PLATFORMS FOR OUR PLACES - Going Further: 2020-2022 - Unlocking the Power of People, Communities and Places - Adur & Worthing ...
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PLATFORMS FOR OUR PLACES Going Further: 2020-2022 Unlocking the Power of People, Communities and Places
Platforms Leaders’
for our Places introduction
Going Further:
2020-2022
We believe that Adur & Worthing are special
places and we also know that we are privileged
to be elected to lead the Councils that serve
the 180,000 people who live here.
Like our residents, we have high ambitions for our places, our
communities and their futures. We respect the fascinating histories
that have made us what we are and we intend to build upon them
CONTENTS
to develop prosperous, flourishing and healthy communities for
the long term.
What people tell us matters to them is access to jobs, good education
and healthcare, decent housing, safe communities, beautiful open
spaces, good natural environment and an opportunity to participate
Leaders’ Introduction 3 in the communities in which we live. We know that for many people
Adur and Worthing in late 2019 4 and their families, life is not always easy. These are uncertain, yet
A Snapshot View of Our Places in late 2019 through exciting times. While we have very high levels of employment it is
the five Platform lenses 6 true that for many families high costs of living can mean their incomes
Platforms for Our Places: Going Further 2020-2022 do not stretch as far as they might wish. Therefore it is important to
What’s the Idea? 13 us that every pound of Council Tax is used well. Providing essential
services people need and helping shape our future prosperity is
what all Councillors have been elected to do. We are proud of our
Platforms for our Places: Going Further - our five Platforms achievements so far. In late 2019 our Councils were shortlisted for
Platform 1: Prosperous Places 16 the prestigious Local Government Chronicle Awards as ‘Council of
Platform 2: Thriving People and Communities 36 the Year’ (one of only six councils across the UK to be selected).
Platform 3: Tackling Climate Change and Supporting Whilst we are delighted by the recognition we are hungry to
our Natural Environment 58 go further.
Platform 4: Good Services and New Solutions 70
Platform 5: Leadership of Place 84 In this document we set out proposals for the role that the Councils Councillor Neil Parkin
will play in developing places and communities over the next three Leader Adur District Council
years. It is an ambitious agenda, it relies on not just the Councils but
Building our Capacity 95 a range of partners and individuals working together and our Councillor Daniel Humphreys
Resourcing, Evaluation and Accountability 97 experience over the last few years have suggested, whilst ambitious, Leader Worthing Borough Council
it’s also entirely possible. We set out a number of specific commitments
(activities we intend to deliver) and we will seize new opportunities
for the benefit of our communities whenever, and wherever they arise.
We know that the Councils are only one of a number of key players
Image credits: at a local level and we cannot and should not try and lead everything.
Page 9 - Discover Worthing We look forward to playing our part in collaborations to deliver these
Page 21 - Ricardo
Page 37 - Eunice Bergin commitments and laying significant foundations for our communities
Page 96 - Discover Worthing over the next few years.
3
Adur and Worthing
in late 2019
In many ways Adur and Worthing are well placed for the future. However, real challenges exist. 2. Some of our communities using digital models and tools,
Within the encouraging ‘overall are thriving, others less so. to increase the quality and
A population of around 180,000 people who, compared to the UK average figures’ we know that We offer no ‘universal cookie reduce the cost of services.
as a whole, are more prosperous, healthier, more likely to be in work there are, and stubbornly remain, cutter’ approaches, but are And we need to continue
or accessing training and education, and live within easy reach of the long term challenges faced by a gaining a deeper understanding and accelerate this work.
glorious natural assets of our coastline and downlands. The economic number of our residents. Their of communities, what makes
prosperity, their health, their them work and what the 5. National and international
benefits from the relative closeness to London and Brighton create life opportunities, their housing different roles for the Councils political uncertainty exists
conditions that help develop prosperous, healthy, peaceful and conditions, etc. are not what they and our partners should be. at the time of writing.
innovative places without having a ‘City feel’. might be, despite the long term New opportunities emerge As the UK responds to
efforts of the Councils and almost weekly and over the its future relationship with
our partners. last few years we have jointly the European Union there
taken significant steps in remains many unknowns;
And in the world in which developing more resilient and considerable amounts
we operate considerable and innovative communities. of Whitehall’s attention is
uncertainty exists. This requires being consumed, that would
thought, planning and building 3. The Climate Change otherwise have been spent
our adaptivity to new challenges agenda has rapidly grown on developing other policy.
when they arise. Even since in importance. A number of
the Councils started with our residents and organisations And, from our perspective
Platforms for Our Places agenda are reviewing how they reduce in each of these uncertainties
in 2017, we have seen our carbon consumption and, as there lie real opportunities as
operating environments change: Councils, we are working on well as risks. We set out in this
carbon reduction and how we document how we intend to
1. A range of new uncertainties support our natural ecological develop our existing Platforms
in our business and financial systems and encourage them for Our Places approach that has
economies. The challenges to thrive. served us well over the last three
of the ‘fourth industrial years… and Go Further.
revolution’ (big data, artificial 4. The resources available
intelligence, machine learning, to the Councils to deliver
virtual and augmented reality, services and tackle the
etc.); significant changes in our challenges of the future
retail sectors; growth in the have changed dramatically.
creative, digital and cultural Whereas a decade ago,
economies; an apparent Central Government would
reduction of ‘conventional provide significant grants to
jobs and careers’; and the Councils like ours to deliver
need for new skills and services, that is no longer the
critical issues for productivity case. We have responded
(in particular refreshing by commercialising services,
our built and technological investing in assets that produce
infrastructure). new income streams and
4 | PLATFORMS FOR OUR PLACES 5
A Snapshot View of Our Economic
Places in late 2019… Places
through the FIVE
platform lenses
As the UK emerged from the A number of challenges to road Our business sectors regard
end of the 2008 recession and rail infrastructure remain us as reliable partners in creating
the tail was a long one. Over (and represent some of the down strong environments which
the last three years we have sides to our highly competitive enable them to make long
seen a significant picking up geographic location within striking term commercial decisions to
of investment interest and distance of London, Gatwick and the benefit of our places and
delivery from a number of Brighton & Hove). communities.
