Directorate Plan 2021 to 2024

Directorate

Economy, Environment and Culture

Responsible Officer

Nick Hibberd

Signed off by

Chief Executive, May 2021

Last Updated

11 May 2021

Economy Environment and Culture glossary

Abbreviation

Meaning

ACE

Arts Council England

Apr

April

AQMA

Air Quality Management Area

B&H

Brighton & Hove

BCP

Business Continuity Plan

BDFL

Brighton Dome Festival Limited

BEIS

Department for Business, Energy & Industrial Strategy

BHCC

Brighton & Hove City Council

BID

Business Improvement District

BIPC

Business and Intellectual Property Centre

BME

Black Minority Ethnic

C&F

Cost and freight

C2CLEP

Coast to Capital Local Enterprise Partnership

CCTV

Closed circuit television

CEDG

Corporate Equality Delivery Group

CEDP

City Downland Estate Plan

CIL

Community Infrastructure Levy

CO2

Carbon dioxide

CPRE

Campaign for the Protection of Rural England

CSC

Customer Service Centres

CYPS

Children Young People and Schools

DC

District Council

DEDG

Directorate Equality Delivery Group

DEFRA

Department for Environment, Food & Rural Affairs

DfT

Department for Transport

DiT

Department for International Trade

ERDF

European Regional Development Fund

ETS

Environment, Transport & Sustainability

EV

Electric vehicle

EVCP

Electric vehicle charging point

FCL

Families Children and Learning

GB

Greater Brighton

GBEB

Greater Brighton Economic Board

HLF

Heritage Lottery Fund

HNC

Housing Neighbourhoods and Communities

HR

Human Resources

IFCA

Inshore Fisheries and Conservation Authorities

IT

Information technology

KPI

Key Performance Indicator

LEP

Local Enterprise Partnership

LRF

Local Regeneration Fund

LTP

Local Transport Plan

Mar

March

MRN

Major road network

NEH

New England House

NHLF

The National Lottery Heritage Fund

OLEV

Office for Low Emission Vehicles

OPE

One Public Estate

P&D

Property and Design

P&R

Policy and Resources

P&R

Policy and Resources

PLP

Property Level Protection

RAG

Red Amber Green

RP

Royal Pavilion

RPMT

Royal Pavilion Museum Trust

SCAPE

Shaping Climate Change Adaptive Places

SCRIF

Sustainability & Carbon Reduction Investment Fund

SDNPA

South Downs National Park Association

SEND

Special Educational Needs Disorder

SME

Small and Medium Employer

Soenecs

SOCIAL, ENVIRONMENTAL & ECONOMIC SOLUTIONS Limited

Solar pv

Solar photo voltaic

SPD

Supplementary Planning Document

SUDs

sustainable drainage systems

TRL

Transport Research Laboratory

UK

United Kingdom

ULEZ

Ultra low emission zone

UNESCO

The United Nations Educational, Scientific and Cultural Organization

WMP

Woodland Management Plan

YMCA

Young Men's Christian Association

Corporate Plan 2021 to 2023 Outcomes and Actions

Outcome

1. City to call home

Key area of action

1.1 Reduce homelessness and rough sleeping

1.2 Provide genuinely affordable homes

1.3 Improve private rented housing

1.4 Improve council housing

1.5 Make better use of existing housing capacity

Outcome

2. City working for all

Key area of action

2.1 Build community wealth

2.2 Transition to a sustainable economy

2.3 Support local businesses and charities

2.4 Enhance skills and provide housing for the city’s workers

2.5 Develop our visitor economy

Outcome

3. Stronger city

Key area of action

3.1 Tackle crime and antisocial behaviour

3.2 Increase participation in civic and community life

3.3 Address the causes of poverty and its impact on our communities

3.4 Improve access for disabled people

3.5 Remain a proud City of Sanctuary

Outcome

4. Growing and learning City

Key area of action

4.1 Support high quality early years provision

4.2 Ensure that schools continue to improve and all children do well

4.3 Ensure that no child or family is left behind

4.4 Deliver high quality youth services

4.5 Promote lifelong learning and transition into adulthood

Outcome

5. Sustainable City

Key area of action

5.1 Become a carbon neutral city by 2030

5.2 Create and improve public open spaces

5.3 Reduce, re-use and recycle

5.4 Develop an active and sustainable travel network

5.5 Promote and protect biodiversity

Outcome

6. Healthy and caring City

Key area of action

6.1 Increase healthy life expectancy and reduce health inequalities

6.2 Support people to live independently

6.3 Support people in ageing well

6.4 Support carers

6.5 Ensure that health and care services meet the needs of all

Outcome

7. Council Attributes

Key area of action

7.1 Measuring our progress

7.2 Well run council

7.3 Fair and inclusive council

7.4 Modernising council

7.5 Customer promise

7.6 Our Workforce

7.7 Working in partnership

Directorate Objectives for April 2021 to March 2024

Mission

Supporting low carbon economic growth and maintaining an attractive, connected, and well-run city for residents, businesses and visitors.

1. City to call home

2. City working for all

3. Growing and learning city

4. Sustainable city

5. Develop and engage with staff to deliver good quality services and change within the directorate and across council services

Economy, Environment & Culture vision and direction of travel for 2021 to 2024

The Economy, Environment and Culture directorate works with city and city region partners to supporting low carbon economic growth and maintaining an attractive, connected, and well-run city for residents, businesses and visitors

The direction of travel for 2021 to 2024 includes:

  • delivery of the Climate Assembly and establishing a 2030 Carbon Neutral City plan
  • working across the council and the city to establishing a community wealth building programme and supporting the city’s transition to a circular and more equitable economy
  • leading the City Covid-19 Recovery Programme
  • developing a new Local Transport Plan for the City
  • developing a new City Downland Estate Plan
  • leading on the Greater Brighton City Region Covid-19 Economic Recovery Plan and Energy and Water Plans
  • progressing the development of a deliverable business case for the roll out of full fibre and 5G
  • developing a Waste, Recycling and Reuse Strategy for the city
  • developing a new Sports Facilities Investment Plan
  • progressing the city’s major regeneration and infrastructure projects
  • delivering new council homes and affordable home through the New Homes for Neighbourhood Programme and Homes for Brighton & Hove Joint Venture

1. City to call home

1.1

Corporate Plan Link

1.1.9

1.2.14

Action/deliverable

Apply a Community Infrastructure Levy to new developments that fully reflects the city's infrastructure needs, including exploring using CIL to provide support (for tackling rough sleeping) (see 1.2.14)

  • develop an infrastructure delivery plan
  • develop the CIL governance process
  • introduce CIL

Accountable Lead Officer

Assistant Director - City Development & Regeneration 

(Head of Planning)

Start and end date

April 2020 to March 2024 

SMART Measure of Success

  • Develop infrastructure delivery plan by 1 June 2021
  • CIL Governance in place – 1 June

1.2

Corporate Plan Link

1.2.3

Action/deliverable

Consider options for quick build homes to alleviate housing shortages:

  • deliver a pilot project using modern methods of construction

Accountable Lead Officer

Assistant Director - City Development and Regeneration 

(Lead City Regeneration Programme Manager)

Start and end date

April 2020 to March 2024 

Key Internal /External partners involved

  • YMCA 
  • Morgan Sindall

SMART Measure of Success

New Homes projects delivered with Modern Methods of Construction used.

1.3

Corporate Plan Link

1.2.4

Action/deliverable

Over time we aim to reduce costs/improve value for money by directly employing staff and building stable teams to work on council projects.

Accountable Lead Officer

Assistant Director - City Development & Regeneration (Lead City Regeneration Programme Manager)

Start and end date

April 2020 to March 2024 

Key Internal /External partners involved

HNC

SMART Measure of Success

The Estate Regeneration Team to be restructured and expanded by May 2021 and then to be kept under review as the projects develop/emerge.

1.4

Corporate Plan Link

1.2.3

Action/deliverable

Deliver a pilot project using modern methods of construction. Victoria Road Housing scheme. 

Accountable Lead Officer

Assistant Director Property and Design 

(Architecture and Design Manager)

Start and end date

April 2020 to March 2022 

Key Internal /External partners involved

Morgan Sindall

SMART Measure of Success

Start on site April 2021. Completion June 2022. 

1.5

Corporate Plan Link

1.2.19

Action/deliverable

Provide 500 shared ownership homes through joint venture and other developments:

  • Develop the first 2 sites through Homes for Brighton & Hove to deliver the first 352 homes
  • Continue to work with developers to deliver shared ownership properties through section 106

Accountable Lead Officer

Assistant Director - City Development and Regeneration 

(Lead City Regeneration Programme Manager)

Start and end date

April 2020 to March 2024 

Key Internal /External partners involved

Hyde Housing

SMART Measure of Success

First two projects start on site – April 2021

1.6

Corporate Plan Link

1.5.4

Action/deliverable

Explore how to restrict conversion of properties into short term holiday let homes or Airbnb property development.

