Directorate Plan 2022 to 2024

Directorate

Economy, Environment and Culture

Responsible Officer

Donna Chisholm and Tom McCourt

Signed off by

Chief Executive, May 2022

Last Updated

18 May 2022

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 and 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 AND ECONOMIC SOLUTIONS Limited

Solar pv

Solar photo voltaic

SPD

Supplementary Planning Document

SUDs

sustainable drainage systems

TECC

Tourism, Equalities, Communities and Culture Committee

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 2020 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 2022 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 and Culture vision and direction of travel for 2022 to 2024

The Economy, Environment and Culture directorate works with city and city region partners to support the transition towards a net zero economy and maintain an attractive, connected, and well-run city for residents, businesses and visitors

The direction of travel for 2022/2024 includes:

  • delivering the 2030 Carbon Neutral programme
  • working across the council and the city to deliver the community wealth building programme and supporting the city’s transition to a circular and more equitable economy
  • leading the City COVID-19 Recovery Programme to support the city’s recovery over the next 3 to 5 years
  • adopting a new Local Transport Plan for the City
  • adopting new City Downland Estate Plan
  • leading on the Greater Brighton City Region Blue/Green Investment Plan and COVID-19 Economic Recovery Plan
  • progressing the roll out of ultrafast full fibre broadband infrastructure
  • delivery of the waste, recycling and reuse strategy
  • delivering the Sports Facilities Investment Plan
  • developing a new City Investment Plan and progressing the city’s major regeneration and infrastructure projects
  • delivering new council homes and affordable homes 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

Continue to implement the 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)

Accountable Lead Officer

Assistant Director - City Development & Regeneration 

(Head of Planning)

Start and end date

April 2020 to March 2024 

SMART Measure of Success

  • Review the infrastructure delivery plan September 2024
  • Introduce Governance CIL Summer 2023
  • Infrastructure Funding Statement to TECC committee monitor delivery November 2022 

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

  • Victoria Road Housing scheme completed – November 2022
  • Committee agreement for Hollingbury Library modular scheme - December 2022

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 & Design 

(Architecture & Design Manager)

Start and end date

April 2020 to March 2024 

Key Internal /External partners involved

Morgan Sindall

SMART Measure of Success

Completion of Victoria Road Housing scheme, November 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 two 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 & 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

  • Revise joint venture business plan – July 2022
  • Frames constructed for all buildings - August 2022
  • Completion of first two projects - November 2023

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 and explore the Notice of Motion on second homes

Accountable Lead Officer

Assistant Director - City Development & Regeneration

(Head of Planning)

Start and end date

April 2020 to March 2023 

SMART Measure of Success

Implement single point of contact for complaints about short term holiday lets – joint by Spring 2022

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 & 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
  • Improve percentage of affordable homes delivered through Section 106
  • Meet housing target in City 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 & Regeneration

(Head of Planning) 

Start and end date

April 2020 to March 2023

SMART Measure of Success

  • Reduce refusal rate to 12%
  • Reduce appeal overturn rate to under 30%
  • Increase take-up of pre-app advice
  • Adopt Liveable City planning guidance March 2023
  • Appoint Comms Officer to lead on positive planning narrative April 2022

1.9

Corporate Plan Link

7.3

Action/deliverable

Deliver the Corporate Modernisation Programme - Sport & Physical Activity

Accountable Lead Officer

Assistant Director Culture, Tourism & Sport 

(Head of Sport and Leisure)

Start and end date

April 2020 to March 2024

Key Internal/External partners involved

  • Freedom Leisure
  • Schools and universities
  • Corporate Modernisation Board

SMART Measure of Success

  • Commence the development of the business case for the West Hub and scope opportunities for the East Hub
  • Outline a first stage specification for the mix of facilities across the city
  • Progress implementation of the Sports Facilities Investment Plan

 

2. 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 2022

Key Internal /External partners involved

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

SMART Measure of Success

  • Develop an Action Plan for the Programme - December 2022
  • Develop a good employment charter with business - December 2022

2.2

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 2023

Key Internal /External partners involved

Various development partners

SMART Measure of Success

  • Deliver climate change/biodiversity checklist for planning applications by December 2022
  • Report monitoring of checklist annually from Autumn 2023
  • Add social benefits to gateway process for new Major Projects by December 2022

2.3

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 & Regeneration 

(Economic Development Programme Manager)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

Businesses and Sector Groups

SMART Measure of Success

  • Develop an internal culture change programme – March 2023
  • Develop circular economy action plan March 2023

2.4

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 April 2022

Secure funding from the LEP for the Inward Investment Desk - July 2022

2.5

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.