major employers and investors
in both the commercial and Worthing and Shoreham have And we know that the macro-
residential property sectors. recently been announced as environment in which our
Similar, smaller scale, investments places for significant investment businesses operate is changing
in our creative and digital in Ultrafast Broadband (with fast. The data and digital
economies have been taking full fibre gigabit speeds direct to economies: the challenges
place. For the most part, after the homes and business premises). of low productivity; the need
Brexit vote in June 2016, many We believe this will create for constant innovation; clean,
of our businesses have taken a strong growth catalyst. sustainable and inclusive growth
proactive steps to respond and and a workforce with the skills
a number of our manufacturers Demand for both commercial needed for business today and
and exporters have found the and residential property remains tomorrow are all significant
fall in the value of Sterling has strong although delivering new challenges.
created an opportunity to trade homes at the scale needed to
on more favourable terms. support our local economies
We continue to enjoy high remains challenging. A number
employment rates (although of our major projects have
not always in jobs sufficiently progressed well over the last
high in the value chain). Our two to three years in central
growing cultural, creative, Worthing and Shoreham. By their Our business sectors
digital, maker and engineering very nature, major projects take regard us as reliable
sectors are encouraging signs of a considerable time and are partners in creating
diversification beyond some of heavily reliant on investment
our traditional ‘home industries’ capital appetite in cyclical strong environments
to create a more resilient longer economies. As Councils we are which enable them
term economy. Our Further seeking to make our places highly to make long term
Education sector is growing in desirable to investors (including
strength and numbers, and whilst State funded investment bodies)
commercial decisions
we continue to lack University by clearly articulating the to the benefit of our
presence at real scale, Greater opportunities and benefits places and communities.
Brighton Metropolitan College they offer.
is shortly to offer a number
of University level degrees in
Worthing on behalf of the
University of the Arts London.
6 | PLATFORMS FOR OUR PLACES 7
Places for People Places with a Valued
AND Communities Natural Environment
Three years ago we saw that Housing (across all tenures) Our schools, particularly at the Over the last three years the
the demographics of Adur and remains perhaps our most secondary level, are improving interest in climate change and
Worthing were beginning to significant challenge. The supply- fast and increasingly providing protecting and supporting
change. Whereas, perhaps a demand equation is challenging our young people with the our natural environment and
decade ago, our demographic in all sectors and tenures, education and life starts required ecologies has grown considerably.
profile would have seen a very particularly in the supply of to develop their potential and The valued natural environments
high number of people over the affordable housing in a relatively compete in highly competitive of Adur and Worthing (marine,
age of 60. Whilst still a significant high cost area. These supply side and fast changing jobs market. rivers, downlands, parks, open
part of our population, we are challenges are matched at times spaces and woodlands) have
now seeing a significant rise by contradictory national policy It remains an important been one of our greatest
in young people and younger and international market trends. testimony to the resilience mobilisers of community
families. The Councils and our Registered and entrepreneurialism of our interest and activity.
Social Landlord colleagues have communities that even for
A growing younger population to be innovative in seeking to our most financially deprived Adur & Worthing Councils
is likely to continue over the balance supply and demand. residents, they are clear they have stepped up our game
medium term. And whilst want a ‘leg up’ not a ‘hand considerably, and we have
our ageing population is an We work well on health and out’ and they want a stake worked well with a variety
extraordinary, and at times wellbeing issues with the NHS, and a voice in the way things of community groups and
untapped resource, it can County Council and social care are run. Individuals, families and organisations to further our
create new needs, desires and providers. Adur and Worthing communities can come together mutual agenda. In late summer
capacities for our communities have developed a reputation for and seek to build with their 2019, both Councils declared
and public services. focussing on place based health, Councils, not a solution Climate Change Emergencies
particularly around GP surgeries to everything, but a platform and committed to carbon
Adur and Worthing are often and their communities, and some to stand on to launch forward neutrality by 2030. A detailed
regarded as affluent parts of of our longer term interventions into healthy, prosperous and plan to achieve carbon neutrality
the South East of England. are providing encouraging results self-determined futures. by 2030 has been prepared and
Whilst many of our residents and receiving national recognition. implementation is underway.
do enjoy good standards of Our approach across our places
living, others face a number of Our Community and Voluntary will extend more widely to
challenges that are often the Sector has developed well over include energy, water, transport,
downside of living on modest the last three years, and has waste reduction, biodiversity,
incomes in relatively prosperous more to do to build the capacity food, climate adaptation and
areas. Real challenges exist in to stimulate and drive social resilience, shared leadership
the fields of access to housing, innovation and social financing and learning.
skills, work, physical and mental required to create the solutions
health, addictive behaviours and our communities need.
accessing the natural resources
of our place.
8 | PLATFORMS FOR OUR PLACES 9
Places for Services Places of
AND Solutions Civic Leadership
Adur & Worthing Councils have We have developed honest and Over the last three years, Adur And, in uncertain times, we have
sought to bring innovation into at times challenging relationships & Worthing Councils have played retained an important focus on
a range of our services, and with a number of stakeholders their part in strengthening and emergency planning and civil
challenged ourselves to ensure and partners. This has meant that expanding the network needed contingency. The tragic events
services meet the needs of our we can agree to work together to work together, plan together of the Shoreham Air Show crash, Whether it’s advocating
communities. and ‘get on and do’ and at times and influence together on behalf in 2015, threw into sharp focus for our places to
disagree and still ‘get on and do’. of our communities. the importance of being able to institutional investors,
In the face of some very difficult Increasingly people, partners, respond rapidly and sensitively
financial pressures, services have businesses and communities want We have a sound Local to any emergency situation.
