EXECUTIVE Tuesday

29th March 2016 6.30 p.m.

The Executive

DATE – 29-03-16

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EXECUTIVE

BURNLEY TOWN HALL

Tuesday, 29th

March 2016 at 6.30 p.m.

This agenda gives notice of items to be considered in private as required by Regulations 5 (4) and (5) of The Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012 Members are reminded that if they have detailed questions on individual reports, they are advised to contact the report authors in advance of the meeting. Members of the public may ask a question, make a statement, or present a petition relating to any agenda item or any matter falling within the remit of the committee. Notice in writing of the subject matter must be given to the Head of Chief Executive’s Office by 5.00pm on the day before the meeting. Forms can be obtained for this purpose from the reception desk at Burnley Town Hall or the Contact Centre, Parker Lane, Burnley. Forms are also available on the Council’s website www.burnley.gov.uk/meetings.

AGENDA

1. Apologies

To receive any apologies for absence.

2. Minutes

To approve as a correct record the Minutes of the meeting held on 15th February 2016 (available at www.burnley.gov.uk)

3. Minutes of Individual Decisions There have been no Individual Executive Decisions made since the last meeting;

4. Additional Items of Business

To determine whether there are any additional items of business which, by reason of special circumstances, the Chair decides should be considered at the meeting as a matter of urgency.

5. Declaration of Interest

In accordance with the Regulations, Members are required to declare any personal or personal and prejudicial interests they may have and the nature of

The Executive

DATE – 29-03-16

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those interests in respect of items on this agenda and/or indicate if S106 of the Local Government Finance Act 1992 applies to them.

6. Exclusion of the Public

To determine during which items, if any, the public are to be excluded from the meeting.

7. Public Question Time

To consider questions, statements or petitions from Members of the Public.

PUBLIC ITEMS

8. Private Sector Enforcement Policy

To consider a report on a Private Sector Enforcement Policy (report enclosed)

9. Empty Homes Programme

To consider a report regarding the Empty Homes Programme to reduce the number of empty homes in the Borough (report enclosed)

10. Local Development Scheme

To consider a revised Local Development Scheme setting out the programme for the remaining stages of the preparation of Burnley’s Local Plan (report enclosed)

11. Playing Fields Strategy and Action Plan 2016

To approve the Playing Fields Strategy and Action Plan 2016 (report enclosed)

12. Primary Engineer

To consider a report on Primary Engineer (report enclosed)

13. Strategic Risk Register

To seek approval of the Strategic Risk Register (report enclosed)

14. Exclusion of the Public

To consider the exclusion of the public from the meeting before discussion takes place on the following items of business on the grounds that in view of the nature of the business to be transacted if the public were present there would be a disclosure to them of exempt information within the meaning of Part VA of the Local Government Act 1972.

The Executive

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PRIVATE ITEMS Details of any representations received by the Executive about why any of the

following reports should be considered in public – None received. Statement in response to any representations – Not required

15. Vision Park

To seek approval for prudential borrowing for the Vision Park Project Phase 1, subject to LEP funding approval (report enclosed) This item is private as it contains information relating to the financial or business affairs of any particular person (including the authority holding that information).

16. Disposal of Land at South West Burnley/Westgate, Burnley

To consider the disposal of Land at South West Burnley/Westgate, Burnley (report enclosed)

This item is private as it contains information relating to the financial or business affairs of any particular person (including the authority holding that information).

17. Sale of Nicholas Street Offices

To consider the Sale of Nicholas Street Offices (report enclosed)

This item is private as it contains information relating to the financial or business affairs of any particular person (including the authority holding that information).

18. Disposal of Land oppposite 464-476 Accrington Road

To consider the disposal of Land opposite 464-476 Accrington Road (report enclosed)

This item is private as it contains information relating to the financial or business affairs of any particular person (including the authority holding that information).

19. Grounds Maintenance Equipment & Transport Procurement

To authorise the Head of Green Spaces and Amenities to obtain and accept tenders regarding a capital programme for grounds maintenance equipment and transport procurement (report enclosed)

This item is private as it contains information relating to the financial or business affairs of any particular person (including the authority holding that information).

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MEMBERSHIP OF COMMITTEE Councillor Bea Foster

Councillor Tony Harrison

Councillor Sue Graham Councillor Wajid Khan Councillor John Harbour Councillor Mark Townsend (Chair)

PUBLISHED

Thursday, 17th March 2016

ITEM NO

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Housing Enforcement Policy

REPORT TO THE EXECUTIVE

DATE 29/03/2016

PORTFOLIO Housing and Environment

REPORT AUTHOR Clare Jackson

TEL NO 01281 477231

EMAIL cjackson@burnley.gov.uk

PURPOSE

1. To seek approval to the revised Housing Enforcement Policy.

RECOMMENDATION

2. To approve and adopt the Housing Enforcement Policy attached to this report.

REASONS FOR RECOMMENDATION

3. To ensure the enforcement of legislation affecting the housing stock within the Borough is

current and meets the requirements of the 1998 Enforcement Concordat and the Legislative and Reform Act 2006.

SUMMARY OF KEY POINTS

4. The Council has statutory duties to regulate and enforce the Housing Health and Safety

Rating System and the Licensing of Houses in Multiple Occupation. It also uses other relevant legislation to ensure the highest standards of property condition and property management for people living and working in the Borough.

5. The policy sets out the broad principles and processes which Officers will follow when enforcing housing related legislation to ensure the approach is fair and consistent which will stand up to scrutiny. It will explain how the Council will take steps to ensure that housing does not adversely affect the health, safety and welfare of the occupiers or visitors and how it will improve the management of the private rented sector.

6. The policy is concerned mainly with the private rented sector however its remit also extends across all forms of tenure where appropriate. The policy has been revised and updated to take into account many changes within the private rented sector, including the introduction of new legislation.

7. Please note that the following appendices to the Housing Enforcement Policy are under review. The revised Accreditation Policy and Empty Homes Strategy will be brought to future meetings of the Executive.

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Appendix 1 - The Standards for Houses in Multiple Occupation (HMOs). Anecdotal evidence suggests that there are an increasing numbers of terraced properties that are being used as unlicensable standards; we need to ensure that the standards sufficiently cover this type of accommodation. Appendix 2 - The Accreditation Scheme Policy requires updating in relation to new legislation affecting the private rented sector. The current standards detailed in the policy reflect the Housing Health and Safety System. Feedback from landlords is that this is difficult to interpret; the review will include a more prescriptive property condition check list. Appendix 3 - The Empty Homes Strategy was originally written in 2008 to reflecting changes to housing policy and practice that were being both developed and implemented at the time, such as the Housing Act 2004 and ‘Decent Homes’ agenda. The strategy is under review; expanding upon areas of emerging best practice, as well as National developments in empty homes policy such as the New Homes Bonus, links to the emerging local plan and the provision of affordable housing.

FINANCIAL IMPLICATIONS AND BUDGET PROVISION

8. None

POLICY IMPLICATIONS

9. To make the Borough a place of choice, amongst other factors, the Borough needs to

offer the right quality and type of accommodation. Delivery of this policy will ensure housing conditions and the way in which they are managed are compliant with the relevant legislation helping to achieve the right quality accommodation.

DETAILS OF CONSULTATION

10. None.

BACKGROUND PAPERS

11. None

FURTHER INFORMATION

PLEASE CONTACT: Clare Jackson – Private Sector Housing Manager 477231

ALSO: Paul Gatrell – Head of Housing and Development Control 477230

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Appendix 1

BURNLEY BOROUGH COUNCIL

HOUSING ENFORCEMENT POLICY

Housing and Development Control Unit 19 Parker Lane

Burnley March 2016

Clare Jackson Private Sector Housing Manager

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CONTENTS Pages

Preface 2

Introduction 3

Part A Policy Aims and Objectives

Aims 3

Objectives 3 to 4

Part B Legislation and Policies Used

B1 Part 1 of the Housing Act - HHSRS 4 to 7

B2 Houses in Multiple occupation 7 to 10

B3 Selective Licensing 10 to 15

B4 Accreditation 14

B5 Landlord Development Days 15

B6 The Redress Scheme for Lettings Agency Work & Property Management Work

15 to 16

B7 Smoke and Carbon Monoxide Alarms 16

B8 Housing Act 1985 16 to 17

B9 Requisition for Information 17

B10 Re-possession of a property 17 to 18

B11 Protection From Eviction Act 1977 18

B12 Protection From Harassment Act 1997 18

B13 Vacant Properties 18

B14 Park Homes 19

Part C General Enforcement Policies and Principles

C1 Enforcement Concordat 19 to 21

C2 The Regulators Compliance Code 21

C3 Human Rights Act 1998 21

C4 Data Protection Act 21

C5 Intervention 21 to 22

C6 Ensuring Compliance with Legislation 22 to 24

C7 Sanctions 24 to 26

C8 Multi Agency Work 26

C9 Review 26

Preface The Private Sector Housing Team has a vision to “Create confidence in Burnley as a place of choice by enhancing residents’ quality of life through good quality efficient homes that provide a safe, healthy and well managed living

environment.” .

This well inevitably include the need for enforcement action. The purpose of this policy is to ensure that people who own and rent property in the Borough of Burnley are aware of what they can expect from Officers of the Private Sector Housing Team. Officers will work corporately with other service units to make full use of enforcement tools to raise the standard of housing within the Borough. The Council formally adopted this policy on 25th April 2006 following consultation with the Private Rented Sector Forum and other interested bodies. It supplements the Government's Concordat of Good Enforcement, which has also been adopted by the Council. The policy was further updated in March 2016.

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Introduction The Private Sector Housing Team (PSHT) is part of the Housing and Development Control Unit within Burnley Borough Council. The PSHTs concerned mainly with the Private Rented Sector however its remit also extends across all forms of tenure where appropriate. The Council have statutory duties to regulate and enforce the Housing, Health and Safety Rating System, Licensing of Houses in Multiple Occupation and other rented dwellings in areas subject to selective licensing. We also use other relevant legislation to ensure that homes are safe and well managed.

Delivery of this policy helps to achieve the following Council Strategic Objectives:

PLACES - Making the Borough a Place of Choice PEOPLE – Creating flourishing, healthy and confident communities.

The policy sets out the broad principles and processes which Officers will follow when enforcing housing related legislation to ensure the approach is fair and consistent which will stand up to scrutiny. It will explain how the Council will take steps to ensure that housing does not adversely affect the health, safety and welfare of the occupiers or visitors and how it will improve the management of the private rented sector. The document is divided into three sections:

Part A – Sets out the policy aims and objectives Part B – Sets out the legislation and policies used by the PSHT Part C – Sets out the general enforcement policies and principles,

including fees and describes the types of action available to the Council to ensure compliance with the legislation and duties under the remit of the Private Sector Housing Team.

Part A Policy Aims and Objectives A1. Aims

To explain the legal responsibilities, principles and priorities the Council will follow when enforcing legislation in relation to the private housing sector.

To ensure Officers make balanced and consistent enforcement decisions when carrying out their duties.

A2. Objectives

Ensure that when brought to the Council‘s attention, tenants of a private landlord or Registered Provider live in homes free from hazards that pose risks to their health, safety and welfare;

Ensure the satisfactory management of all rented properties including houses in multiple occupation (HMO‘s);

Ensure letting and management businesses are members of a Government

registered Redress Scheme; Ensure all HMO‘s and properties situated in a selective licensing area are

licensed where required, licensed conditions are met and the properties are safe;

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Work with the Fire and Rescue Service to ensure satisfactory means of

escape from fire and other fire precautions in HMOs; Ensure landlords implement the requirements detailed in The Smoke Alarm

and Carbon Monoxide (England) Regulations 2015

Reduce the number of long term vacant properties;

Alleviate overcrowding in private sector accommodation;

Prevent unlawful evictions and harassment; On occasion, in serious cases we will be called to support owner occupiers

who are living in homes which could be detrimental to their health and wellbeing.

Part B Legislation and Policies Used B1. Part 1 of the Housing Act 2004 and the Housing, Health and Safety Rating System (HHSRS) B1.1 Introduction

The Housing Act 2004 (―the Act‖) is a significant piece of legislation and the one that is commonly enforced by the PSHT. This chapter outlines the provisions of the Act; it should be noted that this is not a definitive interpretation of the legislation and does not provide a full statement of the law - it is simply a summary. Part 1 of the Housing Act 2004 details the system used for assessing the condition of residential premises. This is called the Housing Health and Safety Rating System (HHSRS) and is a way of identifying faults in a dwelling and evaluating the potential effect of those faults on the health, safety and welfare of the occupants and/or visitors. The principle of this system is that any residential premises should provide a safe and healthy environment for any potential occupier or visitor. The system scores a hazard on the basis of the likelihood of an occurrence that could cause harm over the next twelve months and the probable severity of the outcome, if it did happen. B1.2 Property Inspections and Keeping Records If a complaint is received that suggests there is the existence of hazards at a property the need for a HHSRS inspection will be assessed. As the Council receive over 300 complaints of disrepair per year, the assessment will be based upon the information given by the complainant to determine the potential seriousness of the hazards and within in how many days an inspection is required. In some cases of minor hazards the landlord or managing agent will be contacted to facilitate compliance before an inspection is undertaken. This procedure will be used particularly in cases where the landlord or managing agent is accredited under the Good Landlord and Agent Scheme. Where there is reason to believe that a property requires an inspection, we will as far as possible, inspect the whole property, both internally and externally in accordance with the HHSRS Operating Guidance.

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Where there is a particular hazard requiring immediate action a partial inspection may be carried out initially. Once action to deal with the immediate problem is in progress a follow up inspection of the entire property will be undertaken to assess other hazards. We are required by the HHSRS regulations to keep an accurate record of all inspections carried out, either in paper copy or electronic form. The private sector housing team use a standard property inspection form when undertaking any inspections. In a minority of cases an occupier may withdraw their complaint or state that they do not want the Council to undertake an inspection. Where the Council believe that serious hazards exist at the property or the occupier has withdrawn the complaint under duress the inspection will be pursued. B1.3 Category 1 Hazards Under section 5 of the Act the Council have a mandatory statutory duty to take the most appropriate enforcement action where a Category 1 hazard exists in a residential premises. Category 1 hazards are those that could have a serious adverse effect on the health, safety or welfare of the occupiers or visitors to the property. It is still permissible to take informal action unless there are indicators to the contrary such as a previous history of non-compliance or where it is known that the person responsible for the premises has been aware of the hazard and has not taken any remedial action. Informal action will be replaced by a statutory notice if at any time it appears that satisfactory progress to reduce or remove the hazard(s) is not being made. The statutory notices for category 1 hazards can include: Improvement Notice Prohibition Order Hazard Awareness Notice Emergency Remedial Action Emergency Prohibition Order Demolition Order Declaration of a Clearance Area B1.3 Category 2 Hazards Under section 7 of the Act the Council DO NOT have a mandatory statutory duty to take enforcement action where a category 2 hazard exists in a residential premises. The Council can however use discretionary powers to take enforcement action. As with category 1 hazards an informal approach will first be taken followed by a statutory notice if at any time it appears that satisfactory progress to reduce or remove the hazard(s) is not being made. The statutory notices for category 2 hazards can include: Hazard Awareness Notice Improvement Notice Prohibition Order It is considered appropriate for enforcement action to be taken in relation to category 2 hazards where: Any category 2 hazard is assessed as being an F or above; A Case falls outside the above general policy where the officer considers that there

are justifiable reasons for taking action. An example may be where there are multiple low category 2 hazards leading to the property being in an overall poor state of repair. The decision to proceed in these cases should be agreed with the Private Sector Housing Manager.

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The Act permits more than one course of enforcement action to be taken on the same hazard or the same action to be taken again where the Council consider that the action taken by the recipient of the notice so far has not proved satisfactory. B1.4 Standard of Remedial Work As a minimum, category 1 hazards should be reduced to category 2 hazards assessed below a band F. Regard will be had to the extent of the work that is reasonable in order to reduce the hazard(s) significantly without incurring excessive costs. A ―patch and mend‖ approach should be avoided wherever possible. The works should be substantial and specified to be effective for a minimum of five years. B.1.5 Powers of Entry Authorised Officers have powers of entry to carry out a survey and examination of any residential premises to determine whether any action under the Act should be taken or whether any offence has been committed. Where ever possible occupiers and owners will be given at least 24 hours‘ notice, usually in writing of an intended inspection. It is a criminal offence to obstruct an Authorised Officer from inspecting a house. Authorised Officers will be wearing photographic identification and carry a letter of authorisation signed by the Head of Housing and Development Control. If entry to a property is refused the Council will consider applying to the Magistrates Court for a Warrant to authorise entry especially where the Council believe serious hazards exist at the property. B1.6 Vacation of Properties Following a HHSRS Inspection This is a frequent occurrence in the Borough and is often referred to as a ―retaliatory eviction‖. Tenants may be deterred from reporting disrepair to the Council for fear of being asked to leave their house by the landlord. Consequently new legislation under the Deregulation Act 2015 contains provisions suspending the operation of Section 21 in order to protect a tenant against retaliatory eviction. However if the tenant leaves of their own accord or a Section 21 Notice was served before the complaint of disrepair or other grounds for possession such as rent arrears are being pursued the following action will be taken: When the property becomes vacant after a HHSRS inspection and after a schedule

of remedial work has been sent it will be placed on void monitoring. If the property is re-let by the same landlord that the schedule of remedial work was sent to without the required remedial work being undertaken the Council will serve an enforcement notice.

If there were Category 1 hazards found at the property a Suspended Improvement Notice will be served.

If an Improvement Notice has been served prior to the property becoming vacant and the landlord confirms in writing that he/she intends to use the house for their own family‘s use, the Improvement Notice will be revoked and replaced with a Hazard Awareness Notice.

If the property is to be re-let then the Improvement Notice will be suspended. B1.7 Powers to Require Documents

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Section 235 of the Act allows the Council to require documents from a person to assist the Council undertaking their duties in relation to the Act of for the purpose of investigating whether any offence has been committed. B1.8 Owner Occupiers As explained in the introduction to this policy the PSHT will in the main deal with the private rented properties, however occasions will arise whereby Category 1 hazards are identified in owner occupied properties. The duty to take action still applies although it would not generally be in the public interest to enforce compliance unless the health and safety of the public or visitors was being endangered by the hazard. B2. Part 2 of the Act Houses in Multiple Occupation (HMOs) B2.1 Introduction HMOs are recognised as an important type of housing accommodation within the Borough and often the only viable source of housing accommodation for vulnerable residents. They are recognised as higher risk accommodation in relation to fire, inadequate facilities, overcrowding and poor management. Section 254-259 of the Act defines what an HMO is. Although not an extensive explanation a HMO means a building or part of a building (e.g. a flat): Which is occupied by more than two households and in which more than two

households share an amenity or, Which is occupied by more than two households and which is a converted building

which does not entirely comprise self contained flats or, Which comprises entirely of converted self contained flats and the standard of

conversion does not meet, at a minimum, that required by the 1991 Building Regulations and more than one third of the flats re occupied under short term tenancies.

B2. 2 The Mandatory Licensing of HMOs Part 2 and certain provisions in Part 7 of the Act introduce a mandatory licensing scheme for HMO‘s, the aim of this new regime is to provide greater protection for the health, safety and welfare of occupants of HMO‘s. Aside from physical standards in HMOs other provisions of the licensing scheme focus on the management of the premises; and the ‗fitness‘ of those managing or providing HMO accommodation. Mandatory Licensing will ensure that those HMOs which present the most significant health and safety risks come to the attention of the Council, placing a more direct obligation on landlords to provide acceptable standards. Every HMO that has three storeys or more and that has at least five people are living there must be licensed. The Act places the following general duties on the Council in respect of licensable HMOs: To effectively implement a licensing regime A licensing process is in place which requires the owner to make an application. The details of which are set out on the Council‘s website. To determine licence applications within a reasonable time

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The Council will work towards determining all HMO licence applications within 90 days of a valid licence application being received. To be regarded as a valid application it must comprise of:

o A fully completed application, with all required signatures and dated, o Associated documentation listed in the application form such as a gas

safety certificate and electrical installation report; o Payment of the correct fee; o Any other information requested by the Council to assist in determining

whether the licence should be granted. If the required information is not received from the applicant within a reasonable timescale of 90 days the application will be deemed invalid and cancelled.

To take all reasonable steps to ensure that applications for licenses are made in respect of HMOs which are required to be licensed but are not currently licensed

The person who has control or the person who is managing the HMO is required to apply to the Council for a licence. The Council will take all reasonable steps to ensure applications are made to them; such steps will include publicity of the new requirements through the Council‘s website, the media, the Private Rented Sector Forum, landlord evenings and the Good Landlord and Agent Scheme (GLAS). Periodic training courses for landlords and managing agents will also be arranged. B2. 3 Licence Fees The Act allows the Council to charge a fee to cover the costs incurred in undertaking all duties involved in the administration of the licensing process. The fee is reviewed and agreed annually by the Council‘s Executive Committee. Current fee levels can be found on the Council‘s website. Where it is found that a HMO was not licensable at the date of application, and where the licence fee was paid, then the Council is obliged to refund the fee in full, whether or not the licence was subsequently granted. In certain cases, a property will have been licensable at the date of application but circumstances may have changed before the licence has been granted, for example, the occupation may have reduced to less than five persons and the landlord has no intention of re-letting the property to five or more persons. In some cases, the property may be sold prior to the licence being granted. In such cases a partial refund of the licence fee will be made to the applicant, apportioned to reflect the work undertaken in the processing the application. The amount of refund will be as follows:

Application received and processed

50 % refund

Notice of Intention under Schedule 5(1) served but the final licence and Notice of Decision to Grant a Licence under Schedule 5 (7) not yet served

20 % refund

There will be no entitlement to a refund after the licence has been granted and all associated documentation has been appropriately served. The legal procedures and requirements in relation to the granting or refusing of a HMO licence are detailed in Part 2 and Schedule 5 of the Act as well as associated

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regulations. Although it is not necessary to undertake an inspection of the HMO before the decision is made to grant the licence the Council will undertake such an inspection as a matter of course. For a licence to be granted the following conditions must be met:

The dwelling is reasonably suitable for the occupation of the number of persons or households specified in the application or determined by the Council;

The proposed licence holder is a fit and proper person who is the most appropriate

person to be granted the licence;

The proposed manager of the HMO is a person having control of the house and is also a fit and proper person;

The proposed management arrangements are satisfactory.

The proposed fire precaution arrangements are satisfactory.

B2.4 Reasonably Suitable for Occupation Under section 65 of the Act the Council must be satisfied that the HMO is reasonably suitable for occupation by a specified maximum number of persons. In making this assessment, regard must be taken of the Licensing and Management of Houses in Multiple Occupation and Other Houses (Miscellaneous Provisions) (England) Regulations 2006 (as amended). These regulations require that the following matters must be taken in to account when assessing suitability for occupation: The provision of an adequate means of space heating in each unit of living

accommodation The provision of adequate and sufficient toilet facilities, plus facilities for personal

washing and bathing The provision of adequate and sufficient kitchen facilities The provision of appropriate fire precaution facilities and equipment. The regulations do not specify an exact standard, nor do they contain any requirements regarding minimum room sizes. It is for the local authority to set their own standards, based upon these general headings, and to determine the minimum room sizes that will be imposed in order to assess maximum occupancy levels. A document on the required standards for HMOs has been produced, which identifies these requirements, B2.5 HMO Standards The HMO standards adopted by the Council and attached as appendix 1 incorporates:

Standards prescribed by the Licensing and Management of Houses in Multiple Occupation and Other Houses (Miscellaneous Provisions) (England) Regulations 2006.

Management standards prescribed by the Management of Houses in Multiple

Occupation (England) Regulations 2006.

Space standards prescribed by the Chartered Institute of Environmental Health.

Requirements of the ‗fit and proper‘ person test

Lancashire County Council guide to fire precautions and means of escape from fire in HMOs.

B2.6 Duration of the Licence

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The maximum period for a licence is prescribed by the Act and as 5 years. The majority of licences will be granted for this period. A licence may have to be granted for a reduced period if the applicant is under lease for less than 5 years. B2.7 Section 255 HMO Declarations Where there may be a dispute or confusion over whether a building is an HMO, and the Council are satisfies that the building is an HMO, it will issue a declaration which puts beyond doubt that such a building is to be regarded as an HMO. B2. 8 Discretionary Licensing Discretionary powers are available to extend the scope of licensing within the private rented housing sector beyond the mandatory scheme for HMOs. Under the heading of discretionary licensing, there are two distinct types: Additional HMO Licensing (Part 2 of the Housing Act 2004) Section 56 of the Act

gives powers to the Council to designate areas, or the whole of the area within their district, as subject to additional licensing in respect of some, or all, of the HMOs in its‘ area that are not already subject to mandatory licensing. An additional licensing area can only be made where widespread and significant problems of ineffective management can be identified.

Selective Licensing (Part 3 of the Housing Act 2004) Section 80 of the Act gives

powers to the Council to designate areas, or the whole of the area within their district, as subject to selective licensing in respect of all privately rented accommodation, provided certain conditions are met. Selective licensing can only apply in areas of low housing demand, or in areas experiencing problems of widespread and persistent anti-social behaviour, or both. Both types of discretionary licensing require approval of the Secretary of State, and will only be approved where specific conditions of the legislation and guidance issued by the Department of Communities and Local Government have been met

The current position in Burnley is that there are currently no Additional Licensing areas. There is however areas of the Borough that have been designated Selective Licensing areas. B3. Part 3 Selective Licensing B3.1 Introduction The Council have declared a number of areas in the Borough as selective licensing designation areas. These are areas of the Borough that have been identified as suffering from low housing demand. The main aim is to improve the management of private rented properties within the area. When combined with a wider housing and economic regeneration programme we aim to improve the social, economic and environmental conditions within the area. To achieve this we aim to: Improve the management of the private rented sector Improve the condition of the private rented sector Reduce anti-social behaviour Reduce environmental crime Reduce empty properties A licence is required for each privately rented dwelling in the areas.

B3.2 Securing an Application

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The Council will take all reasonable steps to secure an application from the person

having control or managing a house situated in a selective licensing designation area

that is required to be licensed. This will include:

Advertising that a selective licensing designation area has come into force following

the legal requirements;

Where properties are known to the licensing team sending an application pack or

reference to the online service to the owners and or managers;

Sending a reminder letter where applications are not received.

Proving guidance and advice on the completion of the application process.

It is however the owner or managers responsibility to determine whether their house is

required to be licenced and to request an application pack from the Local Authority if they

have not received one.

B3.3 Determining a Licence Application

The Council will work towards determining all a selective licence application within 90

days of a valid licence application being received. To be regarded as a valid application

it must comprise of:

A fully completed application, with all required signatures and dated,

Associated documentation listed in the application form such as a gas safety

certificate and electrical installation report;

Payment of the correct fee;

Any other information requested by the Council to assist in determining whether

the licence should be granted.

If the required information is not received from the applicant within a reasonable

timescale of 90 days the application will be deemed invalid and cancelled.

The legal requirements in relation to granting or refusing a licence are detailed in Part 3

and Schedule 5 of the Act as well as associated regulations. For a licence to be granted

the following criteria must be met:

that the proposed licence holder—

is a fit and proper person to be the licence holder, and

is, out of all the persons reasonably available to be the licence holder in respect of

the house, the most appropriate person to be the licence holder;

that the proposed manager of the house is either—

the person having control of the house, or

a person who is an agent or employee of the person having control of the house;

that the proposed manager of the house is a fit and proper person to be the

manager of the house; and

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that the proposed management arrangements for the house are otherwise

satisfactory.

