agenda mkc

Milton Keynes Council, Democratic Services, Civic Offices, 1 Saxon Gate East, Milton Keynes, MK9 3EJ

Tel: (01908) 691691

Democratic Services

COUNCIL CHAMBER, CIVIC OFFICES CENTRAL MILTON KEYNES

AGENDA

TUESDAY 10 JULY 2018

6.30 pm

Members of the Cabinet:

Councillor Marland (Leader of the Council) Councillors Gowans, Legg, Long, Middleton, O’Neill, Nolan and Priestley

If you have any enquires about this agenda please contact Shelagh Muir (Committee Manager) on Tel: (01908) 254271 or e-mail: [email protected]

CABINET

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Health and Safety

Please take a few moments to familiarise yourself with the nearest available fire exit, indicated by the fire evacuation signs. In the event of an alarm sounding during the meeting you must evacuate the building immediately and follow all instructions provided by the fire evacuation officer who will identify him/herself should the alarm sound. You will be assisted to the nearest designated assembly point until it is safe to return to the building.

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Agenda

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Recording of Meetings

The proceedings at this meeting may be recorded for the purpose of preparing the minutes of the meeting.

In accordance with the Openness of Local Government Bodies Regulations 2014, you can film, photograph, record or use social media at any Council meetings that are open to the public. If you are reporting the proceedings, please respect other members of the public at the meeting who do not want to be filmed. You should also not conduct the reporting so that it disrupts the good order and conduct of the meeting. While you do not need permission, you can contact the Council’s staff in advance of the meeting to discuss facilities for reporting the proceedings and a contact is included on the front of the agenda, or you can liaise with staff at the meeting.

Guidance from the Department for Communities and Local Government can be viewed at the following link:

https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/343182/140812_Openness_Guide.pdf

Comments, Complaints and Compliments

Milton Keynes Council welcomes comments, complaints and compliments from members of the public in order to make its services as efficient and effective as possible. We would appreciate any suggestions regarding the usefulness of the paperwork for this meeting, or the conduct of the meeting you have attended. Please e-mail your comments to [email protected]

If you require a response please leave contact details, ideally including an e-mail address. A formal complaints / compliments form is available online at http://www.milton-keynes.gov.uk/complaints/

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http://www.milton-keynes.gov.uk/complaints/

AGENDA

1. Apologies

2. Cabinet Announcements

To receive any announcements from the Leader and members of the Cabinet.

3. Minutes

To approve, and the Chair to sign as a correct record, the Minutes of the meeting held on 5 June 2018 (Item 3) (Pages 6 to 29).

4. Disclosures of Interest

Councillors to declare any disclosable pecuniary interests, or personal interests (including other pecuniary interests) they may have in the business to be transacted, and officers to declare any interests they may have in any contract to be considered.

5. Deputations and Petitions

Any further Deputations or Petitions received will be reported at the meeting.

6. Questions from Members of the Public

To receive questions from residents and electors of the Borough.

7. Councillors’ Items

(a) Willen Bridge (Item submitted by Councillor Crooks)

To consider whether to proceed with the Council's current bid to the Government's Strategic Infrastructure Fund for funds to allow planned development along the A509 to be brought forward through the early construction of a bridge across the M1 and a link road to Tongwell Street.

(b) Willen Bridge (Item submitted by Councillors Bint and Morris)

That the Cabinet be asked to abandon the proposal to build an additional bridge over the M1 near Willen, and to withdraw its application for government funding for this bridge, because of:

(a) the absence of any consultation by the Council with Willen Residents, its Ward Councillors or its Parish Council prior to the bid submission;

(b) the absence of any scrutiny, any formal public transparent involvement of the Cabinet, or any public decision that residents or others could have contributed to or objected to, in respect of the bid submission;

(c) the overwhelming objection expressed by Willen residents to the proposed new bridge over the motorway;

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(d) the absence of any credible evidence that an additional bridge is a necessary and sufficient solution to the implied problem of getting traffic from the new homes into the rest of the Milton Keynes urban area; and

(e) the fact that the land is designated (in the submission draft of PlanMK) for development after 2031 and there is sufficient developable land identified elsewhere in Milton Keynes or the housing needs of our current residents plus our target net inward migration of new residents into MK over this timescale, without bringing this site forwards in the way officer colleagues are proposing.

8. Councillors’ Questions (15 Minutes)

Councillors to ask questions of the Leader of the Council or a Cabinet member on issues within their Portfolio.

9. References from Other Bodies

(a) Referral from Youth Cabinet

Update of the funding proposals for Youth Cabinet projects (Page 30).

(b) Referral from Council - 20 June 2018: Travellers

That the Council asks the Cabinet to take immediate action on this issue at the next Cabinet meeting.

(c) Referral from Council - 20 June 2018: Flooding

The Council asks the Cabinet to:

(a) publish a report detailing the current status of all drains, culverts, watercourses and current flood mitigation schemes, along with planned improvements to drainage following the outcome of the independent review, if required;

(b) ensure that all existing planned flood protection schemes are completed by November 2019;

(c) review planning guidance for new housing developments to ensure how future developments can best deal with sustained periods of extremely heavy rainfall, the incidence of which appears to be growing as a consequence of climate change; and

(d) investigate how some current issues can be addressed for example houses on some estates are below the street level , communal drains are now on private property, how houses on Netherfield can maintain a standard roof line and on Coffee Hall and Tinkers Bridge where the street structure is designed so as to lead to many houses below the street level.

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(d) Referral from Council 20 June 2018 - Milton Keynes Register Office

The Council, recognising the concerns raised by residents over the recently announced decision to relocate the register office from Bracknell House in Bletchley to the Civic Offices, demonstrated clearly in the petition that now numbers over 3,500 signatures asks the Cabinet to review this decision at its next meeting.

10. Unauthorised Encampments

To consider Item 10 (to follow)

11. Regeneration – Ballot Arrangements and Amendments to the YourMK Partnership Agreement with Mears Group PLC

To consider Item 11 (Pages 31 to 40)

12. Housing Revenue Account Business Plan


13. Draft Housing Strategy for Milton Keynes


14. Adoption of the Milton Keynes Site Allocations Plan


15. Amendments to the Taxi Licensing Policy


16. Amendments to the Milton Keynes Council Street Trading Policy


17. Litter Action Plan 2018-2023


18. Milton Keynes Council Business Plan 2018/19 To consider Item 18 (Pages 229 to 246)

19. Milton Keynes Development Partnership Quarterly Update


20. Apprenticeship Providers Dynamic Purchasing System


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5 June 2018

ITEM 3

Minutes of the meeting of the CABINET held on TUESDAY 5 JUNE 2018 at 6.30 pm

Present: Councillor Marland (Chair)

Councillors Gowans, Middleton, Morla, Nolan and O’Neill

Officers: C Mills (Chief Executive), M Bracey (Corporate Director People), D Sharkey (Corporate Director Place), P Simpson (Corporate Director Resources), G Snelson (Director of Strategy and Futures), T Blackburne-Maze (Service Director [Public Realm]), M Kelleher (Service Director [Housing and Regeneration]), P Cummins (Head of Legal Services), F Robinson (MK Futures Programme Manager) and S Muir (Committee Manager).

Also Present: Councillors Brackenbury, Cannon, Crooks, Ferrans, A Geary, P Geary, D Hopkins, Marklew, Miles, Morris, Morla and Walker and circa 35 Members of the Public.

Apology: Councillor Long (Cabinet member for Housing and Regeneration).

C04 CABINET ANNOUNCEMENTS

(a) Councillor Marland welcomed Councillor Priestley, the Cabinet member for Economic Growth and Community Partnerships, to her first meeting of the Cabinet.

(b) Councillor Marland thanked residents, other councillors, officer colleagues, parish and town councils and community volunteers for their help and support during the flooding emergency during the 27 and 28 May 2018 bank holiday weekend.

Councillor Marland stated that many people had worked very long hours during the bank holiday, regardless of their own arrangements and circumstances and it presented the Milton Keynes community working together at its very best.

C05 MINUTES

RESOLVED -

That the Minutes of the meetings of the Cabinet held on 6 March and 16 May 2018 be approved and signed by the Chair as correct records.

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5 June 2018

C06 DISCLOSURES OF INTEREST

None were received.

C07 PETITION – SPEED LIMIT BETWEEN WOLVERTON AND STONY STRATFORD

The Cabinet received a petition on behalf of residents in Stony Stratford and Wolverton seeking a speed limit on the road between Stony Stratford and Wolverton, which was presented by Councillor Marklew for the attention of Councillor Gowans, the Cabinet member for Public Realm.

Councillor Marklew indicated that the petition had been signed by residents in Stony Stratford, Wolverton and wider Milton Keynes, because the speed limit on Stratford Road between Stony Stratford and Wolverton allowed drivers using the road to drive at up to the national speed limit in parts and 40 mph in other parts.

The speed limits on the roads with the exception of one road that fed this section of Stratford Road were all either 30mph or 40mph. The residents believed that reducing the speed limit for the entirety of the road to 40 mph would reduce accidents occurring as drivers approached the roundabout at the junction of Stratford Road, Great Monks Street and Old Wolverton Road.

Councillor Gowans accepted the petition and indicated that that the options for speed controls on roads between Wolverton and Stony Stratford would be fully investigated and a report considered as a delegated decision by the end of August 2018.

C08 FLOODING UPDATE

The Cabinet considered an urgent report as a result of the flooding emergency during the late May 2018 bank holiday weekend, that was introduced by Councillor Marland, Leader of the Council.

It was reported that heavy rainfall was experienced overnight between 27 and 28 May 2018. Early indications were that the flooding was as a result of a short intensive storm with rain fall of 52mm and as the ground conditions were very dry, the water was not absorbed resulting in high rainfall run-off rates from grassed areas.

It was also reported that a detailed report under the Flood and Water Management Act 2010 Section 19, would be published following an investigation by the Lead Local Flood Authority (LLFA) which had prepared the report in conjunction with the Environment Agency and consultants AECOM.

Councillor Marland gave an overview of the incident, the Council’s response, and recommendations to assist those residents significantly impacted by the events and how the Council should learn from the event to improve any future emergency response.

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Councillor Marland stated that the adverse weather conditions had resulted in over 150 flooded residential properties across Milton Keynes. The primary focal points for flooding were Beanhill, Netherfield and Coffee Hall. The second most impacted areas were Oldbrook, Fishermead, Eaglestone and the Lakes Estate. There were further affected properties within Furzton, Neath Hill, Downs Barn, Pennyland, Stantonbury, Newport Pagnell, Stoke Goldington and Heelands. It was also anticipated that support would be given to small local businesses in the affected areas in a future phase of the Council’s response.

Councillor Marland further indicated that due to the urgency of the issue, and, noting the agreement of the Chair and Vice Chairs of the Scrutiny Management Committee, the call-in process as set out in Overview and Scrutiny Procedure Rule 16 would not apply in order that the public interest was not prejudiced by any delays in implementation of the various measures.

Councillor Marland repeated his thanks and praised officer colleagues, partners, fellow councillors, parish and town councils, fire and rescue services, and residents in the communities affected for their response to the flooding and for working tirelessly to help people at a difficult time. Councillor Marland also listed the actions that were being taken that included:

An Emergency Hardship Grant of £200 to be made available to any household that had suffered flooding in the event on 27 and 28 May 2018, and was in immediate financial need. The aim was to cover additional costs incurred in meeting immediate humanitarian needs such as food, clothing, laundry and any other additional burdens.

Council Tax enforcement action being suspended immediately for those properties impacted by Flooding during 27-28 May 2018.

An automatic waiver, or its equivalent, of Council Rent for two months for those who had a suffered significantly from the Flooding. In order that no Council tenant would incur any additional rent burden e.g.no additional Council charge would be made for temporary accommodation.

A review of the emergency response to the floods with partners and the local community in order to understand what worked well and any issues that arose, and make recommendations for any changes and improvements should there be future events of this nature.

An independent expert was to be commissioned to review issues such as drainage, damage to drainage caused by trees and tree roots, structural surveys, cleaning, supplies of sandbags, repairs and maintenance to address public concerns and make any recommendations as required.

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5 June 2018

The Cabinet also heard from 8 residents who voiced their concerns about repeated flooding incidents, as there had been several similar floods in recent years:

(a) the importance of investigating all drains and soakaways;

(b) making long term repairs, as many drains were blocked by roots from surrounding trees;

(c) how the suspension of rents would be managed in order that residents were not disadvantaged by Council procedures;

(d) if there was a preventative plan in place to stop the same properties from being flooded on a regular basis;

(e) that all tenants, whether Council or private, be given the same information about access to properties; and

(f) that affected Council properties be inspected to ensure they were structurally sound.

Councillor Marland reiterated in response to the concerns that an independent expert would be commissioned to review the issues such as drainage, damage to drainage caused by tree roots, structural surveys, cleaning, supplies of sandbags, repairs and maintenance.

The Corporate Director, Resources, indicated that he had met with the Leader of the Council and officer colleagues, including those from Audit, to ensure that measures were implemented with the minimum burden for those persons affected.

Councillor O’Neill, the Cabinet member for Health and Wellbeing and also a local Ward member for Woughton and Fishermead, thanked Councillor Marland for the help he had given in her Ward during the event. She also thanked the local community for all its efforts and the support given to fellow residents.

Councillor O’Neill also expressed her concerns about the longer term implications for residents and the impact on local schools and small businesses. She explained that children and young people who had been evacuated from their homes were suffering further disruption as they were unable to access their schools, nurseries and youth groups.

In response to questions from Councillor A Geary, with reference to reserves of sandbags available in the rural areas and the suspension of Council Tax payments from affected residents who had vacated their homes due to flood damage, Councillor Marland indicated that the request for sandbags in rural areas would be included in the independent review. With reference to Council Tax rebates, Councillor Marland stated that funding sources would have to be investigated by Finance colleagues, but payment credits could be backdated as appropriate.

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5 June 2018

In response to a question from Councillor Ferrans concerning affected residents being vulnerable to unscrupulous money lenders, Councillor Marland indicated that the work the Council did with the Credit Union and parish and town councils to protect vulnerable residents from unscrupulous money lenders would be continued.

The Cabinet also heard from Councillor Brackenbury, Chair of Scrutiny Management Committee, who indicated his support for the urgency of the item, the measures taken by the Cabinet and that he and his Vice Chairs supported the waiving of the Call In provisions.

Councillor Brackenbury indicated that the outcome of the Council’s response and reviews in his view, should be considered by the Scrutiny Management Committee and added that previous flood remedial works carried out at Stoke Goldington and other areas should also be reviewed to ensure that they were fit for purpose.

Councillor Brackenbury also suggested that a public appeal for the flood victims be set up and suppliers be contacted for donations such as white goods.

Councillor Walker, Leader of the Conservative Group indicated that his Group supported the proposals and also thanked all those who had assisted residents.

Councillor Marland summarised that there would be a need for the Council to reflect on the impact of the event and how it had affected people’s lives as he and other councillors had heard many distressing accounts from residents and witnessed how many had put the needs of others before their own. He was very proud of the way the different communities had come together to support each other and this reflected well on the borough.

RESOLVED -

1. That the impact of the adverse weather between 27 and 28 May 2018 and damage caused to property as a result, be noted.

2. That the initial response and recovery work initiated by Council officers be noted.

3(a) That an Emergency Hardship Grant of £200 to be made available to any household that has suffered flooding in the event over 27-28 May 2018, and were in immediate financial need. The aim being to cover additional costs incurred in meeting immediate humanitarian needs such as food, clothing and laundry and other additional burdens.

(b) That additional consideration for those not insured following an assessment of their needs would include items such as white goods and flooring.

(c) That the scheme be open to all residents regardless of rental or ownership status of the property they lived in.

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5 June 2018

4. That Council Tax enforcement action be suspended immediately for those properties impacted by the event over 27-28 May 2018.

5. That an automatic waiver or its equivalent, of Council Rent for two months for those who have suffered significant flooding impact due to the event over 27-28 May 2018 be agreed.

6. That it be noted that no Council tenant would incur any additional rent burden due to this incident e.g. no additional Council charge would be made for temporary accommodation.

7 That the an independent export be commissioned to review issues such as drainage, damage to drainage caused by trees and tree roots, supplies of sandbags, repairs and maintenance, to address public concern about the issue and make any recommendations as required.

8. That Cabinet members and Council staff be thanked for their response to the flooding.

9. That all partners and their staff, including parish and town councils, fire and rescue services, and the people of the communities affected, who worked tirelessly to help people at a difficult time, be thanked.

10. That, noting the agreement of the Chair of the Scrutiny Management Committee, the call-in process as set out in Overview and Scrutiny Procedure Rule 16 did not apply due to the urgency this decision and the likely prejudice to the public interest if implementation of the decision was to be delayed.

OTHER ACTIONS -

1. That Council Tax refunds for those affected be investigated.

2. That the Council work with the Credit Union and parish and town councils to protect vulnerable residents from loan sharks.

3. That in order to ensure that tenants are protected the actions taken by some private land lords be investigated.

C09 QUESTIONS FROM MEMBERS OF THE PUBLIC

(a) Question from Mr S Dunn to Councillor Marland (Leader of the Council).

Mr Dunn asked Councillor Marland to clarify what was meant by the word “Community” and the words “Community Led” in Annex A of the Council Plan which related to Regeneration and would he also clarify which of these the Council would be recommending in the future?

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5 June 2018

Councillor Marland indicated that with reference to the Regeneration projects, there were many decisions on the plans for each area which would need to be made, on which communities would have opportunities to make recommendations to the Cabinet Regeneration Sub. All the results from the various consultation exercises would be discussed initially with the Steering Group that represented the directly affected residents. The Cabinet Regeneration-Sub Committee would then respond to the issues identified by the Steering Group and the directly affected residents, but after this, there would be a need to seek the views of residents from each area.

Councillor Marland also indicated that to date, the only plans that had come forward were from the Residents Association at Fullers Slade, but other ideas were expected following the various community consultation events.

Councillor Marland also stated that it was important that the relationships between the various Residents’ Associations and the Steering Groups improved.

(b) Question from Mr A Francis to Councillor Marland (Leader of the Council).

Mr Francis asked Councillor Marland when it became Council policy that Milton Keynes population should increase to 500,000.

Councillor Marland thanked Mr Francis for the question and indicated that it was an aspiration of the Council that the population could increase to 500,000 in order that the Council could effectively plan infrastructure such as roads, transport, schools and health provision to support the long term growth and future development of Milton Keynes.

C10 COUNCILLOR QUESTIONS

(a) Question from Councillor D Hopkins to Councillor Gowans (Cabinet member for Public Realm).

Referring to the Council’s Refuse Contractors who had recently without prior notification or publicity, enforced a policy of non-collection of cardboard boxes and packaging unless they were broken down and placed in pink or clear sacks, Councillor D Hopkins asked Councillor Gowans, the responsible Cabinet Member, if there could be a discretionary return to collecting cardboard packaging as it was not always possible for residents to break down quantities of cardboard to include in recycling sacks, and that an alternative means of disposal by taking the packaging to the Council’s Community Recycling Centres was also not an option for many people.

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5 June 2018

Councillor D Hopkins indicated that the policy was resulting in cardboard remaining uncollected until the quantity on the streets reached such a level that a special, expensive, special collection had to be arranged, which in his view,was a false economy.

Councillor Gowans, the Cabinet member for Public Realm thanked Councillor D Hopkins for the question and referring to his written response, indicated that that the policy was not new and dated from the commencement of the Waste Contract in 2009 and subsequently extensions.

Councillor Gowans explained that the policy was now being implemented more strictly as the result of damage to the OnePass collection vehicles and that the machinery at the Materials Recycling Facility (MRF) which separated different recyclates, which could not handle oversized materials and was rejecting these materials as contaminated. Following the increased levels of contamination, the contractor had recently indicated they would seek to implement financial penalties that existed within the contract for contamination which would place a financial pressure on the Council’s budget. Therefore, Councillor Gowans indicated that he was unable to recommend that the Council returned to collecting loose cardboard as this was neither an environmentally, nor financially sustainable, option.

Councillor Gowans also welcomed any thoughts and ideas on how the Council could improve its communications of the issues he had highlighted and how to imbed good practice with residents.

(b) Question from Councillor D Hopkins to Councillor Gowans (Cabinet member for Public Realm).

Councillor Hopkins, referring to persistent incidents of unlawful parking in Woburn Sands and given the decriminalisation of traffic enforcement, and Thames Valley Police’s apparent inability to tackle any but the most serious incidents of parking obstruction, the fact that the town also had infrequent visits from traffic wardens and the desire of Milton Keynes Council to work in partnership with town and parish councils, asked Councillor Gowans, the responsible Cabinet Member for Public Realm, to supply costings for the employment of a full time and/or part time traffic warden dedicated to patrolling in Woburn Sands.

Councillor Gowans, the Cabinet member for Public Realm thanked Councillor D Hopkins for the question and indicated that the Working Locally Framework had identified parking enforcement as a baseline item with the ability for town and parish councils to influence the service by financing an enhanced service. The figure for a parking enforcement

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5 June 2018

officer was currently around £15 per hour but should Woburn Sands Town Council or any other local council wish further information, officer colleagues could investigate if Traffic Wardens could be included as a devolved power to parish and town councils.

(c) Question from Councillor Morla to Councillor O’Neill (Cabinet member for Health and Wellbeing).

Referring to the Unlawful Encampment on the Verge of the H8, Standing Way, between Bletchley and Emerson Valley, Councillor Morla asked Councillor O’Neill if she had studied the action plan agreed with residents, parish and town councils, partners and ward councillors that had been passed to her.

Councillor O’Neil confirmed that she had sight of the action plan and would review and respond to it in writing.

(d) Question from Councillor P Geary to Councillor Gowans (Cabinet member for Public Realm).

Councillor P Geary referring to the requirements for folded cardboard boxes to go in recycling sacks, asked how many more recycling sacks would residents require?

As supplementary question Councillor P Geary asked if the quality of the clear plastic recycling sacks had changed as they split very easily.

Councillor Gowans indicated that a written response would be provided to both questions.

(e) Question from Councillor Ferrans to Councillor Gowans (Cabinet member for Public Realm).

Councillor Ferrans asked if a tick box flyer could be given to residents as an explanation of why the rubbish was not collected.

Councillor Gowans indicated that it was often not possible identify which property the uncollected rubbish came from.

C11 REFERRAL FROM CHILDREN AND YOUNG PEOPLE COMMITTEE 7 MARCH 2018 - LONGITUDINAL STUDY TO MEASURE OUTCOME OF THE VARIOUS YOUNG PARENT SUPPORT AND INTERVENTION PROGRAMMES,

The Cabinet considered a referral from the Children and Young People Committee held on the 7 March 2018 with reference to undertaking a longitudinal study using a statistical sample to measure outcome of the various young parent support and intervention programmes, and requesting the Cabinet to consider to utilising a University, or other research institutions, to undertake the longitudinal study so as to mitigate any associated costs. The

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5 June 2018

referral was presented by Councillor Crooks, the Chair of the Children and Young People Committee.

Councillor Nolan, the Cabinet member for Children and Families, thanked Councillors Crooks for the referral and indicated that the Council’s Parenting programmes, for example, the Incredible Years Programme, offered by the Children’s Centre team were international evidence-based interventions. In the case of Incredible Years, this programme had been described as one of the most carefully evaluated group-based parenting programmes available (Taylor et al, 1998) and was backed by research literature, with many randomised control trials showing its efficacy (Webster-Stratton et al, 2009).

Councillor Nolan stated that as the Council had now moved away from local programmes to greater use of evidence-based programmes, investing resources in undertaking the Council’s own longitudinal study was not considered necessary.

RESOLVED -

That the written response be noted and forwarded to the Children and Young People Committee.

C12 REFERRAL FROM HEALTH AND ADULT SOCIAL CARE COMMITTEE 12 MARCH 2018 - WORKING WITH PARTNER ORGANISATIONS TO SUPPORT SAFEGUARDING REFERRALS AND ENSURING A STREAMLINED PROCESS

The Cabinet considered a referral from the Health and Adult Social Care Committee held on 12 March 2018 which asked the Cabinet to continue its work with partner organisations to support safeguarding referrals and ensure a streamlined process.

The Cabinet received a written statement from Councillor Jenkins, the Chair of the Health and Adult Social Care Committee, who apologised for being unable to attend the Cabinet meeting and indicated that the Committee had heard from numerous witnesses about the extent of monitoring that was being undertaken to ensure that the Council’s Safeguarding Procedures were the best they could be.

Councillor Jenkins also thanked the newly formed Milton Keynes Safeguarding Board for its good work.

Councillor O’Neill, the responsible Cabinet member, thanked the Health and Adult Social Care Committee for its work and indicated that the Milton Keynes Safeguarding Board had confirmed that it was developing the safeguarding referral process as a business plan priority for 2018. Additionally, the Adult Programme Board had formed a multi-agency group to carry out this work which would be monitored by the Milton Keynes Safeguarding Board.

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5 June 2018

RESOLVED -

That the written response be noted and forwarded to the Health and Adult Social Committee.

C13 REFERRAL FROM BUDGET SCRUTINY COMMITTEE 13 MARCH 2018 – RESIDUAL WASTE TREATMENT FACILITY

The Cabinet considered a referral from the Budget Scrutiny Committee held on 13 March 2018 which asked that a “lessons learned” exercise be undertaken on how the Residual Waste Treatment Facility contract had been planned, developed and operated, which was presented by Councillor P Geary, a Vice-Chair of the Budget Scrutiny Committee.

Councillor P Geary indicated that the Budget Scrutiny Committee had recommended that officer knowledge and learning resulting from the Lessons Learned exercise, should be cascaded to all service departments across the Council to add to the Council’s Corporate Learning.

Councillor Gowans the Cabinet member for Public Realm indicated that a briefing note had recently been published advising of the lessons learnt from the Residual Waste Treatment Facility Project, which he anticipated to be would be used as a foundation document for any potential future design, build and operation contracts such as the Anaerobic Digestion Plant.

Councillor Gowans also indicated that any comments received in response to the briefing note would also be circulated.

RESOLVED:

That the written response and briefing note be sent to the Budget and Resources Scrutiny Committee.

C14 REFERRAL FROM BUDGET SCRUTINY COMMITTEE 13 MARCH 2018 - ALLOCATION AND USE OF S106 MONEY

The Cabinet considered a referral from the Budget Scrutiny Committee held on 3 March 2018 which was presented by Councillor P Geary, a Vice-Chair of the Budget Scrutiny Committee which requested that:

(a) The Cabinet Members for Resources and Innovation and Customer Services be asked to ensure that the s106 funds held by the Council were much more actively managed.

(b) A robust mechanism be put in place to advise Council Project Managers, other officers and relevant groups who might be able to benefit from the allocation of S106 funds, that such funding was available and how to access it.

(c) The proposed review of the mechanism for s106 and the Community Infrastructure Levy be expedited.

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5 June 2018

(d) Where appropriate, ward councillors and town and parish councils be fully consulted about the allocation of s106 funds.

Councillor Middleton, the Cabinet member for Resources and Innovation thanked the Budget Scrutiny Committee for submitting the item and indicated that officer colleagues were in the process of considering how the information relating to Section 106 and Tariff contributions was captured and how it ensured that the contributions were used for the purpose identified. Councillor Middleton anticipated that the work streams would include:

• Moving from a reactive to a proactive approach by the Obligations Team to project delivery from S106 receipts;

• Making information on obligations more easily accessible and understandable to all;

• Implementing a new process on negotiating S106 agreements; and

• Measuring performance on the s106 process.

Councillor Middleton also indicated that there would be a future Cabinet decision to consider the Community Infrastructure Levy and S.106 funding. Whilst a Community Infrastructure Levy had been previously considered by the Council rather than seeking S. 106 contributions, at that time it was decided that it would be more beneficial to continue with S.106 contributions (Minute CL89 of 17 January 2018 refers). The evidence and viability case for a Community Infrastructure Levy was currently being assessed to ensure this was still the case.

RESOLVED -

That the response and actions be noted.

C15 REFERRAL FROM REGULATORY COMMITTEE - 14 MARCH 2018 - VILLAGE GREENS

The Cabinet considered a referral the from the Regulatory Committee held on 14 March 2018 with reference to Registered Town and Village Greens and Current Applications, which was presented by the Chair of Regulatory Committee. Councillor Morris requested that the Cabinet considered implementing a voluntary village green registration procedure Town and Village Greens and Current Applications.

Councillor Legg, the Cabinet member responsible for Customer Services, indicated that the matter had been dealt with by a Delegated Decision on 27 March 2018. The decision had been taken to voluntarily register all the identified sites. The decision also made clear that significant protection already existed for many sites and this would be reinforced in PlanMK.

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5 June 2018

Councillor Legg stated that the responsible Cabinet member at that time did not agree that there was any need to implement a voluntary village registration procedure.

RESOLVED -

That the response be noted.

C16 REFERRAL FROM REGULATORY COMMITTEE - 14 MARCH 2018 - CHANGE IN TAXI APPLICATION PROCESS (ONLINE SERVICES) AND SAFEGUARDING AND CHILD SEXUAL EXPLOITATION TRAINING AND TINTED WINDOWS

The Cabinet considered a referral the from the Regulatory Committee held on 14 March 2018 concerning the Taxi Application process with reference to Safeguarding and Child Sexual Exploitation training which was presented by the Chair of Regulatory Committee, Councillor Morris. Councillor Morris emphasised that the training of taxi drivers in these matters was needed urgently and should be reflected in the conditions of the Application Process.

The referral requested that:

1. The Cabinet, following consultation with the Taxi Trade on changes to the Driver Induction and Knowledge Test, consider abolishing the current fee for the Driver Induction and Knowledge Test for all new applicants and replacing the tests with a new procedure known as Driver Assessment Suitability which was of an equal or higher standard to the current testing arrangements, together with details of how the Driver Assessment Suitability test would be implemented and structured.

2. The Cabinet to remove the restriction that vehicles could not have rear tinted windows by amending Condition A2.52 of Appendix A of the Taxi Licensing Policy to read:

“Side and rear windows would not have a visual light transmission restriction but could only be installed by the vehicle’s manufacturer. Adhesive window tints of any shade were not accepted for any licensed vehicle”.

Councillor Legg, the Cabinet member responsible for Customer Services, indicated that it was expected that the issues about the Taxi Application Process, including Safeguarding and Sexual Exploitation Training and Rear Tinted Windows would be considered at the Cabinet meeting on 10 July 2018.

RESOLVED -


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C17 REFERRAL FROM REGULATORY COMMITTEE - 14 MARCH 2018 - PROPOSALS TO DEAL WITH EXCESSIVE LEVELS OF CROSS-BORDER HIRING AND THE IMPACT ON MILTON KEYNES RESIDENTS AND TAXI LICENSING

The Cabinet considered a referral the from the Regulatory Committee held on 14 March 2018, which requested that the Cabinet consider proposals to deal with excessive levels of Cross Border Hiring of taxis and the impacts of this on Milton Keynes residents and Taxi Licensing , which was presented by the Chair of Regulatory Committee, Councillor Morris.

Councillor Morris referred to the high number of taxi drivers in Milton Keynes which who were licenced by other Local Authorities whose Taxi Licensing Application processes were not as onerous as the process used by Milton Keynes Council. Councillor Morris indicated that this had resulted in the number of out of district vehicles growing, and the number of Milton Keynes private hire vehicles falling, which had resulted in the diminishing impact of the Council’s Policy of protecting all Milton Keynes residents.

Councillor Legg, the Cabinet member responsible for Customer Services, thanked the Regulatory Committee for its work and indicated that it was anticipated that the proposals to deal with excessive levels of Cross Border Hiring of taxis and the impacts of this on Milton Keynes residents and Taxi Licensing, would be considered at the Cabinet meeting on 10 July 2018.

RESOLVED –


C18 REFERRAL FROM AUDIT COMMITTEE - 15 MARCH 2018 - ANNUAL AUDIT PLAN 2018/19

The Cabinet considered the referral from the Audit Committee held on 15 March 2018 which asked that, should any issues or risks be identified once the Northamptonshire County Council Best Value report had been fully analysed, the Cabinet consider the need to revise the Milton Keynes Council’s budget for the Internal Audit Service to complete any work identified. The referral was presented by Councillor Cannon, the Chair of the Audit Committee.

Councillor Middleton, the responsible Cabinet member for Resources and Innovation, thanked the Committee for its work and indicated that the Corporate Director of Resources had completed a full analysis of the key issues raised in the Northamptonshire County Council Best Value Inspection report, and how they might impact on this Council. It was anticipated that the analysis would be shared in full at the first meeting of the Audit Committee, and the Committee would be invited to determine whether any changes to the existing Internal Audit Plan were necessary.

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Councillor Middleton added that, in addition, the Chartered Institute of Public Finance and Accountancy (CIPFA) was likely to incorporate into their ‘Statement on Audit Committees in Local Government’, a recommendation that committees had at least one independent member. It was therefore important to acknowledge that Milton Keynes was already “ahead of the game” in this regard, given three of its Audit Committee members were Independent.

RESOLVED -


C19 REFERRAL FROM AUDIT COMMITTEE 15 MARCH 2018 - DRAFT INTERNAL AUDIT STRATEGY AND CHARTER

The Cabinet considered the referral from the Audit Committee held on 15 March 2018 which was presented by Councillor Cannon, the Chair of the Audit Committee, who asked that the relevant Cabinet member review the Council’s contract management processes to ensure that they were robust and that proper process existed for redress where a service failed an individual or an organisation.

Councillor Middleton, the responsible Cabinet member for Resources and Innovation, thanked the Audit Committee for its work and indicated that a new Contract Management Review Group had recently been established which included key stakeholders across the Council, and was chaired by the Service Director for Finance. It was anticipated that the Group would meet on a bi-monthly basis to review existing contracts across the Council and provide peer challenge to ensure that contracts were being effectively managed in line with best practice and existing Council guidance.

Councillor Middleton added that part of the Group’s remit would also be to ensure that contractor performance met the Council’s requisite standards, and where necessary, to ensure that appropriate action to mitigate poor performance and outcomes for customers was taken.

Councillor Middleton also indicated that in order to ensure that the correct level of resources were provided to support the Scrutiny function across the Council in light of the new Scrutiny Committee arrangements, consideration would be given to this as part of the 2019/20 Budget process.

RESOLVED -


C20 REFERRAL FROM COUNCIL: 21 MARCH 2018

The Cabinet considered the objectives of a petition referred from the Council meeting of the 21 March 2018 related to the funding for Eaton Mill Nursery.

Councillor Nolan, the Cabinet member for Children and Families, indicated that following a re-inspection by Ofsted on 26 March 2018,

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the facility had been graded Good and the matter was now resolved and it had not been necessary to withdraw funding.

Councillor Nolan congratulated Eaton Mill Nursery for addressing the concerns so quickly and wished it well for the future.

RESOLVED -


C21 REFERRAL FROM HOUSING AND COMMUNITY COMMITTEE 27 MARCH 2018 – DRAFT AFFORDABLE HOUSING SUPPLEMENTARY PLANNING DOCUMENT

The Cabinet considered the referral from the Housing and Community Committee, held on 27 March 2018, which was presented by the Chair of Housing and Community Committee, Councillor Ferrans which asked that:

1. the following sentence “In addition, on some sites there may be other higher priority objectives that provide wider benefits to Milton Keynes which may mean a reduction in the amount of Section 106 obligations that the development can sustain.” which appeared in point 3.10 on page 9 of the Draft Affordable Housing Supplementary Planning Document, be removed as it conflicted with the need to secure a sufficient supply of affordable housing.

2. all relevant statements in the Draft Affordable Housing Supplementary Planning Document be modified to say “ at least xx% of Affordable Rent / Social Rent / Shared Ownership …” to better reflect the Council’s minimum requirements for the provision of such housing by developers.

3. the Council support the Government’s independent review into delays in construction on development sites with planning permission and the possibility of the Government introducing a tax to be paid by developers on any such sites which appear to have been “banked” by developers.

4. the Council continued to press the Government to relax the limitations on local authority house building so that local authorities can build the houses they need, not what the Government was willing to fund.

Councillor Legg, the Cabinet member for Public Realm, thanked Councillor Ferrans and the Committee for its work and indicated that the Committee’s suggested textual changes to the Affordable Housing Supplementary Planning Document (paragraphs (1) and (2)) were noted and would be taken into consideration when the final version of the document was produced.

In relation to paragraph (3) above, Councillor Legg, indicated that officer colleagues had actively engaged y on this matter with Sir Oliver Letwin, Chairman of the Government’s Independent Review

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Panel on tackling barriers to housebuilding, during his visit to Milton Keynes on 10 May.

Councillor Legg also noted the Committee’s request in paragraph (4) above.

RESOLVED -


C22 REFERRAL FROM SCRUTINY MANAGEMENT COMMITTEE 28 MARCH 2018 - THE COUNCIL’S EMERGENCY PLAN

The Cabinet considered the referral from the Scrutiny Management Committee held on 28 March 2018, which was presented by Councillor Brackenbury, Chair of the Scrutiny Management Committee.

Councillor Brackenbury advised of the Committee’s disappointment at the response to its recommendations regarding the roles of the Leader of the Council and Cabinet members in a major emergency who it believed should be seen to be involved and the ‘face’ and ‘voice’ of the Council from the early stages of any such emergency. Councillor Brackenbury explained that the Scrutiny Management Committee report was referring to the Council’s Emergency Plan which it had reviewed as a result of the Grenfell Tower tragedy in London. However, following the recent flooding event in Milton Keynes, Councillor Brackenbury accepted that in practice, the Emergency Plan was much more responsive.

Councillor O’Neill the responsible Cabinet member indicated that the Cabinet recognised the importance of the Leader of the Council and Cabinet members and the vital part that they played in engaging with, and reassuring, communities. Officer colleagues were in the process of reviewing the overall response to emergencies and had introduced an Emergency Planning Management Group which was examining the corporate response and would include learning from the recent flood events and how the Council could improve and ensure swift and accurate briefings to Councillors.

Councillor Marland, Leader of the Council indicated that the Emergency Plan was a document to guide each emergency.

RESOLVED -


C23 MAKING THE STONY STRATFORD NEIGHBOURHOOD PLAN

The Cabinet considered recommending that the Council make the Stony Stratford Neighbourhood Plan, which was presented by Councillor Legg, the Cabinet member for Customer Services.

It was reported that Cabinet’s agreement to recommend to Council that it made (brought into legal force) the Stony Stratford

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Neighbourhood Plan, was being sought, following the successful referendum held on 3 May, 2018.

Councillor Legg indicated that at the referendum held on on 3 May 2018, there were 2208 votes in favour of making the Neighbourhood Plan and 237 against. Turnout was 43.15%. Under the changes to S38 of the Planning and Compulsory Purchase Act 2004, introduced by the Neighbourhood Planning Act 2017, following a successful referendum, a Neighbourhood Plan came into force as part of the statutory development plan. The Plan was required be made by the local planning authority within 8 weeks of the referendum.

Councillor Legg also indicated that if the Council agreed the Neighbourhood Plan, notification of the decision would be sent to Stony Stratford Town Council, and published by this Council to bring it to the attention of people who lived, worked or carried out business in the neighbourhood area.

The Cabinet also heard from the Chair of Stony Stratford Town Council who indicated that the process to achieve a successful Neighbourhood Plan was quite onerous.

RESOLVED -

1. That the Cabinet recommends to Council that it makes the Stony Stratford Neighbourhood Plan pursuant to the provisions of Section 38(A)(4) of the Planning and Compulsory Purchase Act 2004, and that:

(a) a decision document setting out the results of the referendum and the Council’s decision to make the plan, and the Stony Stratford Neighbourhood Plan be published on the Council’s website and in other means, to bring them to the attention of people who live, work or carry out business in the neighbourhood area; and

(b). the decision document and details on how to view the plan be sent to the qualifying body (Stony Stratford Town Council) and any person who asked to be notified of the decision.

2. That Stony Stratford Town Council be congratulated on the successful outcome of the referendum.

C24 MILTON KEYNES COUNCIL PLAN 2016 - 2020

The Cabinet considered approving the Council Plan 2016 -2020, which was presented by Councillor Marland, Leader of the Council.

It was reported that the revised Council Plan 2016 - 20 was based on the joint key priorities and deliverable policies recently agreed between the Labour and Liberal Democrat Groups and which were based upon the manifestos of the two parties.

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The Cabinet also noted that the detailed update on the previous Council Plan Delivery Plan provided an update on progress and a narrative and self-reported RAG rating on each action, in the revised Plan.

It was also reported that the Council was not required to have a Council Plan, but if it did not, this would mean that the Council would lack an overall strategic framework to guide its activity. If adopted, the revised Council Plan would provide an overall strategic policy framework for the Council including: vision, values and priorities.

Councillor Marland indicated that the Council Plan was linked to the MK Futures 2050 Programme Update that was scheduled to be considered later in the agenda.

Councillor Marland also indicated that the Council would work with partners to implement the Starting Well element of the new Joint Health and Wellbeing Strategy and that a Carbon, Energy and Sustainability Strategy to 2050 would be brought forward.

In response to a question from Councillor Ferrans asking that that mental health issues for street homelessness be included, Councillor Marland indicated that issues regarding homeless people would be included in the Homelessness Delivery Plan.

The Cabinet also heard from Councillor O’Neill who welcomed the points about Children’s Physical and Mental Health in the implementation plan raised by Councillor Crooks, and from two members of the public during consideration of the item.

RESOLVED -

1. That the Cabinet recommends to Council to approve the revised Council Plan 2016 – 2020.

2. That the Delivery Plan within the revised Council Plan 2016 – 2020 be further developed to include key milestones and targets, and presented to July Cabinet and Council meetings.

3. That the progress on the implementation of the previous Council Plan Delivery Plan be noted.

4. That a Carbon, Energy and Sustainability Strategy to 2050 be brought forward.

5. That the Council works with partners to implement the Starting Well element of the new Joint Health and Wellbeing Strategy.

C25 MK FUTURES 2050 PROGRAMME UPDATE

The Cabinet received the update for the MK Futures Programme which reported on a six monthly basis, progress made on the Six Big projects. The report was introduced by Councillor Marland, Leader of the Council.

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It was reported that since the previous update, Project Three, ‘Learning 2050’, had made significant progress with a project manager now in place and was working with local schools and other partners to increase the focus on STEM (science, technology, engineering and maths) in the curriculum and ways of learning. It was anticipated that this work would include close working with businesses and MK:U to ensure students were better prepared for work and able to access the new university.

Councillor Marland indicated that the aspiration of MK:U was that it would be a high level nationally recognised University. Councillor Marland also indicated that the long term consequences of transport links within the 2050 programme needed to be assessed.

Councillor Marland outlined that stakeholder engagement across the Programme was independently led and impartial and many consultation events had been held across the community.

The Cabinet also heard from Councillor Crooks who indicated that he endorsed the report and advocated that the terminology of the name the ‘Six Big Projects’ be reassessed in order that external partners could understand the magnitude of the Programme.

RESOLVED –

1. That the progress to date in delivering the ‘Six Big Projects’ forming the MK Futures 2050 Programme be noted.

2. That the terminology of the name the ‘Six Big Projects’ be considered at the next sponsors meeting in the context of the magnitude of the Programme.

C26 APPOINTMENTS TO OUTSIDE ORGANISATIONS AND ADVISORY GROUPS

The Cabinet considered the current list of appointments to be made to strategic outside organisations and advisory groups by the Cabinet for 2018/19.

Councillor Marland (Leader of the Council) introduced the item and indicated a number of changes to the appointments.

RESOLVED -

1. That appointments be made to the various Organisations, Advisory Groups and Strategic Partnerships for 2018/19 as set out in the Annex to these minutes.

2. That, in the event that any vacancies are remaining, the Service Director (Legal and Democratic Services), in consultation with Group Leaders, be authorised to agree the appointments.

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C27 GENERAL FUND REVENUE, HOUSING REVENUE ACCOUNT, DEDICATED SCHOOLS GRANT AND CAPITAL PROGRAMME OUTTURN REPORT FOR 2017/18

The Cabinet considered the forecast outturn position for the General Fund Revenue and Capital Budget, the Housing Revenue Account and the Dedicated Schools Grant as at 31 March 2018 which was introduced by Councillor Middleton, the responsible Cabinet member for Resources and Innovation.

It was reported that General Fund Revenue Account indicated:

(a) an underspend of £0.140m after the net use of £3.001m from reserves. This was an improvement in the reported positon of £0.351m since December 2017. The final out-turn included a reported overspend within the service areas of £8.832m, offset by an underspend of £5.971m in Corporate Debt Financing, which was mainly attributed to the agreed change to the Council’s Minimum Revenue Provision (MRP) Policy. The balance had largely been addressed by the use of £3.096m of demand led reserves, and a net contribution to reserves of £0.095m. It was reported that the £0.140m net underspend would be transferred to the General Fund Working Balance;

(b) that the Dedicated Schools Grant budget was set with an estimated deficit carry forward into 2018/19 of £0.264m. The final out-turn position was a surplus carry forward of £1.007m, an improvement of £1.271m;

(c) that the Housing Revenue Account out-turn was reporting a surplus of £1.023m;

(d) that the Capital Programme out-turn expenditure was reporting £220.344m, which was an underspend of £10.188m against spend approval of £230.532m; and

(e) in closing the accounts overspends and increased spend due to additional funds being received in year totalling £6.274m had to be financed, resulting in an total underspend of £16.463m against the revised spend approval, of which £13.208m of expenditure previously planned in 2017/18 has been re-phased into later years.