Accountable Lead Officer

Assistant Director - City Development and Regeneration

(Head of Planning)

Start and end date

April 2020 to March 2022 

SMART Measure of Success

  • implement collaborative working to manage better
  • joint meeting set up quarterly to manage

1.7

Corporate Plan Link

1.2

Action/deliverable

Deliver housing to meet the city’s housing requirements:

  • private and affordable housing through a positive planning system and Housing Delivery Action Plan
  • deliver the New Homes for Neighbourhoods Programme to help meet the target to deliver 800 new council homes Selsfield Drive Victoria Road Moulsecoomb
  • secure further sites for delivery through Homes for Brighton & Hove to deliver the 1000 living wage homes
  • work at a sub-regional level to ensure proper strategic housing provision across the city region

Accountable Lead Officer

Assistant Director - City Development and Regeneration

(Head of Planning)

(Lead City Regeneration Programme Manager)

Start and end date

April 2020 to May 2023 

Key Internal /External partners involved

  • Property and Design
  • Housing

SMART Measure of Success

  • number of homes in pipeline
  • number of homes with planning
  • number of homes on site
  • number of homes complete
  • implement actions in the Housing Delivery Action Plan

1.8

Corporate Plan Link

1.5

Action/deliverable

Ensure a positive planning service which ensures the quality of new homes and places, focusing on sustainability, placemaking, design quality and proper accommodation standards.

  • Prepare an Urban Design Framework, in consultation with local designers, ecologists, architects, planning agents, businesses and residents.

Accountable Lead Officer

Assistant Director - City Development and Regeneration

(Head of Planning) 

Start and end date

April 2020 to March 2022

SMART Measure of Success

  • adopt the Urban Design Framework June 2021
  • reduce refusal rate to 16%
  • reduce appeal overturn rate to 30%
  • increase take up of pre-app advice
  • adopt Transport Guidance to support Planning Service – December 2021

1.9

Corporate Plan Link

7.3

Action/deliverable

Deliver the Corporate Modernisation Programme - Sport and Physical Activity

Accountable Lead Officer

Assistant Director Culture, Tourism and Sport 

(Head of Sport and Leisure)

Start and end date

April 2020 to March 2023

Key Internal/External partners involved

  • Freedom Leisure
  • schools and universities
  • Corporate Modernisation Board

SMART Measure of Success

  • successful transfer of Hollingbury Golf Course to new leaseholder
  • successful extension of lease for Freedom Leisure
  • successful production of Sports Facilities Investment Plan

 1.10

Corporate Plan Link

GGP

Action/deliverable

Consult with the community to create a memorial for those in the city lost to Covid – for example an arboretum

Accountable Lead Officer

Executive Director Economy Environment and Culture

Start and end date

April 2021 to March 2024

Key Internal/External partners involved

Residents

SMART Measure of Success

  • Memorial erected
  • Measures to follow

 

2. City Working for all

2.1

Corporate Plan Link

2.1.1, 2.1.10

Action/deliverable

Become the lead UK city for community wealth building and ethical employment practices (2.1.11):

  • develop the Community Wealth Building Programme
  • encourage sign up to a social responsibility and social value charter
  • Bring together the purchasing power of the council and other major institutions such as universities, schools and hospitals to keep money circulating in the local economy

Accountable Lead Officer

Assistant Director - City Development and Regeneration

(Economic Development Programme Manager)

Start and end date

April 2020 to December 2021

Key Internal /External partners involved

  • Policy Team
  • Brighton Chamber
  • Brighton & Hove Economic Partnership
  • Good Business Club

SMART Measure of Success

  • promote the Brighton & Hove Living Wage (an additional 80 sign ups by March 2022)
  • Establish a Community Wealth Building Member Working Group March 2021
  • Develop an Action Plan for the Programme December 2021

2.2

Corporate Plan Link

2.1.7

Action/deliverable

  • Ensure that local home building provides opportunities for young people to develop skills, for example through apprenticeships.
  • Deliver the Brighton & Hove Local Employment Scheme

Accountable Lead Officer

Assistant Director - City Development and Regeneration

(Lead City Regeneration Programme Manager)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Construction Companies
  • Met College

SMART Measure of Success

  • number of apprenticeships supported
  • number of people trained

2.3

Corporate Plan Link

2.1.8

Action/deliverable

Use regeneration schemes to provide social and sustainability benefits:

  • introduce a social value impact assessment as part of the project brief for council’s own regeneration projects
  • introduce a sustainability impact assessment for new regeneration projects – private sector and public sector – through the planning system

Accountable Lead Officer

Assistant Director - City Development and Regeneration

(Lead City Regeneration Programme Manager) and (Head of Planning)

Start and end date

April 2020 to March 2022

Key Internal /External partners involved

Various development partners.

SMART Measure of Success

Template produced, agreed and used as a validation requirement of planning applications – from 1 June 2021.

2.4

Corporate Plan Link

2.2.1, 2.2.2

Action/deliverable

Promote a sustainable economy by supporting low carbon growth and encouraging businesses to reduce waste and pollution:

  • establish a circular economy Programme to deliver the Framework

Accountable Lead Officer

Assistant Director - City Development and Regeneration 

(Economic Development Programme Manager)

Start and end date

April 2020 to March 2022

Key Internal /External partners involved

  • Businesses and Sector Groups

SMART Measure of Success

  • Circular Economy Member Working Group Established March 2021
  • Join BLUEPRINT Interreg Project April 2021

2.5

Corporate Plan Link

2.2.3

Action/deliverable

Work with businesses, universities, regional development organisations and others to become a global centre for innovation and creative, digital and immersive technologies:

  • deliver Greater Brighton 5 year strategic priorities
  • develop our international, inward investment and trade capacity to attract global expertise and investment in these key sectors

Accountable Lead Officer

Assistant Director - City Development and Regeneration

(Economic Development Programme Manager)

Start and end date

April 2020 to March 2022

Key Internal /External partners involved

  • Greater Brighton Economic Board and Officer Group
  • C2CLEP
  • Department for International Trade

SMART Measure of Success

  • Facilitate the implementation of the Regional Innovation Ecosystem Workstream resulting in a report to GBEB in October 2021
  • Secure sign off of the Inward Investment Desk roll out by October 2021

2.6

Corporate Plan Link

2.2.5

Action/deliverable

Support the move to a resilient, zero carbon and smart energy system through the delivery of the Greater Brighton energy plan and facilitate change to a resilient, integrated water environment through the Greater Brighton water plan.

Accountable Lead Officer

Assistant Director - City Development and Regeneration

(International & Sustainability Programme Manager)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Greater Brighton Economic Board and Infrastructure Panel
  • Greater Brighton Energy Working Group
  • Greater Brighton Water Working Group

SMART Measure of Success

Facilitate delivery of the Pipeline of projects as set out in the Energy and Water Plans.

2.7

Corporate Plan Link

2.2.6

Action/deliverable

Work with partners to attract investment in ultrafast broadband infrastructure across the city region.

Accountable Lead Officer

Assistant Director - City Development and Regeneration

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Fibre Infrastructure Providers
  • Greater Brighton Economic Board
  • Greater Brighton/West Sussex Everything Connects Group

SMART Measure of Success

  • Deliver the Research & Innovation Fibre Ring (December 2021)
  • Facilitate the roll out of Fibre to the Premises (FTTP) starting February 2021

2.8

Corporate Plan Link

2.3.1

Action/deliverable

Support local businesses, especially small and medium sized ones, with a focus on cooperatives, community businesses and social enterprises.

  • Deliver European Regional Development Fund (ERDF) Business Hothouse support programme
  • Work with libraries to develop the Business Intellectual Property Centre
  • Support the city's independent retail sector
  • Facilitate the renewal of the city centre Business Improvement District (BID) and explore the viability of a Hove Business Improvement District

Start and end date

April 2020 to December 2022

Accountable Lead Officer

Assistant Director Culture Tourism and Sport 

(Arts Development Manager)

Key Internal /External partners involved

  • Arts and Creative Industries Commission
  • University of Chichester C2CLEP (Coast to Capital Local Enterprise Partnership)
  • Brighton Business and Intellectual Property Centre (BIPC)
  • Brilliant Brighton BID
  • George Street Traders
  • ERDF Grants Manager – Economic Development

SMART Measure of Success

  • Allocate the £2.8m grant fund to business December 2022
  • Launch the BIPC and secure business partner sign up to the use of the space as a city centre business support hub March 2021
  • Deliver 6 Pop-ups in empty shops in the city centre during the initial pilot phase and a further 6 if the pilot is successful March 2021
  • Renewal of the City Centre BID June 2021

2.9

Corporate Plan Link

2.3.1

Action/deliverable

Implement a 10 year cross-party Arts and Creative Industries Plan for the city to enable those within the sector to plan ahead:

  • Invest in a programme of sustainable business for the arts and creative sectors
  • Support live music venues to enable their sustainability
  • Deliver the Recovery Plan for Culture
  • Promote the uptake of BHCC community grants to the Arts sector.
  • An agreed strategic approach between Brighton & Hove City Council and Arts Council England (ACE)

Start and end date

April 2020 to December 2022

Accountable Lead Officer

Assistant Director Culture Tourism and Sport 

(Arts Development Manager)

Key Internal /External partners involved

Arts and Creative Industries Commission.