B3. 4 Failure to Apply for a Licence

It is a criminal offence if a person having control of or managing a house or HMO which

is required to have a license has not applied for one. The Local Authority will determine

whether a prosecution case should be taken. Before deciding whether a prosecution will

be taken against an individual or company the Prosecuting Officer will consider whether

taking the case is in the public interest and whether there is sufficient evidence to show

that an offence has been committed.

B3. 5 Invalid Application Forms

The Local Authority will seek to invalidate an application for a licence if upon request,

missing information is not received or if the full fee does not accompany the application

form and no payment plan has been agreed with the authority. Invalidated applications

will then be addressed as an offence for operating a house or HMO that is required to be

licensed without a licence.

B3.6 Rent Repayment Orders

Failure to obtain a licence for a house or a HMO can have serious financial

consequences for the landlord. If the landlord is found guilty of an offence for failing to

apply for a licence the Council will pursue a Rent Repayment Order (RRO). Such an

order is made to the Residential Property Tribunal requiring the landlord to repay the

housing benefit received during the time the house was not licensed.

B3.7 Failure to Comply with Licence Conditions

The licence holder or individuals bound by the licence commits an offence if they fail to

comply with any condition of the licence. The Council will seek to revoke the licence if:

The licence holder or any other person commits a serious breach of the licence

condition or repeatable breaches of the conditions.

The Local Authority no longer considers the licence holder or manager to be a fit

and proper person.

Failure to comply with a licence condition is an offence for the licence holder or

individuals bound by the licence. The Local Authority will determine whether a

prosecution case should be taken in cases where there are serious or repeated

breaches. Before deciding whether a prosecution will be taken against an individual or

company the Prosecuting Officer will consider whether taking the case is in the public

interest and whether there is sufficient evidence to show that an offence has been

committed.

Minor breaches will be addressed through correspondence in the first instance.

Annual reminders are sent out to licence holders requesting up to date gas safety

certificates.

Officers monitor the designation areas and undertake property checks to ensure the

licence conditions are being met.

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B3. 8 Management Orders

The Local Authority will use Management Orders to take over the control of problematic

properties:

When there is no reasonable prospect of the property being licenced;

To protect the health, safety or welfare of the tenants;

To protect the health, safety or welfare of other occupiers or landowners in the

neighbourhood of the property.

B3. 9 Variation of a licences The Council can vary the terms of a licence with or without the agreement of the licence holder if the circumstances regarding the relevant HMO or other property have changed. B3. 10 Revocation of a licences The Council may have to revoke a licence. The grounds for revoking a licence include: A request of revocation from the owner Where the Council believes that the licence holder is no longer a fit and proper

person As a result of the number of occupants or other current standards that apply the

HMO would not have been licensable under its current conditions. B3.11 Temporary Exemption Notice The Council may serve a temporary exemption notice where a person who is required to be licensed notifies the Council that they propose to take steps to ensure the property is no longer required to be licensed. The notice is served on this person and exempts that property from being licensed for a period of 3 months. In exceptional circumstances the Council may serve a second temporary exemption notice that lasts a further 3 months. No further notice can be served after the expiry of the second. The Council can refuse to serve a temporary exemption notice which allows a right of appeal. Such circumstances where the Council may refuse to serve a temporary exemption notice is where the owner has failed to supply clear evidence showing that they are taking steps to exempt the HMO or other property from the criteria for licensing. B3. 12 Licence Appeals The applicant or any relevant person may appeal to the First Tier of the Lands Tribunal against a decision by the Council to:

Refuse or grant a licence Grant a licence To vary or revoke a licence To refuse to vary or revoke a licence.

B3. 13 Public Register Section 232 of the Housing Act 2004 requires every housing authority to establish and maintain a register of:

all licenses granted under Part 2 and 3 of the Act (HMO and selective licensing); all temporary exemption notices served and all management orders made.

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The register may be in such a format as the authority consider necessary subject to requirements prescribed in regulations. B3.13 Fee and Charging Structure for Selective Licensing Part 3 of the Housing Act 2004 outlines that the Authority may require the application to be accompanied by a fee fixed by the authority. The Authority is not permitted to make a profit from the introduction of the Selective Licensing programme and any surplus must be ring-fenced for use on the scheme. The fees should, however, take account of all costs incurred in administering selective licensing schemes. The fee structure will be reviewed annually. Applications will be charged the full amount to accompany the application form. At the Council‘s discretion a payment plan or direct debit may be established to agree to payments to be made over an agreed period of time, any such plan/agreement can only be repaid by direct debit. Applications for licences in the last six months of the designation will be eligible for a reduced fee of 50%, this is where properties have not been licensable prior to the 6 month deadline. Applications made for a licence during the designation will be based on the agreed fee structure. Licenses are non-transferrable. Applications resulting from a change in ownership of a licensed property will be charged the full standard fee. A fee will not be reimbursed if a property is sold before the end of the designation area. Where a licence is refused or revoked, the applicant or licence holder will not be entitled to any refund of fees and will still be required to pay any outstanding charges linked to the application. The structure is based upon the staff time taken to administer the selective licensing schemes along with overheads and recharges. An accredited landlord will be entitled to a 30% discount; a landlord must be accredited at the time of the designation areas come into force. A discount of £100 will be applied to the overall application cost of the fee if the applicant submits a fully completed application form and all requested documentation within 3 months of the designation area coming into force. Payment must be received in full or a direct debit payment plan agreed. Failure to continue to make the annual direct debit payment will result in the loss of the early application discount. Current fee levels can be found on the Council‘s website. B4. Accreditation Accreditation supports selective licensing as a voluntary initiative to drive up standards in the private rented sector through good landlords and managing agents. Accreditation started in the early 1990s, particularly in the student sector. These early schemes were operated by Higher Educational Institutions and/or their agencies and some local authorities.

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Accreditation is a partnership; giving landlords an opportunity to work with the Council. Each scheme has a set of standards relating to the management and physical condition of privately rented accommodation. Landlords who join the scheme and abide by the standards are accredited. There is no compulsion for landlords to join, but there are advantages. Burnley‘s accreditation scheme, The Good Landlord and Agent Scheme (GLAS) was first established in 2001. Appendix 2 contains the Council‘s Accreditation policy. Through continuing development of the scheme more landlords and agents are encouraged to join and improve the condition of their properties. These improved conditions physically enhance living conditions for tenants and residents living in communities that have been identified as deprived. The scheme is important for promoting and implementing proactive policies and initiatives within the private rented sector Borough wide. B5. Landlord Development Days The Council holds regular Landlord Development Days to ensure landlords and managing agents are aware of their legal responsibilities and best practice in relation to property management. This helps ensure the GLAS standards and licence conditions are being met. In addition annual newsletters and email bulletins are sent to licence holders when new legislation or changes in the private rented sector are introduced.

B6. The Redress Schemes for Lettings Agency Work and Property Management Work (Requirement to Belong to a Scheme etc) (England) Order 2014 New legislation has been introduced which means that from 1st October 2014 it is a legal requirement for all lettings agents and property managers in England to join one of three Government-approved redress schemes. Whilst the majority of lettings agents and property managers provide a good service there are a minority who offer a poor service and engage in unacceptable practices. This requirement will mean that tenants and landlords with agents in the private rented sector and leaseholders and freeholders dealing with property managers in the residential sector will be able to complain to an independent person about the service they have received. Ultimately the requirement to belong to a redress scheme will help weed out bad agents and property managers and drive up standards. The requirement will be enforced by the Council who can impose a fine of up to £5,000 where an agent or property manager who should have joined a scheme has not done so. B7. The Smoke and Carbon Monoxide Alarm (England) Regulations 2015 The regulations require private rented sector landlords, from 1st October 2015, to have:

1. At least one smoke alarm installed on every storey of their rental property which is used as living accommodation.

2. A carbon monoxide alarm in any room used as living accommodation where solid fuel is used.

3. The landlord must make sure the alarms are in working order at the start of each new tenancy.

Failure to comply with these regulations will result in a remedial notice being served. Failure to comply with the remedial notice could result in a penalty fine not exceeding

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£5,000. The Council‘s statement of principles for determining the financial penalties in relation to this legislation is available on the Council‘s website. B8. HOUSING ACT 1985 (as amended) B8.1 Section 265 - Power to make Demolition Order A demolition order is an option for the Council to use to deal with the existence of Category 1 hazards on a residential premises. A demolition order requires the property to be vacated within a specific time and subsequently demolished. It is a criminal offence to allow the property to be occupied after the demolition order has come into effect. If the person upon whom the order has been served does not demolish the building, the Council can demolish it instead and recharge the person accordingly. Should the Council be required to demolish the property, and the demolition leaves an adjacent terrace property party wall exposed, then the Council will construct a new gable wall and will recover the cost from any compensation monies owing to the owner. B8.2 Section 289 - Declaration of clearance area A clearance area is an area that is to be cleared of all buildings. Where Category 1 hazards exist on a residential premises, the Council can declare a clearance area. If this is chosen as the most appropriate enforcement action. The Council is required to consult on the declaration of a clearance area and publish its intentions. Owners and in certain cases occupiers of properties are compensated accordingly. B8. 3 Section 324 – Overcrowding A property is overcrowded when the number of persons sleeping in the dwelling contravenes either the specified room or space standard. It is an offence for either an occupier or landlord to cause or permit overcrowding. The Council can prosecute the person causing such an offence. Where a dwelling is found to be overcrowded the Council may serve notice on the occupier, in writing requiring him to abate the overcrowding within 14 days from the date of service of notice. B9. LOCAL GOVERNMENT (MISCELLANEOUS PROVISIONS) ACT 1976 Section 16 - Requisition for Information When the Council need to obtain information about a property in respect of which we are proposing to take enforcement action we will serve a requisition for information on the occupier and/or any person who has a legal interest in it, or who directly or indirectly receives rent, or is authorised to manage or to arrange for its letting. It will always indicate the Act and section of the Act that it is proposing to enforce. Generally speaking a Requisition for Information is served at an early stage to ensure that it is corresponding with the correct person(s) but where the Council feel that urgent enforcement action is necessary it may be served at the same time as a formal Notice. B10. Re-Possession of a Property – The Housing Act 1988/Rent Act 1977 This legislation details the correct procedure that landlords must follow to end a tenancy agreement; any variation of this procedure may be classed as an illegal eviction. The Protection from Eviction Act 1977 makes harassment and illegal eviction a criminal and civil offence. The Council will investigate any complaints of harassment or illegal eviction. Officers will talk to landlords regarding the potential consequences of illegal eviction; help tenants to get back into their home after an illegal eviction and may prosecute landlords who illegally evict or harass their tenants. Under the Deregulation Act 2015 and The Assured Shorthold Tenancy Notices and Prescribed Requirements (England) Regulations 2015 new assured shorthold tenancies

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in England starting from October 1st 2015 onwards will have to use the new standardised Section 21 form and abide by all the requirements for valid service. For the purpose of this legislation new assured shorthold tenancies include the renewal of tenancies but not statutory periodic tenancies. A Section 21 cannot be served in the first 4 months of the original tenancy but it may be served at the outset of a replacement tenancy. For tenancies after October 1st 2015 a valid Section 21 can only be given when the tenant has been provided with a copy of a valid Energy Performance Certificate, Gas Safety Certificate and the most recent version of ‗How to rent: The checklist for renting in England‘. This should all be provided at the start of the tenancy. Additionally, if an updated gas safety certificate is obtained during the course of the tenancy a copy of this must have been given to the tenant. For new and old Section 21 notices the deposit needs to be protected correctly and the prescribed information given to all relevant parties if a deposit was taken. Retaliatory eviction is where a tenant informs the landlord of a repair that needs to be performed and the landlord serves an eviction notice in response. Landlords will not be able to serve a valid Section 21 if; The tenant has made a written complaint to the landlord about the condition of the

property prior to its being served; and

The landlord has not provided an adequate written response within 14 days (this does not mean the work actually has to be done within this period); and

The tenant has then complained about the same matters to the relevant local

authority who have decided to serve an Improvement Notice in respect of the property or have carried out emergency remedial action themselves using their powers under the HHSRS.

B11. Protection From Eviction Act 1977 This Act contains measures to protect residential occupiers from illegal eviction and harassment. The Act makes it a criminal offence for a landlord to evict a residential occupier without having followed the stated legal procedure to bring the tenancy or licence to an end. The Act also makes it a criminal offence for a landlord or a person acting on the landlords behalf to carry out acts of harassment to force a tenant to give up or leave their tenancy. B12. Protection From Harassment Act 1997 This Act makes it a criminal offence for a person to commit acts of harassment against another. Whilst not specifically designed to protect private tenants it can be used as an enforcement tool for cases where the available evidence does not allow for a prosecution under the Protection From Eviction Act 1977. B13. Vacant Properties B13.1 Introduction Burnley currently has approximately 2,500 vacant properties which create a negative impact on the local environment by attracting anti-social behaviour and vandalism. The empty property strategy (appendix 3) details how vacant properties within Burnley will be

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tackled. The purpose of the strategy is to encourage owners to bring their properties back into use; however enforcement action will be used where informal tools fail. B13.2 Compulsory Purchase Orders Where an owner cannot be found or refuses to take action to deal with an empty property which has been empty for more than six months and/or is giving rise to problems in the neighbourhood, or compulsory purchase is considered the most satisfactory way of dealing with a particular problem, the Council will consider compulsory purchase action to buy the property. The property would then be renovated resold or leased to Calico. In some cases the property would be sold prior to renovation with a Building Licence. This licence requires the person acquiring the property to renovate it to a specified standard within a specified timescale or usually between 6 and 12 months. B13.3 Empty Dwelling Management Orders EDMOs were introduced in the Housing Act 2004 to address the problem of empty homes by bringing vacant properties back into use and addressing the poor state of repair. There are two types of EDMO – interim and final. They both allow the Council to manage vacant properties on behalf of the owner or contract a third part to do so, i.e. a Registered Provider. The Council does not become the legal owner of the property and cannot sell or mortgage the property. B13.4 Enforced Sale The Enforced Sales Procedure is a process by which the Council brings about the sale of a privately owned house. It is used as a means to ―sell on‖ a long-term vacant house (vacant longer than six months) to a new owner, in circumstances where the present owner is either unwilling or unable to deal with the house and its associated problems. Enforced sale can be used for those properties that have charges raised against them following statutory improvement works, where the property remains empty and is causing a significant nuisance to the surrounding area. B13.5 Section 215 of the Town and Country Planning Act 1990 This section allows the Council to take steps requiring land/premises to be cleaned up when its condition adversely affects the amenity of the area. If it appears that the amenity of part of the borough is being adversely affected by the condition of neighbouring land and buildings the Council can serve a notice on the owner requiring the situation to be remedied. The notice will detail the action that needs to be taken and the time in which the action must be complete. If the required action is not undertaken by the owner the Council can undertake the clean-up works and recover costs from the owner. The notices can be used to address the appearance of vacant properties which have in some cases resulted in the owner then continuing remedial work to bring the property back into use. Not complying with a notice is a criminal offence; the Council can prosecute the person who received the notice if he intentionally failed to comply with the notice Owners can appeal against the section 215 notice to the Magistrates Court. B14. Park Homes The PSHT are responsible for licensing Park Home Sites. Sites can apply for a licence if they have gained or are in the process of obtaining the required planning permission to operate as a recognised caravan, mobile home or park home site. These sites are commonly known as ‗protected sites‘. The PSHT will determine whether the site comply

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with the Model Standards 2008 for Caravan Sites in England before a licence can be granted. Licensed sites will be inspected annually; any breaches will be enforced under the Mobile Homes Act 2013. There are associated costs with the licensing and inspection of the Park Homes Sites. The Charging policy is available on the Council‘s website.

Part C – General Enforcement Policies and Principles C1. Enforcement Concordat and the Regulators Compliance Code The Council have signed up to this concordat. This document incorporates the Enforcement Concordat produced by the Government and sets out what businesses, individuals and the community as a whole can expect from the PSHT. It commits us to good enforcement policies and procedures. The primary function of the PSHT enforcement work is to protect the health, safety and welfare of the public. At the same time, equitable and consistent enforcement helps to maintain a level playing field for local business, as well as our service users. We recognise that the effectiveness of legislation depends upon the compliance of those regulated and that most businesses and individuals want to comply with the law. We will, therefore, assist and advise wherever possible, whilst taking firm action against those who flout the law or act irresponsibly. The Council and the Housing and Development Control Unit formally adopt the Government‘s Concordat on Good Enforcement. We thereby commit ourselves to the following policies and procedures:- C1.1 Standards In consultation with business and other interested parties, we will draw up clear standards setting out the level of service and performance that the public and business can expect to receive. We will publish these standards and our annual performance against them. C1.2 Openness and Transparency We will provide accessible information and advice, in plain language, on the legislation that we enforce. We will be open about how we set about our work, consulting local business and other interested parties. We will always discuss general issues, specific failures or problems with anyone who has been enforced against. We will seek to ensure that people understand what is expected from them as well as knowing what they can expect from us. C1.3 Helpfulness We will actively work with local business to advise on, and assist with, compliance. We will provide a courteous and efficient service and our staff will identify themselves by name. All staff who visit properties will identify themselves by name and carry identification cards. We will offer a contact point and telephone number to encourage further liaison. Applications for licences will be dealt with efficiently and promptly. We will strive to ensure that, wherever practicable, our activities are effectively co-ordinated to avoid unnecessary overlaps and/or delays.

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C1.4 Complaints about our service We will maintain our informal and formal corporate complaints procedures, which are easily accessible to all service users, and which explain all rights of complaint and appeal, including the likely timescales involved. C1.5 Proportionality We will take into account the costs of compliance for business by ensuring that any enforcement action we take or remedial action we require is proportional to the risks. We will, as far as the law allows, work with business and individuals so that they can meet their legal obligations, without unnecessary expense. C1.6 Consistency We will train and develop our officers so that they are consistent in interpreting and enforcing legislation. Whilst officers necessarily exercise judgement in individual cases, we will have arrangements in place to promote consistency, including liaison with other authorities and enforcement bodies. One such way of providing a consistent approach with other authorities is through the ‗HOME SURE‘ working group which consists of officers from the East Lancashire authorities. This policy will be administered in accordance with the adopted Equal Opportunities Policy. Enforcement decisions will not be influenced by issues such as ethnicity or national origin, gender, religious beliefs, political views or sexual orientation. C2. 1 The Regulators’ Compliance Code The Council are required by the Legislative and Regulatory Reform Act 2006, to have regard to The Regulators‘ Compliance Code. This Enforcement Policy is compliant with the Code in that it aims to promote efficient and effective approaches to regulatory inspection and enforcement, thereby improving regulatory outcomes without imposing unnecessary burdens upon property owners and occupiers. Any departures from the Code will be properly reasoned, documented and based upon material evidence. The Code does not however apply to actions under Part 1 of the Housing Act 2004 relating to the HHSRS. Actions under Part 1 will therefore continue to be subject to the principles of the Enforcement Concordat. C3. Human Rights Act 1998 All enforcement activity will be undertaken with due regard to the provisions of the above legislation, which derives from the European Convention on Human Rights especially: Article 6 – the right to a fair trial; Article 8 – the right to respect for private and family life; Article 1 of the First Protocol, which relates to the protection of property. C4. Data Protection Act 1988 In the course of their work Officers will comply with the Data Protection Act. All information and evidence gathered during the course of carrying out the duties will be treated confidentially. Confidential information will not be divulged unless required by law or by some other significant reason that is in the public interest. C5. Intervention The Private Sector Housing Team will work both proactively and reactively to improve the conditions and management of private sector housing.

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C5.1 Proactively Proactively we will

Identify houses in multiple occupation (HMOs) by carrying out surveys of the borough

Inspect licensed HMOs to assess hazards under the HHSRS, to ensure compliance with the licence conditions and the management regulations

Inspect properties in priority areas and selective licensing areas to assess hazards

under the HHSRS and to ensure compliance with the licencing scheme and the associated licence conditions

Review the condition of Burnley‘s housing stock through house condition surveys

Inspect property portfolios in the ownership or management of a particular landlord or managing agent where serious concerns over management standards or condition are identified in any one of the properties in the portfolio.

Identify vacant properties by utilising Council Tax data and carrying out surveys of the borough, Officers will then respond according to the level of vacancy

C5.2 Reactively Reactively we will respond to:

Requests for advice and assistance from owners and residents of all tenures on housing condition and the management of those houses.

Private sector tenants who contact the Council complaining about disrepair in the

properties they live in.

Registered Social Landlord (RSLs) tenants who contact the Council about disrepair in the properties they live in.

Private sector and RSL tenants who contact the Council about illegal eviction and

harassment.

An official complaint from a local Councillor or Officers in other partner agencies such as Social Services, the Fire Brigade or the Police explaining that hazards may exist in a residential premises.

. C6. Ensuring Compliance with the Legislation As detailed in this policy there are a variety of tools available to the Council to ensure the required standards are met and improved in Private Sector Housing. C6.1 Advice and Guidance We will provide advice on appropriate housing standards, HMO standards, fire safety, legislation and legal procedures to stakeholders within the private housing sector. We cannot however give specific legal advice on a particular matter. Advice and guidance is an essential part if the work that we do to raise standards within the private rented sector. The following methods will be used to provide advice:

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The posting of information on the Council‘s website, Verbal advice, Written advice, guidance, information leaflets, dissemination of official best

practice guidance, Holding six weekly landlord forums through the Private Rented Sector Forum, Holding six monthly landlord evenings, The provision of training for landlords and managing agents through the

Landlord Development Day Attending meetings of professional bodies regarding the private rented sector, Attending resident group meetings and selective licensing surgeries.

C6.2 No Action The assessment may conclude that some cases cannot be resolved by the range of powers detailed in this policy. In such cases the decision to take no action will be confirmed in writing and where appropriate sign posted to other units within the Council or to other organisations. In other cases it may not be appropriate to pursue action. This can be where the cost of the remedial action to ensure compliance far outweighs the detrimental impact of the contravention. C6.3 Pre-Enforcement Action Through the referral of a complaint unless the complaint is assessed as potentially having the existence of a Category 1 hazard the landlord and or managing agent of the property will be contacted and given 7 days to address the received complaint before a HHSRS inspection is arranged. If the complaint is resolved within 7 days the case will be closed, alternatively the case will be referred to a HHSRS inspection. In considering whether pre-enforcement action is appropriate in particular cases, consideration will be given to the track record (if any) of the person (or company). In particular, Officers will consider whether any enforcement notices have had to be served in the past, the recipient's response to them and the ability and willingness of the recipient to keep to agreed timetables of work. Pre-enforcement action will be used predominantly where the identified hazards are relatively minor and do not pose a serious risk to the health, safety and welfare of the occupants, or other persons. Pre-enforcement action can be used to resolve matters of a more serious nature in exceptional circumstances. However, even though advice has been given initially, the Council reserves the right to proceed to formal action where the property owner is clearly not going to carry out the repairs within a timescale acceptable to the Council and the occupying tenant, if any. It should be noted that it is not always possible to use pre-enforcement action especially where the legislation requires formal action to be taken straight away. C6. 4 Formal Action Formal action involves the serving of enforcement notices and orders. Most notices and orders served require the recipient of the notice or order to commence and complete specified works within the specified time limits.

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The decision regarding when to serve a notice or order depends upon whether there is a duty or a power to take such action and will take into account the following:

Where the pre-enforcement action has not resulted in compliance with the legislation,

There is a lack of confidence that the recipient of the notice or order will comply,

There is a history of non-compliance,

The consequences of non-compliance have a serious risk of harm to the health, safety or welfare of the public.

The owner/person having control is unknown or unable to be contacted.

All notices and orders have notes with them that explain the effect and the recipient's right of appeal. Officers will always be willing to discuss the works specified in the notice or order and the reason for the service. Statutory notices and orders are legal documents. Once served failure to comply with them has serious implications, normally resulting in one or more of the following sanctions. Any extensions of time limits for compliance with a statutory notice or order, once served must be justified, recorded and confirmed in writing to all recipients of the notice or order.

C7. Sanctions Failure to comply with a statutory notice or order will normally result in the Council seeking to prosecute and or undertake the work in default. Alternatively some of the statutory provisions impose monetary penalties for failing to comply. C7.1 Work in Default Work in default is a power contained in several types of statutory notice. The legislation authorises the Council, to employ a contractor to enter the property and carryout the work required to ensure compliance. If the Council has to do this, it will charge the appropriate person for the cost of the works, together with the costs involved in arranging for the work to be done. These costs will be added to those already incurred in serving the original notice. The Council has a duty to ensure that the works are carried out a fair price and to an adequate standard. However the Council has to undertake the works in a short timescale. This can be expensive as contractors carrying out emergency works often do so at a premium rate. It is usually cheaper for the landlord or manager to organise their own remedial work. It should be noted that carrying out work in default does not exclude the Council from either issuing a formal caution or prosecuting the offender. The Council is entitled to ensure that the work is carried out and Officers will then also consider if it is appropriate to take further action. C7. 2 Cautions An alternative to prosecuting a person is the issuing of a formal caution. A formal caution is where an offender is given written details of the offence and he/she signs to say that he/she admits the offence. It is not a form of sentence.

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A record of the caution will be kept at the Council for a period of three years and it may subsequently influence a decision to instigate proceedings should the offender break the law in the future. It may also be cited if the Council takes legal action for a subsequent offence. The service of a formal caution will be considered when the circumstances of the offence satisfy the criteria detailed below:

The offence is sufficiently serious to warrant prosecution; and

It is a first offence; and/or

The offence occurred through ignorance and the offender has expressed remorse and a willingness to comply with the law in future; and

The officer believes that a formal caution will prevent repeat offences.

A formal caution may only be issued if the following criteria are satisfied:-

There is sufficient evidence of the offender‘s guilt to give a realistic prospect of conviction.

The offender admits that they are guilty.

The offender will accept the formal caution and understands its significance.

It is in the public interest to issue a formal caution rather than instigate prosecution

proceedings. C7.3 Prosecution The Council recognises that the decision to prosecute is important. In making a decision to prosecute, a two stage test is applied:

The first stage is the evidential test, which requires that there must be sufficient, admissible and reliable evidence that an offence has been committed by an identifiable individual or company, that there is a realistic prospect of conviction. If the case does not pass this test, it must not proceed, no matter how serious or important it may be

Secondly, a decision must be made as to whether a prosecution would be in the public interest.

A prosecution will normally be pursued in the following circumstances:

Where an individual or company has deliberately, negligently or persistently breached legal obligations

Where an individual or company has deliberately or persistently ignored written warnings or formal notices and / or orders

Where an individual or company has endangered the health, safety or well being of

occupiers, visitors or the public to a serious degree

Where an individual has assaulted or obstructed an Officer in the course of their duties

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Where a HMO or house is required to be licensed and has been operating without a licence.

