worthing public realm improvements - appendix · 2018-05-12 · the worthing public realm...

Strategic Outline Business Case

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Worthing Public Realm Improvements


Final Version

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BUSINESS CASE: KEY DETAILS PAGE

Initiative Name: Worthing Public Realm Improvements

Filename: SOBC May 2018 – Worthing Public Realm Improvements

Final Version

Location: http://teamspace.westsussex.gov.uk/teams/EcDev/GrowthP

rogDel/Team/Forms/AllItems.aspx?RootFolder=%2Fteams%

2FEcDev%2FGrowthProgDel%2FTeam%2FAdur%20and%20

Worthing%2FWorthing%20Public%20Realm%2FStrategic%2

0Business%20Case&InitialTabId=Ribbon%2EDocument&Visi

bilityContext=WSSTabPersistence

Initiative/Project Mgr: Patrick Griffin

Senior Responsible Owner: Duncan Barratt

Gateways:

Approval/

Gateway

Approval Group Planned Date Actual Date

Proposal

Gateway 1

Gateway 2

Gateway 3

Gateway 4

Gateway 5

Access to Business Case:

Does this business case require restricted access on SharePoint? No

Progress Reporting:

What is/will be the progress

reporting mechanism for this

project? e.g. Highlight Reports

Highlight Reports

Version Date Author Summary of Changes made Initials

Final

11.05.18 P.Griffin PG

Reviewed by (as

appropriate)

Name Date Signature

Corporate PMO* (Capital

PMO* for capital projects)

Finance*

Legal*

Commercial

IT

Portfolio Member

Procurement

Property – Asset

Management


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Property – Facilities

Management

Sustainability .

WODDS

Assurity Group

*As a minimum these groups must be consulted with


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BUSINESS CASE: TABLE OF CONTENTS

1.0 EXECUTIVE SUMMARY…………………………………………………………………….. 5

2.0 STRATEGIC CASE…………………………………………………………………………..6

3.0 ECONOMIC CASE……………………………………………………………………………9

4.0 COMMERCIAL CASE………………………………………………………………………..14

5.0 FINANCIAL CASE………………………………………………………………………….14

6.0 MANAGEMENT CASE……………………………………………………………………..15

7.0 FINANCIAL COMMENTS…………………………………………………………………15

8.0 LEGAL COMMENTS………………………………………………………………………..16

APPENDIX 1……………………………………………………………………………………..17

APPENDIX 2……………………………………………………………………………………..18

APPENDIX 3……………………………………………………………………………………..19

APPENDIX 4……………………………………………………………………………………..21

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PART A: EXECUTIVE SUMMARY

INITIATIVE NAME Worthing Growth Programme

REFERENCE TO RELEVANT BUSINESS PLAN AND/OR COUNTY

STRATEGY

Yes – West Sussex Plan – Economic Growth

1. Executive Summary

£5m was provisionally allocated from a £30m capital Programme allocation to support

growth in West Sussex, to the Worthing Growth Programme. The decision required that a business case be developed for the Worthing allocation identifying proposals for County Council investment that, when considered alongside partner and private sector

investment will best support growth in West Sussex and provide an appropriate return against key Council objectives.

A Strategic Outline Business Case considered by SCIB in March 2017 recommended that, subject to the approval of a detailed business case, the £5m allocation for

Worthing should focus on delivering an integral part of the Worthing town centre public realm improvements which, alongside other investment in the area, will support

the comprehensive redevelopment proposals identified in the Worthing Investment Prospectus.

A £60k revenue funding allocation from the SEP Reserve was approved, through the February decision, to enable feasibility options to be considered across a range of key

public realm improvement areas identified in the Worthing Investment Prospectus.

The Options Appraisal has now been completed and this further strategic outline business case (SOBC) identifies a preferred option for public realm improvements from the station to the seafront in Worthing. The SOBC also identifies a need for a full

funding package for the delivery of the preferred option and identifying the priority areas for investment of the County Council’s funding allocation should the wider

funding package be confirmed. The options appraisal considered 8 priority areas for public realm improvement. 3

options were considered for each area ranging from relatively light touch improvement (option 1) to radical change (option 3).