making decisions about
largely been maintained and the Councils to ‘get out of the Strategic Partnership, Waves the long term digital
others have been spun out into way’ and let them lead their own Ahead, which creates networks We know that there will be infrastructure of
free standing social businesses places and communities. We are across our areas and beyond. inevitable and healthy policy our places or framing
capable of driving their own happy to do this where it makes We lead and participate in a difference among our elected
successful futures. We have sense and to create platforms for range of partnerships (business, Councillors on particular issues. community based
invested in digital applications and people to do great things in investment, health, community We also know there is a strong projects for the NHS,
prudently tried to commercialise their communities. As Councils safety, etc.) and have put consensus around the level of our politicians, staff
some of our services, to ensure we recognise our responsibility considerable time and energy ambition for our places and
that revenues generated can to ensure equity in, access to into skilling people across Adur our communities. This ambition
and colleagues from
replace monies reduced by and use of these Platforms. and Worthing in the techniques extends into our communities’ other organisations
Central Government grant We notice a strong and of Systems Leadership. desire for participative have shown they can
reductions. continued desire in a world community leadership as well. come together to
of increasing complexity to try Whether it’s advocating for our This is a healthy indicator for
Our businesses and residents are and bring things back to ‘local places to institutional investors, our future and an energy to make things happen.
now getting better services from level’. Not everything is about making decisions about the long be used wisely.
us, and our investment in digital aggregating up to the largest, term digital infrastructure of our
platforms is now showing long most efficient financial scale; places or framing community
term benefits. very often the longest term based projects for the NHS, our
‘efficiencies’ come from politicians, staff and colleagues
the power of doing things from other organisations have
locally, at the human scale. shown they can come together
to make things happen.
10 | PLATFORMS FOR OUR PLACES 11
Platforms
for Our Places What’s the Idea?
Going Further:
2020-2022
Between early 2017 and late 2019, Adur & Worthing Councils’ direction
of travel has been set by Platforms for Our Places. The idea behind it was that
the State (in this case our local Councils) could not (resource wise) and
should not (to inspire collective ownership and activity of agendas) seek to
be all things to all people, or be the only or primary actor in any given field or
policy area. We as Councils can only be a part of creating healthy, prosperous,
happy and dynamic communities that the people of Adur and Worthing tell
us they want to see… and we need to work with others and share
leadership with a variety of other players to maximise our contribution
and chances of success.
Therefore in five key ‘Platforms’- of newer emerging themes had co-design and deliver significant
Financial Economies, Social come up). Every six months work. We have been able to
Economies, Stewarding Natural we have publicly reported our explain coherently what we
Resources, Services and Solutions progress and where we have have been trying to achieve and
and Leadership of Places - been struggling, and have sought why. We have also been open
we aimed to create, sustain to ensure that our learning along in recognising that this doesn’t
and collaborate on a variety the way is fed back into our cover everything we do, and is
of ‘Platforms’ that enabled our future activities. primarily aimed at activities to
outcomes to be delivered in a improve our collective futures.
sustainable way that strengthened In reviewing that three year
the capacity of our places over period (in December 2019), This approach was unashamedly
the medium and longer term. it might have been tempting ambitious. At the end point in
Against each of the Platforms to decide to drop the approach December 2019 we had not
we set a number of and come up with something achieved 100% of everything that
‘commitments’, where we as ‘shiny and new’. We thought hard we listed. Whilst learning from
Councils, (together with a about this and have decided that the reasons we didn’t ‘get it all
variety of partners) would come progressive evolution is better done’… we intend to progress
together to deliver significant than radical revolution. beyond this point with an equally
activities or projects that would The approach to date seems ambitious agenda.
have real impact upon our places. to have worked. We have
18 months into the programme (arguably) got more done than
we revised and refreshed our if we had stuck with a regular
approach. (Fundamentally, ‘Corporate Plan’. We managed
because a number of things had to bring a variety of stakeholders
been achieved and a number together around key issues to
12 | PLATFORMS FOR OUR PLACES 13
The Platforms for Our Places When we talk about ‘Platforms’ In early 2020 we are clear
approach has enabled us to focus we are thinking about the that both ‘soft’ and ‘hard’
our attention on a number of foundations that are required infrastructure is vital to
issues that both Councils believe for the people and communities creating the strong Platforms
matter to their residents; build of Adur and Worthing to lead that create and sustain thriving
critical partnerships with a variety happy, healthy, prosperous and and self-sufficient places.
of stakeholders and, internally, connected lives. By ‘hard’ infrastructure we
develop a different culture mean things like road, rail,
(and adaptivity) which can In our increasingly volatile, broadband, housing, schools
set us apart from some other uncertain, complex and and by ‘soft’ infrastructure we
municipal bodies. We hope that ambiguous world, individuals, are talking about the means
shift in culture will enable us to communities, businesses and to enable healthy individuals
Go Further with our ambitions. civic society need points of and communities, including a
stability and ‘Platforms’ on which strong sense of wellbeing, civic
So we therefore decided they can plan and build their participation, social innovation,
to work with what we have lives, opportunities, prosperity, social enterprise, community
already achieved with a little less wellbeing and social endeavours. resilience, participation in
conversation and explanation Few plants can put down stable arts, culture, sports and the
and a little more action. The case roots in shifting sands. preservation of our great
is made and proven, we can natural environments.
now build upon the foundations Platforms will, at times, need to
created. be created where the market Platforms therefore come in
Platforms
or society can’t or won’t be many shapes and sizes. In the
We have listened carefully to able to, or where practical next section we talk specifically
the views of a number of our reality or equity requires it. about how we Go Further in
for our Places
partners. Whilst they might wish If some people are unable to developing the Platforms built
to change some of the language, access the opportunities that over the last three years to
the framing, and some shifts of Platforms create, not only do ensure they are strengthened,
Going Further:
emphasis, the view is that there those individuals potentially miss well used and as inclusive as
is nothing fundamentally missing out to the serious detriment of we can make them.
from the ‘essential to do list’ their long time life chances, but
our FIVE Platforms
and they appreciate the level of unhelpful schisms are created in
ambition and our desire to keep our society to the detriment of
Going Further. all. This potentially weakens the
very fabric of the Platform itself
(and the peaceful and prosperous
outcomes that we seek for
our places).