Mitigating factors are important, but, by definition, are likely to be in conflict with any decision that is made to prosecute. These factors have to be balanced against the evidential and public benefit tests. It is expected that where a case meets all other criteria then mitigating factors will not prevent a prosecution from proceeding, however any investigating Officer must identify any mitigating factors, and these must be included in any report. Mitigating factors may include:

Any reasonable explanation provided by the individual or company

Evidence that the individual or company intends to prevent a recurrence of the problem

The offender‘s attitude to the offence

Any decision to authorise a prosecution will be made by the Private Sector Housing Manager or a more senior Officer. All prosecutions will be brought without unavoidable delay, and there is a requirement to lay information with the Courts within six months of the identified date that the offence was committed. All prosecutions will be taken by the Council‘s Governance, Law and Regulation Unit. C7.4 Penalty Charge Orders Several new pieces of legislation have introduced a monetary penalty notice for failure to comply with legislation or a remedial orders. The Council will serve and pursue such orders where there is evidence of non-compliance. C7.5 Recovery of Costs Local Authorities are able to recover the costs incurred in serving certain notices and orders under Part 1 of the Housing Act 2004 with respect to housing related hazards under the Housing Health and Safety Rating System. There is provision in the Act for secondary legislation to be brought in to impose a maximum charge that can be levied for such action, but to date, no such regulations have been made by the Government. Such costs can include the time spent on inspecting the property, scoring the hazards, paying for any specialist reports (such as structural, electrical and gas safety reports), preparing the notice or order and schedule of works, plus the typing of the notice/order and associated administrative tasks and postal charges. The charges that the Council will make for taking statutory action will be based upon the hourly pay rate of the officer(s) involved with any particular case inclusive of all associated overheads (such as stationary and office accommodation). As well as recovering the actual capital cost of carrying out work by default where a statutory notice has not been complied with, the Council will make a charge to cover the costs incurred in arranging for a contractor, supervising the work and all associated administrative procedures. The charge will be based upon the same officer hourly rates as those for the service of statutory notices. Until cleared, all outstanding debts will be registered with the Local Land Charges Registry as a financial charge. Once registered, the charge will accrue compound interest

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The costs of carrying out the work in default will be invoiced to the owner. If after 30 days the invoice has not been paid the Council will look at recovering the debt from the rent if the tenant is in receipt of Housing Benefit. C8. Multi Agency Work There will be complex cases which require a multi-agency approach from numerous agencies and other teams within the Council to resolve the matters raised with the Council. This is often where a vulnerable occupier(s) requires significant support from other agencies such as Social Services. In some cases the most suitable course of action may be to rehouse the occupiers which will involve joint working with the Housing Advice Team. The PSHT work closely with the Council‘s Streetscene Unit in relation to anti-social behaviour and dirty back yards; particularly when the properties are situated in selective licensing area. Other collaborative work includes cases where there is the need to use powers under the Housing Act 2004 and the Public Health Act 1936 or the Environmental Protection Act 1990. C9. Review of the Policy

Date of Review March 2016

Next Review March 2017

ITEM NO

C:\Users\spfarm\AppData\Local\Temp\466216fd53d7420f9ce70bb43c5f4841.docx

The Empty Homes Programme

REPORT TO EXECUTIVE

DATE 29th March 2016

PORTFOLIO Housing and Environment

REPORT AUTHOR John Killion

TEL NO 3188

EMAIL jkillion@burnley.gov.uk

PURPOSE

1. To seek approval to make several Compulsory Purchase Orders (CPOs) for long term

vacant properties in the private sector.

2. To dispose of the properties in accordance with the Council’s Disposal of Empty Dwellings Policy and scheme of delegation.

3. To seek approval to combine the Empty Homes Programme and Vacant Property Initiative and their respective budgets into one Empty Homes Programme and budget.

RECOMMENDATION

4. That the Executive approve in pursuance of the powers obtained under Section 17 of the

Housing Act 1985 (as amended) to make the following compulsory purchase orders for the purpose of renovation and/or re-sale by the most appropriate method:

The Burnley (150 Oxford Road Burnley) Compulsory Purchase Order 2016

The Burnley (69 Halifax Road Briercliffe Burnley) Compulsory Purchase Order 2016 The Burnley (11 Queen Victoria Road Burnley) Compulsory Purchase Order 2016 The Burnley (15 Howsin Street Burnley) Compulsory Purchase Order 2016 The Burnley (31 Beech Street Padiham Burnley) Compulsory Purchase Order 2016 The Burnley (5 Garden Street Padiham Burnley) Compulsory Purchase Order 2016 The Burnley (32 Station Road Padiham Burnley) Compulsory Purchase Order 2016 The Burnley (23 Ingham Street Padiham Burnley) Compulsory Purchase Order 2016 The Burnley (28 Ingham Street Padiham Burnley) Compulsory Purchase Order 2016 The Burnley (22 Brennand Street Burnley) Compulsory Purchase Order 2016 The Burnley (40 Thorn Street Burnley) Compulsory Purchase Order 2016

C:\Users\spfarm\AppData\Local\Temp\466216fd53d7420f9ce70bb43c5f4841.docx

The Burnley (4 Devonshire Road Burnley) Compulsory Purchase Order 2016

5. That the Head of Finance and Property Management be authorised to agree terms for acquisition of the properties, to acquire the properties in this report by agreement as an alternative to compulsory purchase in accordance with the terms of delegation.

6. That the scheme of delegation be amended to authorise the Head of Housing and Development Control to dispose of the properties either through re-sale with an independent RICS valuation, with a Building Licence or by leasing the property to Calico for social rent.

7. To authorise the Head of Governance, Law & Regulation to make minor amendments,

modifications or deletions to the CPO schedule of interests and map, should this be necessary, and to finalise the making and submission of the CPO, including promoting the Council’s case at public inquiry, if necessary.

8. Subject to confirmation by the Secretary of State to authorise the Head of Governance, Law & Regulation to secure full title to and possession of the CPO land as appropriate by:

a. Serving notice of confirmation of the CPO on all interested parties; b. Serving notice of intention to execute a General Vesting Declaration; c. Executing the General Vesting Declaration; d. Serving Notices to Treat and/or Entry as appropriate; e. Acquiring land and interests and by agreement if possible.

9. That the Executive authorises the tendering of any renovation works in accordance with

SOC 15 and 16 and delegates power to accept the tender to the Head of Housing and Development Control.

10. That the Executive approves that the proceeds from the sale of the properties is recycled

back in to the Empty Homes Programme for further acquisitions and renovations.

11. That the Executive approves combining the two budgets and programmes in to one budget and programme called the Empty Homes Programme.

REASONS FOR RECOMMENDATION

12. The owners of these properties have been contacted and have either not responded at all

or have given no reasonable proposals for renovating the property or bringing it back into housing use.

13. These properties are long term vacant properties, being empty, in some cases, for 13 years or more. Without intervention by the Council through acquisition by agreement or CPO the property may remain vacant, continue to deteriorate, attract anti-social behaviour, fly-tipping and arson, all of which cause fear in local residents, resulting in a declining neighbourhood.

14. Through the Vacant Property Initiative and Empty Homes Programme over 120

properties have been acquired, refurbished and re-sold or re let, bringing those properties back into use and providing high quality accommodation.

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15. As the areas covered by the Selective Licensing designations are set to expand and cover more of the borough, reducing the area covered by the VPI, it makes sense to combine the two programmes and budgets into one and reduce the duplication involved in monitoring two separate budgets.

SUMMARY OF KEY POINTS

16. The Vacant Property Initiative (VPI) is an established project used to tackle long-term

vacant properties. The initiative identifies properties in sustainable areas that have been

vacant for a long period of time and which are causing problems for neighbouring

properties and local residents.

17. The Empty Homes Programme was established to carry on the work of the Clusters

Programme and works in areas that are currently covered by the Selective Licensing

designations. Works in these areas will continue to support the designations in reducing

the number of empty properties.

18. Negotiations for the acquisition of the properties have not yet commenced as no contact

has been received from the majority of the owners. If the owners do contact the Council

efforts will be made to purchase the properties by agreement.

19. Where owners contact us, we will work with them to reach an agreement for bringing the

property back in to use preventing the need for a CPO. If agreement cannot be reached

satisfactorily, the council will use the CPO power as a last resort to ensure the property is

brought back in to use.

20. If the owners do not come forward to receive their market value compensation, the

General Vesting Declaration (GVD) procedure will be followed and payment will be made

in to court. This will ensure committed budgets are held through a recognised process.

After a period of 12 years has passed and no owner has come forward to claim payment,

the council can request the money back from the Courts.

21. The Statements of Reasons and maps are available in the Members Room and are not

attached to this report.

FINANCIAL IMPLICATIONS AND BUDGET PROVISION

22. The cost of delivering the properties detailed in this report will be funded from the Empty

Homes and VPI programmes. It is not envisaged that all the CPOs listed in this report will

be made in this financial year as properties may be brought back in to use by owners

prior to making the CPO or properties may be bought by agreement.

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23. Combining the Vacant Property Initiative and the Empty Homes Programme will have no

adverse effect on the budget. It will, however, be more efficient overall to deliver and

monitor.

24. Throughout this financial year properties will be chosen from the list above that will

ensure that the entire budget for 2016/17 is spent by year end.

25. Any receipts generated from the sale of properties will be recycled back in to the

programme to enable the purchase and renovation of more problem properties.

POLICY IMPLICATIONS

26. Overall, the proposed action will help to achieve the Council’s strategic plan of “People

Places and Prosperity”. The acquisition and renovation of the vacant properties will

enable the Council to bring them back into use, which will improve the environment for

residents in the vicinity of the vacant properties by reducing the potential for crime and

anti-social behaviour.

27. In terms of Human rights Act implications, Government advice is that local authorities

must strike a fair balance between the demands of the community and the need to

protect individual’s fundamental rights. In considering this balance, one of the issues that

a court would look for is whether compensation will be payable. The level of

compensation is of course negotiable between the Council and the property owner’s

Valuer. In addition, individual rights are protected by the statutory objection and inquiry

procedure.

28. It is anticipated that the recommendations in this report will have no further policy

implications.

DETAILS OF CONSULTATION

29. None.

BACKGROUND PAPERS

30. None.

FURTHER INFORMATION

PLEASE CONTACT: John Killion (Project Officer Vacants). 01282 425011 ext 3188.

ALSO: Clare Jackson (Private Sector Housing Manager) 01282 477231

ITEM NO

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Local Development Scheme

REPORT TO EXECUTIVE

DATE 29 March 2016

PORTFOLIO Regeneration and Economic Development

REPORT AUTHOR Elizabeth Murphy/Kate Ingram

TEL NO 01282 877286

EMAIL emurphy@burnley.gov.uk kingram@burnely.gov.uk

PURPOSE

1. To present for members‟ approval a revised Local Development Scheme (LDS) setting

out the programme for the remaining stages of the preparation of Burnley‟s Local Plan.

2. To seek members‟ approval to cancel eight older style Supplementary Planning Guidance documents.

RECOMMENDATION

3. To adopt the revised Local Development Scheme (LDS) attached as Appendix 1 to this

report.

4. To resolve that the eight Supplementary Planning Guidance documents listed in paragraph 18 of the report be cancelled.

REASONS FOR RECOMMENDATION

5. Councils are required by legislation to prepare and maintain a Local Development

Scheme (LDS) setting out the development plan documents the Council intends to prepare, their scope and the timetable for their preparation.

6. The Council‟s current LDS was adopted in December 2014 and needs updating to reflect the Council‟s revised plan-making programme.

7. A number of the older style Supplementary Planning Guidance documents (SPGs) which predate the 2004 Planning and Compulsory Purchase Act have become outdated and are no longer considered helpful in determining planning applications.

SUMMARY OF KEY POINTS

The Local Development Scheme (LDS) 8. Councils are required to prepare and maintain an LDS setting out the development plan

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documents (DPDs) the Council intends to prepare, their scope and the timetable for their production. The LDS remains unchanged in proposing a single DPD, „Burnley‟s Local Plan‟ which will set out the vision, objectives, policies and land use allocations to provide the statutory planning framework for the Borough to 2032.

9. Local Plans, which are DPDs, must be prepared as specified in the LDS and this is one of the „legal compliance tests‟ undertaken by the Inspector in examining a plan. He or she will normally assess this before going on to test for „soundness‟.

10. The LDS has been revised to reflect the revised plan-making programme, and in particular the delayed consideration of and consultation on the Preferred Options which had been planned for June 2015. Executive were advised in July 2015 (minute 18 refers) that progress has slipped, and progressing the Preferred Options has remained a challenge. The revised LDS now proposes that the Preferred Options draft of the Local Plan be considered by Executive in late June 2016 with 6 weeks consultation starting in July 2016.

11. Following the preferred option consultation and having taken into account the comments received, the „Proposed Submission‟ version of Plan would be considered by Executive and Full Council in December 2016, before being „Published‟ for final representations on soundness and legal compliance in January 2017.

12. The Plan as published would then be submitted to the Secretary of State in March 2017 along with the final representations received. The Secretary of State will then appoint an independent Inspector to Examine the Plan. At that point Council is in the hands of the Planning Inspectorate; but final adoption is anticipated in March 2018.

13. The delay in progressing the preferred options has been due to a number of factors, including the need to refresh key parts of the evidence base, commission new evidence, address changes to national policy and the legal framework for both plan-making and development control, and in part due to staff absences. Additional temporary staff have been recruited to help progress the plan and good progress is now being made.

14. The plan-making system remains very challenging and resource intensive and constant changes to the system and to national planning policy mean progression is like to remain a challenge.

15. Mindful of the need to have a local plan in place as soon as possible to guide and support development and also the possible implications of further delays for future New Home Bonus allocations and/or intervention by the Secretary of State (see later sections of this report), the proposed date for consideration of the Proposed Submission version of the plan is December 2016. This will be a very tight deadline to meet and the Housing and Planning Bill currently passing through parliament together with major changes to the National Planning Policy Framework to be confirmed in the summer could have significant impacts on the plan‟s preparation and content after Preferred Options, particularly if the Council is required to update or commission new evidence. The risks to further delay and how these are to be mitigated is summarised in Section 6 of the draft LDS.

Supplementary Planning Guidance

16. Supplementary Planning Guidance and Documents (SPGs and SPDs) do not have

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statutory development plan status but are material considerations in the consideration of relevant planning proposals. They provide detailed guidance and support for policies in Local Plans.

17. Appendix 2 of the draft LDS lists the older style SPGs and newer style SPDs that are currently „saved‟.

18. A number of the older style SPGs documents which predate the 2004 Act have become

outdated and are no longer considered helpful in determining planning applications. It is therefore proposed that the following SPGs be cancelled:

Landscape and Wildlife Strategy

Wind Turbine Power Generators

Holiday Static and Touring Caravan Sites

Golf Driving Ranges

New Build Homes for the Elderly and Nursing Homes

Garden Areas for Homes for the Elderly and Nursing Homes

Hairdressers in Houses

Aerials on Private Houses

19. The need for new and/or refreshed SPDs will be kept under review and confirmed once the preparation of the new Local Plan is further advanced.

FINANCIAL IMPLICATIONS AND BUDGET PROVISION

20. The costs are to be met within existing resources.

21. The timing of the publication and submission stages of the Local Plan could have

implications for the Council‟s future new homes bonus allocation, but at the date of writing these implications (based on the government consultation paper „New Homes Bonus: Sharpening the Incentive -Technical Consultation‟ Dec 2015) are not clear and are not yet fixed. It is likely that the Council will be judged against the LDS in place at 31 March 2016 and be expected to have reached submission stage by that date.

POLICY IMPLICATIONS

22. An up to date LDS will help ensure the Burnley Local Plan meets the legal compliance

tests of its Examination (Strategic Objective PR4).

23. The timing of the publication and submission stages of the local plan could have implications for the Council in terms of possible intervention by the Secretary of State “to arrange for the plan to be written, in consultation with local people, to accelerate production of a local plan”; but at the date of writing the criteria for intervention (based on a government consultation paper „Technical consultation on implementation of planning changes‟ Feb 2016 and discussions with DCLG officers) are not clear and are not yet fixed.

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DETAILS OF CONSULTATION

24. Progress on the preparation of Burnley‟s Local Plan was discussed with the Local Plan

Working Group at its meeting on 23 February 2016.

BACKGROUND PAPERS

25. None.

FURTHER INFORMATION

PLEASE CONTACT: Elizabeth Murphy

ALSO: Kate Ingram

Local Development Scheme (LDS)

2016 - 2019

March 2016

Draft for Executive Approval

Burnley Local Development Scheme – March 2016

Contents

1. Introduction ................................................................................................................ 1

2. Planning Policy Context .............................................................................................. 1

Supplementary Planning Documents (SPDs) ............................................................. 2

Statement of Community Involvement (SCI) ............................................................... 2

Authority Monitoring Report (AMR) ............................................................................ 2

Neighbourhood Plans ................................................................................................. 2

3. Current Planning Policy .............................................................................................. 2

Burnley Development Plan ......................................................................................... 2

Burnley Local Plan Second Review 2001-2016 .......................................................... 3

Adopted Supplementary Planning Documents ........................................................... 3

4. Creating a New Local Plan – Process ........................................................................ 4

Background ................................................................................................................ 4

Sustainability Appraisal and Strategic Environmental Assessment ............................. 4

Plan Preparation & Progress ...................................................................................... 5

5. New Local Plan .......................................................................................................... 5

Progress .................................................................................................................... 5

Evidence Base ........................................................................................................... 7

6. Local Plan Programme, Resources and Management ................................................ 9

Revised Timetable ..................................................................................................... 9

Staff Resources ......................................................................................................... 9

Financial Resources ................................................................................................. 10

Risk Assessment...................................................................................................... 10

7. Conclusion ............................................................................................................... 11

Contacts ................................................................................................................... 11

Burnley Local Plan - Saved Policies APPENDIX 1 ..................................................... i

Supplementary Planning Documents APPENDIX 2 .................................................... vi

Burnley Local Plan – GANTT Chart APPENDIX 3 ................................................... vii

Burnley Local Development Scheme – March 2016

1

1. Introduction

1.1 The Planning and Compulsory Purchase Act 2004, as amended by the Localism Act

2011, requires the council to prepare a Local Development Scheme (LDS). This sets

out the programme for the production of planning documents that will form Burnley’s

new Local Plan. The LDS identifies the documents that make up current planning

policy, progress on creating new planning policy documents and sets out the

programme and resources required to produce new Local Plan in a timely and

efficient manner.

1.2 This is the ninth revision to the LDS by Burnley Borough Council and was adopted by

the Council on 29 March 2016 (tbc). The initial scheme, approved in 2005, covered

the period 2004–2007. This revision of the LDS supersedes all previous versions. It

sets out a work programme for planning policy over the three-year period 2016-2019,

and will be reviewed on a regular basis to ensure that it is up to date. It replaces the

LDS adopted in December 2014, updating the timetable therein.

2. Planning Policy Context

2.1 The National Planning Policy Framework (NPPF) together with a number of other

documents, including the Planning for Traveller Sites and ministerial statements, set

out the government’s planning policies for England and how they are expected to be

applied. Launched on 27th March 2012, the NPPF replaced policy previously

contained in planning policy statements (PPSs) and planning policy guidance notes

(PPGs). Local plans must be consistent with national policy.

2.2 On 6 March 2014, the government also launched new online national Planning

Practice Guidance (NPPG) which replaced most of the remaining technical and

practice guidance which underpinned the previous PPGs and PPSs and the NPPF,

although some still remains e.g. Guidance on Gypsy and Traveller Accommodation

Assessments. Although the NPPG represents guidance not policy, the government and

plan inspectors expect councils at follow this guidance unless they can explain why

their particular local circumstances have led them to adopt a different approach.

2.3 The 2004 Act requires Local Planning Authorities to produce a portfolio of planning

documents to deliver their spatial planning strategy. This portfolio includes two types

of planning document – Development Plan Documents and Supplementary Planning

Documents.

Development Plan Documents (DPDs).

2.4 These set out policies and proposals and can allocate land. They have statutory

‘development plan’ status. They are used to determine the acceptability of planning

proposals. They must be subject to community involvement and Sustainability

Burnley Local Development Scheme – March 2016

2

Appraisal/Strategic Environmental Assessment and are independently examined by a

Planning Inspector.

Supplementary Planning Documents (SPDs)

2.5 Supplementary Planning Documents (SPDs) do not have statutory development plan

status but will be a material consideration in considering relevant planning proposals.

They are useful in providing more detailed guidance and support for policies and

proposals in Development Plan Documents. They have the advantage of being quicker

to prepare as they are not subject to independent examination. They cannot allocate

land.

2.6 The 2004 Act also requires Local Planning Authorities to prepare a Statement of

Community Involvement (SCI) and an annual Authority Monitoring Report (AMR).

Statement of Community Involvement (SCI)

2.7 The SCI describes how the Council will engage with communities and others in

preparing planning documents such as the Local Plan and in dealing with planning

applications. Burnley Borough Council’s initial SCI was adopted in 2007 and guided the

production of Area Action Plans. An updated SCI was formally adopted in July 2015.

Authority Monitoring Report (AMR)

2.8 The AMR measures plan-making progress against the timetable set out in the LDS and

the extent to which planning policies and objectives are being achieved. It is published

at least annually.

Neighbourhood Plans

2.9 The Localism Act introduced new rights and powers allowing the community to help

shape future development in their area by coming together to prepare

Neighbourhood Development Plans.

3. Current Planning Policy

Burnley Development Plan

3.1 The Development Plan for Burnley comprises of the following documents:

“Saved” policies in the Burnley Local Plan Second Review 2001–2016, adopted in 2006

Joint Minerals and Waste Local Plan Core Strategy (Feb 2009) and Site Allocations and

Development Plan Policies (September 2013)

3.2 These documents together with the SPD’s listed below provide the local basis for

decision making on planning applications in the borough.

Burnley Local Development Scheme – March 2016

3

Figure 1. The Development Plan

The Development Plan

Lancashire

Minerals and

Waste Core

Strategy DPD

(Minerals and

Waste) Site

Allocations and

Development

Control Policies

Local Plan DPD

The Burnley Local

Plan DPD Neighbourhood

Plans

Supplementary Planning Documents

Supplementary

Planning

Documents

Burnley Local Plan Second Review 2001-2016

3.3 The Burnley Local Plan Second Review, adopted in April 2006 contains borough wide

and site specific policies on general development issues, economy, housing and

neighbourhoods, the built and natural environment, community facilities, transport,

and Burnley and Padiham Town Centres. It also allocates sites for housing and

employment development.

3.4 Under the provisions of the 2004 Act, the Council requested that the Secretary of

State consider making a direction to save all the policies of the local plan beyond the

date they were automatically saved i.e. April 2009. The Secretary of State agreed to

the Council’s request and the policies have been saved and remain in force, insofar as

they are consistent with the NPPF, until they are replaced by policies in the new local

plan. A reproduction of the direction and list of the Saved Local Plan Policies can be

found in Appendix 1.

Adopted Supplementary Planning Documents

3.5 SPDs do not form part of the Development Plan. However, to the extent that they are

consistent with the NPPF, they will remain in force until such time that the policy with

Burnley Local Development Scheme – March 2016

4

which they are associated is replaced or deleted. At that time, any planning guidance

to be retained will need to be revised as necessary and consulted upon in accordance

with the provisions set out in the Regulations and the Council’s Statement of

Community Involvement (SCI). Appendix 2 provides details of the SPDs prepared by

Burnley Council.

4. Creating a New Local Plan – Process

Background

4.1 The first LDS approved by Burnley Council set out a plan to produce a Core Strategy

DPD, Development Management Policies DPD and 5 Area Action Plans. The 2004 Act

required Local Planning Authorities to prepare a Core Strategy with which other

Development Plan Documents and Supplementary Planning Documents had to be in

conformity. This is no longer the case and it is now possible to produce a single

planning document incorporating strategic policies along with site allocations and

development management policies. The Area Action Plan documents were to have

provided a detailed planning framework for the regeneration of three

neighbourhoods in the borough and the Town Centre. The proposed submission

versions of these plans were published for comment in November/December 2010

but work on them ceased before their formal submission to the Secretary of State.

4.2 The LDS 2012–2015 therefore proposed to move to the production a single

development plan document, the Burnley Local Plan. This would not only set out

strategic planning policies but would identify site specific allocations and detailed

development management policies.

4.3 The Planning and Compulsory Purchase Act 2004, the Localism Act 2011 and the

Town and Country Planning (Local Planning) (England) Regulations 2012, set out the

process for preparing a Local Plan. The NPPF sets out national policy on plan-making

(paragraphs 150-185 inclusive) and what plans should contain, the key evidence base

requirements and the ‘tests of soundness’. The NPPG contains more detailed

guidance on plan and evidence base preparation.

Sustainability Appraisal and Strategic Environmental Assessment

4.4 The 2004 Act requires Development Plan Documents to be subject to Sustainability

Appraisal (SA) and Strategic Environmental Assessment (SEA) to ensure that they

reflect principles of sustainable development and comply with both UK and European

law. The Scoping Report for the Appraisals sets out the process by which the policies

and proposals in the Local Plan are to be appraised to ensure that they contribute to

the aims of achieving sustainable development. Three statutory bodies – Natural

England, Historic England and the Environment Agency (the ‘SEA bodies’) – must be

consulted to ensure consensus on the scope of the SEA.

Burnley Local Development Scheme – March 2016

5

Plan Preparation & Progress

4.5 The Councils SCI sets out the plan making process and consultation arrangements for

policy documents. For the new Burnley Local Plan the stages involved and progress to

date are summarised below.

5. New Local Plan

Progress

5.1 Based on advice from the Department of Communities and Local Government (DCLG),

Burnley Borough Council had delayed work on preparing a Core Strategy as it had only

recently adopted a revised old style Local Plan in 2006. As work on the Core Strategy

was still at a preliminary stage when the NPPF was issued in 2012, it was decided not

to produce a suite of Development Plan Documents but to switch to the production a

single Local Plan DPD.

5.2 Significant progress was made in preparing the Local Plan during 2013/14, including

the development of the evidence base and the preparation and consultation on a first

‘Issues and Options’ document from 17 Feb to 31 March 2014 and further ‘Issues and

Options Additional Sites Consultation’ from 26 August to 7 October 2014.

5.3 Throughout 2015 and early 2016 work has continued on analysing the consultation

comments received, supplementing and refreshing the evidence base, considering

the major changes introduced and proposed to national policy and preparing the

Preferred Options Draft.

Table 1. Burnley Local Plan progress and timetable

Stage Main Task Progress

1. Pre-production Collect evidence and establish wider policy

framework

Consultation on the Scope of the SA/SEA

2. Involvement

Informal and early engagement

Issues and Options

Informal consultation of the issues and some possible options for the Local Plan

Initial Issues and Options consultation:

17 Feb to 31 March 2014

Additional Sites:

26 August to 7 October 2014

3. Consultation Preferred Options

Consult over six week period in line with Regulation 18

Council to consider the comments made*

Preferred Options consultation:

Proposed July/August 2016

Burnley Local Development Scheme – March 2016

6

4. Publication Publication of Proposed Submission Document and SEA/SA Report for final representations

Statutory stage where a minimum of 6 weeks is provided to make ‘representations’ on the plan, its sustainability appraisal and supporting evidence (Regulations 19 and 20)

These ‘representations’ will be considered by the Inspector at the Examination

Proposed –

January 2017

5. Examination

Submission of Plan for Independent Examination

Main issues raised in the representations at Regulation 19/20 summarised and made publicly available

Plan submitted to Secretary of State for independent Examination in line with Regulation 22

Independent Examination (notice given 6 weeks in advance to people who have requested to appear - Regulation 24)

Examination likely to involve public Hearing Sessions

Planning Inspector issues Report

Examination Hearings Anticipated –

July/Aug 2017

6. Main Modifications Optional Stage - if the Council agrees, the

Inspector can propose changes or ‘main modifications’ to the plan (including to add ‘omission sites’, i.e. additional sites put forward by objectors to the DPD) to avoid it being found ‘unsound’

Inspector considers representations on main modifications

The hearings may be re-opened

If required –

Late 2017

7. Adoption Plan adopted by the Council if agreed

as ‘sound’ by Inspector (Regulation 26)

Anticipated –

March 2018

8. Monitor & Review Monitor Plan to make sure it is achieving its

objectives

Plan may be reviewed where necessary

* It is important to note that any comments made at this stage will not be carried forward to the Independent Examination. If anyone is not satisfied that their comments have been taken on board, they must comment again on the Proposed Submission Document in order to have their comments considered by the Inspector

Burnley Local Development Scheme – March 2016

7

Evidence Base

5.4 As described in the previous section, it is essential that DPD’s are based on a sound

evidence base. It will allow the council to produce a plan that addresses difficult

issues and is deliverable and will be vital in demonstrating the soundness of the plan

at the independent Examination. The evidence base will also inform the Sustainability

Appraisal.