The options were presented to members, stakeholders and the public and having considered feedback the Project Board (including members from the County Council

and the Borough Council) have agreed a preferred option for each of the areas.

The total cost of the delivering the preferred option in each of the areas is £12.08m. Worthing Town Centre improvements are a priority in the Worthing & Adur Deal

signed in March 2017. The Deal has supported joint working between WSCC and WBC which has identified that through the allocation of S106, CIL, contributions from local

businesses and direct delivery by developers £7.08m of funding may be secured to support the £5m allocation from the County Council. The investment of £12.08m in public realm improvements will support potential private sector investment in

Worthing Town Centre of up to £250m.

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Considering the priority afforded to each element of the works, the cost of the preferred option for each of the areas, the availability of existing funding and the areas most likely to be funded from future funding sources, it is proposed that the

County Council’s funding allocation be focused on supporting the development and delivery of improvements in Portland Road, South Street South and South Street

North.

1.2 Recommendation

That the Leader:

A. agrees a proposed package of public realm improvements for 8 priority areas in Worthing identified in paragraph 3.2 Preferred Option

B. agrees the allocation of £5m from the WSCC Capital Programme to support the delivery of public realm improvements for 3 of the priority areas - Portland Road, South Street South and South Street North.

C. agrees that up to £400,000 funding be allocated, in accordance with a phasing plan to be agreed with the Director of Economy Planning & Place, to

progress work to support the development of projects identified in recommendation (B) through to public consultation and detailed design.

D. delegates authority to the Executive Director Economy, Infrastructure and

Environment to progress the delivery of the project to include such action as is required to complete the project in a timely way, such as relevant design

authority, planning submissions and procurements.

2. The Strategic Case

2.1 The Strategic Context

The Worthing Place Plan set out a joint growth narrative for West Sussex County Council (WSCC) and Adur and Worthing Councils (AWC). The Plan was agreed by the AWC Joint Strategic Committee on 1st March 2016. The Place Plan highlighted a

significant growth opportunity focused on maximising the potential presented within Worthing which collectively can deliver new; homes, jobs, employment space and an

increased GVA and tax base through business growth and expansion. The Worthing Investment Prospectus, commissioned by WSCC and WBC in 2016,

highlighted key development opportunity sites (Teville Gate, Union Place, Grafton, Stagecoach, Aquarena and Civic site) and the areas, between the station and the

seafront, where public realm improvements would support the delivery of growth. £5m was provisionally allocated from a £30m allocation to support growth in West

Sussex, to the Worthing Growth Programme. The decision required that a business case be developed for the Worthing allocation identifying proposals for County Council

investment that, when considered alongside partner and private sector investment will best support growth in West Sussex and provide an appropriate return against key Council objectives.

A Strategic Outline Business Case considered by SCIB in March 2017 recommended

that, subject to the approval of a detailed business case, the £5m allocation for Worthing should focus on delivering an integral part of the Worthing town centre public realm improvements which, alongside other investment in the area, will support

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the comprehensive redevelopment proposals identified in the Worthing Investment Prospectus.

The Adur & Worthing Growth Deal, agreed in March 2017 by the Leaders and Chief Executive Officers of AWC and WSCC builds upon the priorities identified within the

place plan and the Investment Prospectus. The Growth Deal is being delivered through a series of associated projects brought together and managed within the Worthing (& Adur) Growth Programme. An indicative allocation of £5m capital funding

has been agreed to deliver an integral part of the Worthing town centre public realm improvements which alongside other investment identified within the programme will

deliver both the public realm enhancements and redevelop the key sites to achieve the overall opportunity identified in the Worthing Investment Prospectus. The improvements will also promote the social and environmental qualities of the town

centre improving; accessibility and safety, local appearance and distinctiveness and opportunities for enhanced commercial, retail, leisure and cultural activity all of which

are critical to achieve successful regeneration. The approach for identifying the focus of WSCC investment has been developed

having regard to:

the expected total cost to deliver town centre regeneration the expected timescales involved in progressing the 6 key sites and the extent

those sites will incorporate public realm enhancements

funding-streams, e.g. supplementary sources that could become available over the short, medium and longer-term and in particular Community Infrastructure

Levy and future bid opportunities which could deliver either public or sector-led schemes.

Relative complexity, associated timescales and risks involved in developing and

delivering schemes.

