assessment of the budget as set out at section 10 of the report and the Statement of the Chief Finance Officer on the

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adequacy of proposed financial reserves and the robustness of estimates as contained in section 7 of the report;

(8) notes the calculation of the council tax base directed by section 3A of the Local Government Finance Act 1992 as set out in section 6 of the report; and

(9) adopts the formal Council Tax Resolution as set out in appendix 7 of the report.

Reason for Decision: To fulfil the Councils’ statutory responsibility under the Localism Act 2011 of calculating a Council Tax requirement.

C 82 Council Strategy 2012 - 2015

Council received a report of Councillor H Patel, Executive Board Member, Personnel and Communications and Councillor R Bowden, Executive Board Member, Corporate Assignments to seek approval to the proposed Council Strategy 2012 – 2015, it was reported that the draft document was endorsed by the Executive Board at its meeting on 13 February 2012.

It was proposed by Councillor R Bowden and seconded by Councillor H Patel and it was;

Resolved

That Council approves the proposed Council Strategy 2012 – 2015

Reason for decision: The previous corporate plan was coming to an end, the Council Strategy 2012 – 2015 had been produced to put into place a delivery framework for the Council over the forthcoming years.

C 83 Questions from Members of the Council

Question 1 – From Councillor P Kennedy to Councillor T O’Neill, Leader

• How much did WBC spend on Criminal Records Bureau (CRB) checks last year?

The Leader responded to Councillor Kennedy by saying that the CRB spend, excluding schools and volunteer’s was as follows:

1 April 2010 to 31 March 2011 - £119,044.00

1 April 2011 to 5 March 2012 - £115,452.00

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http:115,452.00http:119,044.00

Councillor O’Neill confirmed the spend had been slightly reduced over the past few years, however, the cost of a CRB would increase in March 2012 from £36.00 to £44.00. Whilst this year it looked like there was only a few thousand pounds difference, there were actually circa 400 less applications processed this year compared to last year.

• As a supplementary Councillor Kennedy asked the Leader to ensure that the Council and other bodies such as schools did not insist on CRB checks if they were not necessary.

Councillor O’Neill reported that he had been required to have 6 CRB checks; the Leader stated that he would have to seek legal advice on the matter, but agreed with Councillor Kennedy’s sentiment.

Question 2 – From Councillor I Marks to Councillor T O’Neill, Leader

• In May 2006 the new Administration wished to reduce the number on the Executive Board from 10 to 8 to save money but was prevented from doing so by a technicality in the then Constitution. So we note with interest the extensive information sessions carried out in recent weeks by Councillor Bowden on bringing in such a reduction. Will the Leader confirm that he intends to bring in this change, the setting up of policy committees and changes to the scrutiny structure at the annual meeting this year?

Councillor T O’Neill responded by saying that the Council had been reviewing its Executive Board and committee structures, ways of working and membership over the last few months and had undertaken a formal consultation process.

The objectives of the review were to enhance member’s roles and involvement in consultation, policy making and scrutiny, and that this in turn would lead to more effective decision making.

The Council had consulted with a range of partners and all elected members on a range of broad proposals during December 2011-January 2012. Feedback had broadly welcomed a change to the present arrangements.

Considerable work now needed to be undertaken to establish firm proposals including portfolio holder roles and responsibilities, committee responsibilities, work programmes and remuneration.

In the light of this, and given the challenges the Council faces in implementing the 2012/13 Financial Strategy, he was announcing today that this new way of working would now be implemented from September 2012 and not May 2012 as originally intended, as there was provision within the Constitution to do this.

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Question 3 – From Councillor B Barr to Councillor T O’Neill, Leader

• In view of on-going speculation in the media about the future of Peel Hall, will the relevant Executive Board member join with the previous Administration’s statements and categorically state he has no intention of allowing housing on this site?

The Leader responded by saying that he was totally opposed to housing being built on the site and that the emerging Core Strategy showed a consistency in approach to development at Peel Hall and continued the stance adopted by the previous administration in recognising the absence of any need to develop the site. He welcomed the previous administration’s Executive Member's stance that such an approach would be supported in order to protect the Peel Hall site from pressure to allocate the land for development.

• As a supplementary Councillor Barr asked whether the administration would show collective support to protect the Peel Hall site and would this be communicated to the Warrington North MP?

Councillor O’Neill reported that given the stance of national policy and recent changes to planning policy, he hoped the consensus extended to the members support to ensure inclusion into the Local Development Framework and the soonest possible adoption of the Core Strategy to deliver the protection for this site.

Question 4 - From Councillor D Earl to Councillor P Wright, ExecutiveBoard Member, Health and Wellbeing and Adult Services

• Unlike in the past, I am grateful that Ward members are now being involved in discussions about Woodleigh Care Home. Whilst I would not condemn the principle of outsourcing to the private sector, I am advised that WBC would have little or no control over any relocation implemented by a private sector provider. If outsourced, what guarantees can the Executive Board Member give that the Home and the Day Care centre will not be closed in favour of an alternative location?

Councillor P Wright replied by saying that she had attended the meeting where discussions had taken place with relatives and other interested parties and reiterated that the home and the day centre was not being shut down or outsourced.

Question 5 - From Councillor C Jordan to Councillor T O’Neill, Leader

• What progress has been made in offering apprenticeships at the Council?

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The Leader responded to Councillor C Jordan by saying that good progress continued to be made in offering apprenticeship opportunities to individuals in Warrington. The Council had played an active role in a number of different ways including identifying new funding opportunities, working with voluntary and private sector employers to ensure successful programmes and ensuring the successful recruitment, selection and training of individual apprentices.

Councillor T O’Neill reported that the Coalfields Regeneration Trust Incentivised Apprenticeship Programme was now live. This aimed to place 35 apprenticeships with third sector employers by 31st March 2012. A successful event had been recently held at the Gateway on the 25th January. Over 150 unemployed people had attended together with organisations providing apprenticeship opportunities. Currently there were 4 new starters confirmed, 70 applicants, 30 positions at interview stage and proactive work continued to increase these figures.

Furthermore a private sector Coalfields Regeneration Trust programme would follow, aimed mainly at low carbon industries such as solar power or traditional industries experiencing a renaissance such as ceramics and engineering. This was aiming to create for a further 25 apprenticeship posts.

Overall there were 97 learners on current apprenticeships, of which 58 work for the Council and 39 worked for external employers (or were self- employed).

The Council was fulfilling its role as an employer with good progress regarding apprenticeships within the organisation. The 58 apprenticeships within the Council were placed in a number of different service areas and were on target to double the number of new apprenticeships achieved last year.

Councillor O’Neill reported that he and the authority were always exploring new ways to further expand the number of opportunities and this work would continue.

• As a supplementary Councillor Jordan asked to be supplied with a statistical break down detailing the number of current apprentices within the Council and external organisations in Warrington?

The Leader stated that he would supply Councillor Jordan with a written response, adding that he would provide information from the authority, but may not be able to ascertain information from all other external organisations within the Borough, he said that he would feed as much information back as possible.