  • Develop the Blue Green Investment Plan

Accountable Lead Officer

Assistant Director - City Development & Regeneration

(International and 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

  • Investment Plan prepared – Summer 2022
  • 6 monthly monitoring report to GBEB - ongoing

2.6

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 (August 2022)
  • Facilitate the roll out of Fibre to the Premises (FTTP) starting February 2021 - ongoing

2.7

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 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 and explore the viability of a Hove BID

Start and end date

April 2020 to March 2023

Accountable Lead Officer

Assistant Director - City Development and Regeneration

(Economic Development Programme Manager)

Key Internal /External partners involved

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

SMART Measure of Success

  • Allocate the £2.8 million grant fund to business - December 2022
  • Number of businesses helped by the BIPC – more than 122

2.8

Corporate Plan Link

2.3.1

Action/deliverable

Develop a model and implementation plan for a ten-year cross-party Arts and Creative Industries Plan for the city to enable those within the sector to plan ahead ensuring greater sustainability and resilience.

  • Invest in a programme of sustainable business with the arts and creative sectors
  • Enable a broad spectrum of artforms and creative disciplines to enable their sustainability
  • Work with partners to complete a Creative Industries Strategy for Greater Brighton to address regional opportunities
  • Support the delivery of the ABCD Plan for Cultural Recovery
  • Host and activate Culture in Our City; an online platform for the Arts and Creative Industries for information and exchange in Brighton
  • Promote the uptake of Brighton & Hove City Council community grants to the Arts sector
  • Develop an agreed strategic approach between Brighton & Hove City Council and Arts Council England (ACE) to support the creative clustering and placemaking agendas in Brighton & Hove
  • Develop a 10 year public art strategy for Brighton & Hove outlining a set of guiding principles, a clear definition of public art and short, medium and long term recommendations

Start and end date

April 2020 to March 2024

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
  • New partnerships between the creative sector and businesses, a more inclusive cultural offer and paid opportunities for freelancers across the city
  • Regular engagement   and usership of Culture in Our City
  • Improved profile of Brighton & Hove as a leader in the field of commissioning and producing public art projects

2.9

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 & Design

(Estates Manager)

(Architecture & Design Manager)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Avison Young
  • NEH tenants

SMART Measure of Success

  • Maintain current level of SMEs in NEH, increase where possible subject to lease negotiations
  • Project update to December 2022 Policy and Resources Committee

2.10

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 & Regeneration

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

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

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

SMART Measure of Success

  • Deliver Kingsway to the Sea project – December 2022
  • Submit project to the next round of levelling up funding – June 2022

2.11

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 32 OPE/LRF projects to date completed within project specific milestones, as agreed with funder and delivery bodies
  • Tri-annual progress reports submitted to funder
  • New OPE/LRF opportunities identified and bids for funding submitted/awarded to help explore/unlock complex and/or otherwise stalled developments. Submissions next funding round November 2022  
  • Effective partnership working arrangements and engaged partners, including through 6 weekly Public Sector Property Group meetings and bi-monthly Housing & Growth Sites Working Group meetings.

2.12

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 July 2022

2.13

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.

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.

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

  • Develop new partnerships with the Business Improvement District to promote cultural activity
  • Support a distinctive communications campaign promoting the cultural identity of the city to strengthen collaboration

2.14

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)

  • Delivery of 2 year recovery plan for the Visitor Economy
  • Further development and collaboration with the Destination Experience Group
  • Progress Visitor Economy Sussex partnership to advance international visitor recovery
  • Develop options for a voluntary tourist tax

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

  • Quarterly meetings to be held with the Destination Experience Group to further support the recovery of the Visitor Economy
  • Work with Stakeholders in the delivery of the current Visitor economy strategy 2018 to 2023 and work towards developing a new Strategy beyond 2024
  • Successful delivery of 2 year recovery plan which will show long term recovery of the Visitor Economy over the coming years to pre-pandemic levels
  • To advance the recovery of the high spend international visitor economy by 2025
  • Appoint a consultant to explore options and soft market testing of a voluntary tourism tax. Consultancy to take into account and demonstrate what is being considered at a national level. Completion of consultation Summer 2022.