Following approval of the indicative capital programme allocation consultants were

commissioned to produce the Worthing Public Realm Options Appraisal study in May 2017. The study looked at potential public realm improvements from the railway station to the seafront. For each section of the route a range of options and indicative

costs were considered ranging from minimal intervention and improvements through to significant intervention and change. A Member workshop and key stakeholder

consultation event was held in July 2017 and the options were developed further with the final publication of the study in October 2017 (Options Appraisal Study). This was presented to the Worthing CLC and Major Projects Board in November 2017 and

approved by WBC Joint Strategic Committee in December 2017.

The options were also exhibited to the public for a period between 2nd January 2018 and 12th January 2018.

The Worthing Town Centre Improvements Project Board was established in January 2018 with Officers and Members from both WSCC and WBC with the aim of aiding the

delivery of the public realm improvements to support, and act a catalyst for, the town centre development proposals. The Project team officers identified, presented and discussed with the board the most appropriate options for each of the areas assigning

areas with limited need for improvement or with lower potential to effect the growth outcomes as minimal intervention options, greater intervention in areas in greater

need of improvement with higher potential for impacting on growth outcomes and significant intervention in areas of opportunity that would have the most beneficial

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impact on economic growth outcomes. The project board agreed a package of options, set out below in 3.2, which have a total indicative delivery cost of £12.08m.

2.2 Objectives

The Worthing Public Realm Improvements Project aims to:

Deliver town centre public realm improvements which alongside other investment will support, and act as a catalyst for, the delivery of key

redevelopment sites to achieve the overall opportunity identified in the Worthing Investment Prospectus (i.e Teville Gate, Union Place, Grafton,

Stagecoach, Aquarena and Civic Sites).

The WSCC investment in the project will:

Deliver significant public realm improvements to the key economic opportunity areas of Portland Road, South Street South and South Street North.

Promote the social and environment qualities of the town centre improving; accessibility and safety, local appearance and distinctiveness and opportunities for enhanced commercial, retail, leisure and cultural activity all of which are

critical to achieve successful regeneration.

2.3 Benefits

The proposal will continue to improve the experience of people, living, working and visiting the town centre and improve the attractiveness of Worthing in terms of wider business investment.

The proposals would also support the progress of investment relating to the progress

of the total outcomes identified for the town centre: 1,000 new homes, new commercial, leisure and retail floorspace (inc. 34,000 sqm of employment generating

uses), creating around 1,000 new jobs. A benefits realisation map has been provided at Appendix A.

2.4 Risks

The key risks for this project are outlined below:

The funding package for the full scheme (outlined in the financial case below) is

dependent on a range of funding sources and despite commitment from partners to secure and allocate these funds there is a risk that funds may be delayed or short of what is required. For example development that would

produce s106 contributions is delayed, which in turn would delay funding for future parts of the public realm scheme.

Detailed design and consultation may identify issues that are difficult to resolve

or require additional funding

Changes in personal or political make up may have an impact on the longer

term components of the scheme.

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An economic downturn that would affect the development of linked sites and their contributions.

The long term future of CIL

WSCC and AWC will work together to review the programme as delivery progresses and will monitor risks to allow sufficient time for revisions.

Procurement to deliver the works will not be progressed until a Full Business Case has

been approved. The FBC will update in relation to any outstanding risks.

3. Economic case

3.1 Key Findings The Worthing Investment Prospectus (2016) costing £90K and funded by WSCC and

produced on behalf of Adur & Worthing Councils (AWC) and West Sussex County Council (WSCC) underpins a partnership approach to deliver a vision for a modern

revitalised town centre. The Prospectus demonstrates the potential growth opportunity within Worthing. This is backed up by recent town centre footfall data that shows a growth in footfall of 37% in 2017 in comparison with 2016 following the

completion of public realm improvements in Montague Place.

The prospectus sets out 6 key redevelopment sites in the town alongside potential public realm improvements. The growth outcomes and economic value are summarised in table 1 below.

Table 1

Worthing Town Centre - Growth Outcomes and Economic Value

Growth Outcome Economic Value

New Homes: 1,000. £1,508,000 (1000 Homes x

£1,508)

new commercial, leisure and retail

floorspace (including 34,000 sqm. currently identified to key sites).