Question 6 – From Councillor K Reynolds to Councillor H Patel, Executive Board Member, Personnel and Communications

• Will the Executive Board Member, Personnel and Communications give a guarantee to all of Warrington, that all spending on communications or methods used will deliver efficiency savings?

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Councillor H Patel responded by saying that since this administration took control of the Council in May 2011, he had been working closely with the Council’s communications team to evaluate all activity against the budget and to help them identify ways in which they could become more cost-effective.

The most prominent efficiency saving delivered by communications had been the reduction of £64,000 annual spend that had been made by the previous administration to print and distribute the Wire magazine three times a year. While this was something that the previous administration proposed to axe to save money, he was pleased to say that the team had been able to develop a much cheaper, more environmentally friendly and interactive way to keep residents informed about important Council news, so that aside from a one-off cost of around £3,000, in future it would only be staff time taken to produce and distribute the new e-magazine, launched next week.

Councillor H Patel added that the amount the Council had spent on communications had decreased year-on-year for the last five years, and there was a further £100k savings target for next year, which he was confident would be achieved. He had seen lots of evidence of ways in which the team was committed to working more efficiently, from reducing the volume of printed materials, to making e-communications channels more responsive to customers’ needs and promoting more ways for more people to access services.

• As a supplementary Councillor K Reynolds asked why did Warrington have slow broadband speeds and why were only certain areas in Warrington being trialled with a new faster system?

Councillor H Patel reported that he thought the supplementary question had to be in relation to information communication technology, however, he stated that the new broadband trials were in certain areas of Warrington prior to wider allocation, he said that he had nothing further to add as information relating to these broadband trials had appeared in Councillors’ leaflets for Whittle Hall.

C 84 Motions Received from Members of the Council

It was noted that no motions had been received for the meeting.

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Leader’s Announcements - Cllr Terry O’Neill

March 2012

Apprenticeships – Supporting Young People

This Labour administration has pledged to support our young people and to offer high quality apprenticeships, within the Council, with our partner organisations and in conjunction with local businesses. I am delighted that this strategy is already yielding results. The latest data from Job Centre Plus for Quarter 1 of 2011/12 (Aug – Oct 2011), shows that there were 2,373 young people participating in local apprenticeship schemes. This is an increase of more than 20% in comparison with the same period last year – a total of 397 new apprenticeships in Warrington.

National Apprenticeship Week

National Apprenticeship Week is now in its fifth year and is a week when all eyes are on apprenticeships. I was delighted to visit Warrington Collegiate and as well as getting some ‘hands on experience’ in bricklaying and plumbing, I also met with apprentices from Hair & Beauty and Hospitality. The event gave me an opportunity to meet with several local employers (Golden Gates Housing, Brooksons Accountants & Park Royal Hotel) to discuss the benefits of apprenticeships from an employer’s point of view. During the week, Warrington Collegiate also hosted an Apprenticeship Recruitment Day, aimed at 16-24 year olds, with many different employers and college staff on hand to talk about the opportunities and vacancies available.

I also visited Warrington Jobcentre, spending a morning job-shadowing two apprentices. Throughout the week, Jobcentre Advisors sign-posted young people to Apprenticeships and staff were on hand from a number of Learning Providers, including a member of the Council’s 14-19 Team, to provide advice and information.

Other activities included local schools being encouraged to promote Apprenticeships not only to students but also parents and staff. Two schools – Horizons and Birchwood High School also received short talks on Apprenticeships, again by a member of the Council’s 14-19 Team.

Lastly the week saw the launch of the Council’s CRT Apprenticeship Programme, funded through the Coalfields Regeneration Trust. The programme will provide subsidised apprenticeship opportunities and is deliberately targeted at young people from some of our more deprived areas.

It’s All Going On In Warrington

The “Its All Going On In Warrington” campaign produced good results in December. These included events, music, reindeer and craft cabins, all of which contributed increased footfall for the whole month. December's footfall in the Town Centre was up on the previous year by 4.6%, with 1.8 million people being counted with peaks around lights switch on and weekend events. The first few months of the campaign have seen an additional 30,000 visitors to the Town Centre, with 18,000 attending events during the Contemporary Arts Festival. Based on this success, an extensive themed programme has been established for 2012. This will incorporate major events such as the Royal Visit, the Olympic Torch Relay, summer festivals and the Christmas programme to ensure that there is something going on throughout each month of the year to maintain the

momentum that started last year and will carry us into 2013 and the Rugby World Cup celebrations.

Bank Park Improvements

The improvements to Bank Park under our “quick wins” programme have continued apace over recent weeks. The transformation has been striking in opening up this attractive area and the area in front of the Town Hall. Bank Park will be the focus of young peoples sporting activities at the start of the Olympic Torch Relay through Warrington. The improved park can also provide another location option for our events programme, such as for the Youth and Music Festivals.

Rugby League World Cup 2013

Warrington has been very successful with its bid to participate in the Rugby League World Cup in 2013. The event organisers last week announced the schedule of matches for the group games and quarter finals, which will be held in October and November 2013. We are also delighted to be hosting the Samoan team in their pre-tournament training camp, which will be using the state-of-the-art training facilities at the University of Chester Warrington Campus that are used by Warrington Wolves. The town will also provide the base for Samoa in the weeks leading up to the start of the tournament.

It was also announced that the Halliwell Jones stadium will host the Samoa v New Zealand group match as well as one of the quarter final games. This is a great result for the town and I would like to extend my thanks to everybody involved with this successful bid.

Local Authority Mortgage Scheme

Warrington Borough Council was one of the first Councils nationally to go live with the Local Authority Mortgage Scheme in August 2011. This is a scheme that allows first time buyers who do not have a large deposit, access to the housing market. The Council underwrites 20% of the mortgage for a period of 5 years and the borrower puts down a deposit of 5%.

At the end of January 2012, twenty two mortgages had been granted under the scheme with an average mortgage value of £123,000.

Interest in the scheme by other Local Authorities has been massive and the Council have assisted many other Local Authorities in launching their schemes. The Council are currently in the process of increasing the number of lenders on our scheme and are working with the Teachers Building Society to develop an individual scheme for school teachers. The Council have also joined a pilot scheme to look at the viability of extending the scheme to shared ownership in the future.

Housing Transfer

Following the extensive consultation with tenants and the positive ballot outcome in November 2011, transfer of the 32 new build bungalows to Golden Gates Housing Trust was completed on 27 February 2012. The tenants have been sent letters advising them of their new landlord details.

Green Investment Bank

Warrington’s bid to house the government’s Green Investment Bank has been unsuccessful. The Department for Business announced earlier this month that the Bank will be headquartered in Edinburgh and London, both of which have an established banking presence. Warrington made it down to the final 11 out of 32 bids put forward and was the only town in the running.

Supporting Residents with Benefits Claims

Many families are struggling to cope financially in these difficult times and the Council can help local residents to identify and access entitled benefits. At the start of 2012, we had successfully helped 476 customers claim either Housing Benefit (HB) or Council Tax Benefit (CTB). This has generated some £795,000 in additional benefits (the Department for Work & Pensions estimates that 80% of take-up benefits are re-invested in the local economy).