Councillor Middleton highlighted that the Council was reporting a balanced position with an underspend of £140k and congratulated the services directors on their work to reduce costs.

Councillor Middleton also compared the Council’s positive position against other Local Authorities where deficits of £48m had been reported.

Councillor Middleton also noted that Somerset County Council was showing a deficit of £20m in Children’s Services alone, but at this Council, reserves had been prudently earmarked to balance the

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demand led areas of Housing, Adult Social Care and Children’s Social Care which had arisen as a result of the housing crisis.

Councillor Middleton also stated that the Housing Revenue Account was reflecting a balanced position.

RESOLVED -

1. That the General Fund Revenue Account out-turn of £0.140m underspend, after the use of £3.096m of demand led reserves and £5.405m of unplanned other reserves less the contribution to general fund working balance of £5.500m, be noted.

2. That the use of one-off resources to offset risks and higher than expected levels of demand, be noted.

3. That the out-turn surplus on the Housing Revenue Account of £1.023m be noted.

4. That the Dedicated Schools Grant surplus carry forward of £1.007m be noted.

5. That the out-turn spend on the Capital Programme of £220.344m be noted and additional funding in 2017/18 of £6.274m and re-phasing of £13.208m into 2018/19 be approved.

C28 REVISIONS TO THE CAPITAL PROGRAMME AND SPEND APPROVALS

The Cabinet considered the revisions to the Capital Programme and Spend Approvals which was introduced by Councillor Middleton (Cabinet member for Resources and Innovation).

It was reported that the changes outlined in the report resulted in a revised Capital Programme for 2018/19 of £141.40m. Against this programme, £115.37m of spend approval had been given to enable individual projects to commence or continue.

It was also reported that the Council was responsible for the management of the Milton Keynes Tariff, which was a forward funding mechanism to deliver infrastructure in the expansion areas of the borough. Should the recommendations included in this report be approved, the impact of this would be a revised Tariff Programme for 2018/19 of £39.84m; with the total spend approval for these contributions at £22.15m.

It was further reported that, in finalising the outturn position of the 2017/18 Capital Programme, a number of adjustments had been made that included:

Funding from future years to be taken back into 2017/18 to fund additional project expenditure. These changes had decreased the funding available in 2018/19 by £2.411m.

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Some schemes from the 2017/18 Capital Programme being delayed and as a result would be completed in 2018/19. This re-phasing of both the schemes and associated resources increased the 2018/19 Capital Programme by £13.52m.

Councillor Middleton indicated that the following existing projects had been allocated resources in the 2018/19 Capital Programme:

(a) CMK Passenger Transport (resource allocation and spend approval of £0.168m in 2018/19) to upgrade bus stops in Central Milton Keynes, two on Avebury Boulevard and three on Midsummer Boulevard;

(b) Monkston Play Area Improvements (resource allocation and spend approval of £0.168m in 2018/19);

(c) Bancroft Play Area Improvements (resource allocation and spend approval of £0.168m in 2018/19) ; and

(d) Brownswood Neighbourhood Park and Play provision (resource allocation and spend approval of £0.168m in 2018/19).

Councillor Gowans, the Cabinet member for Public Realm, outlined that as a result of resources being deployed from the enforcement team to deal with unlawful encampments, and after discussions between the Leader, the Cabinet member and the S151 Officer, had been held, and to reflect the priority of tackling litter, one off funding of two enforcement officers had been be approved to deal with litter and environmental crime. The overall budget would be reviewed during the budget setting process.

RESOLVED -

1. That the additions and amendments to resource allocation and spend approval for the 2017/18 Capital Programme and spend approval requested for the 2018/19 be approved.

2. That the amendment to resource allocation and spend approval for the 2017/18 Capital Programme approved by Delegated Decision on the 30 January 2018 be noted.

3. That the overall funding position for the 2017/18 and 2018/19 Capital Programmes be noted.

4. That the amendments to resource allocation and spend approvals for the 2017/18 tariff programme and spend approval requests for the 2018/19 tariff programme be approved.

5. That the current position of the 2017/18 and 2018/19 tariff programme be noted.

6. That resources currently deployed from the enforcement team to deal with unlawful encampments and reflecting the priority of tackling litter, one off funding of two enforcement officers

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be approved to deal with litter and environmental crime, with the overall budget being reviewed during the budget setting process.

C28 TREASURY MANAGEMENT UPDATE

The Cabinet considered the Treasury Management Report Update which was introduced by Councillor Middleton (Cabinet member for Resources and Innovation).

It was reported that the Council was required by regulations issued under the Local Government Act 2003 to produce an Annual Treasury Management Review of activities which included the actual prudential and treasury indicators for the preceding year. This report also met the requirements of both the Chartered Institute of Public Finance and Accountancy (CIPFA) Code of Practice on Treasury Management and the CIPFA Prudential Code for Capital Finance in Local Authorities.

Councillor Middleton indicated that during 2017/18 the minimum reporting requirements were that the following reports were received:

(a) an annual treasury strategy in advance of the year (Council 15/02/2017);

(b) a mid-year (minimum) treasury update report (Cabinet 03/10/2017); and

(c) an annual review following the end of the year describing the activity compared to the strategy (this report).

In addition to this, the Cabinet had received quarterly treasury management update reports (Cabinet 11/07/2017 and 02/01/2018) as part of the budget monitoring process.

RESOLVED -

That the report be noted.

THE CHAIR CLOSED THE MEETING AT 8.56 PM

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ITEM 9(a)

CABINET

10 JULY 2018

REFERRAL FROM YOUTH CABINET - UPDATE OF THE FUNDING PROPOSALS FOR YCAB PROJECTS

Year 1 Expenditure 2017-2018

Expenditure Marketing & Promotional Material Bags, Pens, Rulers £1030 Laynards, sports bottles, Table cloth £589 Printed T Shirts £618.68 Events Big Debate Venue Hire £395.65 Resources £50 MySayMK Conference Venue costs £1743.20 Resources £40 Campaigns Life Skills Education £0 Mental Health £0 All In 1

Card Design Work £100 Window Stickers £59

Anti Bullying & Hate Crime Extra Posters Donation received Explore and promote grant funding opportunity Grant Giving - Youth information Service (YiS) £3,500 Website – Web labs £300 Other Costs towards YCAB running costs £1,574.47 Eg. Residential Printing Social activities TOTAL £ 10,000.00

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ITEM 11

CABINET

10 JULY 2018

10 July 2018

REGENERATION - BALLOT ARRANGEMENTS AND AMENDMENTS TO THE YOURMK PARTNERSHIP AGREEMENT WITH MEARS GROUP PLC Responsible Cabinet Member: Councillor Long, Cabinet Member for Housing &

Regeneration Report Sponsor: Duncan Sharkey, Corporate Director, Place Author and contact: Michael Kelleher, Service Director, Housing &

Regeneration

Executive Summary: This report sets out and seeks approval for the arrangements for the referendum ballot on MK regeneration options. In accordance with Cabinet’s decision on 2 January 2018 the report sets out the implications of a ‘No’ vote and recommends to Cabinet that this is noted. The report also sets out proposed amendments to the YourMK Partnership Agreement with Mears Group PLC and recommends formal delegation to the Corporate Director of Place to negotiate and agree the necessary changes in consultation with the Cabinet Member for Housing and Regeneration. Councillor Nigel Long Cabinet Member for Housing & Regeneration

1. Recommendations

1.1 (a) The ballot arrangements as set out in Annex A be agreed.

(b) The implications of a “NO” vote, particularly in respect of the Housing

Revenue Account and the role of council tenants in informing and shaping investment priorities are noted.

(c) The proposed changes to the YourMK Partnership Agreement with Mears

Group PLC as set out at Annex B be agreed.

(d) The implications for regeneration at Annex C be noted. (e) An additional £199k from the Housing Revenue Account to fund an asset

management team be approved from 2019/20 onwards with an additional

Wards Affected:

All Wards

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£135k allocated for the remainder of 2018/19 to cover the in-year pressure is agreed

(f) That the Corporate Director (Place) be delegated to negotiate and agree changes to the Partnership Agreement with Mears Group PLC, in consultation with the Cabinet Member for Housing and Regeneration.

2. Background

2.1 At its meeting on 2 January 2018, Cabinet approved an extension to the

consultation phase of the regeneration programme on Fullers Slade to enable further and full engagement with residents. It also approved:

a) A ballot containing a clear YES and NO option with this NO option being

clearly defined and explained by Milton Keynes Council; b) The use of the Council’s Elections Team to oversee the ballot with the

threshold for turnout and age to be presented to Cabinet for approval by June 2018;

c) The ballot only being triggered once 60% of residents and 80% of households have been formally engaged;

d) That the ballot will be restricted to those residents and home owners who will be directly affected by the regeneration proposals i.e. those who live or own a home within the regeneration ‘red line’;

2.2 Since January 2018, officers of the Council and colleagues in YourMK have

worked together in respect of these decisions. Work has also progressed, during this time, on improving the governance, management and structures of YourMK and the relationship with the Council.

2.3 This report responds to the recommendations of Cabinet on 2 January 2018 and

sets out the proposed governance and management of YourMK for Cabinet’s consideration and approval.

3. Ballot 3.1 It is not a legal requirement to hold a ballot, but putting the decision in the hands

of local residents is seen as best practice. It is proposed that the ballot be open to:

a) Everyone aged 16 years or over at the date of the ballot living within the red line as at the cut-off date (this includes council tenants, private tenants, owner occupiers and people living with them as their principle home).

b) Those who would be eligible under the above criterion but for being away at university, in hospital, on armed forces duty, in prison or living elsewhere to care for elderly or disabled relatives (subject to the property in the red lined area being their principle home)

c) Non-resident landlords who own property within the red line (one vote per non-resident landlord).

d) Local businesses within the red line (one vote per business).

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e) Local community facilities within the red line, e.g. schools (one vote per community facility)

3.2 This opens up the ballot to ensure the views of as many people as possible can

be expressed. There is no perfect answer as to who can vote as all models potentially disenfranchise someone. This model gives more influence to actual residents than any other group.

3.3 The default position is that ballots will be postal only, carried out by the

Council’s Elections Service, to increase participation, but residents may wish to propose a traditional polling station referendum vote for their area. In order to ensure that the Council can run an effective ballot, it is proposed that a cut-off date of one month prior to the date of the ballot is established for people to register to vote.

3.4 To facilitate this, the Council will write to all eligible households, landlords,

businesses and community facilities asking them to register to take part in the ballot. The Housing & Regeneration Service will undertake door knocking of all residential properties within the red line and make direct contact with all landlords, businesses and community facilities. Anyone who does not register by the cut-off date will not be able to take part in the ballot.

3.5 Once validated, Election Services will inform all those who have registered of

the procedure for voting and issue ballot papers not less than two weeks before the date of the ballot. Pre-paid envelopes will be provided for people to return their vote.

3.6 A simple majority will be needed to secure the outcome of a ballot, with no

threshold on the number or percentage of votes cast in order for the ballot to be valid. To set a threshold would mean the outcome could be swayed by not voting at all, whereas by not setting a threshold the outcome will depend on a proactive choice between YES and NO.

3.7 A ballot will only be triggered once 60% of residents and 80% of households

have been formally engaged. The Residents Steering Group (RSG) will formally decide on the date of the ballot once these triggers have been hit and will make a recommendation to the Regeneration Sub-Committee.

4. Implications of a NO vote 4.1 RegenerationMK focuses on People, Place and Prosperity regardless of tenure.

At its most basic, the implication of a “No” vote is that things stay as they are in terms of estate layout, homes, public realm, opportunities etc. It means that the strategic priorities and outcomes set out in the Council’s Regeneration Strategy, RegenerationMK, become harder to achieve.

4.2 The implications of a NO vote would be that the Council will continue to invest in its housing stock from within the Housing Revenue Account, but its ability to help improve people’s life chances and lift people out of poverty will be reduced, with the priority estates likely to remain amongst the most deprived areas in England as a result. Tenants in the priority estates would continue to benefit

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from repairs and maintenance services (including investment in the replacement of kitchens, bathrooms, boilers, etc.) in line with the priorities and standards set through the proposed consultation on the HRA Business Plan. For tenant and non-tenant residents, the implications of a NO vote would be that there would be no significant improvements in the physical environment of their area.

4.3 The Council is currently developing its HRA Business Plan that will set out its

vision and strategic objectives for its landlord service. All council tenants will be consulted on the development of the Business Plan over the summer to inform and shape investment priorities with a report presented to Cabinet later this year for approval. The outcome of the discussions on the HRA Business Plan will determine the investment programme in council stock for the years ahead.

3.4 Intervening through regeneration would reduce the ongoing liability to the HRA

as maintenance and replacement costs would be reduced, but more importantly would deliver benefits to everyone, and not just council tenants.

5. Proposed changes to regeneration and implications for YourMK

5.1 The Council reaffirms its commitment to community-led engagement and co-

design and the principle of residents shaping the regeneration of their areas and homes. However, it recognises and shares the concerns expressed by local communities and residents associations about the process of engaging tenants and residents in the regeneration process so far.

5.2 Regeneration is a lengthy process and invariably creates uncertainty whilst

proposals are developed. This is particularly true when the objective is community led regeneration, as this is about local people, working together to develop viable proposals before deciding what they want to do in their neighbourhoods. However the level of concern and mistrust in some areas is potentially undermining the process of regeneration and the potential benefits this might bring.

5.3 In January 2018, Cabinet announced a strategic pause of the regeneration

programme to allow consideration of progress and make changes where appropriate. As a result, the following changes are proposed:

a) The Council bringing the community engagement function back in house.

Clearly the current model has placed too high a degree of separation between the Council and our tenants and this has not allowed some communities to be fully engaged in an open and transparent manner to date.

b) The Neighbourhood Employment Team will also return to the Council. Whilst the team have successfully continued their work they are an integral part of community led regeneration and are closely tied to the engagement team.

c) Removing confusion for tenants by clearly badging our repairs work as undertaken by Mears Group PLC and bringing the management of this contract function back in house.

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d) Changes in the structure, operation and senior management of YourMK LLP.

e) Agreement that, subject to the views of the Serpentine Court Residents Steering Group, the community led regeneration proposals will proceed to ballot in late 2018.

f) Agreement that there is a need to ‘reset’ the engagement process in the Fullers Slade Regeneration Area and that working with the Residents Steering Group, the Residents Association, our tenants and the wider community we all need to work to rebuild trust in the process of regeneration.

g) Agreement that consultation commence on North Bradville with Council officers working with all residents to shape future regeneration of the estate.

h) Agreement that council officers begin early engagement with residents on the remaining priority estates in 2019 to develop the capacity of each area to plan and shape their own regeneration

i) Work to clarify the purpose of YourMK to deliver agreed regeneration proposals and continue to deliver a pipeline of development schemes for new Council and other housing.

5.4 Changes of this nature require amendments to the Partnership Agreement between the Council and Mears Group PLC. If the proposals set out at 5.3 are approved by Cabinet, it is proposed that the Corporate Director (Place) be delegated to formally enact them within the Partnership Agreement with Mears Group PLC, in consultation with the Cabinet Member for Housing and Regeneration.

5.5 The changes outlined at 5.3(a) and 5.3(b) will require bringing the current

secondment arrangements to an end and the service reverting back to its previous line management arrangements reporting to the Service Director (Housing & Regeneration). This will provide the opportunity to review the service in line with recent changes made elsewhere across the Housing and Regeneration Service to ensure proper re-integration. This will be delivered within existing budgets.

5.6 The change to staff and structures outlined at 5.3(c) will see two posts from

Mears Group PLC and one from YourMK TUPE transfer to the Council. This will give the Council the opportunity to review the contract and strategic asset management functions to ensure they are fit for purpose. This will include enhancing the compliance role to ensure that the safety of tenants, residents and visitors to council estates is paramount. A review of the current contract and strategic asset management provision and structures across Mears Group PLC and YourMK suggests this area is under resourced and that additional provision of £199k per year is required from the Housing Revenue Account as set out in the table below. The cost of rebranding will be met from within the existing contract sum.

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10 July 2018

Item 2019/20 £000s

(full year)

2018/19 £000s

(part year)

Additional Asset Management capacity cost £280 £187

Less: transfer from contract overhead costs - £81 - £54

Net additional Asset Management cost £199 £135

5.7 The changes to the structure, operation and senior management of YourMK flow

from those outlined above. The structure and operation of YourMK will change to reflect its focus on delivering new homes, both for the Council and in its own right, and on delivering the physical aspects of regeneration. A new senior management team will be appointed to provide the leadership and expertise to deliver the change within the company.

6. Implications 6.1 Policy

The proposals set out in this report will enable the Council to effectively deliver its commitments and priorities set out in the Council Plan 2016-20 and the RegenerationMK Strategy as well as the emerging housing strategy and HRA Business Plan.

6.2 Resources and Risk

The report identifies additional revenue spend requirements of £135k in 2018/19 and £199k pa in ongoing costs. Funding for the 2018/19 costs would be from a reduction in the budgeted contribution to the Regeneration reserve. Ongoing budget pressures will be included in the 2019/20 budget-setting process.

Any savings identified in repairs & maintenance and engagement costs during and post-implementation will be brought into the 2019/20 budget-setting process to offset the additional costs. Although identified in the report as unavoidable in order to pursue successful delivery of the regeneration programme, net increases in staffing costs will reduce the resources available within the HRA to support the investment required in maintenance and improvement. Further development of the HRA Business Plan may demonstrate that the financial impact of delivering the regeneration programme is sufficiently positive to offset or outweigh this reduction

6.3 Carbon and Energy Management

None noted at this stage.

6.4 Legal

The report identifies the need for amendments to the partnership agreements with Mears Group, and proposes appropriate delegation of authority for these.

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10 July 2018

6.5 Other Implications

Y Equalities/Diversity N Sustainability N Human Rights

N E-Government Y Stakeholders N Crime and Disorder

The report refers to the proposals for improved engagement with residents and other stakeholders, which will enhance our ability to respond to equality and diversity issues,

Background Papers: RegenerationMK motion to Council 22 November 2017 Cabinet 2 January 2018 RegnerationMK 2030 Strategy 2015 - 2030 Annex(es): Annex A Ballot Arrangements Annex B Amendments to the YourMK Partnership Agreement Annex C Implications for Regeneration

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ANNEX A Ballot Arrangements a) The use of postal-only ballots as the default position, with local residents able to

express a preference for a traditional polling station referendum vote for their area.

b) Each ballot being open to: i) Everyone aged 16 years or over at the date of the ballot living within the red

line as at the cut-off date (this includes council tenants, private tenants, owner occupiers and people living with them as their principle home).

ii) Those who would be eligible under the above criterion but for being away at university, in hospital, on armed forces duty, in prison or living elsewhere to care for elderly or disabled relatives (subject to the property in the red lined area being their principle home)

iii) Non-resident landlords who own property within the red line (one vote per non-resident landlord).

iv) Local businesses within the red line (one vote per business).

v) Local community facilities within the red line, e.g. schools (one vote per community facility)

c) That a simple majority is needed to secure the outcome of a ballot, with no threshold on the number or percentage of votes cast in order for the result to be valid.

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ANNEX B Changes to the YourMK Partnership Agreement a) The Council bringing the community engagement function back in house.

b) The Council bringing the Neighbourhood Employment Team back in house.

c) The Council clearly badging our repairs work as being undertaken by Mears Group PLC and bringing the management of this contract back in house.

d) Changes in the structure, operation, and senior management of the YourMK LLP regeneration partnership.

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ANNEX C Implications for Regeneration a) That, subject to the views of the Serpentine Court Residents Steering Group, the

community led regeneration proposals will proceed to ballot in late 2018

b) The need to ‘reset’ the engagement process in the Fullers Slade Regeneration Area and work with the Residents Steering Group, the Residents Association, our tenants and the wider community to rebuild trust in the process of regeneration.

c) That consultation commence on North Bradville with Council officers working with all residents to shape future regeneration of the estate.

d) That council officers will begin early engagement with residents on the remaining priority estates in 2019 to develop the capacity of each area to plan and shape their own regeneration

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ITEM 12

CABINET

10 JULY 2018

10 July 2018

THE HOUSING REVENUE ACCOUNT BUSINESS PLAN

Responsible Cabinet Member: Councillor Long, Cabinet Member for Housing and Regeneration

Report Sponsor: Michael Kelleher, Service Director Housing & Regeneration

Author and contact: Keith Wrate, Housing Consultant, 01908 25xxxx

Executive Summary:

A Housing Revenue Account Business Plan (HRA BP) is a document setting out how the council proposes to manage its housing stock to deliver the objectives set out within the Council Plan and Housing Strategy. It should be supported by a Housing Revenue Account Business Plan Model (HRA BPM) setting out the financial implications of delivering the HRA BP and providing assurance that the HRA will remain financially viable.

The HRA BPM is a key part of the council’s long term financial planning, and will set out how we will deliver and finance services to tenants, and investment in their homes, over a 30-year period. These services and investment plans are informed by the Council Plan, our Housing Strategy, and by the expectations and wishes of our tenants.

In common with most other local authorities, our HRA BPM is constrained by the resources available; a combination of tenants’ rents and service charges, capital receipts, and prudent levels of debt finance. Although self-financing (i.e., with no subsidy from government or council tax) the HRA BPM is also constrained by government policy (e.g., on rent levels and borrowing caps) which limits the scope and timing of our investments.

This report updates Cabinet on the progress toward finalising an HRA BPM and sets out a range of issues on which we propose to consult tenants in order to better reflect their expectations and wishes.

A further report will be brought to Cabinet in November to provide the results of the proposed tenant consultation, update the HRA BPM to reflect these results, and propose a 5-year Investment Programme to cost-effectively plan and deliver investment in the housing stock in the medium term as part of the budget-setting process for 2019/20.

Councillor Nigel Long,

Cabinet Member for Housing

Wards Affected:

All Wards

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1. Recommendation(s)

1.1 That the progress toward finalising a 30-year HRA Business Plan as summarised in paragraph 3 and detailed in the Annex be noted.

1.2 That a 12 week consultation with tenants on options and priorities for Housing Revenue Account investment, to inform a finalised HRA Business Plan, as summarised in paragraph 4 be approved

2. Background

2.1 The HRA is a statutory account (a subset of the General Fund) in which the council is required by the Local Government and Housing Act 1989 to account for all (and only) its costs as a landlord of council housing provided under Part II of the Housing Act 1985, and to ensure that the HRA balances expenditure and income “year on year”.

2.2 Since 1 April 2012, the Housing Revenue Account (HRA) has been operating under ‘self-financing’ arrangements. The HRA took on £170m of debt and the costs of financing that debt, in return for buying itself out of negative housing subsidy payments. To provide assurance on the affordability of this borrowing, HRA BPs have been developed across the sector to model future income and expenditure and demonstrate the financial viability of the HRA across a 30-year planning period.

2.3 Financial viability requires that HRA expenditure (including all investment required to maintain the housing stock and other assets to a level sufficient that they continue to be income-generating) can be covered by the expected level of HRA income over the business planning period.

3. Progress on the HRA BPM

3.1 The HRA BPM is currently being updated to take account of various changes in national and local circumstances, including the identified need for regeneration in seven priority areas, updated stock condition survey data and consequent investment requirements, and the impact of the four-year rent reductions in the Work & Welfare Reform Act 2016 and the government’s announcement of a subsequent return to a “CPI+1%” rent increase policy.

3.2 A draft HRA BPM, along with the underlying assumptions, is set out in more detail in the Annex.

3.3 The key messages emerging from the initial analysis to are:

(a) There is a backlog of repairs as at 1 April 2018 in the region of £75m.

(b) 23% of the Council’s housing stock is classed as non-decent. The English House Survey 2016/17, published by the Ministry of Housing, Communities and Local Government in January 2018, states the average level of non-decency in social housing in England is 13%

(c) The current investment programme allows for little to no improvement in the condition of the public realm on council estates and there is no

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10 July 2018

specific allowance within the HRA to fund the regeneration of the Council’s priority estates

(d) A full 30-year investment programme maintaining the stock at a “decent” level (i.e. which maintains the structure and lettability of tenants’ homes) and delivering some new council housing can be provided within the available resources; the proposed consultation will inform the allocation of resources over these and other priorities.

3.4 In summary, the HRA is not able to invest in delivering all our priorities of maintaining the condition of our existing stock, building significant numbers of new homes and regenerate our estates; a balance needs to be found which is financially and operationally sustainable.

3.5 There are options available which would allow differing levels of investment through which the HRA can be maintained financially viable. These include:

(a) Reducing intervals between updating kitchens and bathrooms. A long lifecycle would do nothing to improve the level of decent homes and would be likely to result in a growing backlog of repairs as items are left longer between replacement, and begin to fail over time; tenant satisfaction would also be likely to fall.

(b) Increasing the number of new council homes built or acquired. Low levels of new stock would be likely to make it harder for local residents to access affordable housing.

(c) Increasing estate maintenance beyond the current minimum. Low levels of investment are likely to have an impact on the health and safety of residents and visitors, whilst making estates less visually attractive as well as attracting vermin.

(d) Increasing the number of staff in the housing service. We currently provides a cost effective management service, but in some areas, additional resources are needed to safeguard services, for example investment in the client and strategic asset management functions.

3.6 The investment needs of stock in the seven priority areas, while not the sole rationale for their prioritisation, are a material factor in the viability of the HRA. The financial impact of the deliverability of regeneration in these areas, which cannot be quantified until regeneration schemes are brought forward for each area, will be critical to the viability of the HRA and the extent to which the other investment priorities can be met.

3.7 Further work will be done on the HRA BPM to incorporate the outcome of the proposed consultation with tenants on their expectations and priorities, in order to be able to set out comprehensive and affordable long term investment programmes within a viable HRA.

3.8 It is anticipated that this finalised HRA BP and HRA BPM will be brought back to Cabinet in the autumn of 2018, to inform the 2019/20 revenue and capital budget-setting process. The HRA BPM will subsequently be updated annually as part of the budget process.

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4. Consultation with tenants and leaseholders

4.1 A key aspect of self-financing and the Regulator of Social Housing’s Regulatory Framework is to consult with tenants on the priorities for the housing service, including standards and investment programmes.

4.2 The HRA BPM looks to balance the income received against expenditure – this expenditure should be informed by the condition of the stock, priorities of the council and the needs and priorities of tenants.

4.3 In line with the options at para 3.5, there are four broad areas on which tenants should be consulted:

(a) Priorities for investment: Should the council prioritise investment in existing stock over the provision of new council housing? By investing more of the HRA on acquiring and building new properties, there will less to spend on the maintenance of existing stock (and vice versa).

(b) Property/maintenance standards: What standards should existing stock be maintained to and how frequent should items (kitchens, bathrooms, windows etc.) be replaced? The higher the standard and the more frequent that replacements are carried out, the more expensive it is likely to be with less money available to spend on other areas.

(c) Estate standards: What standards should common areas of estates be maintained to and are tenants and leaseholders willing to pay more for a higher standard?

(d) Service standards: What standards of service delivery do tenants want? A highly intensive estate management service will cost more than a less intensive service. However, higher levels of investment on areas such as tenancy sustainment, income management and void management can result in additional income and lower expenditure overall.

4.4 It is proposed that a 12 week consultation be carried out to include:

(a) Individual questionnaires to all tenants and leaseholders (b) Meetings with recognised tenant and resident groups (c) A series of roadshows across estates to give residents the opportunity

to discuss their priorities with senior officers of the housing service

4.5 The results of the consultation will be discussed with the Residents’ Network and an agreed set of recommendations to Cabinet prepared. It should be noted that the Council is not obliged to follow the outcome of the consultation and will need to exercise its judgement with regards how it balances expenditure to maintain a viable HRA.

5. A 5-year Investment Programme

5.1 The HRA BPM informs the development of programmes of work within available resources. To ensure the efficient use of council and contractors’ resources, to maintain capacity for delivery, and to maximise value for money

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through economies of scale and otherwise, a multi-year plan is accepted good practice.

5.2 It is proposed that an updated 5-year Investment Programme is brought to Cabinet in November, alongside an updated 30-Year HRA BPM, consistent with the outcomes of the tenant consultation that will also be reported.

5.3 The draft 5-year Investment Programme should include provision for work outside the Stock Condition (plus internals and externals) package, and separate schemes will be brought forward for exceptional projects such as:

• Kilkenny House • Buckland Lodge • Harrier Court • The Gables • Mellish Court

6. Options

(a) Do nothing

Not to approve the recommendations of this report would result in an HRA BP and BPM not properly informed by tenants’ expectations, and therefore likely to deliver housing services and investments that do not fully satisfy tenants. The lack of a 5-year Investment Programme would mean that investment in planned maintenance and improvement of the housing stock would be determined annually, which would be likely to result in disjointed delivery and a failure to maximise value for money through strategic procurement. This option is not recommended.

(b) Approve the recommendations

To approve the recommendations of this report would result in an HRA BP and BPM properly informed by tenants’ expectations, and therefore likely to deliver housing services and investments that satisfy tenants to the extent that resources allow. A 5-year Investment Programme would mean that investment in planned maintenance and improvement of the housing stock would be determined across the medium term, which would be allow planned and coordinated delivery and maximise opportunities for enhancing value for money through strategic procurement. This option is recommended.

7. Implications

7.1 Policy

This report, and the HRA BPM itself, addresses the Council Plan Key Priority for Housing - supporting work on a progressive Plan:MK focussed on affordable housing, economic growth, investment and future prosperity of Milton Keynes for everyone and more strongly implementing the current 30% affordable housing requirement for new homes and to review that percentage in line with current needs.

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The recommendations advance progress on and support our achievement of commitments 1.2, 1.3, 1.4, 2.1, 2.3 and 14.1 in the Council Plan.

The recommendations also respond to the actions proposed in the Housing Strategy, specifically those under Priority 3 “Provide high quality local authority landlord services” (see separate report on this agenda).


7.2.1 The draft HRA BPM set out in the Annex and summarised in paragraph 3 incorporates forecasts of expenditure and income consistent with current revenue budgets and resources. The assumptions underlying the financial modelling are set out within the Annex. The outputs will be subjected to sensitivity testing, e.g., to model the impact of higher and lower rates of inflation, and the impact of these assessed to ensure that they are containable within the range of options proposed.

7.2.2 The robustness of the HRA BPM may be adversely affected by changes in government policy, for example the imposition of levies on Higher Value Voids to resource discounted Right To Buy sales in housing association properties, and macro-economic factors such as reductions in lending capacity.

7.2.3 The HRA BPM does not currently provide for changes in income and expenditure as a result of delivery of the RegenerationMK programme. As options for regeneration of each estate are developed and appropriate funding solutions brought forward, the HRA BPM will be used to assess the impact of the options on the HRA, in order that they do not unduly impair the viability of the HRA as a whole.

7.2.4 Costs of the proposed tenant consultation will be met from existing budgets, as supplemented by any additional budget approved in line with the recommendations of the RegenerationMK report on this agenda.

7.2.5 The proposed 5-year Investment Programme would be funded from capital receipts, revenue contributions, and HRA borrowing; if approved, appropriate capital resource allocations and spend approvals will be sought through the usual processes. The draft HRA BPM will provide assurance that the programme is affordable in the medium term, and will inform the preparation and delivery of future Investment Programmes containable within anticipated resources.

7.2.6 As it stands, the HRA BPM set out in the Annex does not constitute a prudent base for a viable HRA. Despite the long-term financial viability, this scenario has issues which need addressing:

1. The potential inadequacy of provision for protection of the condition of the structural elements of the stock leading to potential rent income losses;

2. The likelihood of additional capital spend needing to be provided for to remedy the lack of this planned investment;

3. The likelihood of increased responsive repairs costs as a result of the long component lifecycles;

4. The large size of the revenue balance which may give rise to unrealistic expectations and/or to significant additional non-stock commitments (e.g.,

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10 July 2018

regeneration, new build) which would prevent additional capital spend being provided for to remedy the lack of planned investment.

7.2.7 Overall there is a high risk that this scenario would not be deliverable as a BP. The consultation with tenants will need to include options for additional investment which would resolve these issues.

Capital Revenue Accommodation

IT Medium Term Plan Asset Management


The 5-year Investment Programme and other resource allocation as set out in the HRA BPM support the Council’s Carbon and Energy Management Policy. Investments will be targeted to maximise energy efficiency and carbon reduction in Council dwellings and housing infrastructure and to allow use of the most sustainable or renewable energy sources.

7.4 Legal

Consultation as proposed in the report will meet with statutory requirements.


The proposed consultation will be designed to seek and incorporate views of tenants and leaseholders with due regard to equalities and diversity issues. Other stakeholders will also be consulted and their views considered.

The HRA BP and BPM will ensure the physical and financial sustainability of the council’s housing stock and estates.

Equalities/Diversity Sustainability Human Rights

E-Government Stakeholders Crime and Disorder

Background Papers: The Council Plan 5 June 2018 Milton Keynes Council Plan

Housing Strategy Milton Keynes Council - Housing Strategy

Annex: Draft Housing Revenue Account Business Plan

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http://milton-keynes.cmis.uk.com/milton-keynes/Calendar/tabid/70/ctl/ViewMeetingPublic/mid/397/Meeting/5921/Committee/1210/SelectedTab/Documents/Default.aspx

https://www.milton-keynes.gov.uk/search?q=housing+strategy

10 July 2018

ANNEX THE DRAFT HOUSING REVENUE ACCOUNT BUSINESS PLAN MODEL Purpose The purpose of this paper is to set out a draft HRA Business Plan model (HRA BPM) which sets out a financial envelope in which the HRA demonstrates financial and operational viability over the 30-year business planning period. The draft HRA BPM will then inform tenant consultation on priorities and standards, and provide a framework for balancing changes in these factors in order to maintain viability. The outcomes of tenant consultation would be incorporated into a written Business Plan which would set out the agreed standards and priorities, and how the Housing & Regeneration service would seek to deliver them. The draft HRA BPM will also inform the content of a draft 5-Year Investment Programme (5YIP), in which programmes of work can be planned to maximise outputs and efficiencies, within the financial envelope set by the HRA BPM. The draft HRA BPM does not determine what the 5YIP (and subsequent programmes) contains; only the financial envelope within which it should be contained in order to maintain a viable HRA. The draft HRA BPM does not include provision for regeneration of the priority estates; it assumes no different treatment from the stock as a whole. Where the priority designation is based upon physical (rather than economic or demographic) issues, the HRA costs of regeneration or other proposals will need to be met from the HRA surpluses identified in the HRA BPM. The timing of availability of resources for this additional capital spend is a significant output of the HRA BPM. Financial viability requires that HRA expenditure (including all investment required to maintain the housing stock and other assets to a level sufficient that they continue to be income-generating) can be covered by the expected level of HRA income over the business planning period. The capacity for debt to be repaid within the period is an additional indicator of financial viability – though whether resources are used to repay debt or to finance additional investment is a decision for the council. The scenario shown includes both “debt repayment” and “no debt repayment” models. Scenarios in which the HRA becomes financially non-viable (with or without repayment of HRA debt) have been modelled and discounted. HRA BPM Scenario – Revised Stock Condition Survey investment without additional or external elements

This is a revised ‘base position’ using Keystone data and outturn figures for 2017/18. In this scenario, all key component life cycles reflect industry ‘norms’ and the minimum requirement to achieve and maintain ‘Decent Homes’. Disabled Adaptation investment is limited. The scenario does not provide for significant investment in

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non-Decent Homes elements, e.g., externals and communal areas, structures and balconies, which would result in the condition of these elements degrading over time.

It is likely that because of this structural degradation, properties would not remain lettable and income-producing, though the BPM does not take into account any loss of this rent income or the likely increase in responsive repair costs resulting from the lengthy component lifecycles.

Chart 1.1: Investment required & resources available

Chart 1.2: Resource Shortfalls

Chart 1.3: HRA Debt Levels (with debt repayment)

Chart 1.4: HRA Revenue Balances (with debt repayment)

Analysis

There is no resource shortfall – capital programmes could be delivered unconstrained by funding gaps.

Funds are available immediately for other capital purposes, e.g., additional investment in externals and communal areas, shorter component lifecycles, regeneration, new build, etc.

Debt can be paid off fully within the planning period, with no additional borrowing up to the level of the cap.

The HRA would be £856m in surplus at the end of the planning period, if there is no further revenue or capital expenditure (though the impact of potential rent losses and increased responsive repair costs are not included).

If debt is not repaid, the impact on revenue balances would be as shown in the charts below:

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Chart 1.5: HRA Debt Levels (without debt repayment) Chart 1.6: HRA Revenue Balances (without debt repayment)

The HRA would be £914m in surplus at the end of the planning period, if there is no further revenue or capital expenditure (though the impact of potential rent losses and increased responsive repair costs are not included).

The following chart illustrates planned capital investment and financing in each year.

Chart 1.7: Capital Expenditure & Financing

Assumptions underlying HRA BPM

1) Council housing stock of 11,150.

2) Costs of works covering leasehold properties not included (will be incurred and recharged).

3) Revenue costs as per 2018/19 approved budgets

4) Inflation at estimated RPI of 3%

5) Rent increase of CPI + 1% as per government policy, long term CPI forecast 2%

6) Prelims, Overheads, Profits, Professional Fees assumed at 25% of works as per Savills advice.

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7) RTB sales assumed for financial years 2018/19 – 2022/23 are 68, 55, 45, 45, and 20 respectively, zero thereafter. No provision for Higher Value Void sales or levy.

8) New Build/Acquisition programme fully utilising 1-4-1 receipts anticipated for years 2018/19-2022/23: £17m (90 units), £16m (90), £4m (21), £20m (109), and £10m (56). No other new build or acquisition provision included.

9) Capital Contingencies provided as a percentage (2.5%) of capital works costs, and so reflective of potential cost increases rather than likelihood of calls on contingency.

10) Investment needs as per Keystone informed by Stock Condition Survey. No additional expenditure on environmental improvements.

11) HRA borrowing being repaid as resources allow (including re-borrowing as necessary); interest costs continuing at the Council’s current Consolidated Rate of Interest

12) No costs or income relating to regeneration programme included (will be applied as schemes and “funding solution” for each Priority Area is developed).

Component Life Cycles

Life cycles As used in HRA BPM

Current Decent Homes

Standard

Central Heating Boiler 15 11

Heating Distribution System 30 20

Bathroom 30 15

Kitchen 20 15

Roof 70 40-60 yrs

Windows UPVC 30 25

Capital Investment included in HRA BPM

Elements £ in HRA BPM Comments on investment included in HRA BPM

Kitchens 68,663,700 As per Stock Condition Survey and above lifecycles

Bathroom 18,985,600 As per Stock Condition Survey and above lifecycles

Boilers 37,972,900 As per Stock Condition Survey and above lifecycles

District Heating 17,868,800 As per Stock Condition Survey and above lifecycles

Electrics 11,168,000 As per Stock Condition Survey and above lifecycles

Roof 67,008,000 As per Stock Condition Survey and above lifecycles

Windows 31,270,400 As per Stock Condition Survey and above lifecycles

Doors 11,168,000 As per Stock Condition Survey and above lifecycles

Walls 11,168,000 As per Stock Condition Survey and above lifecycles

External works 16,752,000 Estimated minimum level as advised by Savills

Common Areas 11,000,000 Estimated minimum level as advised by Savills

Scaffolding 13,401,000 Estimated minimum level as advised by Savills

Disabled Adaptations 16,200,000 As per 2017/18 budget provision

Asbestos 8,000,000 Estimated minimum level as advised by Savills

Garages/carports/other - No provision included

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10 July 2018

Elements £ in HRA BPM Comments on investment included in HRA BPM

Cyclical allowance extra over Stock Condition Survey

60,605,080 As advised by YourMK

Repairs allowance extra over Stock Condition Survey

9,090,762 As advised by YourMK

Overheads 68,663,700 Estimated at 25% of works costs

Contingency 18,985,600 Estimated at 2.5% of works costs

Capital Investment Total 410,322,242 Average annual capital investment £13.667m

Unit costs 36,800 Average annual capital investment £1,227/unit

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ITEM 13

CABINET

10 JULY 2018

10 July 2018

DRAFT HOUSING STRATEGY FOR MILTON KEYNES

Responsible Cabinet Member: Councillor Long, Cabinet Member for Housing and Regeneration

Report Sponsor: Duncan Sharkey, Corporate Director, Place Author and contact: Michael Kelleher, Service Director, Housing &

Regeneration, Tel: 01908 254167

Executive Summary:

Housing is a key priority for this administration. Having access to a good quality housing that is truly affordable is key to being able to lead a healthy, active and happy life. Poor quality housing damages health, reduces children's school attainment and strains relationships.

That is why this strategy offers a holistic approach. We want to build enough housing for everyone that is truly affordable so that no-one in Milton Keynes need end up homeless with nowhere to live; to improve the quality of all homes, existing and new; to do more to support those facing housing crisis and ensure that people can live independently in their own home for as long as they wish. As a landlord, we will make sure that all of our tenants and leaseholders have the best quality homes and services possible and that we stand out as an exemplar of best practice.

We will not stand by and watch the national housing crisis unfold. We will take clear and bold steps to stand up for our residents. This strategy sets out priorities to

Increase the supply of housing

Manage the demand for housing

Provide high quality local landlord services

Create great places to live

This is a strategy not for the Council but for Milton Keynes - to set clear direction on housing for all of those involved in building or managing homes.

Councillor Nigel Long Cabinet Member for Housing and Regeneration


1.1 That the draft Housing Strategy as a statement of the Council’s Housing priorities for the period 2018 to 2023 for a 12 week period of public consultation be approved.

1.2 That it be noted that a final Housing Strategy for the period 2018 to 2023 will be brought back to Cabinet following consultation for approval and recommendation to Council for adoption.

Wards Affected:

All Wards

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10 July 2018

2. Background

2.1 The Council Plan 2016/20 sets out the council’s overall priorities and programme of work for that period. Housing and homelessness are amongst its top priorities. Housing also plays a role in meeting other priorities in the Council Plan, for example through the role that new homes will play in driving the priority for growth and regeneration, or the importance of housing in making sure that children and adults lead the most fulfilling lives that they can. The Housing Strategy provides more detail on the role housing has to play in meeting these objectives; to say more clearly what success looks like and how the Council and its partners can play a role in meeting our council plan objectives.

2.2 Whist having a housing strategy is not a statutory requirement, having one is considered both best practice and necessary to set out how the council will tackle the many housing challenges that are facing the borough’s residents.

2.3 Since the last Housing Strategy for Milton Keynes was developed, there have been significant changes at a local, regional and national level. These include:

a) Changes in government policy on local government, housing and welfare

with Milton Keynes facing a greater challenge than ever in meeting the

housing needs of its residents but with less money and fewer staff

b) A significant reduction in public subsidy for affordable housing with the

introduction of affordable rents at up to 80% of local market rents

c) A growing population – Milton Keynes’ population is projected to grow from

249,900 (2011 Census) to 308,500 by 2026 (an increase of around 23%),

with particular growth in Older People aged 65-79 (a rise of 44% between

2015 and 2026) & Older People aged 80+ (a rise of 67% between 2015 and

2026).

d) A growing gap between incomes and housing costs in Milton Keynes

e) A growing private rented sector with increasing concern about its quality,

management and affordability

2.4 This report seeks Cabinet approval to begin a 12 week period of public consultation on the draft Milton Keynes Housing Strategy 2018 - 2023. The consultation period will give the council’s residents, partners and stakeholders the opportunity to inform the development of the final Strategy for Cabinet to recommend adoption by Council later in 2018. A copy of the draft Housing Strategy is attached at Annex A.

3. The Draft Strategy

3.1 The Council faces significant challenges in making sure enough homes are built to meet demand, and that all homes are well designed, fit to live in and affordable. However, housing is also about enhancing the lives of the people who live in those homes, providing support and assistance to those who do not have a place to live and ensuring that the right infrastructure is in place to support local communities, growth and jobs.

3.2 Having a housing strategy will enable the council, and its partners, to achieve this by identifying key priorities, actions and interventions that are needed.

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3.3 Milton Keynes’ housing strategy consists of three parts:

a) The strategy document itself that sets out the Council’s priorities and key

actions required to achieve these

b) A technical appendix that provides a robust evidence base for the priorities

identified (Annex B)

c) A detailed action plan that sets out how the priorities will be delivered over

the period of the strategy

3.4 The new draft strategy describes how the council, together with its partners, will rise to the challenges facing Milton Keynes. As a result, the Action Plan will be developed in consultation with its key delivery partners after the strategy document has been approved and the Council has a clear direction.

3.5 The draft strategy proposes a clear and simple vision for housing in Milton Keynes:

To provide good quality housing that meets everyone’s needs, is truly affordable and supports the creation of great places to live. Such truly affordable housing must meet local priority needs.