2.15

Corporate Plan Link

2.5.3

Action/deliverable

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

  • Explore options for delivery of the beach accessibility project
  • Progress the Kingsway Improvement Plan
  • Secure planning consent for the Black Rock regeneration project

Accountable Lead Officer

Assistant Director Culture Tourism & Sport (Head of Sport & Leisure)

Start and end date

April 2020 to March 2024

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
  • Accessible platform completed on Brighton central beach.
  • Achieve planning consent for Kingsway To The Sea project
  • Deliver accessible beach boardwalk in Saltdean – Summer 2022
  • Complete Black Rock beach boardwalk – Summer 2022
  • Complete design stages for Kingsway To The Sea project – December 2022

2.16

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

  • Complete Masterplan for Eastern Seafront June 2022
  • Complete Corn Exchange refurbishment September 2022

2.17

Corporate Plan Link

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 and interact with more people and more often, growing year by year
  • Ensure the Phase 2 bid to NHLF to restore the garden as part of the reawakening the RP Estate project is successful by engaging the community, stakeholder and project partners – impact measured by the levels of support, and levels of satisfaction
  • Growing year on year, visitors to Booth, Hove and Preston Manor.
  • Grow earned income year on year
  • Grow visitor numbers across all sites

2.18

Corporate Plan Link

7.3

Action/deliverable

Deliver the Corporate Modernisation Programme - Workstyles 4

Accountable Lead Officer

Assistant Director Property and Design

Start and end date

April 2020 to March 2024

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, revised business case December Policy and Resources Committee 2022
  • Former Portslade 6th Form Site refurbished for social workers - November 2022
  • Business Case for modernising Hollingdean Depot office space March 2023
  • City Downland Estate Plan - Policy & Resources Committee December 2022
  • Barts House Outline Business case - March 2023

2.19

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 March 2023 

Key Internal /External partners involved

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

SMART Measure of Success

  • Implement agreed work programme for 5 modernisation workstrands:

    • Building Control
    • Enforcement;
    • Future ways of working
    • Website and communications
    • Customer Service
  • Implement Building Control Business Plan - May 2022
  • Adopt revised Enforcement Policy - September 2022
  • Complete updates to Planning pages of website - December 2022

2.20

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 2023 

Key Internal /External partners involved

Investment loan companies and Public Works Loan Boards

SMART Measure of Success

  • Construction completed - December 2022
  • Savings achieved
  • Repayment model of loan
  • Reductions in carbon and energy

2.21

Corporate Plan Link

7.3.1

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 2023 

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 agreed September 2022
  • Activity plan complete March 2023
  • Estate Management Strategy - Draft approved by ETS chairs and permission to consult applied for June 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
  • Develop Brighton & Hove as a 'Sporting City'
  • Minimise single use plastics at events

Accountable Lead Officer

Assistant Director Culture Tourism and Sport

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Safety Advisory Group
  • Event organisers
  • Public Health, Freedom Leisure, Sports providers

SMART Measure of Success

  • Implement Outdoor Events Charter
  • Implement Outdoor Events Strategy
  • Produce annual report to committee
  • Promote the uptake of ACE funding to promote resilience
  • Increase in community arts grant applications relating to Cultural Recovery priorities
  •  Progress 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

Accountable Lead Officer

Assistant Director - City Transport

Assistant Director - City Development & Regeneration

(Head of Planning)

Start and end date

April 2020 to March 2024

SMART Measure of Success

  • Delivery of LTP capital programme on time and to budget March 2023
  • 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 – Corporate Customer Service Centres, as part of the Customer Experience Strategy

Accountable Lead Officer

Assistant Director Property & Design

(Customer Experience Lead)