SMART Measure of Success

Increased collaboration between local creative freelancers and SME’s leading to growth and sustainability of their businesses.

2.10

Corporate Plan Link

2.3.1

Action/deliverable

Continue support for Small and Medium Employers (SMEs) through New England House letting policy and management

Accountable Lead Officer

Assistant Director Property and Design

(Estates Manager)

(Architecture and Design Manager)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Avison Young
  • NEH tenants

SMART Measure of Success

  • to maintain current level of SMEs, to increase where possible
  • design developed for planning application to be submitted July 2021
  • Planning application likely to be delayed until Autumn 2021 further work needs to be done on understanding the existing building challenges

2.11

Corporate Plan Link

2.3.2

Action/deliverable

Work in partnership with the Greater Brighton Economic Board and Coast to Capital Local Enterprise Partnership to secure investment in the city’s infrastructure to support our economy:

  • develop a pipeline of infrastructure projects
  • deliver the city’s regeneration and investment programme of major projects

Accountable Lead Officer

Assistant Director - City Development and Regeneration

(Economic Development Programme Manager) and (Lead City Regeneration Programme Manager)

Start and end date

April 2020 to March 2021

Key Internal /External partners involved

  • Greater Brighton Economic Board (GBEB)
  • Coast to Capital Local Enterprise Partnership (C2CLEP)

SMART Measure of Success

  • Deliver the Pipeline of projects as set out in the Energy and Water Plans.
  • Secure funds for the inward investment desk October 2021
  • Build and maintain a project pipeline April 2021 and ongoing

2.12

Corporate Plan Link

2.3.2

Action/deliverable

Deliver the Greater Brighton One Public Estate Programme working with public sector partners to make better use of combined public sector estate to:

  • Support economic growth – unlocking land and surplus sites for new housing and jobs
  • Support service improvement and transformation – delivering more integrated, customer-focused public services for local communities with property as an enabler
  • Generate efficiencies – including capital receipts, reduced running costs and income

Accountable Lead Officer

Assistant Director Property and Design

(Greater Brighton One Public Estate Programme Manager)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Public sector partners:

    • local authorities
    • health
    • blue lights
    • further and higher education
  • Central One Public Estate Team
  • Greater Brighton Economic Board

SMART Measure of Success

  • Funded 13 OPE/LRF projects to date completed within project specific milestones, as agreed with funder and delivery bodies
  • New OPE/LRF opportunities identified and bids for funding submitted/awarded to help explore/unlock complex and/or otherwise stalled developments. 
  • Effective partnership working arrangements and engaged partners, including through 6 weekly Public Sector Property Group meetings and bi-monthly Housing and Growth Sites Working Group meetings.
  • Key GBEB and corporate priorities embedded in programme and project delivery, through collaborative working with accountable lead officers and delivery bodies, including in relation to: sustainability; social value and community wealth building, and; housing supply and quick/modern methods of construction.

2.13

Corporate Plan Link

2.4.3, 4.5.1

Action/deliverable

Work with our two universities to identify opportunities to transform their innovation and research into new products and services that generate value for the economy:

  • develop a coherent business support programme
  • support delivery of the opening of Innovation facilities

Accountable Lead Officer

Assistant Director - City Development and Regeneration (Economic Development Programme Manager)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Better Brighton
  • University of Sussex
  • University of Brighton
  • C2CLEP

SMART Measure of Success

  • Facilitate the implementation of the Regional Innovation Ecosystem Workstream resulting in a report to GBEB in October 2021
  • Work with GBEB partners to identify and resource new business and innovation space in the city region

2.14

Corporate Plan Link

2.5.2

Action/deliverable

  • Protect the uniqueness of Brighton & Hove with our independent shops, cafés, bars and our distinctive arts & cultural offer (2.5.2)
  • Deliver on the aims of the Visitor Economy Strategy through the work of VisitBrighton to promote:
    • culture
    • wellness
    • experiential tourism
    • sustainability
  • Further develop the diversity and scale of the VisitBrightons’ Partnership Programme.
  • Deliver the Arts and Cultural Framework
  • Identify the synergies between the VES and the cultural recovery planning and create a clearly defined narrative on how we brand ourselves as a city to visitors and residents

Accountable Lead Officer

Assistant Director Culture Tourism and Sport

(Head of Sports and Leisure, Arts Development Manager)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Seafront Estates Surveyor
  • Seafront Tenants
  • City Stakeholders/ Brighton & Hove City Council
  • Stakeholders/ VisitBrighton

SMART Measure of Success

  • work with the Arts and Creative industries commission to develop a Covid-19 recovery plan for the arts culture and creative industries sectors
  • Refocus the work of VisitBrighton around supporting the Covid-19 recovery of the visitor economy

2.15

Corporate Plan Link

2.5.2

Action/deliverable

Work with local businesses to deliver our visitor economy strategy and destination experience plan (see 2.5.1)

  • deliver Visitor Economy Strategy and Destination Management Plan with the Destination Experience Group

Accountable Lead Officer

Assistant Director Culture Tourism and Sport

(Head of Tourism and Venues)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • City Stakeholders/ Brighton & Hove City Council
  • Stakeholders/
  • VisitBrighton

SMART Measure of Success

Refocus the work of VisitBrighton around supporting the Covid-19 recovery of the visitor economy

2.16

Corporate Plan Link

2.5.3

Action/deliverable

  • Seek investment to improve the accessibility of our seafront and beaches and invest in seafront infrastructure:

    • start and end date: April 2020 to December 2020
    • accountable Lead Officer - Assistant Director Culture Tourism and Sport
  • explore options for delivery of the beach accessibility project
    • start and end date: January 2021 to March 2024
    • accountable Lead Officer - Assistant Director Culture Tourism and Sport
  • progress the Kingsway Improvement Plan
    • start and end date: April 2020 to April 2021
    • accountable Lead Officer - Assistant Director Culture Tourism and Sport
  • secure planning consent for the Black Rock regeneration project
    • start and end date: January 2021 to March 2024
    • accountable Lead Officer - Assistant Director - City Development & Regeneration

Key Internal /External partners involved

  • Coastal Defence, Transport, Highways, Cityclean, Planning, Beach Access Team
  • Cityparks, Planning, West Hove
  • Seafront Action Group

SMART Measure of Success

  • identify improvement priorities
  • implement phased improvement plan
  • design improvement plan
  • implement phased improvement plan

2.17

Corporate Plan Link

2.5.4

Action/deliverable

Continue to work to raise money to restore our heritage including the Madeira Terraces:

  • explore all options for public and private investment to restore the Madeira Terraces.
  • maintain and monitor the buildings at risk register
  • complete Corn Exchange Refurbishment
  • develop the RPW Phase 2 bid

Accountable Lead Officer

Assistant Director - City Development and Regeneration

(Lead City Regeneration Programme Manager)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Member Project Boards
  • Project partners

SMART Measure of Success

  • Commission Masterplan for Eastern Seafront - December 2021
  • Complete Corn Exchange in time for December 2021

2.18

Corporate Plan Link

2.5.5

Action/deliverable

Consider a voluntary tourist tax, a coastal business improvement district, and a combined discount card for tourist attractions, local businesses and public transport:

  • develop options for a voluntary tourist tax and/or coastal bid
  • work with interested parties in testing the viability of a Seafront Bid
  • work with attraction discount card providers to test the viability of an attractions card scheme in the city

Accountable Lead Officer

Assistant Director Culture Tourism and Sport 

(Head of Tourism and Venues)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • City stakeholders
  • Brighton & Hove City Council stakeholders
  • VisitBrighton

SMART Measure of Success

  • exploration of a Seafront Bid with Stakeholders
  • test the appetite for the introduction of a tourist discount card

2.19

Corporate Plan Link

New

Action/deliverable

Through close working with the new Trust, support delivery of a distinctive offer at the Royal Pavilion and Royal Pavilion Garden, Brighton Museum, Booth Museum, Hove Museum and Preston Manor to support learning, creativity, well-being and engagement of diverse audiences and environmental sustainability.