14 | PLATFORMS FOR OUR PLACES 15
PROSPEROUS
PLATFORM
PLACES
16 | PLATFORMS FOR OUR PLACES 17
Long term economic resilience
of our places requires a healthy
balance between sectors, skills,
business sizes and capacity to
research and develop, innovate
and scale… as well as a significant
57,000 13.6% 11%
and on-going focus on productivity PROPERTIES ACROSS
WORTHING AND SHOREHAM
INCREASE OF BUSINESSES
IN ADUR SINCE 2014
INCREASE IN WORTHING
MEDIUM WAGES BETWEEN
as a competitive advantage. TO BE CONNECTED TO
ULTRAFAST BROADBAND
2016 AND 2018
Over the last three decades sizes and capacity to research local economies to catalyse
our national awareness of and develop, innovate and investment in our places.
the importance of a strong scale… as well as a significant We have invested in land
financial economy underpinning and on-going focus on and put up buildings, we have
successful regions, places and productivity as a competitive formed new and productive
communities has grown. advantage. partnerships and gained a real
advantage from being able to
Our financial economies create There is no ‘one’ financial tell the story of our places
jobs, circulate money and value, economy. We need to think well, particularly to potential
create business opportunities, about financial economies investors. We’ve led the way
provide capital investment and on a sectoral basis if we are in bringing gigabit capable fibre
create new opportunities for to build valuable platforms. infrastructure to our areas,
people to learn, innovate and And in order to help our local the first in the South East, and
develop. There is also a growing financial economies thrive it is attracted significant commercial
understanding that there is vital we understand how they investment (approx. £25 million)
a desirable balance between work. Over the last three years that will see 40,000-50,000
the opportunities of global we have gained much better home and business premises
economies and international data and valuable knowledge of provided with gigabit speeds
markets and those of businesses our sectors and businesses, their over the next two-three years.
focussed on more local markets. dynamics and dependencies.
This picture will of course We better understand the place
change with the UK’s exit from of our local economy in the
the European Union. Long term dynamic regional economy.
economic resilience of our
places requires a healthy balance As Councils at times we have
between sectors, skills, business taken a financial stake in our
18 | PLATFORMS FOR OUR PLACES 191
PLATFORM
Our relationships with businesses To that end in creating
are very strong (they tell us that) prosperous places we intend to
and we have become more focus on the following themes
skilled at championing their and cluster our commitment
cause when opportunities arise. activity around them:
Now the fundamental challenge
for business (and everybody • Influencing and Partnerships
else in our communities) is to • Infrastructure Investment
respond skilfully to a rapidly • Promoting Inward Investment
changing global economy and and Place Making
understand what this means for • Town Centres and
national, regional and local firms, Public Realm
communities and employees. • The fourth industrial
We know many of the revolution
ingredients needed to create • Clean Growth
valuable long term platforms for • Developing our Creative
healthy local economies; and that Economy
the fundamental challenges faced • Productivity, Innovation
by all sectors mean that ‘business and Skills
as usual’ is not an option. We • Major Projects and
will support our businesses; our Developments
budding entrepreneurs; and those
prepared to invest their energy
and resources in responding to
the new economy in Adur and
Worthing.
We will support our
businesses; our budding
entrepreneurs; and
those prepared to
invest their energy
and resources in
responding to the
new economy in
Adur and Worthing.
20 | PLATFORMS FOR OUR PLACES 211
PLATFORM
COMMITMENT ACTIVITIES & PROJECTS LEAD RESPONSIBILITY PARTNERS INVOLVEMENT TIMESCALES/MILESTONES
1.1 Strategic influencing,
key relationships and
business partnerships
1.1.1 Play a leading role in Greater Brighton Economic Board, championing
our economic objectives and key sector interests, including our growing
creative industries sector.
Head of Place & Economy
Head of Major Projects & Investment
Head of Planning & Development
Greater Brighton Economic Board
and its Partners
Ongoing, based on Greater Brighton
Five Year Strategic Projects
1.1.2 Work in partnership with West Sussex County Council (WSCC) Head of Place & Economy, West Sussex County Council, Draft review - Early 2021
to deliver the agreed Growth Deals and One Public Estate projects. Head of Major Projects & Investment, developers, investors
Head of Planning & Development Complete Growth Deal actions -
Autumn 2022
1.1.3 Work in partnership with Coastal West Sussex Business Partnership Head of Major Projects & Investment, Coastal West Sussex, Coast to Capital Review - Winter 2021
to develop a number of strategic programmes that will benefit the wider Head of Planning & Development Local Enterprise Partnership, partner
coastal area. The focus is: Local Authorities
a) Develop business infrastructure (commercial space and innovation hubs)
and support programmes that focus on innovation
b) Digital capability and utilisation of gigabit connectivity by taking advantage
of the countywide and regional digital fibre programmes
c) Create skills for the future – with a focus on STEaM, creativity
and the entrepreneurial mind set
1.1.4 Support preparation and delivery of the Local Industrial Strategy (LIS) in Head of Place & Economy, Coast to Capital Local Enterprise Prepare an Adur & Worthing response
partnership with Coast to Capital Local Enterprise Partnership and Head of Major Projects & Investment Partnership to the LIS to be published Spring 2020
ensure Adur and Worthing provide a distinct offer that:
a) attracts investment
b) drives innovation
c) delivers high quality office space
d) supports the delivery of digital infrastructure, creative industries
and visitor economy
1.1.5 Consolidate our ‘trusted partner’ status and work with Adur & Worthing Head of Place & Economy, Adur & Worthing Business Partnership, Ongoing
Business Partnership and Worthing & Adur Chamber of Commerce Head of Planning & Development Adur & Worthing Chamber of
to develop strategy and promote learning opportunities. Commerce, Town Centre Initiative,
local businesses
1.1.6 Work with partners to develop sustainable transport plans that support Head of Planning & Development, West Sussex County Council, Spring 2020
future local plan opportunities and demands. To include: Head of Place & Economy, developers, investors and stakeholders
Strategic Sustainability Manager
a) Sustainable Transport Improvement Plan (STiP)
b) Local Cycling and Walking Improvement Plan (LCWiP)
1.1.7 Work with partners to ensure our major transport assets our included Head of Planning & Development, West Sussex County Council, TfSE, Ongoing
in regional and national strategies through lobbying and influencing e.g. Head of Major Projects & Investment, Greater Brighton Economic Board,
Shoreham Port, Shoreham Airport, major highways. Head of Place & Economy, Coast to Capital Local Enterprise
Strategic Sustainability Manager Partnership
1.1.8 Work with partners to lobby and influence investment into key road and Head of Planning & Development, West Sussex County Council, Ongoing
rail infrastructure, with a primary focus on the A27, A259, the Brighton Head of Major Projects & Investment, Highways England, TfSE, Greater
Mainline and the Western Coastway. Head of Place & Economy Brighton Economic Board,
Coast to Capital
22 | PLATFORMS FOR OUR PLACES 231
PLATFORM
COMMITMENT ACTIVITIES & PROJECTS LEAD RESPONSIBILITY PARTNERS INVOLVEMENT TIMESCALES/MILESTONES
1.2 Inward Investment
and Place branding
1.2.1 Launch a place brand, promoting our place, identity to invest; attract inward
investment; and to promote activities and interventions in relation to the
visitor economy.