Start and end date

June 2020 to September 2022

Key Internal /External partners involved

  • Brighton & Hove City Council
  • Internal stakeholders and customers

SMART Measure of Success

  • Target Operating Model to be agreed by Councillors – July 2022
  • Target Operating Model to be implemented by March 2023

3.4

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
  • The provision of additional school places (Basic Need). Individual projects have different programmes.
  • Projects to support the outcomes of the SEND review

Accountable Lead Officer

Assistant Director Property and Design

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Families, Children and Learning
  • Schools

SMART Measure of Success

  • Annual bids and allocation of funds completed and programme delivered within budget. Out-turn for each year will be reported to Children and Young People committee 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 Children and Young People at the end of the project

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 & Regeneration

(Head of Planning)

Start and end date

2020 to March 2023

SMART Measure of Success

  • Adopt City Plan Part 2 – October 2022
  • Advice to all Neighbourhood fora/Parish councils in response to requests
  • Commence review of City Plan Part 1 June 2022

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 2023

4.3

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 City Downland Estate Plan implementation plan December 2023
  • Approved Plan to be presented to Policy and Resources December 2022
  • Increased food production opportunities identified and secured through the review of the implementation plan.

4.4

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

4.5

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 Carbon Neutral Fund

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

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

SMART Measure of Success

  • Progress monitored though measures of success included in the CN2030 action plan
  • Annual report to Policy & Resources Committee - July 2022

4.6

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
  • Downland Advisory Panel

SMART Measure of Success

  • CDEP completed and presented to Policy and Resources Committee December 2022
  • CDE ratified by SDNPA March 2023
  • SMART measures developed as part of the CDEP implementation plan - March 2023

4.7

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

(Economic Development Programme Manager)

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

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

SMART Measure of Success

Develop circular economy action plan March 2023.

4.8

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

  • Victoria Road development completion – November 2022
  • Planning application for Moulsecoomb Hub approved October 2022

4.9

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 spec updated for new homes
  • Pilot project complete

4.10

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 four 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.

4.11

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

Complete retrofit work with Lewes and Brighton University – December 2022

4.12

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 & Industrial Strategy (BEIS) Heat Network Delivery Unit.

SMART Measure of Success

  • Conway Street Study Completed June 2022
  • City Plan Part 2 Adopted October 2022

4.13

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 6 feasibility studies across various sites subject to safe access under COVID restrictions
  • Subject to performance, roll-out programme of audits across 20 to 30 highest consuming sites

Accountable Lead Officer

Assistant Director Property and Design

Start and end date

April 2020 to March 2024

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-19
  • The pipeline of projects will fall out of the prioritised audits and will be on-going.

4.14

Corporate Plan Link

5.1.10

Action/deliverable

Reduce CO2 emissions from council owned vehicles:

  • Deliver Fleet Strategy

Accountable Lead Officer

Assistant Director – City Environmental Management

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

SMART Measure of Success

10 Fleet replacement programme to non-fossil fuel fleet vehicles to remain on track and be delivered by 2030.

4.15

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

Accountable Lead Officer

Assistant Director Property and 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 in March 2023, ongoing
  • Pipeline of suitable projects prepared for potential new funding ongoing
  • Establish feasibility of solar farm - December 2023

4.16

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

  • Allotments Strategy completed by March 2024
  • Parks Infrastructure Investment Plan developed by December 2022

4.17

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.

4.18

Corporate Plan Link

5.2.3

Action/deliverable

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

  • Raise the profile of the value of Biodiversity within the organisation
  • Implement the national requirement for Biodiversity Net Gain
  • Deliver the Biosphere Management Strategy

Accountable Lead Officer

Assistant Director - City Environmental Management

Assistant Director - City Development & Regeneration

(International & 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 consultation response to DEFRA on Biodiversity Net Gain - April 2022
  • Develop constructive working partnership with East and West Sussex County Councils to develop the Local Nature Recovery Strategy for Sussex - October 2022
  • Update the Nature Conservation and Development Supplementary Planning Document to Tourism, Equalities, Communities & Culture Committee - July 2022
  • Report to ETS on The Living Coast UNESCO redesignation - May 2022