Take up activity has focussed on the following:

• Targeted Council Tax Benefit campaign in summer 2011 - we identified customers who had been receiving Housing Benefit but may have had an entitlement to Council Tax Benefit, generating some 50 successful claims.

• Working with Manchester & District Housing Association (M&DHA) by holding take-up awareness/general enquiry surgeries - our Take Up officer has been able to advise M&DHA customers on potential entitlement to HB & CTB, as well as signposting / form completion for other State benefits. Because this has worked well we are developing this activity with other local Housing Associations and GGHT's Housing Panel team.

• We have made full use of the Mobile Advice Centre - being the most successful option for take-up. On its last visit, it generated additional HB & CTB of £15,000.

The next few months will see us work with the Council's Insight team. We have identified two specific areas (Dallam & Westy) where there is evidence of under-claiming from both "struggling families" and "moderate means" income groups. Our Take-Up officer will lead the campaign with the Council's Communications team - contacting each household and utilising follow up-visits to check benefit entitlement.

Portfolio Report, March 2012

Pat Wright – Executive Member, Health & Wellbeing and Adult Services

Dignity Action Day

Dignity Action Day (held on 1 February 2012) is an annual national event which gives everyone the opportunity to contribute to upholding people's rights to dignity and also provide a truly memorable day for people receiving care. Over 100 cross-sector social care staff gathered together at an event at the Pyramid, supported by the Council and Warrington Social Care Partnership with funding from Skills for Care, to promote good practice and support staff to be ambassadors for dignity in their organisations. The event was an important part of our local strategy to promote good practice and raise standards of care.

The Council's provider services also held a variety of activities in different settings including pamper sessions and afternoon tea.

Launch of Prepaid Cards to support personalisation

The Council has now launched an innovative system of "prepaid cards" for adult social care service users who wish to take a cash budget in order to plan and manage their own care. The cards are much like a debit card and allow a service user flexibility to manage their care with much reduced administration. The Council benefits too in that the cards require less resources to manage and will save at least £200k per year in administration costs and recovery of unused funds. An added feature is the ability to monitor use of cash budgets to ensure they are used appropriately and safely which will assist in identifying and managing any risks to a person's health and wellbeing.

Hate Crime Group Development

It has been really great to see the recent re-launch of the Warrington Hate Crime and Incidents Partnership Forum. This is a multi-agency group which seeks to identify and address issues adversely affecting the quality of life of members of protected characteristic groups in our communities (age, disability, gender reassignment, marriage/civil partnerships, pregnancy and maternity, race, religion or belief, sex (gender) and sexual orientation). The Group is chaired by the Assistant Director for Adult Social Care and members are drawn from Warrington Council, Cheshire Police, Cheshire Fire Service, Warrington NHS, Warrington Disability Partnership, Warrington Speak Up, Warrington Collegiate, Warrington LGBT Group and Warrington Ethnic Communities Association. The group meets every two months and is currently developing a Hate Crime and Incidents Strategy and action plan for Warrington and is already progressing a number of initiatives linked to this plan.

Launch of Carers Strategy Consultation

We are delighted to see the start of consultation on the draft Joint Commissioning Strategy for Carers 2012 - 2015 for Warrington. The strategy has been drawn together to date through surveys undertaken with carers of all ages, and from direct consultation at the Annual Carers Conference which took place in June of last year. The strategy covers both adult and young carers and represents a joint approach between the Council in its widest sense, and our health colleagues. It’s really important that strategies include input from people they are designed to help and support. We want to know what would make a difference to carers in Warrington so we can do everything we can to support the tremendous work they do in our community. Carers will be able to comment on the priorities in the strategy and the action plan will reflect what people say would make a difference to them. Following ratification at the May

2012 Executive Board, the aim is to launch the strategy at this year’s Carers Conference which will take place in June to coincide with National Carers Week.

Successful funding bid for Mental Health Services

We recently celebrated a successful bid and award of £80k per annum agreed for the next 2 years from Offender Health and Ministry of Justice - this new funding will support our projects based around Criminal Justice and Mental Health Outreach Services. This is an innovative approach funded by the Department of Health, developed in collaboration with the Courts, the Probation Service and Adult Mental Health Services. The Criminal Justice Liaison Team and "New Directions" will provide an effective intervention programme to work with offenders who have been identified as having emotional/mental health needs which have contributed to their offending behaviour. This will offer a credible alternative to custody by utilising a Community Order or Suspended Sentence Order with a supervision requirement and specified activity delivered by "New Directions". Offenders sentenced to a Community Order serve their whole sentence in the community rather than prison. The service will offer intensive and proactive intervention, usually daily for a period of up to 3 months. It will also offer a service to people detained under Section 136 of the Mental Health Act who did not require admission to hospital following assessment.

Portfolio Report, December 2011

Colin Froggatt – Executive Member, Children & Young Peoples Services

Shared Service for Elective Home Education Launched

Warrington has a reputation for providing a high quality service for young people and families who are home educated based on this we agreed to lead on the development of a shared service with Wirral and Knowsley authorities. In terms of this service the aim is to make savings through a shared resource whilst at the same time improving the quality of the service.

The shared elective Home Education service was launched in January 2012 with a designated phone line (Telephone 0845 6020721) and a website http://www.electivehomeeducationservice.co.uk. The website promotes the dedicated phone line and provides the following information: • Legal implications • How to get support • Frequently asked questions • Documents • Links to useful resources • News

Future developments included launching a secure area for families who have registered as electively home educating to share resources and information on events/activities, and to submit evidence of the education they provide on line.

Turf Cutting at Great Sankey

The Council's commitment to investment in our communities continues to deliver high quality facilities for children and young people. Since the last council meeting, a number of residential properties for Children's Social Care have been completed and a wonderful new respite home for Children with Disabilities has been completed. Ofsted were particularly impressed with this provision for the most vulnerable members of our community.

The primary school programme is still significant. Work has started on the new school for Great Sankey Primary, and a turf cutting ceremony was held on 27 January. Work on the new school at Chapelford to replace Sycamore Lane will also commence this month. Elected members will also be aware that plans continue to be developed for investment at Woolston Community Primary, Bewsey Lodge Primary and all Special Schools.

Shared Adoption Service

Warrington have partnered with two neighbouring councils to establish a shared adoption service; it is the first of its kind in the Country and was officially launch on Monday 5 March 2012. WWISH (Warrington, Wigan and St Helens) is based in Wigan and will work across the three Local Authority areas.

Children will receive a better service as they will have the opportunity to be placed across a wider geographical footprint. This means that children will be placed easier and in a more timely manner.

http://www.electivehomeeducationservice.co.uk/

Ofsted Registration Visits to Children’s Homes

The service challenge initiative for the Residential Children’s Home in Warrington will be implemented by 5 April 2012. The 8-bedded Children’s Home, St Katherine’s, is due to be replaced by 4 x 2-bedded Children’s Homes and 2 x 2-bedded Short Break Children’s Homes for children with disabilities.