New Jobs: 1,000.

£27,500,000 (1000 Jobs x

£27,500)

Source: Adaption from Worthing Central – Phase 1 (Union Place & Teville

Gate House) Local Growth Fund 3 Bid (April 2016) - £1,508,000 derived as a general measure from the following Bid assumption: £193,000 potential new Council Tax Contributions each year associated with 128 New Homes

(£193,000/128 New Homes= £1,507,81). The LGF3 Bids use a range of data sources including Office for National

Statistics Labour Productivity Data.

Worthing Central – Phase 1 (i.e. Union Place and Teville Gate House

(Source: Extracts from LGF3 Bid, April 2016). Up to 189 FTE gross new jobs on site by 2021, based on standard

employment:floorspace ratios, assuming 100% occupancy;

o Based on OffPAT/HCA Employment Densities for restaurants, cinemas and retail, this would equate to c189 gross direct jobs by

2021, including 95 gross direct FTE restaurant jobs, gross direct 13 FTE jobs at the cinema, 22 FTE jobs at the Innovation Centre and

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60 FTE jobs at the hotel. Up to 179 FTE net new jobs created, including 109 direct net new jobs

and 43 plus additional indirect jobs in the wider economy

Notes:

The Worthing Investment Prospectus identifies approx. 3,000 jobs which are regarded as both direct/indirect Jobs across Worthing. Consequently a

refined figure assumes 1,000 town centre jobs.

The estimates are based on applying output per worker for accommodation and food service (£20,900) for the restaurants and hotel jobs; arts, recreation and

entertainment (£27,500) for the multiplex cinema; and professional, scientific and technical (£48,200) for the innovation centre. These are 2012 figures, so an increase

of 0.8% per year has been applied to the start of the operating phase of the project (2021) and then thereafter. This provides an estimated direct impact of £4.9m in 2021. Qualitatively an increase in business rates through higher footfall across the

town centre and reduction in vacancy rates and improved public realm would encourage a place where businesses could thrive and a great place to live visit and

work as set out in the Future West Sussex Plan.

The current committed investment associated with the redevelopment sites are outlined in table 2 below.

Table 2

Current Committed Investment Expected Timescale

Teville Gate Homes: 400 Employment Space: 3,000 sqm.

Jobs: 166

£78.9m private sector, £10k AWC , £2.09 LGF.

By 2021/22

Union Place

Homes: 128 Employment Space: 13,222 sqm

Jobs: 189

Private Sector £24.7m, £3.6m LGF 3,

£918k AWC.

By 2020/21

Public Realm

8 sites from station to seafront

Total Cost: £12.08m

£5m WSCC , The rest of the funding will be provided by a combination of Local Business, CIL and s106

contributions.

By 2018/19

*the full business cases for these projects haven't been fully agreed, although the LGF allocation has been confirmed.

The current status of the redevelopment sites are as follows:

Teville Gate: Demolition of the car park is currently underway. The site developers are working on preparing a planning application which is also

expected to be submitted in early 2018.The private sector investment is expected to be £78.9m supplementing allocated LGF 3 funding totalling £2.09m. WBC, as planning authority, will require the developer to progress the

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public realm improvements identified in this location in the WSP options appraisal and identified as the preferred option in 1.4.2 of this business case.

Union Place: LGF 3 funding of £3.6m has been secured for site acquisition and assembly including mitigation of constraints. The Union Place project is

expected to attract £24.7m of private sector investment and deliver new homes, a multiplex cinema and restaurants.

Grafton Site: AWC have committed £100k revenue funding and are progressing feasibility studies to secure the comprehensive redevelopment of

the site providing a replacement multi storey car park and new retail/leisure floorspace to re-generate this key town centre site. AWC has started land assembly by purchasing three retail units at a cost of £3.1 million.

Stagecoach Site: Following the Investment Prospectus the site owner has

confirmed continued interest in re-locating and bringing the site forward for redevelopment. AWC has offered to prepare a Development Brief to assist potential marketing of the site to determine site value to assist relocation.

Decoy Farm continues to be the preferred relocation site, which has been allocated £4.84m of LGF funding for decontamination and preparation for

commercial use.

Aquarena Site: Planning Permission was granted on 19th January 2017 and the

site is currently under construction.