5.5 Local planning authorities must also demonstrate evidence of having effectively

cooperated to plan for issues with cross-boundary impacts and work together with

neighbouring authorities to meet development requirements which cannot wholly be

met within their own areas. As such, and to help comply with its requirements under

the Duty to Cooperate, wherever possible, Burnley Council has sought to produce a

joint evidence base with one or more neighbouring authorities.

5.6 Table 2 sets out the key evidence base documents to support the Local Plan, together

with an indication of their progress.

Table 2: Evidence Base – Key Documents

Study/Evidence Date

Published/

Expected

Produced by

Annual Monitoring Reports 2005 - 2015 Produced by Burnley Council

Burnley and Pendle Strategic Housing Market Assessment

Dec 2013 Produced by Nathaniel Lichfield and Partners (NLP) for Burnley and Pendle Councils

Burnley Strategic Housing Market Assessment (update)

May/June 2016 To be produced by Nathaniel Lichfield and Partners (NLP) for Burnley Borough Council

Burnley Employment Land Demand Study (ELDS) (Update)

May/June 2016 To be produced by Nathaniel Lichfield and Partners (NLP) for Burnley Borough Council

Retail, Leisure and Office Assessment of Burnley Centres

2013 Produced by (NLP) in February 2013

Burnley and Pendle Gypsy, Traveller and Travelling Showpeople Accommodation Assessment (GTAA)

2012 Completed by Salford Housing and Urban Studies Unit for Burnley and Pendle Councils in August 2012

Strategic Housing and Economic Land Availability Assessment

May/June 2016 Being prepared by Burnley Borough Council Planning Policy Team

Burnley Green Belt Review April/May 2016 LUC for Burnley Borough Council

Lancashire Sustainable Energy Study 2011 SQW Consultants for Lancashire County Council

Burnley Local Development Scheme – March 2016

8

Study/Evidence Date

Published/

Expected

Produced by

Renewable and Low Carbon Energy Study

2010 Completed by Maslen for Burnley Pendle, Rossendale, Calderdale and Kirklees Councils

Landscape Capacity Study for Wind Energy Development in the South Pennines

Landscape Guidance for Wind Turbines up to 60m high in the South and West Pennines

South Pennines Wind Energy Landscape Study

2010

2013 2014

Undertaken by Julie Martin Associates

Undertaken by Julie Martin Associates Undertaken by Julie Martin Associates and LUC

Flood Risk Mapping 2015 Updated regularly by the Environment Agency

Strategic Flood Risk Assessment - Level 1

2009 Currently being Updated

Produced by Burnley Council in consultation with Environment Agency and Lancashire County Council

Strategic Flood Risk Assessment -Level 2

2009 SFRA Level 2 assessments for some sites were completed in 2009. To be updated or new prepared where appropriate

Lancashire and Blackpool Local Flood Risk Management Strategy

2014 Lancashire County Council

Daneshouse, Duke Bar, Stoneyholme Transport Study

August 2009 Prepared by Gifford consultants

East Lancashire Highways and Transport Masterplan

February 2014 Lancashire County Council & Blackburn with Darwen Borough Council

Burnley-Pendle Growth corridor (Stage 1: Data Collection and Problem Identification Report)

July 2014 Jacobs for Lancashire County Council

Padiham Transport Study January 2010 Prepared by JMP Consultants

South West Burnley Transport Study January 2010 Prepared by JMP Consultants

Burnley Green Infrastructure Strategy

2013 Completed by TEP consultants

Green Infrastructure Strategy Implementation Plan

Expected Summer 2016

Being prepared by Burnley Borough Council Planning Policy Team

Green Spaces Strategy 2015

July 2015 Burnley Borough Council Green Spaces and Amenities

Burnley Wildlife and Habitat Survey 2007 Undertaken by Golder Associates

Ecological Assessment of Local Plan (Issues and Options) Sites

2015 LERN/Lancashire County Council for Burnley Council

Ecological Networks (Grassland, Woodland, Wetland and Heath)

2015 LERN/Lancashire County Council

Burnley Local Development Scheme – March 2016

9

Study/Evidence Date

Published/

Expected

Produced by

Pennine Lancashire Playing Pitch Strategy

Expected to be approved for consultation Spring 2015

To be completed by KKP for Pennine Lancashire authorities

Indoor Sports Facilities Review Feb 2015 Burnley Borough Council Planning Policy Team

Burnley Play Strategy Expected Spring 2016

To be completed in house by Burnley Borough Council Green Spaces and Amenities

6. Local Plan Programme, Resources and Management

Revised Timetable

6.1 The previous 2014-2017 edition of the LDS set out a revised timetable and key

milestones for the production of the Local Plan. Production has slipped from that

timetable in part due to the nature and level of responses raised at Issues and

Options stage and changes and impending changes to government policy and practice

guidance in respect of key plan areas. Appendix 3 includes a Gantt chart and key

milestones setting out the timetable for the production of the Local Plan going

forward.

Staff Resources

6.2 The Planning Policy team consists of c7 FTE staff including:

Planning Policy Manager

Principal Planner

Principal Planner (Part time & temporary until 31 March 2016)

Principal Planner – Design and Heritage (part time)

Senior Planner x 2

Planning Assistant (temporary until Sep 2016)

GIS Technician

Administrator (0.5 FTE)

6.3 As well as the production of the Local Plan, officers also provide support to

development control with advice and the provision of evidence at appeal. A

significant amount of the time of the part time post of Principal Planner – Design and

Heritage is committed to development control, enforcement and supporting the

implementation of key heritage initiatives. The GIS technician is a shared resource

with development control.

Burnley Local Development Scheme – March 2016

10

6.4 Burnley Council see the Local Plan as a key corporate document and its development

has support from staff across other service areas including Green Spaces,

Regeneration and Economic Development and the Communication and Engagement

Team.

Financial Resources

6.5 There is a dedicated budget for the Local Plan to cover the costs of commissioning

external work, consultation and publication. This budget is a ring-fenced reserve

specifically for this purpose.

Risk Assessment

6.6 The planning policy team have project management procedures in place to ensure

that the plan is delivered in a timely and efficient manner. This includes considering

risks and taking actions to mitigate these where this is within the Council’s control.

The LDS Risk Plan is set out in Table 3 below:

Table 3: Potential Risks to the Programme

Risk Impact Mitigation Measures

Insufficient budget High – potential impact on slippage, ability to produce the Local Plan

Local Plan budget is ring fenced for the life of the programme

Programme slippage due to political process

High – potential to delay plans, seek change in direction

Agreement of the Local Development Scheme

Involving Members fully in the process

Unforeseen additional work

Medium – staff work diverted to other work streams such as appeals or major regeneration schemes

As part of team work programming, management of other work demands to ensure adherence to the LDS

Work on the Local Plan should, where possible, be given priority over other competing demands

Changes to the planning system

High – changes could affect timescales or lead to demands outside of council’s control

Changes likely to continue and difficult to mitigate against. Team is constantly horizon scanning to predict and anticipate new changes

Unfilled vacancies/staff turnover

High – potential loss of knowledge and programme slippage

Employ temporary staff/consultants

Provide satisfying work, a supportive environment and opportunities for personal development

Joint working with other authorities

Volume of Medium - Risk of Early and continuous engagement in the

Burnley Local Development Scheme – March 2016

11

Risk Impact Mitigation Measures

representations programme slippage process

Review IT and handling protocols

Capacity of other agencies to engage in the process

Medium - Risk of programme slippage or potential failure to comply with Duty to Cooperate

Early consultation with key stakeholders to inform interested parties of the proposed programme and the potential impact on their own strategies and programmes

Meet Duty to Cooperate requirements

Delays in examination process/legal challenge

Medium - Lack of an up to date development plan

Ensure Plan is produced in accordance with the Duty to Cooperate, legal and procedural requirements and is ‘sound’

Well-documented and robust stakeholder and community engagement and evidence gathering

Following best practice and PINS advice

Ensure appropriate delegation arrangements during the Examination

‘Soundness’ of DPDs

High Working closely with the PINS and acting on PINS pre-submission advice

Use of the PAS Soundness Self–Assessment Checklist

7. Conclusion

7.1 The Local Development Scheme is a public statement that identifies the work to be

undertaken in Burnley in order to produce a local plan for the borough. It has been

prepared in line with national policy and legislative requirements.

7.2 This scheme outlines details of, and timetable for, the production of the Local Plan. It

provides valuable information to the community and other stakeholders about the

Local Plan Programme.

Contacts

For further please see the Council’s website at:

www.burnley.gov.uk/residents/planning/planning-policies or contact:

Policy & Environment Team 19 Parker Lane Burnley BB11 2BY

Tel: 01282 425011 Email: localplan@burnley.gov.uk

Burnley Local Development Scheme – March 2016

i

Burnley Local Plan - Saved Policies APPENDIX 1

DIRECTION UNDER PARAGRAPH 1(3) OF SCHEDULE 8 TO THE PLANNING AND

COMPULSORY PURCHASE ACT 2004

POLICIES CONTAINED IN BURNLEY LOCAL PLAN SECOND REVIEW

(ADOPTED APRIL 2006)

The Secretary of State for Communities and Local Government in exercise of the

power conferred by paragraph 1(3) of Schedule 8 to the Planning and Compulsory

Purchase Act 2004 directs that for the purposes of the policies specified in the

Schedule to this direction, paragraph 1(2)(a) of Schedule 8 to the Planning and

Compulsory Purchase Act 2004 does not apply.

Signed by authority of the

Secretary of State

Jo Lappin

Deputy Regional Director, Housing, Planning and Transport

Government Office for the North West

1 April 2009

Burnley Local Development Scheme – March 2016

ii

SCHEDULE

POLICIES CONTAINED IN BURNLEY LOCAL PLAN SECOND REVIEW

(ADOPTED APRIL 2006)

CHAPTER 4 – GENERAL POLICIES

GP 1 – Development within the Urban Boundary

GP 2 – Development in Rural Areas

GP 3 – Design and Quality

GP 4 – Mixed Use Development

GP 5 – Access for All

GP 6 – Landscaping and Incidental Open Space

GP 7 – New Development and the Control of Pollution

GP 8 – Energy Conservation and Efficiency

GP 9 – Security and Planning Out Crime

GP 10 – Developer Contributions

CHAPTER 5 – ECONOMY AND WORK

EW 1 - Land for Business (B1) and General Industrial (B2) and Warehousing (B8)

Development

EW 2 – Major Retail Development outside Burnley and Padiham Town Centres

EW 3 – New Leisure, Tourist, Arts and Cultural Development outside Town Centres

EW 4 – Expansion and Improvement of Existing Businesses

EW 5 – Development and Improvement of Major Industrial Estates

EW 6 – Economic Improvement Areas

EW 7 – Redevelopment of Existing Employment Land and Premises for Non-Employment

Uses

EW 8 – Control of Hazardous Substances

EW 9 – Small Businesses, Working from Home, and Community Enterprises in Residential

Areas

EW 10 – Development and Training Provision

EW 11 – Rural Diversification and Conversion of Rural Buildings for Employment Uses

CHAPTER 6 – HOUSING AND LOCAL NEIGHBOURHOODS

H 1 – Land for New Housing Development

H 2 – The Sequential Release of Further Housing Land for Development

H 3 – Quality and Design in New Housing Development

H 4 – Providing a Choice of Housing in New Development

H 5 – Local Housing Needs

H 6 – Housing Density

H 7 – Open Space in New Housing Development

H 8 – Environmental Improvements in Existing Residential Areas

H 9 - Regenerating Urban Areas and Neighbourhoods

H 10 – Housing for Large Families

H 11 -Living over Shops and Other Commercial Premises and Housing and Training Projects

H 12 – Non-Residential Uses in Residential Areas

Burnley Local Development Scheme – March 2016

iii

H 13 – Extensions and Conversions of Existing Single Dwellings

H 14 – Gardens and Backland Development

H 15 – Conversion and Re-use for Flats and Bedsits

H 16 – Gypsy and Traveller Sites

CHAPTER 7 – ENVIRONMENT

Natural Environment

E 1 – Nature Conservation - Internationally and Nationally Important Sites

E 2 – Nature Conservation – County Biological and Geological Heritage Sites and Local Nature

Reserves

E 3 – Wildlife Links and Corridors

E 4 – Protection of other Features of Ecological Value

E 5 – Species Protection

E 6 - Trees, Hedgerows and Woodlands

E 7 – Water Bodies and Water Courses

E 8 – Development and Flood Risk

E 9 – Ground water Resources

Built Environment

E 10 – Alterations, Extensions, Changes of Use and Development Affecting Listed Buildings

E 11 – Demolition of Listed Buildings

E 12 – Development in, or adjacent to, Conservation Areas

E 13 – Demolition in Conservation Areas

E 14 – The Designation and Amendment of Conservation Areas

E 15 – Locally Important Buildings, Features and Artefacts

E 16 – Areas of Traditional Construction

E 17 – Historic Parks and Gardens

E 18 – Scheduled Ancient Monuments

E 19 – Development and Archaeological Remains

E 20 – Views

E 21 – Gateways and Throughroutes

E 22 – Public Art

E 23 – Telecommunications

E 24 – Advertisements

E 25 – Shop Fronts

Open Land

E 26 – Development in the Green Belt

E 27 – Landscape Character and Local Distinctiveness in Rural Areas and Green Belt

E 28 – Protecting Agricultural Land and Businesses

E 29 – New Agricultural Development

E 30 – Agricultural Worker’s Dwellings

E 31 – Wind Farms

E 32 – Development of Other Renewable Energy Facilities in Rural Areas

Environmental Protection

E 33 - Vacant and Untidy Land

E 34 – Derelict and Contaminated Land and Derelict Buildings

Burnley Local Development Scheme – March 2016

iv

E 35 – Sites Generation Landfill Gas

CHAPTER 8 – COMMUNITY FACILITIES

CF 1 – Protection, Enhancement and Replacement of Playing Pitches

CF 2 – Intensification of Use of Existing Sports and Recreation Provision

CF 3 – Protection of Existing Public Parks, Informal Recreation Areas, Major Open Areas, Play

Areas and Other Areas of Open Space

CF 4 – Allotments and Community Gardens

CF 5 – Major Sports Facilities

CF 6 – Provision of Small Indoor Sports Facilities

CF 7 – Outdoor Recreation and Rural Areas

CF 8 - Equestrian Development

CF 9 - Golf Related Development

CF 10 – Specialist Pursuits and Noise Generating Sports

CF 11 – District and Local Centres

CF 12 – Local and Village Shops

CF 13 – Restaurants, Cafes, Public Houses and Hot Food Takeaways

CF 14 – Provision, Retention and Enhancement of Community

Facilities

CF 15 – Burnley General Hospital

CF 16 – Loss of Community Health Facilities

CF 17 – Provision of Educational Facilities

CF 18 – Youth Shelters

CF 19 – Graveyards and Burial Places

CF 20 – Caravans and Camping Sites

CF 21 – Travelling Show People

CHAPTER 9 – Transport and Movement

TM 1 – Location of Major Traffic Generating Uses

TM 2 – Transport Assessments (TAs)

TM 3 – Travel Plans (TPs)

TM 4 – Transport Hierarchy within Development Proposals

TM 5 – Footpaths and Walking within the Urban Boundary

TM 6 – Walking and Horse Riding in the Countryside

TM 7 – Cycling Network

TM 8 – Quality Bus Routes

TM 9 – Rail and Railway Stations

TM 10 – East Lancashire Rapid Transit

TM 11 – Traffic Management in Burnley Town Centre

TM 12 - Movement of Freight

TM 13 – Former Padiham Rail Line

TM 14 – Taxis and Taxi Booking Offices

TM 15 – Car Parking Standards

TM 16 – Management of Public and Private On- and Off-Street Car Parking

TM 17 – Management of Retail and Leisure Car Parking in Town Centres

Burnley Local Development Scheme – March 2016

v

CHAPTER 10 – BURNLEY TOWN CENTRE

BTC 1 – Main Shopping Area of Burnley Town Centre

BTC 2 –Secondary Shopping Areas in Burnley Town Centre

BTC 3 – Retail Development within Burnley Town Centre outside the Main and Secondary

Shopping Areas

BTC 4 – Office, Business, Civic and Cultural Quarter of Burnley Town Centre

BTC 5 – Leisure and Tourism Development in Burnley Town Centre

BTC 6 – The Weavers’ Triangle

BTC 7 – Kingsway/Bank Parade

BTC 8 – Movement in Burnley Town Centre

BTC 9 – Gateways and Throughroutes

BTC 10 – Upper Floors in Burnley Town Centre

BTC 11 – Existing Industrial Uses in Burnley Town Centre

BTC 12 – Canal and Riverside Development in Burnley Town Centre

BTC 13 - Open Spaces in Burnley Town Centre

BTC 14 – Provision of Open Spaces in Major Development Proposals

CHAPTER 11 - PADIHAM TOWN CENTRE

PTC 1 – Central Area of Padiham

PTC 2 – Burnley Road Area of Padiham Town Centre

PTC 3 – Church Street/Burnley Road

PTC 4 – Movement To and Through Padiham Town Centre

PTC 5 – Padiham Market

PTC 6 – Gateways and Throughroutes

PTC 7 – Riverside Development in Padiham Town Centre

PTC 8 – Open Spaces in Padiham Town Centre

Burnley Local Development Scheme – March 2016

vi

Supplementary Planning Documents APPENDIX 2

Supplementary Planning Guidance SPG

Several Supplementary Planning Guidance documents were adopted before the 2004 Act came into

force. These are listed in Table (i) together with the ‘saved’ Local Plan policies to which they relate.

Table (i): Existing Supplementary Planning Guidance

Document Title Linked to ‘saved’ Local Plan Policy (ies)

Landscape and Wildlife Strategy Policies E1, E2, E4, E5 and E27

Wind Turbine Power Generators Policy E31

Holiday Static and Touring Caravan Sites Policy CF20

Golf Driving Ranges Policy CF9

New Build Homes for the Elderly and Nursing Homes Policies GP1 and CF14

Garden Areas for Homes for the Elderly and Nursing Homes

Policy CF14

Children’s Day Nurseries Policies GP1 and CF14

Hairdressers in Houses Policy EW9

Dormer Extensions Policies GP3, E10 and E16

Aerials on Private Houses Policies GP3 and H3

Shop Front Security Shutters Policy E25

Supplementary Planning Documents SPD

Six Supplementary Planning Documents have been adopted under the 2004 Act:

Table (ii): Existing Supplementary Planning Documents

Document Title Date of Adoption

Design Guidelines for Burnley Wood SPD July 2006

Design Guidelines for Daneshouse, Stoneyholme, Duke Bar SPD July 2006

Design Guidelines for South West Burnley SPD July 2006

South West Burnley Development Brief January 2010

Public Realm Strategy for Burnley Town Centre September 2011

Public Realm Strategy for the Weavers’ Triangle SPD September 2011

Burnley Local Development Scheme – March 2016

vii

Burnley Local Plan – Gantt chart APPENDIX 3

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Local Plan DPD

Pre-production

Approval of Preferred Options (Reg. 18)

Consultation on Preferred Options (Reg. 18)

Approval of Proposed Submission Document

Publication of Proposed Submission Document (Reg. 19)

Submission to the Secretary of State (Reg. 22)

Examination Hearings

Adoption

2018

Issues and Options (Reg. 18)

20162012 2013 2014 2015 2017

ITEM NO

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Draft Playing Pitch Strategy & Action Plan 2016

REPORT TO THE EXECUTIVE

DATE 29/03/2016

PORTFOLIO Leisure

REPORT AUTHOR Simon Goff

TEL NO 01282 477223

EMAIL sgoff@burnley.gov.uk

PURPOSE

1. To seek approval of the Draft Playing Pitch Strategy 2016

RECOMMENDATION

2. The Executive is recommended to:

a. Consider and approve the draft Playing Pitch Strategy and Action Plan 2016

b. Authorise the Head of Green Spaces to consult with the public and sports clubs on the draft strategy and delegate the finalisation of the Strategy to the Head of Green Spaces and Amenities in consultation with the Executive Member for Leisure and Culture

REASONS FOR RECOMMENDATION

3. The Executive should approve, in principle, the draft strategy prior to consultation and

finalisation.

SUMMARY OF KEY POINTS

4. The Playing Pitch Strategy (Appendix 1.) has been prepared jointly with Pendle and

Rossendale Borough Councils and it provides a strategic framework for the provision, management and development of playing pitches and ancillary facilities between 2016 and 2026.

5. The Strategy is supported by a Playing Pitch Assessment which meets the requirements

of the National Planning Policy Framework, paragraph 74. It has been prepared in consultation with the national sport governing bodies for each of the main pitch sports. Local sports clubs and facility owners have been consulted during preparation of the Assessment and a representative of Sport England has been involved at all stages.

6. The Assessment & Strategy covers all outdoor pitches in the three boroughs including

those owned by Councils, schools and private sports clubs and it covers the following

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pitches/sports:

Football

Cricket

Rugby Union

Rugby League

Artificial grass (Hockey)

Bowling Greens

Tennis courts

7. The Vision of the Strategy is to:

Provide an accessible, high quality and sustainable network of sports pitches and associated facilities which provide opportunities for participation by residents at all levels of play and maximise health benefits.

8. The purpose of having a playing pitch strategy is to:

Provide planning guidance to assess developments affecting playing fields

Provide a strategic framework for provision and management of playing fields

Support external funding bids for improvements

Provide baseline data for ongoing monitoring of playing pitch provision

9. Key findings of the strategy include:

There is currently adequate provision in Burnley for all pitch sports except football for which there is shortfall of one adult football pitch.

Analysis of future demand identifies a potential shortfall in pitch provision by 2026 for 2 small sided junior football matches and 6.5 youth/adult matches per week.

The shortfall in provision could be addressed by improving the quality of pitches (usually through drainage improvements) which will increase the number of games that can be played each week.

Provision of 1 new artificial grass pitch (AGP) in Padiham and transfer of youth matches to AGPs will also help address future demand.

10. The Strategy recommends that the Council adopts the following aims:

Aim 1. Protect the existing supply of sport pitches and associated facilities where it

is needed to meet current and future needs

Recommendations

a. Protect playing field sites through local planning policy

b. Secure tenure and access to sites for high quality, development minded

clubs/organisations, through a range of solutions and partnership

agreements

c. Maximise community use of education facilities where there is a need to

do so.

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Aim 2. To enhance outdoor sports facilities through improving quality and management of sites

Recommendations a. Seek to improve quality of pitch maintenance b. Adopt a tiered approach (hierarchy of provision) for the management and

improvement of sites c. Work in partnership with stakeholders to secure funding.

Aim 3. To provide new outdoor sports facilities where there is current or future demand to do so. (subject to external funding being available)

Recommendations a. Rectify shortfalls in current pitch stock (by improving quality of pitches) b. Identify opportunities to increase provision to accommodate both current

and future demand

FINANCIAL IMPLICATIONS AND BUDGET PROVISION

11. The Strategy will help guide the allocation of any financial contributions made by housing

developments to the improvement of playing pitches and ancillary facilities. The Strategy will also help the Council, sports clubs and others to secure funding from external sources such as the Sport England, National sports governing bodies and other grant awarding organisations.

POLICY IMPLICATIONS

12. The Playing Pitch Strategy will inform the local plan

DETAILS OF CONSULTATION

13. Consultation with the national governing bodies of each sport, local sports clubs, schools

and Burnley Leisure.

BACKGROUND PAPERS

14. Burnley, Pendle and Rossendale Playing Pitch Assessment 2015

FURTHER INFORMATION

PLEASE CONTACT: Simon Goff

ALSO:

Integrity, Innovation, Inspiration 1-2 Frecheville Court off Knowsley Street Bury BL9 0UF

T 0161 764 7040 F 0161 764 7490 E mail@kkp.co.uk www.kkp.co.uk

BURNLEY, PENDLE & ROSSENDALE DRAFT STRATEGY & ACTION PLAN 2016 - 2025

ROSSENDALE, PENDLE & BURNLEY STRATEGY & ACTION PLAN

CONTENTS LIST OF ABBREVIATIONS .............................................................................................. 1 PART 1: INTRODUCTION ................................................................................................ 2 PART 2: VISION ............................................................................................................... 8 PART 3: OBJECTIVES ..................................................................................................... 9 PART 4: SPORT SPECIFIC ISSUES SCENARIOS AND RECOMMENDATIONS .......... 10 PART 5: STRATEGIC RECOMMENDATIONS ............................................................... 21 PART 6: ACTION PLAN ................................................................................................. 36 APPENDIX ONE: STRATEGIC CONTEXT ..................................................................... 76 APPENDIX TWO: FUNDING PLAN ................................................................................ 84 APPENDIX THREE: GLOSSARY ................................................................................... 88

ROSSENDALE, PENDLE & BURNLEY STRATEGY & ACTION PLAN

LIST OF ABBREVIATIONS AGP Artificial Grass Pitch 3G Third Generation turf (artificial turf) NGB National Governing Body FA Football Association LCCB Lancashire County Cricket Board LFA Lancashire Football Association ECB England and Wales Cricket Board EH England Hockey RFU Rugby Football Union S106 Section 106 FIT Fields in Trust GIS Geographical Information Systems KKP Knight, Kavanagh and Page NPPF National Planning Policy Framework PPS Playing Pitch Strategy FPM Facilities Planning Model FE Further Education HE Higher Education TGR Team Generation Rate CSP County Sports Partnership

ROSSENDALE, PENDLE & BURNLEY STRATEGY & ACTION PLAN

November 2015 Strategy: Knight Kavanagh & Page 2

PART 1: INTRODUCTION This is the Playing Pitch Strategy (PPS) for Rossendale, Pendle and Burnley. Building upon the preceding Assessment Report it provides a strategic framework for the maintenance and improvement of existing outdoor sports pitches and ancillary facilities between 2016 and 2026. The PPS covers the following playing pitches and outdoor sports: Football pitches Cricket pitches Rugby union pitches Rugby league pitches Artificial grass pitches (AGPs) (Hockey) Bowling greens Tennis courts The key objectives for the Playing Pitch Strategy are: To inform the review of emerging planning policy within the Local Development

Frameworks of the participating authorities To provide adequate planning guidance to assess development proposals affecting

playing fields. To inform land use decisions in respect of future use of existing outdoor sports areas

and playing pitches within the Study Area. To provide a strategic framework for the provision and management of playing

pitches within the Study Area Support external funding bids and maximise support for playing pitches. To provide the basis for ongoing monitoring and review of the use, distribution,

function, quality and accessibility of playing pitches. All three local authorities are under significant pressure in the current climate given the extensive level of savings that are expected to be made. This should be considered in the context of this strategy and further emphasises the need for partnership working. 1.1: Structure The Strategy has been developed from research and analysis of playing pitch provision and usage within Rossendale, Pendle and Burnley to provide: A vision for the future improvement and prioritisation of playing pitches A series of sport by sport recommendations which provide a strategic framework for

sport led improvements to provision. A series of strategic recommendations which provide a strategic framework for the

improvement, maintenance, development and, as appropriate, rationalisation of the playing pitch stock.

A prioritised area-by-area action plan to address key issues. The Strategy and Action Plan recommends a number of priority projects for Rossendale, Pendle and Burnley which should be implemented from 2016 to 2026. It provides a framework for improvement and, although resources may not currently be in place to implement it, potential partners and possible sources of external funding will be identified.