3.6 It has four objectives to achieve this vision:

a) Increase the supply of housing: this is not an affordable housing strategy and so the aim is to increase the supply of all housing, including truly affordable housing

b) Manage the demand for housing: we want to ensure that everyone has

access to good quality housing that they can afford and that we eliminate homelessness

c) Provide high quality local authority landlord services: as the largest

landlord of affordable housing in Milton Keynes, the Council wants to lead by example by providing excellent services that other landlords will follow

d) Create great places to live: housing is about more than bricks and mortar and so we want to ensure that everyone has access to the right support and services to create great places

3.7 Under each objective, it sets out how the Council and its partners will deliver them.

3.8 These are what we will be consulting on, asking some simple questions:

a) Do you agree with our vision?

b) If no, what do you think the vision should be?

c) Do you agree with our objectives?

d) If no, which of the objectives do you not agree with, and why?

e) What do you think our objectives should be?

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4. Alternative options considered

4.1 The council’s last Housing Strategy was written in 2011/12 and ended in 2017. Consequently the council could consider taking no action and not renew the housing strategy.

5. Implications

5.1 Policy

One of the three key aims in the Council Plan 2016 – 2020 is to create communities that can attract, retain and enable people from every background. It notes that Milton Keynes has been built on meeting the aspirations of people to live in a good home at a price they can afford to rent or buy and that we will promote more affordable good quality housing.


The cost of developing the strategy itself is contained within existing resources. The cost of delivering the strategy will be developed once the Council has agreed its priorities and worked with partners to understand their contributions, and plans will be brought forward as part of the Council’s Medium Term Financial Strategy. The risk of not developing a strategy is that the Council will not be able to meet the housing needs of local people.


None noted at this stage.

5.4 Legal

Section 8 of the Housing Act 1985 requires local authorities to consider housing conditions in their district and the needs of the district with respect to the provision of further housing accommodation.




Background Papers: None

Annex(es): Annex A: Draft Housing Strategy

Annex B: Evidence Base

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Our Housing Strategy for Milton Keynes

2018-2023

‘

ANNEX A

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Table of Contents Foreword by Portfolio Holder for Housing ................................................................................. 2 Executive Summary .................................................................................................................. 3 Introduction ............................................................................................................................... 4 The Wider Context for the Housing Strategy ............................................................................. 5

Priority One: Increase the supply of housing ......................................................................... 8 Priority Two: Manage the demand for housing ...................................................................... 9 Priority Three: Provide high quality local authority landlord services ................................... 10 Priority Four: Create great places to live.............................................................................. 11

Delivery and monitoring……………………………………………………………………………….12

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Foreword by Councillor Long

A decent, secure and truly affordable home is central to all residents of Milton Keynes being able to live full, prosperous and happy lives; it is vital to wellbeing, employment, children’s education and managing household debt. Whilst recognising the National Planning Policy Framework (NPPF) and the Government’s definition of affordable housing, the strategy sets out this Council’s commitment to delivering truly affordable homes. It sets out the need for an increased supply of housing and that this should be delivered through new council housing and by working collaboratively with partners who share our commitment to providing secure, truly affordable homes. It recognises the need for a new approach by housing and planning services to deliver truly affordable housing and to better meet the needs of priority groups. MK Homes The strategy reaffirms the Councils long term commitment to being a high quality landlord with a growing stock of homes, whilst recognising the need to modernise the service to become more customer focused. The strategy commits the Council to increasing choice through the introduction of Choice Based Lettings. We see choice and control for tenants and leaseholders as central to a modernised and rebranded MK Homes landlord service. Regeneration We remain committed to regeneration, but recognise this needs a rethink. We want to ensure that regeneration proposals are financed from a range of sources and that communities define their regeneration needs. We also aim, through our decent homes assessment to create a Milton Keynes Housing Standard and to reintroduce an annual capital investment programme for long term investment. Homelessness Tackling homelessness is our top priority, both for general needs homelessness faced by hundreds of families and for rough sleepers. The former can only be addressed through the delivery of secure, truly affordable housing. The needs of rough sleepers will be addressed through our Housing First service that marries housing need with care and support. Cllr Nigel Long Cabinet Member for Housing and Regeneration

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Executive Summary

The Housing Strategy identifies the key current and future housing issues in Milton Keynes and sets out the Council’s priorities for dealing with them. The strategy supports the delivery of the Council Plan and provides the strategic framework for the delivery of our four housing priorities:

Priority One: Increase the supply of housing

Securing Cross Party Agreement to deliver more homes

Establishing a housing growth area

Securing additional inward investment in the provision of new homes

Ensuring the provision of enough new truly affordable homes to meet local need

Developing a model to compulsorily purchase suitable sites

Encouraging small and medium enterprises to build

Enabling the delivery of community led housing

Providing clarity about the council’s priorities for affordable housing

Providing an additional 500 new council homes for rent by 2022

Establishing a housing company

Priority Two: Manage the demand for housing

Focussing on prevention and support

Introducing a Housing First model

Being clear about how and when we will use temporary accommodation

Being clear about who can apply for council housing

Managing the list of people who apply for housing in a clear and transparent way

Giving applicants more choice over where they live

Developing a new Registered Provider Protocol

Ensuring affordable housing is truly affordable

Promoting support for first time buyers, key workers and rent to buy

Priority Three: Provide high quality local authority landlord services

Being clear about how we use our income to invest in homes and provide services

Having a clear Rent Policy

Being more community focused and responsive to local needs

Putting our tenants at the heart of everything we do

Ensuring we maintain our stock to the highest standards

Complying with the Homes England Regulatory Standards

Being transparent about levels of customer satisfaction

Ensuring the health, safety and wellbeing of all people who live on and visit council estates

Ensuring that tenants have the opportunity to live independently in their own home

Regenerating our priority estates

Rebranding our landlord service as MK Homes

Priority Four: Create great places to live

Adopting Plan:MK

Preparing a Supported and Specialist Housing Plan

Commissioning a private sector stock condition survey

Implementing mandatory licensing of Homes in Multiple Occupation

Working with landlords to improve conditions in the private sector

Developing an Empty Homes Strategy

Encouraging institutional investment in the market rented housing

Establishing a new Milton Keynes Standard for new build

Offering our services as management agent to other landlords in Milton Keynes

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Introduction This strategy identifies the key housing challenges facing Milton Keynes and sets out the Council’s priorities for tackling them. Our vision for housing is as follows: To provide good quality housing that meets everyone’s needs, is truly affordable and supports the creation of great places to live. Such truly affordable housing must meet local priority needs. Together with Plan:MK and MK Futures 2050, the Housing Strategy supports the delivery of the Council Plan and provides the strategic framework to deliver our housing priorities. The diagram below illustrates the interaction between these.

The Council Plan

This sets out the overall priorities and programme of work for the period 2016-20. Housing, homelessness and regeneration are key priorities, with an ambition that “every person can live in a good home, to buy or rent at a price people can afford in a great environment.” Plan:MK

Plan:MK is the Council’s new Local Plan. It sets out our growth ambitions between now and 2031 and the level of new homes, jobs and infrastructure needed to support this. MK Futures 2050

The MK Futures 2050 Commission report sets out a vision for Milton Keynes in 2050 and views on how to “make a great Borough greater.”

Increasing the supply

of housing

A City of

Opportunity

Providing high

quality landlord

services

An Affordable

City

Manage the demand for

housing

Creating great

places to live

A Healthy

City

The Council Plan Priorities

2016 - 20

Housing Strategy Priorities 2018 - 23

Plan MK

MK 2050

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The Wider Context for the Housing Strategy

National Context

The UK has historically struggled to deliver the number of new homes required. This has resulted in house prices and private sector rents increasing beyond the reach of most households. Since 2010, the Government’s policies have reduced the number of affordable houses delivered (by reducing grant levels and imposing a viability constraint within the National Planning Policy Framework that limits affordable housing). In February 2017 the Government published a housing White Paper, “Fixing our Broken Housing Market” which included a commitment to council house new build. This was followed in the Budget (November 2017) with the announcement of an additional £880m for local authority house building between 2019 and 2022

1. Councils in high demand areas will be allowed to bid

to government to borrow more within their Housing Revenue Account (HRA). There are no details yet of what constitutes a high demand area. The cap on the Housing Revenue Account artificially limits the Council’s ability to borrow against the value of its assets. Such restrictions would not be acceptable in the private sector and Milton Keynes Council will continue to argue for the right to invest and will continue to work with Government on proposals to remove this artificial and unnecessary barrier.

Local Context

Delivery of new homes

An additional 26,500 new homes are needed in the Borough between 2016 and 2031 to meet housing need

2. House builders in Milton Keynes have missed the annual housing target every

year since 2007/083, with a total shortfall of 3,185 new homes since 2010/11. This has fuelled

price increases as demand continues to outstrip supply4. The cost of buying a home in Milton

Keynes has increased 69% since 2010, compared to a 46% increase in England5. This has led

to a drop in home ownership of 8% since 2011, with a comparable increase in the number of families living in the private rented sector. The failure of the National Planning Policy Framework to deliver affordable housing means that local residents are being let down and the Council and its partners are unable to deliver the homes needed that are truly affordable and meet local priority needs. Homelessness

The Council faces two distinct challenges on homelessness. Firstly, there are a high number of households living in temporary accommodation due to the lack of secure, truly affordable housing. The termination of assured shorthold tenancies by private landlords is statistically the number one reason why families become homeless in Milton Keynes, contributing to a sharp increase in homelessness. The number of households in temporary accommodation has increased from 82 in March 2010 to 616 in June 2018. At its peak in June 2017, there were a total of 805 households living in temporary accommodation in Milton Keynes.

1 As above

2 Strategic Housing Market Assessment 2017: https://www.milton-keynes.gov.uk/planning-and-building/planning-policy/evidence-base-

documents 3 See Cabinet report 2/1/18 – Delivery of Homes in Milton Keynes - http://milton-keynes.cmis.uk.com/milton-

keynes/Calendar/tabid/70/ctl/ViewMeetingPublic/mid/397/Meeting/5634/Committee/1172/Default.aspx 4 Section 6 Evidence Base

5 Section 7 Evidence Base

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The second area and the most visible sign of homelessness, is people sleeping rough on the streets. In Milton Keynes, the number of people sleeping rough has risen from 6 in 2012, to 38 in 2016

6. However, the true number is estimated to be 120.

Cambridge-Milton Keynes-Oxford Arc

The National Infrastructure Commission (NIC)7 identified the Cambridge - Milton Keynes - Oxford

Arc as key to the UK’s future economy. However, it noted that a chronic undersupply of homes could jeopardise this. It recommended that the Government should give local areas the powers and resources to shape high quality, well-connected places for new and existing residents

8. The

Council is working with the Government to achieve this. Economy, skills and jobs in Milton Keynes

Between 1981 and 2013, Milton Keynes was the fastest growing economy in the UK9. A key

driver in future will be knowledge intensive business services such as accountancy and information technology. It is important that we secure the skills in these areas to support growth. The Council is developing a new undergraduate technology university for up to 10,000 students which is due to open in 2023. This will however have an impact on the need for student housing. Private Sector

In 2007, the Building Research Establishment estimated that there could be 13,326 non-decent private sector homes in the Borough. The 2011 census showed that 17% of residents in Milton Keynes live in the private rented sector. The three most significant issues reported by private tenants are fire safety, excess cold and damp/mould

10. The areas with the highest level of

reported problems are Campbell Park and Old Woughton Ward. HMOs (houses in multiple occupation) are an important part of the Borough's housing stock and many people rely on them to meet their housing needs. However, HMOs can lead to potential problems such as car parking and the impact on surrounding areas. There are currently an estimated 508 empty private sector homes in Milton Keynes. Of these, 120 have been empty for two years or more. Properties left empty for this length of time can attract anti-social behaviour, often blight the neighborhood and represent a waste of potential housing. Decent Homes (Council)

11

A stock condition survey carried out between September 2016 and April 2017 showed that the general condition of council homes is poor and that around 23% are non-decent. The English Housing Survey 2016/17 published by the Ministry of Housing, Communities and Local Government puts the average level of non-decent homes in the social housing sector at 13%. The high level of non-decency in Milton Keynes represents a significant investment need in order to secure the long term future of the stock and ensure our tenants have good quality housing. Work is currently ongoing to ensure that the Housing Revenue Account is sustainable and can viably deliver local priorities.

6 Sections 3.3 and 3.4 Evidence Base

7 See https://www.nic.org.uk/our-work/growth-corridor/

8 The NIC recommended the re-establishment of Milton Keynes as a development location of national significance, through the

intensification and expansion of the town to a population of at least 500,000 people. ; 9 P12 MK Futures 2050 Commission Report

10 Section 8.2 Evidence Base

11 https://www.gov.uk/government/publications/a-decent-home-definition-and-guidance

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Regeneration

The Council’s RegenerationMK 2030 Strategy identifies seven estates12

in the top 15% most deprived nationally. Its three priorities are People (people are empowered to take ownership of their future), Place (improved surroundings will help improve lives) and Prosperity (barriers are removed between people and jobs so ambitions can be realised). The Council is committed to working with local communities, putting local people at the heart of the decision making process to ensure that regeneration is shaped and delivered in a way that meets their needs. Health and Wellbeing Strategy

Our Joint Health and Wellbeing Strategy for Milton Keynes 2018-202813 continues to place our community at the heart of our wish to improve health and wellbeing, and to reduce health inequalities. The importance of income, employment, education, housing quality and crime play a role in physical and mental health. We need specialist and supported housing for a variety of client groups (such as older people, people with physical and learning disabilities and people with mental health problems)

14. Our strategy is to keep people within the Borough rather than

placing people out of the area. Good quality housing provision is vital to achieve this.

12

Fullers Slade, Bradville North, Lakes Estate, Tinkers Bridge, Coffee Hall, Beanhill and Netherfield 13

http://milton-keynes.cmis.uk.com/milton-keynes/Calendar/tabid/70/ctl/ViewMeetingPublic/mid/397/Meeting/5646/Committee/1177/Default.aspx 14

See the Strategic Housing Market Assessment 2017 for more details

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Our Priorities Priority One: Increase the supply of housing We are committed to securing a step change in the number of new homes being built and ensuring enough new homes are provided to meet the needs of local residents and to support the Council’s growth ambitions. We will do this by:

Securing cross party agreement to deliver more homes and ensure that all relevant Council Service Plans are aligned to this objective. This will include agreement to release more Council owned sites for new housing15,16

Establishing a housing growth area by working with government, neighbouring authorities and other public and private sector partners to become a new growth area of the scale of the growth deals which have been offered to Cambridge and Oxford

Securing additional inward investment in the provision of new homes by working more closely with registered providers and Homes England to enable the provision and variety of homes to meet different needs. We will look to support this through the use of our own investment opportunities and land

17

Ensuring the provision of enough new truly affordable homes to meet local need by prioritising planning obligations to deliver affordable housing over other obligations when negotiating planning applications, and expanding the Council’s new build programme to deliver more new council homes that are truly affordable for residents

Developing a model to compulsorily purchase suitable sites such as those in the ‘Brown Field Register’ and working with development partners to deliver them

Encouraging small and medium enterprises to build by working with local communities to identify small and medium sites for development

Enabling the delivery of community led housing schemes by working with local communities to support the delivery of co-operatives, co-housing and community land trusts and encouraging more self-build

Providing clarity about the Council’s priorities for affordable housing through the development of a new Affordable Housing Supplementary Planning Document

Providing an additional 500 new council homes for rent by 2022 by expanding the Council’s own new build and acquisition programme, and working with Government, Homes England and registered providers to secure investment and/or changes to the HRA borrowing cap to target the provision of an additional 37,500 truly affordable homes by 2050

Establishing a housing company either wholly owned by the Council or as a subsidiary of YourMK, to maximise housing delivery of all tenures outside of the housing revenue account and make owning a home to rent or buy truly affordable

15

Estimated by YourMK as being around 23% of the stock as at March 2017 16

As per Cabinet decision 2nd

January 2018 – see http://milton-keynes.cmis.uk.com/milton-keynes/Calendar/tabid/70/ctl/ViewMeetingPublic/mid/397/Meeting/5634/Committee/1172/Default.aspx 17

Including Milton Keynes Development Partnership land: the Partnership has recently been charged with delivering 36% affordable housing on its sites.

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Priority Two: Manage the demand for housing We will help and support people to prevent them becoming homeless and enable them to secure and maintain good quality permanent accommodation. In doing so, we will ensure that people have fair and equal access to affordable housing where appropriate, but recognise that the needs of some will be met by the private sector. We will do this by:

Focussing on prevention and support by producing a new Homelessness Strategy aligned to the Homelessness Reduction Act. This will set out how we will help people address their housing needs to avoid homelessness, by enabling them to remain in their current property or obtain alternative accommodation elsewhere, including in the private sector

Introducing a Housing First model by working with partners to implement the Rough Sleeping Reduction Strategy and commissioning specialist housing and support for homeless people with high needs and histories of entrenched or repeat homelessness, to enable them to live independently in their own homes

Being clear about how and when we will use temporary accommodation by developing a Temporary Accommodation Placement Policy that establishes a clear commitment to placing in-borough wherever possible and clear criteria showing how we will determine whether and in what circumstances, placement outside the borough is justified

Being clear about who can apply for council housing by implementing a new allocations scheme that will set out the criteria for applying for a council property, how people can apply and how applicants will be prioritised

Managing the list of people who apply for housing in a clear and transparent way by developing a new housing register

Giving applicants more choice over where they live by introducing ‘choice based lettings’ that will provide all relevant information about the properties available, including address, number of bedrooms, layout, weekly rent, service charges, and local amenities, and will allow applicants to bid for the property of their choice (subject to eligibility criteria)

Developing a new Registered Provider Protocol in partnership with our partners that sets out how we will work together to establish a consistent approach to providing housing and support for local residents, coordinate our approach to estate management and enhance local accountability

Ensuring affordable housing is truly affordable by publishing an Affordability Statement that provides clear guidance to developers and registered providers on the levels of rent the Council supports in order to ensure that homes are truly affordable for local people

Promoting support for first time buyers, key workers and rent to buy to maximise the options available to local residents to access housing and explore the potential role of the Council in delivering these homes, either directly or through its housing company

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Priority Three: Provide high quality local authority landlord services The Council is committed to being a high performing landlord and recognises that the housing service needs to be modernised. In doing this, we will lead the way in providing the highest quality housing services and ensuring that our tenants are at the heart of everything we do. We will achieve this by:

Being clear about how we use our income to invest in homes and provide services by developing and implementing a new Housing Revenue Account (HRA) Business Plan

Having a clear Rent Policy that sets out the Council’s approach to setting rents in preparation for the end of the Government imposed annual 1% rent reduction and the move to localised rent setting from April 2020

Being more community focused and responsive to local needs by developing and implementing a customer focussed, neighbourhood based approach to tenancy and estate management, underpinned by the development of local neighbourhood agreements that provide a local guarantee of the service levels that tenants can expect

Putting our tenants at the heart of everything we do by working with them to develop a new engagement protocol that sets out how they will be involved and engaged in the design, delivery, review and scrutiny of the Council’s housing service

Ensuring we maintain our stock to the highest standards by working with tenants to establish a decent homes standard for Milton Keynes housing, being clear about how we can achieve this and fund the existing backlog of repairs through the introduction of an annual capital investment programme linked to the standard

Complying with the Homes England Regulatory Standards by developing the Council’s Local Offer, improving ways to engage and shape the service and publishing an annual report to tenants

Being transparent about levels of customer satisfaction by carrying out and publishing an annual ‘STAR’ survey of tenants and residents

Ensuring the health, safety and wellbeing of all people who live on and visit council estates by undertaking regular and frequent estate and block inspections, visiting all tenants annually and ensuring that all properties and common parts are maintained to the appropriate standards (whether required by statute, regulation or local agreement). We will also review our caretaking and cleaning provision with a view to providing an enhanced service

Ensuring that tenants have the opportunity to live independently in their own home by working with colleagues in Adult Social Care to develop a plan for the provision of housing related support and the future of specialist and supported housing

Regenerating our priority estates by working with residents on those estates to develop and deliver affordable and viable solutions that meet local need, generate new investment, create mixed communities and provide homes that are truly affordable

Rebranding our landlord service as MK Homes to provide clarity to our tenants and leaseholders about their landlord, the services it offers and how they can influence and shape it

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Priority Four: Create great places to live Milton Keynes will build great places to live, where people are at the heart of change that shapes and creates prosperity for all. Housing will meet the physical and mental health needs of all residents, with an emphasis on meeting the needs of older and more vulnerable people (e.g. for people with disabilities and mental health problems) that will help them to achieve and/or maintain their independence within Milton Keynes. We will achieve this by:

Adopting Plan:MK18

which sets out the Council’s vision and approach for making Milton Keynes a great place to live and work

Preparing a Supported and Specialist Housing Plan in partnership with colleagues in the People Directorate to commission the specialist housing that we need (e.g. sheltered housing, wheelchair standard housing, homes for people with physical and mental health disabilities) to promote and sustain independent living and enable people to continue living in their own homes for as long as possible

Commissioning a private sector stock condition survey to identify and prioritise action for the areas in the worst condition

Implementing mandatory licensing of Homes in Multiple Occupation to ensure that HMOs are of the highest quality

Working with landlords to improve conditions in the private sector continuing to provide flexible home loans, information and advice to landlords and tenants, facilitate a bi-annual landlords forum, and develop a full housing management and lettings service provided by the Council

Developing an Empty Homes Strategy to bring as many empty homes back into use as possible, by all means possible through the use of statutory powers

19, including Empty

Dwelling Management Orders and as a last resort, Compulsory Purchase

Encouraging institutional investment in the market rented housing to encourage the involvement of reputable institutional investors in building bespoke private rented accommodation in Milton Keynes. We will also explore the potential to deliver private rented housing through a Council owned vehicle or joint venture partnership

Establishing a new Milton Keynes Standard for new build that will apply to new council homes and those provided by the housing company where all new homes comply with Lifetime Homes, and exceed the minimum national space standard and Building Regulations

Offering our services as management agent to other landlords in Milton Keynes, both private sector landlords and registered providers, to provide a seamless, joined up and more cost effective approach. Services we can offer to other landlords for a charge include managing voids, advertising vacancies, managing the offer process, managing the tenancy, carrying out repairs and maintenance, and managing the end of tenancy process

Ensuring there are sufficient permanent pitches to meet the need for travellers in the borough

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Plan:MK is currently at ‘Submission Stage’ and still needs to be examined by a Planning Inspector. 19

Such as a notice under Section 215 of the Town and Country Planning Act 1990

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Delivery and Monitoring The Housing Strategy sets out the strategic direction for housing in Milton Keynes and what we want to achieve, focusing in particular on the major changes required. It will be underpinned by a collection of policies and delivery plans to measure progress. A number of specific initiatives described in the strategy are already underway, in development or planned. Leadership on housing in Milton Keynes extends beyond the Council. The strategic priorities set out within the strategy cannot be achieved without the collective commitment of the Council and its key partners and stakeholders. This partnership approach should apply to all housing in the borough, which means that everyone involved in building and managing homes, and supporting the people who live in them has an important role to play. This means we will: Involve residents and partners in developing detailed proposals to deliver the strategic objectives. Be inclusive and transparent in developing our policies and delivery plans. Publish on the Council’s website a comprehensive collection of delivery plans and policies that underpin the strategy, such as our updated Allocations Policy, refreshed Homelessness Strategy and forthcoming Empty Homes Strategy. Publish details of our progress against the strategic priorities and the Council’s Corporate Plan. Report progress against the strategic priorities to Cabinet every six months and carry out a comprehensive annual review with stakeholders.

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A New Housing Strategy for Milton Keynes:

The Evidence Base

2017-2022

ANNEX B

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Contents 1 Tenure .................................................................................................................... 4

2 Demand .................................................................................................................. 4

2.1 Population growth ........................................................................................... 4

2.2 Changing ethnicity in Milton Keynes ............................................................... 5

2.2.1 Ethnicity amongst those in housing need ................................................ 6

3 Housing Need ......................................................................................................... 7

3.1 Current housing need ...................................................................................... 7

3.1.1 Comparing current need and supply ....................................................... 7

3.1.2 Housing need to 2031 .............................................................................. 8

3.2 Housing Market Pressure from London .......................................................... 8

3.3 Homelessness in Milton Keynes ...................................................................... 9

3.4 People sleeping rough in Milton Keynes ....................................................... 11

3.4.1 Data on rough sleeping .......................................................................... 11

3.5 Specialist Housing Need ................................................................................ 12

3.5.1 Older People’s housing need ................................................................. 12

3.6 Other demand for specialist housing ............................................................ 13

3.6.1 Matrix for specialist housing .................................................................. 13

3.6.2 Accessible Housing ................................................................................. 13

3.6.3 Gypsies and Travellers ........................................................................... 14

3.7 Supported Housing ........................................................................................ 15

3.7.1 Learning Disability .................................................................................. 15

3.7.2 Domestic Abuse ..................................................................................... 16

3.7.3 People with mental health problems .................................................... 17

3.7.4 People with substance abuse ................................................................ 17

3.7.5 Vulnerable young people ....................................................................... 18

3.7.6 Strategic Housing Market Assessment of Supported Housing Need .... 18

4 Regeneration ........................................................................................................ 19

4.1 The case for regeneration ............................................................................. 19

5 Welfare Reform .................................................................................................... 20

5.1 The Benefit Cap ............................................................................................. 21

5.2 Changes to Local Housing Allowance ............................................................ 22

5.3 Removal of Spare Room Subsidy................................................................... 23

5.4 Discretionary Housing Payments (DHP) ........................................................ 23

6 Housing Supply ..................................................................................................... 24

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6.1 Reasons for problems with delivery .............................................................. 24

6.2 Plans to improve delivery .............................................................................. 25

6.3 Maximising use of existing housing .............................................................. 25

7 Affordability of Housing ....................................................................................... 26

7.1 Local Housing Allowance Rents compared to Market Rents ........................ 27

8 Housing Conditions .............................................................................................. 27

8.1 National Housing Conditions ......................................................................... 27

8.2 Private Sector Housing Conditions in Milton Keynes .................................... 28

8.3 Council housing conditions ........................................................................... 29

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Evidence Base This part of the housing strategy lays out the data which has been drawn on to create the strategy.

1 Tenure Milton Keynes in common with England has seen a significant increase in private renting and a reduction in owner occupation. Opinion Research Services (who carried out the Strategic Housing Market Assessment for the Council) state that the rate of increase in Milton Keynes of this sector has been 97% compared to 51% for England and 45% for the South East1. As elsewhere the increase in the private rented sector has been at the expense of the owner occupied sector. For Milton Keynes the owner occupied sector has reduced by 8% as the private rented sector has increased by 8%. Changing Tenures in Milton Keynes 2001 to 2011

Figure 1 Changes in tenure 2001 to 2011 Census Data

2 Demand

2.1 Population growth In order to understand the demand for housing in Milton Keynes it is important to explore the key facts around population in the city. Annual Population Growth Rate 2010 to 2016

1 SHMA 2017 ORS paragraph 4.65

72

13

6 9

64

11 7

17

70

4 6

20

0

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30

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Owner Occupied Council rented RSL PRS

2001 MK%

2011 MK %

2011 South East %

(73)

Figure 2 Source NOMIS database accessed 19.9.17

The structure of the population in Milton Keynes is quite different from that for the UK as a whole. The charts above (taken from 2016 Office for National Statistics (ONS) data estimates) show a Milton Keynes population which is less likely to be older and which has a loss of people in their late teens and early twenties. The latter is attributed to the lack of a full undergraduate university in the city. A number of different population estimates show that this shape will change in the coming years. The Strategic Housing Market Assessment predicts that by 2031 there will be an increasing need from older people both from the natural aging of the existing population but also from new need. This new need is likely to come from older people moving to be closer to families who have themselves moved to Milton Keynes.

2.2 Changing ethnicity in Milton Keynes Chart showing changes in ethnicity between 2001 and 2011 (%)

0.8 0.8 0.7 0.6 0.8 0.8 0.8

5.4

2.2 1.8 1.0 1.3 1.4 1.0 1.0

9.7

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4.0

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2010 2011 2012 2013 2014 2015 2016 Total

GB annual %

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MK UK

(74)

Figure 3 Ethnicity Source: Office for National Statistics 2001 & 2011

As the population has grown in Milton Keynes it has become more ethnically diverse. The Joint Strategic Needs Assessment (JSNA) (2016/7) points out that 26.1% of the Milton Keynes population are now from a Black and Minority ethnic group (BAME). This compares to 13.2% in 2001 and 20.2% for England as a whole. Within the BAME Population the groups that have grown the most between 2001 and 2011 are Black African (1.3% of the population in 2001 to 5.2% in 2011) and White Other (2.5% of the population in 2001 to 5.1% in 2011). The JSNA also notes that the number of Milton Keynes residents born outside of the UK more than doubled from 20,500 (9.9%) of the population in 2001 to 46,100 (18.5%) in 2011. This is significantly higher than England as a whole (13.8%). 6,200 residents in Milton Keynes were born in EU accession countries, accounting for 2.5% of the population compared with 2.0% in England as a whole. The trend towards greater diversity is likely to continue because in 2015 40.3% of the mainstream school population were from a Black and Minority Ethnic family compared with 20.7% in 20052. There is a need to have regard to this greater diversity in thinking about what housing is provided and how housing services are provided.

2.2.1 Ethnicity amongst those in housing need The Council keeps detailed monitoring statistics about those who need help with housing. The data below shows the ethnicity of all those housed into social rented housing in 2017 (the data covers April to October2017 inclusive). The people being housed are by definition those in the greatest housing need. In comparison to the population of Milton Keynes as a whole it shows that households who define themselves as Black are over represented within those in the greatest housing need. As the Council is extending its work on prevention of homelessness it is important that the reasons for this difference are investigated.

2 ww.mkfutures2050.com/images/pdfs/reports/WP3-ABOUT-MK.pdf

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White Asian Black Mixed Other

2001

2011

(75)

Chart comparing those housed in need with 2011 MK population

Figure 4 Sources: ONS census data 2011 and MKC data November 2017

3 Housing Need This section looks at housing need in two ways firstly current data on housing need derived from the Council’s banding system. The second part looks at the predictions of need from the Councils’ Strategic Market Assessment.

3.1 Current housing need The chart below uses live data from the Council’s records of those in the greatest need for housing and shows the size of homes needed. It shows that the numerical need is for one, two and three bedroom homes. Chart of housing need by bedroom size

Figure 5 Source: Live MK Data accessed 15.11.17

3.1.1 Comparing current need and supply The Chart below shows the mismatch between current need and the supply of homes let at a social rent. It shows that the biggest mismatches (proportionately) are for 3 bedroom and 4+ bedroom properties. Numerically it is for 2 bedroom and 3 bedroom properties. The supply data is for both council housing and social rented

80

9 7 3 1

67

6

21

4 1 0

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White Asian Black Mixed Other

MK 2011

Housed 2017

430 440

269

83

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1 2 3 4 5 7

(76)

housing available from local housing associations. The mismatch is more severe than this data shows as in the supply is sheltered housing which is not available to all applicants. Chart showing the mismatch between current housing need and supply

Figure 6 Sources: Need MKC live data 11/17, Supply average 2015/16 to 2016/17 RSL and MKC lets

3.1.2 Housing need to 2031 The Milton Keynes Strategic Housing Market Assessment lays out the need for new housing up to 2031.

Figure 7 Housing Demand to 2031 Source: SHMA 2017 ORS

3.2 Housing Market Pressure from London The next section looks at the pressure on the housing market from its physical location. The diagram below shows the savings on average house price that can be made by living outside of London and commuting to central London. When this diagram

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83

9 1 24

344

296

92

16 1 0

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Market Housing

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Figure 8 Savings on home cost outside London Source Daily Mail September 2014

was produced in 2014 a house in Milton Keynes cost £418,600 less than one in Zones 1 or 2 in London. The table below looks at current house prices within that wider housing market. It shows that while affordability has been dropping over time within Milton Keynes it remains relatively affordable compared to London, the South East and Oxford and Cambridge.

Place Average House Price

London £484,362

South East £324,983

Milton Keynes £267,436 Cambridge £465,971

Oxford £429,940 Luton £239,256 Figure 9 Average House Price in selected areas Source: Land Registry August 2017

This means that Milton Keynes needs to be seen within the wider London housing market.

3.3 Homelessness in Milton Keynes Homelessness has been rising rapidly in Milton Keynes. It has the 3rd highest proportion of people in temporary accommodation compared to all English Unitary

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Councils at 7.5 per 1,000 households3 - the average number is 1.9 per 1,000 households. The chart below shows the rapid rate of increase in homeless acceptances since 2009/10. Chart showing numbers of approaches from homeless households to MKC

Figure 10 Homeless data Source: DCLG data September 2017

The Council has worked hard with its partners to understand the reasons for the disproportionate rise in Milton Keynes. The Council has recognised the need to

Focus on prevention of homelessness Communicate the shortage of social rented housing to the wider public Work better with partners Collect data better and improve performance management Make better use of existing housing stock Increase the range of accommodation available Align work to help people sleeping rough Work more closely with private landlords Support young people to stay in their family homes (where safe) Encourage applicants for housing into education and training,

The Council has specifically taken action to ensure that there are sufficient staff working within the service to address the tasks outlined via the Homeless Strategy.

3 http://lginform.local.gov.uk/reports/lgastandard?mod-metric=292&mod-area=E06000042&mod-

group=AllUnitaryLaInCountry_England&mod-type=namedComparisonGroup accessed 30.10.17

231

418 551

752

892

1125 1252

1395

157 292

415 522

637

793 855

968

79 171

286 404

510 601

781 700

0

200

400

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800

1000

1200

1400

1600

Apps made

Decisions made

Acceptances

(79)

http://lginform.local.gov.uk/reports/lgastandard?mod-metric=292&mod-area=E06000042&mod-group=AllUnitaryLaInCountry_England&mod-type=namedComparisonGroup

http://lginform.local.gov.uk/reports/lgastandard?mod-metric=292&mod-area=E06000042&mod-group=AllUnitaryLaInCountry_England&mod-type=namedComparisonGroup

3.4 People sleeping rough in Milton Keynes In September 2016, the MK Homelessness Partnership was established to address the needs of people who are homeless but who do not have rights to help under current housing legislation. In December 2016, following a gap analysis of services needed, Cabinet endorsed a report from the Partnership that proposed its priority objectives as:

The provision of emergency short-term shelter for those in crisis and requiring immediate support.

Emergency support for those without accommodation including sanitary facilities and an outreach assessment service.

In January 2017, the Council was successful in a bid for Department of Communities and Local Government (DCLG) Rough Sleeper Grant Funding in partnership with Bedford, Central Bedfordshire and Luton councils. This funding will help those new to the streets or at imminent risk of sleeping rough get rapid support. A rough sleeper outreach service, including mental health crisis intervention workers, has been created as a result.

3.4.1 Data on rough sleeping There are two sets of data below on the scale of rough sleeping in Milton Keynes. The first is a chart that illustrates the speed at which the problem has grown – more than six times between 2012 and 2016. These figures follow the methodology for collecting data on rough sleeping provided by the Department for Communities and Local Government.

Figure 11 Data on rough sleepers Source: MKC Rough Sleeper Reduction Strategy

The second set of figures come from a wider set of data provided by the Council’s partners. It shows that the figure of 38 masks a wider number of people who are at risk of sleeping rough. By focussing actions on the wider group the Council and its partners think this it have a greater success with reducing the main number. Table 1 Showing local analysis of rough sleeping in Milton Keynes (Source: MK Rough Sleeping Reduction Strategy August 2017

6 8

18

29

38

0

10

20

30

40

2012 2013 2014 2015 2016

Confirmed number of rough sleepers

(80)

Category Total Active casework

No active casework

Non-compliant

Confirmed rough sleepers (meeting DCLG criteria)

39 9 25 5

Unconfirmed rough sleepers (no definitive location – not known to services, begging etc.)

38 4 31 3

Housed (in the last six months, monitored through the Group)

23 6 17 0

Out of area (known to services but have recently left MK)

7 2 5 0

Other (hospital, prison or in treatment

6 2 3 1

New referrals (not yet assessed by partners)

17 n/a n/a n/a

Total 130 23 81 9

.

3.5 Specialist Housing Need

3.5.1 Older People’s housing need The Council’s Strategic Housing Market Assessment (SHMA) produced in 2017 drew attention to the increasing need for different housing solutions for older people. The chart below suggests that two new extra care housing schemes would need to be developed in Milton Keynes by 2031. It also shows a considerable need for new sheltered housing both for rent and to buy. Demand for older person’s housing by type to 2031

New need 2016-31 Per year

Sheltered Housing Owned

1698 113

Rented

849 57

Extra Care Owned

566 38

Rented

439 29

Figure 12 ORS Model Source: SHMA 2017 p103

(81)

The 2017 Joint Strategic Needs Assessment (JSNA) also states “that the number of people aged 65 and over who are unable to manage at least one self-care activity on their own will rise to 19,578 in 2030, from 10,331 in 2014 – an increase of 47%”4. This suggests that there will need to be housing that is flexible and that facilitates easier care of individuals. The conclusion is that some older people’s specialist housing which does not have a use today will need to be retained for use later. For example the Council has already converted one sheltered housing scheme to be used as temporary accommodation to house homeless households.

3.6 Other demand for specialist housing There is a long list of specialist housing needs laid out below. The difficulty for the Council is how to assess which group has priority when a site becomes available. This has led to the conclusion that the Council needs a method of evaluating the best use for any one site. Below is a suggested matrix for weighing up the needs of a group (compared to other groups), versus the cost of provision suitable for that group versus the location and creating the best impact on the quality of life of the individuals concerned. It has been tested by a group of officers (representing commissioning, adult social care and housing) to see if it would be useful and the conclusion is that it would.

3.6.1 Matrix for specialist housing

Cost of build

Saving to service if built

Needs Quality of life for individuals

Location Funding for Support Needs

1-5 1-5 1-5 1-5 1-5 1-5

3.6.2 Accessible Housing Wheelchair Housing The number of households needing wheelchair housing in Milton Keynes is likely to increase by almost 1,500 over the period 2016-2031.5 Adaptations The Council has spent £1,978,162 on adaptations to homes in the private sector in the last 3 years. The average of the figures for three years reveals the majority of expenditure balanced between “other” and FFS (Flat Floor Showers).

4 https://www.milton-keynes.gov.uk/social-care-and-health/2016-2017-joint-strategic-needs-

assessment-jsna/2016-2017-jsna-adults/2016-2017-jsna-adults-vulnerable-groups/2016-17-jsna-adults-with-a-physical-disability accessed 8.11.17 5 SHMA and JSNA 2017

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https://www.milton-keynes.gov.uk/social-care-and-health/2016-2017-joint-strategic-needs-assessment-jsna/2016-2017-jsna-adults/2016-2017-jsna-adults-vulnerable-groups/2016-17-jsna-adults-with-a-physical-disability



Chart of expenditure on adaptations in the private sector

Figure 13 Adaptations Private Sector Source: MKC Data 2017

For council tenants £1,919,476 has been spent on disabled adaptations over the last three years, with the majority being spent on flat floor showers. The details are in the Housing Revenue Account Business Plan. Lifetime Homes

3.6.3 Gypsies and Travellers As part of the Council’s the Strategic Housing Market Assessment (SHMA)6 a Gypsy and Traveller Accommodation Assessment (GTAA) was carried out. This involved 18 interviews. The interviews identified that there is a need for 5 new pitches by 2031 split up over time as described below. Table 2 Number of Pitches required (SHMA 2017) p 108

Years need arises Number of pitches

2016-21 3 2021-26 1 2026-31 1

The work of the consultants also identified a need for a further 12 new pitches is a broader definition was used to understand need. The need for transit facilities was also examined in the SHMA and the conclusion was that this could be met by “negotiated stopping agreements” with some provision of temporary facilities. This means that council officers will discuss with those passing through Milton Keynes where they can stop on a short term basis.

6 SHMA Opinion Research Services 2017 p108

£0

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£300,000

Tenant Owner Tenant Owner Tenant Owner

2014/2015 2015/2016 2016/2017

FFS

Stairlifts

Ramps

Other

(83)

3.7 Supported Housing

3.7.1 Learning Disability Based on national prevalence there are an estimated 4607 adults with a learning disability in Milton Keynes, expected to rise to 5,541 by 2030, and an estimated 2060 people with autism. As of April 2015, there were 763 people with a learning disability known to adult social care services. In addition to this there are a number of people whose care is funded by the NHS.

38 young people will move from children’s services in 2018, with this likely to increase as needs emerge and the population grows. Roughly four people become eligible for adult social care services for every person who leaves each year. is a group of older adults who live with elderly parent carers and who will need appropriate housing and support when their parents are no longer able to offer support. There is also likely to be a need for residential care or Extra Care for people with learning disabilities who have developed dementia. Milton Keynes achieves 84% against the national indicator for ‘people with a learning disability living in settled accommodation (own tenancy or with family)’.

10

174

105 92

58 75

88 71

54

31 41

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200

16 -17

18 -24

25 -29

30 -34

35 -39

40 -44

45 -49

50 -54

55 -59

60 -64

65 +

Learning Disability Age Groups

Total

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There are approximately 275 people in various types of supported living which is the preferred option. This requires long term secure tenancies where there is separation of support and landlord functions to give people security of tenure while ensuring people can access different levels of support throughout their lives as needs and choices change. There are 73 residential placements funded by Milton Keynes Council, 43 of which are outside the Milton Keynes area. The aim is that people should have accommodation and support closer to Milton Keynes and preferably be supported in their own tenancy. Transforming Care programme has been very successful in Milton Keynes with 12 out of 18 of the people originally identified moving from long term hospital places to supported living. One moved to residential care and 5 people, with the most complex needs, remain in hospital with the intention that they will also return to Milton Keynes when appropriate accommodation and support can be sourced.

3.7.2 Domestic Abuse For the year ending March 2017 an estimated 1.9 million adults in England and Wales aged 16 to 59 years experienced domestic abuse in the last year, equating to a prevalence rate of approximately 6 in 100 adults. Women were more likely to have experienced domestic abuse than men (7.5% compared with 4.3%). This equates to an estimated 1.2 million female victims and 713,000 male victims. A total of 83,136 high-risk cases were discussed at multi-agency risk assessment conferences in the year ending March 2017, equating to 36 cases per 10,000 adult females. The majority of victims of domestic homicides recorded between April 2013 and March 2016 were females (70%). This equates to an estimated 1.2 million female victims and 713,000 male victims.

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Refuge places for 28 women and up to 50 accompanying children at high risk from domestic violence are commissioned by MKC. This is in keeping with government guidelines suggesting good practice is to have one refuge place per 10,000 of the population. There continues to be high demand for refuge places however. During Q4 of 2017, seven women were admitted to the refuge while 52 referrals (40 from Milton Keynes and 12 from out of area) were declined due to lack of space. The average stay at the refuge is 12 months with the main reason given for longer stays than necessary as the time it takes to find suitable accommodation for move-on.

3.7.3 People with mental health problems Public Health England data shows that the prevalence of recorded depression on GP registers amongst people aged 18+ in Milton Keynes for the year 15/16 ranges from 5% to 10.5% but averages 8.1% similar to the England average (8.3%). This amounts to 17,475 individuals. The current NHS Milton Keynes prevalence for serious mental illness including schizophrenia and bipolar disorder is 0.68% of the local population. There appears to be a correlation between recorded mental health prevalence and deprivation across Milton Keynes. The Council currently commissions 51 places of specialist supported housing, all of which is time limited with stays of between 6 months to 2 years although some people stay for longer periods because of a lack of suitable move on options. There are no housing and support models suitable for people with long- term mental ill health in Milton Keynes at present. Supported living models need to be developed which will require long-term, affordable tenancies. Both short term supported housing and long term supported living models need to be developed which can support people with mental health issues accompanied by problematic use of drugs and/or alcohol. This would also reduce the need for people to go out of the Milton Keynes area to access appropriate accommodation and support.

3.7.4 People with substance abuse Heroin, other opiates and crack cocaine are the drugs associated with the highest levels of harm. Prevalence estimates provided by the University of Glasgow in 2014/15 suggested that the number of opiate and/or crack users (OCUs) in Milton Keynes was around 932. In 2014/15, 553 adults accessed specialist drug treatment in Milton Keynes of which 442 were OCUs2014/15, 114 adults accessing drug treatment had at least one child living with them, equating to 24% of the drug treatment population. Generally, drug misuse is more prevalent among men, making up approximately 70% of the treatment population. Evidence suggests that housing, along with the appropriate support, can contribute to improved outcomes for drug users in a number of areas, such as increasing engagement and retention in drug treatment, improving health and social wellbeing, improving employment outcomes and reducing re-offendingwho suffer from drug or alcohol dependence are at greater risk of cycling in and out of homelessness, rough

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sleeping or living in poor quality accommodation. Homeless people are also more likely to require assistance to access and sustain specialist drug treatment and to help them to live independently.