Head of Communications,
Head of Place & Economy
Worthing & Adur Chamber of
Commerce, Town Centre Initiative
Worthing Hospitality Association,
Spring 2020
local business partners
1.2.2 Prepare a new Worthing Investment Prospectus setting out clearly Head of Place & Economy, West Sussex County Council, Spring 2021
areas of investment focus, new industries and opportunities for innovation. Head of Major Projects & Investment Coast to Capital Local Enterprise
A prospectus that shows we are committed to placemaking and invites Partnership, business and investors
investors to participate.
1.2.3 Build relationships with national and international investors ready to Head of Major Projects & Investment, Greater Brighton Economic Board, Ongoing
invest in the ‘new economy’, supported by Greater Brighton Economic Head of Place & Economy, Coast to Capital Local Enterprise
Board’s Pitch for Place proposition. Head of Planning & Development Partnership, Investors and market Pitch for Place - Autumn 2020
analysts
1.2.4 Identify, target and monitor high quality funding bids to secure funds Head of Place & Economy, Head All relevant national and international Ongoing
to support each of the platform commitments. of Major Projects & Investment funders and key local partners
1.3 Attractors for
prosperity through
place making (town
1.3.1 Develop a ‘town centre framework’ that identifies the key interventions
that can be made to promote the vitality and distinctiveness of our various
town centres.
Head of Place & Economy,
Head of Planning & Development
Worthing & Adur Chamber of
Commerce, Town Centre Initiative,
Worthing Theatre & Museum,
Summer 2020
centres, public space, Chichester College Group, local
public realm, public business partners
arts, cultural offer,
seafront, etc.) 1.3.2 Work with our partners to establish learning opportunities within the Head of Place & Economy, Universities, Greater Brighton Spring 2020
town centres (e.g. the ‘learning town centre’), which contribute to the Director of Digital & Resources, Metropolitan College, digital and
distinctiveness of our places. Strategic Sustainability Manager creative enterprises, community and
voluntary sectors
1.3.3 To deliver a new flexible business/learning space in Lancing and explore Head of Major Projects & Investment, Worthing & Adur Chamber of Spring 2021
the potential to partner with HE/FE deliver employment and skills training Head of Place & Economy Commerce, Lancing Traders’
(see 1.3.2). Association, Lancing Parish Council,
local businesses, Universities, Greater
Brighton Metropolitan College
1.3.4 Establish a new delivery model that enables quick activation of redundant Head of Place & Economy, Worthing & Adur Chamber of Spring 2020 and ongoing
or neglected retail outlets in town centres, promoting new uses, Head of Major Projects & Investment Commerce, Town Centre Initiative,
activities and services. local businesses, landlords
1.3.5 Deliver a programme of public realm improvements in Worthing to Head of Place & Economy, West Sussex County Council, Portland Road - Spring 2020
enhance the town centre; promote its distinct offer; and to increase activity Head of Planning & Development local businesses partners
and promote sustainable travel. Railway Approach - Summer 2021
South Street - Autumn 2022
1.3.6 Deliver the Worthing Seafront Investment Plan:
a) development of seafront shelters to create new cafés/restaurants Head of Place & Economy, Investors, business partners and a) Ongoing to Summer 2021
b) redevelopment of the Beach Office into a key visitor destination Head of Environmental Services, West Sussex County Council b) Summer 2021
c) secure and maintain the presence of a major seafront attraction Head of Planning & Development, c) Ongoing
d) develop a plan to upgrade East Beach to create added vibrancy Head of Major Projects & Investment d) Summer 2021
and activation e) Summer 2021
e) explore opportunities to deliver marine conservation activities
1.3.7 Identify key properties that will improve the appearance of the seafront Head of Place & Economy West Sussex County Council, Ongoing
and retail areas in Lancing. Build and work with our partners to secure Lancing Parish Council
the necessary improvement. Planning - Summer 2020
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PLATFORM
COMMITMENT ACTIVITIES & PROJECTS LEAD RESPONSIBILITY PARTNERS INVOLVEMENT TIMESCALES/MILESTONES
1.3.8 Prepare a new Public Art Programme that supports new media and tech Head of Place & Economy, West Sussex County Council, Spring 2021
installations, having the ability to enliven public spaces. To include working Head of Planning & Development, Town Centre Initiative, Lancing Traders’
with partners in the cultural and creative sector to deliver art installations Head of Environmental Services Association, Local businesses and
and trails in key locations on the seafront. Adur & Worthing Trust, Worthing
Theatres & Museum
1.3.9 Deliver a programme of new opportunities for year-round events Head of Place & Economy, West Sussex County Council, Reviewed annually
which bring interest and new experiences to our spaces, including street Head of Environmental services Town Centre Initiative Traders’
markets in Adur. Associations, Worthing Theatres
& Museum, Local businesses
1.3.10 Continue Bathing Water Quality enhancement work with partners. Head of Wellbeing, Southern Water, Environment Agency, Ongoing
Head of Environmental Services WSCC Highways
1.4 The fourth industrial
revolution… supporting
digital inclusivity
1.4.1 Full fibre to 90 council sites, including CCTV and community centres. Director of Digital & Resources,
Head of Place & Economy,
Head of Planning & Development
Cityfibre, West Sussex County Council Summer 2022
for business and
delivering the technical 1.4.2 Support the emerging full fibre broadband provider ecosystem Head of Place & Economy, Cityfibre, Worthing & Adur Chamber 2020-2022
infrastructure for the to engage with businesses and communities. Director of Digital & Resources of Commerce, Town Centre Initiative,
next 30 years Greater Brighton Metropolitan
College, University of Sussex