ROSSENDALE, PENDLE & BURNLEY STRATEGY & ACTION PLAN

November 2015 Strategy: Knight Kavanagh & Page 3

The recommendations that come out of this strategy must be translated into local plan policy so there is a policy mechanism to support delivery and secure provision/investment where the opportunity arises. There is a need to build key partnerships between each Council, National Governing Bodies of Sport (NGBs), Sport England, schools, further/higher education providers, community clubs and private landowners to maintain and improve playing pitch provision. In these instances, the potential for each Council to take a strategic lead is more limited (except in terms of developer contributions). This document will provide clarity about the way forward, and allow key organisations to focus on the key issues that they can directly influence and achieve. 1.3 Study area The local authority boundaries of Rossendale, Pendle & Burnley will provide the geographic scope of the PPS. Sub areas, or analysis areas, have been created to allow a more localised assessment of provision and examination of playing pitch surpluses and deficiencies at a local level. Use of analysis areas also allows local circumstances and issues to be taken into account. Rossendale is divided into six analysis areas, Pendle into five and Burnley into five:

Local authority Analysis area Ward

Rossendale Bacup Stacksteads

Irwell

Greensclough

Haslingden Worsley

Greenfield

Rawtenstall Goodshaw

Cribden

Longholme

Hareholme

South West Helmshore

Eden

Waterfoot Whitewell

Whitworth Facit & Shawforth

Healey & Whitworth

Pendle Barrowford & Western Parishes Barrowford

Old Laund Booth

Higham & Pendleside

Blacko & Higherford

Brierfield & Reedley Brierfield

Reedley

Colne & District Waterside

Boulsworth

Horsfield

Vivary Bridge

Foulridge

ROSSENDALE, PENDLE & BURNLEY STRATEGY & ACTION PLAN

November 2015 Strategy: Knight Kavanagh & Page 4

Local authority Analysis area Ward

Nelson Whitefield

Walverden

Bradley

Marsden

Southfield

Clover Hill

West Craven Earby

Craven

Coates

Burnley East Burnley & Cliviger The Burnley analysis areas are not split by wards but by district boundaries. Visit www.burnley.gov.uk for more information.

North Burnley

Padiham & Hapton

South Burnley

West Burnley

Figure 1.1: Analysis area map

ROSSENDALE, PENDLE & BURNLEY STRATEGY & ACTION PLAN

November 2015 Strategy: Knight Kavanagh & Page 5

1.4 Headline findings by local authority area The table below highlights the quantitative headline findings from the Rossendale, Pendle and Burnley Playing Pitch Assessment Report.

Sport Analysis area

Current demand shortfall Future demand shortfall (2026)1

Football (grass pitches)

2

Rossendale Shortfall of 3 adult matches

Shortfall of 0.5 youth 11v11 matches

Demand is being met for youth 9v9

Demand is being met for mini 7v7

Demand is being met for mini 5v5

Shortfall of 3.5 adult matches

Shortfall of 3.5 youth 11v11 matches

Shortfall of 2.5 youth 9v9 matches

Demand is being met for mini 7v7

Demand is being met for mini 5v5

Pendle Demand is being met for adult matches

Shortfall of 1.5 youth 11v11 matches

Demand is being met for youth 9v9

Demand is being met for mini 7v7

Shortfall of 1 mini 5v5 matches

Demand is being met for adult matches

Shortfall of 5.5 youth 11v11 matches

Shortfall of 1 youth 9v9 matches

Demand is being met for mini 7v7

Shortfall of 1.5 mini 5v5 matches

Burnley Shortfall of 0.5 adult matches

Demand is being met for youth 11v11

Demand is being met for youth 9v9

Demand is being met for mini 7v7

Demand is being met for mini 5v5

Shortfall of 1.5 adult matches

Shortfall of 5 youth 11v11 matches

Shortfall of 0.5 youth 9v9 matches

Shortfall of 1 mini 7v7 matches

Shortfall of 0.5 mini 5v5 matches

Football (3G AGPs)

Rossendale Shortfall of 1 full size 3G pitches3 Demand could be met to

accommodate all competitive mini football

Pendle Shortfall of 2 full size 3G pitches Shortfall of 2 full size 3G pitches to accommodate all competitive mini football

Burnley Shortfall of 0 full size 3G pitches Shortfall of 1 full size 3G pitch to accommodate all competitive mini football

Cricket Rossendale Demand is being met Demand is being met

Pendle Shortfall of 1 pitch Shortfall of 1 pitch

Burnley Demand is being met Demand is being met

Rugby union

Rossendale Shortfall of 2.5 match sessions Shortfall of 5.5 match sessions

Pendle Shortfall of 7.5 match sessions Shortfall of 13.5 match sessions

Burnley Demand is being met Demand is being met

Rugby league

Rossendale No rugby league demand No rugby league demand

Pendle Demand is being met Demand is being met

Burnley Demand is being met Demand is being met

Hockey (Sand AGPs)

Rossendale No hockey demand No hockey demand

Pendle Demand is being met Demand is being met

Burnley No hockey demand No hockey demand

1 Please note that this is demand that will exist in 2026 if the current demand is not met and also

includes latent and displaced demand identified. 2 Quantified in match equivalent sessions

3 To service current training needs

ROSSENDALE, PENDLE & BURNLEY STRATEGY & ACTION PLAN

November 2015 Strategy: Knight Kavanagh & Page 6

Sport Analysis area

Current demand shortfall Future demand shortfall (2026)4

Tennis Rossendale Demand is being met Demand is being met

Pendle Demand is being met Demand is being met

Burnley Demand is being met Demand is being met

Bowls Rossendale Demand is being met Demand is being met

Pendle Demand is being met Demand is being met

Burnley Demand is being met Demand is being met

Conclusions The existing position for all pitch sports is either demand is being met (with little, if any, actual spare capacity expressed) or there is a shortfall. The future position shows the sports with current shortfalls is exacerbated. Therefore there is a need to protect all existing provision and create access to school sites or bring some disused/lapsed sites back into use if feasible. 1.5 Definitions Match sessions Pitches have a limit of how much play they can accommodate over a certain period of time before their quality, and in turn their use, is adversely affected. As the main usage of pitches is likely to be for matches, it is appropriate for the comparable unit to be match equivalent sessions but may for example include training sessions. Based on how they tend to be played this unit for football, rugby union and rugby league pitches relate to a typical week within the season for each sport. For cricket pitches it is appropriate to look at the number of match equivalent sessions over the course of a season. Pitch capacity The capacity for pitches to regularly provide for competitive play, training and other activity over a season is most often determined by quality. As a minimum, the quality and therefore the capacity of a pitch affects the playing experience and people’s enjoyment of playing football. In extreme circumstances it can result in the inability of the pitch to cater for all or certain types of play during peak and off peak times. Pitch quality is often influenced by weather conditions and drainage.

4 Please note that this is demand that will exist in 2026 if the current demand is not met and also

includes latent and displaced demand identified.

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As a guide, each NGB has set a standard number of matches that each grass pitch type should be able to accommodate without adversely affecting its current quality (pitch capacity):

Sport Pitch type No. of matches per week

Good quality Standard quality

Poor quality

Football Adult pitches 3 2 1

Youth pitches 4 2 1

Mini pitches 6 4 2

Rugby union*

Natural Inadequate (D0) 2 1.5 0.5

Natural Adequate (D1) 3 2 1.5

Pipe Drained (D2) 3.25 2.5 1.75

Pipe and Slit Drained (D3) 3.5 3 2

Cricket One grass wicket 5 per season N/A N/A

One synthetic wicket 60 per season N/A N/A

Shortfalls Please note that shortfalls are expressed in match sessions at this stage rather than converted to pitches as most shortfalls can be accommodated by improving pitch quality (and therefore capacity) to accommodate more match sessions. This is explored further within the action plan. To convert match sessions into pitches, the number of match sessions should be halved (to take account of teams playing on a home and away basis).

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PART 2: VISION 2.1 Vision A vision was set out at the beginning of the process to provide a clear focus with desired outcomes for the Rossendale, Pendle and Burnley Playing Pitch Strategy:

‘To provide an accessible, high quality and sustainable network of sport pitches and other associated outdoor sports facilities, which provide opportunities for participation by all residents at all levels of play from grassroots to elite and maximises opportunities for

realising health benefits’

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PART 3: OBJECTIVES The Rossendale, Pendle and Burnley PPS is a strategy not just for the local authorities, but holistically for sport across the Borough as a whole. Delivery of the Strategy is the responsibility of and relies on, all stakeholders. The following overarching objectives are based on the three Sport England themes (see figure 1 below). It is recommended that the following are adopted by each Council and its partners to enable it to achieve the overall vision of the Strategy and Sport England planning objectives.

Figure 1: Sport England themes

Source: Sport England 2015

AIM 1

To protect the existing supply of sports facilities where it is needed for meeting current and future needs

AIM 2

To enhance outdoor sports facilities through improving quality and management of sites

AIM 3

To provide new outdoor sports facilities where there is current or future demand to do so

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PART 4: SPORT SPECIFIC ISSUES SCENARIOS AND RECOMMENDATIONS In order to help develop the recommendations/actions and to understand their potential impact a number of relevant scenario questions are tested against the key issues in this section for the playing pitch sports resulting in the sport specific recommendations. Football pitches Summary - grass There are a total of 235 football pitches across the three local authorities, of which

194 are available for community use. Of pitches available for community use, there are 49 within Rossendale, 65 in Pendle

and 80 in Burnley. Although security of tenure of pitches/sites is generally good, Padiham FC,

Haslingden St Mary’s FC and Colne FC are examples of lease arrangements which expire within the next 25 years and clubs such as Whitworth Valley FC Earby Town FC, Barnoldswick Town FC and Colne FC also report aspirations to acquire land on long term leases. Further to this, there may be opportunities for other bodies such as parish councils to take on more responsibility for playing pitches in the future.

Tenure of some sites does remain unsecure, notably at schools and academies which state their own policies and are more likely to restrict levels of community use. This is the case at All Saints RC School and Bacup and Rawtenstall Grammar School, for example.

In Rossendale, there are two pitches assessed as good quality, 27 as standard and 20 as poor. In Pendle, there are 16 pitches assessed as good quality, 28 as standard and 21 as poor. In Burnley, 20 pitches are assessed as good quality, 34 as standard and 26 as poor.

A total of 101 clubs containing 378 teams were identified as playing within Rossendale, Pendle and Burnley. This consists of 110 men’s teams, eight women’s teams, 125 youth boys’ teams, 11 youth girls’ teams and 124 mini soccer teams.

There are 81 teams within Rossendale, 138 within Pendle and 159 within Burnley. There is latent demand totalling five adult, five youth and two mini teams in Burnley,

five adult, five youth and four mini teams in Pendle and two adult, four youth and five mini teams in Rossendale.

Future demand expressed by clubs equates to two adult, six youth and 11 mini teams in Burnley, four adult, 10 youth and five mini teams in Pendle and one adult, three youth and five mini teams in Rossendale.

The table shows a total of 41 match equivalent sessions of actual spare capacity consisting of 12.5 match sessions in Rossendale, 15.5 match sessions in Pendle and 13 match sessions in Burnley.

There is 5.5 match equivalents of overplay in Rossendale, five match equivalents in Pendle and two match equivalents in Burnley.

There is an overall shortfall of adult pitches both now and in the future within Rossendale and Burnley, however, spare capacity exists in Pendle.

For youth 11v11 pitches there is future shortfall within each local authority. There is a significant shortfall of youth 11v11 pitches and the shortfall would be far greater if teams were playing on the correct pitch sizes.

9v9 play can be accommodated on the current supply of pitches in each of Rossendale, Pendle and Burnley, however, future demand results in a shortfall within each local authority.

Current and future demand can be accommodated on 7v7 pitches in Rossendale and Pendle, however, a future shortfall is identified within Burnley.

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Spare capacity exists on 5v5 pitches both now and in the future in Rossendale, whilst a shortfall of pitches is identified in Pendle. Spare capacity currently exists within Burnley, however, future demand results in a shortfall of pitches.

Scenarios - grass Improving pitch quality - on overplayed pitches (either through increased

maintenance or drainage improvements in order to increase pitch capacity) to good quality will help to accommodate overplay expressed. For example, improving all overplayed pitches to good quality will also create additional spare capacity equating to 20 match sessions which would also help to meet unmet/latent demand expressed. Most spare capacity would be generated at Towneley Park when increasing quality and therefore increasing the poor quality pitches to standard would also generate enough spare capacity to accommodate overplay. In addition to improving quality on the youth pitches at Fearns School, usage needs to be slightly reduced by 0.5 sessions (one team) per week in order to address overplay.

However, given the cost of doing such work for all poor and standard quality pitches the continued maintenance required (and associated costs) alternatives need to be considered that can offer a more sustainable model for the future of football. The alternative to grass pitches is the use of AGPs for competitive matches and this is something that the FA is supporting, particularly for mini football.

Utilising spare capacity – where pitches express 0.5 match equivalent sessions of spare capacity in the peak period which if retained could help to sustain/improve quality.

This leaves a total of 41 match equivalent sessions of actual spare capacity consisting of 12.5 match sessions in Rossendale, 15.5 match sessions in Pendle and 13 match sessions in Burnley. Spare capacity exists on each pitch type within each analysis area, with the exception of youth 11v11 and 5v5 pitches in Pendle.

Opening up sites which are currently unavailable for community use i.e. school sites or increased activity at sites currently unused will more than accommodate all latent and future demand. However, spare capacity is not always ideally located to meet the demand expressed.

Transferring youth 11v11 teams from adult pitches onto youth 11v11 pitches (u13s-u16s as u17s and u18s can play on adult pitches in accordance with the FA Youth Review) – 74 u13s-u16s teams currently play on adult size pitches across the three authorities. Of these 26 teams are in Rossendale, 23 teams in Pendle and 25 teams in Burnley. Although there is not enough spare capacity to accommodate these teams on existing youth 11v11 pitches, those adult pitches exclusively used by youth teams (equating to 30 teams) could be remarked at: Maden Rec Bacup (ID:79) John Bradley PF Brierfield Celtic (ID:73) The Glen (ID:167) St Peters PF Haslingden (ID:127) Barnoldswick Town Juniors at Victory Park (ID:14) Whitworth Community High School (ID:155) This would leave another 44 youth teams (u13s-u16s) to be accommodated.

Summary – improving pitch quality will address overplay across all three areas. In addition, remarking youth 11v11 pitches on selected sites from adult pitches to dedicated youth 11v11 pitches and seeking options to open up school sites would help to accommodate demand (but not meet all demand). However, there may be a longer term solution in transferring youth matches to 3G pitches in a phased approached (alongside mini matches).

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Summary – 3G pitches There are seven full size 3G AGPs within Rossendale, Pendle and Burnley. Of these,

two pitches are in Rossendale, one is in Pendle and four are in Burnley. The pitch at Gawthorpe Hall is considered unavailable to the community as Burnley

FC retains dedicated use. The remaining pitches are all available for community use. All pitches are floodlit, with the exception of Alder Grange School.

Pitches at Fearns School, Nelson & Colne College and Prairie Fields are FA registered to host competitive matches.

The carpet of an AGP usually lasts for approximately 10 years. As all 3G pitches within Rossendale, Pendle and Burnley have either been built or resurfaced in the last six years, no major quality issues exist.

On the basis that there are 81 teams playing within Rossendale, there is a recommended need for two full size 3G pitches, of which there is currently one (discounting Alder Grange School).

In Pendle, there is a recommended need for three full size pitches, meaning there is a current shortfall of two pitches based on demand from 138 teams.

Demand for 3G pitches is being met in Burnley as there are three pitches (discounting Gawthorpe Hall).

A new 3G pitch at Fisher More Secondary School is going ahead and will therefore reduce the shortfall in Pendle.

Scenarios – 3G pitches Moving all mini teams to play on 3G pitches - would result in the need for two 3G

pitches in Rossendale, three 3G pitches in Pendle and four 3G pitches in Burnley. In Rossendale, there are currently 11 5v5 teams which would require two (rounded up

from 1.38) 3G pitches and 12 7v7 teams which would require one 3G pitch. Therefore, based on the above programming and separate start times for 5v5 and 7v7 matches, the overall need is for two 3G pitches to accommodate all mini football demand within Rossendale, whilst also leaving some spare capacity (0.62 of a pitch) for growth. With Alder Grange School included (as floodlighting is not needed during the stated kick-off times) the above programme can be accommodated on the current supply of pitches.

Recommendations – grass football pitches Existing quantity of football pitches to be protected, unless equivalent alternative

provision is provided. Where pitches are overplayed and assessed as standard or poor quality, prioritise

investment for pitch improvements and review maintenance regimes to ensure it is of an appropriate standard to sustain/improve pitch quality.

Remark adult pitches exclusively used by youth teams (u13s-u16s) in order to better accommodate demand and where possible transfer remaining youth teams to utilise spare capacity on other existing sites.

Work with schools to maximise and secure access to pitches on school sites which are currently unavailable for community use and have sufficient capacity to accommodate community use in addition to school use.

Where appropriate, develop partnership and/or lease arrangements with large, sustainable, development-minded clubs to manage their own ‘home’ sites.

Explore opportunities for other bodies such as parish councils to take on more management/responsibility for playing field sites.

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In Pendle, there are 22 5v5 teams which would require three (rounded up from 2.75) 3G pitches and 19 7v7 teams which would require two (rounded up from 1.58) 3G pitches. This results in a need for three pitches to accommodate all mini football, of which there is currently one.

In Burnley, there are 29 5v5 teams which would require four (rounded up from 3.63) 3G pitches and 31 7v7 teams which would require three (rounded up from 2.58) 3G pitches, resulting in an overall need for four pitches. Discounting Gawthorpe Hall due to its unavailability, there are currently three 3G pitches, meaning there is a shortfall of one pitch.

If the three local authorities were to combine in order to accommodate all mini football on AGPs, there is a need for eight 3G pitches (rounded up from 7.75) to satisfy 5v5 demand (62 teams) and six 3G pitches (rounded up from 5.17) to satisfy 7v7 demand (62 teams). The overall need for eight 3G pitches means there is a current shortfall of two pitches.

Moving all youth 11v11 teams to play on 3G pitches - the most common day for youth 11v11 football across the three local authorities is Sunday, with 66 out of the 87 teams playing on this day. Of these teams, 53 play Sunday AM and 13 teams play Sunday PM, meaning both timeslots have been accommodated.

Burnley would require six (rounded up from 5.5) 3G pitches to satisfy demand from its 33 youth 11v11 teams, whilst Pendle would require five (rounded up from 4.8) pitches to satisfy its demand from 29 teams. Rossendale would also require five (rounded up 4.2) pitches to satisfy its demand from 25 teams.

Cricket pitches Summary There are 20 senior grass cricket pitches across Rossendale, Pendle and Burnley all

of which are available for community use. Of the pitches, 11 are located in Pendle, five in Rossendale and four in Burnley. In addition, there are nine standalone non-turf wicket pitches.

The audit of grass wicket cricket pitches in Rossendale, Pendle and Burnley found nine pitches to be good quality and the remaining 11 as standard quality.

In total, there are 28 clubs servicing the local authorities generating 56 senior teams and 54 junior teams, amounting to 110 teams in total.

The Pendle District Cricket League reports that it currently has a waiting list of three teams due to a lack of pitches available.

Based on TGRs, it is predicted that there will be an increase of four junior boys’ teams.

Recommendations – 3G pitches Increase provision of 3G pitches and as a priority explore options to provide double

pitch sites. Ensure that sinking funds (formed by periodically setting aside money over time ready

for surface replacement when required) are in place to maintain 3G pitch quality in the long term.

Carry out consultation with leagues/clubs to gauge acceptance/buy in of moving all youth/mini competitive play to 3G pitches in the future.

Ensure that any new 3G pitches meet FA requirements and are subsequently tested and FA registered. In addition, ensure that existing and future 3G pitches are used to maximum potential to allow for future back to back programming of mini/youth matches at peak times.

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There are clubs within each local authority that wish to grow. In Rossendale, this amounts to potential growth of one senior team and six junior teams, compared to one senior team and four junior teams in Burnley and five junior teams in Pendle.

Women’s and girls’ cricket is a national priority and there is a target to establish more female teams in every local authority over the next five years. Despite this, there are currently no dedicated female teams within Rossendale, Pendle and Burnley, although girls can play in mixed junior teams.

All pitches within Rossendale, Pendle and Burnley currently show potential spare capacity amounting to a combined total of 477 match equivalent sessions, however, only five are available during peak time for senior cricket (Sundays).

Of pitches with actual spare capacity, there are 1.5 pitches within Burnley, one with Rossendale and 0.5 within Pendle.

No pitches are overplayed, although Barrowford Cricket Club and Earby Cricket Club are operating close to capacity.

Spare capacity is considered to exist for junior matches both now and in the future as no non-turf wickets are adjudged to be at capacity or overplayed.

Current and future demand can be accommodated in Rossendale and Burnley; however, there is a shortfall of pitches in Pendle. This is due to the unmet demand reported by the Pendle District Cricket League.

Scenarios Utilising spare capacity – there is 0.5 pitches of actual spare capacity expressed in

Pendle at Burnley Belvedere Cricket Club. Given this pitch is assessed as good quality it is likely that this level of spare capacity could be utilised to accommodate some unmet demand reported from The Pendle District Cricket League, leaving 1 pitch shortfall.

Actual spare capacity expressed in Burnley (1.5 pitches) and Rossendale (1 pitch) can comfortably accommodate the level of likely future growth in Burnley (0.5 pitches) and in Rossendale (0.5 pitches).

More pitches – The Pendle District Cricket League, reports that it currently has a waiting list of three teams due to a lack of pitches available. The League wishes for all three teams to be based within Pendle. There are no grass wicket pitches in Pendle (either available or unused) that could accommodate unmet demand and therefore a new pitch would need to be provided to meet this level of unmet demand. It is worth noting that a new cricket ground will be built on the site of the former Lucas Sports Ground as part of a redevelopment. The pitch will be managed by the Council and it is hoped that it will be ready in the next two to three years.

Recommendations – cricket Existing quantity of grass wicket cricket pitches to be protected. Work with The Pendle District Cricket League to further established levels of unmet

demand and explore options for access to an additional pitch in Pendle and utilising spare capacity at Burnley Belvedere Cricket Club.

Lancashire County Cricket Groundsmen Association and LCCB to work with clubs to review quality issues on those pitches assessed as standard quality.

Work with clubs to establish potential future demand to establish women and girls cricket.

Work with clubs to ensure appropriate access to ancillary facilities supports provision of pitches/sites.

Work with clubs to improve access to indoor training facilities during the winter months.

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Rugby union pitches Summary There six senior pitches within Rossendale, seven within Pendle and two within

Burnley, as well as two mini pitches within Pendle. All pitches are considered available for community use.

There are two good, nine standard and four poor quality senior pitches. One mini pitch is assessed as standard and one is assessed as poor.

Four clubs play across Rossendale, Pendle and Burnley consisting of 10 senior, 12 junior and 16 mini teams.

Both Burnley RUFC and Pendle RUFC report unmet demand for one senior team, whilst Rossendale RUFC reports unmet demand for two junior teams.

All clubs report an intention to increase the number of their teams in the future. Where quantified, planned growth amounts to four senior men’s, two senior women’s, seven junior boys’, four junior girls’ and three mini teams.

The peak time for demand for senior rugby is Saturday pm and for mini/junior teams is Sunday am, although junior teams mostly play on senior pitches.

In total, there is considered to be 3.5 match equivalent sessions of actual spare capacity. Of this, all match equivalents are in Pendle (at Hodge House Playing Fields).

In total, overplay of these pitches amounts to seven match equivalent sessions, of which 5.5 match equivalents are in Pendle and 1.5 are in Rossendale.

There is an overall shortfall of senior pitches amounting to 18 match equivalent sessions, of which all shortfalls are identified in Rossendale (5.5) and Pendle (12.5).

Improving quality of pitches will help to provide greater capacity and help to reduce overplay throughout the Area. In addition, removing all training demand from match pitches would significantly reduce overplay. A more practical way to alleviate overplay, however, would be to install additional floodlighting.

Scenarios Improving pitch quality – at Burnley Rugby Club (via the maintenance schedule) will

increase capacity by a further 1.5 match sessions and in part address overplay. Significant improvements are required to the maintenance programme and drainage

at Colne & Nelson Rugby Club and by improving quality this will address overplay expressed (3 match sessions) and build future spare capacity.

Improving pitch quality at Rossendale Rugby Club either through the maintenance schedule or drainage systems would address overplay expressed (1.5 match sessions) and build future capacity at the site (as most pitches are also played to capacity).

The remaining actual spare capacity is located at school sites which are not ideally located to accommodate overplay expressed at the club sites.

Summary – pitch quality improvements will address over play at club sites except for Burnley Rugby Club where a total shortfall of one match equivalent session would remain.

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Rugby league Summary There is one rugby league pitch in Burnley (North Burnley Analysis Area), located at

Prarie Fields (used by Burnley & Pendle RLFC). In Pendle, there are two pitches, one at Victory Park (used by West Craven Warriors RLFC) and one at West Craven High School (available for community use but unused), both of which are in the West Craven Analysis Area. There are no rugby league pitches in Rossendale, which correlates with there being no rugby league club.

All three pitches were assessed as standard quality, meaning they can each accommodate two matches per week.

West Craven Warriors RLFC fields one senior men’s team, one senior women’s team and two primary teams. All matches are played at Victory Park as well as six hours of training each week during the league season. However, some training demand is displaced to Skipton. The Club reports plans to increase its number of teams by two junior boys’ teams, two junior girls’ teams and three primary teams.

The Club reports no issues with the pitch at Victory Park, however, does express a demand for a dedicated clubhouse facility and an AGP for winter and floodlit training.

When taking into account match play and training the Victory Park pitch is overplayed by 3.5 match sessions per week but has 0.5 match sessions of spare capacity when just accounting for match play.

Burnley & Pendle RLFC fields one senior men’s team which plays at Prarie Fields. Based on match play alone, spare capacity of 1.5 match equivalents sessions is deemed to exist at Prarie Fields. It is recommended, however, that further consultation occurs with Burnley & Pendle RLFC to fully understand the clubs needs and use of the pitch.

Recommendations – rugby union Existing quantity of rugby pitches to be protected, unless equivalent alternative

provision is provided. Work to address overplay at Burnley Rugby Club via improvements to pitch quality

(maintenance schedules). Work to address overplay at Colne & Nelson Rugby Club via improvements to pitch

quality (both maintenance schedules and drainage works). Also consider installing floodlights in order to help address capacity issues to provide both training and evening match play opportunities.

Work to address overplay and build future capacity at Rossendale Rugby Club via improvements to either the maintenance schedule or drainage system. Also consider installing more floodlights in order to help address capacity issues to provide both training and evening match play opportunities.

Work with Pendle RUFC to develop a long term plan for the sustainability of the Club. If opportunities arise, explore options to provide a full size 3G pitch either directly

through the RFU or in partnership with the FA which is World Rugby compliant to help address shortfalls.

Explore options for improving on site ancillary facilities on all of the club sites.

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Scenarios Utilising spare capacity – West Craven High School has one pitch which although is

available for community use is currently unused. It is located approx. five minutes’ drive away from Victory and could be an option for future use by West Craven Warriors RLFC to help alleviate overplay.

Hockey pitches (AGPs) Summary There are eight full size (sand based/dressed) artificial pitches across Rossendale,

Burnley and Pendle. Of these, one is located in Rossendale, two are in Pendle and five are in Burnley.

Through the audit assessment, all full size AGPs with Rossendale, Pendle and Burnley were assessed as standard quality.

The only club servicing the three local authorities is Pendle Forest Hockey Club, which plays all its home matches at Marsden Heights School in Pendle. The Club consists of three senior women’s teams, one senior women’s veterans’ team and four junior girls’ teams. The Club itself reports no aspiration to grow in terms of teams, however, there is likely to be future participation increases based on England Hockey growth rates.