Accountable Lead Officer

Assistant Director Culture Tourism and Sport

(Contracts and Business Manager)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Community groups
  • Royal Pavilion and Museums Trust

SMART Measure of Success

  • delivery of online programmes to engage audiences
  • delivery of exhibition programmes for sites when reopen
  • work with the Royal Pavilions & MuseumsTrust on the submission of the Phase 2 bid to NHLF to restore the garden as part of the reawakening the Royal Pavilion Estate project
  • Booth Programme of gallery and building refurbishment including Evolution Gallery and create interactive spaces
  • KPIs agreed in Annual Service Plan

2.20

Corporate Plan Link

7.3

Action/deliverable

Deliver the Corporate Modernisation Programme - Workstyles 4

Accountable Lead Officer

Assistant Director Property and Design

Start date

April 2020 

End date

See individual projects

Key Internal /External partners involved

  • Corporate Modernisation Board
  • NHS
  • Trust For Developing Communities
  • Planning For Real
  • Design: South East
  • South Downs National Park

SMART Measure of Success

  • Moulsecoomb Community Hub completed - by April 2024
  • Former Portslade 6th Form Site refurbished for social workers - March 2022
  • Business Case for modernising Hollingdean Depot office space - October 2021
  • Whole Estate Plan Consultation & Engagement project - June 2021
  • P&D IT System Upgrade – May 2022
  • COVID Recovery: Essential Office Users - ongoing
  • COVID Recovery: Barts House Outline Business case - January 2022

2.21

Corporate Plan Link

7.3

Action/deliverable

Deliver the Directorate Modernisation Programme - City Planning and Development

Accountable Lead Officer

Assistant Director City Development and Regeneration

(Head of Planning)

Start and end date

April 2020 to September 2021 

Key Internal /External partners involved

  • Business Process Improvement (BPI)
  • Planning Advisory Service (PAS)

SMART Measure of Success

  • Complete introduction of Mobile working – September 2021
  • Implement Planning Agents Forum Action Plan within agreed timelines, once PAF starts to meet again (dependent on lockdown)
  • review and start implementing Enforcement modernisation programme from September 2021
  • implement Building Control Business Plan from June 2021 - but dependent on contents of Building Control White Paper

2.22

Corporate Plan Link

7.3

Action/deliverable

Deliver the Directorate Modernisation Programme - Street Lighting

Accountable Lead Officer

Assistant Director - Transport

(Business Development Manager)

Start and end date

April 2020 to March 2022 

Key Internal /External partners involved

Investment loan companies and Public Works Loan Boards

SMART Measure of Success

Construction completed – March 2022

KPIs:

  • Savings achieve repayment model of loan
  • Reductions in carbon and energy

2.23

Corporate Plan Link

7.3

Action/deliverable

Deliver the Directorate Modernisation Programme - Stanmer Park Masterplan

Accountable Lead Officer

Assistant Director - City Environmental Management

Start and end date

April 2020 to March 2022 

Key Internal /External partners involved

  • South Downs National Park Authority
  • Historic England
  • Plumpton College
  • Stanmer Stakeholders

SMART Measure of Success

  • Five year grant funded Woodland Management Plan (WMP) agreed March 2022
  • NLHF/CF capital works complete April 2021
  • Activity plan complete March 2022
  • Estate Management Strategy Adopted March 2022

3. Growing and Learning City

3.1

Corporate Plan Link

3.2.8

Action/deliverable

Support community activities and festivals focused on sports, arts and science, bringing people together for the benefit of their neighbourhood and the city:

  • deliver the Events Strategy

    • start and end date - April 2020 to December 2021 and  April 2020 to March 2024
  • develop Brighton & Hove as a ‘Sporting City’
    • start and end date - December 2020 to March 2024 
  • deliver the Arts & Cultural Framework and annual Cultural Summit
    • start and end date - December 2020 to March 2024 
  • increase awareness internally and across the arts sector of the Rethinking Our Place & Arts Health & Wellbeing work strand actions from Cultural Framework
    • start and end date - April 2020 to March 2024 
  • complete 10 year Public Art Strategy for the city
    • start and end date - April 2020 to March 2024 
  • promote the uptake of Brighton & Hove City Council community grants to the Arts sector
    • start and end date - April 2020 to March 2024 
  • An agreed strategic approach between Brighton & Hove City Council and Arts Council England (ACE)
  • Minimise single use plastics at events
    • start and end date - April 2020 to March 2024 

Accountable Lead Officer

Assistant Director Culture Tourism and Sport

Key Internal /External partners involved

  • Transport, Safety Advisory Group.
  • Arts and Creative Industries Commission
  • Arts Council England (ACE)
  • Arts Team
  • Public Health
  • Freedom Leisure
  • Sports providers

SMART Measure of Success

  • implement Outdoor Events Charter
  • implement Outdoor Events Strategy December 2021
  • produce annual report to committee
  • promote the uptake of ACE funding to promote resilience
  • increase in community arts grant applications relating to Cultural Framework priorities
  • implement Sports Facilities Modernisation Programme
  • Qualitative feedback from events organisers on measures taken to reduce single use plastics.

3.2

Corporate Plan Link

3.4.1

Action/deliverable

Improve access to all parts of our city and our services for people with physical, sensory and learning disabilities:

  • Deliver associated highway capital infrastructure to improve accessibility and engage with key stakeholders to ensure inclusive design
  • Ensure delivery of accessible buildings and places through planning and building control start and end date

Accountable Lead Officer

Assistant Director - City Transport

Assistant Director - City Development and Regeneration

(Head of Planning)

Start and end date

April 2020 to March 2022

SMART Measure of Success

  • delivery of LTP capital programme on time and to budget March 2022
  • Positive outcomes of accessibility audits and reviews
  • Regular meetings of Active and Inclusive Travel Forum
  • secure level and/or disabled access to all new buildings accessible to the public

3.3

Corporate Plan Link

3.4.1

Action/deliverable

Review access to our services in all parts of the city – Customer Service Centres, Covid19 impact.

Accountable Lead Officer

Assistant Director Property and Design

Start and end date

June 2020 to March 2021

Key Internal /External partners involved

  • Brighton & Hove City Council
  • internal stakeholders and customers

SMART Measure of Success

New arrangements to Corporate Customer Service Centres to be developed.

3.4

Corporate Plan Link

New

Action/deliverable

Facilitating the engagement of children and young people with museums and heritage through the provision of programmes supporting formal and informal learning and involvement in displays and exhibitions.

Accountable Lead Officer

Assistant Director Culture Tourism and Sport

Start and end date

April 2020 to April 2024

Key Internal /External partners involved

Royal Pavilion and Museums Trust, Jubilee Library and 12 community or educational organisations.

SMART Measure of Success

  • deliver online programmes and activities for children and young people
  • family visitor numbers 
  • visitor satisfaction
  • C&F
  • B&H visits
  • number school visits
  • teacher satisfaction
  • number of young people gaining Arts Awards
  • number of under 5 sessions
  • provide opportunities for work experience& student placements and volunteering opportunities at RPM

3.5

Corporate Plan Link

7.3

Action/deliverable

Deliver the Corporate Modernisation Programme - Royal Pavilion and Museums.

Accountable Lead Officer

Assistant Director Culture, Tourism and Sport

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • HLF
  • Historic England
  • Brighton Dome Festival Limited (BDFL)
  • Arts Council England
  • Parks team
  • Property team
  • Conservation team
  • Corporate Modernisation Board

SMART Measure of Success

  • completion of all contractual documentation to finalise the transfer
  • RPM systems and processes successfully transferred over, enabling operation to continue without disruption
  • successful delivery of the first Annual Service Plan

3.6

Corporate Plan Link

4.2

Action/deliverable

Support FC&L to deliver the capital programme in respect of Education capital projects:

  • Annual capital maintenance programme

    • start and end date - annual programme
  • The provision of additional school places (Basic Need). Individual projects have different programmes
    • start date - April 2020 to March 2022
  • Projects to support the outcomes of the SEND review
    • start date - April 2020 to March 2022

Accountable Lead Officer

Assistant Director Property and Design

Key Internal /External partners involved

  • FC&L and schools

SMART Measure of Success

  • annual bids & allocation of funds completed and programme delivered within budget. Out-turn for each year will be reported to CYPS meeting in March.
  • the number of school places available in the city will be equal to, or greater than, the number of school places required
  • projects completed on time and within budget. Out-turn of each project will be reported to CYPs at the end of the project

3.7

Corporate Plan Link

Action/deliverable

Re-procure the Environmental Education Contract

Accountable Lead Officer

Assistant Director Property and Design

Start and end date

April 2020 to September 2021

Key Internal /External partners involved

  • FC&L and schools

SMART Measure of Success

  • New Environmental Contract in place for start of new school year 2021/2022

 

4. Sustainable City

4.1

Corporate Plan Link

2.2.4

Action/deliverable

Encourage sustainable development in the city through our planning policies including the City Plan and encourage community participation in the plan making process by supporting the development of neighbourhood plans:

  • Adopt City Plan Part 2
  • Commence review of City Plan Part 1
  • Support Neighbourhood Planning
  • Scope review and new planning guidance

Accountable Lead Officer

Assistant Director - City Development and Regeneration

(Head of Planning)

Start and end date

2020 to March 2023

SMART Measure of Success

  • Adopt City Plan Part 2 – December 2021
  • Advice to all Neighbourhood fora/Parish councils in response to requests
  • Commence review of City Plan Part 1 March 21

4.2

Corporate Plan Link

5.2.5

Action/deliverable

Oppose fracking on council land.