Civic Site: AWC have been awarded £90k revenue funding through the Greater Brighton Partnership One Public Estate Bid to pursue detailed feasibility studies in relation to providing new and relocated medical facilities within a new

resource centre/ medical hub. AWC has also identified £50k to undertake feasibility studies to assess the development potential of the remainder of the

car park site (ideally to provide a decked car park and residential development).

The investment strategy also identified the public realm enhancements to Worthing town centre which were key for facilitating investment for the redevelopment sites.

The table below sets out the estimated route and costs of the public realm scheme within the Worthing Growth Programme Outline Business Case. This was prior to the

development of the 8 scheme sites and the WSP Options Appraisal work that was refined through local member and stakeholder engagement.

Table 3

Public Realm Enhancements - The funding of these improvements will be met by a combination of CIL, additional public funding and/or private sector direct

investment (via development/S106) depending on the scheme and phasing of key development sites.

A24/Teville Rd Junction, Total Cost: £1m By 2030/31

North Street/ High Street Junction Total Cost: £1m By 2030/31

Marine Parade – Lido to Steyne Gardens

Total Cost: £2.5m

By 2030/31

Montague Street Total Cost: £5.0m By 2030/31

Worthing Railway Station Total Cost: £2.5m By 2030/31

Total Public Realm Package Total Cost: £12.0m

(WSCC Capital to Public Realm (total contribution: £5m)Total Cost: £5m

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£12m estimated Public Realm Measures to be funded through £5m WSCC capital contribution and £7m CIL and other funding sources.

The WSCC capital programme provisionally allocates £5m to deliver growth in

Worthing.

The Options Appraisal provides certainty in terms of potential highway conceptual designs, establishing design principles to guide detailed scheme proposals to progress improvements within 8 focus areas following stakeholder engagement for public realm

enhancement and identifying firm scheme cost estimates.

The funding of South Street South will contribute to AWC application for Coastal Communities funding that will be used to extend the public realm work to improve the promenade area outside the pier. Should funding be approved it will link with this

public realm work.

3.2 Preferred Option The project board following the public exhibition have reviewed the options appraisal

report and identified implementation routes (i.e. WSCC/ Developer-led works) and funding arrangements (.i.e. the plan for AWC, WSCC, bid opportunities, and s.106 and

CIL funding sources) using the cost estimates for the conceptual highway proposals and expected delivery mechanisms.

Following stakeholder and local member workshops the 5 initial areas identified for public realm work were split into 8 more identifiable areas in the Options Appraisal

report. The Options Appraisal sets out options according to ranges of intervention for the 8 areas of the public realm improvement route between the station and seafront. The map at Appendix 2 shows the areas that were assessed.

The preferred strategy with indicative costs as agreed by the project board and taken

from the Options Appraisal is set out in the table below: Table 4

Area Option 1

(limited Intervention)

Option 2

(Medium Intervention)

Option 3

(Significant Intervention)

Preferred

option

Cost of

preferred option

Montague Place

£2.82m £2.99m £3.95m 2 £2.99m

South Street

South

£0.82m £1.59m £1.84m 3 £1.84m

South

Street North

£1.07m £1.13m £2.45m 3 £2.45m

Liverpool Gardens

£0.8m £1.5m n/a Hybrid 1 & 2

£1.1m

Town Hall £0.5m £1.2m n/a 1 £0.5m

Chapel

Road

£0.4m £0.9m n/a 2 £0.9m

Teville

Gate

£1.03m £1.3m £2.99m 2 £1.3m

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Portland Road

£0.45 £0.47 £1m 3 £1m

Total £12.08m

Montague Place – Option 2 – This option was considered to fit with the work already undertaken at Montague Place and would be delivered through s106 developer contributions from the re-development of Grafton Place and CIL –

Approximate Total Cost: £2.99m South Street South – Option 3 – A key part of the town in terms of business

and retail and so the most ambitious option was considered the best route to take to support economic growth. It would be delivered through WSCC growth allocation– Approximate Total Cost: £1.84m

South Street North – Option 3 – Again a key part of the retail offer in the

town and links to the southern section so the most ambitious option considered to support economic growth. It would be delivered through WSCC growth funding - Approximate Total Cost: £2.45m