3.7.5 Vulnerable young people The overall number of Looked After children and young people in Milton Keynes is rising. The ratio was 56.4 per 10,000 children aged under 18 Milton Keynes compared to 54 per 10,000 in September 2015. An increase in the number children in the 10-15 year age group is also significant in terms of those for whom MKC will have statutory duties in terms of housing and support post-18, as Looked After children who have been in care for thirteen weeks since the age of 14 are entitled to support on leaving care. There has been a continuing increase in the teenagers entering care in Milton Keynes since 2011. In addition, the population of 16/17 year olds is expected to increase from 2018. The number of unaccompanied asylum seekers locally, who are 16/17 years old, is increasing. In September 2015 there were 24 16/17 year old unaccompanied asylum seekers. In September 2016 the figure was 26, an increase of 8%. In addition, between September 2015 and September 2016 there were 66 new placements involving 38 unaccompanied asylum seekers. This is an increase of 100% on the previous year. The existing supported housing commissioned by the Council for young people can accommodate 62 young people at any one time. This includes Looked After young people, care leavers, young people assessed as a ‘child in need’ under Section 17 of the Children’s Act 1989, 16/17 year olds at risk of homelessness and unaccompanied asylum seekers.

3.7.6 Strategic Housing Market Assessment of Supported Housing Need The Strategic Housing Market Assessment used a tool kit produced by the Homes and Communities Agency to enable the identification of likely housing needs of a range of vulnerable people. The table below is reproduced from the SHMA.

2011 2021 Change

People aged under 18 in need

Teenage parents 532 607 75

Young people aged 16-17

37 40 3

People aged 18-64 in need

(87)

2011 2021 Change

Alcohol misuse 890 920 30

Learning disabilities

431 459 28

Mental Health problems

686 734 48

Offenders 409 437 28

Moderate physical or sensory disability

289 321 32

Serious physical or sensory disability

84 95 11

Refugees 24 25 1

Rough Sleepers 8 8 0

Single homeless with support needs

523 560 37

People aged 65+ in need

Frail elderly 642 978 336

Older people with mental health needs

1060 1617 557

Older people with support needs

3487 5318 1831

4 Regeneration

4.1 The case for regeneration In analysis done for the MK Futures 2050 Commission it was highlighted that despite a very successful economy (the number of businesses in Milton Keynes increased by 1,700 or 16% over the last 5 years7) deprivation has increased since 2007. This is shown in the chart below – a lower score shows a higher level of deprivation.

7 Milton Keynes Futures 2050 Commission Milton Keynes: Making a Great City Greater p14

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Chart showing increasing deprivation in Milton Keynes

Figure 14 Deprivation MK Source: MK Futures 2050 Commission report p16

The same report noted that people living in a number of estates across Milton Keynes “are in the most deprived communities in Milton Keynes” and “the average life expectancy of men residing in the most deprived areas of Milton Keynes is 7.1 years shorter than those who live in the least deprived areas” – for women the difference is 5.3 years less.8 The estates picked out are:

Beanhill,;

Bradville;

Coffee Hall;

Fullers Slade;

Lakes Estate;

Netherfield; and

Tinkers Bridge Council recognised that there is a need for regeneration of council housing in these areas of Milton Keynes. It set up Your MK as a joint partnership with Mears to enable this to happen more quickly and effectively. The contract that set up the partnership details the estates above as being those that required attention. YourMK is leading work looking at the estates on an estate by estate basis evaluating the physical condition of the council housing alongside social and economic factors.

5 Welfare Reform The Welfare Reform programme of the last two national governments has had a significant impact on the access to and affordability of housing in Milton Keynes.

8 Op cit p16

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This section looks at the impact of 3 measures 1) the Benefit Cap 2) the restriction on Local Housing Allowance amounts and 3) the removal of the spare room subsidy (often referred to as the Bedroom Tax).

5.1 The Benefit Cap The Benefit Cap restricts the total amount of all benefits a household (aged between 16 and 64) can receive. The Cap that applies in Milton Keynes is £20,000 for a couple or single parent and £13,400 for a single person. The Cap reduced to this level from £26,000 for couples and single parents and £18,200 for single people. The new lower cap came into effect on the 6th November 2016. Chart Showing numbers of households Capped in Milton Keynes

Figure 15 Number of households with benefits capped Source: DWP October 2017

As the chart shows the number of households affected rose considerably with the introduction of the new lower level of the cap in November 2016. Chart showing the distribution by tenure of the benefit cap

Figure 16 Source: MKC data October 2017

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380

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81

125

37

4

RSL

Council

PRS

TemporaryAccommodation

Caravan site

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The chart shows that the highest number of those affected by the benefit cap are living in the private rented sector. This is driven by the higher level of private sector rents which would drive a higher benefit entitlement in turn leading to a greater likelihood that this will lead to capping.

5.2 Changes to Local Housing Allowance The Local Housing Allowance is the amount at which rents will be covered by housing benefit for people renting from private landlords. Originally set at 50% of market rent it was reduced to a 1/3rd of market rent from 2010. The rates in Milton Keynes are laid out below. Type of Accommodation Rent per week

Shared accommodation £69.81

1 bedroom £121.19

2 bedrooms £151.50

3 bedrooms £180.05

4 bedrooms £230.34 9 Central Government decided not to increase these amounts for 4 years (2016-2020) so this is making private renting less affordable year on year. It is likely to be a contributory factor to increasing homelessness rates in Milton Keynes and to the drop in private rented housing benefit claims. The chart below shows a 23% decrease in the number of households receiving housing benefit and living in the private rented sector. This is in contrast to the social housing tenures where the caseload for housing benefit has seen very small drops in numbers. Chart showing changes to the number of benefit claims April 2015 to September 2017

Figure 17 Housing Benefit caseload Source: MKC Data October 2017

9 https://lha-direct.voa.gov.uk/search.aspx HM Revenue & Customs Data accessed 19.10.17

7834

7,496

5534 5,499

6584

5,085

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RSL/HA

Private Tenants

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https://lha-direct.voa.gov.uk/search.aspx

5.3 Removal of Spare Room Subsidy The Spare Room Subsidy is often referred to as the Bedroom Tax. It reduces the amount of housing benefit which can be paid if a social housing tenant is living in more rooms than their assessed need. For those who do have more bedrooms their housing benefit will be reduced by

14% of the ‘eligible rent’ for 1 spare bedroom

25% of the ‘eligible rent’ for 2 or more spare bedrooms Chart showing numbers affected by the bedroom tax in Milton Keynes

Figure 18 Numbers affected by bedroom tax Source: MKC data

5.4 Discretionary Housing Payments (DHP) Councils are given additional funding (called Discretionary Housing Payments) to assist households struggling to pay their rent because of the welfare reform changes described above. Tracking how the Council is allocating that funding shows where the greatest strains in the system are. Chart of Discretionary Housing Payments

Figure 19 DHP in £ Source: MKC Data October 2017

663

467

935

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The chart shows that the majority of the DHP is being paid to those unable to pay for their rent because of the bedroom tax from March 2014 to March 2017. However, this started to change in 2016/17 when the benefit cap was further reduced. The latest data in the chart is up to the end of September of 2017 so only represents 6 months of claims and already the total for the previous year has been exceeded (in fact doubled). The amount of DHP being paid to households affected by the benefit cap in 2017/18 could be four times the amount paid out in 2016/17.

6 Housing Supply Having looked at increasing demand it is obviously important to understand supply. The chart below shows the supply of housing that has been delivered since 2007/8. The data shows that 2007/8 was the last year when both the targets for overall delivery and the delivery of affordable housing were met. 2008/9 was the last year that the affordable housing target was met in Milton Keynes. Chart showing housing supply in Milton Keynes 2007 to 2017

Figure 20 Housing Supply Source: MKC data September 2017

It is important to recognise that this problem with delivery is against a backdrop of a substantial amount of planning consents that have been granted; in the last MKC housing monitoring report there were 16,129 dwellings with planning consent and a further 4,595 potential units on existing Local Plan sites – 20,724 dwellings in all. This shows that there is more to achieving delivery than simply allocating land and granting consent.

6.1 Reasons for problems with delivery Despite having a large number of planning consents granted the market in Milton Keynes is dominated by 4 main landowners and a handful of large house builders. It is in the interests of the large house builders to control the flow of new build homes

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onto the market to retain values. These problems are not particular to Milton Keynes but part of a national picture. Housing allocations, and therefore delivery, has come traditionally relied on a few large, strategic sites (e.g. the Eastern and Western Expansion Areas, Oakgrove, Newton Leys), and not from smaller or medium sized sites and developers. There has also been very limited conversion of office accommodation to residential, unlike other parts of the country, perhaps due to the ‘zoned’ nature of MK.

6.2 Plans to improve delivery Promoting and developing the Council’s own land (small and medium sites); Diversifying land allocation thereby catering to all aspects of the market Compulsory purchasing land with delivery potential which is not being brought forward quickly enough Decreasing the level of obligations required from developments to incentivise and accelerate delivery more Engaging with the market proactively to attract new market players and increase competition (such as attending the Homes 2017 event in London in November). Greater support to Small and Medium Housebuilders (SME’s) to encourage and support a broken housing market.

6.3 Maximising use of existing housing The Council has been very proactive in ensuring that any homes that are lying empty in the borough are brought quickly back into use. As part of this strategy there is a policy document and action plan attached to this strategy showing how the Council will continue with this work (Error! Reference source not found.). Chart showing decreasing number of empty homes in Milton Keynes

Figure 21 Empty homes Source: www.gov.uk LT615

Bringing empty homes back into use supports a greater supply of homes in the borough. The Council is using a combination of help and enforcement to maintain pressure on owners to bring their homes back into use promptly.

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7 Affordability of Housing The Chart below shows the change in affordability of buying a home in Milton Keynes. For Milton Keynes there has been a 69% increase in cost in 8 years (compared to 46% increase in England).

Figure 22 Average cost of buying a home Source: Land registry Aug 2017

Chart showing relative affordability of rents Milton Keynes compared to London and the South East (2 bedroom monthly rents)

Figure 23 Rents MK , London & South East Source: DCLG 2017

10

Rents in Milton Keynes are lower than those in the South East except for those at lowest quartile. This is very significant for the Council as this is the part of the market which is under the most pressure and is likely to be adding to homelessness.

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7.1 Local Housing Allowance Rents compared to Market Rents The government sets a local housing allowance rate for local authority areas and this drives what housing benefit (or the housing element of universal credit) will be paid the chart below shows those rates compared to the median market rent for each bedroom size.

Figure 24 LHA rents vs Median Market rents Source: Valuation Office market rents 2016/17 LHA rents Jan 2018

This information shows that there is now a big difference between median market rent and the amount that can be paid in benefit making it difficult for those on benefit to access the private rental market (the LHA rents are from 64% to 78% of market rents) . However, it also can be used to set a rent level for the council and housing associations where benefit will be paid for rent if a householder becomes reliant on benefit but is sufficient to create a good supply of low cost housing.

8 Housing Conditions It is important to capture the condition of housing as part of the housing strategy to understand how best the Council and its partners should invest resources.

8.1 National Housing Conditions National data shows that the most likely problem area for housing conditions is likely to be in the private rented sector. The chart below shows national data from the English Housing Survey (2015-16). Within the data for the chart decency is defined by the Government’s decent homes guidance11. Chart showing national housing conditions: Non decent homes by tenure (%)

11

https://www.gov.uk/government/publications/a-decent-home-definition-and-guidance

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Figure 25 Non decent homes % by tenure Source: English House Survey 2015-16

8.2 Private Sector Housing Conditions in Milton Keynes The following two charts examine the information which the Council holds on private sector housing conditions in the borough. In this section the private sector refers to both owner occupied and private rented properties, however, in most cases the complaints are likely to be from tenants as owner occupiers are more likely to resolve their own issues. The first chart shows the location of complaints to the private sector housing service about conditions over a five year period – 2012 to 2017. Chart showing the location of the most complaints about private sector housing conditions

Figure 26 Requests for service Source: MKC data October 2017

Campbell Park is has clearly had the highest number of complaints followed by Bradwell and closely followed by Woughton, Wolverton, Eaton Manor and Bletchley & Fenny Stratford.

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The above chart reflects the generality of issues that are raised with the private sector housing team and gives a picture of where conditions are likely to be worst. The chart below focusses on the most important problems residents face. They are called Category 1 hazards under the Housing Health and Safety Rating System. Chart of Category 1 Hazards 2016-7

Figure 27 Category 1 hazards 2016/17 Source: MKC Data October 2017

The data shows that the biggest hazard identified by the private sector housing team relates to fire safety, followed by excess cold and damp & mould. All of these issues strongly impact on health. Campbell Park and Bradwell are also the biggest source of category 1 hazards but for this category of hazards Eaton Manor Ward also shows a higher number of complaints. The Council commissioned a detailed survey from Opinion Research Services in 2014 into homes in multiple occupation in Milton Keynes the survey concluded that there was not sufficient evidence to promote the implementation of a selective or additional licensing area to more intensely monitor the private sector in an area (selective) or adding in other types of properties to the statutory licensing system across the City (additional)12.

8.3 Council housing conditions The Council has carried out a stock condition survey of its own housing stock to be able to accurately calculate investment need. The chart below shows that the highest proportion of investment needs to go into improving communal areas, roofs and kitchens followed by electrical works. The plan for improving council housing is captured in detail in the Housing Revenue Account Business Plan. Chart showing 5-year investment need in council housing 2017 -2022

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Consultation in relation to exploring the feasibility of introducing Additional and Selective Licensing in Milton Keynes ORS January 2014

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(98)

Figure 28 Council housing key investment needs Source: MKC Data October 2017

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(99)

9 Table of those involved in contributing to the production of the draft Housing Strategy

Ed Palmieri Interim Head of Property & Facilities Management

Duncan Sharkey Corporate Director Place

Michael Kelleher Housing Service Director

Paul Gibson Housing Policy and Development Manager

Sandra Rankin Head of Older People’s Housing & Community SupportError! Bookmark not defined.

Mark Smith Strategic Finance Business Partner and Mo Bari Housing Finance Accountant ...................................................................... Error! Bookmark not defined.

Linda Ellen Head of Housing ........................................... Error! Bookmark not defined.

Peter Baldwin and Andrew Fanning Head of Asset Management YourMK .......... Error! Bookmark not defined.

Julie Noakes Housing Options Manager ........................ Error! Bookmark not defined.

Councillor Nigel Long Cabinet Member for Housing ...... Error! Bookmark not defined.

Steve Richardson Service Director for Finances and Resources and Mark Smith Strategic Finance Business Partner ................................. Error! Bookmark not defined.

David Gleeson Managing Director YMK and Steve Young YMK ... Error! Bookmark not defined.

Andy Gale Homelessness Consultant ............................. Error! Bookmark not defined.

Andrew Fanning Head of Asset Management YourMK .. Error! Bookmark not defined.

Geoff Snelson Director of Strategy & Futures ................ Error! Bookmark not defined.

Marc Carter Housing Income and Growth Manager and Sarah Baynes Housing Services Manager ............................................................ Error! Bookmark not defined.

Jane Harrison Service Delivery Unit Manager (Interim) . Error! Bookmark not defined.

Ben Thomas Director Citizens Advice MK ....................... Error! Bookmark not defined.

Kathryn Eames Head of Regeneration YourMK ............. Error! Bookmark not defined.

Craig Luttman London & Quadrant ................................ Error! Bookmark not defined.

Sarah Gonsalves Acting Director Policy, Insight & Communications .. Error! Bookmark not defined.

Eleanor Nickless Interim Head of Homelessness Prevention and Housing Access Error! Bookmark not defined.

Clare Dowds Housing Manager and Derek Beaumont Partnering Manager

Anne Jordan Welfare Reform Manager .......................... Error! Bookmark not defined.

Brett Leahy Head of Planning ......................................... Error! Bookmark not defined.

Charlotte Gee Places for People ..................................... Error! Bookmark not defined.

Rod Pearson Business Development Manager The Guinness Partnership ....... Error! Bookmark not defined.

(100)

_Toc505949151

_Toc505949156

_Toc505949161

Tim Roxburgh MKDP ...................................................... Error! Bookmark not defined.

Milton Keynes Homelessness Partnership ...................... Error! Bookmark not defined.

Officer Reference Group Workshop 31.10.17 ................ Error! Bookmark not defined.

Cabinet and Corporate Leadership Team Housing Strategy Workshop 4.12.17 ... Error! Bookmark not defined.

Sarah Evans Infrastructure Policy and Procedure Manager .......... Error! Bookmark not defined.

James Williamson Senior Planning Manager .................. Error! Bookmark not defined.

(101)

ITEM 14

CABINET

10 JULY 2018

10 July 2018

ADOPTION OF THE MILTON KEYNES SITE ALLOCATIONS PLAN

Responsible Cabinet Member: Councillor Legg, Cabinet Member for Customer Services

Report Sponsor: Tracy Darke, Service Director, Growth, Economy and Culture

Author and contact: John Cheston, Development Plans Manager, Tel:

01908 252480

Executive Summary:

The Planning Inspector’s Report on the examination of the Milton Keynes Site Allocations Plan, which was received on 12 June 2018, has found the Plan to be ‘sound’ and legally capable of being adopted. The Plan can therefore be adopted by the Council as part of the formal ‘development plan’ for the Borough and thus be afforded full weight in the determination of planning applications and appeals.


That the Cabinet recommends to Council that the Milton Keynes Site Allocations Plan be adopted.

2. Issues

2.1 The preparation of the Site Allocations Plan was required by the 2013 Core Strategy. The Plan is intended to provide a short-term boost to housing land supply by allocating a range of smaller sites to complement the larger strategic expansion areas that make up the bulk of allocated housing land in Milton Keynes.

2.2 The Plan has been in preparation since 2014 and has been subject to four previous public consultations as follows:

(a) Issues and Options (September – November 2014)

(b) Emerging Preferred Options (October 2015 – February 2016)

(c) Proposed Submission Draft (October - December 2016)

(d) Inspector’s proposed ‘main modifications’ to the Plan (February – April 2018)

2.3 The Proposed Submission Draft Plan comprised 21 site allocations within Milton Keynes city for residential use. In total, these were capable of providing just over 1,100 new homes.

2.4 The most recent stage of the Plan’s preparation process was the independent public examination of the Plan. As part of this, public hearing sessions were held on 12 and 13 September 2017. The Planning Inspector conducting the examination then initiated a consultation between February and April 2018 on

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10 July 2018

a schedule of modifications which he deemed to be necessary in order to make the Plan ‘sound’ and legally compliant.

2.5 The Planning Inspectorate issued their Inspector’s Report on the examination on 12 June 2018 (see Annex A). The Inspector found the Site Allocations Plan to be ‘sound’ and legally complaint subject to the inclusion of the proposed modifications (see Annex B). The effect of these modifications is to reduce the number of sites allocated in the Plan from 21 to 15 and the housing supply overall from approximately 1,130 to 995 homes. The Council is legally incapable of adopting the Plan without incorporating these modifications.

2.6 The Plan as modified and proposed for adoption is attached at Annex C. The number of additional homes that will be added to the Council’s land supply as a result of the Plan being adopted is approximately 418 homes. These derive from three sites being added to the housing trajectory. The other 12 sites have been included in the supply since the Plan was submitted for examination in March 2017 since they were uncontentious and there was a reasonable prospect of them being built on within five years. The addition of these 418 homes to the housing trajectory will not result in the Council being able to demonstrate a five-year supply of deliverable housing sites, which is a requirement of the Government’s National Planning Policy Framework.

3. Options

3.1 The alternative option would be not to agree to adopt the Site Allocations Plan. This is not recommended because this would be contrary to a commitment contained in the 2013 Core Strategy. It would also remove approximately 995 homes from the Council’s housing trajectory, leaving the Borough more vulnerable to speculative planning applications for housing on ‘windfall’ sites on the basis of not having an identified five-year supply.

4. Implications

4.1 Policy

When adopted, the Site Allocations Plan will form part of the statutory ‘development plan’ for Milton Keynes and alter the Policies Map that indicates land use in the Borough.

Adoption will also directly deliver objective 2.6 of the Council Plan 2016 – 2020 (“complete the adoption of the Site Allocations Plan”) and add approximately 418 homes to the Council’s five-year land supply figure.


The Site Allocations Plan has been prepared through the resources identified in the existing Development Plans budget. Its adoption is not expected to incur any significant additional costs.

Y Capital N Revenue N Accommodation

N IT N Medium Term Plan Y Asset Management


Not applicable.

(103)

10 July 2018

4.4 Legal

The Plan has been prepared in accordance with the Planning and Compulsory Purchase Act 2004 (as amended) and the Town and Country Planning (Local Planning) (England) Regulations 2012 (as amended) and associated guidance.

Any person aggrieved by the adoption of the Plan may make an application to the High Court under Section 113 of the Planning and Compulsory Purchase Act 2004 on the grounds that the document is not within the appropriate powers and/or a procedural requirement has not been complied with. Any such application must be made not later than the end of a period of six weeks starting on the date on which the Plan was adopted. Officers are not aware of any party who may wish to challenge the Plan in the courts.


Equalities/Diversity: the Site Allocations Plan was subject to an Equalities Impact Assessment which was published as part of the evidence base for its examination.

Sustainability: in accordance with EU legislation, the Plan has been subject to Sustainability Appraisal (incorporating the requirements of the Strategic Environmental Assessment Directive).

Human Rights: policies in the Site Allocations Plan need to comply with human rights legislation.

E-Government: All consultation and associated documentation has been available to view and comment on through the Council’s website, the Civic Offices and public libraries.

Stakeholders: Consultation with a wide range of stakeholders has been undertaken throughout the preparation of the Plan, in line with national regulations and guidance on the preparation of development plans, and local guidance as set out in the Council’s Statement of Community Involvement.

Crime and Disorder: No direct implications.

N Equalities/Diversity Y Sustainability N Human Rights

Y E-Government Y Stakeholders N Crime and Disorder


Annexes

Annex A Inspector’s Report

Annex B Schedule of the Inspector’s ‘main modifications’ to the Site Allocations Plan

Annex C Site Allocations Plan as proposed for adoption

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https://www.gov.uk/planning-inspectorate

Report to Milton Keynes Council

by Richard Schofield BA(Hons) MA MRTPI

an Inspector appointed by the Secretary of State for Housing, Communities and

Local Government Date 12 June 2018

PLANNING AND COMPULSORY PURCHASE ACT 2004 (AS AMENDED)

SECTION 20

REPORT ON THE EXAMINATION OF THE

MILTON KEYNES SITE ALLOCATIONS PLAN

Document submitted for Examination on 31 March 2017

Examination hearings held on 12 and 13 September 2017

File Ref: PINS/Y0435/429/9

ANNEX A

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Milton Keynes Council Site Allocations Plan – Inspector’s Report June 2018

https://www.gov.uk/planning-inspectorate 2

Abbreviations used in this Report

DtC Duty to Cooperate

EGELS Economic Growth and Employment Land Study

LDS Local Development Scheme

NPPF National Planning Policy Framework

PiP Permission in Principle

Plan:MK The emerging local plan for Milton Keynes

SA Sustainability Appraisal Report

SAP Site Allocations Plan

SCI Statement of Community Involvement

SHLAA Strategic Housing Land Availability Assessment

(106)




Non-Technical Summary

This report concludes that the Milton Keynes Site Allocations Plan (SAP) provides

an appropriate basis for the planning of the borough, providing that a number of

main modifications are made to it. Milton Keynes Council has specifically

requested that I recommend any main modifications necessary to enable the plan

to be adopted.

All of the main modifications were proposed by the Council, and were subject to

public consultation over a six-week period. I have recommended their inclusion

in the SAP after considering all of the representations made in response to the

consultation on them.

The main modifications can be summarised as follows:

Section 1, which relates to a previous consultation period, is deleted;

Section 3 is amended to provide clarity over the role and focus of the SAP;

Amendments are made to clarify the time period over which the SAP will

run;

References to Permission in Principle are removed to reflect the fact that it

cannot yet be granted through a site allocations process;

Policies SAP1; SAP2; SAP7; SAP10; SAP11; and SAP13 are deleted, due to

the fact that the sites are already in development; are now deemed

unsuitable for development; or are not available for development;

Amendments are made to some site boundaries to rectify earlier

inaccuracies and/or to reflect expanded site areas;

Policy text is added or excised to ensure compliance with, or to have

regard to, relevant national and local planning policy; and

An appendix is added to clarify which extant development plan policies will

be amended by the SAP.

(107)




Introduction

1. This report contains my assessment of the Milton Keynes Site Allocations Plan (SAP) in terms of Section 20(5) of the Planning & Compulsory Purchase Act

2004 (as amended) (the Act). It considers first whether the Plan’s preparation has complied with the duty to co-operate. It then considers whether the Plan

is sound and whether it is compliant with the legal requirements. The National Planning Policy Framework (paragraph 182) (NPPF) makes it clear that in order to be sound, a Local Plan should be positively prepared, justified,

effective and consistent with national policy.

2. The starting point for the examination is the assumption that the local

planning authority has submitted what it considers to be a sound plan. The Milton Keynes Site Allocations Plan Proposed Submission Draft submitted in March 2017 is the basis for my examination. It is the same document as was

published for consultation in October 2016.

Main Modifications

3. In accordance with section 20(7C) of the Act the Council requested that I should recommend any main modifications (MMs) necessary to rectify matters

that make the Plan unsound and thus incapable of being adopted. My report explains why the recommended MMs, all of which relate to matters that were discussed at the examination hearings, are necessary. The MMs are

referenced in bold in the report in the form MM1, MM2, MM3, etc and are set out in full in the Appendix.

4. Following the examination hearings, the Council prepared a schedule of proposed MMs. The MM schedule was subject to public consultation for six weeks. I have taken account of the consultation responses in coming to my

conclusions in this report.

Assessment of Duty to Co-operate

5. The policies within the SAP do not address strategic planning matters as defined in the Act. Indeed, the SAP seeks only to deliver a limited amount of residential development on 15 small and medium sized sites within the built-

up area of Milton Keynes. There is no evidence before me to suggest that the scale and location of development proposed would have any impact

whatsoever on neighbouring authorities. There are no outstanding housing-related concerns from relevant public authorities and no such authorities sought changes to the SAP to respond to the DtC.

6. The SAP is also proposing to deliver homes to contribute towards meeting the

housing target set out in the adopted Core Strategy (CS), in the context of that document’s strategic framework. As such, broader infrastructure requirements and other matters in relation to new housing provision have

been considered and planned for already. It will be for the replacement Local Plan (Plan:MK) to address any matters of housing under-delivery and any new

evidence that has emerged since the adoption of the CS.

(108)




7. Overall, therefore, I am satisfied that the DtC imposed by section 33A of the Act is not engaged.

Assessment of Soundness

Main Issues

8. Taking account of all the representations, the written evidence and the

discussions that took place at the examination hearings I have identified three main issues upon which the soundness of the Plan depends. Under these headings my report deals with the main matters of soundness rather than

responding to every point raised by representors.

Issue 1 – Whether the SAP is consistent with, and positively promotes, the

objectives and spatial policies contained within the Core Strategy

9. The CS was adopted in July 2013, setting out a requirement to deliver 28,000 new dwellings by 2026. Case law1 is clear that later development plan

documents are not required to rectify any shortcomings in a core strategy’s approach to housing land supply. Thus, it is not the role of the SAP to re-assess the approach taken by the CS.

10. References in the CS to a future SAP are limited. Nonetheless, the CS is clear that the focus of any SAP should be on residential development, to address a

future potential shortfall in the rural area and to provide a stock of small sites for contingency in the urban area. This is in line with the CS’s objectives to promote the development of Central Milton Keynes and to secure sustainable

rural settlements.

11. Specifically, policy CS1 of the CS states that the SAP will:

“…provide short term flexibility and contingency ahead of a full review of this Core Strategy in Plan:MK…”.

12. The CS sets no target figure in policy for residential allocations in a SAP.

Footnote 14 gives an indicative figure, based on calculations at that time, of

“just over 600 homes”, on non-strategic sites, which are to be provided on new sites in the SAP. In addition, CS policy CS9 envisages a specific

residential allocation for the village of Sherington.

13. The sites allocated in the SAP are all small and can reasonably be regarded as

non-strategic. They are, however, all located in the urban area of Milton Keynes. Nonetheless, it is clear that since the CS was adopted rapid progress

has been made on neighbourhood plan production in Milton Keynes. The result of this is that several made neighbourhood plans in the rural area, including in Sherington, have already allocated residential development sites. Between

1 Oxted Residential Ltd v Tandridge DC [2016] EWCA Civ 414

(109)




them they would provide well over the housing figure envisaged for the rural area by the CS.

14. As these rural neighbourhood plans now form part of the adopted development plan, contributing towards the achievement of the 28,000 dwelling target, it is,

in my judgment, perfectly reasonable for the SAP’s focus to be on allocations in the urban area of Milton Keynes. This would accord with CS policy CS1 (Milton Keynes Development Strategy), which focuses the majority of new

homes and jobs on, and adjacent to, the existing urban area.

15. In addition, the total number of dwellings that could be delivered by the SAP

(based on indicative figures derived from the application of an average dwelling density) is well over the 600 dwelling target referenced in the CS, even with the removal of six sites for reasons explained below.

16. MM2 and MM3 are required to provide the necessary clarity on this matter, with MM1 being necessary to remove superseded information.

Conclusion on Issue 1

17. The scope of the SAP is limited to allocating residential sites to meet the,

albeit light touch, requirements established by the CS, in line with the CS’s strategic and locational priorities.

18. The outcome of the site selection process has led to the allocation of land

which makes a sufficient contribution to meeting the needs for residential development in Milton Keynes over the plan period as identified in the CS.

19. Thus, I am satisfied that its approach is sound, being consistent with, and positively promoting, the objectives and spatial policies of the CS.

Issue 2 –Whether the SAP has been positively prepared and whether the

approach taken justifies it when considered against reasonable alternatives

20. Site appraisal was directed by a three stage assessment process detailed in the Sustainability Appraisal Report (SA) (and its appendices). It was guided by

the application of 18 sustainability indicators, encompassing economic, social and environmental dimensions.

21. Such an assessment process is a tool to enable a reasonably consistent and

disciplined analysis of the sustainability credentials of a range of potential

development sites and the likely impacts of development upon them. It provides a clear and consistent framework for reaching conclusions about

appropriate allocations and for the consideration of alternative options (i.e. the range of different sites considered for allocation).

22. That said, the use of an assessment methodology necessarily involves the

application of judgement. Disagreement about such judgement, in relation to sites (and, thus, alternative options that were not pursued), appears to lie at

the heart of many objections. All options have, however, been assessed

(110)




against the same sustainability objectives on a like-for-like basis so as to provide a meaningful guide to the Council about the approach that it should

pursue.

23. It may be that alternative sites could have been allocated. This does not, however, mean that they should have been particularly given that the SAP makes an adequate contribution towards meeting housing needs as set out in

the conclusion on Issue 1. The evidence before me does not highlight flaws in the SA of such a fundamental nature that they would invalidate the overall

assessment process or undermine its outcomes. The SA is suitably comprehensive, satisfactory and legally compliant.


24. Considering the above, I conclude that the SAP’s preparation has been satisfactorily positive and that its approach is justified when considered

against the reasonable alternatives.

Issue 3 – Whether the individual allocations policies are clear, justified, effective and consistent with relevant policy

25. It is evident from policy CS1, and other references in the CS supporting text, that there is an expectation that SAP sites can be deliverable in the short

term. The focus is on ensuring flexibility and allowing for contingency. Given this context, sites SAP1; SAP2; SAP7; SAP10; SAP11; and SAP13 raise issues of soundness.

26. Construction of SAP1 is well under way and that on SAP10 has commenced. The sites are small (very small in the case of SAP1) and the options for

alternative forms of development are extremely limited. As the works in progress are, therefore, likely to be completed (and imminently) I do not consider that they can any longer be regarded realistically as allocations.

27. SAP2 and SAP7 are both constrained. It has not been demonstrated to my satisfaction that residential development, which would provide suitable living

conditions for future occupiers, could be accommodated upon them.

28. SAP11 and SAP13 are both in use for employment/retail purposes. There is no substantive evidence before me that residential development upon them would

be achievable over the plan period. As such, I do not consider that there is any reasonable prospect of them contributing to the delivery of the aims of the

SAP.

29. MM7, MM8, MM9, MM14, MM17, MM18 and MM20 are therefore necessary to remove these six sites, thus ensuring that the SAP is effective.

30. The remaining sites are located in suitable areas for residential development, with indicative capacities that appear to be broadly appropriate having regard

for their immediate context and for site specific issues. Overall, the key policy principles are reasonable and justified.

(111)




31. Certain sites lie within areas covered by neighbourhood plans and/or have development briefs to guide their development. The SAP should have regard

to theses. In addition, a number of site boundaries are represented inaccurately, some site specific requirements deficient and some policies are

unnecessarily restrictive resulting in unjustified barriers to delivery.

32. To rectify these deficiencies, MM10, MM11, MM12, MM13, MM15, MM16, MM19, and MM21 to MM28 are necessary. This will make the relevant

policies clear and effective.

33. Sites SAP18, SAP19 and SAP20 are covered by employment allocations,

identified as such in the CS (and dating back to the Milton Keynes Local Plan (2005) (the Local Plan)). Site SAP6 has an historic designation as an employment site, set out in the Local Plan, although it is unclear whether this

designation is still extant. Either way, these are long standing designations, none of which have been developed, and all of which were put forward as

potential housing sites through the SHLAA. The CS does not preclude their development for other uses.

34. Their allocation for residential development has clearly been considered

carefully, informed by an Economic Growth and Employment Land Study (EGELS)2 that provides a detailed assessment of employment land needs

across Milton Keynes. Although the EGELS suggests that Milton Keynes will require a future uplift in the amount of available employment land (to be allocated through Plan:MK), this is indicated as being for B8 use.

35. The potential SAP sites are not ideally located for such use, having regard to their local context and distance to the strategic road network. In addition, all

are quite some way down the rankings of employment sites in Milton Keynes, considered in the EGELS, in terms of their potential for employment

development.

36. In short, the allocation of these sites for housing would have, at most, a negligible effect on the overall supply of vacant employment land in Milton

Keynes. There would be no impact upon the strategic aims of the CS, which seeks to maintain an appropriate balance between job creation and housing

delivery. Their release would also accord with paragraph 22 of the NPPF.

37. MM30 is required to make clear which policies in the CS will be amended as a result of SAP allocations.

38. The matter of a net gain in biodiversity, wherever possible, is addressed by CS

policy CS19. It is also carried through to the draft Plan:MK, which will need to accord with national planning policy in this regard. In addition, I see no reason why the development briefs for certain SAP sites, accordance with which is

required by the relevant SAP policies, cannot be amended to address any matters of detail with regard to green infrastructure. Indeed, this is arguably a

2 Produced in 2015 and partially updated in 2017.

(112)




more appropriate place to set out such detail, where it would be contained within a single site specific document.

39. The CS does not define what “short term” may be. Nonetheless, the CS runs to 2026 and, in the interest of ensuring effectiveness through internal

consistency within the development plan, the SAP should fall into line with this timescale. MM2 and MM4 are necessary to ensure that this is so. This does not, of course, prevent the allocations from coming forward much earlier in the

plan period than 2026.

40. Policy SAP0 is an overarching policy, setting the basis by which planning

permission will be granted for the allocation sites. MM5, MM6 and MM29 are

necessary to ensure that it is consistent with Government policy and legislation, with regard to the scope of Permission in Principle (PiP). The same is true of a number of other MMs3, which adjust allocation policies accordingly

on the matter of PiP.


41. With the MMs proposed, I consider that the individual allocations policies are clear, justified, effective and consistent with relevant policy.

Assessment of Legal Compliance

42. My examination of the compliance of the plan with the legal requirements is

summarised in the paragraphs below. I conclude that the plan meets them all.

43. The SAP is identified within the approved Local Development Scheme (LDS), which has been updated on a regular, albeit infrequent, basis. I am satisfied that SAP has been prepared in accordance with the LDS.

44. Consultation on the SAP and the MMs was carried out in compliance with the Council’s Statement of Community Involvement (SCI), which was adopted in

March 2014. The Statement of Consultation accompanying the submitted SAP sets out in detail the steps that were taken to ensure compliance with the SCI

during the production of the SAP. On the basis of the evidence presented, I am of the view that consultation was satisfactory when measured against the SCI requirements.

45. Sustainability Appraisal has been carried out and is adequate.

46. A Habitats Regulations Appropriate Assessment Screening Report was

produced for the CS. It concluded that a full Appropriate Assessment was unnecessary as, given the distance to the nearest European Sites, any impact from the CS’s policies and proposals, and any other ‘in-combination plans’,

was likely to be minimal. The SAP follows the spatial strategy and residential dwelling target as set out in the CS. As such, it is reasonable to consider that

3 MM10; MM11; MM12; MM13; MM15; MM16; MM19; MM21 to MM28.

(113)




the residential development proposed by the SAP will not have significant impacts. Thus, a Habitats Regulations Appropriate Assessment is not required.

This view has been confirmed by Natural England.

47. The CS already includes policies designed to secure that the development and

use of land in the local planning authority’s area contribute to the mitigation of, and adaptation to, climate change. The SAP is set within this wider CS policy context and follows the overall spatial focus on Milton Keynes itself, an

approach intended to reduce the need to travel and to achieve this statutory objective.

48. The Local Plan complies with all relevant legal requirements, including in the

2004 Act (as amended) and the 2012 Regulations.

49. The Council must maintain an adopted policies map which illustrates

geographically the application of the policies in the adopted development plan. When the SAP is adopted, in order to comply with the legislation and give effect to the SAP, the Council will need to update the policies map to detail the

sites that have been allocated.

Overall Conclusion and Recommendation

50. The SAP has a number of deficiencies in respect of soundness. This means that, in accordance with Section 20(7A) of the Act, I recommend non-adoption

of the SAP as submitted. These deficiencies have been explored in the Main Issues set out above.

51. The Council has, however, requested that I recommend MMs to make the SAP sound and capable of adoption. I conclude that, with the recommended main

modifications set out in the Appendix, the Milton Keynes Site Allocations Plan satisfies the requirements of Section 20(5) of the Act and meets the criteria for soundness set out in the NPPF.

Richard Schofield

INSPECTOR

This report is accompanied by an Appendix containing the Main Modifications.

(114)


AP

PE

ND

IX

M

ilto

n K

eyn

es

Sit

e A

llo

ca

tio

ns P

lan

(S

AP

) S

ch

ed

ule

of

Ma

in M

od

ific

ati

on

s

Ref

Secti

on

M

ain

Mod

ific

ati

on

MM

1

Section 1

Rem

ove S

ection 1

MM

2

Section 2

(I

ntr

oduction)

Dele

te t

ext

in S

ection 2

and r

epla

ce w

ith f

ollow

ing t

ext:

“P

olicy C

S1 o

f th

e M

ilto

n K

eynes C

ore

Str

ate

gy (

2013)

requires t

hat

a s

ite a

llocations p

lan b

e

pre

pare

d t

o s

upport

the D

evelo

pm

ent

Str

ate

gy o

f th

e B

oro

ugh a

nd t

o s

upple

ment

housin

g land

supply

, w

hic

h in t

he C

ore

Str

ate

gy a

nd M

ilto

n K

eynes L

ocal Pla

n (

2005)

is r

eliant

on larg

e-s

cale

expansio

n a

reas,

by p

rovid

ing s

mall a

nd m

ediu

m-s

ized s

ites w

ithin

the m

ain

urb

an a

rea (

Core

Str

ate

gy,

Para

gra

ph 1

.12)

As o

utlin

ed in t

he C

ore

Str

ate

gy (

para

gra

phs 5

.2 a

nd 1

7.5

and P

olicie

s C

S1 a

nd C

S2),

the r

ole

of th

e

Site A

llocations P

lan is t

o identify

and a

llocate

new

, non-s

trate

gic

develo

pm

ent

sites t

o p

rovid

e s

hort

term

fle

xib

ility a

nd c

ontingency t

o t

he e

xis

ting h

ousin

g land s

upply

and t

o h

elp

deliver

the C

ore

Str

ate

gy o

bje

ctives,

specific

ally t

o e

nsure

that

land for

at

least

28,0

00 h

om

es w

ill be p

rovid

ed b

y

2026.

Whilst

the I

nspecto

r’s R

eport

on t

he C

ore

Str

ate

gy m

ade r

efe

rence t

o a

guid

e fig

ure

in t

he o

rder

of

1,0

00 h

om

es,

for

whic

h land a

llocations s

hould

be m

ade t

hro

ugh t

he S

ite A

llocations P

lan,

the C

ore

Str

ate

gy its

elf d

id n

ot

set

an e

xplicit h

ousin

g t

arg

et

for

the P

lan.

The S

ite A

llocations P

lan c

om

prises

15 s

mall a

nd m

ediu

m-s

ized s

ites,

pro

vid

ing a

ppro

xim

ate

ly 9

95 h

om

es,

thro

ughout

the M

ilto

n K

eynes

urb

an a

rea w

hic

h h

ave b

een s

ele

cte

d o

n t

he b

asis

of th

eir s

uitability for

resid

ential develo

pm

ent

and

pote

ntial to

support

the w

ider

Core

Str

ate

gy o

bje

ctives.

Origin

ally,

the C

ore

Str

ate

gy p

roposed t

hat

the S

ite A

llocations P

lan w

ould

als

o r

ele

ase d

evelo

pm

ent

sites in t

he r

ura

l are

a.

How

ever,

sin

ce t

he a

doption o

f th

e C

ore

Str

ate

gy,

this

role

has larg

ely

been

fulfille

d b

y t

he intr

oduction o

f neig

hbourh

ood p

lans.

The s

ett

lem

ents

of N

ew

port

Pagnell a

nd O

lney

ANNEX B

(115)

alo

ne a

re p

rovid

ing 1

700 h

om

es t

hro

ugh t

heir r

espective n

eig

hbourh

ood p

lans a

nd a

ll t

he o

ther

key

sett

lem

ents

and s

ele

cte

d v

illa

ges in t

he r

ura

l are

a a

re a

lso m

akin

g s

trong p

rogre

ss in identify

ing t

heir

ow

n p

refe

rred s

ites for

develo

pm

ent.

O

nce a

dopte

d,

this

docum

ent

will fo

rm p

art

of th

e D

evelo

pm

ent

Pla

n.

The L

ocal Pla

n P

roposals

Map

will be a

mended t

o g

ive a

ll o

f th

e p

roposed a

llocations a

resid

ential nota

tion.

This

will als

o m

ean t

hat

cert

ain

policie

s (

e.g

. Policy E

1 o

f th

e L

ocal Pla

n (

Pro

tection o

f Em

plo

ym

ent

Land)

may n

o longer

be

applicable

for

cert

ain

sites.

The C

ouncil a

re a

lso c

urr

ently in t

he p

rocess o

f pre

paring P

lan:M

K,

a n

ew

local pla

n for

the B

oro

ugh.

Upon a

doption,

Pla

n:M

K w

ill re

pla

ce b

oth

the L

ocal Pla

n a

nd C

ore

Str

ate

gy a

s t

he k

ey c

om

ponent

of

the D

evelo

pm

ent

Pla

n for

the B

oro

ugh.

Pla

n:M

K w

ill pro

vid

e a

new

vis

ion a

nd o

bje

ctives for

the

Boro

ugh a

longsid

e u

pdate

d s

trate

gic

and D

evelo

pm

ent

Managem

ent

policie

s,

and a

range o

f new

str

ate

gic

and n

on-s

trate

gic

site a

llocations.

The S

ite A

llocations P

lan is n

ot

part

of th

e (

longer

term

) Pla

n:M

K p

rocess.

The S

ite A

llocations P

lan

will cover

the p

eriod u

ntil 2026,

Pla

n:M

K for

the p

eriod u

ntil 2031.”

MM

3

Section 3

(C

onte

xt)

Rem

ove S

ection 3

MM

4

Obje

ctives

Am

end b

ullet

poin

t 1 t

o r

ead a

s follow

s:

“To a

llocate

a r

ange o

f non-s

trate

gic

sites t

o p

rovid

e s

hort

term

fle

xib

ility t

o e

xis

ting s

upply

and

contingency,

to e

nsure

that

at

least

28,0

00 h

om

es w

ill be p

rovid

ed b

y 2

026.”

(116)

MM

5

Para

gra

ph

5.2

Rem

ove t

he follow

ing t

ext

from

para

gra

ph 5

.2:

“Policy S

AP 0

refe

rs t

o 'perm

issio

n in p

rincip

le',

whic

h h

as b

een a

pplied t

o s

ites t

hat

are

part

icula

rly fre

e o

f constr

ain

t, h

ave b

een favoura

bly

receiv

ed

during e

arl

ier

consultations,

and b

enefit

already fro

m a

n adopte

d D

evelo

pm

ent

Brief

whic

h h

as

already e

sta

blished t

he fundam

enta

l princip

les for

develo

pm

ent.

For

allocations w

ith p

erm

issio

n in

princip

le,

whic

h h

as b

een intr

oduced b

y t

he H

ousin

g a

nd P

lannin

g A

ct

2016,

a furt

her

application w

ill

still b

e r

equired t

o v

erify

that

pro

posals

are

in a

ccord

ance w

ith t

hese d

eta

ils.