The homes are placed in normal streets across the borough of Warrington, local ward members and members of the communities have been advised of the new homes and officers are overwhelmed by the support that has been shown.

Ofsted have inspected 5 out of 6 of the homes and their registrations are due to be agreed during March. Two of the Children’s homes have now been registered and the children moved into the homes on the 11th March 2012.

Ofsted commented on the positive developments that have been made to the Children’s Residential Services.

Ross Close Children’s Home was inspected by Ofsted on 22 February 2012; the home was rated as “making good progress”, this is the highest rating that can be awarded during an interim inspection.

School Inspections

Ofsted introduced a new framework for the inspection of schools in January 2012. As with previous changes to the framework the criteria to achieve particular grades are more demanding and there is an increased emphasis on pupil achievement and the quality of teaching and learning. Three Warrington primary schools have now been inspected under the new framework and all have been judged to be “good”. Two of the schools had previously been judged as “good” and one as “satisfactory”. The percentage of Warrington primary schools now judged to be good or better is 73% against a national average of 69%. The percentage judged outstanding is 28% against a national figure of 17%.

New Horizons PRU (pupil referral unit) has also been inspected at its new site in Longbarn. It was judged to be satisfactory, a very good outcome for a school which has undergone significant changes in the last 3 years.

School Admissions

95% of children due to transfer to secondary school have been allocated their first preference school for September 2012 admission. The decision letters were posted out on the national offer date of 1 March. In addition to this, 3% of children due to transfer have been allocated one of their other stated preferences.

The allocation of first admission to primary school is currently underway and the decision letters will be posted out on 26 April. More information regarding the outcome of this will follow shortly.

Council Meeting – 26 March 2012

Questions from Members of the Council

Question to be asked by

Question Directorate

Councillor P Question 1 – To Councillor D Keane, Executive Board Member, Environment Environment & Regeneration Kennedy & Public Protection

I understand that Plus Dane acting on behalf of WBC has secured a Traveller Pitch Funding Allocation of £560,000 for 8 Pitches. Can the Executive Board Member tell me what progress has been made on this project?

Councillor K Question 2 – To Councillor H Patel, Executive Board Member, Personnel and Assistant Chief Executives Simcock Communications

The young people of Warrington are being disproportionately affected by the negative impact of Government cuts. Because of increased tuition fees and the scrapping of the EMA many now finding themselves priced out of university and also unable to go to college. We know there is rising unemployment not just in Warrington but across the country and young people are again being hardest hit by the lack of employment opportunities. With inflation and rising costs the Government is talking about freezing the cost of the minimum wage for young people but increasing it for older adults. Will this Administration ensure that we pay any young person, aged under 19, on apprenticeships at the Council more than the bare minimum of £2.60/hr to set an example to our partners in the private sector?

Councillor C Question 3 –To Councillor P Carey, Executive Board Member, Corporate Assistant Chief Executives Jordan Resources and Services

Budget Book

Please can Cllr Carey tell us what is the cost per booklet and the total cost for the

1

belated Budget Book?

Councillor I Marks Question 4 – To Councillor P Wright, Executive Board Member, Health & Wellbeing and Adult ServicesVascular Services

The proposal to change the way vascular services are delivered to the people of Warrington has caused distress in the town and we welcome the three-Council scrutiny study that is looking at these services. Please could Cllr Wright clarify exactly which services are remaining at Warrington and which services are being proposed to transfer to another hospital?

Neighbourhoods &Community Services

2

WARRINGTON BOROUGH COUNCIL

Full Council - 26 March 2012

Report of Executive Councillor David Keane, Executive Board Member, Board Member: Environment and Public Protection

Executive Director: Andy Farrall, Executive Director, Environment and Regeneration

Report Authors: John Groves, Head of Development Services Garry Legg and Joanne McGrath, Principal Policy and Strategy Officers

Contact Details: Email Address: Telephone:jgroves@warrington.gov.uk 01925 442805 glegg@warrington.gov.uk 01925 442795 jmcgrath@warrington.gov.uk 01925 442801

Ward Members: All

TITLE OF REPORT: WARRINGTON LOCAL DEVELOPMENT FRAMEWORK CORE STRATEGY – SUBMISSION TO THE SECRETARY OF STATE

1. PURPOSE

1.1 Following approval from the Council’s Executive Board on the 12th March 2012 to progress the Council’s Local Development Framework (LDF) Core Strategy by allowing a further but statutory period of public consultation, this report seeks a Council resolution to submit the Core Strategy to the Secretary of State for independent examination. The Proposed Submission Draft of the Core Strategy is attached as Appendix A.

1.2 Prior to submission, representations received in response to consultation, and a review of the extent to which the Core Strategy conforms with the NPPF once published in its final form, may necessitate a number of minor and non-material alterations to the Core Strategy. The need for such changes will be considered by a future Executive Board and if agreed officers authorised to make any resulting editorial and minor technical changes.

1.3 If the Executive Board conclude that more substantive changes are required to be made to the Core Strategy, they would refer it back to Council.

mailto:glegg@warrington.gov.uk

Agenda Item 8.1

2. CONFIDENTIAL OR EXEMPT

2.1 The item is not confidential or exempt.

3. INTRODUCTION AND BACKGROUND

3.1 The Local Development Framework (LDF) is the name given to the new style local plan that was introduced in 2004 through the Planning and Compulsory Purchase Act (2004). The Core Strategy is the overarching strategic policy document which sits at the heart of the LDF.

3.2 The Core Strategy seeks to translate Warrington’s Local Strategic Partnership’s (LSP) vision for the Borough – as set out in their Sustainable Community Strategy (SCS) – into on the ground activity. It therefore sets out a planning framework for guiding the location and level of development in the Borough up to 2027 as well as a number of principles that will shape the way that Warrington will develop between now and then.

3.3 Once adopted the Core Strategy will replace the Council's existing local plan – the Unitary Development Plan (UDP) – and in this regard will constitute the primary document against which planning applications for development within the Borough will be assessed.

3.4 In addition to being used to determine planning applications, the policies within the document will also provide the starting point for preparing more detailed policies and site specific proposals likely to be contained in other LDF documents such as Supplementary Planning Documents.

4. EVOLUTION OF WARRINGTON’S CORE STRATEGY TO DATE

4.1 The process of preparing a Development Plan Document such as the Core Strategy is governed by the Town and Country Planning (Local Development) (England) Regulations 2004 (as amended).

4.2 Warrington’s Core Strategy has been developed over a period of three years through a comprehensive and inclusive process. Each stage of the process has involved engaging with the general public and stakeholders and the outcomes of this consultation have been important in shaping and refining the document.

4.3 The most recent stage in the document’s preparation involved publishing a Pre-Publication Draft of the Core Strategy for public consultation between 12 December 2011 for a period of six weeks which ran until 20 January 2012. This stage of consultation was not formally required by the statutory regulations and in this regard represented an additional and voluntary stage of consultation. As such the decision to undertake this consultation was approved by the Executive Director, Environment and Regeneration in consultation with the Leader of the Council and the Executive Member for Environment and Public Protection, as opposed to the full Executive Board.