1.4.3 Ultrafast broadband at Colonnade House creative hub. Director of Digital & Resources, All relevant partners Spring 2020
Head of Place & Economy
1.4.4 Engagement with mobile network operators on 5G investment and 4G Director of Digital & Resources, West Sussex County Council, Summer 2020
coverage issues, including 4G ‘not-spot’ analysis to identify coverage gaps. Head of Place & Economy Greater Brighton Economic Board
1.4.5 Work with our partners to establish digital opportunities within the Director of Digital & Resources, Worthing & Adur Chamber of Summer 2021
Town Centres (e.g. the ‘smart town centre’). Head of Place & Economy Commerce, Town Centre Initiative
1.4.6 Implementing an Internet of Things test bed. Director Digital & Resources, Greater Brighton Economic Board, Winter 2021
Head of Place & Economy West Sussex County Council,
University of Sussex, Brighton
University, Brighton Digital Catapult
1.4.7 Development of a proposition for SME digital support, helping businesses Head of Place & Economy, Greater Brighton Economic Board, Winter 2021
make the shift to digital operating models. Director Digital & Resources West Sussex County Council, Coastal
West Sussex, Brighton Digital Catapult
1.4.8 Market our extensive fibre estate (90 points across the area) as a test bed Director of Digital & Resources, Greater Brighton Economic Board, 2020-2022
for innovation in relation to 5G, intelligent transport, smart energy grid Head of Place & Economy West Sussex County Council
and other applications.
1.4.9 Develop “Digital & Creative AW” community news, helping showcase Director of Digital & Resources, All relevant partners Commence - Spring 2020
local digital & creative businesses and share digital place-making plans and Head of Place & Economy
opportunities. Head of Communications
1.5 Clean Growth 1.5.1 Work with our partners to deliver sustainability initiatives for
businesses in Adur and Worthing, showcasing new measures to reduce
the carbon footprint.
Strategic Sustainability Manager,
Head of Place & Economy
West Sussex County Council, Town
Centre Initiative, Traders’ Associations,
Local business partners,
Commence - Autumn 2020
The Sustainable Business Partnership
1.5.2 Prepare a Green Infrastructure Delivery Strategy for Adur & Worthing Head of Planning & Development, Shoreham Port Authority, local Heating Network feasibility study -
and as part of this, work toward a District Heating Network for Shoreham Strategic Sustainability Manager residents and businesses, statutory Spring 2020
Harbour. Ensure that new developments are planned and designed to agencies and local authority partners
incorporate strong energy efficiency measures and maximise the use of Green Infrastructure Strategy -
renewable energy. Autumn 2020
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COMMITMENT ACTIVITIES & PROJECTS LEAD RESPONSIBILITY PARTNERS INVOLVEMENT TIMESCALES/MILESTONES
1.5.3 With partners, examine interventions and solutions to deliver an Head of Wellbeing Community Works, community Summer 2020
inter-relationship with the economy and social policy. Establish a delivery Head of Place & Economy and voluntary sector organisations,
plan that highlights community and business solutions to ‘wicked and Head of Planning & Development West Sussex County Council
complex challenges facing our places’.
1.6 Creative and Cultural
Industries
1.6.1 Maintain a strong support for cultural development of our places
and create opportunities for cultural and creative activity and enterprise
to thrive.
Head of Place & Economy Worthing Theatres & Museum, local
businesses, higher education partners,
community and voluntary sector
Ongoing
organisations
1.6.2 As part of managing and monitoring the relationship with Worthing Head of Place & Economy Worthing Theatres & Museum Ongoing
Theatres and Museum, take a proactive approach to promoting a
programme of cultural activities which continue to improve the
cultural offer for Worthing.
1.6.3 Work proactively with local cultural organisations across Adur & Head of Place & Economy Worthing Theatres and Museum, Ongoing
Worthing to promote inclusive opportunities for participation in cultural Ropetackle Arts Centre, Wordfest, etc.
activities.
1.6.4 To work in partnership with Worthing Theatres & Museum to develop Head of Place & Economy Worthing Theatres & Museum Stage One commence - Summer 2020
‘Let the Light In’ redevelopment project at Worthing Museum.
Stage Two commence - Summer 2021
1.6.5 Establish a recognised and well-known music economy that provides a Head of Place & Economy, Town Centre Initiatives,Worthing Review of progress - Summer 2020
platform for artists to showcase their work, provides a talent identification Head of Wellbeing & Adur Chamber of Commerce,
model and promotes social inclusion opportunities for young people, all Worthing Theatres and Museum, local
supporting the evening and night-time economy (ENTE). business partners
1.6.6 Deliver the expansion of Colonnade House into a Creative & Digital Hub. Head of Place & Economy, West Sussex County Council, Autumn 2021
Head of Major Projects & Investment community and voluntary sector
infrastructure support organisations,
higher and further education partners,
local business partners
1.6.7 Build upon Purple Flag status for Worthing and explore further Head of Place & Economy, Town Centre Initiative, Worthing Ongoing
opportunities to create a diverse ENTE. Head of Wellbeing & Adur Chamber of Commerce,
Colonnade House, local business
partners
1.6.8 Support a creative community that drives the creative industries sector Head of Place & Economy, Town Centre Initiative, Worthing Ongoing
across our places (e.g. filmmakers). To include exploring new opportunities Head of Wellbeing & Adur Chamber of Commerce,
for identifying new spaces and enhancing talent and skills. local business partners, West Sussex
County Council, Greater Brighton
Metropolitan College, Coastal West
Sussex, Association for Creative
Industries
1.7 Productivity, Innovation,
Employment and Skills
1.7.1 Work with partners to explore and deliver a Business Innovation Centre,
specialising in Advanced Engineering and Manufacturing, at Shoreham
Airport.