Supply is deemed sufficient enough to meet current and future demand for both senior and junior hockey in Pendle. Focus should be placed on ensuring the quality of the AGP at Marsden Heights School is sustained.

There are four full sized hockey AGPs in Burnley (discounting Unity College which is unavailable for community use) and one in Rossendale with no hockey use/demand. Whilst some supply may be required in order to satisfy any potential future demand, there is a clear surplus of pitches.

Scenarios Current and future demand – there is a need for one full size hockey suitable AGPs

to service current and future demand for competitive hockey in Pendle. Given there are no clubs in Rossendale and Burnley, a strategic decision should be made as to the future aspirations to develop community hockey in these areas in the future.

Recommendations – rugby league Ensure existing pitch quality is sustained or improved as resources allow through

maintenance improvements. Explore options to secure usage of West Craven High School for West Craven

Warriors RLFC in order to alleviate overplay at Victory Park. Carry out further consultation with Burnley & Pendle RLFC to fully understand the

clubs training and future needs. If opportunities arise, explore options to provide a full size 3G pitch in partnership with

the FA which is RFL Community Standard compliant to help address shortfalls as a result of training.

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Tennis courts Summary There are a total of 54 tennis courts identified in the three local authorities across 19

sites, all of which are available for community use. The courts are relatively evenly distributed, with 21 courts in Burnley, 17 courts in Rossendale and 16 courts in Pendle.

In addition, there are also courts within educational sites, however, no regular community use or demand is recorded.

Of provision that is available for community use, 42 courts are assessed as good quality, five are deemed standard and seven are rated as poor.

The courts assessed as poor quality are all located at Marsden Park (Pendle) and Towneley Park (Burnley), whilst the standard quality courts are located at Memorial Park (Burnley) and Alkincoats Park (Pendle).

Craven Tennis Club report that its ancillary provision is poor quality due to the age of the clubhouse and its size.

Craven Tennis Club consists of three junior members and 23 senior members. All junior members are boys, whilst senior membership is broken down as 20 men and three women.

Burnley Lawn Tennis Club currently has 150 members, of which there are 41 juniors and 109 seniors. Of junior membership, 18 are boys and 23 are girls, whilst 85 men and 24 women form the senior membership.

As well as neither club expressing future demand, no unmet demand or latent demand was reported during consultation.

All clubs report spare capacity on their courts in that the current number of courts can accommodate both current and future demand. Park courts are also reported to be readily available for casual users, whilst numerous courts within education sites are available to the community if demand existed.

Recommendations – hockey Retain a sufficient level of sand based pitch provision to accommodate current and

future demand. Ensure that the quality of Marsden Heights School is sustained and that there is

secured use of the pitch for Pendle Forest Hockey Club. Work with England Hockey to establish the strategic need to retain sand AGPs in

Rossendale and Burnley. Lancashire FA and England Hockey to work together to further assess feasibility of

converting potential surplus sand AGPs to 3G pitches. Ensure that sinking funds (formed by periodically setting aside money over time ready

for surface replacement when required) are in place to maintain AGP pitch quality in the long term.

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Bowling greens Summary There are 39 crown green bowling greens in Rossendale, Burnley and Pendle

provided across 30 sites. Of these, 10 greens are in Rosendale, 12 in Pendle and 17 in Burnley.

All greens were assessed as good quality, with exception of Colne Cricket & Bowls Club and Earby Memorial Bowling Club in Pendle and Greenhill Bowling Club and Towneley Park Causeway in Burnley.

Of clubs consulted within Rossendale, Pendle and Burnley there are a total of 1688 members. There are 1106 members in Burnley, 402 in Pendle and 180 in Rossendale across 12, seven and four clubs respectively.

In correlation to a national trend of declining membership, six bowls clubs in Burnley have seen membership numbers decline since 2012. Similarly, two clubs in Rossendale have seen membership decline over the same time period, whilst just one club in Pendle (Brierfield Bowling Club) has seen a reduction in membership.

One club in Pendle (Earby Memorial Bowling Club) states plans for membership to increase in the future. In Rossendale, Bacup Park Bowling Club reports plans for an increase in membership. Padiham Bowling Club, Lowerhouse Park Bowling Club, Queensgate Bowling Club and Causeway End Bowling Club state plans for a membership increase in Burnley.

Generally, it is considered that most bowling clubs are able to accept additional members should demand increase. It is therefore unlikely that demand would increase to such an extent that additional greens will be needed, meaning any investment should instead be focused on improving existing greens.

No clubs report a need for an additional green, however, it is recommended that support is offered to those clubs operating above their local authorities’ average in order to ensure greens are not being overused.

Further communication is recommended with Greenhill Social & Bowling Club and Ighten Mount Bowling Club in order to gain a better understanding of the membership within the clubs.

Recommendations – tennis Priority should be placed on improving current facilities, with particular focus placed

on improving the courts at Marsden Park and Towneley Park. Support Craven Tennis Club to seek funding options to make improvements to the

ancillary facilities Support the LTA in working to improve accessibility to tennis in order to help deliver its

Strategy. The LTA is keen to encourage parks and clubs to make use of technology solutions, which includes online court booking and fob access to courts and facilities.

Ensure clubs can access the appropriate standard of courts to allow LTA competitions to be played.

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Recommendations – bowling greens Ensure local authority greens are not being overused and ensure that quality is

sustained or improved. Address spare capacity and maximise the availability of bowling greens for pay and

play in order to raise the profile of the game, increase levels of membership and the revenue generated by sites.

Support clubs which plan to attract younger people through hosting events such as family days as well as establishing links with local primary schools.

Investigate further the need for two greens to be accommodated at one site. Explore opportunities to combine play on to one green, for example, at sites such as Thomas Street and Marsden Park.

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PART 5: STRATEGIC RECOMMENDATIONS The strategic recommendations for the Strategy have been developed from the key issues cutting across all outdoor sports and categorised under each of the Strategy Aims. They reflect overarching and common areas to be addressed which apply across outdoor sports facilities and may not be specific to just one sport. Recommendation a – Protect playing field sites through local planning policy The PPS Assessment shows that all currently used playing field sites require protection and therefore cannot be deemed surplus to requirements because of shortfalls now and in the future. Therefore, based on the outcomes of the PPS, local planning policy should reflect this situation. NPPF paragraph 74 states that existing open space, sports and recreational buildings and land, including playing fields, should not be built on unless: An assessment has been undertaken which has clearly shown the open space,

buildings or land to be surplus to requirements; or The loss resulting from the proposed development would be replaced by equivalent or

better provision in terms of quantity and quality in a suitable location; or The development is for alternative sports and recreational provision, the needs for

which clearly outweigh the loss. Strategic Reserve – a number of playing pitches should be protected as strategic reserve in order to allow for pitches to be rested and rotated as well as providing back up capacity for future demand or for unforeseen circumstances arising in relation to pitches. Each local authority should look to determine the number of sites consider as strategic reserve based on its individual needs, however a number of sites have been identified within the action plan as strategic reserve in order to serve this purpose. Lapsed and disused – playing field sites that formerly accommodated playing pitches but are no longer used for formal or informal sports use within the last five years (lapsed) or longer (disused). The PPS Assessment shows that all currently used playing field sites require protection and therefore cannot be deemed surplus to requirements because of shortfalls now and in

Recommendations: a. Protect playing field sites through local planning policy b. Secure tenure and access to sites for high quality, development minded

clubs/organisations, through a range of solutions and partnership agreements. c. Maximise community use of education facilities where there is a need to do so.

AIM 1

To protect the existing supply of sports facilities where it is needed for meeting current or future needs

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the future, this includes lapsed, underused and poor quality sites. Equally where proposed development is located within access of a high quality playing pitch, this does not necessarily mean that there is no need for further pitch provision or improvements to existing pitches in that area in order to accommodate additional demand arising from that development. The PPS may, if appropriate, be used to inform a Development Management decision. However, all applications are assessed by each Council on a case by case basis. In addition, Sport England as statutory consultee on planning applications that affect or prejudice the use of a playing field will use the PPS to help assess that planning application. Sport England’s playing field policy only allows for development of lapsed or disused playing fields if a PPS shows a clear excess in the quantity of playing pitch provision at present and in the future across all playing pitch sports, and the site concerned has no special significance to sport and the development involves measures to address any deficiencies in terms of quality or accessibility identified by the PPS. All playing fields should be protected up until the point where all demand has been met. All known disused/lapsed sites are included within the table below:

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KKP I.D

Local Authority Area

Site Address Sport Management Current Status

60 Burnley Habergham (former Habergham High School Playing Fields)

Kidrow Lane Football Lancashire County Council

Three youth 11v11 pitches at the rear of the former Habergham High School and unused since the school closed in July 2010. Very poorly drained, sloped site without changing facilities. Issues with dog walkers, horse riding and illegal motorcycle use.

- Burnley Former Ridgewood School

Burleigh Street Football Lancashire County Council

One youth 11v11 pitch on the site of the closed Ridgewood School. Last used more than five years ago.

- Burnley Disraeli Street Recreation Ground

Disraeli Street Football Burnley Council Youth 11v11 pitch, well drained but sloped with no facilities and issues with dog fouling. Reserve site for junior use - last used more than five years ago.

- Burnley Lockyer Avenue Playing fields

Lockyer Avenue Football Lancashire County Council

One youth 11v11, one 9v9 and one 7v7 pitch and a changing room. Playing fields for Ightenhill Primary School but pitches no longer used by the School. Pitches were available for community use by local teams until 2012 when the School withdrew permission.

- Burnley Hapton Recreation Ground

Ruskin Grove Football Burnley Council Unused adult pitch due to poor drainage. A recently completed partial drainage scheme may see the pitch return to use August 2016.

- Pendle Harrison Drive Playing Field

Harrison Drive Football Pendle Council One disused adult football pitch not used for at least ten years, poor quality.

- Rossendale Ewood Bridge Football Ground

Blackburn Road Football Private The Site has been disused for approximately eight years. It consists of car park, clubhouse and stand as well as an adult pitch. The Site, which is in a flood risk

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KKP I.D

Local Authority Area

Site Address Sport Management Current Status

2&3 area, would need investment in order to be brought back in to full use.

- Rossendale Leavengrave Oak Street, Facit Rugby Town Council Senior pitch disused. Now leased to the town council it is intended to be brought into use for sporting purposes.

- Rossendale Former Rossendale United Ground

Dark Lane Football Private Former ground of Rossendale United, disused for several years. The Site consists of car park, clubhouse and stand as well as an overgrown adult pitch. All facilities are boarded up and the Site would need investment in order to be brought back in to full use.

- Rossendale Waterbarn Recreation Area

Brandwood Road, Stacksteads

Cricket/ Football

Rossendale Council

Cricket square used within the last five years by Stacksteads CC but currently unavailable and lapsed. Former football pitch also on site. Potential issues with safety and quality of the land. Former Stacksteads Church on site with potential plans to restore.

- Rossendale Cherry Tree Playing Field (Barlow Fold)

Cherry Tree Lane Football Rossendale Council

Site previously marked with youth 11v11 and more recently used recreationally with mini goalposts/ pitch size.

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Recommendation b – Secure tenure and access to sites for high quality, development minded clubs/organisations through a range of solutions and partnership agreements Education sites A number of school sites are being used for competitive play, predominately for football. In most cases use of pitches has not been classified as unsecure, however, use is not necessarily formalised and further work should be carried out to ensure an appropriate Community Use Agreement (CUA) is in place (including access to changing provision where required). In some examples, tenure of some sites does remain unsecure, notably at schools and academies which state their own policies and are more likely to restrict levels of community use. This is the case at All Saints RC School and Bacup and Rawtenstall Grammar School, for example. Where there is demand for these sites to be used for community use, these should be a priority to secure use. NGBs can often help to negotiate and engage with schools, particularly academies where the local authority may not have direct influence. Sport England has also produced guidance, online resources and toolkits to help open up and retain school sites for community use and can be found at: http://www.sportengland.org/facilities-planning/accessing-schools/ Local authority sites Although security of tenure of pitches/sites is generally good, Padiham FC, Haslingden St Mary’s FC and Colne FC are examples of lease arrangements which expire within the next 25 years and clubs such as Whitworth Valley FC Earby Town FC, Barnoldswick Town FC and Colne FC also report aspirations to acquire land on long term leases. Local sports clubs should be supported by partners including the Council, NGBs or the County Sports Partnership (CSP) to achieve sustainability across a range of areas including management, membership, funding, facilities, volunteers and partnership working. For example, support club development and encourage clubs to develop evidence of business and sports development plans to generate an income through their facilities. All clubs could be encouraged to look at different management models such as registering as Community Amateur Sports Clubs (CASC). Clubs should also be encouraged to work with partners locally whether volunteer support agencies or linking with local businesses. Each Local Authority should further explore opportunities where security of tenure could be granted to the clubs playing on appropriate local authority sites (minimum 25 years as recommended by Sport England and NGBs). In particular so that clubs are in a position to apply for external funding to improve the ancillary facilities. Each club should be required to meet service and/or strategic recommendations. However, an additional set of criteria should be considered, which takes into account the quality of the club, aligned to its long term development objectives and sustainability.

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In the context of the Comprehensive Spending Review, which announced public spending cuts, it is increasingly important for councils to work with voluntary sector organisations in order that they may be able to take greater levels of ownership and support the wider development and maintenance of facilities. In some areas there is also potential for parish and town councils to take on additional responsibilities for pitches and it is recommended that the councils continue to use the playing pitch strategy to steer decision making with regard to outdoor pitch provision; alternative management models should also look to follow the strategy and action plan identified within this document. To facilitate this, each Council should support and enable clubs to generate sufficient funds to allow this. Recommended criteria for lease of sport sites to clubs

Club Site

Clubs should have Clubmark/FA Charter Standard accreditation award.

Clubs commit to meeting demonstrable local demand and show pro-active commitment to developing school-club links.

Clubs are sustainable, both in a financial sense and via their internal management structures in relation to recruitment and retention policy for both players and volunteers.

Ideally, clubs should have already identified (and received an agreement in principle) any match funding required for initial capital investment identified.

Clubs have processes in place to ensure capacity to maintain sites to the existing, or better, standards.

Sites should be those identified as ‘Club Sites’ (recommendation d) for new clubs (i.e. not those with a Borough wide significance) but which offer development potential. For established clubs which have proven success in terms of self-management ‘Key Centres’ are also appropriate.

As a priority, sites should acquire capital investment to improve (which can be attributed to the presence of a Clubmark/Charter Standard club).

Sites should be leased with the intention that investment can be sourced to contribute towards improvement of the site.

An NGB/Council representative should sit on a management committee for each site leased to a club.

Each Council can further recognise the value of NGB club accreditation by adopting a policy of prioritising the clubs that are to have access to these better quality facilities. This may be achieved by inviting clubs to apply for season long leases on a particular site as an initial trial. Each Council should establish a series of core outcomes to derive from clubs taking on a lease arrangement to ensure that the most appropriate clubs are assigned to sites. As an example outcomes may include: Increasing participation. Supporting the development of coaches and volunteers. Commitment to quality standards. Improvements (where required) to facilities, or as a minimum retaining existing

standards. In addition, clubs should be made fully aware of the associated responsibilities/liabilities when considering leases of multi-use public playing fields.

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Further to clubs taking on leases, there may be opportunities for other organisations such as parish councils to take on more responsibility for playing pitches in the future and it is recommended that this is tested with those that may be interested. Community asset transfer Each council should continue to work towards adopting a policy which supports community management and ownership of assets to local clubs, community groups and trusts. This presents sports clubs and national governing bodies with opportunities to take ownership of their own facilities; it may also provide non-asset owning sports clubs with their first chance to take on a building. The Sport England Community Sport Asset Transfer Toolkit is a bespoke, interactive web based tool that provides a step by step guide through each stage of the asset transfer process: http://archive.sportengland.org/support__advice/asset_transfer.aspx Recommendation c – Maximise community use of education sites where there is a need to do so In order to maximise community use of educational facilities it is recommended to establish a more coherent, structured relationship with schools. The ability to access good facilities within the local community is vital to any sports organisation, yet many clubs struggle to find good quality places to play and train. Pricing policies at facilities can be barrier to access at some of the education sites but physical access and resistance from schools, especially academies, to open up provision is also an issue. A large number of sporting facilities are located on education sites and making these available to sports clubs can offer significant benefits to both the school/college and the local clubs. Each Council and other key partners must work with schools and colleges to develop an understanding of the issues that restrict or affect community access. Support should be provided, where appropriate, to address underlying problems. Consideration should be given to a centralised booking system for community use of schools and colleges to minimise administration and make access easier for the users. It is not uncommon for school pitch stock not to be fully maximised for community use. Even on established community use sites, access to grass pitches for community use is limited. In some instances grass pitches are unavailable for community use due to poor quality and therefore remedial works will be required before community use can be established. As detailed earlier, Sport England has also produced guidance, online resources and toolkits to help open up and retain school sites for community use and can be found at: http://www.sportengland.org/facilities-planning/accessing-schools/

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It is recommended that a working group, led by a partner from the education sector but supported by a range of other sectors including sport and leisure is established to implement the strategic direction in relation to the increased/better use of school facilities. Broadly speaking, its role should be to: To better understand current community use, practices and issues by ‘auditing’

schools. Ensure community use agreements are upheld Identify and pilot one school/club formal community use agreement with a view to

rolling out the model across the area. Ensure that funding to improve the quality of the facilities is identified and secured. As part of any agreement secure a management arrangement for community access,

which does not rely on existing school staff structures. Ensure that pitch provision at schools is sufficient in quality and quantity to be able to

deliver its curriculum. Once this has been achieved provision could contribute to overcoming deficiencies in the area.

Although there are a growing number of academies and college sites which councils have no control over the running of, it is still important to understand the significance of such sites and attempt to work with the schools where there are opportunities for community use. In addition, the relevant NGB has a role to play in supporting the councils to deliver the strategy and communicating with schools where necessary to address shortfalls in provision, particularly for football pitches.

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Recommendation d – Improve quality There are a number of ways in which it is possible to increase pitch quality, including for example, addressing overplay and improving maintenance. These are explored in more detail below. Addressing quality issues Generally where pitches are assessed as standard or poor quality and/or overplayed, review/improve maintenance regimes to ensure it is of an appropriate standard to sustain/improve pitch quality. Ensuring existing maintenance of good quality pitches continues is also important. Based on an achievable target using existing quality scoring to provide a baseline, a standard should be used to identify deficiencies and investment should be focused on those sites which fail to meet the proposed quality standard (using the site audit database, provided in electronic format). The Strategy approach to these outdoor sports facilities achieving these standards should be to enhance quality and therefore the planning system should seek to protect them. For the purposes of the Quality Assessments, this Strategy will refer to pitches and ancillary facilities separately as Good, Standard or Poor quality. For example, some good quality sites have poor quality elements i.e. changing rooms or a specific pitch. Good quality refers to pitches that have, for example, a good maintenance regime coupled with good grass cover, an even surface, are free from vandalism, litter etc. In terms of ancillary facilities, good quality refers to access for disabled people, sufficient provision for referees, juniors/women/girls and appropriate provision of showers, toilets and car parking. For rugby union, a good pitch is also pipe and/or slit drained. Standard quality refers to pitches that have, for example, an adequate maintenance regime coupled with adequate grass cover, minimal signs of wear and tear, goalposts may be secure but in need of minor repair. In terms of ancillary facilities, standard quality refers to adequately sized changing rooms, storage provision and provision of toilets. For rugby union, drainage is natural and adequate.

AIM 2

To enhance outdoor sports facilities through improving quality and management of sites

Recommendation: d. Improve quality e. Adopt a tiered approach (hierarchy of provision) for the management and

improvement of sites. f. Work in partnership with stakeholders to secure funding

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Poor quality refers to pitches that have, for example, poor levels of maintenance coupled with inadequate grass cover, uneven surface and damage. In terms of ancillary facilities, poor quality refers to inappropriate size of changing rooms, no showers, no running water and old dated interior. For rugby union, drainage is natural and inadequate. Please refer to the Sport England/NGB quality assessments. Sites played beyond capacity may require remedial action to help reduce this. In terms of ancillary facilities, poor quality refers to inappropriate size of changing rooms, no showers, no running water and old dated interior. Without appropriate, fit for purpose ancillary facilities, good quality pitches may be underutilised. Changing facilities form the most essential part of this offer and therefore key sites such as those mentioned above should be given priority for improvement. In order to prioritise investment into key sites it is recommended that the steering group works up a list of criteria, relevant to the Area, to provide a steer on future investment. For improvement/replacement of AGPs refer to Sport England and the NGBs ‘Selecting the Right Artificial Surface for Hockey, Football, Rugby League and Rugby Union’ document for a guide as to suitable AGP surfaces: www.sportengland.org/facilities-planning/tools-guidance/design-and-cost-guidance/artificial-sports-surfaces/ Addressing overplay In order to improve the overall quality of the playing pitches stock; it is necessary to ensure that pitches are not overplayed beyond recommended weekly carrying capacity. This is determined by assessing pitch quality (via a non-technical site assessment) and allocating a weekly match limit to each. Each NGB recommends a number of matches that a good quality grass pitch should take:

Sport Pitch type No. of matches

Good quality Standard quality

Poor quality

Football Adult pitches 3 per week 2 per week 1 per week

Youth pitches 4 per week 2 per week 1 per week

Mini pitches 6 per week 4 per week 2 per week

Rugby union*

Natural Inadequate (D0) 2 per week 1.5 per week 0.5 per week

Natural Adequate (D1) 3 per week 2 per week 1.5 per week

Pipe Drained (D2) 3.25 per week 2.5 per week 1.75 per week

Pipe and Slit Drained (D3)

3.5 per week 3 per week 2 per week

Rugby league

Senior 3 per week 2 per week 1 per week

Cricket One grass wicket

One synthetic wicket

5 per season

60 per season

N/A N/A

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* Please note that the RFU believes that it is most appropriate to base the calculation of pitch capacity upon an assessment of the drainage system and maintenance programme afforded to a site. There are also a number of sites that are poor quality but are not overplayed. These sites should not be overlooked as often poor quality sites have less demand than other sites but demand could increase if the quality was to increase. Improving pitch quality should not be considered in isolation from maintenance regimes. Whilst it works both ways in so much as poor pitch condition is a symptom of pitches being over played, potential improvements may make sites more attractive and therefore more popular. There is also a need to balance pitch improvements alongside the transfer of play to alternative pitch sites. Therefore, work with clubs to ensure that sites are not played beyond their capacity and encourage play, where possible, to be transferred to alternative venues which are not operating at capacity. Increasing pitch maintenance Standard or poor grass pitch quality may not just be a result of poor drainage. In some instances ensuring there is an appropriate maintenance for the level/standard of play can help to improve quality and therefore increase pitch capacity. Each NGB can provide assistance with reviewing pitch maintenance regimes. For example, the FA, ECB and RFL in partnership have recently introduced a Pitch Advisor Scheme and have been working in partnership with Institute of Groundmanship (IOG) to develop a Grass Pitch Maintenance service that can be utilised by grassroots football clubs with the simple aim of improving the quality of grass pitches. The key principles behind the service are to provide football clubs with advice/practical solutions on a number of areas, with the simple aim of improving the club’s playing surface. In relation to cricket, maintaining high pitch quality is the most important aspect of cricket. If the wicket is poor, it can affect the quality of the game and can, in some instances, become dangerous. The ECB recommends full technical assessments of wickets and pitches available through a Performance Quality Standard Assessment (PQS). The PQS assesses a cricket square to ascertain whether the pitch meets the Performance Quality Standards that are benchmarked by the Institute of Groundsmanship. Please note that PQS assessments are also available for other sports. Recommendation e – Adopt a tiered approach (hierarchy of provision) for the management and improvement of sites To allow for facility developments to be programmed within a phased approach each Council should adopt a tiered approach to the management and improvement of playing pitch sites and associated facilities. Please refer to Part 7: Action Plan for the proposed hierarchy.

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Recommendation f – Work in partnership with stakeholders to secure funding Partners, led by each Council, should ensure that appropriate funding secured for improved sports provision is directed to areas of need, underpinned by a robust strategy for improvement in playing pitch facilities. In order to address the community’s needs, to target priority areas and to reduce duplication of provision, there should be a coordinated approach to strategic investment. In delivering this recommendation each Council should maintain a regular dialogue with local partners and through the Playing Pitch Steering Group. Some investment in new provision will not be made by the councils directly, it is important, however, that each Council therefore seeks to direct and lead a strategic and co-ordinated approach to facility development by education sites, NGBs, sports clubs and the commercial sector to address community needs whilst avoiding duplication of provision. Please refer to Appendix Two for further funding information which includes details of the current opportunities, likely funding requirements and indicative project costs. Sport and physical activity can have a profound effect on peoples’ lives, and plays a crucial role in improving community cohesion, educational attainment and self-confidence. However, one of sport’s greatest contributions is its positive impact on public health. It is therefore important to lever in investment from other sectors such as health and wellbeing for example. Recommendation g - Rectify quantitative shortfalls in the current pitch stock Each Council and its partners should work to rectify identified inadequacies and meet identified shortfalls as outlined in the Assessment Report and the sport by sport specific recommendations. It is important that the current levels of grass pitch provision are protected, maintained and enhanced to secure provision now and in the future. For most sports the future demand for provision identified can be overcome through maximising use of existing pitches through a combination of: Improving pitch quality in order to improve the capacity of pitches to accommodate

more matches. The re-designation of pitches for which there is an oversupply. Securing long term community use at school sites. Working with commercial and private providers to increase usage.

AIM 3

To provide new outdoor sports facilities where there is current or future demand to do so

Recommendations: g. Rectify quantitative shortfalls in the current pitch stock. h. Identify opportunities to add to the overall stock to accommodate both current and

future demand.

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While maximising the use of existing pitches offers scope to address the quantitative deficiencies for most sports, new or additional cricket squares on public or private fields, as well as improving existing wickets is required to meet the levels of demand identified for cricket both now and in the future. There may be an opportunity to use some senior pitches to provide senior, junior or mini pitches (through different line markings/coning areas of the pitch). However, further work should be undertaken on this as an action for each Council/NGBs. Furthermore the re-designation of adult pitches that are not currently used may lead to a deficiency of adult pitches in the medium to longer term as younger players move up the ages. It is likely that for some sports, particularly football, that the provision of new pitches and facilities will be required in the future to support the predicted future demand. Unmet demand, changes in sport participation and trends, and proposed housing growth should be recognised and factored into future facility planning. Assuming an increase in participation and housing growth occurs, it will impact on the future need for certain types of sports facilities. Sports development work also approximates unmet demand which cannot currently be quantified (i.e., it is not being suppressed by a lack of facilities) but is likely to occur. The following table highlights the main development trends in each sport and their likely impact on facilities. However, it is important to note that these may be subject to change. Furthermore, retaining some spare capacity allows some pitches to be rested to protect overall pitch quality in the long term. Therefore, whilst in some instances it may be appropriate to re-designate a senior pitch where there is low demand identified a holistic approach should be taken to re-designation for the reasons cited. The site-by-site action planning will seek to provide further clarification on where re-designation is suitable. Likely future sport-by-sport demand trends

Sport Future development trend Strategy impact

Football

The needs of the game changed after the 2013/14 season with the implementation of the FA Youth Development Review. As a result, pitch demands may change. This could also see changes in the seasonal demand of pitches (youth football).

Consider re-allocating leases to Community Charter Standard clubs with a large number of teams.

Work with clubs to identify facility development opportunities.

Work with clubs in relation to their pitch demands as a result of the FA Youth Development Review.

Demand for senior football is likely to be sustained based on current trends and the move to small sided football. County FA focus to maintain growth of youth football through to adults.

Sustain current stock but consideration given to reconfigure pitches if required.