Agenda Item 8.1

4.4 In response to this consultation approximately 400 representations were received from a total of approximately 150 respondents. The representations received ranged from support for the document and its contents (c. 20%), general comments and observations (c. 20%) and objections relating to the content, legal compliance or ‘soundness’ of the plan (c. 60%).

4.5 Broad support for the continued protection of the Borough’s Green Belt; enhancing strategic green links across the borough; and protecting the countryside and its constituent settlements was expressed. This support was primarily from the general public, Parish Councils and environmental organisations and agencies. Relatively strong support for the identification of the Town Centre as a Strategic Location and the resultant benefits this would entail was also expressed.

4.6 None of the representations received were considered to raise significant concerns regarding the ‘soundness’ of the Core Strategy. The majority of representations received were relatively minor in nature and the majority of concerns raised adequately alleviated through providing additional clarification or minor revisions to the document, as opposed to necessitating any changes to the substance of the strategy itself.

4.7 The main areas of objection related to the planned levels of housing growth, phasing of development, continued protection of the Green Belt, identification of Peel Hall and the proposed approach to dealing with waste and minerals issues. The vast majority of these objections are from individual land owners and developers who seek to promote particular sites, either directly or indirectly. In this regard the motives underpinning such objections are not always in the wider public interest and have therefore been discounted but for sound reasoning.

4.8 Significant objections from the community were received in response to the identification of Peel Hall as a Strategic Location, contesting that the site should not be developed at any point in the future. Some of these objections are rooted in a misunderstanding that the Peel Hall site includes Peel Hall Park which it does not. Efforts have however sought to clarify this confusion.

4.9 The Core Strategy is not reliant on Peel Hall or any of the other identified Strategic Locations being developed during the plan period. The Core Strategy identifies, with evidence to support the stance taken, that a sufficient volume of housing can and should firstly be brought forward from sites within the older core of the town and other more preferable urban locations.

4.10 The approach that the Core Strategy has instead employed with regards to Peel Hall is to identify the site, along with others, as a Strategic Location which will be considered should additional land for development be required in the latter years of the plan. This approach is considered essential to ensuring the ‘soundness’ of the wider plan and affords the greatest protection to the site in the short and medium term in comparison to the alternatives.

Agenda Item 8.1

4.11 The Core Strategy makes clear that should additional supply be needed, a Site Allocations Development Plan document will be progressed to ensure that a properly informed decision is taken as to which site or combination of sites are brought forward and at what rate of delivery. This process would entail looking in much greater detail at the merits of bringing each of the ‘Strategic Locations’ forward either singly or in combination and objectively evaluate them to determine which site or sites can secure the maximum benefits but in the most sustainable manner. This process would be subject to full public consultation and examination in public by a Government appointed Inspector and should therefore provide the community with reassurances that the valid points raised with regards to assessing the impacts of bringing the site forward would be genuinely considered in depth.

4.12 A schedule which summarised the main issues raised by each of the individual representations, the Council’s proposed response to these issues and importantly any suggested amendments to the Core Strategy document resulting from consideration of the issue was presented to the Council’s Executive Board at their meeting of the 12th March 2012. The Board were recommended to, and subsequently did, approve the suggested amendments to the Pre-Publication Draft Core Strategy for incorporation into a Proposed Submission Draft of the document.

4.13 The Core Strategy is accompanied by a Sustainability Appraisal; Habitat Regulation Appropriate Assessment; and series of background papers. These have also been made available for public comment to date. The former two documents relate to ensuring conformity with appropriate European and National legislation which require an assessment of the social, economic and environmental effects of certain plans and policies. The latter documents relate to providing, more comprehensively than in the Core Strategy document itself, the reasoning and explanation as to why the approach being followed has been chosen, and, if relevant, why alternative options and strategies have been rejected. This latter approach has helped to ensure that the Core Strategy remains as succinct, focused and therefore as user-friendly as possible.

5. THE NEXT STEPS IN PROGRESSING THE CORE STRATEGY

5.1 In order to be able to adopt the Core Strategy as the Borough’s new statutory Development Plan, it must first be submitted to the Secretary of State for Communities and Local Government following a resolution of the Full Council. It is this resolution that this report seeks to secure.

5.2 Prior to submission a further stage of public consultation for a minimum period of six weeks is necessary. This is to ensure compliance with Regulation 27 of the Town and Country Planning (Local Development) (England) Regulations 2004 (as amended). Approval for this consultation, which constitutes the next immediate stage of the process, was granted by the Council’s Executive Board at their meeting of the 12th March 2012.

Agenda Item 8.1

5.3 Once submitted the Secretary of State will appoint an independent planning inspector to conduct a public examination of the Core Strategy. The appointed inspector will examine whether Warrington’s Core Strategy can be considered ‘sound’. The Government’s Planning Policy Statement 12 identifies that in order to be ‘sound’ the Core Strategy must be:

• Justified: o founded on a robust and credible evidence base; and o the most appropriate strategy when considered against the

reasonable alternatives • Effective:

o deliverable; o flexible; and o able to be monitored

• Consistent with National Planning Policy

5.4 In response to these requirements Warrington’s Core Strategy is considered ‘sound’ on the following basis:

• Justified: o The Core Strategy will deliver a commensurate level of development

to meet assessed needs for homes and jobs within and respecting the physical, social and environmental infrastructure and market capacity of the Borough. There is a full range of up-to-date evidence and technical studies to support the strategy.

o The Core Strategy is confirmed by the Sustainability Appraisal as the most sustainable, when considered against the reasonable alternatives, in providing the optimum balance between social, economic and environmental considerations.

• Effective: o The Core Strategy adopts a positive and welcoming attitude towards

sustainable growth and investment with the levels of development set out considered to be commensurate with market capacity and therefore deliverable. An appropriate framework is also included within the Core Strategy which sets out who the key delivery partners are with regards to achieving the visions and objectives expressed within.

o The Core Strategy includes scope to manage contingencies and unforeseen circumstances that may emerge over the life of the plan. This applies to all key strategic policies for the delivery of development and regeneration to support the drive for economic growth.

o An appropriate framework is included within the Core Strategy to ensure that the effectiveness of the strategy and specific policies within can be monitored on an ongoing basis.

• Consistent with National Planning Policy: o The Core Strategy is considered to be in accordance with existing

and emerging national planning policies and importantly considered to appropriately apply these national polices to local circumstances and priorities.

Agenda Item 8.1

5.5 Prior to the commencement of the public examination the inspector will determine which matters he or she wishes to discuss. A series of informal round table sessions will be then held to discuss these issues. In these sessions the Council and other interested parties who the inspector determines should be involved will be required to respond to questions posed by the inspector. It is expected that the examination will last for no more than 3 weeks.