4.19

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
  • Develop the Seafront Structures Asset Management Plan

Accountable Lead Officer

Assistant Director - City Transport

Key Internal /External partners involved

Department for Transport

SMART Measure of Success

  • Detailed design contract for FCERM in place - June 2022
  • Completed detailed design - September 2022
  • Completion/commitment of accelerated funds for sea defences - September 2022
  • Construction of Phase 4 complete December 2023

4.20

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 Sustainable Drainage (SuDS) Project

Accountable Lead Officer

Assistant Director - City Transport

Start and end date

April 2020 to March 2024

SMART Measure of Success

  • Surface Water Management Plan agreed - May 2022
  • Local Flood Risk Management Strategy adopted June ETS Committee consultation draft, September ETS Committee approval, October 2022 Issue
  • Completion of design work for Wild Park SuDS project, ETS Committee approval of design November 2022
  • Technical Design complete December 2022
  • Tender January 2023
  • Construction works April 2023 - August 2023

4.21

Corporate Plan Link

  • 5.2.7
  • GGP

Action/deliverable

Deliver the Graffiti Reduction Strategy and Action Plan

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 June 2022
  • Number of Community Protection Warnings issued
  • Number of pieces of graffiti removed following CPW
  • Number of Community Protection Notices issued

4.22

Corporate Plan Link

5.3.1

Action/deliverable

Improve rates of recycling

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
  • Modernisation Update report to ETS June 2022
  • Rebalance collection rounds
  • Update reported to committee by Summer 2022

4.23

Corporate Plan Link

5.3.2

Action/deliverable

Develop business cases to increase the range of materials collected for recycling and composting

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

  • Increased recycling rate
  • Modernisation Update report to ETS Committee June 2022
  • New materials accepted for recycling or composting

4.24

Corporate Plan Link

GGP

Action/deliverable

Increase the number of events aimed to clean up the city such as:

  • 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

4.25

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 & Building Services Manager)

Start and end date

April 2020 to March 2023

SMART Measure of Success

  • Fountains installed and tested for use June 2022
  • Maintained annually March 2023

4.26

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 (LCWIP)
  • Develop a new Transport Strategy for the city
  • Retendering the bike share scheme and expanding the fleet with other LA partners
  • Develop business case for the provision of over 100 covered cycle racks
  • Deliver Active Travel Fund measures to support longer-term recovery from COVID-19 and encourage active forms of transport
  • Deliver School Streets Programme
  • Develop Assessment Framework for Low Traffic Neighbourhoods (LTNs)
  • Implement Pilot Hanover & Tarner LTN
  • 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

  • LCWIP Plan March 2022
  • Transport Vision agreed by Committee and being used - June 2022
  • New Bikeshare contract in place - December 2022
  • Expansion of the E bike deployment across Greater Brighton area - fleet to include 60% - March 2023
  • Covered cycle racks in operation – September  2022
  • ATF programme reports to ETS committee (ongoing)
  • School streets projects deliver a programme of 6 School Streets per year.
  • LTN Framework agreed at ETS Committee

4.27

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
  • Re-tender of bus shelter advertising contract March 2023
  • Delivery of new RTI contract March 2023

4.28

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

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

SMART Measure of Success

Review of supported bus contracts and procurement December 2022

Approval to reprocure at Policy & Resources Committee - March 2023

4.29

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 2024

Key Internal /External partners involved

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

SMART Measure of Success

Scheme extended across Greater Brighton March 2023

4.30

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 Office for Low Emission Vehicles 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
  • Office for Low Emission Vehicles (OLEV)
  • Department for Transport
  • Transport Research Laboratory

SMART Measure of Success

  • Committee report on revised Ultra Low Emission Zone - March 2023
  • Successful bids for funding from Department for Transport / OLEV / other sources

4.31

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 2023

Key Internal /External partners involved

  • Transport consultants
  • Councillors

SMART Measure of Success

Strategic Outline Business Case developed and agreed by ETS Committee March 2023

4.32

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 March 2023

Key Internal /External partners involved

  • Public and Environmental Health teams
  • Planning

SMART Measure of Success

  • Approval of AQAP at ETS Committee – June 2022
  • Ongoing monitoring of AQAP

4.33

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 2023

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 – November 2022

4.34

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 Office of Zero Emissions Vehicles (OZEV) for further funding to expand the programme