Head of Place & Economy,
Head of Major Projects & Investment,
Head of Planning & Development,
Higher and further education partners,
developers, Brighton & Hove
City Council
Autumn 2023
Director of Digital & Resources
1.7.2 Work with partners to deliver a series of business-led initiatives focused Head of Place & Economy Higher and further education partners, Early 2021
on how digital technologies (including AI) can contribute to productivity Worthing & Adur Chamber of
and innovation gains. Commerce, local business partners,
West Sussex County Council, Coastal
West Sussex Partnership
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COMMITMENT ACTIVITIES & PROJECTS LEAD RESPONSIBILITY PARTNERS INVOLVEMENT TIMESCALES/MILESTONES
1.7.3 With partners, establish a skills programme that ensures our population Head of Place & Economy, Higher & further education partners, Spring 2021
has the ‘skills for the future’, with specific regard to new digital Head of Wellbeing Worthing & Adur Chamber of
technologies (e.g. Digital Hubs or Schools). Commerce, Coastal West Sussex,
West Sussex County Council, Coast
(See 2.4.5) to help support the retention of skilled workers critical to Capital Local Enterprise Partnership,
for our future competitiveness. local business partners
1.7.4 Establish how we can support new and emerging sectors by collecting Head of Place & Economy, Research institutes, Universities, GBEB Creative industries: cluster
new data and developing critical propositions and through partnerships Head of Major Projects & Investment Government & business Partners profile report Autumn 2020
with new business sectors.
1.7.5 Use systems leadership and service design approaches to develop an Head of Wellbeing, Local businesses, education partners, Autumn 2020
Employment & Skills Plan, focusing on work ready and key employability Head of Place & Economy, Coastal West Sussex, DWP, Coast to
skills and supporting: Director of Digital & Resources Capital Local Enterprise Partnership
a) people back into work
b) people making career transitions and or choosing second careers
c) apprenticeships
d) meaningful work experience opportunities for young people
e) the retention of skilled workers
1.7.6 Work with partners across the county to deliver a Science, Technology, Head of Place & Economy, Coastal West Sussex Partnership, Winter 2021
Engineering, creative and digital technologies and Maths (STEaM) Head of Wellbeing West Sussex County Council, Coast
skills programme in Adur and Worthing that will inspire both young to Capital Local Enterprise Partnership,
people and adults to pursue studies and careers based on STEaM. local authorities, education partners and
local businesses
1.8 Major Projects
& Developments
Worthing Major Projects Programme
1.8.1 Worthing Integrated Care Centre - to deliver a 6,000m2 Integrated
Health facility and 350 space multi-storey car park on the existing surface
Head of Major Projects & Investment Worthing Medical Group, Sussex
Community Foundation Trust, Sussex
Planning Application determined -
Summer 2020
car park at Worthing Town Hall. Partnership Foundation Trust, Coastal
West Sussex CCG, Planning & Commence Construction -
Development, West Sussex County Winter 2020/21
Council
Construction Complete -
Autumn 2022
1.8.2 Grafton Car Park - lead the development of a residential led mixed use Head of Major Projects & Investment Place & Economy, Planning & Development Partner Secured -
development on Worthing’s seafront to create high quality homes and new Development, Private Developers, Summer 2020
retail/leisure facilities. West Sussex County Council
Planning Permission Determined -
Winter 2022
Commence Construction -
Summer 2023
1.8.3 Decoy Farm - procure a development partner to bring forward 13,536m2 Head of Major Projects & Investment Planning & Development, Private Development Partner Secured -
of commercial and industrial space on a 7ha contaminated site in East Developers, West Sussex County Spring 2020
Worthing. Council
Site Remediation - Autumn 2020
Commence Site Development -
Spring 2021
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PLATFORM
COMMITMENT ACTIVITIES & PROJECTS LEAD RESPONSIBILITY PARTNERS INVOLVEMENT TIMESCALES/MILESTONES
1.8.4 Worthing Leisure Centre - develop a new modern leisure centre Head of Major Projects & Investment Southdowns Leisure, Planning Planning Permission Determined -
to replace the existing centre at Shaftesbury Avenue. & Development, Wellbeing, Winter 2020/21
West Sussex County Council
Commence Construction -
Summer 2021
Construction Completion -
Spring 2023
1.8.5 Steyne Shelter - working with development partner Boxpark to redevelop Head of Major Projects & Investment Planning & Development, Boxpark, Planning - Summer 2020
the dilapidated shelter for a new café/restaurant at the eastern end of West Sussex County Council
Worthing historic seafront. Construction Commence -
Winter 2020
Construction Complete -
Autumn 2021
1.8.6 West Buildings Shelter - working with development partner Next Colour Head of Major Projects & Investment Planning & Development, Next Colour, Commence Construction -
to bring forward a high quality restaurant with sea views and outside seating Bistro Pierre, West Sussex County Summer 2020
at the western end of Worthing historic seafront. Council
Construction Complete -
Summer 2021
1.8.7 High Street Car Park - a full refurbishment of this important car Head of Major Projects & Investment Planning & Development, Parking Commence - Early 2021
park servicing the eastern end of Worthing’s retail core to improve the Services, West Sussex County Council
experience for residents and visitors. Complete - Early 2022
1.8.8 Buckingham Road Car Park - a full refurbishment of the car park which Head of Major Projects & Investment Planning & Development, Parking Commence - Spring 2020
serves the western end of Worthing’s retail core to provide an attractive Services, West Sussex County Council
alternative for shoppers. Complete - Winter 2020
1.8.9 Colonnade House Extension - the redevelopment of 2 - 7 High Street, Head of Major Projects & Investment All relevant partners Planning Permission Determined -
Worthing to provide business, creative and maker space complementing the Spring 2020
existing artistic hub at Colonnade House to reinforce Worthing’s creative
and cultural economy. Commence Construction -
Autumn 2020
Completion - Autumn 2021
1.8.10 Stagecoach Site - to work with the landowners of the stagecoach site Head of Major Projects & Investment Planning & Development Clear plan - Autumn 2020
to facilitate the relocation of the site as a bus depot, and to realise the
ambitions for the site in the emerging Worthing Local Plan.