5.6 Following the close of the examination the inspector will issue a report to the Council to say whether the Core Strategy is sound or not. This report may contain recommended changes that are necessary to ensure that the Core Strategy can be considered sound.

5.7 A Full Council resolution is required to formally adopt the Core Strategy and it will therefore be presented to Full Council, along with any changes recommended or required by the inspector, for consideration of Council at a future point in time. If the Council resolve to adopt the Core Strategy it will at that point supersede the Unitary Development Plan and in doing so constitute the Borough’s new Statutory Development Plan.

6. TIMETABLE FOR IMPLEMENTATION

6.1 The timetable for producing Warrington’s Core Strategy is set out below. It should be noted however that this could be subject to change, for a number of reasons beyond the control of the Council, and is therefore intended as indicative only at this stage.

• May / June 2012 – Consultation on Proposed Submission Draft Core Strategy for a minimum period of 6 weeks

• September 2012 – Submission of Core Strategy to the Secretary of State

• November / December 2012 – Public Examination of Core Strategy • February 2013 – Receive Inspectors report • March 2013 – Formally adopt Core Strategy

7. FINANCIAL CONSIDERATIONS

7.1 The only direct financial implications arise from the Examination in Public, likely to occur late 2012. This will be a one off cost the scale of which is as yet unknown as it will be determined by the length of the Examination itself, determined by the extent of issues raised during the formal consultation period and by the Inspector. The process of preparing the Core Strategy to date has aimed to mitigate the extent of issues likely to cause a protracted Examination. The cost must be met by the Council and could be in the order of up to £50k. Some funding is available towards this cost from the base revenue budget.

Agenda Item 8.1

8. RISK ASSESSMENT

8.1 The Coalition Government’s draft National Planning Policy Framework (NPPF) identifies that there should be a clear presumption in favour of all sustainable development where local planning authorities do not have an up to date Statutory Development Plan in place which accords with the provisions of the 2004 Planning and Compulsory Purchase Act. Consultation on the NPPF has closed and it is subsequently expected to be published in its final form in April of 2012.

8.2 This poses a potential risk for the Council in that in the absence of an adopted LDF Core Strategy, the Council’s ability to influence how much new development should be planned for and where new development should be focussed would be substantially weakened. Given that the Core Strategy seeks to deliver the aspirations of the LSP’s Sustainable Community Strategy, in addition to corporate and wider public body objectives, it is evidently in the wider public interest to ensure that timely progression of the LDF Core Strategy is maintained.

8.3 Although in approving the recommendations set out in this report, the Council would be in a position following the next stage of consultation, where procedurally they are able to submit the Core Strategy to the Secretary of State, representations received in response to this consultation or changes deemed necessary to ensure conformity with the published NPPF could call in to question the ‘soundness’ of the plan.

8.4 In response to this risk, it must be noted that providing a resolution at this stage to submit the Core Strategy does not however bind the Council to progressing down this path. Consideration of any issues arising from consultation or publication of the NPPF by the Executive Board at a future meeting will allow an informed decision to be reached as to whether to proceed with submission. In the event that the decision was taken not to proceed with submission, the Executive Board would at that stage instead refer the Core Strategy back to Council.

9. EQUALITY AND DIVERSITY / EQUALITY IMPACT ASSESSMENT

9.1 The Proposed Submission Draft Core Strategy has been subject to an Equality Impact Assessment (EIA) throughout its evolution in accordance with the Council’s published practice and guidance on such matters. The most up to date EIA will continue to be published alongside the Core Strategy once made available for further consultation.

9.2 In summary, the EIA has concluded that the vast majority of impacts on equality groups from the Core Strategy were positive or neutral. Only one possible negative impact from the Core Strategy was identified at a preceding stage. This related to rural residents facing a potential gap in service provision when compared to their urban counterparts owing to policies within the Core Strategy seeking to encourage growth in the Town Centre possibly being to the detriment of positive service development in rural areas. Sufficient

Agenda Item 8.1

measures were however subsequently incorporated within the Core Strategy to minimise the risk of this impact occurring.

10. CONSULTATION

10.1 Consultation on the Core Strategy has to date been conducted in accordance with the Council’s adopted Statement of Community Involvement (SCI) which makes clear how consultations with regards to LDF documents will be conducted, including identifying who will be engaged.

10.2 The forthcoming Regulation 27 consultation will be conducted in accordance with the necessary provisions of the Town and Country Planning (Local Development) (England) Regulations 2004 (as amended) which prescribe in specific detail how Local Planning Authorities must consult on Development Plan Documents. This consultation will also accord in full with the Council’s SCI.

10.3 The ‘duty to co-operate’, introduced by the 2011 Localism Act, places a formal requirement on the Council when preparing a Development Plan Document to engage constructively, actively and on an ongoing basis with neighbouring local planning authorities. The Council have to date proactively engaged with directly adjoining local authorities and relevant pan regional agencies in order to address any potential cross boundary issues of concern emanating from the Core Strategy or wider LDF. This engagement will continue as the Core Strategy progresses through to adoption as and when deemed necessary.

11. REASONS FOR RECOMMENDATION

11.1 The recommendation is necessary in order to enable the advancement of the Council’s LDF Core Strategy towards adoption in accordance with the process governed by the Town and Country Planning (Local Development) (England) Regulations 2004 (as amended).

11.2 As the Core Strategy is a Development Plan Document (DPD), the Council’s adopted SCI makes clear that in order to submit a DPD to the Secretary of State for independent examination, a full Council resolution, following consideration by the Executive Board, is required.

12. RECOMMENDATION

12.1 That Council is recommended to:

(i) authorise the submission of Warrington’s Core Strategy, attached as appendix A, to the Secretary of State for independent examination, in accordance with Regulation 30 of the Town and Country Planning (Local Development) (England) Regulations 2004 (as amended)

(ii) note that a future Executive Board will consider the need to make any further changes to the Core Strategy in light of consultation responses and publication of the NPPF and to approve officers ability to make any resulting editorial and minor technical changes.

Agenda Item 8.1

13. BACKGROUND PAPERS

• WBC Proposed Submission Draft Core Strategy (Mar 2012) • WBC Local Development Framework Background Papers (Dec 2011): Strategic,

Housing, Employment, Retail and Town Centre, Infrastructure, Transport, Climate Change, Minerals and Waste, Green Infrastructure, Proposals Map

• Core Strategy Sustainability Appraisal Report and Appendices (Mar 2012) • WBC Habitats Regulation Assessment – Appropriate Assessment of Core

Strategy and Third Local Transport Plan (Jan 2012) • WBC Core Strategy Equality Impact Assessment (Mar 2012) • WBC Statement of Community Involvement • The Planning and Compulsory Purchase Act (2004) • Town and Country Planning (Local Development) (England) Regulations 2004

(as amended). • Planning Policy Statement 12: Local Spatial Planning (June 2008)

Contacts for Background Papers:

Name E-mail Telephone Garry Legg glegg@warrington.gov.uk 01925 442795 Joanne McGrath jmcgrath@warrington.gov.uk 01925 442801