An increase in women and girls football following £2.4m investment over the next two years (2014-2016) from Sport England to increase the number of women and girls taking part in football sessions.

A need to provide segregated ancillary facilities and the potential need for more pitches.

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Sport Future development trend Strategy impact

Cricket

Generally demand is likely to remain static for grass wickets for both junior and adult participation. However, women’s and girls’ cricket is a national priority and there is a target to establish more female teams in every local authority over the next five years.

Isolated pockets of demand for access to additional facilities where pitches are operating at capacity.

There are currently no dedicated female teams within Rossendale, Pendle and Burnley, although girls do play in mixed junior teams.

Support clubs to ensure access to segregated changing and toilet provision and access to good quality cricket pitches to support growth.

Rugby union

The Rugby Football Union works towards achieving the stated outcomes of the Rugby Football Union National Facilities Strategy (2013-2017), the Rugby Football Union National Women and Girls Strategy and the Rugby Football Union National Male XV-a-side Strategy. Locally the RFU want to ensure access to pitches in Rossendale, Pendle & Burnley that satisfies the existing demand and predicted growth particularly in light of the Rugby World Cup 2015. Further, that we are aiming to protect and improve pitch quality plus that of ancillary facilities including changing rooms and floodlights as current and future demand requires.

Clubs are likely to field more teams in the future. It is important, therefore, to work with the clubs to maintain the current pitch stock and to support facility development where appropriate.

Rugby league

RFL is working towards growing rugby league participation including through growth at junior clubs, Play Touch RL and 9 aside RL.

Review the need for dedicated rugby league pitches in the next three years.

Seek 3G pitch venues for Play Touch and grass pitches for 9 aside.

AGPs Demand for 3G pitches for competitive football will increase. It is likely that future demand for the use of 3G pitches to service competitive football, particularly mini and youth will result in some reduced demand for grass pitches.

Provision of 3G pitches which are World Rugby compliant will help to reduce overplay as a result of training on rugby pitches.

Ensure that access to new AGP provision across the Borough is maximised and that community use agreements are in place.

Utilise Sport England/NGB guidance on choosing the correct surface:

http://www.sportengland.org/media/30651/Selecting-the-right-artificial-surface-Rev2-2010.pdf

Recommendation h - Identify opportunities to add to the overall pitch stock to accommodate both current and future demand Each Council should use, and regularly update, the Action Plan within this Strategy for improvements to its own pitches whilst recognising the need to support partners. The

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Action Plan lists improvements to be made to each site focused upon both qualitative and quantitative improvements as appropriate for each area. Furthermore any potential school sites which become redundant over the lifetime of the Strategy may offer potential for meeting community needs on a localised basis. Where schools are closed their playing fields may be converted to dedicated community use to help address any unmet community needs. Some sites (or adjacent land) also have the potential to accommodate more pitches which may be a solution to meeting shortfalls identified as is further explored within the action plan.

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PART 6: ACTION PLAN Introduction The site-by-site action plan list seeks to address key issues identified in the accompanying Assessment Report. It provides recommendations based on current levels of usage, quality and future demand, as well as the potential of each site for enhancement. It should be reviewed in the light of staff and financial resources in order to prioritise support for strategically significant provision and provision that other providers are less likely to make. Recommendation e below explains the hierarchy of priorities on the list. It is imperative that action plans for priority projects should be developed through the implementation of the strategy. Each Council should make it a high priority to work with NGBs and other partners to comprise a priority list of actions based on local priorities, NGB priorities and available funding. Recommendation e - Adopt a tiered approach (hierarchy of provision) to the management and improvement of sites To allow for facility developments to be prioritised and programmed within a phased approach a tiered model to for the improvement of playing pitch sites and associated facilities is useful. The identification of sites is based on their strategic importance in a Borough-wide context i.e. they accommodate the majority of demand or the recommended action has the greatest impact on addressing shortfalls identified either on a sport by sport basis or across the Borough as a whole. Recommended tiered site criteria

Hub sites Key centres

Local sites Informal sites

Strategically located. Priority sites for NGB.

Strategically located within the analysis area.

Services the local community. Likely to include education sites.

Services the local community.

Accommodates three or more good quality grass pitches.

Including provision of at least one AGP.

Accommodates two or more good quality grass pitches.

Accommodates more than one pitch.

Likely to be single-pitch site.

Single or multi-sport provision.

Could also operate as a central venue.

Single or multi-sport provision.

Could also operate as a central venue.

Single or multi-sport provision.

Supports informal usage and/ or training etc.

Maintenance regime aligns with NGB guidelines.

Maintenance regime aligns with NGB guidelines.

Standard maintenance regime either by the club or in house maintenance contract.

Basic level of maintenance i.e. grass cutting and line marking as required.

Good quality ancillary facility on site, with sufficient changing

Good quality ancillary facility on site, with sufficient changing

Appropriate access changing to accommodate both

No requirement for access changing to accommodation.

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Hub sites Key centres

Local sites Informal sites

rooms and car parking to serve the number of pitches.

rooms and car parking to serve the number of pitches.

senior and junior use concurrently (if required).

Hub sites are of Borough wide importance where users are willing to travel to access the range and high quality of facilities offered and are likely to be multi sport. These have been identified on the basis of high impact on addressing the issues identified in the assessment. The financial, social and sporting benefits which can be achieved through development of strategic sites (also known as hub sites) are significant. Sport England provides further guidance on the development of community sports hubs at: http://www.sportengland.org/facilities__planning/planning_tools_and_guidance/sports_hubs.aspx Where development of Strategic Sites includes provision of 3G pitches for football it is recommended that further modelling/feasibility work is carried out to ensure sustainability of new 3G pitches to accommodate competitive fixtures. However, as a priority consultation should be carried out with leagues/clubs to gauge acceptance/buy in of moving competitive play to 3G pitches in the future. Key centres although these sites are more community focused, some are still likely to service a wider analysis area (or slightly wider). However, there may be more of a focus on a specific sport i.e. a dedicated site. It is considered that some financial investment will be necessary to improve the ancillary facilities at both Hub sites and Key Centres to complement the pitches in terms of access, flexibility (i.e. single-sex changing if necessary), quality and that they meet the rules and regulations of local competitions. Local sites refer to those sites which are generally one and two pitch sites and may be Council owned hired to clubs for a season or are sites which have been leased on a long-term basis. However, they are also likely to be private club sites serving one particular sport. The level of priority attached to them for Council-generated investment may be relatively low and consideration should be given, on a site-by-site basis, to the feasibility of a club taking a long-term lease on the site (if not already present), in order that external funding can be sought. It is possible that sites could be included in this tier which are not currently hired or leased to a club, but have the potential to be leased to a suitable club. NGBs would expect the facility to be transferred in n adequate condition that the club can maintain. In the longer term, the Club should be in a position to source external funding to improve/extend the facilities. Informal sites could be used as overspill for neighbouring sites and/or for summer matches/competitions, training or informal play. They are most likely to be single-pitch sites with no ancillary facilities.

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Management and development The following issues should be considered when undertaking sports related site development or enhancement: Financial viability. Security of tenure. Planning permission requirements and any foreseen difficulties in securing

permission. Adequacy of existing finances to maintain existing sites. Business Plan/Masterplan – including financial package for creation of new provision

where need has been identified. Analysis of the possibility of shared site management opportunities. The availability of opportunities to lease sites to external organisations. Options to assist community groups to gain funding to enhance existing provision. Negotiation with landowners to increase access to private strategic sites. Availability of funding for hub site development. Impact on all sports that use a site regardless of the sport that is the subject of

enhancements. Action plan columns Partners The column indicating Partners refers to the main organisation that each Council will liaise with in helping to deliver the actions. The next stage in the development of the action plan will be to agree a Lead Partner to help deliver the actions. Site hierarchy tier and priority level Although Strategic Sites are mostly likely to have a high priority level as they have Borough wide importance, high priority sites have been identified on the basis of the impact that the site will have on addressing the key issues identified in the assessment and therefore some Key Centres are also identified as having a high priority level. It is these projects/sites which should generally be addressed within the short term (1-2 years). It is recommended that as the Steering Group reviews and updates the action plan that medium and low priority sites are then identified as the next level of sites for attention. As a guide it is recommended that: Key centres are a medium priority and have analysis area importance and have been identified on the basis of the impact that the site will have on addressing the issues identified in the assessment. Low priority sites are club or education sites with local specific importance and have been identified on a site by site basis as issues appertaining to individual sites but that may also contribute to addressing the issues identified in the assessment

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Costs The strategic actions have also been ranked as low, medium or high based on cost. The brackets in which these sit are: (L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above. These are based on Sport England’s estimated facility costs which can be found at www.sportengland.org/media/198443/facility-costs-4q13.pdf Timescales The action plan has been created to be delivered over a ten year period. The information within the Assessment Report, Strategy and Action Plan will require updating as developments occur. The timescales relate to delivery times and are not priority based. Timescales: (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years). Aim Each action seeks to meet at least one of the three aims of the Strategy; Enhance, Provide, Protect.

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ROSSENDALE SUMMARY Football – grass pitches Summary of current and future demand for adult pitches

Summary of current and future demand for youth 11v11 pitches

Analysis area Actual spare

capacity

Demand (match equivalent sessions)

Overplay Latent demand

Current total

Future demand

Total

Bacup - - 1 -1 0.5 -1.5

Haslingden - - - -

Rawtenstall 1 - - 1 - 1

South West - - - -

Waterfoot - - - -

Whitworth - - 0.5 -0.5 - -0.5

Rossendale 1 0 1.5 -0.5 3 -3.5

Summary of current and future demand for youth 9v9 pitches

Analysis area Actual spare

capacity

Demand (match equivalent sessions)

Overplay Latent demand

Current total

Future demand

Total

Bacup 2 - 0.5 1.5 0.5 1

Haslingden - 0.5 - -0.5 - -0.5

Rawtenstall - - - -

South West - - - -

Waterfoot - - - -

Whitworth - - - 0.5 -0.5

Rossendale 2 0.5 0.5 1 3.5 -2.5

Analysis area Actual spare

capacity

Demand (match equivalent sessions)

Overplay Latent demand

Current total

Future demand

Total

Bacup 1 0.5 - 0.5 - 0.5

Haslingden - 3 - -3 - -3

Rawtenstall 1.5 - - 1.5 - 1.5

South West - - - -

Waterfoot - 1.5 - -1.5 - -1.5

Whitworth 0.5 - 1 -0.5 0.5 -1

Rossendale 3 5 1 -3 0.5 -3.5

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Summary of current and future demand for mini 7v7 pitches

Analysis area Actual spare

capacity

Demand (match equivalent sessions)

Overplay Latent demand

Current total

Future demand

Total

Bacup - - 1 -1 1 -2

Haslingden 3.5 - - 3.5 - 3.5

Rawtenstall - - - -

South West - - - -

Waterfoot - - - -

Whitworth - - 0.5 -0.5 0.5 -1

Rossendale 3.5 0 1.5 2 1.5 0.5

Summary of current and future demand for mini 7v7 pitches

Analysis area Actual spare

capacity

Demand (match equivalent sessions)

Overplay Latent demand

Current total

Future demand

Total

Bacup 1 - 0.5 0.5 1 -0.5

Haslingden - - - -

Rawtenstall - - - -

South West 1 - - 1 - 1

Waterfoot 1 - - 1 - 1

Whitworth - - 0.5 -0.5 - -0.5

Rossendale 3 0 1 2.5 1 1.5

Improving pitch quality will address over play. In addition, remarking youth 11v11

pitches on selected sites from adult pitches to dedicated youth 11v11 pitches and seeking options to open up school sites would help to accommodate demand (but not meet all demand). However, there may be a longer term solution in transferring youth matches to 3G pitches in a phased approached (alongside mini matches).

Football – 3G pitches Summary of current 3G pitch requirements in each analysis area

Analysis area Current number of

teams

3G requirement

Current number of 3G pitches

Potential shortfall

Bacup 37 1 - 1

Haslingden 27 1 - 1

Rawtenstall 3 1 - 1

South West 2 1 - 1

Waterfoot 5 1 1 -

Whitworth 7 1 - 1

Rossendale 81 6 1 5

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Cricket Summary of current and future demand for cricket pitches

Local authority Actual spare

capacity (matches)

Demand (matches)

Overplay Unmet demand

Future demand

Total

Rossendale 1 - - 0.5 0.5

Current and future demand is being met in the Area. Cricket pitches at Edenfield

Cricket Club and Stacksteads Cricket Club have some spare capacity at peak time. However, both pitches are assessed as standard quality.

Rugby union Summary of current and future demand for rugby union pitches

Analysis area Actual spare capacity

5

Demand (match equivalent sessions)

Overplay

Unmet demand

Future demand

Total

Rossendale - 1.5 1 3 -5.5

All overplay, unmet and future demand is all expressed at Rossendale Rugby Club. Whitworth Community High School is unused for community use; however, it is not

ideally located to offer a solution to meeting the shortfalls identified. Building future capacity at Rossendale Rugby Club via improvements to either the

maintenance schedule or drainage system is required. Also installing more floodlights may help address capacity issues. Club also reports the need for additional and improved changing facilities

Rugby league There are no rugby league pitches in Rossendale, which correlates with there being

no rugby league club. Hockey

Although there is one sand based AGP in Rossendale (Fearns School) there is no community based club demand for use of the pitch. There is a need to establish the strategic need to retain sand AGPs in Rossendale.

Tennis There are enough courts that are available for community use to accommodate both

the current and future demand. Parkwood LTC is the key club servicing Rossendale. All park courts are free to use for the community and their quality is rated as good. No tennis courts within schools are available for community use.

5 In match equivalent sessions

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Bowls Current supply is deemed adequate to service demand, as the majority of bowling

greens are considered to have spare capacity. However, further investigation will be required to determine any loss.

Although all the greens are assessed as good quality in Rossendale, there may be some site by site improvements needed.

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ACTION PLAN Bacup Analysis Area

Site

ID

Site Sport Management Current status Recommended actions Partners Hierarchy tier

Cost6 Timescales

7 Aim

5 Bacup Borough FC Football Club One adult floodlit pitch assessed as standard quality. Overall good condition but drainage issues. Spare capacity at peak time.

Retain spare capacity to help protect/improve quality.

FA

Club

Local L S-L Protect

Enhance

6 Bacup CC Rossendale Cricket Club One good quality pitch with 24 grass wickets and one non turf wicket. No spare capacity during peak time. Very good condition of the ground. Potential ladies team next season.

Ensure appropriate maintenance levels to sustain current usage and potential future growth. Grant application in place for cricket non turf practice area with inspired facilities.

LCCB

Club

Local M M Protect

Enhance

79 Maden Rec Football Council Four adult (three standard and one poor quality) and three mini pitches (all standard quality). Some pitches are sloped and drainage is poor. Minimal spare capacity.

Retain spare capacity and improve pitch quality. Possible site for FA Pitch Improvement Programme.

Council

FA

Key Centre M-H S-M Protect

Enhance

Bowls One good quality green but with some dry spots.

Sustain quality and address any issues as appropriate.

Council L S-L

84 Moorlands Park Football Council A park pitch unmarked and used as a kickabout some vehicle damage and some drainage issues. Standard quality changing rooms.

Low value site for football, retain as an informal pitch. Where possible reinvest in improvements to Key Centre or Hub site.

Council

Local L S Protect

110 Rose and Bowl Stacksteads

Bowls Club One good quality green. Sustain quality and address any issues as appropriate.

Club Local L L Protect

114 Sharneyford Rec Football Council One poor quality youth 9v9 pitch which is unused. No changing available.

Low value site for football, retain as an informal pitch. Where possible reinvest in improvements to Key Centre or Hub site.

Council

Local L S Protect

129 Stacksteads Rec Football Council One poor quality adult pitch overplayed by 0.5 matches per week. Stacksteads St Joseph’s FC report that dog fouling and unofficial use of the site is a big issue. Poor quality changing rooms.

Improve pitch quality through increased maintenance of the site to address unofficial use in order to address overplay.

Council

Local L S Enhance

131 Stubbylee Park Tennis Council Three standard quality tennis courts. Sustain/improve court quality. Council Local L L Protect

Enhance Bowls Two good quality bowling greens but some wear in corners and wooden surrounds require attention.

Sustain quality and address any issues as appropriate.

150 Weir Playing Field Football Council Pitch unmarked, no posts present, severe drainage issues.

Low value site for football, retain as an informal pitch. Where possible reinvest in improvements to Key Centre or Hub site.

Council

Local L S Protect

167 The Glen Football Council Two adult, one youth and two mini pitches, all standard quality. Users report poor quality changing rooms serving the site.

Retain spare capacity to help protect/improve quality. Explore funding options to improve changing rooms.

Council

FA

Key Centre M S Protect

Enhance

6 (L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above.

7 Timescales: (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years).

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Haslingden Analysis Area

Site

ID

Site Sport Management Current status Recommended actions Partners Hierarchy tier

Cost8 Timescales

9 Aim

1 Alder Grange School Football School One adult football pitch standard quality. Good condition but poor drainage. No community use.

Explore options to establish community use to help meet identified shortfalls in the Assessment.

Council

FA

Local L S Protect

One full size short pile 3G pitch with no floodlighting. Built in 2010 and remains good quality.

Maximise use and encourage provider to become FA registered in order to help maximise use at weekends for competitive football use.

FA L S

58 Greenfield Gardens Bowls Council One bowling green, good quality but reports of some worm casts. Used by Greenfield Veterans Bowling Club with 50 members; this is above the area average.

Sustain quality and address any issues as appropriate.

Council Local L L Protect

63 Haslingden CC Rossendale Cricket Club One standard quality pitch with 21 grass wickets and one non turf wicket. No spare capacity during peak time.

One cricket practice area off the outfield, concrete and not been used for years.

Lancashire County Cricket Groundsmen Association and LCCB to work with club to review quality issues.

LCCB

Club

Local M S Protect

Enhance

64 Haslingden High School Football School Three adult and one youth pitch all standard quality. No community use.

Explore options to establish community use to help meet identified shortfalls in the Assessment.

Council

FA

Local L S Protect

AGP One half size (60 x 40) sand based AGP no floodlighting.

124 St John's Stonefold C of E Primary School Accrington

Football School One mini pitch standard quality. No community use.

Retain for school use and where possible improve quality.

Council Local L L Protect

Enhance

127 St Peters Playing Fields Football Council One adult with two 7v7 mini marked over and one youth 9v9 with two 7v7 mini marked over (all standard quality). Also one separate 7v7 pitch (poor quality). Community use by Rossendale Valley Juniors. Adult and youth pitches are overplayed and minimal spare capacity on mini pitch.

Explore options to reconfigure this site to reduce overplay and create dedicated pitches. Improve pitch quality - possible site for FA Pitch Improvement Programme.

Council

FA

Key Centre L-M M Protect

Enhance

Provide

147 Victoria Park Bowls Council One bowling green, good quality but some worm casts and ditches require attention.

Sustain quality and address any issues as appropriate.

Council Local L L Protect

157 Worsley Park Tennis Council One standard quality tennis court. Sustain/improve court quality. Council Local L L Protect

Enhance Bowls One good quality bowling green with some worm casts present and ditches require maintenance.

Sustain quality and address any issues as appropriate.

L L

165 South Shore Street Football Club One adult pitch, standard quality and overplayed by one match session per week. Leased by Haslingden St Mary’s FC.

Improve pitch quality in order to address overplay.

FA

Club

Local L S Protect

Enhance

187 Broadway Primary School Football School One good quality youth pitch with no community use.

Retain for school use and where possible improve quality.

Council Local L L Protect

8 (L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above.

9 Timescales: (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years).

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Rawtenstall Analysis Area

Site

ID

Site Sport Management Current status Recommended actions Partners Hierarchy tier

Cost10

Timescales11

Aim

3 All Saints RC School Football School Two adult pitches of standard quality. Generally good condition but has drainage issues. No community use.

Explore options to establish community use to help meet identified shortfalls in the Assessment.

FA Local L M Protect

7 Balladen Primary School Football School One standard quality mini pitch. No community use.

Retain for school use and where possible improve quality.

Council Local L L Protect

Enhance

11 Barlow Fold Cherry Tree Lane

Football Council Unmarked youth pitch with poor levels drainage issues.

Low value site for football, retain as an informal pitch. Where possible reinvest in improvements to Key Centre or Hub site.

Council

Local L S Protect

39 Crawshawbooth Primary School

Football School No current goal posts or marked pitch but suitable for a 7v7 if marked out and grass cut frequently.

Retain for school use and where possible improve quality.

Council Local L L Protect

50 Fairview Recreation Ground

Football Council Unmarked pitch for children to kickabout - poor levels.

Low value site for football, retain as an informal pitch. Where possible reinvest in improvements to Key Centre or Hub site.

Council

Local L S Protect

74 Loveclough Park Tennis Council Two poor quality tennis courts. Ensure appropriate quality for informal levels of use.

Council Local L-M S Protect

Enhance

75 Loveclough Recreation Ground

Football Council One poor quality youth 11v11 pitch. Grass too long - severe drainage issues - damage to corner of the pitch. Available for community use but unused due to quality issues.

Low value site for football, retain as an informal pitch. Where possible reinvest in improvements to Key Centre or Hub site.

Council

Local L S Protect

80 Marl Pits Football Council Two adult pitches both standard quality. Overall good condition but some undulations and wear in goalmouth areas. Some spare capacity available at peak time.

Retain spare capacity for help sustain/improve quality and provide appropriate off season maintenance to rectify any issues.

Council

FA

Hub Site L S Protect

Enhance

Four small sided 3G pitches (35 x 25) which are floodlit and well used.

Sustain current quality and usage levels. L L

89 New Hall Hey Cricket Ground

Cricket Council Used by Stacksteads CC. One standard quality pitch with nine grass wickets and one non turf wicket. The artificial wicket is dangerous and cannot be used. However, square and wickets are generally in good condition and club reports drainage issues on the outfield. Actual spare capacity. Ancillary facilities are in need of improvement.

Lancashire County Cricket Groundsmen Association and LCCB to work with club to review quality issues.

Explore funding options for improvements to changing rooms.

LCCB Local M M Protect

Enhance

90 Newchurch/St Nicholas Primary School

Football School Not currently marked but is suitable to accommodate a 7v7 or 5v5 mini pitch and is standard quality.

Retain for school use. Council Local L L Protect

Enhance

107 Rawtenstall CC Cricket Club One good quality pitch with 15 grass wickets and two non turf wickets. No spare capacity during peak time.

Players pavilion is in poor condition and requires attention.

Ensure appropriate maintenance levels to sustain current usage and potential future growth.

Explore funding options for pavilion refurbishment.

LCCB

Club

Local M M Protect

Enhance

10

(L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above. 11

Timescales: (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years).

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Site

ID

Site Sport Management Current status Recommended actions Partners Hierarchy tier

Cost12

Timescales13

Aim

111 Rossendale Rugby Club Marl Pits

Rugby union

Club One standard quality, floodlit senior pitch which is overplayed by 1.5 matches per week. Teams trains on floodlit pitch for six hours per week (four match equivalent sessions).

Additional four senior pitches (three standard and one poor quality) which are all played to capacity.

Club reports that more changing rooms are required at their respective homeground as the current supply does not meet demand in relation to the number of pitches. Quality is also inadequate for demand and modern expectations.

Given that the Club has aspirations to grow and reports unmet demand for pitches, there is a need to improve pitch quality (via improvements to either the maintenance schedule or drainage system) and seek options for access to additional pitches in order to address capacity issues. Also consider installing more floodlights in order to help address capacity issues. Explore options for improving changing facilities.

RFU

Club

Council

Key Centre M S Protect

Enhance

112 Rossendale United FC Football Council Lapsed site which contained one adult football pitch. Club folded and pitch is now overgrown and all facilities boarded up.

Explore opportunities to bring the site back into use to meet identified shortfalls in the Assessment. Or alternatively, if bringing the site back into use is not feasible or sustainable or disposal of the site is inevitable it must meet the requirements of the second criterion of paragraph 74 of NPPF. This requires replacement provision of an equivalent or better quantity and quality in a suitable location.

Council

FA

Local M S Provide

154 Whitaker Park Football Council Disused pitch due to drainage issues. Low value site for football, retain as an informal pitch. Where possible reinvest in improvements to Key Centre or Hub site.

Council

FA

Local M M Protect

Enhance

Provide

Tennis Two standard quality tennis courts. Ensure appropriate quality for informal levels of use.

L S

Bowls One good quality green used by Whitaker Park Bowling Club which has 17 members. Club reports poor drainage. Pavilion is standard quality but in need of refurbishment and ideally toilets added (currently located further into the park).

Sustain quality and address any issues as appropriate.

L L

186 St Pauls CE School Football School One standard quality mini pitch which is available for community use but unused.

Retain for school use and where possible improve quality.

Council Local L L Protect

188 St Peters Roman Catholic Primary

Football School One youth and one mini pitch both of standard quality. Available for community use but unused.

Explore options to establish community use to help meet identified shortfalls in the Assessment.

Council

FA

Local L L Protect

12

(L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above. 13

Timescales: (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years).

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South West Analysis Area

Site

ID

Site Sport Management Current status Recommended actions Partners Hierarchy tier

Cost Timescales Aim

45 Edenfield C of E School Football School One poor quality youth pitch with no community use. Severe slope touchline and some drainage issues.

Retain for school use and where possible improve quality.

Council Local L L Protect

Enhance

46 Edenfield CC Cricket Club One standard quality pitch with 14 grass wickets and two non turf wickets. Some humps and deviations in outfield and club reports drainage issues on the outfield. Some minimal peak time capacity.

Also five natural turf practice area on outfield and two non turf practice net area.

Lancashire County Cricket Groundsmen Association and LCCB to work with club to review quality issues. Retain spare capacity until quality is improved.

LCCB

Club

Local M S Protect

Enhance

47 Edenfield Rec Football Council One poor quality adult pitch, available but unused due to quality issues. Severe drainage issues - slopes touchline to touchline.

Low value site for football, retain as an informal pitch. Where possible reinvest in improvements to Key Centre or Hub site.

Council

Local L S Protect

65 Haslingden Sports Centre Football Council Five adult, two mini and youth pitch, all poor quality resulting in two pitches being unusable last season. No spare capacity due to poor quality. Pitch drainage is an issue and some pitches are very uneven. Used by Haslingden Juniors FC.

Improve pitch quality and maximise use to meet shortfalls - possible site for FA Pitch Improvement Programme.

Council

FA

Hub Site M M Protect

Enhance

Provide

Tennis Three good quality tennis courts (astro turf) but capacity to increase usage.

Further establish the need to retain this as tennis courts or consider refurbishment to 3G.

Council M S

97 Parkwood LTC Tennis Club Three good quality tennis courts managed by the Parkwood LTC but located on the site of Haslingden Sports Centre.

Sustain court quality. Club L L

67 Helmshore Park Football Council One poor quality mini (5v5) pitch which is available but unused likely due to quality issues.

Low value site for football, retain as an informal pitch. Where possible reinvest in improvements to Key Centre or Hub site.

Council

FA

Local L S Protect

128 St Veronicas Primary Helmshore

Football School One standard quality mini (5v5) pitch with no community use.

Retain for school use and where possible improve quality.

Council Local L L Protect

Enhance

171 Stubbins Primary School Football School One poor quality youth (9v9) pitch with no community use.

Retain for school use and where possible improve quality.

Council Local L L Protect

Enhance

189 Helmshore Primary School Football School One poor quality youth (9v9) pitch which is available for community use but unused likely due to poor quality.

Retain for school use and where possible improve quality.

Council Local L L Protect

Enhance

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Waterfoot Analysis Area

Site

ID

Site Sport Management Current status Recommended actions Partners Hierarchy tier

Cost14

Timescales15

Aim

4 Bacup and Rawtenstall Grammer School

AGP School One 3G pitch (80 x 65) with no floodlighting and unavailable for community use.