Liverpool Gardens – Option1/2 Hybrid – A combination of options to take

account of Union Place redevelopment site and the retail offer to the south delivered through CIL and s106 funding – Approximate Total Cost: £1.1m

Town Hall – Option 1 – This area was considered to require the least amount

of intervention due to its current high level of public realm provision. Delivered

through CIL – Approximate Total Cost: £0.5m

Chapel Road – Option 2 – This is a gateway to the town that requires special attention. Delivered through CIL funding – Approximate Total Cost: £0.9m

Teville Gate – Option 2 – It was considered that the priority should be the approach to the station and improvements should be funded and delivered by

the developers of Teville Gate– Approximate Total Cost: £1.3m

Portland Road – Option 3 – A key gateway location to the centre of the main

economic area and a current hub for restaurants. Delivered through a combination of local business funding, and WSCC growth funding –

Approximate Total Cost: £1m The total estimated cost of the project £12.08m marries with the investment strategy

figures set out in table 3. The high priority areas identified for significant intervention – Portland Road, South Street South and South Street North – would potentially

achieve the highest growth outcome and therefore the project board proposed the prioritisation of these proposals when considering the allocation of the WSCC growth fund allocation. Table 5 below summarises the funding strategy to meet the full cost

of the project.

Table 5

Area delivery Total Cost

WSCC capital programme

Funding

S106 CIL Developer funded and

delivered

Portland

Road, South

£5.29m £5m n/a TBC Other local

business

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Street South and South Street North

funding

Teville Gate £1.3m n/a n/a n/a £TBC

Town Hall Chapel Road

£0.5m £0.9m

n/a £TBC £TBC n/a

Liverpool Gardens

£1.1m n/a £TBC £TBC n/a

Montague Place

£2.99m S106 Grafton and CIL

£TBC £TBC n/a

*CIL and s106 has been committed to project by AWC but figure breakdown is to be confirmed in due course.

To deliver the priority areas identified for WSCC funding and delivery requires approval to progress the priorities identified and to progress detailed design work in

accordance with the identified preferred options to enable detailed costing and option analysis to support a detailed business case for delivery work. It is proposed that the

design work, estimated cost £400k will be funded from the WSCC capital programme allocation.

3.3 Alternative Options

WSCC and WBC are committed through the Worthing Growth programme to undertake public realm improvements across the town centre. Doing nothing would be inconsistent with this commitment and a missed opportunity to take advantage of the

redevelopment sites and influence the economic growth of the town.

The options appraisal considered three options for each area of improvement and sets out the advantages and disadvantages of each

Should the further development of the full business case for the proposals in the preferred option reveal that the anticipated benefits or acceptable levels of return

cannot be achieved then other options will be revisited.

4. Commercial case

The options appraisal has been developed by WSP through the WSCC Higways and Transport Professional Services Frammework 2016-2022 framework arrangements.

The same framework will be used to commission WSP to progress the detailed design of the preferred options to RIBA stage 3 to support the production of a full business

case.

The procurement route to deliver the improvements will be considered in the Full Business Case.

5. Financial case

The total estimated cost of the public realm improvements is £12.08m.

It is proposed that £5m of this total cost will be funded from the WSCC capital programme allocation.

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WBC as planning authority will seek to secure the preferred option improvements for Teville Gate through the planning process. Funded and delivered by developers.

Local Business owners on Portland Road have agreed towards the cost of the Portland

Road Option. WBC have committed via the Growth Board to secure the remaining cost of the public

realm scheme through CIL and S106 contributions.

The total allocated revenue to undertake the detailed design work at Portland Road South Street South and South Street North is estimated at up to £400k. The release of this fund will be dependent the Director of Economy, Planning & Place agreeing a

phasing plan. Agreement will be dependent on the phasing plan minimizing WSCC investment until clarity relating to the funding of the wider package of public realm

improvements (station to seafront) is in place. The allocation of the capital funding remains subject to a detailed business case.

5.1 Overall Affordability and Availability of Funding

The investment is part of the Worthing Growth Programme which will deliver

infrastructure projects to support the delivery of identified growth outcomes. The funding is intended to be a catalyst for growth.