This

is r

efe

rred t

o a

s

'Technic

al D

eta

ils

Consent'.”

Am

end p

ara

gra

ph s

o a

s it

reads a

s follow

s:

“The a

llocation o

f a s

ite e

sta

blishes o

nly

the p

rincip

le o

f develo

pm

ent;

a p

lannin

g a

pplication w

ill be

required t

o c

onfirm

how

pro

posals

addre

ss p

ote

ntial is

sues s

uch a

s infr

astr

uctu

re o

r ri

ghts

of w

ay.”

MM

6

Policy S

AP0

Rem

oval of para

gra

ph:

“Where

indic

ate

d,

‘perm

issio

n in p

rincip

le’ is

gra

nte

d.

An a

pplication for

Technic

al D

eta

ils C

onsent

(TD

C)

should

be m

ade t

o t

he C

ouncil p

rior

to d

evelo

pm

ent

com

mencin

g.

Applications for

TD

C s

hould

confirm

how

pro

posals

fulfil t

he p

rescribed p

art

icula

rs o

utlin

ed in t

he a

llocation,

any o

ther

national

requirem

ents

for

perm

issio

n in p

rincip

le t

hat

exis

t at

the t

ime o

f application,

and o

ther

rele

vant

policie

s in t

he D

evelo

pm

ent

Pla

n (

e.g

. in

rela

tion t

o a

fford

able

housin

g o

r desig

n).

TD

C w

ill only

be

gra

nte

d w

here

pre

scribed p

art

icula

rs a

re m

et

in full.”

MM

7

Fig

ure

1

Am

end F

igure

1 b

y r

em

ovin

g s

ites S

AP 1

, SAP 2

, SAP 7

, SAP 1

0,

SAP 1

1 a

nd S

AP 1

3.

MM

8

SAP1

Dele

te P

olicy S

AP 1

MM

9

SAP2

Dele

te P

olicy S

AP 2

MM

10

SAP3

- Am

end t

he s

ite location p

lan t

o r

eflect

the c

orr

ect

site b

oundary

and o

wners

hip

/develo

pm

ent

are

a

on b

oth

the s

ate

llite a

nd O

S b

ase im

ages (

pro

posed n

ew

site b

oundary

att

ached t

o t

his

schedule

).

(117)

- Rem

ove r

efe

rence t

o p

erm

issio

n in p

rincip

le.

- Add a

n a

dditio

nal pre

scribed p

art

icula

r to

say:

“The p

lante

d s

cre

enin

g b

etw

een t

he s

ite a

nd t

he

grid r

oad s

hould

be r

eta

ined in p

roposals

”

-

Add a

n a

dditio

nal key p

rincip

le/p

rescribed p

art

icula

r to

the a

llocation t

o s

ay:

“Dem

onstr

ate

there

is a

dequate

capacity in t

he foul sew

era

ge n

etw

ork

”

- Add a

n a

dditio

nal key p

rincip

le/p

rescribed p

art

icula

r to

the a

llocation t

o s

ay:

“A w

ate

r m

ain

cro

sses t

his

site;

there

fore

the s

ite layout

should

be d

esig

ned t

o t

ake t

his

into

account.

”

MM

11

SAP4

- Am

end t

he s

ite location p

lan t

o r

eflect

the c

orr

ect

site b

oundary

on b

oth

the s

ate

llite a

nd O

S b

ase

images (

pro

posed n

ew

site b

oundary

att

ached t

o t

his

schedule

).

- Rem

ove r

efe

rence t

o p

erm

issio

n in p

rincip

le.

-

Am

end k

ey p

rincip

le i.

so a

s its

refe

rs t

o t

he “

liste

d s

hoppin

g b

uildin

g”

and r

eads a

s:

“Desig

n a

nd m

ate

rials

should

be o

f a h

igh q

uality

, re

spect

sett

ing o

f th

e lis

ted s

hoppin

g

buildin

g…

.”

-

Rem

ove k

ey p

rincip

le ii fr

om

the a

llocation.

-

Am

end K

ey P

rincip

le iv.

to r

ead “

The s

ite s

hould

make p

rovis

ion for

its o

wn p

ark

ing”.

- Rem

ove K

ey P

rincip

le v

. and r

epla

ce it

with t

he follow

ing:

“ A d

evelo

pm

ent

brief m

ust

be p

repare

d w

ith c

om

munity a

nd s

takehold

er

engagem

ent

and b

e

adopte

d p

rior

to p

lannin

g p

erm

issio

n b

ein

g g

rante

d,

with t

he e

xception o

f th

at

part

of

the s

ite

whic

h r

ela

tes t

o t

he C

ouncil’s

decis

ion o

f 8 A

ugust

2017 w

hic

h a

gre

ed t

o its

dis

posal fo

r a h

ote

l pro

posal.”

(118)

- Add a

n a

dditio

nal key p

rincip

le t

o t

he a

llocation t

o s

ay “

The s

ite is s

uitable

for

mix

ed u

se

develo

pm

ent

consis

ting o

f both

resid

ential and m

ain

tow

n c

entr

e u

ses (

such a

s r

eta

il,

leis

ure

, offic

e)”

- Add a

n a

dditio

nal key p

rincip

le t

o t

he s

ite t

o s

ay:

“The form

of any d

evelo

pm

ent

should

be

appro

priate

for

the s

ett

ing o

f Cam

pbell P

ark

.”

- Add a

n a

dditio

nal key p

rincip

le t

o t

he a

llocation t

o s

ay:

“Pro

posals

should

adhere

to p

olicie

s

outlin

ed w

ithin

the C

MK A

llia

nce P

lan 2

026 (

June 2

015),

specific

ally P

olicie

s C

MKAP G

1 “

Cla

ssic

In

frastr

uctu

re”

and C

MKAP G

11 “

Exceptional D

evelo

pm

ents

”

- Add a

n a

dditio

nal key p

rincip

le/p

rescribed p

art

icula

r to

the a

llocation t

o s

ay:

“Dem

onstr

ate

there

is

adequate

capacity in t

he foul sew

era

ge n

etw

ork

”

- Add a

n a

dditio

nal key p

rincip

le/p

rescribed p

art

icula

r to

the a

llocation t

o s

ay:

“A w

ate

r m

ain

cro

sses t

his

site;

there

fore

the s

ite layout

should

be d

esig

ned t

o t

ake t

his

into

account.

”

MM

12

SAP5

- Rem

ove r

efe

rence t

o p

erm

issio

n in p

rincip

le.

- Am

end P

rescribed P

art

icula

r (i

) so a

s it

reads a

s follow

s:

“P

roposals

should

adhere

to t

he p

rincip

les o

utlin

ed in S

ection 4

and S

ection 5

of th

e ‘Pascal D

rive,

Medbourn

e’ D

evelo

pm

ent

Brief (J

anuary

2016).

- Add a

n a

dditio

nal key p

rincip

le/p

rescribed p

art

icula

r to

the a

llocation t

o s

ay:

“Dem

onstr

ate

there

is a

dequate

capacity in t

he foul sew

era

ge n

etw

ork

”

MM

13

SAP6

- Rem

ove r

efe

rence t

o p

erm

issio

n in p

rincip

le.

(119)

- Add a

n a

dditio

nal key p

rincip

le/p

rescribed p

art

icula

r to

the a

llocation t

o s

ay:

“Dem

onstr

ate

there

is a

dequate

capacity in t

he foul sew

era

ge n

etw

ork

”

MM

14

SAP7

Dele

te P

olicy S

AP 7

MM

15

SAP8

- Rem

ove r

efe

rence t

o p

erm

issio

n in p

rincip

le.

-

Rem

ove t

he w

ord

‘em

erg

ing’ fr

om

pre

scribed p

art

icula

r (i

).

- Am

end b

ullet

poin

t 2 o

f pre

scribed p

art

icula

r (i

), s

o t

hat

it r

eads:

“Develo

pm

ent

pro

vid

es a

n a

ctive fro

nta

ge,

where

possib

le,

to B

erg

am

ot

Gard

ens a

nd t

he s

chool

pla

yin

g fie

ld,

and”

- Add a

n a

dditio

nal key p

rincip

le/p

rescribed p

art

icula

r to

the a

llocation t

o s

ay:

“Dem

onstr

ate

there

is

adequate

capacity in t

he w

ate

r supply

and foul sew

era

ge n

etw

ork

s”

MM

16

SAP9

- Am

end t

he s

ite location p

lan o

n b

oth

the s

ate

llite a

nd O

S b

ase im

ages t

o r

eflect

the c

orr

ect

site

boundary

and o

wners

hip

/develo

pm

ent

are

a a

nd t

o e

xpand t

he a

llocation t

o incorp

ora

te t

he

entire

ty o

f th

e s

ite (

Inclu

sio

n o

f la

nd im

media

tely

adja

cent

to t

he w

este

rn e

dge o

f th

e c

urr

ent

boundary

) (p

roposed n

ew

site b

oundary

att

ached t

o t

his

schedule

).

- Am

end t

he s

ite a

rea t

o 2

.5ha,

and t

he indic

ative c

apacity t

o “

up t

o 9

0dw

s”.

-

Rem

ove r

efe

rence t

o p

erm

issio

n in p

rincip

le.

-

Add a

n a

dditio

nal key p

rincip

le/p

rescribed p

art

icula

r to

the a

llocation t

o s

ay:

“Dem

onstr

ate

there

is a

dequate

capacity in t

he w

ate

r supply

and foul sew

era

ge n

etw

ork

s”

MM

17

SAP10

Dele

te P

olicy S

AP 1

0

MM

18

SAP11

Dele

te P

olicy S

AP 1

1 f

rom

the S

AP

MM

19

SAP12

- Rem

ove r

efe

rence t

o p

erm

issio

n in p

rincip

le.

(120)

- Add a

n a

dditio

nal key p

rincip

le/p

rescribed p

art

icula

r to

the a

llocation t

o s

ay:

“Dem

onstr

ate

there

is a

dequate

capacity in t

he foul sew

era

ge n

etw

ork

”

- Add a

n a

dditio

nal key p

rincip

le/p

rescribed p

art

icula

r to

the a

llocation t

o s

ay:

“A s

ew

er

and w

ate

r

main

cro

sses t

his

site,

there

fore

the s

ite layout

should

be d

esig

ned t

o t

ake t

his

into

account.

”

- Am

end c

rite

rion (

iii)

to r

ead:

“H

igher

density o

r re

sid

ential-

led,

mix

ed-u

se p

roposals

, conta

inin

g c

om

munity facilitie

s,

will be

accepta

ble

where

it

can b

e d

em

onstr

ate

d t

he a

bove p

rincip

les w

ill not

be c

om

pro

mis

ed.”

MM

20

SAP13

Dele

te p

olicy S

AP 1

3.

MM

21

SAP14

- Rem

oval of cla

use (

ii).

- Rem

ove r

efe

rence t

o p

erm

issio

n in p

rincip

le.

-

Add a

n a

dditio

nal key p

rincip

le/p

rescribed p

art

icula

r to

the a

llocation t

o s

ay:

“Dem

onstr

ate

there

is

adequate

capacity in t

he w

ate

r supply

and foul sew

era

ge n

etw

ork

s”

-

Add a

n a

dditio

nal key p

rincip

le/p

rescribed p

art

icula

r to

the a

llocation t

o s

ay:

“A s

ew

er

cro

sses t

his

site;

there

fore

the s

ite layout

should

be d

esig

ned t

o t

ake t

his

into

account.

”

MM

22

SAP15

- Rem

ove r

efe

rence t

o p

erm

issio

n in p

rincip

le.

- Am

end p

rescribed p

art

icula

r (i

) so a

s it

reads a

s follow

s:

“Pro

posals

should

adhere

to t

he p

rincip

les o

utlin

ed in S

ection 4

and S

ection 5

of th

e ‘Kents

Hill

Park

’ D

evelo

pm

ent

Brief (O

cto

ber

2015).

- Add a

n a

dditio

nal key p

rincip

le/p

rescribed p

art

icula

r to

the a

llocation t

o s

ay:

“Resid

ential

pro

posals

that

incorp

ora

te a

n e

lem

ent

of C2 U

se (

Resid

ential In

stitu

tions)

will als

o b

e c

onsid

ere

d

(121)

appro

priate

for

this

site”

- Add a

n a

dditio

nal key p

rincip

le/p

rescribed p

art

icula

r to

the a

llocation t

o s

ay:

“Dem

onstr

ate

there

is

adequate

capacity in t

he foul sew

era

ge n

etw

ork

”

-

Add a

n a

dditio

nal key p

rincip

le/p

rescribed p

art

icula

r to

the a

llocation t

o s

ay:

“A w

ate

r m

ain

cro

sses t

his

site;

there

fore

the s

ite layout

should

be d

esig

ned t

o t

ake t

his

into

account.

”

MM

23

SAP16

- Rem

ove r

efe

rence t

o p

erm

issio

n in p

rincip

le.

- Rem

ove k

ey p

rincip

le (

ii).

- Add a

n a

dditio

nal pre

scribed p

art

icula

r to

say:

“The p

lante

d s

cre

enin

g b

etw

een t

he s

ite a

nd t

he

grid r

oad s

hould

be r

eta

ined in p

roposals

”.

-

Add a

n a

dditio

nal key p

rincip

le/p

rescribed p

art

icula

r to

the a

llocation t

o s

ay:

“Dem

onstr

ate

there

is a

dequate

capacity in t

he w

ate

r supply

and foul sew

era

ge n

etw

ork

s”

- Add a

n a

dditio

nal key p

rincip

le/p

rescribed p

art

icula

r to

the a

llocation t

o s

ay:

“A w

ate

r m

ain

cro

sses t

his

site;

there

fore

the s

ite layout

should

be d

esig

ned t

o t

ake t

his

into

account.

”

MM

24

SAP17

- Rem

ove r

efe

rence t

o p

erm

issio

n in p

rincip

le.

- Am

end p

rescribed p

art

icula

r (i

) so a

s it

reads a

s follow

s:

“Pro

posals

should

adhere

to t

he p

rincip

les o

utlin

ed in S

ection 5

of th

e ‘W

estc

roft

Reserv

e S

ite 3

’ D

evelo

pm

ent

Brief (O

cto

ber

2014).

-

Add a

n a

dditio

nal key p

rincip

le/p

rescribed p

art

icula

r to

the a

llocation t

o s

ay:

“Dem

onstr

ate

there

is

adequate

capacity in t

he foul sew

era

ge n

etw

ork

”

(122)

- Add a

n a

dditio

nal key p

rincip

le/p

rescribed p

art

icula

r to

the a

llocation t

o s

ay:

“A w

ate

r m

ain

cro

sses t

his

site;

there

fore

the s

ite layout

should

be d

esig

ned t

o t

ake t

his

into

account.

”

MM

25

SAP18

- Rem

ove r

efe

rence t

o p

erm

issio

n in p

rincip

le.

- Add a

n a

dditio

nal key p

rincip

le/p

rescribed p

art

icula

r to

the a

llocation t

o s

ay:

“Dem

onstr

ate

there

is

adequate

capacity in t

he foul sew

era

ge n

etw

ork

”

-

Am

end k

ey p

rincip

le i)

bullet

poin

t 3,

to r

ead:

“any a

dditio

nal access t

aken fro

m O

rtensia

Drive

(whic

h w

ill re

quire t

he P

ark

s T

rust’s a

gre

em

ent

if it

cro

sses P

ark

s T

rust

park

land)

is s

econdary

and

pro

vid

es a

ccess t

o n

o m

ore

than 5

0 d

wellin

gs.”

MM

26

SAP19

- Rem

ove r

efe

rence t

o p

erm

issio

n in p

rincip

le.

- Am

end t

he O

S b

ase s

ite location p

lan s

o t

hat

it illustr

ate

s t

he a

ppro

xim

ate

locations f

or

pro

posed

resid

ential and e

mplo

ym

ent

uses o

n t

he s

ite a

s o

utlin

ed in F

igure

4:

Para

mete

rs P

lan,

of th

e ‘Land

adjo

inin

g W

alton M

anor,

Walton’ D

evelo

pm

ent

Brief (N

ovem

ber

2015)

(pro

posed n

ew

site

boundary

att

ached t

o t

his

schedule

).

- Am

end p

rescribed p

art

icula

r (i

) so t

hat

it r

eads a

s follow

s:

“Pro

posals

should

adhere

to t

he p

rincip

les o

utlin

ed in S

ection 4

and S

ection 5

of th

e ‘Land

adjo

inin

g W

alton M

anor,

Walton’ D

evelo

pm

ent

Brief (N

ovem

ber

2015),

and ‘Policy W

NP1 W

alton

Manor’ o

f th

e ‘W

alton N

eig

hbourh

ood P

lan 2

016-2

026 (

Novem

ber

2026)”

.

- Add a

n a

dditio

nal key p

rincip

le/p

rescribed p

art

icula

r to

the a

llocation t

o s

ay:

“Dem

onstr

ate

there

is

adequate

capacity in t

he w

ate

r supply

and foul sew

era

ge n

etw

ork

s”

-

Add a

n a

dditio

nal key p

rincip

le/p

rescribed p

art

icula

r to

the a

llocation t

o s

ay:

“A s

ew

er

cro

sses t

his

(123)

site;

there

fore

the s

ite layout

should

be d

esig

ned t

o t

ake t

his

into

account.

”

MM

27

SAP20

- Rem

ove r

efe

rence t

o p

erm

issio

n in p

rincip

le.

- Am

end p

rescribed p

art

icula

r (i

) so t

hat

it r

eads a

s follow

s:

“Pro

posals

should

adhere

to t

he p

rincip

les o

utlin

ed in S

ection 5

of th

e ‘Att

erb

ury

Are

a 1

’

Develo

pm

ent

Brief (J

uly

2014).

- Add a

n a

dditio

nal key p

rincip

le/p

rescribed p

art

icula

r to

the a

llocation t

o s

ay:

“Dem

onstr

ate

there

is

adequate

capacity in t

he foul sew

era

ge n

etw

ork

”

MM

28

SAP21

- Rem

ove r

efe

rence t

o p

erm

issio

n in p

rincip

le.

- Am

end t

he s

ite location p

lan t

o r

eflect

the c

orr

ect

site b

oundary

and o

wners

hip

/develo

pm

ent

are

a

on b

oth

the s

ate

llite a

nd O

S b

ase im

ages (

pro

posed n

ew

site b

oundary

att

ached t

o t

his

schedule

).

- Am

end p

rescribed p

art

icula

r (i

) so t

hat

it r

eads a

s follow

s:

“Pro

posals

should

adhere

to t

he p

rincip

les o

utlin

ed in S

ection 5

of th

e ‘Att

erb

ury

Are

a 1

’

Develo

pm

ent

Brief (J

uly

2015).

- Add a

n a

dditio

nal key p

rincip

le/p

rescribed p

art

icula

r to

the a

llocation t

o s

ay:

“Dem

onstr

ate

there

is

adequate

capacity in t

he foul sew

era

ge n

etw

ork

”

- Add a

n a

dditio

nal key p

rincip

le/p

rescribed p

art

icula

r to

the a

llocation t

o s

ay:

“A s

ew

er

and w

ate

r m

ain

cro

sses t

his

site,

there

fore

the s

ite layout

should

be d

esig

ned t

o t

ake t

his

into

account.

”

MM

29

Para

gra

ph

7.2

D

ele

te P

ara

gra

ph 7

.2

MM

30

Appendix

A

Insert

an A

ppendix

into

the p

lan o

utlin

ing a

schedule

of am

endm

ents

to t

he C

ore

Str

ate

gy (

2013)

and

Local Pla

n (

2005)

policie

s a

s a

result o

f th

e S

AP a

llocations.

Dra

ft A

ppendix

A a

ttached t

o t

his

schedule

.

(124)

Appendix 1: Schedule of Superseded Existing Development Plan Policies The below table outlines where existing policy contained within Milton Keynes Council’s Development Plan (Milton Keynes Core Strategy (2013) and Milton Keynes Local Plan (2005)) will be superseded by new policy within the Site Allocations Plan as a result of its adoption.

SAP Site Current Development Plan Policy

Amendment

SAP3 Local Plan* Policy C9 (Appendix C9 “Reserve Sites”).

Remove site “RS/110/SOC - N of H5 Portway”.

SAP9 Local Plan Policy C4 “Education”.

Delete “Shenley Church End” from list of sites allocated for Independent Schools.

SAP12 Local Plan Policy C9 (Appendix C9 “Reserve Sites”).

Remove site “RS/2/COML – N of H5 between Hampstead Gate & Wimbledon Place”.

SAP15 Local Plan Policy C4 “Education”.

Delete “Kents Hill” from list of sites allocated for Higher Education.


Remove site “RS/62/SOC – N of H7 Chaffron Way, E of Shenley Brook End Secondary School”.


Remove site “RS/102/SOC – E of V12, Snelshall Street”.

SAP18 Core Strategy** Policy CS3 “Employment Land Supply” Table 5.4.

Amend site area of “Towergate” to 1.5ha, to account for removal of the 5.6ha SAP18 site.

SAP19 Core Strategy Policy CS3 “Employment Land Supply” Table 5.4.

Amend site area of “Walton” to 2ha, to account for removal of 7.5ha for residential and open space use for the SAP19 site.

SAP20 Core Strategy Policy CS3 “Employment Land Supply” Table 5.4.

Remove reference to “Broughton/Atterbury” from table.

* “Local Plan” refers to the Milton Keynes Local Plan (2005) ** “Core Strategy refers to the Milton Keynes Core Strategy (2013)

(125)

Schedule of Updated Aerial and OS plans 1) SAP3 – Land off Singleton Drive, Grange Farm (Aerial Plan)

2) SAP3 – Land off Singleton Drive, Grange Farm (OS Plan)

3) SAP4 – Land east of John Lewis Car Park, Central Milton Keynes (Aerial Plan)

4) SAP4 – Land east of John Lewis Car Park, Central Milton Keynes (OS Plan)

5) SAP9 – Independent School Site, Daubeney Gate, Shenley Church End (Aerial Plan)

6) SAP9 – Independent School Site, Daubeney Gate, Shenley Church End (OS Plan)

7) SAP19 – Land at Walton Manor, Groveway/Simpson Road, Walton Manor (OS map)

8) SAP21 – Land off Ladbroke Grove, Monkston Park (Aerial Plan)

9) SAP21 – Land off Ladbroke Grove, Monkston Park (Aerial Plan)

(126)

Site Allocations Plan, Adoption Version

ANNEX C

(127)

3Introduction1

4Vision and Objectives2

6Policy3

8Allocations4

54Monitoring5

55Appendix A Schedule of Superseded Existing Development Plan Policies6

Site policies:6Policy SAP 09SAP 1 - Land off Singleton Drive, Grange Farm

12SAP 2 - Land east of John Lewis car park, Central Milton Keynes15SAP 3 - Land north of Vernier Crescent, Medbourne18SAP 4 - Gurnards Avenue, Fishermead21SAP 5 - Bergamot Gardens, Walnut Tree24SAP 6 - Independent school site, Daubeney Gate, Shenley Church End27SAP 7 - Land off Hampstead Gate, Bradwell Common30SAP 8 - Land off Harrowden, Bradville33SAP 9 - Timbold Drive, Kents Hill, sites A, C and D136SAP 10 - Manifold Lane, Shenley Brook End

39SAP 11 - East of Snelshall Street reserve site, Cranborne Avenue,Westcroft

42SAP 12 - Land at Towergate, Groveway, Wavendon Gate

45SAP 13 - Land at Walton Manor, Groveway/Simpson Road, WaltonManor

48SAP 14 - Land at Broughton Atterbury, Oakworth Avenue, Broughton51SAP 15 - Land off Ladbroke Grove, Monkston Park

Contents

Milton

KeynesCouncil

SiteAllocations

Plan,Adoption

Version

(128)

1 Introduction

1.1 Policy CS1 of the Milton Keynes Core Strategy (2013) requires that a site allocationsplan be prepared to support the Development Strategy of the Borough and to supplementhousing land supply, which in the Core Strategy and Milton Keynes Local Plan (2005) isreliant on large-scale expansion areas, by providing small and medium-sized sites withinthe main urban area (Core Strategy, Paragraph 1.12).

1.2 As outlined in the Core Strategy (paragraphs 5.2 and 17.5 and Policies CS1 and CS2),the role of the Site Allocations Plan is to identify and allocate new, non-strategicdevelopment sites to provide short term flexibility and contingency to the existing housingland supply and to help deliver the Core Strategy objectives, specifically to ensure thatland for at least 28,000 homes will be provided by 2026.

1.3 Whilst the Inspector’s Report on the Core Strategy made reference to a guide figurein the order of 1,000 homes, for which land allocations should be made through the SiteAllocations Plan, the Core Strategy itself did not set an explicit housing target for thePlan. The Site Allocations Plan comprises 15 small and medium-sized sites, providingapproximately 995 homes, throughout the Milton Keynes urban area which have beenselected on the basis of their suitability for residential development and potential tosupport the wider Core Strategy objectives.

1.4 Originally, the Core Strategy proposed that the Site Allocations Plan would alsorelease development sites in the rural area. However, since the adoption of the CoreStrategy, this role has largely been fulfilled by the introduction of neighbourhood plans.The settlements of Newport Pagnell and Olney alone are providing 1700 homes throughtheir respective neighbourhood plans and all the other key settlements and selected villagesin the rural area are also making strong progress in identifying their own preferred sitesfor development.

1.5 Once adopted, this document will form part of the Development Plan. The LocalPlan Proposals Map will be amended to give all of the proposed allocations a residentialnotation. This will also mean that certain policies (e.g. Policy E1 of the Local Plan(Protection of Employment Land) may no longer be applicable for certain sites.

1.6 The Council are also currently in the process of preparing Plan:MK, a new local planfor the Borough. Upon adoption, Plan:MK will replace both the Local Plan and Core Strategyas the key component of the Development Plan for the Borough. Plan:MK will provide anew vision and objectives for the Borough alongside updated strategic and DevelopmentManagement policies, and a range of new strategic and non-strategic site allocations.

1.7 The Site Allocations Plan is not part of the (longer term) Plan:MK process. The SiteAllocations Plan will cover the period until 2026, Plan:MK for the period until 2031.

1 . Introduction

Milton

Keyn

esCo

uncilSite

Allocation

sPlan

,Ad

option

Version

3

(129)

2 Vision and Objectives

2.1 At the outset, it is important to set out the purpose of the Site Allocations Plan,what it is trying to achieve and how it relates to the wider planning policy framework. Onthis basis, the Vision and Objectives for the Site Allocations Plan are as follows:

Vision

Ahead of the preparation of Plan:MK, housing development across the Borough willcontinue to have been delivered through a plan-led approach, shaped by the input oflocal communities, which has ensured that the principles adopted in the Core Strategyare maintained.

Development of land identified in the Site Allocations Plan will have provided a widerange of high quality homes in the most sustainable locations across the Milton Keynesurban area. The plan-led approach will have ensured that homes have been built inareas well served by day-to-day facilities, including schools, community facilities,shops and employment, which respect the character of existing communities, andwhich have been prioritised ahead of ad hoc growth on the edge of the city and ruralsettlements.

The development of sites will have made efficient use of existing land assets withinthe city area, including those sites no longer needed for the purpose for which theywere originally allocated. Where it has been necessary, greenfield development willhave been focused on areas of lesser environmental quality to minimise the impactof essential housing growth. Any greenfield development will have been sensitivelyplanned to sit within the urban landscape.

New homes will have been developed at densities that are appropriate to the area inwhich they are located. The type, tenure and size of homes provided will have hadregard to the assessed need in the latest Strategic Housing Market Assessment ensuringexisting residents, and those who wish to move to Milton Keynes, have a suitablechoice of home.

The development of housing will have supported wider improvements to the Boroughfor all residents and visitors to enjoy, including enhanced economic prospects andincreased provision of leisure and social facilities. By virtue of their close proximityto key public transport routes, new homes will also have contributed to maximisingaccess to sustainable travel, helping to minimise the impact of new development onthe environment.

2 . Vision and Objectives

Milton

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SiteAllocations

Plan,Adoption

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Objectives

To allocate a range of non-strategic sites to provide short term flexibility toexisting supply and contingency, to ensure that at least 28,000 homes will beprovided by 2026.To allocate land that will ensure delivery of a range of house types, to providefor existing residents who need a new home and those who want to make MiltonKeynes their home.To ensure the efficient use of land by encouraging the development of previouslydeveloped sites and considering whether there are opportunities to re-designateexisting non-housing land allocations which are no longer needed for, or suitablefor, their proposed use.To ensure that any greenfield development is necessary and planned in a sensitivemanner having respect for the local landscape.To allocate land which is well located in relation to key day to day facilities andthat maximises opportunities for sustainable movement.To set out policies which guide development on specific sites, ensuringdevelopment respects the context of the area in which it is located, whilst takingadvantage of any specific opportunities presented by the site.Where appropriate, to allocate sites that maximise opportunities to supportdelivery of wider Core Strategy objectives including:

extending linear parksregenerating older estatesencouraging sustainable transport and movementprotecting, maintaining and enhancing significant environmental and heritageassetsdeveloping an International Sporting City

2 . Vision and Objectives

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3 Policy

3.1 The Site Allocations Plan consists of one main policy shown below as SAP 0. This inturn refers to site-specific criteria (known as 'key principles' or 'prescribed particulars')that are outlined in individual allocations for each site.

3.2 The allocation of a site establishes only the principle of development; a planningapplication will be required to confirm how proposals address potential issues such asinfrastructure or rights of way.

3.3 Throughout the preparation of the plan, the capacity of and proximity to healthfacilities serving potential allocations has been identified as a particularly difficultconstraint to overcome. The purpose of the Site Allocations Plan is to maintain a deliverablesupply of land suitable for housing, the availability of which does not necessarily matchwith areas of the Borough that enjoy greater capacity of health services. The Council andpromoters of all allocated sites will be expected to maintain a close working relationshipwith NHS England and the Clinical Commissioning Group to plan for new residentialpopulations and identify future opportunities to enhance healthcare provision in bringingforward allocations. This situation is outlined in further detail in the accompanyingSustainability Appraisal. Similar considerations and expectations will apply to the essentialprovision of school places where the Council is more directly in control of planning andfunding.

3.4 Each site allocation profile in the plan contains background information, includingdetails of its location, capacity and previous use. The residential capacities provided shouldbe treated as indicative only and are not to be interpreted as either a minimum or maximumfigure. Proposals may come forward that justify either a higher or lower level ofdevelopment. The indicative capacities are based on a site's area and location, with netdensity assumed to be 35 dwellings per hectare (dph), 40dph or 100dph depending uponlocation (in line with Policy H8 of the Local Plan). For the purposes of the calculations,net to gross ratios for density are taken to be 100% on sites smaller than 2 hectares, 75%on sites between 2 and 10 hectares, and 50% on sites larger than 10 hectares.

Policy SAP 0

Planning permission will be granted for residential development on the allocated sitesSAP1 to SAP15 provided that proposals meet the specified key principles set out foreach site and are in accordance with other relevant policies in the Development Plan.

3.5 The distribution of the site allocations within Milton Keynes on the following pagesis shown in Fig. 1.

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Figure 1 Distribution of proposed allocations across Milton Keynes

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SAP 1 - Land off Singleton Drive, Grange Farm

Land off Singleton Drive, Grange FarmName and location

U6Consultation ref.

0.55Ha - up to 22 dwellingsArea and indicativecapacity

Reserve sitePrevious use


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i. Proposals should maintain pedestrian access through thesite and provide enhanced crossing points to both Christthe Sower Ecumenical Primary School and the local centre.

ii. Proposals should respect any other principles establishedin any future Development Brief.

iii. The planted screening between the site and the grid roadshould be retained in proposals.

iv. Demonstrate there is adequate capacity in the foulsewerage network.

v. A water main crosses this site; therefore the site layoutshould be designed to take this into account.

Prescribedparticulars

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SAP 2 - Land east of John Lewis car park, Central Milton Keynes

Land East of John Lewis car park, Central Milton KeynesName and location

U46Consultation ref.


Coach/car parkPrevious use


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i. Design and materials should be of a high quality, respectthe setting of the listed shopping centre to the west andtake advantage of the vista Campbell Park provides to theeast.

ii. The form of any development should be appropriate forthe setting of Campbell Park.

iii. The site is suitable for mixed use development consistingof both residential and main town centre uses (such asretail, leisure, office).

iv. Proposals should adhere to policies outlined within theCMK Alliance Plan 2026 (June 2015) specifically PoliciesCMKAP G1 "Classic Infrastructure" and CMKAP G11"Exceptional Developments".

v. Proposals should be accompanied by a transportassessment that includes baseline traffic information fromthe multi-storey car park.

vi. The site should make provision for its own parking.

vii. A development brief must be prepared with communityand stakeholder engagement and be adopted prior toplanning permission being granted, with the exception ofthat part of the site which relates to the Council's decisionof 8 August 2017 which agreed to its disposal for a hotelproposal.

viii. Demonstrate there is adequate capacity in he foulsewerage network.

ix. A water main crosses the site; therefore the site layoutshould be designed to take this into account.

Key principles

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SAP 3 - Land north of Vernier Crescent, Medbourne

Land North of Vernier Crescent, MedbourneName and location

U8Consultation ref.




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i. Proposals should adhere to the principles outlined inSection 4 and Section 5 of the 'Pascal Drive, Medbourne'Development Brief (January 2016).

ii. The planted screening between the site and the grid roadto the north should be retained in proposals.

iii. Demonstrate there is adequate capacity in the foulsewerage network.

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SAP 4 - Gurnards Avenue, Fishermead

Gurnards Avenue, FishermeadName and location

U5Consultation ref.


Employment (vacant)Previous use


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i. Development should present an active frontage to all foursides.

ii. The redway to the north must be retained in proposals.iii. A higher-density scheme will be acceptable where it can

be demonstrated this will not adversely impact theprivacy, amenity or light of neighbouring properties.

iv. Schemes incorporating some element of mixed use (B1,A1, A2) will be supported.

v. Proposals must include provision for play or an equivalentoff-site contribution.

vi. Demonstrate there is adequate capacity in the foulsewerage network.

Key principles

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SAP 5 - Bergamot Gardens, Walnut Tree

Land at Bergamot Gardens, Walnut TreeName and location



Allotments (vacant)Previous use


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i. Proposals should adhere to principles outlined in PolicyWNP 4 of the Walton Neighbourhood Plan, which specifies:Development does not exceed 35 dwellings per hectare(net) (15 units),

Development provides an active frontage, where possible,to Bergamot Gardens and the school playing field,

Units adjacent to existing residential properties provideacceptable set back distances (minimum 22 metres asspecified in the MKC Residential Design Guide) and avoidoverlooking, and

The proposed design and materials are in keeping withneighbouring properties. This will include the use ofred/orange brick construction and dwellings being nomore than two and a half storey.

2. Demonstrate there is adequate capacity in the watersupply and foul sewerage networks.


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SAP 6 - Independent school site, Daubeney Gate, Shenley Church End

Independent school site, Daubeney Gate, Shenley ChurchEnd

Name and location



Education (vacant)Previous use


Name and location

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Name and location

i. Proposals should incorporate a buffer to the adjacentScheduled Ancient Monument.

ii. Access should be taken from Vache Lane and developmentshould contribute towards appropriate off-site trafficcalming measures.

iii. Proposals should incorporate measures to improvebiodiversity with the western edge of the site left as greenspace to facilitate this.

iv. Dwellings should be orientated to avoid overlookingexisting development on Duncan Grove.

v. Demonstrate there is adequate capacity in the watersupply and foul sewerage networks.

Key principles

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SAP 7 - Land off Hampstead Gate, Bradwell Common

Land off Hampstead Gate, Bradwell CommonName and location

U3Consultation ref.




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i. Proposals should include provision for play andcontributions to improve access to and signposting offormal open space elsewhere in Bradwell Common.

ii. Proposals should incorporate on-site parking, noton-street.

iii. Higher density or residential-led, mixed-use proposals,containing community facilities, will be acceptable whereit can be demonstrated the above principles will not becompromised.


v. A sewer and water main crosses this site, therefore thesite layout should be designed to take this into account.

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SAP 8 - Land off Harrowden, Bradville

Land off Harrowden, BradvilleName and location



Unused residential allocationPrevious use


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i. Proposals should reflect the wider regeneration work beingundertaken by YourMK in Bradville.

ii. Proposals should respect the wildlife corridor on the site’snorthern edge and include appropriate planting toencourage biodiversity.

iii. Demonstrate there is adequate capacity in the watersupply and foul sewerage networks.

iv. A sewer crosses this site; therefore the site layout shouldbe designed to take this into account.

Key principles

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SAP 9 - Timbold Drive, Kents Hill, sites A, C and D1

Timbold Drive, Kents Hill, sites A, C and D1Name and location

U65-67Consultation ref.


Education/commercial (vacant)Previous use


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i. Proposals should adhere to the principles outlined inSection 4 and Section 5 of the 'Kents Hill Park'Development Brief (October 2015) .

ii. Proposals should be supported by a Transport Assessmentthat covers the full Kents Hill Park development (includingschools) and make junction improvements accordingly.

iii. Residential proposals that incorporate an element of C2use (Residential Institutions) will also be consideredappropriate for this site.


v. A water main crosses this site; therefore the site layoutshould be designed to take this into account.


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SAP 10 - Manifold Lane, Shenley Brook End

Manifold Lane reserve site, Shenley Brook EndName and location





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i. Proposals should respect the community facility adjacentto the site and include appropriate screening for visualand noise mitigation.

ii. The planted screening between the site and the grid roadshould be retained in proposals.

iii. Demonstrate there is adequate capacity in the watersupply and foul sewerage networks.

iv. A water main crosses this site; therefore the site layoutshould be designed to take this into account.

Key principles

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SAP 11 - East of Snelshall Street reserve site, Cranborne Avenue, Westcroft

East of Snelshall Street reserve site, Cranborne Avenue,Westcroft

Name and location





Name and location

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Name and location

i. Proposals should adhere to the principles outlined inSection 5 of the 'Westcroft Reserve Site 3' DevelopmentBrief (October 2014).

ii. Demonstrate there is adequate capacity in the foulsewerage network.

iii. A water main crosses this site; therefore the site layoutshould be designed to take this into account.


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SAP 12 - Land at Towergate, Groveway, Wavendon Gate

Land at Towergate, Groveway, Wavendon GateName and location





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i. Proposals should adhere to the principles outlined in PolicyWNP2 of the Walton Neighbourhood Plan, which statesproposals will be supported where:A residential led development is provided which takesaccount of proposals on the adjacent sites in the‘Wavendon Triangle’ that includes the land at HewlettPackard (WNP 3) and the Fairfields development to theeast,Primary access is taken from H9 Groveway, with the mainestate road providing connection through to the Fairfieldsdevelopment,Any additional access taken from Ortensia Drive (whichwill require the Parks Trust's agreement if it crosses ParksTrust parkland) is secondary and provides access to nomore than 50 dwellings,Footpath and redway connections are provided to OrtensiaDrive, the Fairfields development and the HewlettPackard site to the south (if developed),The extensive tree belt to the northern and westernboundaries of the site are retained,Housing density does not exceed 35 dwellings per hectare(net) across the site,A local centre containing a local shop as a minimum isprovided on this site if no shop has been provided in theadjacent land parcels of the Wavendon Triangle, andA Local Equipped Area of Play (LEAP) to be provided onsite located a minimum distance of 20 metres fromresidential boundaries and 30 metres from the nearestroad. This should be upgraded to a Neighbourhood PlayArea (NEAP) if no NEAP has been approved/providedwithin the other sites which form the Wavendon Triangle.


Key principles

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SAP 13 - Land at Walton Manor, Groveway/Simpson Road, Walton Manor

Land at Walton Manor, Groveway/Simpson Road, WaltonManor

Name and location





Name and location

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Name and location

i. Proposals should adhere to the principles outlined inSection 4 and Section 5 of the 'Land adjoining WaltonManor, Walton' Development Brief (November 2015), and'Policy WNP1 Walton Manor' of the 'Walton NeighbourhoodPlan 2016-2026 (November 2016)'.

ii. Demonstrate there is adequate capacity in the watersupply and foul sewerage networks.

iii. A sewer crosses this site; therefore the site layout shouldbe designed to take this into account.


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SAP 14 - Land at Broughton Atterbury, Oakworth Avenue, Broughton

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i. Proposals should adhere to the principles outlined inSection 5 of the 'Atterbury Area 1' Development Brief (July2014)



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SAP 15 - Land off Ladbroke Grove, Monkston Park

Land off Ladbroke Grove, Monkston ParkName and location

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Commercial (vacant)Previous use


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i. Proposals should adhere to the principles outlined insection 5 of the 'Ladbroke Grove, Monkston Park'Development Brief (July 2015).


iii. A sewer and water main crosses this site, therefore thesite layout should be designed to take this into account.


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5 Monitoring

5.1 The Site Allocations Plan consists of policies for only residential development.Separate monitoring criteria and indicators are therefore not required for the plan. Thedelivery of each individual allocation will be monitored through the Council's existingprocedure for monitoring housing land supply. This consists of maintaining a housingtrajectory (in accordance with the National Planning Policy Framework's requirement fora list of specific deliverable sites sufficient to provide five years' supply of housing land).This will be updated quarterly to reflect latest completion rates and any other 'intelligence'that has been gathered by the Council's Joint Housing Monitoring Team.

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6 Appendix A Schedule of Superseded Existing DevelopmentPlan Policies

6.1 The below table outlines where existing policy contained within Milton KeynesCouncil’s Development Plan (Milton Keynes Core Strategy (2013) and Milton Keynes LocalPlan (2005)) will be superseded by new policy within the Site Allocations Plan as a resultof its adoption.

Table 6.1

AmendmentCurrent Development PlanPolicy

SAP Site

Remove site "RS/110/SOC - N of H5Portway"

Local Plan* Policy C9 (AppendixC9 "Reserve Sites)"

SAP1

Delete "Shenley Church End" from listof sites allocated for IndependentSchools

Local Plan Policy C4 "Education"SAP6

Remove site "RS/2/COML - N of H5between Hampstead Gate & WimbledonPlace"


SAP7

Delete "Kents Hill" from list of sitesallocated for Higher Education.

Local Plan Policy C4 "Education"SAP9

Remove site "RS/62/SOC - N of H7Chaffron Way, E of Shenley Brook EndSecondary School".


SAP10

Remove site "RS/102/SOC - E of V12,Snelshall Street".


SAP11

Amend site area of "Towergate" to1.5ha, to account for removal of the5.6ha SAP12 site.

Core Strategy** Policy CS3"Employment Land Supply" Table5.4

SAP12

Amend site area of "Walton" to 2ha, toaccount for removal of 7.5ha forresidential and open space use for theSAP13 site

Core Strategy Policy CS3"Employment Land Supply" Table5.4

SAP13

Remove reference to"Broughton/Atterbury" from table.

Core Strategy Policy CS3"Employment Land Supply" Table5.4

SAP14

* "Local Plan" refers to the Milton Keynes Local Plan (2005)

** "Core Strategy" refers to the Milton Keynes Core Strategy (2013)

6 . Appendix A Schedule of Superseded Existing Development Plan Policies

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ITEM 15

CABINET

10 JULY 2018

10 July 2018

AMENDMENTS TO THE TAXI LICENSING POLICY

Responsible Cabinet Member: Councillor Legg – Cabinet Member for Customer Services

Report Sponsor: Tom Blackburne-Maze – Service Director Public Realm

Author and contact: Jason Agar, Senior Practitioner - Taxi Enforcement

Tel: 01908 253357

Executive Summary:

On 14 March 2018 the Regulatory Committee considered reports from officers to amend Milton Keynes Council’s (MKC) Taxi Licensing procedures to improve its customer service; facilitate online systems; and deal with the issue of cross-border hiring and its adverse impact on the safety of Milton Keynes’ residents and the Taxi Licensing Service budget.

It was therefore recommended by the Regulatory Committee to revise the Council’s Hackney Carriage & Private Hire (Taxi) Policy by imposing a condition on all drivers that they must undertake safeguarding training; create a new verbal driver testing processes known as Driver Assessment Suitability; and to remove the restrictions regarding rear tinted windows.

1. RECOMMENDATIONS

1.1 That the following amendments to the Council’s Hackney Carriage and Private Hire (Taxi) Licensing Policy be approved:

(a) Revisions to permit online applications;

(b) Adding the requirement that all drivers must undertake Safeguarding training;

(c) Adoption of a new testing process known as Driver Assessment Suitability which will replace the induction and knowledge test; and

(d) Removal of the requirement that licensed vehicles must have rear tinted window transmissibility of 50%.

2. ISSUES

Background

2.1 On the 14 March 2018 two reports were considered by the Regulatory Committee.

2.2 The first report proposed amendments to the Council’s Policy to streamline the application procedure and ensure that it was compatible to an online application system for licensed drivers, operators and vehicle proprietors. The report also

Wards Affected:

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proposed that a condition be imposed on all licensed drivers that they must undergo relevant Child Sexual Exploitation and Safeguarding training. These recommendations were approved by the Regulatory Committee and are presented in the revised forms in the attached draft Policy (Annex A).