Accountable Lead Officer

Assistant Director Property and Design

Start and end date

April 2020 to March 2024

SMART Measure of Success

Ongoing Member approval for policy – March 2022

4.3

Corporate Plan Link

4.1.1

Action/deliverable

Identify council owned premises suitable for partners to offer youth services:

  • undertake a review of property options following receipt of a commissioning brief from FCL

Accountable Lead Officer

Assistant Director Property and Design

Start and end date

April 2020 to March 2022

Key Internal /External partners involved

FCL

SMART Measure of Success

Feasibility completed to identify suitable premises. Timeframe to client timescale.

4.4

Action/deliverable

Build opportunities for increased plurality of ownership into physical regeneration programmes.

Accountable Lead Officer

Assistant Director Property and Design

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

Internal and external stakeholders.

SMART Measure of Success

Regeneration opportunities identified & secured to support local businesses and diverse ownership models.

4.5

Action/deliverable

Assess the potential for increased food growing on council owned farmland in accordance with emerging City Downland Estate Plan.

Accountable Lead Officer

Assistant Director Property and Design

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

Savills Tenant farmers

SMART Measure of Success

  • Review completed with agents as part of CDEP implementation plan
  • Increased food production opportunities identified and secured

4.6

Corporate Plan Link

2.1.2

Action/deliverable

The city’s cultural and heritage organisations support a carbon neutral city and Brighton & Hove City Council's circular economy framework.

Accountable Lead Officer

Assistant Director Culture Tourism and Sport

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Royal Pavilion and Museums Trust (RPMT)
  • Arts Council of England

SMART Measure of Success

  • support the Delivery of RPMT’s environmental sustainability action plan
  • delivery of public programmes supporting understanding and skills

4.7

Corporate Plan Link

5.1.1

Action/deliverable

Deliver an ambitious ten-year programme to become a carbon neutral city by 2030

  • establish the Carbon Neutral City Programme
  • deliver the SCRIF – Sustainability & Carbon Reduction Investment Fund

Accountable Lead Officer

Assistant Director - City Development and Regeneration

(International and Sustainability Programme Manager)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Policy team
  • Carbon Neutral 2030 Member Working Group and Officer Group
  • Internal and external stakeholders

SMART Measure of Success

Develop ten year programme for approval in March 2021.

4.8

Corporate Plan Link

5.5.1

Action/deliverable

Consult and approve the City Downland Estate Plan (CDEP)

  • develop a 10 year action plan for our City Downland Estate Plan
  • Set up Downland Advisory Panel
  • Work with local farmers on council owned land to ensure it is managed for wildlife, supports sustainable grazing and increases chalk grass land areas

Accountable Lead Officer

Assistant Director Property and Design

(Estates Manager)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Savills
  • South Downs National Park (SDNPA)
  • Tenant farmers
  • External stakeholders
  • Internal stakeholders

SMART Measure of Success

  • CDEP completed and approved at Committee.
  • CDEP ratified by SDNPA
  • Engagement/ consultation to start in November 2020, ongoing
  • Planning 4Real virtual sessions Nov 2020 to June 2021. Consultation report published summer 2021
  • SMART measures developed as part of the CDEP implementation plan

4.9

Corporate Plan Link

5.1.3

Action/deliverable

Involve young people so we meet the expectations of the next generation:

  • work with FCL, external partners and stakeholders to support the engagement of young people in climate action

Accountable Lead Officer

Assistant Director - City Development and Regeneration

(International and Sustainability Programme Manager)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • FCL
  • Property
  • Schools
  • Various city stakeholders
  • Carbon Neutral 2030 Member Working Group and Officer Group
  • Youth Strike for Climate and other stakeholders

SMART Measure of Success

  • Schools Heads and Leaders conference held spring term 2021
  • support property in embedding climate change into new schools environmental educational programme
  • support youth climate programme linked to the Climate Assembly

4.10

Corporate Plan Link

5.1.4

Action/deliverable

Work with visionary small businesses to identify ways of making the city carbon neutral:

  • develop the circular economy framework and action plan (see 2.2.2 and 2.2.1)

Accountable Lead Officer

Assistant Director - City Development and Regeneration

(International and Sustainability Programme Manager)

Start and end date

April 2020 to March 2021

Key Internal /External partners involved

  • Soenecs (Social, Environmental & Economic Solutions Ltd)
  • University of Brighton
  • University of Sussex

SMART Measure of Success

  • City Environment Member Working Group Established March 2021
  • Join BLUEPRINT Interreg Project April 2021

4.11

Corporate Plan Link

5.1.5

Action/deliverable

Build sustainable council housing to make a significant contribution to our goal:

  • develop the design specification moving towards delivering carbon neutral homes

Accountable Lead Officer

Assistant Director - City Development and Regeneration (Lead City Regeneration Programme Manager)

(Assistant Director Property and Design / (Architecture and Design Manager)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

Estate Regeneration Team

SMART Measure of Success

  • Low Carbon Working Group established
  • Design Specification updated
  • Number of projects using higher sustainability standards

4.12

Corporate Plan Link

5.1.6

Action/deliverable

Where possible we will recycle building materials:

  • deliver the Circular Economy Framework and action plan (see 2.2.1 and 2.2.2 and 5.1.4)

Accountable Lead Officer

Assistant Director - City Development and Regeneration

Start and end date

April 2020 to March 2022

SMART Measure of Success

  • design specification updated for new homes
  • Pilot project complete

4.13

Corporate Plan Link

5.1.6

Action/deliverable

Where possible we will recycle building materials:

  • through our housing and school building projects and maintenance programmes
  • The new planned maintenance frameworks jointly procured with East Sussex County Council are now live. Providers have KPIs for continuous improvement across a number of areas and must reduce all unnecessary waste, reuse and recycle whenever possible. This is to be monitored across the 4 years of the framework. Not applicable to the Asbestos removal Lot.

Accountable Lead Officer

Assistant Director Property and Design / (Architecture and Design Manager)

(Building Surveying and Maintenance)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

Constructors.

SMART Measure of Success

  • increased recycling rates through our capital and maintenance programmes
  • For the planned maintenance frameworks there is a KPi to measure waste diverted from landfill. Target of 90% in year ending March 2022 increasing to 95% for subsequent 3 years.

4.14

Corporate Plan Link

5.1.8

Action/deliverable

Support the development of low carbon housing and sustainable energy. This includes buying energy saving resources in bulk and supplying them at low cost to residents and others.

Accountable Lead Officer

Assistant Director - City Development and Regeneration

Start and end date

April 2020 to March 2024

SMART Measure of Success

Proposal for Zero Carbon council homes to be agreed by Housing Committee March 2021.

4.15

Corporate Plan Link

5.1.9

Action/deliverable

Support district heat networks and community energy projects:

  • develop district heat network study linked to the Conway Street Master Plan
  • deliver through planning process.

Accountable Lead Officer

Assistant Director - City Development and Regeneration

(Lead City Regeneration Programme Manager) and (Head of Planning)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

Business Energy and Industrial Strategy (BEIS) Heat Network Delivery Unit.

