Agenda Item No
The Vale of Glamorgan Council
Cabinet Meeting: 29 July 2013
Cabinet Member for Regeneration, Innovation, Planning and Transportation
Welsh Government Regeneration Framework - Vibrant and Viable Places
Purpose of the Report
1. The purpose of the report is to present to Cabinet the Council's Strategic Outline Programme under Stage 1 of the Welsh Government's Vibrant and Viable Places Regeneration Framework.
1. That the content of the report be noted.
2. That a further report be presented to Cabinet on receipt of Welsh Government's decision in September 2013.
3. That the report be forwarded to Economy and Environment Scrutiny Committee for information purposes.
Reasons for the Recommendations
1. The report is for noting.
2. To keep Cabinet apprised of the assessment of the Council's Bid.
3. To keep Economy and Environment Scrutiny Committee apprised.
2. The background to the Welsh Government Regeneration Framework and the guidance issued by Welsh Government relating to the submission of bids for future funding is all set out in the report to Cabinet on 1st July 2013. For completeness that report is attached at Appendix 1.
Relevant Issues and Options
3. Cabinet minute C1391 provided delegated authority to the Director of Development Services in consultation with the Managing Director, the Leader and myself to submit the Stage 1 bid (Strategic Outline Programme) by the deadline of 12th July 2013. I can confirm that the Strategic Outline Programme entitled: 'Barry - A Centre of Growth and Opportunity' was submitted to Welsh Government within the timescale allowed. A copy of the bid which was limited at this stage to 3500 words, is attached at Appendix 2.
4. In terms of drawing together the bid, the report presented to Cabinet on 1st July outlined the stakeholder engagement that had been and was planned to be undertaken. Of particular relevance is the fact that there have been three separate meetings of the Barry Regeneration Area Partnership Board held during the months of May and June 2013 at which meetings the views and opinions of Board Members were discussed and considered. In terms of detail, meetings were held on 16th May, 6th June and 18th June and there have been separate meetings with Board Members who were not present at the Board meetings and workshops. In addition, meetings have also been held with various Council departments as well as other key stakeholders, which have informed the production of the bid.
5. The Strategic Outline Programme follows a template provided by Welsh Government and presents a vision, namely:-
'By 2020 Barry will be a distinct, attractive and safe place to live, work, invest and visit, and will make a unique contribution to the economic growth of the South East Wales City Region. Its reputation for excellence will be focused on opportunities for skills development, employability and progression augmented by the profile and academic distinction of a leading edge higher and further education sector.'
A number of strategic objectives follow from the Vision as follows:-
1. A great place to live - outstanding quality of life is enjoyed by everyone
2. A rising star - spreading the benefits of major investment
3. A learning town - building a culture of lifelong learning
4. A great place to work and grow a business
5. A place where opportunities are harnessed to improve health
6. A great place to visit - improve the visitor experience
7. An easy place to access - promoting sustainable transport
8. A place to be proud of - investing in quality design
9. A place with sustainable communities - meeting local needs
6. The specific investment aims for which approval is being sought is as outlined below and included on page 4 and 5 of the bid document.
1. Create a fertile environment to develop cohesive communities by providing the tools to improve and maximise opportunities;
2. Develop a new housing model around the occupation of empty flats, empty commercial properties and other properties in our traditional shopping areas;
3. Broaden the mix and appeal of traditional shopping areas by supporting proposals to locate public facilities, leisure and homes;
4. Renew infrastructure to improve accessibility and perception; and, promote more efficient public transportation provision and usage;
5. Achieve well connected complementary growth by investing in property that will stimulate business and creative industry to start-up or expand; directly creating jobs and growth;
6. Create a brand for the town based around its outstanding waterfront setting and the marine and lifestyle assets; and,
7. Create a strong sense of place by protecting and enhancing Barry's heritage, reusing historic buildings and encouraging new contemporary developments that respect the town's unique identity.
7. The Strategic Outline Programme represents a whole town approach as can be seen from the investment aims detailed above. A flexible approach has been taken in producing the bid as this allows the strategy and outline programme scope to adapt over time and for any changes in emphasis to be reflected in Stage 2 of the process.
8. In terms of next steps, the Council will be advised on 2nd September as to whether it has been successful in progressing to a more detailed Stage 2. If successful the Stage 2 deadline is already set at 4th November with an outcome date of 21st January 2014.
Resource Implications (Financial and Employment)
9. The Council will provide match funding to the level of 25% to support the programme outlined in the bid. The Outline Bid that has been submitted details the level and source of match funding and this will be worked up in further detail at Stage 2. The cost of compiling the bid has been met from within the Directorate budget.
Sustainability and Climate Change Implications
10. There are no sustainability and climate change implications associated with this particular report. However, regeneration has implications for the sustainability of communities, especially when integrated with planning and transport issues. By way of example, investment in new developments and facilities can reduce the need to travel.
Legal Implications (to Include Human Rights Implications)
11. There are no legal implications associated with this particular report.
Crime and Disorder Implications
12. There are no crime and disorder implications associated with this particular report, although successful regeneration activity will result in a reduction in crime and anti-social behaviour.
Equal Opportunities Implications (to include Welsh Language issues)
13. There are no specific equal opportunity implications associated with this particular report, although successful regeneration can lead to improved access to services and facilities and foster community cohesion, a factor which has figured in the Council's bid.
14. There is broad agreement both in Wales and across the United Kingdom that regeneration is a comprehensive process, which aims to tackle a combination of social, economic, physical and environmental issues and that it is focused on areas of disadvantage, particularly those where the market alone cannot delivery improvement. Regeneration therefore requires broad action across a range of Departments and service areas and this is reflected in the content of both the Corporate Plan and Service Plans.
Policy Framework and Budget
15. This report is a matter for Executive decision.
Consultation (including Ward Member Consultation)
16. No Ward Members have been consulted as the report relates to matters that are not Ward specific. The matter is being referred to Economy and Environmental Scrutiny Committee for information purposes.
Relevant Scrutiny Committee
17. Economy and Environment.
Wales Audit Office (August 2005) Regeneration - A Simpler Approach for Wales
Welsh Assembly Government (October 2010) Framework for Regeneration Areas
Welsh Government (October 2012) Vibrant and Viable Places - New Regeneration Framework
Cabinet Report (23rd July 2012 Minute C1780) Barry Regeneration Area
Cabinet Report (17th December 2012 Minute C1949)
Cabinet report (1st July 2013 - Minute C1391)
Operational Manager Countryside and Economic Projects
Operational Manager Planning and Transportation Policy
Head of Housing and Building Services
Principal Housing and Pollution Officer (Public Protection Services)
Major Project Manager (Development Services)
Head of Performance and Development (Corporate and Customer Services)
Business Manager (Corporate and Customer Services)
Tourism/Marketing Manager (Leisure Services)
Manager, Barry Communities First Cluster Team (Planning and Transportation)
Senior Accountant - Accountancy (Resources)
Committee Reports - Legal Services (Resources)
Rob Thomas, Director of Development Services