2.3 The second report to the Regulatory Committee outlined the problems caused by cross-border hiring and outlined proposals that the Council could take to resolve this and address the public safety concerns that cross-border hiring has caused. In summary the report stated that:

Milton Keynes (MK) has experienced a significant increase in Private Hire Vehicles (PHVs) licensed by other Councils working within its district boundaries over the past 2-3 years. Recent results obtained from the independent Unmet Demand Survey and Milton Keynes Council’s (MKC) Taxi Enforcement Team show that 50% of PHVs working in MK are now licensed by neighbouring districts. During the same period the number of PHVs in the UK has increased by 14% whereas the number of vehicles licensed by MKC has fallen by 20%. The fundamental problem for MKC is that with the number of out of district vehicles growing, and the number of MK PHVs falling, the impact of MKC’s Policy in protecting all MK residents is diminishing. In effect, Councillors from neighbouring Local Authorities are setting the driver and vehicle standards for 50% of licensed vehicles working in MK when in fact these standards should be set by Councillors elected by MK residents. This position is supported by recent enforcement results (2018) which show that 15% of MKC licensed vehicles (that were checked) were defective whereas 24% of non-MK licensed vehicles (that were checked) were defective. This report therefore sets out proposals to amend MKC’s Taxi Policy in an attempt to reverse this trend in order to have more vehicles and drivers licensed by MKC and therefore subject to its high policy standards.

2.4 Whilst the Council is addressing the problem of defective outside vehicles with vehicle suspension powers delegated by South Northants & Aylesbury Vale Councils, these powers do not allow the Council to take remedial action against outside drivers as this power must remain with the Authority that authorises the licence. For example, if Milton Keynes Council receives a complaint that an South Northamptonshire Council or Aylesbury Vale District Council registered driver working in Milton Keynes refuses to take an assistance dog but the complainant does not want to proceed to Court, then all MKC can do is refer the matter to the home local authority who may or may not take further action. However, if the driver is licensed by MKC then a range of options (other than criminal) are available under MKC policy and would be pursued including disability awareness training, re-taking Driver Assessment Suitability, warning/penalty points, suspension, revocation and/or referred to the Regulatory Committee. Therefore if MKC can licence more drivers from outside areas then MKC policy will be more effective in protecting MK residents as clear and decisive remedial action will be taken.

2.5 In addition to the adverse effect that cross-border hiring is having on public safety, the projected income for the Taxi Licensing Service has fallen significantly due to less MK vehicles and drivers now being licensed. This reduction in fees received impacts adversely on enforcement and public safety, as those elements are funded from that income. The fundamental problem

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facing MKC is that the number of licensed vehicles working in MK is growing whereas MKC’s income to deal with these vehicles/drivers is diminishing. In order to address this challenge and increase the number of drivers and vehicles being licensed by the Council, it is recommended to:

Introduce a new verbal testing process known as Driver Assessment Suitability (DAS) to replace the induction and written knowledge test; and

Remove the restriction that vehicles cannot have vehicle manufacturer pre-fitted rear tinted windows.

Interim Measures & Evidence

2.6 A trial has been implemented to assess the benefits of the proposed changes. During the 2017-2018 financial year, there were 38 new driver applications (3 per month). In the period from March-June 2018 there have been 62 new driver applications (20+ per month) - of which 46 were from drivers previously licensed by neighbouring Councils. This represents a 6 fold increase in new driver applications.

2.7 The evidence so far clearly shows that the trial arrangements have been effective whilst maintaining the Council’s high standards of licensing. It is hoped that the vast majority of new driver licence applicants will also apply to licence their vehicle(s) with MKC and thus provide further income for enforcement and compliance checks. The removal of the restriction upon manufacturer pre-fitted tinted windows will assist MKC in licensing more vehicles to MKC standards.

3.0 Options

3.1 Option 1 – Adopt the recommendations as set out in Part 1 of this report

3.2 Option 2 – Adopt none or parts of the recommendations as set out in Part 1 of this report

4. IMPLICATIONS

4.1 Policy

Should the recommendations of this report be approved then Council Policy will be amended (at the Annex) to reflect this.


Capital x Revenue Accommodation

IT Medium Term Plan Asset Management


Removal of tinted windows is likely to increase the number of licensed electric vehicles.

4.4 Legal

The ability to have a policy, procedures and conditions and to amend them from time to time is inherent within the provisions of the 1976 Act.

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Equalities/Diversity Sustainability Human Rights

E-Government Stakeholders Crime & Disorder

Annex : Revised Draft Council Licensing Policy (4.0)

https://www.milton-keynes.gov.uk/environmental-health-and-trading-standards/licensing/hackney-carriage-and-private-hire

Background Papers: a) Report to the Regulatory Committee regarding change to procedures and safeguarding training - 14 March 2018


b) Report to the Regulatory Committee on Cross-Border Hiring – 14 March 2018


c) DAS: Pre-assessment information for drivers

https://www.milton-keynes.gov.uk/environmental-health-and-trading-standards/licensing/hackney-carriage-and-private-hire/taxi-licensing-application-forms

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ITEM 16

CABINET

10 JULY 2018

10 July 2018

AMENDMENTS TO THE MILTON KEYNES COUNCIL STREET TRADING POLICY

Responsible Cabinet Member: Councillor Legg, Cabinet member for Customer Services

Report Sponsor: Tom Blackburne-Maze - Service Director Public Realm

Author and contact: Kieran Evans - Senior Enforcement Officer

Tel: 01908 252647

Executive Summary:

The Policy states that it is to be reviewed every 3 years, but a review could be triggered at any time by a change in legislation or other relevant factors. Other relevant factors have required changes to the policy which can be revised without going out to consultation when introducing minor changes. Minor amendments are being proposed to clarify specific terms in the Milton Keynes Street Trading Policy which need to be adopted by the Cabinet.


1.1 That the Revised Milton Keynes Council Street trading policy be adopted.

2. Background

2.1 Although there is no legal requirement under the Local Government Miscellaneous Provisions Act 1982 for the Council to have a policy, it is good practice to do so as it provides published guidance on procedures and standards. The policy provides guidance where legal requirements are not established and will assist consistent decision making.

2.2 Subsequent to MKC’s response to a query from Cripps LLP representing Hermes Investment Management, it was determined that clarification should be given in the Policy that the 60 metre boundary of designated streets does not apply to any internal shopping mall (i.e. Centre:MK), permanent structures with covered areas (i.e. INTU) and the outdoor walkways within the shops jurisdiction. This is to apply to all premises of this type within the Borough and Paragraph 2.4 of the Policy has been amended accordingly.

2.3 Other Policy amendments include:

2.3.1 A mandatory requirement that the street trading consent permit summary is to be displayed within the food mobile when trading, where it can be easily read by members of the public. Added at Policy Appendix A section 22.

2.3.2 Expand on mandatory minimum food hygiene rating. Added at 10.2 (e) of Policy.

Wards Affected:

All Wards

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10 July 2018

2.3.3 Market exemption definition expanded. Added at 24.4 and 24.5 of Policy.

2.3.4 Community event exemption definition expanded. Added at 2.3.1 of Policy.

2.4 On 14 March 2018 (Decision Sheet 7.1 refers) the proposed amendments to the policy were considered by the Regulatory Committee of the Council and endorsed for adoption at Cabinet.

2.5 The revised policy is now presented at Annex A for adoption.

3. Options

3.1 Cabinet has the following options available to it:

(a) Consider the revised document (attached as an Annex to this report) and adopt it as Council policy.

(b) Require further alterations or consideration to be given and a revised document to be prepared for adoption at a later date.

In light of the views of the Regulatory Committee the preferred option is (a).

4.0 Implications

4.1 Policy

The policy strengthens and clarifies the approach to the regulation of street traders in Milton Keynes; supports the corporate vision of putting customers first; improving performance by having clear standards in place and protecting the public from unscrupulous traders.


The adoption of the Street Trading Policy will have no financial implications for the council. The policy will be adopted using existing council resources.

N Capital N Revenue N Accommodation

N IT N Medium Term Plan N Asset Management


The street traders are required to incorporate recyclables and energy efficient processes as part of their trading routine in order to reduce any potential environmental impact.

4.4 Legal

(a) The Policy requires endorsement from members and will be reviewed every three years, if not sooner, to accommodate for legislative changes or other relevant factors.

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10 July 2018

(b) The Local Government (Miscellaneous Provisions) Act 1982, Schedule 4 – Street Trading, sets out the administrative arrangements for the designation of highways, streets, forecourts, etc. as ‘Prohibited’ and ‘Consent’ Streets.


N Equalities/Diversity N Sustainability N Human Rights

N E-Government N Stakeholders N Crime and Disorder

Background Papers: 14 March 2018 Regulatory Committee agenda and Decision Sheet Regulatory Committee 14 March 2018

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http://milton-keynes.cmis.uk.com/milton-keynes/Document.ashx?czJKcaeAi5tUFL1DTL2UE4zNRBcoShgo=CcnvLIdDj2gpdWuS%2fIk1OdoKC%2f6n0cJT7pVHz4xbTEzHWoWmSo2kHw%3d%3d&rUzwRPf%2bZ3zd4E7Ikn8Lyw%3d%3d=pwRE6AGJFLDNlh225F5QMaQWCtPHwdhUfCZ%2fLUQzgA2uL5jNRG4jdQ%3d%3d&mCTIbCubSFfXsDGW9IXnlg%3d%3d=hFflUdN3100%3d&kCx1AnS9%2fpWZQ40DXFvdEw%3d%3d=hFflUdN3100%3d&uJovDxwdjMPoYv%2bAJvYtyA%3d%3d=ctNJFf55vVA%3d&FgPlIEJYlotS%2bYGoBi5olA%3d%3d=NHdURQburHA%3d&d9Qjj0ag1Pd993jsyOJqFvmyB7X0CSQK=ctNJFf55vVA%3d&WGewmoAfeNR9xqBux0r1Q8Za60lavYmz=ctNJFf55vVA%3d&WGewmoAfeNQ16B2MHuCpMRKZMwaG1PaO=ctNJFf55vVA%3d

Local Government (Miscellaneous Provisions) Act 1982

Milton Keynes Council Draft statement of Street Trading

Policy 2018 - 2021

ANNEX

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VERSION 6.0 Milton Keynes Council Draft statement of Street Trading Policy 2018 - 2021 Date Version Author Comments 06.07.15 1.0 K Evans Initial draft 08.07.15 2.0 K Evans Draft following

changes by Regulatory Committee, approved for consultation.

09.02.16 3.0 K Evans Draft following consultation

07.10.16 4.0 K Evans Endorsed version for adoption

14.03.18 5.0 K Evans Initial draft 10.07.18 6.0 K Evans Endorsed version

for adoption

CONTENTS Item Page

1. Executive Summary 1 2. Introduction 1-2 3. Prohibited Streets 2

4. Consent Streets 2 5. Public Safety 3 6. Commercial Need 3 7. Prevention of Crime and Disorder 3 8. Prevention of Public Nuisance 3 9. Sustainability and product type 3

10. Suitability of trading unit 3-4 11. Suitability of applicant 4 12. Land owner permission 4 13. Licensing Act 2003 – Premises

Licence 5

14. Mobile trader at multiple locations 5 15. Submitting a new application 5-6 16. Submitting a renewal application 6

17. Transfer of consent 6-7 18. Consultees 7 19. Application process 7 20. Decision making process 8 21. Duration of consent and fees 9 22. Conditions and enforcement 9

23. Complaints 9 24. Definition of street trading 9-10

Appendix A – General Conditions 11-12 Appendix B – Motor Vehicle Conditions

13

Appendix C - Guidelines on the Relevance of Convictions/Cautions/Warnings

13-14

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1. EXECUTIVE SUMMARY 1.1 This document sets out the Council’s policy on street trading. This document

also sets out the legislative framework administered by the Council in respect of street trading consents, government guidance and the procedures for obtaining such consents and the conditions attached to them. This Policy, however, is not a comprehensive statement of the law and applicants should, where necessary, obtain their own legal advice.

1.2 Appendices that form part of this policy may be updated from time to time by the Regulatory Committee and any revision to the appendices will be publicised on the Council’s website at least 28 days prior to commencement. Any amendments to the Policy itself shall be made by the Regulatory Committee and ratified by Cabinet and take effect immediately upon adoption unless a later date is specified.

1.3 The policy will be reviewed every 3 years but a review could be triggered at any time by a change in legislation or other relevant factors.

2. INTRODUCTION SCOPE AND PURPOSE 2.1 The Borough of Milton Keynes adopted street trading provisions under The Local

Government Miscellaneous (Provisions) Act 1982 Schedule 4 in October 1988 in

response to members concerns that itinerant traders were having an adverse

financial impact on other food businesses within the borough and there was also

a concern of an increased risk of highway related injury due to roadside trading.

2.2 The council’s ability to regulate street trading is set out in Schedule 4 of the Local Government (Miscellaneous Provisions) Act 1982 referred to in this policy as “the Act”.

2.3 Where controls are in place streets may be designated as either ‘prohibited’,

or ‘consent’ streets for the purposes of street trading. However, community events may be exempted by the Council from the requirements of the street trading controls for the duration of the event. Definitions of the different street trading classifications are set out in section 2.

2.3.1 Community Events are considered as cultural functions that are free

for the public to enter. Notice must be given in writing to the Council’s Licensing Department by the event organiser at least 28 days prior to the event requesting the exemption, providing information on the mobile operators attending, what they are intending to sell and their locations.

2.4 Milton Keynes has implemented a ’60 metre rule’, which prevents street trading

taking place on any highway land (verges, footways) or private forecourts that

are adjacent to and within 60 metres of the centre line of a Prohibited or Consent

street. For dual carriageways this is centre line of the central reservation. The

60 metre boundary of streets designated as Consent and Prohibited, does

not apply to the internal areas of shopping malls, permanent structures

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with covered areas and the outdoor walkways within the building

structure; and are therefore not regulated by MKC Street Trading controls.

2.5 There was a consultation in 2013 on the street trading system in Milton Keynes.

At this time only a small number of streets were classified as consent streets, the

number of street traders on these streets were low and traders preferred to trade

on streets not regulated by street trading controls.

2.6 Following a consultation in September 2013 the Regulatory Committee resolved to designate all Milton Keynes adopted highway streets and any future adopted highway streets as consent streets (unless they were designed as prohibited or exempted). At this time a number of ‘unregulated streets became ‘consent streets’ and some streets became prohibited for the purposes of street trading.

2.7 The purpose of this policy is to provide guidance for the consideration of

applications for street trading consents and to help create a street trading environment which is sensitive to the needs of residents and visitors. It will create a level playing field for traders encouraging higher service standards of food hygiene and providing a service which does not detract from the local neighbourhood scene.

3. PROHIBITED STREETS 3.1 If a street is designated as a “prohibited street” then a criminal offence

is committed by any person engaging in street trading in that street. There could be a number of reasons to designate a street as prohibited. For example there may be road safety concerns, or the council may wish to restrict trading at a particular location because of business or resident concerns.

3.2 Certain trading pitches have been created in Central Milton Keynes to satisfy a

need by the Late Night Trade. These pitches have been given consent status and are excluded from the prohibited street restrictions.

4. CONSENT STREETS 4.1 If a street is designated as a “consent street” then street trading without

consent is a criminal offence. The council is required to act reasonably and be consistent with its general obligations (e.g. those under the Human Rights Act), but subject to that the council enjoys a wide discretion with regard to the granting or refusal of street trading consents. The council does not have to rely upon specific statutory grounds in order to refuse an application for grant or renewal.

4.2 There is no right of appeal against any decision made in respect of a street

trading consent. A street trading consent can be granted for up to 12 months and can be revoked at any time through the Regulatory Sub-Committee. When granting or renewing a consent the council may attach any reasonable condition. Furthermore the council can at any time vary the conditions attached to a consent. Any such variations will be notified in writing to the person/business named on the consent and will take effect immediately or on another date if specified.

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5. PUBLIC SAFETY 5.1 The proposed location of street trading activity should not present a significant

risk to the public in terms of highway safety or/and obstruction. This would include consideration of factors such as: - interference with sight lines for road users and access to pedestrian crossings. Applications in respect of sites that have previously been the subject of a refusal due to the unsuitability of the location are unlikely to be accepted.

6. COMMERCIAL NEED 6.1 Any new application will include consideration of the number and type of existing

traders and businesses in the vicinity. Consent is unlikely to be granted within 250 metres of an existing street trader.

7. PREVENTION OF CRIME AND DISORDER 7.1 The proposed activity should not present a risk to public order. This is likely to be

an issue in respect of applicants wishing to trade during later hours. This is because in some circumstances a trading location can act as a focus point of anti-social behaviour.

8. PREVENTION OF PUBLIC NUISANCE 8.1 Consideration will be given to those measures to be taken by a trader to reduce

and control the risk of nuisance from noise, litter, vermin, fumes, odours and the disposal of associated waste.

9. SUSTAINABILITY AND PRODUCT TYPE 9.1 A trader should set out measures to reduce the environmental impact of their

proposed activity as part of their application. Typically this could include the use of recyclable products and energy efficient processes.

9.2 Consideration will also be given to the type of products sold and the suitability of

the products at the location concerned. It should be noted, applications which propose to sell articles of firearms, replica firearms, tobacco or animals will not be accepted.

10. SUITABILITY OF TRADING UNIT 10.1 The vehicle, trailer or stall to be used will be of a good quality design/

build and should not be of an appearance to the detriment of the quality of the street scene. The unit may be inspected by an authorised officer of Milton Keynes Council prior to any consent being issued. The unit shall comply with any legal requirement relating to the trading activity proposed and in particular with the following legislation (and any subsequent revisions):-

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10.2 Food Hygiene legislation

(a) The Food Safety and Hygiene (England) Regulations 2013 (b) Regulation (EC) 178/2002 (c) Regulation (EC) 852/2004 (d) Food Safety Act 1990 (e) Food Standards Agency – Food Hygiene Rating Scheme - 3 star

minimum for “Satisfactory” is mandatory, failure to achieve this rating may lead to revocation or rejection of street trading consent.

Health and Safety legislation (f) Health and Safety at Work etc. Act 1974 and any regulations made

under this Act.

Noise control legislation (g) Environmental Protection Act 1990

Licensing (h) Licensing Act 2003 – Sale of hot food between 11.00 pm and

05.00 am and sale of alcohol. 11. SUITABILITY OF APPLICANT 11.1 When determining an application for the grant or renewal of a street

trading consent the council will consider relevant information relating to the suitability of the applicant to hold such a permission including:

(a) whether the applicant has any relevant unspent convictions:

We shall ask for a Basic Disclosure from the Disclosure and Barring Service (DBS check) (to be submitted with each application. The certificate must not be older than three months at the time of its submission. Any unspent convictions or proven criminal behaviour shall be taken into account in assessing the suitability of the applicant, such as dishonesty, violence, sexual and indecency related offences, drugs, theft and deception (attached as Appendix C).

(b) refusal or neglect in paying fees due to the council for a street trading consent.

(c) previous failures of the applicant, without reasonable excuse, in respect of a

previous street trading consent.

12. LAND OWNER PERMISSION 12.1 A person may already have permission from another department in Milton

Keynes Council enabling them to engage in street trading on council owned land. In order to operate lawfully, such a person would also need to make a successful application for a street trading consent before they could trade.

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13. PREMISES LICENCE – LICENSING ACT 2003 13.1 If a Premises Licence has been granted under the Licensing Act 2003 which

permits licensable activities at a particular location, a street trading consent is still required before trading can commence.

14. MOBILE TRADERS AT MULTIPLE LOCATIONS 14.1 Many traders wish to operate from the same position every day but some

businesses may wish to trade at a number of consent streets across the borough - for example ice cream vans or other similar operations may visit multiple locations each day. The Council recognises that these traders will only be in one location for a short period of time and as a result such traders will be able to apply for a borough wide street trading consent, based on the maximum number of hours they wish to trade per day. Such consents will be granted on condition that they allow no more than 20 minutes trading in any 100 metre part of any one street on any one day. This reflects the transient nature of their operation. Trading in one place for longer than this will require a specific consent for the street concerned.

14.2 If an applicant proposes to trade on streets where there is already an existing

street trading consent, commercial need will be a relevant consideration when considering the application. The council will also consider restricting borough wide consents if issues develop with multiple traders visiting the same location.

15. SUBMITTING A NEW APPLICATION 15.1 Application forms and guidance are available from the Licensing section or

can be downloaded from Milton Keynes Council’ s website www.milton- keynes.gov.uk/licensing and clicking on the Street Trading links via the food section.

15.2 The following documents will be required with the street trading consent

application;

a. A completed and signed application form

b. A copy of a valid certificate of insurance covering third party and public liability risks of up to £1,000,000.

c. A current MOT certificate and insurance documents where a motorised

vehicle will be used for street trading. d. A plan detailing exactly where street trading is to occur. e. A DBS check for the street trading applicant and any staff involved in

customer service, dated within 3 months of the application. f. Photos of the street trading vehicle or unit. g. The relevant fees.

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16. SUBMITTING AN APPLICATION - RENEWAL 16.1 Application forms and guidance are available from the Licensing section or can

be downloaded from Milton Keynes Council’s website at www.milton- keynes.gov.uk/licensing and clicking on the Street Trading links in the food section.

16.2 To ensure continuity of an ability to trade, renewal applications should be made

at least 28 days prior to the expiry of the consent and the following will be required to be submitted to the Licensing Section;

a. A completed and signed renewal application form or declaration of no

changes. b. A copy of a valid certificate of insurance covering third party and public

liability risks of up to £1,000,000. c. A current MOT certificate and insurance documents where a motorised

vehicle will be used for street trading. d. A plan detailing exactly where street trading is to occur (except for borough

wide consent applications). e. A DBS certificate for the street trading applicant and any staff involved in

customer service if a period of 3 years has passed from when the last certificate was provided).

f. Photos of the street trading vehicle or unit. g. The relevant fees.

16.3 Failure to apply to renew the consent at least 28 days prior to expiry may lead to a delay in the consent being issued or suspension of street trading consent. Refer to section 21 regarding fees.

16.4 The Council will aim to send renewal reminders to street traders 2 months prior

to expiry date of consent. 17. TRANSFERS OF STREET TRADING CONSENT 17.1 Street trading consents may be transferred to another operator subject to a 14

day consultation with:

a. Thames Valley Police b. Environmental Health (Milton Keynes Council) c. Relevant Parish/Town council’s

17.2 The following will be required to be submitted to the Licensing Section to

transfer a street trading consent:

a. A completed and signed letter from the original consent holder requesting a transfer to the new operator.

b. A copy of a valid certificate of insurance covering third party and public liability risks of up to £1,000,000.

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c. A current MOT certificate and insurance documents where a motorised vehicle will be used for street trading.

d. A DBS certificate for the street trading applicant and any staff involved in customer service. Existing consented traders may rely on certificates up to 3 years old

e. Photos of the street trading vehicle or unit. f. The administration fee.

18 WHO WILL THE COUNCIL CONSULT? 18.1 Before any new consent is granted the council will normally consult with the

following agencies or persons in respect of new applications. A period of twenty eight days will be allowed for comments to be received:

a. Thames Valley Police b. Highways (Milton Keynes Council) c. Relevant Parish/Town Councils d. Environmental Health (Milton Keynes Council) e. Milton Keynes Council Ward Councillors f. Trading Standards (Milton Keynes Council) g. Estates (Milton Keynes Council) h. Public Health (Milton Keynes Council) i. Any schools within the local area of the trading location. j. Any other consultee that officers consider appropriate.

18.2 The Council may choose not to consult with parties for applications for a site that has an existing consent (i.e. renewals) or where a consent has recently expired, provided that no complaints or concerns have been received, and the same goods are to be sold and the application is similar to the existing or previous consent.

19 WHAT DO I NEED TO DO ONCE I HAVE SUBMITTED MY APPLICATION? 19.1 Once a valid application has been received the Licensing Office (with the

environment permitting) shall display a site notice at the proposed site for 28 consecutive days. The notice shall state the application details of trading name, times applied for, consultation end date and where further details can be found. The notice requirement would not apply to borough wide street trading consent applications.

19.2 The Council will maintain a public register of applications including mobile traders on its website which will be updated regularly.

19.3 A link or contact details to the Milton Keynes Street Traders Association will be provided on the council’s website.

19.4 If there are no valid objections / adverse comments to an application then the

applicant may trade for a maximum of 3 hours per day. After a period of 21 days trading, an application to vary the hours of trading can be made which again will have to be notified to the consultees listed above.

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20 THE DECISION MAKING PROCESS 20.1 The Head of Service or other delegated officers have delegated responsibility

for exercising the Council’s functions in respect of determining a new

application’s suitability in whether to refuse or proceed with the application

consultation process.

20.2 Where an application is accepted the consultation process begins, any

representations will need to be made within 28 days from the date the

application is accepted. Any representations must be ‘relevant’, in that the

representation must not be considered by the licensing authority to be frivolous

or vexatious. Where a valid representation is received the application will be

referred to Regulatory Sub-Committee to be determined. Where no

representations are made within the 28 days the decision will be made without

referral to committee under the delegated powers.

20.3 If the application is decided by committee, the applicant, who will be expected to attend, will be advised in writing of the date, time and place when the application will be heard. The applicant can be represented by a legal representative or some other person.

20.4 The Regulatory Sub-Committee will deal with applications and disciplinary

matters referred to it by Officers.

20.5 A Licensing Officer will prepare a report for the committee regarding relevant

applications or other matters relating to traders. The report will be made

available to the applicant/street trader at least five days before the date of the

hearing. When considering the report and relevant documents the committee

will ensure that all parties are heard. Unless otherwise stated fees for all

General Licensing functions are payable on application. For any application

withdrawn prior to a consent being granted or renewed then 50% of the

application fee will be refunded. No refund is payable for those applications that

are refused following a hearing by the Committee.

20.6 Where an application is refused and the applicant wishes to reapply for the

same street, the application shall only be submitted after a minimum period of

12 months has passed from the date of refusal.

20.7 The Regulatory Committee or officers have delegated powers to grant or

suspend, refuse or at Regulatory sub-committee, revoke street trading

consents. Officers are also permitted to issue oral and written warnings, and

cautions and may instigate prosecutions wherever appropriate.

20.8 The Council’s decision to refuse to grant a consent or to impose any conditions

has no right of appeal.

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21 DURATION OF CONSENTS AND FEES 21.1 Street trading consents will normally be granted for a maximum of 12 months

unless a reduced period is considered appropriate. 21.2 No application to renew a consent will be determined until the appropriate fees

have been paid (unless another arrangement has been made). This could mean the applicant is not permitted to engage in street trading once the previous consent has expired.

21.3 Failure to renew or to pay renewal fees may result in any subsequent

application being treated as a new application. 22 CONDITIONS AND ENFORCEMENT 22.1 General conditions (attached at Appendix A) will be attached to every consent

detailing the holder’s responsibility to maintain public safety, prevent nuisance and generally preserve the amenity of the locality.

22.2 Additional conditions may also be attached which relate to the type of consent

granted. Such additional conditions may include conditions in respect of motor vehicles (attached as Appendix B).

22.3 Persons engaging in street trading (as defined in the Act) without a consent or

who fail to comply with the conditions will be liable to prosecution under paragraph 10 of Schedule 4 of the Act. Decisions regarding enforcement action will be made in accordance with the Milton Keynes Councils Enforcement Policy.

22.4 Where an application is to be determined at a Regulatory Sub-Committee, the

committee are permitted to amend any conditions to be attached to the street trading consent as required.

23 COMPLAINTS 23.1 Legitimate complaints will be investigated and consent holders shall

be expected to liaise with the Council to resolve them. Substantiated complaints may result in a consent being revoked following a hearing at Regulatory sub-committee.

23.2 Complaints may be taken into account when considering an application to

renew a street trading consent . 24 DEFINITION OF STREET TRADING 24.1 Street Trading is defined in paragraph 1 of Schedule 4 of the Act as:

“the selling or exposing or offering for sale of any article (including a living thing) in a street”.

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The Act defines the term “street” as including: “any road, footway, beach or other area to which the public have access without payment”; and a service area as defined in section 329 of the Highways Act 1980”.

24.2 Any part of a street is a “street” for the purposes of the Act. 24.3 The Act at paragraph 1(2) of Schedule 4 states that the following types

of trade are not street trading:

a. a pedlar trading under the authority of a pedlar’s certificate granted under the Pedlar’s’ Act 1871;

b. anything done in a market or fair, the right to hold which was acquired by virtue of a grant, enactment or order;

c. trading in a trunk road picnic area provided by the Secretary of State under section 112 of the Highways Act 1980;

d. trading as a news vendor; e. trading carried on at premises used as a petrol filling station; f. trading carried on at premises used as a shop or in a street adjoining a shop

where the trading carried on is part of the business of the shop; g. selling things, or offering or exposing them for sale, as a roundsman.

24.4 All markets operated by a) Milton Keynes Council, b) a Parish or Town Council, c) English Partnerships, d) Milton Keynes business or Association, e) a person or body that has a legal interest in the site of an Historic Charter Market and f) Farmers Markets will be exempt under paragraph 1(2) (b) of Schedule 4 of the Local Government (Miscellaneous Provisions) Act 1982 from the implications of the Council’s resolutions of designated Consent Streets and Prohibited Streets.

24.5 Where a Milton Keynes business or association wishes to operate a

market, it must meet the following requirements:

24.5.1 There to be no less than five stalls. 24.5.2 Have suitable public liability in place. 24.5.3 Can demonstrate that they are a Milton Keynes business or

association. 24.5.4 That it is a genuine market, and not an extension of a premises. 24.5.5 That there will be no more than 21 cumulative days of holding a

market (the 21 days include set-up and break down days).

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APPENDIX A GENERAL CONDITIONS TO BE ATTACHED TO STREET TRADING CONSENTS

1. The consent holder shall only trade on the days and between the times stated on the consent. The consent holder shall only trade in the description of articles stated on the consent.

2. The consent holder shall not carry on business on any street so as to cause

obstruction to road users or cause obvious danger to people using the street.

3. The consent holder shall not carry on business from any vehicle or erect or place any stall or other structure in any street except in the area mentioned in the consent.

4. The consent holder shall not sell, offer or expose for sale any goods or

articles other than those described within the principle terms of this consent.

5. The consent holder shall on all occasions, when trading, conduct themselves in such a way to not cause nuisance to a person in charge of any shop, business, resident, or any person using the street.

6. The consent holder shall ensure that a copy of the consent is clearly visible to

the public whilst trading.

7. A copy of the consent shall be made immediately available upon request to an authorised officer of the Council or the Police.

8. If during the term of any consent any material change occurs in the trading

arrangements (namely new staff or trading vehicle), the consent holder must report such changes to the Licensing Authority within 72 hours of that change.

9. Neither the consent holder nor any assistant shall display merchandise which

is likely to cause offence or distress to any other person or which would be deemed an offence under any other legislation.

10. Advertisements or other notices shall not be placed in the immediate area of

the premises without the approval of the Council.

11. The Consent Holder shall not place any furniture or equipment in the immediate area of the premises other than as permitted by the consent.

12. The council reserves the right to alter or amend these conditions at any time.

13. The subletting of any consent is prohibited.

14. The consent holder shall be responsible for the temporary storage of refuse,

liquid and other material accumulated or created whilst trading and its subsequent removal from the site. The removal and disposal must be to the satisfaction of the council and relevant legislation.

15. The consent holder shall not cause nuisance or annoyance to persons using

the street or to the occupants of any properties in the vicinity.

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16. No articles of firearms, replica firearms, knives, tobacco or fireworks shall be sold.

17. A valid third Party Public Liability Insurance certificate shall be held by the

consent holder at all times to the satisfaction of the Council.

18. If the consent holder or customer facing staff are convicted of any relevant or foreign offence during the period between when the application is made and when the application is determined or withdrawn, the consent holder or customer facing staff must notify the Licensing Authority in writing within 14 days from the date of conviction. Failure to do so without reasonable excuse could lead to the revocation of the street trading consent.

19. Borough wide consents for traders visiting multiple locations are restricted to Trading of no more than 20 minutes in any one 100 metre part of any one

street on any one day

20. Ice cream traders shall comply with the requirements of the Code of Practice

on Noise from Ice-Cream Van Chimes Etc. 2013

21. Consent holder or customer facing staff convicted of any relevant or foreign

offence during the period of the consent must notify the Licensing Authority in

writing within 14 days from the date of conviction. Failure to do so without

reasonable excuse could lead to revocation of street trading consent.

22. The street trading consent permit summary shall be displayed within the food mobile where it can be easily read by members of the public.

N.B This consent is issued without prejudice to any other statute, by-law or regulation. This consent does NOT over-ride any regulations regarding parking, food hygiene, obstruction, etc.

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APPENDIX B MOTOR VEHICLE CONDITIONS THAT MAY BE ATTACHED TO STREET TRADING CONSENTS 1. Any trailers used for the purposes of street trading shall be in a road worthy

condition and removed from the highway when the consent is not in operation. 2. Any motor vehicle used for the purpose of street trading shall at all times be in a

roadworthy condition and have the relevant documents i.e. insurance, tax and MOT to make the use of that vehicle on a road legal. These documents will be produced by the consent holder to any police officer or authorised officer of the Council.

3. Any food mobiles in residential areas shall be removed from the trading location

site once trading has finished. APPENDIX C GUIDELINES ON THE RELEVANCE OF CONVICTIONS/CAUTIONS/WARNINGS 1. Milton Keynes Council has a duty to ensure that a person is deemed suitable to

operate as a street trader. The applicant must declare all convictions and cautions at the time of application. Failure to do so may result in the application being refused.

General Principles: 2. Each case will be decided on its own merits. However, the Council may refuse to

grant a street trading consent on any of the following grounds:

a. There has been a conviction/caution for an offence involving dishonesty, indecency, any sexual offences, violence or drugs;

b. There has been a conviction/caution for an offence under the relevant licensing legislation;

c. Applicant or any entity, or person associated with the applicant has been associated with, have or had any outstanding debts owed to the Borough Council; and

d. Any other reasonable grounds. 3. If a period of imprisonment, community sentence or Court Order is imposed, the

applicant must show a minimum of 3 years has passed without further convictions from the end of imprisonment or sentence, not from the end of any reduced sentence.

4. A person with an unspent conviction as defined in The Rehabilitation of Offenders Act 1974, for serious crime need not be permanently barred from registration, but should be expected to remain free of conviction for 3 to 5 years, according to the circumstances, before an application will be considered.

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14

5. Some discretion may be appropriate if the offence is isolated, and there are mitigating circumstances. However, the overriding consideration should be the protection of the public.

6. Where an individual’s suitability is called into question, the Senior Licensing

Officer will normally determine the matter. In exceptional cases, the matter may be referred to a Licensing Sub-Committee for determination, whose decision is final.

Offences involving violence: 7. The following examples afford a general guide on the action to be taken where

convictions are disclosed, or admitted, but it does not form an exhaustive list: 8. It is imperative that applicants with convictions for offences involving violence are

considered carefully. When applicants have convictions for causing grievous bodily harm, wounding or assault, or other more serious offences involving violence, at least five years should normally elapse before an application is considered.

Drug-related offences: 9. An isolated conviction for a drug offence, whether for unlawful possession - or

involving the supply of controlled drugs, need not necessarily debar an individual from registration, usually the applicant will have at least three years free of convictions/cautions or five years since detoxification, if he/she was an addict.

Indecency offences: 10. Applicants with indecency or sexual offences would normally be debarred.

However, this will depend upon the age and circumstances of the offence, along with any registration on the Sex Offenders Register.

Theft & Dishonesty: 11. Convictions for isolated minor offences would not normally debar an applicant,

but in cases involving serious theft or fraud at least three years should elapse since the conviction or end of any prison sentence, whichever is the longer, before an application is considered. When offences of dishonesty have been accompanied by violence, normally it is considered that at least five years should elapse before an application may be submitted.

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ITEM 17

CABINET

10 JULY 2018

10 July 2018

LITTER ACTION PLAN 2018-2023

Responsible Cabinet Member: Councillor Gowans – Cabinet member for Public Realm

Report Sponsor: Tom Blackburn-Maze – Service Director Public Realm

Author and contact: Nicholas Hannon – Head of Environment and Waste

Tel: 01908 875275

Executive Summary:

1.1 A five theme Litter Action Plan has been composed which covers service efficiency, community-led initiatives to reduce litter including working with Parishes, dedicated communications and enforcement approaches, working with our partners and improving and enhancing the customer journey for reporting littering issues. These five themes combine into a suite of actions that will work to improve the living environment of the residents of Milton Keynes but also communicate, educate and enforce where necessary to steer appropriate behaviour expected from our citizens.

The Litter Action Plan utilises a multi-facet approach composed to reflect political and corporate ambitions to reduce the amount of litter in Milton Keynes.


1.1 That approval be given for the Council to proceed and to implement the Litter Action Plan effective immediately.

1.2 That in respect of litter, the fixed penalty payable in pursuance of a notice under s88(6A)(a) of the Environmental Protection Act 1990 is specified as £125.

1.3 That the amount specified under s88(6A)(a) of the Environmental Protection Act 1990 will be treated as having been paid if £80 be paid before the end of 14 days starting with the date on which the penalty notice is given.

1.4 That in respect of littering from vehicles, the amount of fixed penalty is the amount specified under s88(6A)(a) and therefore is £125.

1.5 That In respect of littering from vehicles, the amount specified under s88(6A)(a) will be treated as having been paid in full of £80 is paid within 14 days beginning with the day on which the penalty notice is given.

1.6 That in respect of flyposting, the amount of a penalty payable in pursuance of a notice under section 43(1) Anti-Social Behaviour Act 2003 is specified as £125.

Wards Affected:

All Wards

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10 July 2018

1.7 That the amount specified under section 43(1) Anti-Social Behaviour Act 2003 will be treated as having been paid if £80 be paid before the end of 14 days starting with the date on which the penalty notice is given.

1.8 That, in respect of fly tipping the amount specified under s33ZA(9)(a) Environmental Protection Act 1990 for a fixed penalty notice is £250.

1.9 That the amount specified under section s33ZA(9)(a) Environmental Protection Act 1990 will be treated as having been paid if £150 be paid before the end of a period of 10 days following the date of the notice Issues.

2. Issues

2.1 Satisfaction with street cleaning is quite high but has started to slip recently, possibly in conjunction with a reduction in street cleaning in certain areas to provide budget savings. The Serco tracker, undertaken by our Waste and Street Cleaning contractor ‘Serco’ is a quarterly phone survey of 200 residents chosen at random using published landline numbers is the main measure relevant to driving the action plan. Specifically relating to street cleaning which has been measured for over 6 years the annual mean satisfaction is set out below:

Satisfaction with Street Cleaning

Jan-10

Jan-11

Jan-12

Jan-13

Jan-14

Jan-15

Jan-16

Jan-17

Jan-18

Annual mean satisfaction (%)

78.9 79.3 80.0 81.8 77.4 76.0 75.0 75.2 69.3

It should be noted that this is a general perception of street cleaning in Milton Keynes and that a resident may be thinking of areas where MKC does not have responsibility for cleaning when they make this assessment.

2.2 Environmental crime of littering is detrimental to the amenity of an area and results in an air of neglect on an estate/area, which in turn can lead to an increase in criminal activity. Effective enforcement action along with a punitive payment scheme for offences committed will help to reduce the issues that environmental crimes create.

2.3 As of September 2016 the majority of estate areas reduced from a monthly to an every other month scheduled cleaning frequency. This has meant that litter and the perception of litter has continued to increase across these estate areas. Therefore a renewed approach as to how the issue of litter is tackled is required and requires an approach that has a wider spectrum of responses besides increasing the frequency of cleaning of estates. This has manifested into the Litter Action Plan.

3. Options

3.1 The Litter Action Plan covers five core themes to reduce litter and steer residents and visitors behaviour as to how litter should be managed. Litter is not created by the Council but it is created as a result of behaviour exhibited by residents and visitors of the borough. Therefore, a blended approach of managing and deploying existing resources through our contractors, working in partnership and supporting community action groups and Parish Councils,

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10 July 2018

utilising traditional communication, education and enforcement methods and empowering residents to report issues for rapid responses should enable a more sustainable approach to managing and reducing litter and the perception of litter in Milton Keynes.

3.2 The Litter Action Plan covers five core themes which have been integrated. The options suite is a binary whereby the implications of choosing to implement or not are outlined in Section 5.2:

(a) Do nothing.

(b) Implement Litter Action Plan

4. Implications

4.1 Policy

Under Objective 11 of the Council Plan 2016 – 2020 it states that the Council will: Continuing a long history of innovation and sustainability, look at community-led initiatives to reduce litter.

The Litter Action Plan ensures commitment to delivery of the Waste Objective 11.1 within the Council Plan 2016 – 2020 to reduce litter.

It is also further reinforced under the key priorities, as set out in the Party Manifestos and The Agreement.

The Litter Action Plan contributes to the Council’s Corporate Priorities, Vision and Values as stated above and these objectives will commence delivery upon approval proceed and to implement the Litter Action Plan


If the Council chooses not to implement the Litter Action Plan then it will not have an appropriate framework for promoting positive behaviour nor incorrect behaviour being challenged. It will continue to have to manage litter through its principle contractor Serco for both pro-active and reactive responses to littering issues throughout the borough which as the information presented previously does not meet the level of satisfaction expressed by residents when more resources were available to deploy into the services.

There are no capital implications from undertaking the Litter Action Plan. The Authority is currently reviewing its enforcement provision to deliver the enforcement aspects of the Litter Action Plan. Indicatively the one off costs for the provision of internal resources are likely to be less than £100,000. Furthermore, some of these costs will be offset by the Fixed Penalty Notices that will be issued by the Enforcement Officers.

The commissioning for whether or not the additional enforcement services are to be delivered either via additional internal resources, though the private sector or through a combination of both approaches is currently being compiled and once completed will be recommended through a delegated decision to the Cabinet member - Public Realm.

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10 July 2018

N Capital Y Revenue N Accommodation

N IT N Medium Term Plan N Asset Management

With increased personnel issuing Fixed Penalty Notices (FPNs) there could be an increase in the number of FPNs not being paid on time, thus requiring legal action for court prosecutions. This may put a resource strain on staff in both the Environmental Crime Unit and the Legal Team in preparing and processing case files for court hearings.


The Litter Action Plan has no direct impact on Carbon and Energy Management but shares principles of environmental sustainability.

4.4 Legal

The Environmental Offences (Fixed Penalties) (England) Regulations 2017 amended S.88(6A)(a) of the Environmental Protection Act 1990 allow the amounts for litter FPNs to be not less than £50 and not more than £150 (from April 2018 to March 2019) and from £65 to £150 from April 2019. S.6 of the Regs sets a default amount for these offences at £100.

The penalties can be reduced by paying within 14 days. The minimum amount is £50. Currently, Milton Keynes Council charges £75 for a fixed penalty notice and £50 as a discounted payment if paid within 14 days.

Therefore, these charges need to be altered and when combined with the Litter Action Plan it is recommended that a higher than default but less than maximum amount is set for issuing of FPNs for both fly-posting and littering in order to maximise deterrence.

Offence (covered through Litter Action Plan)

National Levels Milton Keynes

Default penalty

Minimum full

penalty

Maximum full

penalty

Minimum discounted

penalty

Default penalty

Minimum full

penalty

Littering £100 £50 £150 £50 £125 £80

Littering from vehicles £100 £65 £150 £50 £125 £80

Fly-posting £100 £50 £150 £50 £125 £80

Fly-tipping £200 £150 £400 £120 £250 £150

The Unauthorised Deposit of Waste (Fixed Penalties) Regulations 2016 added S.33ZA to the Environmental Protection Act 1990 to, also, allow for the issuing of FPNs for Fly-tipping. As this is a new FPN and certain thresholds will warrant investigation for prosecution then the FPN figure is recommended to be set at £250 and £150 for early payment.

4.5 Other Implications:

None.

N Equalities/Diversity N Sustainability N Human Rights

N E-Government N Stakeholders N Crime and Disorder

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10 July 2018

Background Papers: Environmental Offences (Fixed Penalties) (England) Regulations 2017

Annex: Annex A – Litter Action Headlines 2018 - 2023 Annex B – Litter Action Operational Plan 2018 - 2023

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Litter & Cleaning Action Plan 2018-2023

The new cashless way of paying for parking

www.milton-keynes.gov.uk/waste-recycling

Litter and fly-tipping are issues across the MK Borough both in rural and urban areas. Litter makes the environment look untidy and unkempt and does not portray the city at it’s best to visitors and residents. A five-point approach has been developed by the Waste and Recycling team to tackle these issues through a combination of changing behaviour, enforcement and awareness. This summary details how MK Council will carry out this approach over the next five years.

ANNEX A

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Our Five Aims

Reduce litter by taking a proactive approach to educating the public, improving personal responsibility and improving service responsiveness. We will increase public perception of the cleanliness of the city by integrating technology and innovation into service delivery.

Working with other organisations, partners and stakeholders in MK we aim to create a cleaner city by:

1. Reducing litter and improving the appearance of the city

Increase the number of enforcement officers and take proportionate enforcement action holding perpetrators to account such as fly tippers.