SMART Measure of Success

  • Conway Street Study Completed March 2021
  • City Plan Part 2 Adopted December 2021

4.16

Corporate Plan Link

5.1.10

Action/deliverable

Reduce CO2 emissions from council owned properties and vehicles, with an energy efficiency audit of all council buildings:

  • Undertake programme of audits for council buildings
  • Consultant appointed to deliver initial six feasibility studies across various sites subject to safe access under COVID restrictions.
  • Subject to performance, roll-out programme of audits across 20-30 highest consuming sites.
  • Deliver Fleet Strategy

Accountable Lead Officer

Assistant Director Property and Design

Assistant Director - City Environmental Management

Start and end date

April 2020 to June 2021

Key Internal /External partners involved

Building managers

SMART Measure of Success

  • Energy audits undertaken to top consuming buildings in the portfolio, providing a pipeline of energy efficiency projects to be delivered between 2021 to 2024. Reductions in Carbon Emissions tracked in Annual CO2 footprint report
  • The audits will done when safe to do under Covid and to be prioritised by November 2021
  • The pipeline of projects will fall out of the prioritised audits and will be on-going
  • Fleet Strategy adopted by Committee March 2021

4.17

Corporate Plan Link

5.1.11

Action/deliverable

Deploy self-financing energy efficient technology on council assets:

  • Continue installation of energy efficient technology and renewables on council buildings to achieve the aims in Carbon Neutral 2030 Plan
  • Solar pv programme of works phase 1 (5.1.12). Scoping works for phase 2 underway
  • Develop business case and seek approvals for development of a solar farm bid for consultancy funding submitted for 2021/22

Accountable Lead Officer

Assistant Director Property & Design

Start and end date

May 2020 to March 2024

Key Internal /External partners involved

Building managers

SMART Measure of Success

  • Self-financing energy efficiency projects completed
  • Pipeline of suitable projects prepared for potential new funding
  • Establish solar farm - March 2024

4.18

Corporate Plan Link

5.2.1

Action/deliverable

Increase accessible open space for the benefit of residents and visitors:

  • deliver Open Spaces Strategy

Accountable Lead Officer

Assistant Director - City Environmental Management

Start and end date

April 2020 to March 2024

SMART Measure of Success

  • Report to committee on income to invest in parks autumn 2021
  • Implementation Plan for Allotments Strategy by December 2021

4.19

Corporate Plan Link

5.2.2

Action/deliverable

Invest in providing children’s playground facilities:

  • deliver the capital programme to maintain and improve our playgrounds

Accountable Lead Officer

Assistant Director - City Environmental Management

Start and end date

April 2020 to March 2024

SMART Measure of Success

£3 million playground refurb programme implemented by March 2024.

4.20

Corporate Plan Link

5.2.3

Action/deliverable

Invest in the biodiversity of our parks, green networks, development sites and urban fringe.

Deliver the Biosphere Management Strategy 2020 to 2025

Accountable Lead Officer

Assistant Director - City Environmental Management

Assistant Director - City Development & Regeneration

(International and Sustainability Programme Manager) and (Head of Planning)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

Biosphere Delivery Board

SMART Measure of Success

  • Submit Round 2 'Changing Chalk' bid to HLF by April 2021
  • Update the Nature Conservation and Development SPD April 2021 to April 2022
  • Wilding Waterhall Plan’s developed and implemented by March 2024

4.21

Corporate Plan Link

5.2.4

Action/deliverable

Continue to restore the city’s seafront:

  • Deliver the Flood and Coastal Erosion Risk Management (FCERM) scheme recommended within the Brighton Marina to River Adur Coast Protection Strategy

    • start and end date - April 2020 to March 2024
  • develop the Seafront Structures Asset Management Plan
    • start and end date - April 2020 to December 2021

Accountable Lead Officer

Assistant Director - City Transport

Key Internal /External partners involved

DfT

SMART Measure of Success

  • Detailed design contract for FCERM in place June 2021
  • Planning statement for FCERM complete, ready for planning application March 2022

4.22

Corporate Plan Link

5.2.6

Action/deliverable

Protect properties from surface water flooding by installing sustainable urban drainage schemes:

  • Continue to participate in TAP
  • Deliver SCAPE SUDs scheme.
  • Assist with delivery of Wild Park SuDS Project

Accountable Lead Officer

Assistant Director - City Transport

Start and end date

April 2020 to March 2022

SMART Measure of Success

  • Feasibility studies for surface water flood alleviation schemes produced, October 2021
  • Surface Water Management Plan agreed, March 2022
  • Local Flood Risk Management Strategy adopted, March 2022

4.23

Corporate Plan Link

5.2.7

GGP

Action/deliverable

Tackle graffiti and tagging:

  • deliver Graffiti Reduction Strategy and Action Plan
  • install new mobile CCTV cameras
  • Deliver a programme of events for the Keep Britain Tidy #GBSpringclean between Friday 28 May and Sunday 13 June

Accountable Lead Officer

Assistant Director - City Environmental Management

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

Sussex Police

SMART Measure of Success

  • Action Plan refresh - March 2022

4.24

Corporate Plan Link

5.3.1

Action/deliverable

Encourage people to reduce the amount of refuse they generate, promote re-use and increase recycling:

  • deliver Increasing Recycling Project
  • implement new communal bin system

Accountable Lead Officer

Assistant Director - City Environmental Management

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

Veolia

SMART Measure of Success

  • Increased recycling rate
  • Reduced contamination rate

4.25

Corporate Plan Link

5.3.2

Action/deliverable

Work with the waste partnership to review the disposal of waste to enable the increase of more materials for recycling such as a wider range of plastics, foil and food waste

Accountable Lead Officer

Assistant Director - City Environmental Management

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Veolia
  • East Sussex County council

SMART Measure of Success

  • Processing changes implemented at the Materials Recovery Facility
  • Increased recycling rate
  • Update report to Committee December 2021

4.26

Corporate Plan Link

5.3.3

Action/deliverable

Introduce a food waste collection and composting service.

Accountable Lead Officer

Assistant Director - City Environmental Management

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

Veolia

SMART Measure of Success

  • food waste service introduced March 2024
  • increased recycling rate

4.27

Corporate Plan Link

GGP

Action/deliverable

Increase the number of events aimed to clean up the city, for example graffiti removal, picking up litter, tidying up parks, weeding

Accountable Lead Officer

Assistant Director - City Environmental Management

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Residents
  • Businesses

SMART Measure of Success

  • Number of events
  • Number of volunteers

4.28

Corporate Plan Link

GGP

Action/deliverable

Review and restructure collection rounds to enable food waste collections and to facilitate increased recycling.

Accountable Lead Officer

Assistant Director - City Environmental Management

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Veolia
  • East Sussex County Council

SMART Measure of Success

Restructures complete and implemented.

4.29

Corporate Plan Link

5.3.4

Action/deliverable

Install drinking water fountains and promote Refill Brighton & Hove:

  • install the first 6 fountains

Accountable Lead Officer

Assistant Director Property and Design

(Facilities and Building Services Manager)

Start and end date

April 2020 to December 2021

SMART Measure of Success

  • Installation of first 6 water fountains have been delayed due to transmission risks and dependent on Covid restrictions being lifted; the risks will need to be reviewed and if agreed by PH could be installed by December 2021

4.30

Corporate Plan Link

5.4.1

Action/deliverable

Deliver a transport system which provides sustainable travel with investment in walking, cycling and smart traffic signalling:

  • develop the Local Cycling and Walking Infrastructure Plan
  • develop a new Transport Strategy for the city
  • review the bike share scheme and implement new operating model that includes incentivising the scheme for young people
  • Deliver Active Travel Fund measures to support longer-term recovery from Covid-19 and encourage active forms of transport
  • Deliver School Streets Programme
  • Secure and deliver investment in transport infrastructure from developers

Accountable Lead Officer

Assistant Director - City Transport

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • local residents and businesses developers
  • Planning
  • Bikeshare scheme operator

SMART Measure of Success

  • Local Cycling and Walking Infrastructure Plan agreed by ETS Committee - November 2021
  • Transport Vision agreed by Committee - September 2021
  • New Bikeshare operating model in place – January 2022
  • E-bike deployment March 2022
  • Business case to Committee – November 2021
  • Pilot cycle rack scheme delivered – March 2022
  • Temporary Active Travel Fund measures agreed at ETS Committee - June 2021
  • Proposed Active Travel Fund measures implemented - March 2022
  • Six school streets projects delivered annually- March 2022

4.31

Corporate Plan Link

5.4.2

Action/deliverable

Encourage mixed mode travel with good transport interchanges and better integration of travel information and ticket purchasing:

  • work with public transport operators to improve infrastructure:

    • bus stops
    • bus shelters
    • Real Time information
    • station improvements

Accountable Lead Officer

Assistant Director - City Transport

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Bus operators
  • Quality Bus Partnership
  • Rail operators 
  • Transport for the South East

SMART Measure of Success

  • Increased use of public transport
  • Delivery of bus shelter advertising contract - March 2022
  • Delivery of new Real Time Information contract – March 2023

4.32

Corporate Plan Link

5.4.3

Action/deliverable

Protect vital bus services, especially in outlying areas:

  • deliver the supported bus services contract with a focus upon protecting services to outlying areas

    • start and end date - April 2020 to September 2021

Accountable Lead Officer

Assistant Director - City Transport

Start and end date

April 2020 to March 2022

Key Internal /External partners involved

  • Bus operators
  • Quality Bus Partnership

SMART Measure of Success

  • review of supported bus contracts and procurement September 2021
  • approval to re-procure at Policy & Resources Committee

4.33

Corporate Plan Link

5.4.4

Action/deliverable

Increase bus use by supporting multi- operator fare payment technology:

  • work with the Quality Bus Partnership Deliver next phase of roll out of multi-operator technology

Accountable Lead Officer

Assistant Director - City Transport

Start and end date

April 2020 to March 2022

Key Internal /External partners involved

  • Bus operators
  • Quality Bus Partnership
  • Transport for the South East

SMART Measure of Success

Scheme extended across Greater Brighton.