It should be noted that a range of caveats exist in terms of the identified cost estimates and as infrastructure projects progress more accurate figures will be

established.

6. Management case

The Project team consisting of the WSCC Adur & Worthing Growth Programme Delivery Manager and representative officers from WBC will support activity, and

provide a key point of WSCC representation as part of the; Adur & Worthing Growth Board, Adur Major Projects Board and Worthing Major Projects Boards. A Worthing Public Realm Improvements project board has also been set up to help guide the

delivery of the scheme and consists of nominated local Council Members from both Council’s and officers from the project teams. The board is chaired by officers from

WSCC and the project is led by WSCC. Terms of reference for the Project Board are attached as Appendix 3

A timetable for the project is set out in Appendix 4.

7. Financial Comments

Within the West Sussex Growth Programme £5m has been allocated for the Worthing area and is included in the 2018/19 capital programme. This is scheduled in the

programme to be delivered from 2019/20 to 2022/23. WSCC is working alongside the Adur and Worthing Councils and additional funding of £7.08m is expected to be secured from other entities including Section 106 funds, CIL, contributions from local

businesses and direct delivery by developers. The commitments coming from the

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other entities are still to be finalised by the Adur and Worthing Councils. The aim is to allocate £400k from the £5m capital programme funding to support detailed design.

8. Legal Comments

The activities outlined in this report come within the scope of the general powers of competence given to local authorities by the Localism Act 2009. As the programme is rolled out other legislation can be cited according to the nature of the specific works to

undertaken along with procurement advice.

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APPENDIX 1: Benefits Realisation Map

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Appendix 2: Options Map

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Appendix 3: Project Board Terms of Reference

Worthing Town Centre Improvements Project

Terms of Reference

February 2018

1 Membership

Cllr Paul High, Member for Worthing West, WSCC

Cllr Michael Cloake, Member for Worthing Pier, WSCC

Cllr Kevin Jenkins, Executive Member for Regeneration, WBC

Cllr Paul Westover, Central Ward Member, WBC

Martin Randall, Director for the Economy, WBC

Andy Willems, Investment Officer, WBC

Lara Southam, Project Officer, WBC

Duncan Barratt, Strategic Manager Economy, WSCC

Patrick Griffin, Growth Programme Delivery Manager WSCC (Agenda and Notes)

WSCC Officers will chair the meetings

The board is made up of 2 elected Members from each authority. It is not essential

that both members from each Council are present at each board meeting, but there

should be at least one representative from each in attendance. Members and Officers

of the board may substitute their attendance for an equally suitable Member or

Officer.

2 Purpose

The Worthing Town Centre Improvements Project Board has been established to

provide strategic direction to the town centre public realm project and oversee the

development of the project proposals and designs. It sits between the project teams

and the Major Projects Boards within the Growth Programme Governance Structure.

The board will identify phasing priorities and make recommendations to Growth

Board, Major Projects Board and Project Team on proposals at design and

development stages. The board will also oversee the stakeholder engagement and

consultation on the plans as the project progresses.

The Board will ensure that key economic outcomes drive the prioritisation and

delivery of projects in Adur and Worthing. The board will hold the Officer team to

account for and push for a timely delivery of the project.The Board will also ensure

that there are really clear and well developed priorities to lever future funding into

Adur and & Worthing and West Sussex hence enabling prioritisation of investment

most effectively.

3 Responsibilities

It is proposed that The Board will:-

Identify and agree on principle phasing priorities for the project.

Make recommendations on funding sources.

Agree business cases for funding.

Oversee the development of the detailed design work

Oversee and support communication and engagement regarding the development

of the project.

Provide an overview of the timeline and hold the project team accountable for

timely delivery

4 Accountability

The board will report to the Major Projects Board and Growth Board.

5 Meetings

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The board will be updated electronically monthly and a monthly meeting will be

programmed but this will only take place when more detailed discussion and decisions

are required. Meetings will:-

Review progress and agree drafts of the plan in development.

Identify and follow up actions as agreed to progress the plan development.

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Appendix 4: Project Timetable

• May - business case for funding strategy signed off and detailed design options for first

phase commissioned.

• June/July/August – First phase detailed designs

• September/October – detailed business case

worthing public realm improvements - appendix · 2018-05-12 · the worthing public realm...

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