2.Tackle persistent environmental crime

A review of litter bins and other street furniture (like cigarette butt bins) will take place to make sure that they are in the right place and are sufficient for the amounts of litter being placed in them. Where possible we will use new technology to help improve the litter services we provide.

3. Improve infrastructure

Using all media channels available to us we will regularly send out key messages about litter and fly tipping as set out in the Communications Plan for 2018-2019. Feedback from our customers will be used to improve the services we provide and to measure the effectiveness of our communications.

4. Communicate and educate

We will use the money raised from enforcement notices fines to pay for deep cleansing of estates, redways or street if the local parish council, community group or business pledge to take responsibility for the continued upkeep of that space. We will also help local parishes to identify “problem areas” and support them in taking litter enforcement action.

5. Empowering communities

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Outcomes

The Litter & Cleaning Action Plan 2018-2023 will help to achieve the following outcomes:

Cleanliness indicator in relation to litter in accordance with ‘MK LEQ Environmental Survey’ is maintained at 95% grade B or above

Increase awareness and introduce alternative disposal routes with a view to reduce dumped rubbish.

Adopt a zero tolerance to fly tipping by investigating every case of dumped rubbish with evidence.

Introduce a fixed penalty notice for littering, littering from vehicles and fly-posting of not less than £80 up to a maximum of £125.

Introduce a fixed penalty notice for Fly-tipping of £250 and not less than £150.

Implement a programme to repair, remove or replace all litter bins in CMK.

Improve overall satisfaction with street cleaning as a proportion of the cleaning budget.

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Executive Summary

A five theme Litter Action Plan has been composed which covers service efficiency, community-led initiatives to reduce litter including working with Parishes, dedicated communications and enforcement approaches, working with our partners and improving and enhancing the customer journey for reporting littering issues. These five themes combine into a suite of actions and commitments that will work to improve the living environment of the residents of Milton Keynes but also communicate, educate and enforce where necessary to steer appropriate behaviour expected from our citizens.

Vision

‘A clean city predominantly free from litter, delivered affordably through a renewed approach to maintaining our assets integrating new technology and

communications’

Key Aims We have 5 key aims of the Litter Action Plan:

Reduce Litter and Improving the appearance of the city We will reduce litter by taking a proactive approach to educating the public, improving personal responsibility and improving service responsiveness. We will increase public perception of the cleanliness of the city by integrating technology and innovation into service delivery.

Tackle persistent environmental crime We will tackle persistent environmental crimes and fly tipping by increasing the number of enforcement officers and taking proportionate enforcement action and holding perpetrators to account.

Improving infrastructure We will review the provision of litter bins and related street furniture to ensure that new waste related street furniture is the right design in the right location integrating technology where appropriate to improve services and reduce maintenance costs. We will work with the planning Authority to develop standards of constancy.

Litter & Cleaning Action Plan

ANNEX B

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Improve Communication and the Customer Journey

We will implement and adopt key message regarding litter and fly tipping as part of the service communication plan 2018/19 and beyond. We will encourage and “nudge” towards positive behaviours. We will review customer feedback received through customer portal to improve overall customer satisfaction with the services.

Empowering communities We will put power into the hands of local communities and support groups who help themselves by using money raised through enforcement notices to provide deep cleans for any estate, street or redway where a Parish council, community group or business takes responsibility for the continued upkeep of that space. We will also assist Parish and Town Councils to identify “problem areas” and support them in taking litter enforcement action. Outcomes Adoption of the Litter Action Plan will deliver the following key outcomes:

Cleanliness indicator in relation to litter in accordance with ‘MK LEQ Environmental Survey’ is maintained at 95% grade B or above

Increase awareness and introduce alternative disposal routes with a view to reduce dumped rubbish.

Adopt a zero tolerance to fly tipping by investigating every case of dumped rubbish with evidence.

Introduce a fixed penalty notice for littering, littering from vehicles and fly-posting of not less than £80 up to a maximum of £125.

Introduce a fixed penalty notice for Fly-tipping of £250 and not less than £150. Implement a programme to repair, remove or replace all litter bins in CMK. Improve overall satisfaction with street cleaning as a proportion of the cleaning

budget. The Litter Action Plan Objectives will be implemented through five key Themes:

Theme 1: Increasing Service Effectiveness and Operational Efficiency

Theme 2: Parishes & Communities

Theme 3: Education, Communication and Enforcement

Theme 4: Central Milton Keynes

Theme 5: Customer Reporting / Satisfaction

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Litter & Cleaning Operational Action Plan Background The Council Plan (The Plan) sets out how MKC will work to achieve its ambitions for Milton Keynes. Waste has been identified as a key priority in The Plan (2016-2020) as refreshed in June 2018. The council has committed to continuing a long history of innovation and sustainability in waste management and look at community-led initiatives to reduce litter. Specifically, 11.1 of the plan commits the council to reduce litter. We have set a challenging vision to support our commitment as a world class emerging green city. In delivering the vision we will align our principles in delivering a cleaner, greener and sustainable city for residents now and those in the future. Our vision for this littler and cleaning action plan is:

‘A clean city predominantly free from litter, delivered affordably through a renewed approach to maintaining our assets integrating new technology and communications’.

What is litter?

Litter and litter bins including litter originating from building sites, events, cars, leafleting, fast food outlets etc.

Flytipping ( defined as anything more than a black sack of waste)

Dog Fouling

Hazardous Litter including needles and other paraphernalia associated with drug use and hazardous litter ( e.g. glass)

Shopping trolleys

Chewing gum and smoking related litter

Graffiti and Flyposting

Mechanical sweeping of roads

Detritus

Weeds and moss on streets

How are we doing? Resident Satisfaction Satisfaction with various refuse, recycling and cleansing services in Milton Keynes is measured by the Serco Tracker, a quarterly phone survey of 200 residents chosen at random using published landline numbers. The main measure relevant to this strategy is that relating to street cleaning which has been measured for over 6 years and is set out in Table 1 below:

Table 1 – Satisfaction with Street Cleansing 2010 - 2018

Satisfaction with Street Cleaning

Jan-10

Jan-11

Jan-12

Jan-13

Jan-14

Jan-15

Jan-16

Jan-17

Jan-18

Annual mean satisfaction

78.9% 79.3% 80.0% 81.8% 77.4% 76.0% 75.0% 75.2% 69.3%

Satisfaction with street cleaning is quite high but has started to slip recently, possibly in conjunction with a reduction in street cleaning in certain areas to provide budget savings. It should be noted that this is a general perception of street cleaning in Milton Keynes and that a resident may be thinking of areas where MKC does not have responsibility for cleaning when they make this assessment.

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Figure 1 – Overall Satisfaction with Street Cleaning each quarter

The amounts tonnages of litter and street sweepings collected from 2012 – 2018 were as follows:

Table 2 – Tonnes of Waste from Street Cleansing

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

Tonnes of litter not recycled 2218 1628 1948 2228 1428 1471

Tonnes of litter recycled 190 156 79 166 73 4

Tonnes of mechanical street sweepings

2128 2524 2593 2131 2349 2000

Tonnes of street cleaning leaves for composting

237 328 323 328 - 211

Total 4773 4636 4943 4853 3850 3686

It can be seen that, although some litter is recycled this has been declining. Reasons for this decline may be that, due to impact on quality, wet paper is not accepted. Also due to reported contamination from dual street litter bins they are now collected as residual waste and separated at the MKWRP. Mechanical street sweeping tonnages are estimated for 2017/18 due to the classification of process losses from the street sweeping recycling process. As of September 2016 the majority of estate areas reduced from a monthly to an every other month scheduled cleaning frequency. The decline in cleaning related waste collected may be attributable to the reduced cleaning frequency.

60.0%

65.0%

70.0%

75.0%

80.0%

85.0%

90.0%

Ap

r-0

9

Sep

-09

Feb

-10

Jul-

10

De

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May

-11

Oct

-11

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-12

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Jan

-13

Jun

-13

No

v-1

3

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4

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-14

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-15

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15

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c-1

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-16

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-16

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-17

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7

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-18

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Our Priorities - Five themes:

Theme 1: Increasing Service Effectiveness and Operational Efficiency Working with our partners to reduce litter, the perception of litter and improve litter collection infrastructure

Theme lead Waste Services Client Manager

Key delivery and support partners Serco, MKCCM

We will: • Asset tag all litter bins with ID number (to be potential migrated to IQ Codes in the future); • Carry out an audit of litter bins, identify bin condition, capacity, type, location and ownership and then place onto a dedicated GIS layer on MK Insight; • Ensure that litter bins are being emptied by the appropriate organisation and to ensure that residents can report overflowing bins to the appropriate organisation (see Theme 5: Customer Satisfaction / Journey); • Commence a rebasing of our street cleaning contract with our environmental services contractor so that resources can be redeployed where they are needed; • Use of Targeted Asset Hierarchy to review, remove, redeploy, repair and replace litter bins and collection infrastructure (linked to Theme 4: Central Milton Keynes); • Investigate and trial alternatives to the use of glyphosate and street cleaning approaches to removal of weeds; • Develop and deliver with MKCCM sustainable approach to deep cleaning for use and deployment in CMK;

Figure 2: Targeted Asset Hierarchy

Figure 3: Example of MKC Litter Asset Tag

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Theme 2: Parishes & Communities Encouraging a sense of pride in communities in their local area with a desire to keep their area clean and empowering them to do it sustainably

Theme lead Programme Manager – Parish and Town Councils

Key delivery and support partners Parishes, Serco, Parish Council contractors

We will: • Support Parish Councils to provide information regarding cleaning schedules and topping up of cleaning services through the Serco framework; • Support the Working Locally programme to enable local councils to engage with public realm services at a level that suits them e.g. influence service delivery, enhance / top up cleaning services, take over services e.g. litter bin emptying through the draft parishes framework; • Ensure our data is up to date, particularly regarding land ownership/management and GIS layers and that the public have access to this information; • Provide a deep clean for MK, of any estate, street or redway where a parish council, community group or business takes responsibility for the continued upkeep of that space; • Make a provision to enable a parish council, community group or business to deliver their own additional cleaning services using one off funding; • Actively encourage and facilitate voluntary community pride activities such as clean-up days (whether locally or nationally initiated) and communicate these and their successes; • Empower Parish wardens to issue fixed penalty notices through training provision from our Environmental Crime Unit; • Actively encourage community champions and provide them access to resources to mobilise and organise Community clear ups; • Provide one off day passes to CRCs for waste that has been cleared by community clear ups and by Parishes;

2a. Sub theme - framework for parish and town councils to have an increased role in service delivery: The Localism Act 2011 and the Open Public Services White Paper supported a national drive to shift power away from central government to local government, communities and individuals. Reduced central government funding and increased demands for services mean that principal authorities (like Milton Keynes) are now (more than ever) needing to work alongside their local council partners (Parish and Town Councils) in a collaborative, different and creative way to ensure that our residents continue to receive services that are important to them. Parish and Town Councils are uniquely placed – they are the closest level of local government to our communities. The reality of the financial challenges within Milton Keynes over the coming years, means that many community based services will only be able to continue if local councils are encouraged and supported to play a more active role in their local design and delivery. A joint framework has been developed to provide information and opportunities for greater involvement of Parish and Town Councils as they see fit and as appropriate for their communities. The Council Plan commits to “Supporting parishes, the voluntary sector and communities to get things done” and in particular to “look at community-led initiatives to reduce litter”. Under the Litter Act, parishes (via Section 6) are permitted to provide and maintain refuse or litter receptacles in any street or public place. We will support and advice parish and town councils to procure, install, empty and maintain litter bins and provide access to the economies of scale or purchasing and installing street furniture through our environmental service partners. Parish councils have the authority to issue fixed penalty notices for offences of littering, graffiti, fly-posting and dog control offences (if appropriate local Dog Control Orders are in place). Local parish enforcement officers must be authorised in writing by the authority they issue notices for and must also have completed an approved training course e.g. Keep Britain Tidy approved legal & enforcement training. MKC can provide training and support for parishes wishing to undertake environmental enforcement and provide ongoing support on how and when to issue notices, setting penalties in

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accordance with relevant legislation and assistance with establishing the appropriate functions and services income from fixed penalty notices can be best spent.

• We will continue to support the Working Locally programme to enable local councils to engage with public realm services at a level that suits; • We will publish cleaning frequencies and schedules via the website to inform decisions by parish and town councils in what environmental services they would wish to influence, enhance / top-up or takeover; • We will work with the parishes who wish to access additional environmental services (e.g. litter picking, graffiti removal, weed control) through our partner, Serco. • We will provide training and support to parishes who wish to undertake environmental enforcement and issuing of fixed penalty notices.

2b. Sub theme – MK Street Champions Parish and town councils, residents associations and other established volunteering groups play an active role in improving the public realm. However, there are often individual vanguards with civic pride who, with the correct tools and influencing ability, can perpetuate their positive will and efforts throughout the community. MK Street Champions are the eyes and ears of a local community, providing a link between public opinion and delivering a service.

MKC in conjunction with our environmental services partner, Serco have given local volunteers access to a user friendly app which enables the public realm services team to work directly with local volunteers to deal with issues that matter most to them. MK Street Champions can report litter, fly-tipping, graffiti, missed bin collections, noise nuisances, pot holes, issues with footways and broken street lighting.

By becoming an MK Street Champion individuals can:

Help to improve the quality of the local environment

Help to make lasting improvements to the local area

Help make MK a cleaner, greener and safer place to live and work

Help to make the communities voice heard

To help you in your work as a Street Champion, volunteers will receive:

Regular updates on the progress on your reports

Ongoing help and advice

Invitation to meetings to discuss local issues and meet other Street Champions

Twice yearly e-newsletter

Free welcome pack and litter picking equipment (while stocks last)

Once the MK Street Champions have been identified they could be encouraged to undertake with additional services with MKC support e.g. winter footway gritting and sign cleaning.

• We will continue / establish MK Street Champions to be the eyes and ears of the local community, providing a link between public opinion and delivering a service • We will provide a free welcome pack and litter picking equipment (while stocks last) and access to the MK Street Champions app to report litter, fly-tipping, graffiti, missed bin collections, noise nuisances, pot holes, issues with footways and broken street lighting.

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Theme 3: Education, Communication and Enforcement

Theme lead Senior Communications Officer Waste Education Officer Team Leader Environmental Crime Unit (Theme 3a)

Key delivery partners Corporate Communications, Parishes

Supporting partners Amey Education officer Viridor MRF Facility

We will carry out a communication campaign to:

o encourage pride and responsibility; o encourage reporting of issues; o discourage littering, dog fouling and other unwanted behaviours; o educate children about appropriate behaviours; o undertake proportionate enforcement to deter negative behaviours and bring

people back into compliance

We will: • Provide information via tours of the MRF and MKWRP about litter and how it is collected and disposed / recycled; • Inform residents and the public about deep cleaning events, the benefits of a deep clean and the importance of working to maintain the cleanliness of their streets; • Target communications at user-groups where there are particular issues, as appropriate e.g. dog owners, landlords and tenants, vehicle occupants, making sure they understand Council policies and what is required; • Provide additional waste education and training support (e.g. telling people what goes in what bins) to any parish or community group who express an interest to engage with resident as “waste and littering community champions”; • Undertake ‘Enforcement Days’ in CMK and promote any litter notices or fixed penalty notices issued to discourage littering; • Ensure that the public understand our policies, for instance that leaves are deliberately left on grass; • Appoint two additional enforcement officers to undertake proportionate enforcement action with a focus on litter and fly tipping offences; • Increase the fixed penalty notice for littering offences to the maximum full penalty of £125; • Develop a capital business case for new CCTV equipment to tackle fly tipping and a new hi-vis CCTV mobile unit.

3a. Sub theme - Environmental Enforcement Milton Keynes Council is the principal litter authority and has a statutory duty to keep land under our control clear. As the local highway authority MKC must also keep any highway we are responsible for both clean and clear of litter and refuse (as far as is practicable). In addition to regular and reactionary cleaning activities, MKC also has enforcement powers. It is an offence to drop litter on land or into water that’s accessible to the public even if it’s private land. This applies to private land that the public can access, for example a right of way. Offenders can be prosecuted in a magistrates’ court and fined up to £2,500. Litter droppers can get fixed penalty notices (FPNs). If they don’t pay the FPN they can be prosecuted. The current priorities and focus of the Environmental Crime Unit resource are unauthorised encampments and abandoned vehicles. The current extra work being generated in these areas means it is consuming nearly all the time of the enforcement team, and that means they have limited to work on the current Council Plan commitment to reduce litter. To this effect, the intention is to use one-off resources to take on extra enforcement personnel to focus specifically on litter, fly-tipping and other environmental crime offences. On 30th October 2017 new regulations were passed amending the current regulations relating to Fixed Penalty Notices for Environmental Offences such as littering, graffiti, fly posting and distribution

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of printed material. The new regulations, the Environmental Offences (Fixed Penalties) (England) Regulations 2017 (the Regulations), will come into force on 1st April 2018. In accordance with the Environmental Offences (Fixed Penalties) (England) Regulations 2017 amended S.88(6A)(a) of the Environmental Protection Act 1990 we will introduce a fixed penalty notice for littering, littering from vehicles and fly-posting to be set at not less than £80 and not more than £125 and to allow the fixed penalty notice for Fly-tipping to be set at £250 and not less than £150. Enforcement is an important tool in the campaign to reduce litter but needs to be used proportionately on those issues where education and engagement has not been or will not be effective. Income from the payment of FPN for littering and related offences can be spent on functions relating to littering, dog control, graffiti and fly-posting. However, there are no restrictions on how councils can use income from fly tipping offences. New Enforcement Resource The initial financial commitment is for 12 months but a business case will be prepared to ensure that the issue and payment of FPN contributes to the longer term based budget for environmental enforcement and services which reduce litter further. The council plan to support and bolster its exiting Environment Crime Unit to focus on environmental crimes by (amongst other activities) issuing fixed penalty notices to people we believe have committed an offence. Fixed penalty notices can be issued for:

Litter - dropping litter anywhere, including private land, rivers, ponds and lakes. Cigarette butts and chewing gum are defined as litter.

Commercial litter - Fast food outlets, stalls and mobile van operators can be served with a Street Litter Control Notice. If they then fail to keep the area clear of litter they can issued with a fixed penalty notice. We can require the landowner to clear the litter from their land if it is made unsightly and issue a fixed penalty notice if they fail to clear within the time specified.

Fly tipping - Unauthorised depositing of waste is an offence under Section 33 of the Environmental Protection Act. FPN can be issued where a person deposits of knowingly permits waste to be deposited on land not covered by an appropriate environmental permission.

Fly posting – It is considered to be a relevant offence under Section 44 of the Anti-social Behaviour Act 2003 to affix posters or affixing things on structures on the highway.

We will prioritise the additional enforcement resource to focus on enforcement of littering, littering from vehicles, fly-posting and fly-tipping offences.

Private companies can be given delegated authority from MKC to undertake environmental protection services. Fully trained and uniformed officers can be employed in “problem areas” in order to deal with environmental enforcement issues. These private companies can operate through a number of models and payment schemes e.g. offering guaranteed no cost to the authority, receiving payment based on successful prosecution cases, results driven payments or strictly through a time and expenses payment. The different delivery models can impact performance and perception of enforcement and drive the wrong objective which, for MKC, is to have a clean city predominantly free from litter, delivered affordably through a renewed approach to maintaining our assets integrating new technology and communications.

The Authority is currently reviewing its enforcement provision to deliver the enforcement aspects of the Litter Action Plan. Indicatively the one off costs for the provision of internal resources are likely to be less than £100,000. Furthermore, some of these costs will be offset by the Fixed Penalty Notices that will be issued by the Enforcement Officers.

The commissioning for whether or not the additional enforcement services are to be delivered through additional internal resources, though the private sector or through a combination of both approaches, is currently being compiled and once completed will be recommended through a delegated decision to the Cabinet member - Public Realm.

Money raised via FPN, of which a 75% payment rate could be achieved, could be allocated to local community litter groups, local parish / town council campaigns or pay for deep cleans in areas where a

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parish council, community group or business takes responsibility for the continued upkeep of that space e.g. estate, street or redway.

The percentage of Fixed Penalty Notices issued that are paid on time will be an example of how the measures of success on enforcement will be demonstrated.

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Theme 4: Central Milton Keynes

Theme lead Head of Environment & Waste

Key delivery partners MKCCM (BID), Serco

Supporting partners MKCCM Operations Board

Central Milton Keynes (CMK) is the central business district for the borough and receives a significant amount of resource in order to maintain a higher standard of cleanliness. It is a Business Improvement District where businesses are required to pay an additional tax (or levy) in order to fund projects within the BIDs boundaries. This levy is administered by Milton Keynes City Centre Management (MKCCM) who have an overarching five year strategy with five themes for the improvement of CMK. CMK as a theme provides a dedicated opportunity to work in partnership with MKCCM to thread together several of the other themes under a dedicated enhancement programme both in terms of cleansing and also in terms of perception of cleanliness. Many of the ideas and opportunities considered within the Litter Action plan would be pioneered in CMK to demonstrate wider benefits.

We will: • Prioritise the removal of broken and damaged bins in CMK as identified through bin audit; • Look at supporting a trial of ‘smart bins’ in high prominence and usage locations;

Figure 4: Examples of broken / damaged assets in CMK

The reduction of broken and damaged assets in CMK will have an immediate impact of enhancing the serenity of the local area, reducing perceptions of decay and reducing urban cluttering. MKC will work with the BID on the identification and removal of these assets. An important next step will be the redeployment of available assets within CMK. This is due to the design of the CMK with a prominence of particular desire lines (paths that people prefer to take moving from area to another) and these migratory patterns means that certain areas have an increased amount of waste created and disposed of within them. For example waste receptacles outside of transport hub, the entrances / exits to major shopping precincts and fast food outlets fill exceptionally quickly and reach capacity. However, receptacles less than 10 – 15m away are empty as exemplified in Figure 5:

Figure 5: Examples of over / under utilised assets in CMK

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We will: • Subject to funding being available, increase our enforcement activities in CMK and promote any notices or FPNs issued; • Work to reduce the littering problems around rough sleeping in tents through the provision of black sacks for waste disposal; • Prioritise the removal of sharps and clinical waste from all locations once identified as quickly as possible

Milton Keynes Council will work strategically with our BID Partners to support on how the ‘Sparkling City’ theme fund could be deployed with a potential focus on asset renewal and for sustainable improvement beyond ‘quick wins’.

4a. Sub theme - Deep Cleaning: There is an emergence of deep cleaning in urban areas in order to enhance existing public realm fabric. Deeping cleaning removes staining, moss, grime and dirt accumulations and can restore fabric condition to a higher quality. There are a variety of different technologies available from traditional high power lancing equipment and jet washers which blast away staining through to steaming and freezing technologies. Some systems turn the chewing gum into a powder easy to brush away without ruining the surfaces. However, due to specific composition of Milton Keynes some technologies and deep cleaning could have long term implications. For example high pressure hosing will blast sand and gravel out of joints leading to increased weed growth.

Figure 6: Before and after photos of a deep clean in CMK

Figure 7: Before and after photos of a new restoration technology in Bradwell Common

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We will: • Assess both traditional and new innovative deep cleaning technology and work to utilise the technology as part of deeper cleans offered to communities as stated in Theme 2; • Milton Keynes Environment and Waste Department team will work with the BID on developing a deep cleaning and restoration plan for CMK that is proactive and meets both the strategic needs of the BID and the wider sustainable needs of CMK stakeholders including businesses and residents; • Agree on the appropriate types of deep cleaning that work with the particular urban fabric of Milton Keynes and CMK; • Consider delivering intensive cleaning programmes overnight to avoid disruption;

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Theme 5: Customer Reporting / Satisfaction

Theme leads Customer Service Team Leader Waste Services Officer

Key delivery partners Customer Services, Serco

Supporting software Firmstep, Whitespace, GIS

We will: • Ensure that customers can access information readily about street cleaning both for cleaning schedules and bins locations (CMK to be added first); • Ensure that members of the public can report litter bins by asset tag (number to begin with and then potentially migrating to QR code via Smart device application) by 2020; • To maintain or improve the level of annual satisfaction with street cleaning by April 2019; • To maintain the high LEQ measurements currently met for litter, flyposting, flytipping and graffiti; Measuring Success: Local Environmental Quality Survey The survey covers litter, detritus, flyposting, flytipping and graffiti. It uses randomised trisects so does not coincide with collection or maintenance days and covers a wide range of areas e.g. residential, retail, educational, industrial etc. There are 4 categories of rating: good, satisfactory, unsatisfactory or poor. Council areas usually rate good or satisfactory on the five longest running indicators. Since 2015 satisfaction with some aspects of landscaping has also been surveyed, including weed control and encroachment.

Figure 7 – Local Environmental Quality: % of areas good or satisfactory

80.0%

82.0%

84.0%

86.0%

88.0%

90.0%

92.0%

94.0%

96.0%

98.0%

100.0%

Dec - Mar12 Aug - Nov12 Apr - July13 Dec - Mar14 Aug - Nov14 Apr - July15 Dec - Mar16 Aug - Nov16 Apr - July17 Jan - Apr18

Litter Detritus Grafitti Fly Posting Fly Tipping

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Litter Plan Aims, Priorities & Actions

In order to deliver the vision, we have determined a detailed set of seventeen priorities, within which

there are specific actions; each referenced to other corresponding themes as identified below:

Theme 1 - Increasing Service Effectiveness and Operational Efficiency Priority Action Themes

1.1 Asset Audit and Ownership: - Undertake bin survey and collect all data, enter all data onto mapping

system

1

1.2 Mapping: - Work with Customer services of channelling customers through to

appropriate channel depending on bin ownership (i.e. Borough or Parish Council)

1, 2, 5

1.3 Street Cleaning contract rebase: - Begin a rebasing of the Serco street cleaning services to deploy

resources and render options based on three scenarios of:

£50,000 less / year until 2023;

No change in funding;

£50,000 increase / year until 2023;

1, 2

1.4 Asset Hierarchy: - Use TAR model to rationalise and replace CMK litter bins but improve

efficiency and effectiveness of service delivery and free up ‘milk round’ resources to focus of enhanced cleansing regimes

1, 3

Theme 2 - Parishes & Communities Priority Action Themes

2.1 Parish Support: - Provide when requested cleansing schedules and information to

facilitate topping up of services via Serco framework - Ensure mapping data is up to date and accessible to Parishes - Ongoing delivery of Get Sorted MK and to potentially expand to street

cleaning services - Support the parishes who wish to access additional environmental

services (e.g. litter picking, graffiti removal, weed control) through our partner, Serco.

-

1, 2 2, 5 2 2, 4

2.2 Capital Support: - Agree what will constitute a delivery of ‘additional cleaning services’ and

over what period to deliver deep clean services; - Identify deep clean process and funding;

2 2

2.3

Voluntary and Community Pride: - Under take campaign to support Parishes and Communities undertaking

litter picks through provision of necessary equipment and easy to follow steps for ordering clear, green, black sacks and litter pickers etc.

- Empower Parish wardens to issue fixed penalty notices through training provision;

2, 3 2

Department Vision

To seek and ensure the management of core service contracts is provided which enables sustainable cleaning and maintenance of our growing city.

A city predominantly free from litter, delivered affordably through a renewed approach to maintaining our assets and integrating new technology and communications.

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Theme 3 - Education and Communication Priority Action Themes

3.1 Public Communications Campaign: Motivational & Instructional - Encourage pride and reporting of issues; - Educate children about appropriate behaviours; - Discourage unwanted behaviours; - Inform residents and the public about deep cleaning events

3, 5 3 2, 3 3

2.2 Public Tours: - Provide information on litter via MRF and MKWRP tours

3

2.3

One off Communications: - Target communications at user groups; - Promote any litter notices or fixed penalty enforcement issued to

discourage unwanted behaviours; - Provide information about tent clean ups and processes;

2, 3 3 3, 4

Theme 4 – Central Milton Keynes Priority Action Themes

4.1 Litter bins: - Replacement, redeployment, repair and removal; - Smart bin trial;

4, 1

4.2 Enforcement: - Increase our enforcement activities in CMK; - Promote any notices or FPNs issued; - Reduce the littering problems caused by rough sleeping in tents;

4 4, 3 4

4.3

Partnership Working: - Support ‘Sparkling City’ BID Theme to meet strategic needs of the BID

but provide subject matter expertise and direction from MKC; - Undertake capacity review of CMK litter bins for redeployment / removal; - Share intelligence on abandoned tents, areas requiring higher

frequencies of cleaning and clinical / hazardous waste issues;

4 4, 1

4.4

Deep Cleaning: - Assess and implement innovative deep cleaning technology best suited

to Milton Keynes; - Support on overnight cleaning programmes to avoid disruption;

4, 1 4, 1

Theme 5 – Customer Reporting / Satisfaction Priority Action Themes

3.1 Customer Information Access: - Ensure that customers can access information readily about street

cleaning both for cleaning schedules and bins locations; - Ensure that bin assets have their ID number logged online;

5, 2 5, 1

2.2 Customer Reporting Process: - Ensure that members of the public can report litter bins by asset tag; - Where assets are owned and maintained by Parish Council then they

will be deferred to Parish Council for resolution;

5 5, 2

2.3

Improving Customer Satisfaction: - To stop the decline in satisfaction with street cleaning by January 2020; - To improve the annual satisfaction with street cleaning by January 2020;

5 5

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ITEM 18

CABINET

10 JULY 2018

10 July 2018

MILTON KEYNES COUNCIL BUSINESS PLAN 2018/19

Responsible Cabinet Member: Councillor Marland, Leader of the Council

Report Sponsor and Author: Sarah Gonsalves, Acting Director of Policy, Insight and Communications, Tel: 01908 253099

Executive Summary: This report presents the Milton Keynes Council Business Plan 2018/19; Cabinet is invited to approve it. The Business Plan is based on the revised Council Plan 2016 – 2020, approved by Council on 20 June 2018.


1.1 That the Business Plan be approved.

1.2 That ir be noted that progress will be reported to Cabinet on a quarterly basis.

2. Issues

2.1 The revised Council Plan 2016 - 20 was adopted at Council on 20 June 2018. The Delivery Plan, which forms part of the revised Council Plan, sets out actions that cover this one year period.

2.3 The Business Plan is a comprehensive overview of key milestones and targets to deliver the commitments that reflect the Council Plan priorities. Performance indicators, management information and timely updates will be used to report progress against the priorities to Cabinet. The service planning process will be reviewed to ensure all the key priorities are reflected and appropriate performance information is collected for reporting and monitoring purposes.

3. Options

3.1 The Council is not required to have a Business Plan but agreeing this will ensure there is a framework against which progress on delivery of the revised Council Plan 2016-20 can be noted.

Implications

3.2 Policy

If agreed, the Business Plan will provide a framework for the Council that reflects the vision, values and priorities for the organisation.


The content of the Council Plan is set within the context of the Medium Term Financial Strategy and the annual budget. This is underpinned by a clear governance framework within which resources are allocated, managed and reported.

Y Capital Y Revenue Y Accommodation

Y IT Y Medium Term Plan Asset Management

Wards Affected:

All Wards

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One of the priorities is to bring forward a Carbon, Energy and Sustainability Strategy to 2050.

3.5 Legal

None


The nature of the Business Plan means it recognises all the policies below and uses them in the implementation of the Plan.

Y Equalities/Diversity Y Sustainability Y Human Rights

Y E-Government Y Stakeholders Y Crime and Disorder

An Equality Impact Assessment was conducted on the priorities of the original Council Plan, a full assessment can be found at: http://j.mp/CP16-eqia.

Background Papers: Revised Council Plan 2016-20 (link)

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http://j.mp/CP16-eqia

http://milton-keynes.cmis.uk.com/milton-keynes/Document.ashx?czJKcaeAi5tUFL1DTL2UE4zNRBcoShgo=zTqzPPJXfYexmhREPJQy%2bo6QsNkCcawgLlPwfb9e%2bU5z%2bvlq6u4noQ%3d%3d&rUzwRPf%2bZ3zd4E7Ikn8Lyw%3d%3d=pwRE6AGJFLDNlh225F5QMaQWCtPHwdhUfCZ%2fLUQzgA2uL5jNRG4jdQ%3d%3d&mCTIbCubSFfXsDGW9IXnlg%3d%3d=hFflUdN3100%3d&kCx1AnS9%2fpWZQ40DXFvdEw%3d%3d=hFflUdN3100%3d&uJovDxwdjMPoYv%2bAJvYtyA%3d%3d=ctNJFf55vVA%3d&FgPlIEJYlotS%2bYGoBi5olA%3d%3d=NHdURQburHA%3d&d9Qjj0ag1Pd993jsyOJqFvmyB7X0CSQK=ctNJFf55vVA%3d&WGewmoAfeNR9xqBux0r1Q8Za60lavYmz=ctNJFf55vVA%3d&WGewmoAfeNQ16B2MHuCpMRKZMwaG1PaO=ctNJFf55vVA%3d

10 July 2018

ANNEX

Business Plan

1

BUDGET

In the light of continuing significant Conservative government funding reductions, securing a balanced medium-term budget that mitigates as far

as possible against impacting adversely on the most vulnerable, and ensuring the resources that support this process are deployed effectively O

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OUR BUDGET COMMITMENTS – WE WILL:

1.1 Refresh the Medium Term Financial Strategy by Feb 19 • • •

- MTFS Refresh will be agreed by Feb 2019

1.2 Set a balanced budget each year, which reflects the reality of funding availability and increasing demand • • •

- This will be reflected in the MTFS which will be agreed by Feb 19.

1.3 Review the contract procedure rules to ensure Best Value and increase the Social Value for local businesses in procurement by Nov 18 • • •

- Consultation with relevant stakeholders on updating the Contract Procedure Rules will take place over coming months

- Reviewing and updating rules to reflect best practice

- Updating the optimising the level of social value secured from our supply chain.

1.4 Review our relationship with LGSS to ensure it is meeting our objectives by Dec 18 • • •

- Review of LGSS operating model underway and will be completed by Dec 18

1.5 Invite the LGA to conduct a Corporate Peer Review • • •

- Preparation and early scheduling underway

- Review will take place late Autumn, with a view to taking a report to Council in January

1.6 Review our customer services, communications and councillor support by Dec 18 • • •

- Scoping for review has begun, engagement with stakeholders will begin within the next

month

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10 July 2018

2

GROWTH AND AFFORDABLE HOUSING

Despite being the fastest growing city in the UK, there is a national housing crisis that current central government policy is failing to address. We will work to secure the future of Milton Keynes, to build a city where everyone has access to a good home to rent or buy at a price they can

afford, enabling sustainable growth so that MK can grow to a population of 500,000 and beyond by 2050. O

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OUR GROWTH COMMITMENTS – WE WILL:

2.1 Support Plan:MK through inspection and adopt it • • •

- The project is adequately resourced including consultancy and barrister support - A roadmap setting out the key milestones to adoption has been prepared. The best-

case scenario mapped out assumes receipt of the Planning Inspector’s report by the end of December 2018 and adoption in January 2019

2.2 Commit to the aspiration that MK will grow to a population size of 500,000 by 2050 • • •

- Work with neighbouring authorities to prepare a Strategic Growth Study (MK Futures project one) by December 2018 to examine the impact a population of 500,000 by 2050 would have on Milton Keynes, and consider typologies of development, mobility solutions and partnership models to deliver growth.

- Work with neighbouring authorities and government to establish proposals for a housing deal which supports the needs of Milton Keynes as a growing city.

2.3 Submit a Housing Deal with partners by July 2018 • • •

- Work underway with regional partners and Government

- Submission will reflect aspirations to grow to a population of 500,000 by 2050, as well as specific infrastructure and policy requirements, and funding for 500 new council homes

- Timescale likely to be late summer

2.4 Support the aspiration for 75,000 truly affordable, new social and council homes • •

- Scoping work throughout 18/19 to inform housing deal and MK Futures strategy - Already working with Government, Homes England, registered providers and

developers to maximise the total investment in the provision of social housing and council homes, and working with partners across the Growth Corridor to maximise investment potential

2.5 Bring forward the Affordable Housing SPD in line with the Plan:MK timetable.

• •

- A draft SPD has been prepared and consulted - Adoption of the SPD will need to follow on from the adoption of Plan:MK as the parent

document - The best-case scenario for the adoption of SPD would be in spring 2019

2.6 Complete the adoption of the Site Allocations Plan • •

- The Planning Inspector’s report on the plan’s examination is awaited - Assuming the Inspector’s report is favourable, the plan could be adopted at the July

meetings of Cabinet and Council

2.7 Complete the existing programme of 200 new council houses • •

- Continue to invest in new developments and an acquisition programme

2.8 Submit proposals to Government for an extra 500 new council houses and • •

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10 July 2018

removal of the HRA borrowing cap by Sep 18

- See 2.3

2.9 Bring forward plans to ensure empty or disused housing can be brought back into use by March 19

•

- Prepare and consult on an Empty Homes Strategy to submit to Cabinet for approval by

March 19

2.10 Work with partners to undertake a feasibility study of establishing a Community Land Trust or Housing Co-operative by March 19

•

- The new Housing Strategy will include a commitment to community led housing schemes and will be consulted on over the summer for submission to Cabinet for approval

- establish a forum of partners to bring forward plans for community led housing

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10 July 2018

3

HOMELESSNESS

Ensuring people have a safe place to stay is hugely important, and this continues to be a priority. Building on the initiatives that are in place and

the significant reduction of families in temporary accommodation, there will be continued access to advice to prevent homelessness and support to

people at a time of crisis. OP

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OUR HOMELESSNESS COMMITMENTS – WE WILL:

3.1 Halve roughsleeping by 2019, and end it by 2021. • • •

- An outreach service and tenancy support service will be commissioned to deliver

Housing First to support rough sleepers into settled accommodation

3.2 Improve access to support services • •

- Work with the Homelessness Partnership to ensure a joined up approach to ensure better access to housing, health provision and employment services

- Provide a Prevention Fund to support people to maintain their current home and improve their chances of securing permanent accommodation

3.3 Keep the use of Bed and Breakfast at low levels • • •

- Continue to secure properties for the use of temporary accommodation including private sector leasing as well as negotiating assured shorthold tenancies with local landlords as settled accommodation to minimise to the use of bed and breakfast accommodation

- Deliver 70 modular units of temporary accommodation by March 2019

3.4 Continue to support the One Stop Shop and MK Homelessness Partnership

• • •

- Continue to provide representation and guidance to the Homelessness Partnership as an equal partner

- Continue to provide financial assistance towards the running costs of the One-Stop Shop

3.5 Work with Citizens:MK to produce a Citizens Guide to Homelessness • • •

- Support the Homelessness Partnership to develop the guidance as one of their

objectives for 2018/19

3.6 Ensure dignity and respect for homeless people by ruling out Public Space Protection Order for roughsleeping

- Ensuring that every rough sleeper who wants settled accommodation has access to it

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10 July 2018

4

HIGHWAYS

We recognise the value of our road network, and we understand that this is an area that is very important to the quality of life for citizens and the

efficiency and productivity of our businesses. We will make changes and further investment so there are tangible improvements.

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OUR HIGHWAYS COMMITMENTS – WE WILL:

4.1 Fix 20,000 extra potholes by April 2019 • •

- Two three month pilots increasing the number of pothole and other defects being repaired

on roads commenced on 11 April 2018 – a rolling total of numbers will be reported in the quarterly updates to demonstrate delivery of additional 20,000.

4.2 Review the pothole intervention criteria by July 18 • •

- Following the completion of the two “pothole” pilots in June 2018, a review will be

undertaken and recommendations to change the Council’s policy will be considered and proposed through a delegated decision in Summer 2018.

4.3 Fix more missing road and street signs •

- The 2018/19 programme is shown on the Council’s web site; Link, and progress will be

reported as part of the quarterly updates to demonstrate additional work undertaken

4.4 Replace more white lines on highways •

- As for 4.3, The 2018/19 programme is shown on the Council’s web site; Link, and progress

will be reported as part of the quarterly updates to demonstrate additional work undertaken

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https://www.milton-keynes.gov.uk/highways-and-transport-hub/managing-our-highways/road-closures

https://www.milton-keynes.gov.uk/highways-and-transport-hub/managing-our-highways/road-closures

10 July 2018

5

CHILDREN

Putting young people first by always prioritising protecting our vulnerable children from harm and neglect and providing support so every child has

the opportunity to succeed

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OUR CHILDREN’S SERVICES COMMITMENTS – WE WILL:

5.1 Always prioritise protecting vulnerable children from harm and neglect, including child sexual exploitation

• •

- Continue to improve our multi-agency safeguarding hub (MASH) - Deliver an awareness raising campaign to encourage reporting where there are concerns of

abuse.

5.2 Ensure our workforce is robust by continuing initiatives to recruit, retain and to recognise the contribution of the social work teams

• •

- Refresh our recruitment process for social workers so that MKC remains an attractive career option in a competitive market

- Investigate the opportunity for social work apprenticeships to provide another qualification route into the profession

- Establish a continuing professional development centre to develop the skills of our existing social care workforce

5.3 Increase the number of high quality local placements for children and young people.

• •

- Implement the commitments set out in our Fostering First booklet - Deliver an enhanced foster carer recruitment programme during the year - Increase foster care, residential and semi-independent placement quality and support, with a

strong focus on outcomes based commissioning - Continue to invest in preventative work, including our Children and Families Practices and

maintaining all Children’s Centres

5.4 Continue to invest in preventative work, including our Children & Families Practices and maintaining all Children’s Centres.

• •

- Strengthen our children and family centre services and the way we deliver them

- Provide effective interventions by Children and Families Practices to prevent needs from escalating

5.5 Maintain a council-tax exemption for care leavers • •

- There are no plans to change this policy

5.5 Work with partners to implement the Starting Well element of the new Joint Health and Wellbeing Strategy

• •

- Continue to work with and influence partners to ensure this is a focus

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6

HEALTH AND SOCIAL CARE

Continuing to modernise and improve our adult health and social care services with priority placed on promoting independence, prevention, and dignity through various initiatives, including developing plans for a better integrated and locally accountable adult health and social care system O

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OUR HSC COMMITMENTS – WE WILL:

6.1 Develop plans for a better integrated and locally accountable adult health and social care system

• •

- Influence the development of a more sustainable local approach to health and social care in Milton Keynes, with a stronger focus on prevention and integration working with our Health and Wellbeing Board partners and in line with the priorities set out in our Health and Wellbeing Strategy. - Review MKCs commissioning service and the opportunities for greater alignment with the CCG with a view to securing efficiencies through joint commissioning and savings through service redesign.

6.2 Invest extra resources in our HomeCare service

•

- Develop the MKC homecare service to provide a better service to people with dementia and people who have complex or challenging needs. - Redesign and rebrand MKC homecare services to incorporate the MKC night team and create more joined up working.

6.3 Sign the Dignity Code for Older People

•

- Formally sign up to the National Pensioner’s Convention’s Dignity Code for Older People.

6.4

Continue to deliver the Unison Ethical Care Charter, improving pay for homecare workers, including for travel time, and schedules that allow staff to spend sufficient time with clients, and investigate implementing the UNISON Residential Care Charter

• •

Maintain our commitment to the Unison Ethical Care Charter (MKC is one of 31 out of 206 authorities across England, Scotland and Wales signed up to the charter) and monitor compliance across providers. Complete an impact assessment on the introduction of the Unison Residential Care Charter.

6.5 No cuts to domestic abuse service levels • •

- Complete a stocktake of domestic abuse services - Review and, if appropriate, re-shape MKC funded domestic abuse services to ensure they

are as high quality and impactful as possible

6.6 Review the Safer:MK Partnership by Nov 18

•

- Complete a review of the partnership, agreeing the future focus for Safer MK and the inter-relationship with the Health and Wellbeing Board and the Safeguarding Board to ensure duplication of effort is avoided and that there are clear lines of accountability for specific issues.

- Explore the potential to bring the community safety partnership (Safer MK) under the MK Together umbrella.

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10 July 2018

MENTAL HEALTH

Ensuring good mental health is a key to ensuring wellbeing, and we will work with partners to ensure there is a focus on mental as well as improving the

services we deliver.

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OUR MENTAL HEALTH COMMITMENTS – WE WILL:

7.1 Cut waiting times and access to mental health services •

- Deliver a formal project to improve MKC mental health services (The MKC mental health service carries out its responsibilities in line with the Care Act 2014 and Mental Health Act 1983. The 2017/18 budget for mental health is £3.25m, employ 30 staff and support 593 people. The team also includes a small autism service, Approved Mental Health Professional (AMHP) service and an out of hours service).

7.2 Champion the importance of mental health and ensure it is given parity with physical health in the design and delivery of community health services.