4.34

Corporate Plan Link

5.4.5

Action/deliverable

Improve air quality through clean, efficient buses and seek further investment in zero emission buses:

  • review operation of the Ultra Low Emission Zone
  • continue to work with bus operators on funding bids to OLEV and DFT for funding to introduce clean bus technologies

Accountable Lead Officer

Assistant Director - City Transport

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Bus operators
  • OLEV
  • DfT
  • TRL

SMART Measure of Success

  • committee report on revised ULEZ
  • successful bids for funding from DfT / OLEV / other sources

4.35

Corporate Plan Link

6.1.4

Action/deliverable

Develop options for delivering a Liveable City Centre and by 2023, alongside an expanded Ultra-Low Emission Zone

Accountable Lead Officer

Assistant Director - City Transport

Start and end date

January 2020 to March 2022

Key Internal /External partners involved

  • transport consultants
  • councillors

SMART Measure of Success

Strategic Outline Business Case developed and agreed by ETS Committee November 2020.

4.36

Corporate Plan Link

6.1.4

Action/deliverable

Develop an Air Quality Action Plan (AQAP) for newly designated Air Quality Management Areas (AQMA)

Accountable Lead Officer

Assistant Director - City Transport

Start and end date

April 2020 to November 2021

Key Internal /External partners involved

  • Public and Environmental Health teams
  • Planning

SMART Measure of Success

Approval of AQAP at ETS Committee – November 2021

4.37

Corporate Plan Link

5.4.6

Action/deliverable

Invest in the maintenance of the city’s road and pavement network.

Review service contracts to ensure best value and a focus on reducing carbon.

Accountable Lead Officer

Assistant Director - City Transport

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Transport consultants
  • Councillors

SMART Measure of Success

  • Maintain Band 3 status and associated incentive funds
  • New highway maintenance service contracts in place – September 2022

4.38

Corporate Plan Link

5.4.7

Action/deliverable

Install hundreds of on street electric charging points and rapid charging hubs for taxis:

  • continue to roll out of the EV charging point programme
  • Bid to OLEV for further funding to expand the programme

Accountable Lead Officer

Assistant Director - City Transport

Start and end date

April 2020 to March 2022

Key Internal /External partners involved

  • Taxi providers
  • DfT
  • OLEV
  • EVCP contractor

SMART Measure of Success

  • Successful bid for funding from OLEV / other sources

4.39

Corporate Plan Link

5.5.2

Action/deliverable

Work towards ending the use of pesticides such as glyphosate across the council and the city:

  • trial use of manual weed removal techniques
  • evaluate effectiveness of manual techniques
  • Report to Environment, Transport & Sustainability Committee on results

Accountable Lead Officer

Assistant Director - City Environmental Management

Start and end date

April 2020 to March 2024

SMART Measure of Success

  • evaluation of manual techniques completed
  • recommendations agreed by Environment, Transport and Sustainability Committee on way forward
  • progress update report to ETS - March 2022

4.40

Corporate Plan Link

5.5.3

Action/deliverable

Encourage tree planting and green corridors to support biodiversity.

Accountable Lead Officer

Assistant Director - City Environmental Management

Start and end date

April 2020 to March 2024

SMART Measure of Success

  • additional street tree planting complete
  • additional posts recruited to facilitate increased tree planting
  • Planting large scale whip [small trees] completed March 2024

4.41

Corporate Plan Link

5.5.4

Action/deliverable

Maintain the quality of our beaches and work with partners on marine conservation:

  • continue to secure blue flag status for the city’s beaches 
  • working with Greater Brighton and LEP partners to develop the project to restore KELP to our coastline

Accountable Lead Officer

Assistant Director Culture Tourism and Sport

Sustainability

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Cityclean
  • Southern Water
  • The Living Coast Biosphere
  • Carbon Neutral 2030 Working Group
  • Sussex IFCA
  • Sussex Wildlife Trust
  • Adur & Worthing DC
  • Sussex Local Nature Partnership
  • Universities

SMART Measure of Success

  • Achieve Blue Flags
  • Byelaw process to become law
  • Kelp regeneration monitoring
  • Additional techniques (seeding / transplanting) if natural regeneration not successful

4.42

Corporate Plan Link

7.3

Action/deliverable

Deliver the Corporate Modernisation Programme - City Environment Modernisation.

Accountable Lead Officer

Assistant Director - City Environmental Management

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

Corporate Modernisation Board

SMART Measure of Success

  • Increased revenue
  • Increased recycling rate
  • Improved customer satisfaction
  • New service strategy implemented by March 2022

4.43

Corporate Plan Link

7.3

Action/deliverable

Deliver the Corporate Modernisation Programme - Parking Modernisation.

Accountable Lead Officer

Assistant Director - Transport (Business Development Manager)

Start and end date

April 2020 to March 2022

Key Internal /External partners involved

Corporate Modernisation Board

SMART Measure of Success

  • At least half of customers (new and renewing) apply for their parking permits online
  • 15% increase in online parking form uptake
  • 25% reduction in parking customer service centre footfall
  • At least 75% of parking staff say they have access to the equipment, systems and resources to do their job
  • 80% of customers say they can easily or very easily access parking services
  • All Traffic Regulation Orders are map-based and user feedback reflects that the system is fit for purpose
  • Fraud and Audit (parking permits) recommendations are met (June 2022)
  • Review of parking enforcement is complete with a decision on procurement options (March 2022)

4.44

Corporate Plan Link

5.2

Action/deliverable

Rewilding Waterhall.

Accountable Lead Officer

Assistant Director - City Environmental Management

(Head of Operations, City Parks)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Sussex Wildlife Trust
  • Sussex University, School of Life Sciences
  • The Millennium Seed Bank, Wakehurst
  • The Friends of Waterhall
  • Property Services

SMART Measure of Success

  • Decision on clubhouse building - March 2021
  • Seeking agricultural grant from DEFRA – application - May 2021
  • Preparing the site for grazing - May 2022

4.45

Corporate Plan Link

GGP

Action/deliverable

Work with local partners, communities and landowners to plant bee- and pollinator-friendly flowers and native trees to reduce air pollution and flooding, and capture carbon emissions.

Accountable Lead Officer

Assistant Director - City Environmental Management

(Head of Operations, City Parks)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Plant your Postcode [CPRE]
  • Stanmer Wildflower Volunteers

SMART Measure of Success

  • Facilitate the production of wildflowers in the newly constructed wildflower production area in Stanmer Park, with plants being available from March 2022
  • Relaunch the councils tree donation scheme - August 2021
  • Appoint tree planting staff to support volunteers and facilitate tree donations - December 2021
  • Preparing the site for grazing - May 2022

4.46

Corporate Plan Link

5.5.6

Action/deliverable

Work with Brighton & Hove Food Partnership to implement action plan linked to Gold Sustainable Food City award.

Accountable Lead Officer

Assistant Director - City Environmental Management

(Economic Development Programme Manager)

Start and end date

April 2021 to March 2024

Key Internal /External partners involved

Brighton & Hove Food Partnership.

SMART Measure of Success

  • Gold Sustainable Food City action plan on track - March 2022
  • Food growing planning advice: number of major application sites with elements of food growing included – target to be confirmed

5. Develop and engage with staff to deliver good quality services and change within the directorate and across council services

5.1

Corporate Plan Link

7.1

Action/deliverable

Develop the quality and impact of the Directorate’s City and Council management and leadership.

Accountable Lead Officer

Executive Director - Economy Environment and Culture

Start and end date

April 2020 to March 2024

SMART Measure of Success

  • Reduce Directorate sickness rates and improved return to work interview rates
  • % Improvement in staff survey index
  • Results of Health & safety audits

5.2

Corporate Plan Link

7.2

Action/deliverable

Directorates to work proactively to understand, engage with and respond effectively to the city’s diverse communities and its changing demographic.

Accountable Lead Officer

Executive Director - Economy Environment and Culture

(Equalities Manager)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

Equalities Team

SMART Measure of Success

Service level actions are completed to timetable and monitored through the relevant DEDG and CEDG.

5.3

Corporate Plan Link

7.2

Action/deliverable

Directorate to actively support the corporate aim of diversifying the workforce at all levels, recruiting and retaining staff from all the city's communities.