Accountable Lead Officer

Assistant Director - City Transport

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Taxi providers
  • Department for Transport
  • OZEV
  • Electric Vehicle Charging Point contractor

SMART Measure of Success

  • Successful bid for funding from OZEV / other sources
  • Number of Electric Vehicle charging points in place (ongoing)

4.35

Corporate Plan Link

5.5.2

Action/deliverable

Implement sustainable and cost-effective ways of managing weeds without the use of pesticides

Accountable Lead Officer

Assistant Director - City Environmental Management

Start and end date

April 2020 to March 2024

SMART Measure of Success

  • Increased number of roads weeded compared to 2021
  • At least one new technique trialled

4.36

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

4.37

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 Sussex Bay Project

Accountable Lead Officer

Assistant Director Culture Tourism & 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

4.38

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
  • Modernisation Update report to June ETS

4.39

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 2023

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

4.40

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

Wilding Waterhall Plan’s developed and implemented by March 2024

4.41

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, Campaign for the Protection of Rural England
  • 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.

4.42

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.
  • Develop city region food strategy - October 2022

5. Develop and engage with staff

5.1

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.

5.2

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

Budget: April 2022 to March 2023

 

Functional Area

Budget 2022/2023

£’000

Savings

£’000

1

Transport

(6,769)

(1,777)

2

City Environmental Management

36,107

(229)

3

City Development & Regeneration

3,486

(182)

4

Culture, Tourism and Sport

4,282

(200)

5

Property

1,609

(342)

 

Total

38,715

2,730

Risk register as at January 2022

Risk code

Corporate/ Directorate Plan link

Risk title

Strategic or Directorate

Risk owner

Current risk score

Target risk score

 

SR23

 

Corporate Plan Priority 1

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

 

Strategic

 

Executive Director - EEC

 

Amber L3 x I4

 

Amber L3 x I3

SR36

Corporate Plan Priority 5

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

Strategic

Executive Director - EEC

Red L5 x I4

Red L4 x I4

 

EEC DR 01

 

Directorate Objective: 5

 

Digital capability not in place to meet customer expectations

 

 

Directorate

Executive Director - Economy Environment & Culture (EEC)

 

Red L5 x I4

 

Red L4 x I4

EEC DR 03

Directorate Objective: 5

 

Directorate income and budget targets are not met

 

 

Directorate

Executive Director - EEC

Red L5 x I4

Red

L4 x I4

EEC DR 12

Directorate Objective: 4

Failing to make a convincing case for investment in city region

 

Directorate

Assistant Director – City Development and

Regeneration

Amber L3 x I4

Amber L3 x I3

EEC DR 13

Directorate Objective: 4

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

 

Directorate

Assistant Director – City Development and Regeneration

Amber L4 x I3

Amber L3 x I3

EEC DR 14

Directorate Objective: 4

Insufficient assurance that the spend and key risks on major regeneration and infrastructure projects are

correctly managed, monitored and reported

 

Directorate

Assistant Director – City Development and

Regeneration

Red L4 x I4

Amber L3 x I3

EEC DR 15

Directorate Objective: 3

Financial insecurity in the creative and culture sectors affecting the city’s reputation and visitor economy

Directorate

Arts and Culture Programme Director

Amber L4 x I4

Amber L3 x I4

EEC DR 16

Directorate Objective: 5

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

directorate and services

 

 

Directorate

Executive Director - EEC

Red L4 x I4

AmberL3 x I4

EEC DR 17

Directorate Objective: 4

Unable to develop and deliver an effective regeneration and investment strategy for the seafront

Directorate

Executive Director – EEC

Red L3 x I4

AmberL3 x I3

EEC DR 18

Directorate Objective: 4

Unable to ensure effective maintenance of the seafront

Directorate

Executive Director – EEC

Red L3 x I4

AmberL3 x I3

EEC DR 19

Directorate Objective: 4

Unable to ensure effective maintenance of the corporate operational portfolio

Directorate

Executive Director – EEC

Red L3 x I4

AmberL3 x I3