Adur Major Projects Programme
1.8.11 Adur Civic Centre Phase II - work with preferred developer Hyde Head of Major Projects & Investment Planning & Development, West Sussex Planning Permission Determined -
Housing group to develop 171 new social and affordable homes, County Council, Shoreham Harbour Summer 2020
business space using this vacant former civic office site. Regeneration Partnership, Hyde
Housing Group Commence Construction - Spring 2021
Completion - Spring 2023
1.8.12 Sussex Yacht Club Flood Defences - following the purchase of land from Head of Major Projects & Investment West Sussex County Council, Commence Construction -
Sussex Yacht Club the Council will deliver a new section of flood defence to Sussex Yacht Club Summer 2020
protect the town centre from flooding.
Completion - Spring 2021
1.8.13 Shoreham Beach Green Café and Community Facility - working Head of Major Projects & Investment West Sussex County Council, Commence Construction - Spring 2020
with preferred developer Boxpark, the Council will work to deliver a new Planning & Development, Boxpark
beachfront café, restaurant and community destination at the centre of Completion - Summer 2021
Shoreham Beach.
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COMMITMENT ACTIVITIES & PROJECTS LEAD RESPONSIBILITY PARTNERS INVOLVEMENT TIMESCALES/MILESTONES
1.9 Using our land, assets
and property to support
clean growth
1.9.1 Develop an Asset Management Plan, taking stock of the current estate,
working to classify the current council ownership according to use and
service demand, with a view to ensuring we have a fit and proper estate
Head of Major Projects & Investment All relevant stakeholders Approved - Autumn 2020
for the future. This focussing on:
a) right properties
b) in the right place
c) to meet current and future service need
d) disposal/development where value can be generated
1.9.2 Develop as part of an asset management plan a corporate approach to Head of Major Projects & Investment Council Services, Autumn 2020
improve the energy performance of our properties, providing a future- Strategic Sustainability Manager
proof estate and improved carbon footprint.
1.9.3 Ensure that the Councils are well placed to react to opportunities within Head of Major Projects & Investment Required actions - Autumn 2020
the market, being actively engaged to respond to opportunities to
support growth through acquisitions, disposals and other property
transactions.
1.9.4 Ensure that a programme of regeneration is developed for new homes Head of Major Projects & Investment, Housing Services New Homes Development Strategy
within Adur & Worthing by developing evidence, undertaking public Head of Housing agreed - Spring 2021
consultation and gathering information on existing conditions of housing and
commercial estates with a view to identifying long-term opportunities for
estate regeneration.
1.9.5 Work with partners to investigate opportunities to deliver housing Head of Major Projects & Investment Housing, Wellbeing, Ongoing
solutions for vulnerable groups such as homeless, prison leavers, and Private Sector Partners
supported living, as well as other groups such as military veteran housing.
1.10 Planning and land use
supporting Prosperous
Places and other four
1.10.1 Contribute to the development of a Local Strategic Statement 3 (LSS3)
in partnership with West Sussex County Council and Greater Brighton
planning authorities and identify the key strategic infrastructure requirements
Head of Planning & Development Local residents and businesses, statutory
agencies and local authority partners
LSS3 adopted - Summer 2021
platforms and opportunities for housing and employment (see also commitment 1.5).
1.10.2 Prepare up to date local plans for our places that reflect a changing global Head of Planning & Development All local authorities across the Ongoing
economy and seek to promote sustainable inclusive growth. As part of this, West Sussex and Greater Brighton
prepare and implement planning policies that respond imaginatively and ‘sub-region’
creatively to new agendas for climate change; town centres; the need for
new homes; sustainable transport and inclusive growth.
34 | PLATFORMS FOR OUR PLACE 35THRIVING PEOPLE
PLATFORM
AND COMMUNITIES
36 | PLATFORMS FOR OUR PLACES 37Thriving people and
communities are engaged,
participating and connected,
resilient and independent,
aspirational and hopeful,
able to provide support
2,245 717 207
for those requiring it, PEOPLE REFERRED TO
OUR SOCIAL PRESCRIBING
HOUSEHOLDS PREVENTED
FROM BECOMING HOMELESS
PEOPLE PROVIDED
EMPLOYMENT SUPPORT
safe and secure and SERVICE - ‘GOING LOCAL’ SINCE 2017 THROUGH THE ONE STOP
JUNCTION SERVICE IN 2019
healthy and well.
As Councils we are clear that lives, create new and different work to develop the leadership
our role is to enable individuals communities and opportunity capability of those in our system
and communities to flourish and to connect. to be creative and innovative,
prosper. We seek to support and we will continue to invest in
communities to be resilient, Our intent is to connect to, and challenge these relationships,
creative, well connected, and with those communities which can impact so significantly
and adaptive to changing separately and collectively, on outcomes for the people
circumstances and have the recognising that different of Adur and Worthing. Our
ability to provide resources approaches are needed for local businesses, our staff, the
to each other. different communities and Community and Voluntary
particular issues. Sector, and a number of other
We recognise that there are statutory agencies and public
numerous communities across Over the last three years sector players (such as Health,
Adur and Worthing. When we we have recognised that the Education Sector and West
talk about communities we are relationships we have with our Sussex County Council) are all
referring to the residents of key partners and stakeholders critical partners in creating the
the Borough and District as a are invaluable and critical to conditions for success.
whole, and also communities of supporting the best outcomes
place (such as neighbourhoods, for our communities. We have Thriving people and
estates or streets) communities invested in developing and communities are engaged,
of need, communities of interest maintaining these relationships, participating and connected,
and communities of business, in recognition that the Councils resilient and independent,
etc. Our communities span the cannot be all things to all people, aspirational and hopeful, able
whole course of human life and and that we must share our to provide support for those
we recognise that transitions resources, our skills and our requiring it, safe and secure
between different points in our ambition. We will continue to and healthy and well.
38 | PLATFORMS FOR OUR PLACES 39You can also read