Accountable Lead Officer

Executive Director - Economy Environment and Culture

(Equalities Manager)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

Equalities Team

SMART Measure of Success

  • Workforce profiles across all grades and contract types in line with corporate targets
  • Service level actions are completed to timetable and monitored through the relevant DEDG and CEDG
  • Numbers of people recruited and percentage of those who are BME or disabled at application, interview and appointment stages as monitored by HR - Number and percentage of leavers who are BME or disabled
  • % of managers who recruit who have been trained
  • % improvement in positive responses to 2021 staff survey questions relating to fair and inclusive index

5.4

Corporate Plan Link

7.1

Action/deliverable

Defined accountability across the directorate to ensure timely and effective budget management including the delivery of spend to save proposals.

Accountable Lead Officer

Executive Director - Economy Environment and Culture

Start and end date

April 2020 to March 2024

SMART Measure of Success

  • Expenditure within agreed tolerance of demand-led/income dependent budget
  • Delivery of savings proposals
  • Summary of RAG ratings of corporate and directorate modernisation projects/programmes linked to the directorate

5.5

Corporate Plan Link

7.1

Action/deliverable

Directorate delivery of excellent customer services as per council’s Customer Experience Strategy.

Accountable Lead Officer

Executive Director - Economy Environment and Culture

Start and end date

April 2020 to March 2024

SMART Measure of Success

  • Customer satisfaction and ease of access (survey)
  • Increase in number of compliments
  • Reduction in number of complaints received
  • Complaints response time 
  • Reduced escalation of complaints
  • Improved self- assessment score on Vision monitoring

5.6

Corporate Plan Link

7.1

Action/deliverable

Ensure each service in the directorate has an up to date and relevant Business Continuity Plan (BCP) in place.

Accountable Lead Officer

Executive Director - Economy Environment and Culture

Start and end date

April 2020 to March 2024

SMART Measure of Success

  • Good quality BCPs in place for all services
  • Reviewed annually or sooner if there have been service changes

5.7

Corporate Plan Link

7.1

Action/deliverable

Ensure compliance within the directorate with the General Data Protection Regulation and the Data Protection Act 2018.

Accountable Lead Officer

Executive Director - Economy Environment and Culture 

(Business Development Manager)

Start and end date

April 2020 to March 2024

SMART Measure of Success

  • All EEC staff completed the mandatory GDPR training (annually)
  • Asset registers updated and reviewed by IAOs, including clear lawful bases (quarterly)
  • All services have up-to-date privacy policies in place - September 2021
  • Data Protection Impact Assessments (DPIAs) to be carried out for all new systems, services, products or processes involving personal information (ongoing)
  • All Internal Audits relating to data protection compliance in the service have judgements of at least 'Reasonable Assurance'
  • Service, Division and Directorate retention schedules to be developed and adhered to - June 2021
  • Services hold a record of all data sharing activity and have up-to-date data sharing agreements in place for existing and new contracts/partnerships - December 2021

5.8

Corporate Plan Link

7.1

Action/deliverable

Ensure each Service in the Directorate has an up to date and relevant Health and Safety Risk Profile Action Plan in place

Accountable Lead Officer

Executive Director - Economy Environment and Culture 

(Business Development Manager)

Start and end date

April 2020 to March 2024

SMART Measure of Success

Good quality Health and Safety Risk Profile Action Plan in place for all services, reviewed annually or sooner if there have been service changes, a significant incident or changes to national risk priorities 

Budget: April 2021 to March 2022

 

Functional Area

Budget 2021/22

£’000

Savings

£’000

1

Transport

-4,241

1,782

2

City Environmental Management

34,460

155

3

City Development & Regeneration

3,410

168

4

Culture, Tourism and Sport

4,182

92

5

Property

2,603

346

 

Total

40,414

2,543

Risk register as at January 2021

Risk code

Corporate/ Directorate Plan Link

Strategic or Directorate

 

Risk owner

Initial risk score

Revised risk score

 

SR23

 

Corporate Plan Priority 1

 

Strategic

 

Executive Director - EEC

 

Amber L3 x I4

 

Amber L3 x I3

Risk  

Unable to develop and deliver an effective Regeneration and Investment Strategy for the seafront and ensure effective maintenance of the seafront infrastructure.

 
   

SR36

Corporate Plan Priority 5

Strategic

Executive Director - EEC

Red L5 x l4

Red L4 x l4

Risk  
Not taking all actions required to address climate and ecological change and making our city carbon neutral by 2030.  
   

 

EEC DR 01

 

Directorate Objective: 1

 

Directorate

Executive Director - Economy Environment & Culture (EEC)

 

Red L5 x I4

 

Red L4 x I4

Risk  
Digital capability not in place to meet customer expectations. Covid-19 – EEC 10 Insufficient access to ICT services whilst working from home.  
   

EEC DR 03

Directorate Objective: 3

 

Directorate

Executive Director - EEC

Red L4 x I4

Red

L4 x I4

Risk
Directorate income and budget targets are not met. 

Covid-19 – EEC 43 Failure to appropriately plan for and react to the financial impact on EEC budgets as the exact period for financial impact is not known

Covid-19 – EEC 7   Key recruitment doesn’t take place and/or inappropriate numbers of or too much reliance upon agency staff. For some services there is less demand from customers due to Covid-19

Covid-19 – EEC 9 Insufficient Resources

No budget identified for extra cleaning costs

Covid-19 – EEC 19 Loss of income to the directorate e.g. Commercial waste collection and enforcement activity
 

EEC DR 12

Directorate Objective: 12

 

Directorate

Assistant Director – City Development and

Regeneration

Amber L3 x I4

Amber L3 x I3

Risk  
Failing to make a convincing case for investment in city region. 

Covid-19 - EEC 43 Failure to appropriately plan for and react to the financial impact on EEC budgets as the exact period for financial impact is not known

Covid-19 – EEC 20

Street Cleansing

Covid-19 – EEC 33 Shop closures

Covid-19 - EEC 34 Failure to exploit the opportunities for positive change arising from the Pandemic Phase

Covid-19 – EEC 35 Failure to re-open closed services in a managed way, for example Royal Pavilion & Museums, Sports Centres, Brighton Centre

Covid-19 – EEC 36 Econ Dev - Business closures

Covid-19 – EEC 27

Reduced visitor numbers and footfall in the city centre
 
   

EEC DR 13

Directorate Objective: 13

 

Directorate

Assistant Director – City Development and Regeneration

Amber L4 x I3

Amber L3 x I3

Risk
Insufficient co-ordination of major regeneration and infrastructure projects resulting in congestion and negative impacts on city residents. 

Covid-19 - EEC 24 No Transport recovery plan to address congestion in the city once lockdown arrangements are lifted.

 

EEC DR 14

Directorate Objective: 14

 

Directorate

Assistant Director – City Development and

Regeneration

Red L4 x I4

Amber L3 x I3

Risk

Insufficient assurance that the spend and key risks on major regeneration and infrastructure projects are correctly managed, monitored and reported. Covid-19 - EEC 30 Transport Policy and Strategy: Staff shortages (delays on numerous projects and delivery of works supervision)

 

EEC DR 15

Directorate Objective: 15

Directorate

Arts & Culture Programme Director

Amber L3 x I4

Amber L3 x I3

Risk
Insecurity of funding from Arts Council for organisations in the city affect the City's cultural offer.

Covid-19 – EEC 21 Uncertainty amongst the public on whether events and performances will go ahead.

Covid-19 – EEC 22 Effect of Covid-19 on the viability of event organisers and their supply chains for future events in Brighton & Hove

 

EEC DR 16

Directorate Objective: 16

 

Directorate

Executive Director - EEC

Red L5 x I4

AmberL3 x I4

Risk

Not ensuring appropriate levels of practice and acceptance of health and safety arrangements in EEC directorate and services. 

Not ensuring appropriate levels of practice and acceptance of health and safety arrangements in EEC directorate and services

Covid-19 - EEC 42 Failure to manage public spaces safely in response to Government guidance and balance needs of businesses in the city to ensure public and visitor access

Covid-19 - EEC 11 Property maintenance for our corporate and operational buildings in not undertaken due to suppliers being closed down or lack of inhouse capacity

Covid-19 – EEC 45 Failure to open operational buildings in a managed way

Covid-19 – EEC 1 Cleaning regimes to continue with enhanced specification to ensure staff are safe and secure.

 
EEC Executive Director – EEC

Covid-19 - EEC 5 - Staff training and development is not undertaken.

Covid-19 - EEC 6 Workforce equalities and fair and inclusion policies not implemented.

Covid-19 - EEC 12 Clear messages needed to ensure consistency that keep pace with the latest requirements (to all stakeholders)

Covid-19 – EEC 13 Lack of staff to undertake Refuse collection communal and kerbside; Risk 14 re collection from flats/bin stores; and Risk 15 – Veiola arrangements

Covid-19 – EEC 24, 25, 26, 28, 20, 31, 39, 39, 50 and 41 relate to Transport Service and Teams