14. Clearance Details: Name Consulted Date

Approved Yes No Relevant Executive Board Member Cllr D Keane Y 14/03/2012 SMB Y 06/03/2012 Relevant Executive Director Andy Farrall Y 01/03/2012 Solicitor to the Council Tim Date 06/03/2012 S151 Officer Lynton Green 06/03/2012 Relevant Assistant Director Peter Taylor Y 01/03/2012

Warrington

LDF Local

Development

Framework

Proposed Submission

Draft Core Strategy

March 2012

Contents

Introduction

1 Introduction 5

Warrington's Local Development Framework 5

Warrington's Core Strategy 7

How the Core Strategy has Emerged 8

2 Warrington Borough - A Spatial Portrait 10

3 How this Document Works 18

The Core Strategy

4 Strategic Vision 21

5 Key Diagram 22

6 How we are going to get there 23

Strategic Objectives 23

Strategic Policies 24

7 The Strategy in Practise 33

The Presumption in Favour of Sustainable Development 33

The Role of the Strategic Locations 33

The Purpose of Strategic Opportunities 34

Achieving Growth 35

Housing Growth 35

Growing the Economy 36

Transport and Accessibility 37

8 Why we are taking this approach 38

Borough wide strategies

9 Creating Prosperity and Vibrancy 44

Investing in Warrington and its Workforce 44

Focusing on the Town Centre 51

Supporting the Visitor Economy 56

10 Strengthening Neighbourhoods 60

Ensuring a home for all 60

Pre Publication Draft Core Strategy Warrington Borough Council

Contents

Providing Local Services and Facilities 69

Nurturing Health and Wellbeing 73

11 Securing a High Quality Environment 76

Being Carbon Neutral 76

Being Natural and Durable 80

Being Distinct and Attractive 89

12 Making the Place Work 94

Connecting People and Places 94

Dealing with Waste and Minerals 102

Providing Infrastructure 106

Place Making

13 The Town Centre 109

14 Inner and North Warrington 116

15 West Warrington 123

16 East Warrington 127

17 Stockton Heath and South Warrington 130

18 The Countryside and its Constituent Settlements 133

Development Management

19 Development Management 139

Delivery and Monitoring

20 Delivery and Monitoring 143

Appendices

1 Glossary 153

2 Biodiversity Designations 163

3 Historic Assets 164

Policies

Warrington Borough Council Pre Publication Draft Core Strategy

Contents

Policy CS 1 Overall Spatial Strategy - Delivering Sustainable Development 24 Policy CS 2 Overall Spatial Strategy - Quantity and Distribution of Development 25 Policy CS 3 Overall Spatial Strategy - Transport 26 Policy CS 4 Overall Spatial Strategy - Green Belt 27 Policy CS 5 Overall Spatial Strategy – Strategic Green Links 27 Policy CS 6 Strategic Location - The Town Centre 28 Policy CS 7 Strategic Location - Omega and Lingley Mere 29 Policy CS 8 Strategic Location - Inner Warrington 30 Policy CS 9 Strategic Locations - Appleton Cross, Grappenhall Heys, Peel Hall and Pewterspear Green 30 Policy CS 10 Strategic Opportunity - Waterfront & Arpley Meadows 31 Policy CS 11 Strategic Opportunity - Port Warrington 32 Policy PV 1 Development in Existing Employment Areas 47 Policy PV 2 Fiddlers Ferry 48 Policy PV 3 Strengthening the Borough's Workforce 48 Policy PV 4 Retail Development within the Town Centre and Primary Shopping Area 52 Policy PV 5 Enhancing the Town Centre Economy 53 Policy PV 6 Retailing within Employment Premises 53 Policy PV 7 Promoting the Visitor Economy 58 Policy SN 1 Distribution and Nature of New Housing 63 Policy SN 2 Securing Mixed and Inclusive Neighbourhoods 64 Policy SN 3 Accommodation Needs of Gypsies and Travellers and Travelling Showpeople

65 Policy SN 4 Hierarchy of Centres 70 Policy SN 5 New Retail and Leisure Development Within Defined Centres 71 Policy SN 6 Sustaining the Local Economy and Services 71 Policy SN 7 Enhancing Health and Well-being 74 Policy QE 1 Decentralised Energy Networks and Low Carbon Development 76 Policy QE 2 Grid Connected Renewable Energy Infrastructure 77 Policy QE 3 Green Infrastructure 82 Policy QE 4 Flood Risk 83 Policy QE 5 Biodiversity and Geodiversity 84 Policy QE 6 Environment and Amenity Protection 85 Policy QE 7 Ensuring a High Quality Place 90 Policy QE 8 Historic Environment 91 Policy MP 1 General Transport Principles 96 Policy MP 2 Telecommunications 97 Policy MP 3 Active Travel 97 Policy MP 4 Public Transport 98 Policy MP 5 Freight Transport 98 Policy MP 6 Transport Infrastructure 99 Policy MP 7 Transport Assessments and Travel Plans 99 Policy MP 8 Waste 103 Policy MP 9 Minerals 103 Policy MP 10 Infrastructure 106 Policy TC 1 Key Development Sites in the Town Centre 114 Policy TC 2 Small Scale Development in other areas of the Town Centre 114 Policy IW 1 The A49 Corridor 120 Policy IW 2 Victoria Park Area 120 Policy WW1 Chapelford Urban Village 125

Pre Publication Draft Core Strategy Warrington Borough Council

Contents

Policy SW 1 Stockton Heath District Centre 131 Policy CC 1 Inset and Green Belt Settlements 136 Policy CC 2 Protecting the Countryside 136 Policy CC 3 Walton Hall Estate 137

Warrington Borough Council Pre Publication Draft Core Strategy

Introduction 1

1 Introduction Warrington's Local Development Framework 1.1 The Local Development Framework (LDF) is the name given to the new style local plan that was introduced in 2004. Whilst under the old system a single local plan was produced every ten years or more, the new system requires a series of plans and documents to be produced and to be kept up to date.

1.2 Warrington's Local Development Framework therefore consists of a suite of documents as illustrated in Figure 1.1. Together these documents set the framework to guide decisions in the borough over the next 15 years about a wide range of activities that shape areas, from the role of the town in the economy, the health of the Town Centre, and how future housing needs can be accommodated, to the location of new schools and opportunities for outdoor play for children.

Figure 1.1 Warrington's Local Development Framework

1.3 The policies against which planning applications will be assessed are contained within the Local Development Framework's Development Plan Documents. These, along with the Northwest Regional Spatial Strategy will constitute the Borough's Statutory Development Plan which operates within the wider context set by national planning policies. As brought forward, in a phased manner the Development Plan Documents will gradually replace the Council's existing local plan - the Unitary Development Plan (UDP).

1.4 The Core Strategy is the Council's first Development Plan Document to be prepared and is the key document from which all other documents will follow. A Proposals Map which shows the boundaries of those policies within the Council's adopted plans which have an area or place specific implication has also been produced alongside the Core Strategy.