• •

- Continue to work with and influence partners to ensure this is a focus

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10 July 2018

8

ECONOMY

Being ambitious for jobs and skills, supporting our vibrant economy with innovative, word-class, initiatives that will enable high quality jobs, inward investment and sharing the benefits of growth fairly;, ensuring we have a strong, resilient economy that is equipped to meet the challenges of the

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OUR ECONOMY COMMITMENTS – WE WILL:

8.1 Further develop plans with partners for MK:U, a 21st century new university in Central Milton Keynes

• •

- Prepare and launch international design competition for MK:U by late 2018

- Proactively work with Cranfield University and parters on the plans for MK:U through the steering group ahead of the formal project review point

8.2 Work with partners to roll out ultra-fast broadband •

- Facilitate investment in and deployment of full fibre infrastructure through key providers

8.3 Continue to develop Milton Keynes as a world-leading transport innovation and Smart City brand

• •

- Ongoing programme for 18/19 will be reported as part of quarterly update

8.4 Continue to improve links with business and hold regular business engagement events

• •

- Links with businesses will be improved through the ongoing delivery of the Business Engagement Plan through a number of channels including events and face to face engagements, and working with partner organisations, including MK College

8.5 Explore a business rate incentive to small businesses who pay the REAL Living Wage

•

- Scoping work and recommendations will be undertaken by March 19

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9

EDUCATION AND SKILLS

Supporting improvement in our education and skills sector, ensuring a good local school place for every child and a non-selective model of education

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OUR EDUCATION & SKILLS COMMITMENTS – WE WILL:

9.1 Ensure a good local school place for every child, and plan for growth • •

- Plan for additional early years and school places, with a focus on the growing demand for secondary places - Continue to support and challenge all schools and early years services to be good or outstanding

9.2 No support or funding for selective or grammar schools •

- Not encourage, support or fund any selective education project

9.3 Continue to deliver the largest school places programme to ensure a good, local school place for every child.

• •

- As 9.1

9.4 Support a new city centre MK College campus •

- Continue to work with MK College, including support for the Skills capital Fund bid

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10

REGIONAL WORKING

Milton Keynes Council wants to play a full and active leadership role in our region and nationally. We will work to be a proactive and collaborative

partner, seeking the best outcomes for our region and for Milton Keynes

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OUR REGIONAL WORKING COMMITMENTS – WE WILL:

10.1 Continue to play a leading role in developing and deepening cross boundary working relationships and governance

• • •

- Continue to play a leading role in shaping the work of the Central Area Growth Board for the 18/19 year

- Work with neighbouring authorities and government to establish proposals for a housing deal by December 2018 which supports the needs of Milton Keynes as a growing city

- Play a leading and active role in the Fast Growth Cities network, working with partners across the East- West arc

10.2 Support SEMLEP to implement the Government LEP review, and as a vital link to the business community

• •

- Work with SEMLEP to help them develop an ambitious Local Industrial Strategy by

Spring 2019

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11

WASTE

Continuing a long history of innovation and sustainability, look at community-led initiatives to reduce litter, as well as committing to keeping

weekly bin collections

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OUR WASTE COMMITMENTS – WE WILL:

11.1 Reduce litter •

- A Litter Action Plan has been developed for July Cabinet - A business plan will be developed to replace all existing litter bins in central Milton Keynes

with new more effective bins. - The street collection contract will be rebased so that the cleansing service is more

‘flexible’ within the terms of the existing contract. - Provide education to residents and children to discourage the use of single use plastics

11.2 Keep weekly bin collections •

- There are no plans to change this and this will be built into future budgets

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13

ENVIRONMENT

We want to continue our legacy of being a green City with a high quality public realm, by better management, investment and different approaches to

landscaping, with the Parks Trust as the custodian of choice

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OUR ENVIRONMENT COMMITMENTS – WE WILL:

13.1 Invest more resources in landscaping •

- A balanced approach will be developed enabling Parish and Town Councils to take on more landscaping services in their Parishes from April 2020. A review of remaining Council provided landscaping services will commence including the provision to take the services in house when the existing contract finishes

13.2 Implement a public realm partnership offer to local communities •

- This will be through a number of channels under the Working Locally framework – details

will be reported through the quarterly update

13.3 Bring forward a Carbon, Energy and Sustainability Strategy to 2050

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TRANSPORT

Milton Keynes is built on great connectivity and mobility. We want to ensure a transport system fit for the challenges of the future so that our

economy can continue to grow and people can move about with ease. We will tackle our transport issues and improve public transport by undertaking

a road safety review and looking at innovative ways of delivering fast, mass transport in Milton Keynes O

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OUR TRANSPORT COMMITMENTS – WE WILL:

12.1 Maintain reduced bus fares for young people • •

- These will be maintained and is built into the budget for 18/19

12.2 Implement a road safety review by March 19 •

- A review to improve the safety of all road users and pedestrians on and crossing Milton

Keynes’ high speed grid roads will be undertaken and recommendations to improve road safety will be consulted upon by 31 March 2019

12.3 Introduce a 20mph speed limit on new estates and support any existing community which requests a 20mph limit •

- A report will be presented by the Cabinet member for Public Realm introducing a 20mph speed limit and associated traffic calming measures on an area wide basis to planned new developments. The new Community Infrastructure scheme will enable opportunities for existing communities to be able to introduce reduced speed limit schemes to improve road safety in their areas

12.4 Develop plans for a City Metro, a fast, mass transport system for MK • •

- Future mobility plans being developed through the Futures 2050 programme, project

four, linking into the Mobility Strategy Implementation Plan

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4

REGENERATION

We want to ensure that every area of Milton Keynes is able to benefit from the benefits of growth and that every person, so matter where they live, has

access to a good home and the ability to fulfil their potential

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OUR REGENERATION COMMITMENTS – WE WILL:

14.1 Develop viable community-led plans for the first regeneration estates

• • •

- Work with Resident Steering Groups to develop clear proposals for consideration by tenants

- Establish a community engagement & development team within the Council to work with all residents within the Priority Estates to develop their capacity, skills and understanding of regeneration

14.2 Guarantee a “Yes or No,” referendum for each plan • • •

- Bring forward a framework for local ballots to Cabinet in July 2018

14.3 Use the review of contract and procurement social value to ensure local economic benefit from regeneration •

- Invest in a new Community development and engagement team

- Develop a Social Value Strategy as part of the regeneration programme

14.4 Increase the number of job clubs and skills training on regeneration estates

• •

- Continue to support the Neighbourhood Employment Programme alongside our plans to

bring forward a new engagement and community development team to ensure it provides focussed support where needed most

14.5 Review the relationship and funding of Residents Associations to improve community wellbeing • •

- Establish a new community engagement and development team with the aim of working with local residents

- Comply fully with the Homes England Regulatory Framework to ensure that all residents have the opportunity to shape and scrutinize the housing service

- Develop a Local Offer with council tenants to identity their priorities for the housing revenue account and publish an annual Tenant Newsletter to keep them fully informed of performance

14.6 Maintain current levels of access to welfare support for vulnerable people

• •

- Work with colleagues in the revenues and benefit service to ensure that appropriate support is available to mitigate the impact of Universal Credit

- Restructuring our housing service to ensure that more housing officers are on the estates to support tenants

- Bring forward a sheltered housing strategy for consultation to ensure that our services continue to meet local need

- Continue to support people to live in their own homes for as long as possible through the provision of disabled facilities grants

14.7 Continue to support the regeneration of the Wolverton Agora site •

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15

EUROPEAN DESTINATION CITY

Building on our track record of success, we will ensure Milton Keynes becomes a thriving, dynamic European Destination City of 500,000 people

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OUR EUROPEAN DESTINATION CITY COMMITMENTS – WE WILL:

15.1 Continue to develop the Strategy for 2050, responding ambitiously to the NIC East-West corridor report

• • •

- Work with neighbouring authorities to prepare a Strategic Growth Study (MK Futures project 1) by December 2018 to examine the impact a population of 500,000 by 2050 would have on Milton Keynes

- Development of the Strategy for 2050 for engagement and adoption in early 2019.

- Make proactive contribution to the corridor wide vision by end of 2018, ensuring MK’s ambitions and needs are recognised

15.2 Support the Milton Keynes International Festival • •

- Continue to support via multiple departments and consider additional funding proposals

15.3 Revitalise MK Bowl • •

- MKDP continue to review options and opportunities for the MK Bowl following extensive investigations and a detailed feasibility study looking into the sustainability of a music based leisure, retail and hospitality venue. The financial viability of such a significant scheme is proving a challenge and MKDP are continuing to have discussions with a number of operators within the music, leisure and media sectors in the hope of attracting investment – an update on progress will be provided through the quarterly reporting.

15.4 Keep all libraries open • •

- There are no plans to close any of the 10 existing libraries’ as outlined in the Sharing

Libraries report adopted in 2016

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10 July 2018

Partnership Building on our Cooperative Borough ethos, we will exercise effective and collaborative city leadership, working alongside partners of all backgrounds and disciplines.

16

PARTNERSHIP

We will deliver a collaborative partnership approach and ensure we are working closely with all stakeholders to ensure that we build community

resilience and develop further our Co-operative Council ethos

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OUR PARTNERSHIP COMMITMENTS – WE WILL:

16.1 No cuts to direct grants to the community or voluntary sector • •

- There are no reductions to any grants for 18/19

16.2 Establish an MOU with Community Action:MK to develop capacity and sustainability in the voluntary sector • • •

- An MoU and detailed action plan will be in place by Sep 18

16.3 Continue to develop the devolution and funding offer to parish and town councils by Oct 18

•

- A proposal for funding will be developed by Oct 18, and developments will continue to

be progressed under the Working Locally framework

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CITY LEADERSHIP

Enabling and empowering others to improve our City.

Supporting parishes, the voluntary sector and communities to get things done.

Working in partnership with health and other public services to innovate, reform and improve outcomes.

Supporting businesses to grow and contribute to life in a prosperous and more equal City.

Working with neighbours for a deal that meets Milton Keynes’ needs.

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ITEM 19

CABINET

10 JULY 2018

10 July 2016

MILTON KEYNES DEVELOPMENT PARTNERSHIP QUARTERLY UPDATE

Responsible Cabinet Member: Councillor Middleton (Cabinet member for Resources and Innovation)

Author and contact: Charles Macdonald, Chief Executive, Milton Keynes Development partnership -Tel: (01908) 253899

Executive Summary:

Milton Keynes Development Partnership (MKDP) is a wholly owned subsidiary of Milton Keynes Council.

During 2016-17 an independent review of MKDP was undertaken. This culminated in a cross party supported Action Plan. As part of the agreed actions, the Cabinet Member is obliged to agree an annual Accountability Framework that sets out the strategic objectives, both commercial and social, that MKDP is required to deliver as it undertakes its operations. The annual Accountability Framework (link to Accountability Framework) was approved by the Cabinet Member on 19 December 2017. MKDP is required to prepare a Business Plan to explain how its board intends to meet the strategic objectives, both commercial and social, set out in the Accountability Framework. Typically an annual Business Plan will be submitted to the Council. An interim Business Plan has however been received for the time being recognising that the newly constituted Board will need some time to prepare a full Business Plan.

To ensure the Board of MKDP is held accountable and its performance is appropriately reviewed, the Cabinet Member and the s151 Officer have and will meet with the Chairman and Chief Executive of MKDP, on a quarterly basis to monitor progress against the (interim) Business Plan and discuss any other pertinent matters.

At the quarterly meetings, the MKDP Chair will provide a written report to the Cabinet Member. The Cabinet Member will then commission a report making comment on progress and highlighting any pertinant issues or decisions arising.

To date MKDP has grown its balance sheet by over 100%. This success will allow MKDP to:

(1) by 31/3/2019, fulfil its target to repay the debt used to originally purchase its assets;

(2) by 21/22 financial year, remit some £8m to MKC in dividends with further sums possible where investment returns are realised;

(3) deliver an uplifted 36% affordable housing in its developements.

Wards Affected:

All.

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http://milton-keynes.cmis.uk.com/milton-keynes/Document.ashx?czJKcaeAi5tUFL1DTL2UE4zNRBcoShgo=G%2b6FCpWKwo1HEwmS57nLLnfXAr%2fRHGU0xK4UxfqOOAYWD7I7YiPQ9g%3d%3d&rUzwRPf%2bZ3zd4E7Ikn8Lyw%3d%3d=pwRE6AGJFLDNlh225F5QMaQWCtPHwdhUfCZ%2fLUQzgA2uL5jNRG4jdQ%3d%3d&mCTIbCubSFfXsDGW9IXnlg%3d%3d=hFflUdN3100%3d&kCx1AnS9%2fpWZQ40DXFvdEw%3d%3d=hFflUdN3100%3d&uJovDxwdjMPoYv%2bAJvYtyA%3d%3d=ctNJFf55vVA%3d&FgPlIEJYlotS%2bYGoBi5olA%3d%3d=NHdURQburHA%3d&d9Qjj0ag1Pd993jsyOJqFvmyB7X0CSQK=ctNJFf55vVA%3d&WGewmoAfeNR9xqBux0r1Q8Za60lavYmz=ctNJFf55vVA%3d&WGewmoAfeNQ16B2MHuCpMRKZMwaG1PaO=ctNJFf55vVA%3d

http://milton-keynes.cmis.uk.com/milton-keynes/Document.ashx?czJKcaeAi5tUFL1DTL2UE4zNRBcoShgo=G%2b6FCpWKwo1HEwmS57nLLnfXAr%2fRHGU0xK4UxfqOOAYWD7I7YiPQ9g%3d%3d&rUzwRPf%2bZ3zd4E7Ikn8Lyw%3d%3d=pwRE6AGJFLDNlh225F5QMaQWCtPHwdhUfCZ%2fLUQzgA2uL5jNRG4jdQ%3d%3d&mCTIbCubSFfXsDGW9IXnlg%3d%3d=hFflUdN3100%3d&kCx1AnS9%2fpWZQ40DXFvdEw%3d%3d=hFflUdN3100%3d&uJovDxwdjMPoYv%2bAJvYtyA%3d%3d=ctNJFf55vVA%3d&FgPlIEJYlotS%2bYGoBi5olA%3d%3d=NHdURQburHA%3d&d9Qjj0ag1Pd993jsyOJqFvmyB7X0CSQK=ctNJFf55vVA%3d&WGewmoAfeNR9xqBux0r1Q8Za60lavYmz=ctNJFf55vVA%3d&WGewmoAfeNQ16B2MHuCpMRKZMwaG1PaO=ctNJFf55vVA%3d

10 July 2018


1.1 To receive the MKDP quarterly update and note its contents.

2. Background

2.1 The first report covering the period up to May 2018 has now been received and is attached as an Annex.

2.2 The report highlights the very positive progress made against the Action Plan.

2.3 36% Affordable Housing

2.4 The report also highlights the response by MKDP to increase the proportion of affordable housing on their sites. The Council require that 36% affordable is delivered. Since inception MKDP has enabled sites that will deliver over 650 homes. This includes a contractual guarantee of over 195 affordable homes. Since January 2018 MKDP has marketed two sites that will deliver 48 units with a 36% affordable provision (18 units). MKDP is not a developer and delivery of housing units is subject to the planning process and construction activities. Schemes currently under construction will deliver over 400 dwellings. To avoid the risk of developers choosing to run viability arguments to reduce the number of affordable units MKDP contractually obliges developers to deliver a minimum agreed level of affordable as part of its land deals.

2.5 Placemaking

2.6 The report also hightlights the positive progress MKDP is making towards leading the response to Renaissance CMK and its support of the Bletchely Urban Development Framework. In particular the report outlines the support MKDP has offered to MK:U in terms of securing a site on suitable terms.

2.7 Planned financial contributions to MKC

2.8 The report details the very positive trading activities undertaken by MKDP and discusses the options open to MKDP in terms of repaying the opening loan from MKC that was used to purchase the assets from the Homes and Communities Agency. MKDP has already secured c. £23.2m of receipts against an outstanding liability of £31.5m, and this will be repaid in full at the end of the current financial year.

2.9 From a standing start, MKDP has made good progress in developing its sites and delivering policy compliant schemes, which in turn has yielded a significant proportion of the cash required to enable it to pay the debt. In addition to the debt repayment, the MKDP Board recognises the difficult financial challenges facing Milton Keynes Council, and its current and future plans will enable MKDP to make a telling contribution to reducing the Council’s financial pressures.

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10 July 2018

2.10 When MKDP was established, the Council’s Cabinet agreed that in order to mitigate the potential risk associated with assuming responsibility for the Tariff, a contribution of £580,000 would be made each year, for the first 12 years of the Company’s operations. This would yield a risk reserve of £7m. However, for the first 5 years, to assist the Company in becoming established, this contribution would be met from the Council’s own resources via the New Homes Bonus. In the current financial year, this contribution will be met in full from MKDP’s resources, and this arrangement will remain in place for the next 7 years.

2.11 In addition, MKDP is making an annual revenue contribution to MKC of £209,000 (it had contributed £836,000 to the end of the 17/18 FY), and is also making an additional one-off contribution in the current financial year of £4m to the Council’s capital programme.

2.12 Table 1 below summarises these contributions. Note that it does not take into account the repayment of the existing £31.5M original loan, scheduled for the end of the current financial year. At that time, MKDP will require a further loan facility of £10m from MKC to fund ongoing investment and development activities, and this will provide a further contribution of up to £550k per annum to MKC finances.

Table 1 – MKDP Financial Contributions to MKC

b/f 2018/19 2019/20 2020/21 2021/22 Total

£’m £’m £’m £’m £’m £’m

MKC Contribution (Revenue)

(0.836) (0.209) (0.209) (0.209) (0.209) (1.672)

Tariff Risk Reserve (previously from MKC NHB)

(0.580) (0.580) (0.580) (0.580) (2.320)

Repayment of new £10m loan

(0.550) (0.550) (0.550) (1.650)

Revenue Contribution to MKC MTFP

(0.789) (1.339) (1.339) (1.339) (4.806)

One off Contribution (Capital)

(4.000) - - - (4.000)

Total Contributions (0.836) (4.789) (1.339) (1.339) (1.339) (9.642)

2.13 The Table illustrates that from 2019/20, MKDP will be making an annual revenue contribution to support the Council of £1.339m (in addition to the £0.789m in 18/19 - a total of £4.806m). In addition, it will provide one-off support to the Capital Programme of £4m, which is likely to enable the creation of a Housing Investment Fund.

2.14 On full repayment of the original £31.5m loan in March ’19, MKDP will retain investment assets valued at c£36m. This effectively represents capital growth of over 100% within the first 6 years of trading.

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3. Issues

3.1 MKC will continue to monitor the performance and delivery against the MKDP’s (interim) Business Plan, and Cabinet will continue to receive this report on a quarterly basis.

4. Options

4.1 Not applicable.

5. Implications


5.2 As set out in Section 1, MKDP will be contributing almost £5m in revenue contributions, as well as a one-off contribution of £4m to MKC over the next few years.


5.4 Not applicable

5.5 Legal

5.6 Not applicable


N Equalities/Diversity Y Sustainability N Human Rights



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10 July 2016

ANNEX

MKDP Quarterly Update – June 2018

Executive Summary Milton Keynes Development Partnership (MKDP) is an independent legal entity wholly owned and accountable to Milton Keynes Council. The publication of MKC’s annual Accountability Framework in Dec ’17 sets out the expectations of MKC in creating and owning MKDP. MKDP’s overarching strategic objective as confirmed within the Accountability Framework is to generate commercial activity that delivers long-term commercial, social and financial value to MKDP, Milton Keynes Council and Milton Keynes as a place. MKDP is requested to respond to MKC annually through its Business Plan and provide regular updates about MKDP’s proposed activities for the year with reference to the Accountability Framework. MKDP has achieved stage 1 of its development; financial stability. It has developed a steadily increasing trend of both profit and capital receipts so as to repay the £32m loan to MKC by March 2019. It is now moving to stage 2 which is to produce a steady income and continual profit stream by investment in property. In addition, by 21/22 it will have contributed nearly £10m to MKC. Key outputs and Achievements

MKDP has made significant progress towards achieving MKC’s expectations set out in the

Accountability Framework. This progress will be used to inform its annual business plan that will be published in September 18.

Since receipt of the Accountability Framework in Dec ’17 MKDP has delivered the following:

1. Management

1.1 Appointed a new independent board chair in Bob Green.

1.2 Appointed three new independent board members bringing a significant range

of additional skills and experience. They are Bernadette Conroy, Huw Rhys Lewis

and Stephen Mallen.

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10 July 2018

1.3 Re-constituted working sub committees of the Board to ensure an effective

framework for reviewing strategies, policies, procedures and governance. They

are:

(a) Finance, Audit and Governance (b) Property and Projects (c) Investment and development (d) Nominations and Remunerations Sub committees will do most of the detailed work so that Board can focus on decision making and strategy

2. Housing

2.1 Approved its first scheme that will deliver 36% of the homes created as

affordable units.

2.2 Secured tender submissions for a second housing scheme that will also deliver

36% affordable units.

2.3 Secured outline planning consent for up to 148 dwellings at Kents Hill Park that

will be marketed under a condition to deliver a minimum of 36 % affordable

units

3. MK Futures

3.1 Learning

(a) Approved in principle land allocation in support of MK:U

3.2 CMK:Rennaisance

(a) Secured Planning consent for Hotel La Tour a luxury landmark c250 bed

hotel overlooking Campbell Park.

(b) Instigation of reviews and feasibility studies on key CMK development sites

including Midsummer boulevard East and Station Square

4. Finances

4.1 In Q4 generated capital receipts from land sales of nearly £6.5m (£8m for the

year)

4.2 Delivered a net profit (including £1m exceptional items) for the year to March

18 of ££1,506,000

4.3 Total reserves ( revenue and capital) increased significantly in the year to c £23m

Site updates

CMK and Campbell Park

B3.3N: New City Place, pre-app and marketing has commenced on this prime grade A office lead scheme with associated private rented sector housing. A landmark scheme

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10 July 2018

of over 20 storeys promoted under the CMK Renaissance banner to stimulate high quality office demand in CMK

D4.4N: Preferred developers have been selected for a gateway scheme on the site of the former Wyvale Gardens facility. The scheme is set to provide c 300 high quality PRS units spread over 11 floors above commercial units around a central square.

Campbell Wharf, Campbell Park: Construction has started on Campbell Wharf a scheme comprising 383 new homes, of which 115 will be affordable, along with a range of other

amenities. These include a new 117 berth marina, canal-side pub, café, restaurant and a

footbridge to link the two sides of the canal. Construction will continue throughout 2018 and 2019. The marina and bridge should be complete by summer 2019 and the first residents are expected to move in during October 2019.

Campbell Park Northside: Crest Nicholson and a joint venture between Urban Splash and Places for People have been appointed preferred development partners for this 12 hectare (29.6 acre) site to the north of Campbell Park. A residential , mixed-use scheme that will frame the northern edge of Campbell Park providing a high quality urban scheme comprising around 1,500 private and affordable homes, a local centre with food and beverage outlets, hotel with associated facilities and office/employment accommodation. Detailed proposals will be developed over the next few months in preparation for extensive stakeholder engagement and public consultation before final designs are prepared for submission.

Suburban Sites

Blue Light Hub: Construction has started in the new £14m ‘Blue Light Hub’ on land

acquired from MKDP at West Ashland. As a linked transaction to assist redevelopment in Bletchley, MKDP has secured an option to purchase Buckinghamshire and Milton

Keynes Fire Authority’s existing facility adjacent to Bletchley railway station.

Walnut Tree, Lichfield Down: Contracts have been exchanged with McCarthy & Stone, the retirement home specialists, to develop a scheme which will provide around 50 apartments of various sizes including 15 affordable homes. Subject to planning permission being granted by Milton Keynes Council, construction will start in late 2018.

Medbourne, Pascal Drive: MKDP Board have approved terms for a 19 unit residential scheme including 7 Affordable Units (achieving 36% affordable target). Scheme subject to planning

Rooksley: Deltic Trade Park, construction has started on a 7 unit 4,600m² builders’

merchant and trade counter development. Pre-lets include MKM Building Supplies, which has more than 50 branches across the UK.

Shenley Brook End: MKDP Board have approved terms for a 33 unit residential scheme and convenience store at Manifold Lane. Scheme subject to planning

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Shenley Wood: Integral Powertrain has applied for planning permission to build a

5,500m² Technical Centre to support the company’s current business needs as well as its

ambitious growth plans.

Wolverton Mill: BLU Milton Keynes, a new 2,926m² production and warehouse facility

with sector-leading performance in sustainability giving Milton Keynes its first factory with an Energy Performance Certificate rating of A and a BREEAM Excellent rating for its environmental, social and economic performance.

Work Streams Going Forward

MKDP has actioned initiatives to deliver the expectations set out within the Accountability Framework while also looking to progress a pipeline of property transactions and preserve the longer term benefits of objectives and projects.

A key initiative is in response to MKC’s request for the delivery of 36% of affordable

units on new schemes. MKDP is currently progressing residential schemes at

Medbourne and Walnut Tree that indicate the schemes are viable at 36% affordable in

suburban locations (although this will result in aa significant reduction in land receipts).

MKDP is currently assessing the viability and sustainability of similar levels of

affordability in CMK as there are concerns that it may not work alongside the ambitions

of Renaissance: CMK and recent changes to the Planning Obligations SPD

Preliminary work is commencing to review and establish a Corporate Social

Responsibility Fund to assist in the provision of locally identified needs

MKDP and MKC are currently undertaking a joint review of the economic development

function to better articulate objectives and focus particularly in the context of support to

Renaissance CMK

Community and Stakeholder Engagement continues to grow building on Ward Member

and Business briefing sessions in June. Engagement with borough councillors, parish

councils and other stakeholders at the earliest stages of projects is being enhanced to

encourage dialogue, feedback and comment to ensure that local needs are responded

to.

In support of Renaissance CMK MKDP is evaluating opportunities for the redevelopment

of key sites in CMK including land adjacent to the Point, Midsummer Boulevard East and

Station Square.

We will continue to focus on the generation of commercial activity that delivers

commercial, social and financial value to MK and increasingly so investment

opportunities that create long term revenue streams. MKDP will play a significant role in

key elements of the MK2050 strategy eg developing Milton Keynes as hub of the

Cambridge to Oxford corridor, supporting development of a new city centre university,

taking a leading role in the development of the city centre through Renaissance: CMK

and other.

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10 July 2018

Financial Update:

The pipeline of property transactions continues to grow providing added assurance that MKDP will meet its loan obligations to MKC and other stakeholders, including the HCA. In addition MKDP will using these receipts to provide increasing investment returns for the benefit of MKC.

Revenues to the year to March 2018 are up on the previous year, reflecting the receipt of a

£1m option fee and enhanced car parking receipts, offset in part by a shortfall in rental

income from events at the Bowl. There have been some unbudgeted increases in expenses, largely arising from supporting MKC activities, and unbudgeted maintenance contributions. A summary of the revenue account results are shown below:

Profit and Loss Year to March ‘18

Total Income £ 4,302,054

Total Cost £ 2,795,852

Profit (Loss) £ 1,506,202

The capital position improved during the year with capital receipts of c £8m for the year.

Total reserves as of 31st March stood at £23.160m

Balance Sheet March ‘18

Long term fixed assets £ 36,472,607

Total current assets £ 21,662,359

Total current liabilities (£ 4,052,579)

Long term fixed liabilities (£ 30,992,046)

Net Assets £23,160,341

The adoption of the formal 2018/19 Budget has been delayed due to MKC Finance work pressures and other obligations. Draft budgets disclose Trading Profits for the financial year 18/19 of c£700,000, and forecast capital receipts from land sales in the year of c £13.5m. The Board have yet to approve and agree the structure for the repayment of the loan from MKC, as well as the Capital Reserve distribution to MKC, which is anticipated to be in the region of £4 million.

Cash flow continues to be strongly positive, sufficient to meet these liabilities, in accordance with the previously lodged Business Plan.

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10 July 2018

MKDP’s planned contributions to MKC as set out in the current business plan are as follows:

Contribution to MKC b/f 2018/19 2019/20 2020/21 2021/22

Planning & project contributions (Revenue)

£836,000 £209,000 £209,000 £209,000 £209,000

Tariff Risk Reserve (Capital) £580,000 £580,000 £580,000 £580,000

One off Contribution (Capital) £4,000,000

Additional Contributions

(Revenue)* £550,000 £550,000 £550,000

Total Annual Contributions to MKC

£4,789,000 £1,339,000 £1,339,000 £1,339,000

Cumulative Contributions to MKC £836,000 £5,625,000 £6,964,000 £8,303000

£9,642,000

Additional contribution by way of MKC’s margin on the additional loan facility. It

assumes full utilisation of an additional £10m loan facility by MKDP. Loan facility to be

for a minimum 5 year term

Management Commentary

The last 12 months has been a busy and eventful period as MKDP worked through the

findings of the independent review, MKC’s Action Plan and Accountability Framework. The

last 6 months has seen significant progress in the reconstitution of the Board, the successful recruitment of three new independent members and the formation of new sub-committees.

Throughout this period the executive have remained focussed on the progression of property transactions, building a strong pipeline and generating significant capital and revenue reserves as evidenced above.

MKDP is responding positively to the challenges set out within MKC’s Accountability

Framework and has already instigated initiatives to meet priority objectives eg the delivery of 36% affordable units on new schemes.

We have appointed additional resource with specialist planning and urban design skills to help us better understand and engage with placemaking objectives particularly in CMK and Campbell Park.

As MKDP evolves beyond its start-up phase and expands its commercial activity to include investment and development activities better financial management is essential. To achieve this MKDP has appointed a Chief Financial Officer to enhance key policies and procedures, management reporting, forecasting and budgeting.

(256)

10 July 2018

Company Secretarial services have been reviewed and a new appointment made. A review of reserved matters, schemes of delegation together updates and revisions to the Members Agreement, Partnership documents and other governance matters are proposed in forthcoming months.

MKDP continues to assist MKC on strategic property matters and are actively engaged in respect of Tickford Field Farm, the Western Expansion Area, Renaissance CMK and MK:U. MKDP is partnering with MKC in respect of Saxon Court and continues to work closely with Your:MK and other partner organisations to assist the delivery of temporary housing and address homelessness issues.

MKDP’s role and potential greater involvement in inward investment and economic

development activities is currently under consideration with MKC and MKDP having recently instigated a review of activities.

MKDP has continued to make both substantial progress and demonstrate its ability to manage a varied and demanding property portfolio. Performance to date and growing confidence that MKDP will exceed its obligations to MKC provides an opportunity to evolve the Business Plan and introduce a step change in the delivery of housing and investment

and development activities. Further details will be provided when MKDP’s annual Business

Plan is reviewed in September ’18.

(257)

ITEM 20

CABINET

10 JULY 2018

10 July 2018

APPRENTICESHIP PROVIDERS DYNAMIC PURCHASING SYSTEM

Responsible Cabinet Member: Councillor Middleton – Cabinet member for

Resources and Innovation

Report Sponsor: Paul Simpson Corporate Director-Resources Milton Keynes Council

Author and contact: Paula Schofield, Senior Learning and Development

Advisor, Tel: 07738638004

Executive Summary:

Central Government introduced an apprenticeship levy for all large employers in both the public and private sectors in an effort to improve the availability of apprenticeships.

This report seeks approval to establish an Apprenticeship Providers Dynamic Purchasing System (DPS) to support Milton Keynes Council, Northamptonshire County Council and Cambridgeshire County Council to deliver an apprenticeship programme across all three authorities. Taking a unified approach across all three local authorities promises to deliver a better quality, more cost effective, and economies of scale in the roll out of this new system.

The term of the DPS will be 5 years, with a maximum value of £15,000,000.

Milton Keynes Council levy for the 5 year period is forecast to be £3,051,114.


1.1 That the commencement of a procurement process to establish a Dynamic Purchasing System to procure apprenticeship providers in partnership with LGSS as a collaborative procurement to spend the accumulating year on year levy of Milton Keynes Council, Northamptonshire County Council and Cambridgeshire County Council be approved.

1.2 That authority for the award of any Milton Keynes Council contracts from the Dynamic Purchasing System where the value of the contract is over £500k be delegated to the Corporate Director for Resources.

1.3 That it be noted that the Dynamic Purchasing System will be open to other local authorities and schools

2. Issues

Each of LGSS three local authority owners and their partner organisations require the ability to flexibly procure professional apprenticeship providers to support the provision of apprenticeships under the apprenticeship levy. A Dynamic Purchasing System is a framework agreement that ensures every apprenticeship provider commissioned to offer apprenticeships is operating under the same rules and quality standards. This better safeguards

Wards Affected:

All Wards.

(258)

10 July 2018

apprentices from poor quality provision and gives the Councils greater control over providers and in particular the quality of provision. A DPS framework also helps to drive improved procurement practices and secures commercial efficiencies. In particular, as a platform it is open to new providers as and when they enter the marketplace thereby reducing the risk of having a small number of fixed large providers. Through this process, all three local authority owners will enjoy improved flexibility, quality of provision and more competitive pricing.

The Apprenticeship DPS will contribute to delivering national statutory objectives which seek to increase the quantity and quality of apprenticeships in England and contribute to the Central Government ambition of achieving three million apprenticeship starts by 2020.

2.1 The Apprenticeship DPS will be divided into vocational areas which themselves will be split into defined lots, which will include levels of apprenticeship and geographical area. DPS allows providers to seek to join the scheme at any point during its five years expected lifetime. An annual assessment will be undertaken which will include requesting all providers to confirm that their exclusion and selection status is not changed before the award of each contract.

Once the DPS is established, contracts will be awarded by running further competitions or e-auctions where providers admitted to the relevant vocational categories will be invited to bid.

3. Options

3.1

(a) Do Nothing: will result in delays in the implementation of apprenticeships and restricts the three local authorities from maximising their levy expenditure.

(b) Open/Restricted Procedure: Organisations of all sizes have the opportunity to tender but it is a time consuming process. The required time and investment deters SMEs who have less legal and administrative capacity to bid. The process needs substantial internal resources. Possibility of poor quality bids due to increased chance of being unsuccessful. All of these aspects will impact our ability to maximise levy spend.

(c) Competitive dialogue procedure: restricts the number of providers invited to tender (making evaluations more manageable), allows for market innovation but increased timescales and additional resource costs renders this process unattractive to smaller suppliers. In addition this process necessitates substantial internal resources.

(d) Setup Framework: The maximum framework length can be 4 years. New suppliers cannot be added during the term of framework thus potentially limiting availability to few big suppliers.

(259)

10 July 2018

(e) The DPS approach (Recommended option): offers a flexible and responsive tool, particularly as suppliers may join at any time during its five year period of validity. DPS provides flexibility of any number of suppliers to be admitted. It will be more time effective because the suppliers exclusion and selection status is assessed only once and not assessed for every contract. This will bring savings in the cost and time required to invest in bidding for apprenticeship training and assessment opportunities. The DPS gives the option to tender using either further competition route or e-auction. This will be dependent on the apprenticeship being procured in a given instance. A DPS approach promises to streamline procurement for both suppliers and authorities as suppliers do not have to demonstrate suitability and capability every time they wish to compete for a public sector contract, and the award of individual tenders is usually quicker than under some other procedures.

4. Implications

4.1 Policy

Apprenticeship Policy in England June 2017. The Government has set a target of 3,000,000 new apprenticeship starts by 2020. As part of this initiative, the government chose to set a public sector target of 2.3% starts each year from March 2017. As of April 2017 the apprenticeship levy came into effect. All UK

employers with a paybill of over £3 million per year will be paying levy at a set %

of 0.5% of its paybill. This levy can only be spent on apprenticeship delivery costs.


(a) Potential risks to be considered are:

Risk Mitigation

Lack of apprenticeship strategies across the shared partner services

Work with councils to provide support to identify succession planning opportunities and revise recruitment procedures

If the system is overly complicated it may discourage providers from engaging.

Seek support from our procurement service and utilise best practice from established systems in other local authorities

Insufficient interest from providers to use the tool

Engage with suppliers to shape the marketplace

(b) The maximum value of Apprenticeship DPS will be £15,000,000 over the

term of 5 years. The Authority wide apprenticeship levy forecast is:

Milton Keynes Council (including schools): £3,051,114

Northamptonshire County Council (including schools): £5,141,491

Cambridgeshire County Council (including schools): £5,130,791

(260)

10 July 2018

The apprenticeship funds can only be used to pay for apprenticeship training up to a funding band maximum for that apprenticeship (funding cap) and for end-point assessment services.

N Capital Y Revenue N Accommodation

N IT Y Medium Term Plan N Asset Management

4.3 Legal

Local authorities have the general power of competence under section 1 of the Localism Act 2011, subject to pre-commencement and post commencement restrictions.

The report requests approval to establish a dynamic purchasing system (DPS) to facilitate the provision of apprenticeships which would make effective use of the apprentice levy.

Regulation 34 of the Public Contracts Regulations 2015 makes provisions with regard to the setting up and procedures for award of contracts under a DPS. The key features are that the DPS must remain open throughout its term for new providers who meet the requirements to join. The authorities will be required to respond to any requests to participate within 10 working days.

All admitted participants, and where the DPS is sub divided into categories, all participants that have been admitted to that category, must be invited to submit a tender for each specific procurement under the DPS.

The report further requests delegation of authority to the Corporate Director for resources to award any MKC contracts following a procurement exercise under the DPS where the value of the contract is over £500,000. The Council’s constitution was amended such that officers can make decisions where the financial threshold is up to £500,000. Cabinet/Cabinet member can delegate authority as requested under subject to any conditions that they see fit. A delegation as requested will allow an efficient and effective management of the DPS whereby contracts can be awarded swiftly. This delegation will not prevent a decision to award any one of such contracts being taken by the responsible Cabinet member or Cabinet where it is considered necessary.

Subject to the above delegation, where the resulting contract otherwise cuts across all three LGSS authorities (Cambridge, Northampton and Milton Keynes) then the authority which is entering into the contract on behalf of the others will follow its own contract procedure rules and governance process to award the contract accordingly



Y E-Government N Stakeholders N Crime and Disorder

Annex A: 5 year levy forecast for LGSS Partners

Annex B: Councils June dashboards for levy spend

.

(261)

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(263)

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oo

ls C

CC

LEV

Y F

OR

ECA

ST F

OR

20

18

-19

Targ

et a

t 2

.3%

of

hea

dco

un

t Th

e h

ead

cou

nt

targ

et f

or

2018

-19

is

26

2, t

he

cum

ula

tive

hea

dco

un

t ta

rget

is n

ow

52

7.

Act

ual

ap

pre

nti

ces

star

ted

sin

ce

May

20

17

– 5

6

Ap

pre

nti

ce w

ho

hav

e le

ft –

7

Age

ran

ge f

rom

18

to

61

year

s –

av

erag

e ag

e 3

9 y

ears

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C A

pp

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ship

s Ju

ne

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ect

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tal L

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om

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ple

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ce &

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blic

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rpo

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vice

s

0

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ets

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6

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50

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0

10

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00

15

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00

20

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00

Jan

Feb

Mar

Ap

rM

ayJu

n

Mo

nth

ly T

rack

ing

of

Co

mm

itte

d S

pen

d

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ple

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ce &

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ple

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mm

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no

my

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alt

h

LGSS

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orp

ora

te

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vest

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nts

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per

ty M

ain

ten

ance

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sin

ess

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min

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Earl

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per

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ult

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cial

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e

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oci

ate

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ager

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2

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ult

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egr

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agem

ent

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ree

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n P

lan

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g

1

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CC

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pp

ren

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ship

s Ju

ne

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hb

oar

d

IT

1

1

Gen

eral

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qu

iry

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1

1

(268)

MKC

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pre

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cesh

ips

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e D

ash

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ard

Levy

in D

igit

al A

cco

un

t £

53

6,3

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ril)

. Sp

end

to

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om

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ital

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ou

nt

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pre

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ce T

arge

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w S

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pre

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ce

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1

6

12

3

24

5 1

6

16

0

50

10

0

15

0

20

0

25

0

30

0

Target

Apr

May

Jun

Jul

Aug

Sept

Oct

Nov

Dec

Jan

Feb

Mar

Hea

dco

un

t Ta

rget

vs

Act

ual

Ap

pre

nti

ces

20

17

-18

20

18

-19

LEV

Y

Serv

ice

Are

a Le

vy 2

01

8-1

9

Cu

mu

lati

ve L

evy

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ce

70

,43

5

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31

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ple

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rpo

rate

6

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DA

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ce

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op

le

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AST

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nt

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or

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12

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t ta

rget

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ow

24

5.

Act

ual

ap

pre

nti

ces

star

ted

sin

ce

May

20

17 –

17

A

pp

ren

tice

s w

ho

hav

e le

ft -

1

Age

ran

ge f

rom

20

to

46

yea

rs

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vera

ge a

ge 3

3 y

ears

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pre

nti

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e D

ash

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ard

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Ap

pre

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l M

KC

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es

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llige

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mm

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pen

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rack

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y M

on

th

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ect

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te

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9

19

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To

tal L

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om

mit

ted

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ce

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0

30

,00

0

40

,00

0

50

,00

0

60

,00

0

70

,00

0

80

,00

0

Jan

Feb

Mar

Ap

rM

ayJu

n

Mo

nth

ly T

rack

ing

of

Co

mm

itte

d S

pen

d

Pla

ceP

eop

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orp

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pre

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cesh

ips

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e D

ash

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ard

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cial

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ia

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nve

yan

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g

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n P

lan

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Gen

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qu

iry

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1

(271)

LGSS

Ap

pre

nti

cesh

ips

Jun

e D

ash

bo

ard

LEV

Y

The

MK

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lem

ent

of

the

fore

cast

is b

ased

on

th

e av

erag

e le

vy p

er e

mp

loye

e.

All

figu

res

abo

ve a

re in

clu

ded

in t

he

ind

ivid

ual

das

hb

oar

ds

for

eac

h a

uth

ori

ty.

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Are

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vy 2

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8-1

9

Cu

mu

lati

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Bu

sin

ess

Ser

vice

s, S

yste

ms

& C

han

ge

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,73

7

1

05

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7

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ance

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vice

s 7

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35

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1,3

54

Hu

man

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ou

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77

8

4,2

57

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agin

g D

irec

tor

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up

po

rt

1,4

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2

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Info

rmat

ion

Te

chn

olo

gy S

ervi

ces

56

,14

7

1

12

,29

5

LGSS

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& G

ove

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ce

13

,61

7

27

,23

4

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l Fo

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st

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6,6

25

4

73

,44

2

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pre

nti

ce T

arge

t A

pp

ren

tice

s –

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rter

s an

d C

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ula

tive

Dir

ecto

rate

N

ew

Star

ters

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aver

s C

urr

ent

Ap

pre

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ces

Bu

sin

ess

Serv

ices

, Sys

tem

s &

Ch

ange

2

Fin

ance

Ser

vice

s

1

2

Hu

man

Re

sou

rces

3

Man

agin

g D

irec

tor

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up

po

rt

Info

rmat

ion

Te

chn

olo

gy S

ervi

ces

2

LGSS

Law

& G

ove

rnan

ce

Tota

l

9

Bu

sin

ess

Se

rvic

es,

Sy

ste

ms

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han

ge

Fin

ance

Se

rvic

es

Hu

man

Re

sou

rce

s

Man

agin

g D

ire

cto

r &

Su

pp

ort

Info

rmat

ion

Te

chn

olo

gy S

erv

ice

s

LGSS

Law

&

Go

vern

ance

LGSS

LEV

Y F

OR

ECA

ST F

OR

20

17

/18

34

68

10

9

0

20

40

60

80

Target

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

Hea

dco

un

t Ta

rget

vs

Act

ual

A

pp

ren

tice

s

20

17

-18

20

18

-19

Targ

et a

t 2

.3%

of

Hea

dco

un

t

The

hea

dco

un

t ta

rget

fo

r 20

18-

19

is 3

4, t

he

cum

ula

tive

h

ead

cou

nt

targ

et is

no

w 6

8.

Act

ual

ap

pre

nti

ces

star

ted

sin

ce

May

20

17

- 1

0

Ap

pre

nti

ces

wh

o h

ave

left

- 1

A

ge r

ange

fro

m 2

0 t

o 4

6 ye

ars

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e ag

e 3

0 ye

ars

(272)

LGSS

Ap

pre

nti

cesh

ips

Jun

e D

ash

bo

ard

ENQ

UIR

IES

Ap

pre

nti

ces

- En

qu

irie

s an

d A

ctu

al

Ap

pre

nti

cesh

ip

Stan

dar

d/F

ram

ew

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Le

vel

Bu

sin

ess

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rvic

es,

Sy

ste

ms

& C

han

ge

Fin

ance

Se

rvic

es

Hu

man

Re

sou

rce

s M

anag

ing

Dir

ect

or

&

Su

pp

ort

In

form

atio

n

Tech

no

logy

Se

rvic

es

LGSS

Law

&

Go

vern

ance

Enq

uir

ies

Act

ual

En

qu

irie

s A

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al

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ctu

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Enq

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Act

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Act

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sin

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Ad

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ior

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ent

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To

tal L

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om

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ted

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sin

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ms

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man

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10

,00

0

20

,00

0

30

,00

0

40

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0

50

,00

0

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Jan

Feb

Mar

Ap

rM

ayJu

n

Mo

nth

ly T

rack

ing

of

Co

mm

itte

d S

Pen

d

BSS

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ce S

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man

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up

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Ser

vice

sLG

SS L

aw &

Go

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(273)