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1 Introduction

1.5 The Local Development Scheme (LDS) provides further details on and a timetable for the preparation of Local Development Framework documents. The Local Development Framework also includes a number of Supplementary Planning Documents (SPDs) which provide further details and guidance on how some policies within the Core Strategy and other Development Plan Documents are to be implemented. A number of these documents, which generally cover thematic based issues or which provide a framework for the development of specific sites, are already in place. The need for others will emerge as preparation of the Local Development Framework progresses or following the review of existing elements of the Local Development Framework.

1.6 With the exception of the Community Infrastructure Levy Charging Schedule, which will set out required contributions from development in order to deliver the infrastructure needed to support strategic infrastructure in the borough, the remaining documents within the Local Development Framework generally relate to the process of its preparation and review.

1.7 The Statement of Community of Involvement (SCI) sets out how and when the Council will engage and consult with stakeholders during the process of Local Development Framework document production. The Annual Monitoring Report (AMR) monitors and subsequently reports on an annual basis the effectiveness and outcomes of Local Development Framework policies and in this regard fulfils a critical role in relation to identifying the need to review existing policies and plans. The Annual Monitoring Report also identifies how the Council is progressing with regards to meeting the timetable for Local Development Framework document production set out in the Local Development Scheme.

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Warrington's Core Strategy 1.8 Warrington's Core Strategy is the overarching strategic policy document in the Local Development Framework. It sets out a planning framework for guiding the location and level of development in the Borough up to 2027 as well as a number of principles that will shape the way that Warrington will develop between now and then.

1.9 The Council cannot shape Warrington alone. It must continue to work with partners to achieve agreed outcomes. A key partner is the Local Strategic Partnership (LSP) which includes organisations and people who can influence what happens in the Borough from Health Trusts to the Environment Agency and the local Chamber of Commerce. The LSP's vision for Warrington is expressed in their Sustainable Community Strategy (SCS) and the Core Strategy, seeks to translate this vision into on the ground activity. Work is currently underway on developing a Health and Well Being Strategy which will replace the existing Sustainable Community Strategy.

1.10 The other key partner is the private sector, companies and individuals who choose to invest in the borough's economy and deliver the homes, jobs and supporting services that Warrington will need in the future. The Core Strategy aims to ensure that this investment goes to the right places at the right time and that the resulting developments are sustainable.

1.11 In addition to the LSP's overarching vision, the Core Strategy contains a series of visions which relate to thematic issues and specific places. Each of these visions sets out how each issue or place is expected to change over the plan period and is followed by a number of strategic objectives which outline the general policy directions that need to be pursued in order to realise the vision.

1.12 The Core Strategy then sets out a series of core, borough-wide and place specific polices for addressing the vision and objectives and it is these which provide the framework for guiding and co-ordinating future public and private investment in Warrington and for promoting a more positive and proactive approach to managing development within the Borough. In addition to being used to determine planning applications these policies also provide a starting point for preparing more detailed policies and site specific proposals likely to be contained in other LDF documents such as the site allocations DPD and Minerals and Waste DPD.

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How the Core Strategy has Emerged 1.13 The Core Strategy has been developed over a period of three years through a comprehensive and inclusive process which has so far entailed;

collecting the evidence identifying the issues and defining the sustainability principles developing a vision generating options and alternative strategies evaluating options and alternative strategies selecting a preferred option and strategy drafting detailed policies

1.14 The key stages of the Core Strategy's production to date, as well as future stages leading to the eventual adoption of the DPD, are set out in Figure 1.2.

1.15 Each stage of the process has involved engaging with the public and stakeholders and the outcomes of this consultation have been important in shaping and refining the spatial strategy and detailed policies. The Sustainability Appraisal and Habitat Regulation Appropriate Assessment, which are published separately alongside the Core Strategy, have also been an integral part of the process having informed each stage of the strategy development.

1.16 To ensure that the Core Strategy remains as succinct, focused and therefore as user-friendly as possible, much of the reasoning and explanation as to why the approach being followed has been chosen, and why alternative options and strategies have been rejected, is set out in a series of background papers which have been published separately but alongside the Core Strategy. The extensive evidence base and all work associated with previous stages of the Core Strategy preparation are also available alongside the document.

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Figure 1.2 Key Stages of Core Strategy Production

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2 Warrington Borough - A Spatial Portrait

2 Warrington Borough - A Spatial Portrait 2.1 Warrington Borough is the most northerly of the local authorities in the Cheshire area. It shares boundaries with Halton, Cheshire West and Chester, Cheshire East, and the four metropolitan boroughs of St Helens, Wigan, Salford and Trafford. The borough covers some 176 square kilometres and, at midyear 2010, was estimated to have a population of approximately 198,900, of which 98,500 (49.5%) were males and 100,400 (50.5%) were females, living in some 82,000 households. Average household size for Warrington at the 2001 Census was recorded as 2.41 people, slightly in excess of the number recorded for the region and England and Wales.

2.2 The Borough consists of a predominately 'White British' ethnic make up, with the mid-2009 population estimates recording only 4.1% of the resident population as being non-white, which is an increase of 2% over the figure recorded by the 2001 Census (2.1%). The current figure compares to 12.4% in England. In terms of age profile, the Borough has an ageing population which is exacerbated by the legacy of a New Town demographic created during the rapid increase in population in the 1970s and 1980s which is now moving towards retirement. This will have implications for Warrington in terms of economic activity, economic growth, consumer spending and the range of leisure, retail and social service activities required.

Evolution of the Place:

2.3 The town of Warrington, which is by far the largest settlement in the borough, owes its existence to the presence of a crossing point across the River Mersey, the importance of which can be traced back as far as pre-roman times. Following the arrival of the Romans, this crossing point was subsequently incorporated into an important north-south route, which is now known as the A49. This route dissected the historic west to east routes and substantially influenced how the town and subsequently the Borough and particularly the town has developed to date.

2.4 On the back of its connectivity the settlement of Warrington established itself as a market town in the medieval period, centred on the historical axis of Bridge Street, Horsemarket Street, Sankey Street, and Buttermarket Street, which today constitutes the heart of the Town Centre as we know it. The town’s role as a market town has prevailed right through to the present day.

2.5 By the mid 19th century, Warrington began to emerge as an industrial town at which time it began to steadily expand. It was during this time that the railways arrived into the area which connected Warrington to London in the south and Glasgow in the north, links which still exist today.

2.6 By the early 20th century, Warrington had become a fully fledged industrial town. Development was no longer centred on the historic axis, but instead extended out from the axis in all directions. The axis however remained the back bone of the town’s urban form as well as the heart of the town’s social and municipal life.

2.7 In 1968 Warrington was designated as a New Town, primarily to take economic advantage of its unique position at the hub of the region's communication network, evidently aided by the arrival of the regions motorways. The Warrington New Town Outline Plan, approved in 1973, set out a strategy to expand the town’s population from about 120,000 to 200,000 by the year 2000. Whilst the planned rate of growth was not fully achieved, the town physically expanded further outwards, the population grew significantly and the growth that took place has markedly