Retain for school use. Council Local L L Protect

37 Cowpe Rec Football Council One poor quality mini (5v5) pitch which is available for community use and unused likely due to quality issues.

Low value site for football, retain as an informal pitch. Where possible reinvest in improvements to Key Centre or Hub site.

Council

Local L S Protect

49 Edgeside Park Rossendale Football Council Flat pitch - unmarked but has the potential to be a 5v5 or 7v7 pitch, used for kickabout.

Low value site for football, retain as an informal pitch. Where possible reinvest in improvements to Key Centre or Hub site.

Council

Local L S Protect

51 Fearns School Rossendale Football School One standard quality adult pitch overplayed by 1.5 match sessions per week. Well used for community use. Good condition overall and drains well apart from one area near the top goal.

Improve pitch quality through increased maintenance regimes in order to address overplay.

Council

FA

Key Centre L-M S Protect

Enhance

AGP One full size sand based AGP and one full size 3G pitch which is FA registered. There is no hockey use/demand of the sand based AGP.

The site is managed by SLS solutions.

Explore opportunities to resurface sand AGP as full size 3G pitch if not required in the longer term for hockey.

H M

56 Gaghills Bowling Club Bowls Club One good quality bowling green. Sustain quality and address any issues as appropriate.

Club Local L L Protect

Whitworth Analysis Area

Site

ID

Site Sport Management Current status Recommended actions Partners Hierarchy tier

Cost16

Timescales17

Aim

53 Festival Park Whitworth Bowls Club One good quality bowling green. Whitworth Festival Bowling Club has 80 members which is higher than the area average membership.

Sustain quality and address any issues as appropriate.

Council Local L L Protect

135 The Birches Hotel Whitworth

Bowls Private One good quality bowling green. Sustain quality and address any issues as appropriate.

Council Local L L Protect

140 Tonacliffe Primary School Whitworth

Football School One poor quality mini (7v7) pitch, available for community use but unused likely due to quality.

Retain for school use and where possible improve quality.

Council Local L L Protect

Enhance

155 Whitworth Community High School

Football School One adult, one youth and two mini pitches all standard quality and used to capacity. Overall good condition but with some standing water. Community use by Whitworth Valley FC

Where possible seek to improve quality issues and build future site capacity.

Council

FA

Key Centre L M Protect

Rugby union

One standard quality senior pitch with natural (adequate) drainage. Available to the community, however, unused.

Retain for school use. L L

156 Whitworth Valley FC Football Council One good quality adult pitch with minimal spare capacity used by Whitworth Valley FC. The Club reports latent and future demand and is in discussions with Rossendale Council in order to acquire the ground on a 25 year lease.

Retain spare capacity and explore options for further pitches to be provided at the site to accommodate latent/future demand. Work with the Club to secure a longer tern lease of the site.

Council

FA

Local M S Protect

Provide

14

(L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above. 15

Timescales: (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years). 16

(L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above. 17

Timescales: (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years).

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PENDLE SUMMARY Football – grass pitches Summary of current and future demand for adult pitches

Summary of current and future demand for youth 11v11 pitches

Analysis area Actual spare

capacity

Demand (match equivalent sessions)

Overplay Latent demand

Current total

Future demand

Total

Barrowford & Western Parishes - - 0.5 -0.5 - -0.5

Brierfield & Reedley - - - 1 -1

Colne & District - - 1 -1 - -1

Nelson - - - -

West Craven - - - 0.5 -0.5

Pendle 0 0 1.5 -1.5 4 -5.5

Summary of current and future demand for youth 9v9 pitches

Analysis area Actual spare

capacity

Demand (match equivalent sessions)

Overplay Latent demand

Current total

Future demand

Total

Barrowford & Western Parishes 1 - 0.5 0.5 - 0.5

Brierfield & Reedley - - - 0.5 -0.5

Colne & District - 2.5 0.5 -3 - -3

Nelson 2.5 - - 2.5 - 2.5

West Craven 2 - - 2 - 2

Pendle 5.5 2.5 1 2 3 -1

Analysis area Actual spare

capacity

Demand (match equivalent sessions)

Overplay Latent demand

Current total

Future demand

Total

Barrowford & Western Parishes - 0.5 0.5 -1 0.5 -0.5

Brierfield & Reedley 2 - - 2 - 2

Colne & District 1 1 1 -1 - -1

Nelson 2 0.5 - 1.5 - 1.5

West Craven 2 - 0.5 1.5 0.5 1

Pendle 7 2 2 3 0.5 2.5

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Summary of current and future demand for mini 7v7 pitches

Analysis area Actual spare

capacity

Demand (match equivalent sessions)

Overplay Latent demand

Current total

Future demand

Total

Barrowford & Western Parishes - - 0.5 -0.5 0.5 -1

Brierfield & Reedley 2 - - 2 - 2

Colne & District - 0.5 0.5 -1 - -1

Nelson - - - -

West Craven 1 - - 1 1

Pendle 3 0.5 1 1.5 1 0.5

Summary of current and future demand for mini 5v5 pitches

Analysis area Actual spare

capacity

Demand (match equivalent sessions)

Overplay Latent demand

Current total

Future demand

Total

Barrowford & Western Parishes - - 0.5 -0.5 - -0.5

Brierfield & Reedley - - - -

Colne & District - - 0.5 -0.5 - 0.5

Nelson - - - -

West Craven - - - 0.5 -0.5

Pendle 0 0 1 -1 0.5 -1.5

Over play at all sites can be alleviated through improving pitch quality. Reconfiguring

pitches on sites containing adult pitches would help accommodate youth 11v11 demand (but not meet all demand for all pitch types). A longer term solution is to transfer youth and mini matches to 3G pitch in a phased approach.

Football – 3G pitches Summary of current 3G pitch requirements in each analysis area

Analysis area Current number of

teams

3G requirement

Current number of 3G pitches

Potential shortfall

Barrowford & Western Parishes 31 1 - 1

Brierfield & Reedley 14 1 - 1

Colne & District 30 1 - 1

Nelson 33 1 1 -

West Craven 30 1 - 1

Pendle 138 5 1 4

Potential sites to provide a 3G pitch should be identified in each analysis area with a

current shortfall.

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November 2015 Strategy: Knight Kavanagh & Page

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Cricket Summary of current and future demand for cricket pitches

Local authority Actual spare

capacity (matches)

Demand (matches)

Overplay Unmet demand

Future demand

Total

Pendle 0.5 - 1.5 - -1

Demand is not being met on the current pitch supply due to unmet demand expressed by

the Pendle District Cricket League. To accommodate this demand, a new pitch needs to be provided.

Rugby union Summary of current and future demand for rugby union pitches

Analysis area Actual spare capacity

18

Demand (match equivalent sessions)

Overplay

Unmet demand

Future demand Total

Pendle 3 9 1 6 -13

To reduce overplay at Burnley Rugby Club and Colne and Nelson Rugby Club an

improvement in maintenance is required. Overplay at Colne & Nelson Rugby Club can also be reduced through the installation of

an adequate drainage system. Greater use of currently unused school sites will further help to reduce shortfalls. Installation of (additional) floodlighting at all club sites can help build future capacity and

further reduce shortfalls.

Rugby league The pitch at Victory Park is currently overplayed by 3.5 match equivalent sessions as a

result of training demand. To reduce this overplay, all training demand should be removed from the match pitch and accommodated on a separate training area (ideally floodlit).

Alternatively, use of West Craven High School for the transfer of play should be explored.

Hockey

Based on four adult teams requiring a pitch at peak time there is a requirement for one hockey suitable AGP in Pendle, of which, there are currently two. Supply is therefore deemed sufficient to meet demand.

Focus should be placed on ensuring the quality at Marsden Heights School (the only AGP currently used for hockey) is sustained.

18

In match equivalent sessions

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November 2015 Strategy: Knight Kavanagh & Page

53

Tennis There are enough courts that are available for community use to accommodate both the

current and future demand. Focus should be placed on improving courts at Marsden Park, which are assessed as

poor quality. Improving changing facilities at Craven Tennis Club is also required. No tennis courts within schools are available for community use. Bowls Current supply is deemed adequate to service demand, as the majority of bowling

greens are considered to have spare capacity. However, further investigation will be required to determine any loss.

Support should be especially provided to Thomas Street Bowling Club and Colne Legion Bowling Club as they operate above the average membership in Pendle.

Although all the greens are assessed as good or standard quality, there may be some site by site improvements needed.

ROSSENDALE, PENDLE & BURNLEY STRATEGY & ACTION PLAN

November 2015 Strategy: Knight Kavanagh & Page 54

PENDLE Barrowford & Western Parishes

19

Timescales: (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years). 20

(L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above.

Site

ID

Site Sport Management Current status Recommended actions Partners Site hierarchy tier

Timescales19

Cost20

Aim

15 Barrowford CC Cricket Club A good quality square with seven grass wickets. No spare capacity exists during peak time and only one match equivalent exists overall. The Club expresses a need for clubhouse renovation.

Ensure appropriate maintenance levels to sustain current usage. Support the Club in improving its clubhouse.

LCCB Local L-M M Protect

16 Barrowford Park Bowls Council A good quality green. Sustain quality and address any issues as appropriate.

Council Local L L Protect

22 Bullholme Playing Fields Football Council Two good quality adult pitches and three standard quality mini pitches, all of which are played to capacity during peak time. Adult pitch use includes use by four youth 11v11 teams.

Ensure appropriate maintenance levels to sustain current usage. Reconfigure pitches to better accommodate youth 11v11 users.

Council

FA

Key Centre L L Protect

Enhance

Cricket A standard quality square with 10 grass wickets. Spare capacity of 38 match equivalent sessions exists, however, none exists during peak time.

Lancashire County Cricket Groundsmen Association and LCCB to work with club to review quality issues. Retain spare capacity until quality is improved.

Council

LCCB

L L

57 Goldshawbooth Playing Fields

Football Goldshawbooth Parish Council

A poor quality adult pitch unused by the community.

Improve pitch quality to attract community demand.

Council

FA

Local L S Protect

99 Pendle Forest Football Club A standard quality adult pitch overplayed by 0.5 match equivalent sessions.

Consider transfer of play to sites with actual spare capacity or improve pitch quality to alleviate overplay.

Council

FA

Local L S Protect

Enhance

100 Pendle Forest CC Cricket Club A standard quality square with eight grass wickets. Spare capacity of 28 match equivalent sessions exists, however, none exists during peak time.

Lancashire County Cricket Groundsmen Association and LCCB to work with club to review quality issues. Retain spare capacity until quality is improved.

LCCB Local L L Protect

Enhance

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November 2015 Strategy: Knight Kavanagh & Page 55

Brierfield & Reedley

21

Timescales: (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years). 22

(L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above.

Site

ID

Site Sport Management Current status Recommended actions Partners Site hierarchy tier

Timescales21

Cost22

Aim

21 Brierfield Bowling Club Bowls Club A good quality green. Sustain quality and address any issues as appropriate.

Council Local L L Protect

23 Burnley Belvedere CC Cricket Club A good quality square with 10 grass wickets and one non-turf wicket. Spare capacity of 16 match equivalent sessions exists overall and 0.5 of a pitch is available at peak time.

Seek use of site to accommodate identified future demand and ensure appropriate maintenance levels to sustain usage.

LCCB Local L M Protect

24 Burnley Belvedere FC Football Club Two good quality adult pitches with two match equivalent sessions of spare capacity during peak time.

Sustain quality and retain some spare capacity in order to protect pitches.

FA Local L L Protect

27 Burnley Rugby Club Rugby union Club One good quality (M1/D3) and one standard quality (M1/D2) senior pitch. Good quality pitch is floodlit and accommodates all training demand. Both pitches are overplayed by three match equivalent sessions. The Club express a need for increased changing provision.

Work to address overplay via improvements to pitch quality (maintenance schedules).

Explore funding options to improve changing facilities to provide more changing rooms.

RFU Local M S Protect

Enhance

68 Heyhead Park Tennis Council Two good quality courts. Ensure appropriate quality for informal levels of use.

Council Local L L Protect

73 John Bradley Playing Fields

Football Council A good quality adult pitch played to capacity during peak time. Two good quality 7v7 pitches with two match equivalents of actual spare capacity. One poor quality 5v5 pitch played to capacity.

Sustain good quality pitches and ensure appropriate maintenance levels given current usage. Improve poor quality 5v5 pitch in order to provide greater capacity.

Council

FA

Key Centre L S Protect

Enhance

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November 2015 Strategy: Knight Kavanagh & Page 56

Colne & District

23

Timescales: (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years). 24

(L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above.

Site

ID

Site Sport Management Current status Recommended actions Partners Site hierarchy tier

Timescales23

Cost24

Aim

2 Alkincoats Park Tennis Council Two good quality and two poor quality courts.

Ensure appropriate quality for informal levels of use.

Council Local L L Protect

Enhance

32 Colne & Nelson RUFC Rugby union Club Leased by the Club until 2043. One standard quality (M1/D1) and two poor quality (M1/D0) senior pitches all of which are overplayed.

Work to address overplay at Colne & Nelson Rugby Club via improvements to pitch quality (both maintenance schedules and drainage works). Also consider installing floodlights on match pitches in order to help address capacity issues.

RFU Local M S Protect

Enhance

33 Colne CC Cricket Club A good quality square with 18 grass wickets. Spare capacity of 42 match equivalent sessions exists, however, no capacity exists at peak time.

Retain spare capacity to protect quality. LCCB Local L L Protect

34 Colne Cricket & Bowls Club Bowls Club A standard quality green. Sustain quality and address any issues as appropriate.

Council Local L L Protect

35 Colne FC XLCR Stadium Football Club A good quality adult pitch with one match equivalent of actual spare capacity. Leased by Colne FC which plays at Step 5 of the football pyramid. Changing facilities are considered poor quality.

Retain spare capacity in order to protect quality. Improve changing facilities. Ensure club can progress through the football pyramid.

Club

FA

Local M M Protect

Enhance

36 Colne Royal British Legion Bowls Club A good quality green. Colne Legion Bowls Club is operating above the areas average membership.

Ensure appropriate maintenance levels to sustain current usage.

Club

Local L L Protect

38 Craven Tennis Club Tennis Club Two good quality courts. The Club reports that changing facilities are poor quality.

Sustain court quality and explore funding options to improve changing facilities.

Club

LTA

Local M S Protect

Enhance

54 Foulridge CC Cricket Club A standard quality square with 11 grass wickets. Spare capacity of 18 match equivalent sessions exists, however, no capacity exists at peak time. The Club reports that the pitch suffers from a mole infestation.

Lancashire County Cricket Groundsmen Association and LCCB to work with club to review quality issues. Retain spare capacity until quality is improved.

Club

LCCB

Local L L Protect

Enhance

55 Foulridge Towngate Bowling Club

Bowls Club A good quality green. Sustain quality and address any issues as appropriate.

Council Local L L Protect

69 Holt House Playing Fields Football Council Four good quality adult pitches played to capacity during peak time and a standard quality 7v7 pitch with one match equivalent of actual spare capacity. Use of adult pitches includes use by three youth 11v11 teams.

Ensure appropriate maintenance levels to sustain current usage. Reconfigure pitches to better accommodate youth 11v11 users.

Council

FA

Key Centre L S Protect

87 Nelson & Colne College (Barrowford Road)

Football College A poor quality 9v9 pitch and a poor quality 7v7 pitch overplayed by 2.5 and 0.5 match equivalents respectively.

Improve pitch quality in order to reduce overplay. Consider transfer of 9v9 teams to sites with actual spare capacity.

Council

Local L-M S Enhance

96 Park High School Football School A poor quality 9v9 pitch unused by the community despite being available. Played to capacity through school use.

Retain for school use and improve quality as appropriate.

Council

Local L S Enhance

Provide

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Timescales: (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years). 26

(L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above.

Site

ID

Site Sport Management Current status Recommended actions Partners Site hierarchy tier

Timescales25

Cost26

Aim

103 Primet High School Football School A poor quality adult pitch unused by the community despite being available. Played to capacity through school use. A standard quality 9v9 pitch is unavailable for community use.

Explore options to establish community use to help meet identified shortfalls in the Assessment.

Council

FA

Local L L Protect

Enhance

143 Trawden Forest Bowling Club

Bowls Club A good quality green. Sustain quality and address any issues as appropriate.

Club Local L L Protect

144 Trawden Rec Football Council One adult, one 9v9, one 7v7 and one 5v5 pitch all assessed as poor quality. The adult pitch is overplayed by one match equivalent session, whilst the 9v9 and 7v7 pitches are played to capacity during peak time. Spare capacity of 0.5 match equivalent sessions on the 5v5 pitch is discounted due to quality issues.

Improve pitch quality in order to alleviate overplay on the adult pitch and provide actual spare capacity on the 5v5 pitch - possible site for FA Pitch Improvement Programme.

Council

FA

Key Centre L-M S Protect

Enhance

170 Sacred Heard RC Primary School

Football School A good quality 7v7 pitch available to the community, however, unused.

Explore options to establish community use to help meet identified shortfalls in the Assessment.

Council

FA

Local L S Provide

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Nelson

27

Timescales: (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years). 28

(L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above.

Site

ID

Site Sport Management Current status Recommended actions Partners Site hierarchy tier

Timescales27

Cost28

Aim

48 Edge End Playing Fields Football Council Two standard quality adult pitches and a standard quality 9v9 pitch. The adult pitches are overplayed by 0.5 match equivalent sessions, whilst the 9v9 pitch has one match equivalent of actual spare capacity. Use of adult pitches includes use by two youth 11v11 teams.

Consider transfer of adult play to sites with spare capacity or improve pitch quality in order to alleviate overplay. Reconfigure pitches in order to better accommodate youth 11v11 users.

Council

FA

Key Centre L S Protect

Enhance

Cricket A good quality square with six grass wickets. Spare capacity of 18 match equivalent sessions exists, however, no capacity exists at peak time.

Retain some spare capacity to protect quality.

Club

ECB

L L

81 Marsden Heights School Football School One adult and one youth 9v9 pitch both of standard quality. Available to the community, however, unused.

Explore options to establish community use to help meet identified shortfalls in the Assessment.

Council

FA

Key Centre L S Protect

Provide

Cricket A good quality standalone non-turf

wicket pitch unused by the community despite being available.

No current local demand. Retain for school use and any future community demand.

LCCB L L

Sand AGP A full size floodlit AGP used by Pendle Forest Hockey Club.

Ensure quality is sustained and protect as a hockey suitable surface. Encourage providers to put a sinking fund in place for eventual refurbishment.

Council

EH

L L

82 Marsden Park Tennis Council Two poor quality and three standard quality courts.

Improve court quality. Council

Local S-M L Protect

Enhance

Bowls Two good quality greens. Sustain quality and address any issues as appropriate.

L L

86 Nelson & Colne College 3G AGP College A full size floodlit 3G pitch which is available to the community and FA registered for competitive matches.

Explore options to maximise use of the site for competitive matches given grass pitch shortfalls. Encourage providers to put a sinking fund in place for eventual refurbishment.

FA Key Centre L L Protect

Sand AGP A smaller sized floodlit AGP measuring 50x30 yards.

Retain for college use. L L

88 Nelson CC Cricket Club A standard quality square with 15 grass wickets and one non-turf wicket. Spare capacity of 25 match equivalent sessions exists, however, no capacity exists at peak time.

Retain spare capacity to protect quality.

Club

ECB

Local L L Protect

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Timescales: (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years). 30

(L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above.

Site

ID

Site Sport Management Current status Recommended actions Partners Site hierarchy tier

Timescales29

Cost30

Aim

101 Pendle Vale College Football School A standard quality adult pitch unused by the community despite being available.

Explore community use options with the School given local shortfalls.

FA Key Centre L S Protect

Provide

Cricket A good quality standalone non-turf wicket pitch unused by the community despite being available.

No current local demand. Retain for school use and any future community demand.

LCCB L L

Rugby union A standard quality (M1/D1) senior pitch available to the community, however, unused for match play.

Retain for school use. School L S

AGP A full size floodlit sand AGP used solely by football teams for training purposes.

Consider possible 3G surface given local 3G shortfalls and lack of hockey demand in the area.

FA M M

108 Ringstone Crescent Football Council Two 9v9, two 7v7 and one 5v5 pitch assessed as poor quality. The 5v5 pitch is played to capacity during peak time, whilst spare capacity on the 9v9 and 7v7 pitches are discounted due to quality issues.

If possible improve pitch quality in order to sustain usage on 5v5 pitch and to provide actual spare capacity on 9v9 and 7v7 pitches. Also consider the value of the site for football and consider transferring play to other sites including 3G pitch at Fisher More when built.

Council

FA

Local L-M S Protect

Enhance

133 Swinden Playing Fields Football Council Two standard quality adult pitches with one match equivalent of actual spare capacity and a poor quality 9v9 pitch overplayed by one match equivalent. Use of adult pitches includes use by three youth 11v11 teams.

Retain minimal spare capacity on adult pitches in order to protect and improve quality. Consider reconfiguration in order to better accommodate youth 11v11 users. Improve quality of 9v9 pitch in order to alleviate overplay.

Council

FA

Key Centre L S Protect

Enhance

Cricket A standard quality square with seven grass wickets and one non-turf wicket. Spare capacity of 23 match equivalent sessions exists, however, no capacity exists at peak time. No changing facility on site.

Lancashire County Cricket Groundsmen Association and LCCB to work with club to review quality issues. Retain spare capacity until quality is improved. Explore options for providing changing facility.

Club

LCCB

L L

136 Thomas Street Bowls Club Two good quality greens. Sustain quality and address any issues as appropriate.

Club Local L L Protect

148 Nelson FC Football Club A good quality adult pitch used by Nelson FC at Step 5. The Site is on a long term lease from the Council.

Consider pitch reconfiguration to better accommodate youth 11v11 users. Sustain pitch quality.

Council

FA

Local L S Protect

153 Westfield Bowling Club Bowls Club One good quality green. Sustain quality and address any issues as appropriate.

Club Local L L Protect

169 Hodge House Playing Fields

Rugby union Council Four standard quality (M1/D1) senior pitches and one poor quality (M0/D1) mini pitch rented by Pendle RUFC for matches. Spare capacity exists on all pitches.

Ensure security of tenure for Pendle RUFC through a long term lease agreement. Improve pitch quality through improved maintenance to provide greater spare capacity. Consider installation of floodlighting to accommodate training demand.

Council

Club

RFU

Local M S Enhance

185 Marsden Community Primary School

Football School A standard quality 7v7 pitch available to the community, however, unused.

Retain for school use. Council Local L S Protect

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West Craven

31

Timescales: (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years). 32

(L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above.

Site

ID

Site Sport Management Current status Recommended actions Partners Site hierarchy tier

Timescales31

Cost32

Aim

12 Barnoldswick CC Cricket Club A good quality square with 14 grass wickets. Spare capacity of 10 match equivalent sessions exists, however, no spare capacity exists during peak time.

Retain spare capacity to protect quality and ensure appropriate maintenance levels to sustain current usage.

Club

LCCB

Local L L Protect

13 Barnoldswick Town FC Football Club Two good quality adult pitches with one match equivalent of actual spare capacity.

Sustain pitch quality and retain some spare capacity.

Club

FA

Local L L Protect

42 Earby CC Cricket Club A standard quality square with 10 grass wickets and one non-turf wicket. Played to capacity during peak time and only two match equivalents of spare capacity exists overall.

Lancashire County Cricket Groundsmen Association and LCCB to work with club to review quality issues.

Club

LCCB

Local L L Protect

Enhance

43 Earby Memorial Bowling Club

Bowls Club A standard quality green. Sustain green quality and explore opportunities to improve where possible.

Club Local L L Protect

Enhance

44 Earby Rec Football Council A standard quality adult pitch with one match equivalent of spare capacity. The pitch is over marked by a standard quality 9v9 pitch which is currently unused.

Consider value of over marked 9v9 pitch given lack of local demand in order to provide actual spare capacity on adult pitch.

Council

FA

Local L S Protect

109 Rolls Royce Football Club Two adult, two 9v9 and one 7v7 pitch all assessed as good quality. The 9v9 and 7v7 pitches are unused by the community and actual spare capacity exists one each pitch type.

Sustain good quality and explore options to maximise use of the site.

Council

FA

Hub Site L L Protect

Enhance

Cricket A disuses standalone non-turf wicket. No current local demand for the wicket to be bought back into use.

Council - -

Sand AGP A smaller size floodlit AGP measuring 40x20 yards.

Consider value of pitch given size and location. Explore options to maximise use.

Council L S

Tennis One good quality court. Sustain court quality. Council L L

117 Sough Park Football Council A standard quality adult pitch played to capacity. Poor quality changing facilities.

Ensure appropriate maintenance levels to sustain current usage. Improve changing facilities.

Council

FA

Local M M Protect

Enhance

Tennis Two good quality courts. Sustain court quality. Council

LTA

L L

121 Springfield Rec Football Council A standard quality 7v7 pitch currently unused by the community.

Explore options to maximise use of the site.

Council

FA

Local L S Provide

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Timescales: (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years). 34

(L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above.

Site

ID

Site Sport Management Current status Recommended actions Partners Site hierarchy tier

Timescales33

Cost34

Aim

149 Victory Park Football Council Two adult, one 9v9 and one 7v7 pitch all assessed as standard quality. The 9v9 is over marked the adult pitches resulting in any spare capacity being discounted. Changing rooms are considered poor quality by users.

Ensure appropriate maintenance levels to sustain current usage and over markings. Improve changing facilities.

Council

FA

Key Centre M S Enhance

Protect

Provide

Rugby league

A standard quality pitch used by West Craven Warriors RLFC. Factoring in both match play and training demand, the pitch is overplayed by 3.5 match equivalent sessions.

Seek additional pitch space in order to alleviate overplay and better accommodate training demand or explore transfer of play to West Craven High School.

Council

Club

RFL

S-M S

152 West Craven High School Rugby league

School A standard quality pitch available to the community, however, unused.

Explore options with the School to maximise use of the pitch. Consider transfer of play from Victory Park.

Council

RFL

Local S L Protect

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BURNLEY SUMMARY Football – grass pitches Summary of current and future demand for adult pitches

Summary of current and future demand for youth 11v11 pitches

Analysis area Actual spare

capacity

Demand (match equivalent sessions)

Overplay Latent demand

Current total

Future demand

Total

East Burnley & Cliviger - - - 1 -1

North Burnley 1.5 - 0.5 1 0.5 0.5

Padiham & Hapton - - 1 -1 1 -2

South Burnley - - - -

West Burnley - - - -

Burnley 1.5 0 1.5 535

-5

Summary of current and future demand for youth 9v9 pitches

Analysis area Actual spare

capacity

Demand (match equivalent sessions)

Overplay Latent demand

Current total

Future demand

Total

East Burnley & Cliviger - - - 0.5 -0.5

North Burnley 3.5 - - 3.5 - 3.5

Padiham & Hapton - - 0.5 -0.5 - -0.5

South Burnley - - - -

West Burnley - 0.5 - -0.5 - -0.5

Burnley 3.5 0.5 0.5 2.5 310

-0.5

35

Includes team generation rates 10

Includes team generation rates

Analysis area Actual spare

capacity

Demand (match equivalent sessions)

Overplay Latent demand

Current total

Future demand

Total

East Burnley & Cliviger - 1.5 1 -2.5 0.5 -3

North Burnley 2 - - 2 - 2

Padiham & Hapton 1 - 1 0.5 -0.5

South Burnley - - - -

West Burnley - - - -

Burnley 3 1.5 2 -0.5 1 -1.5

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Summary of current and future demand for mini 7v7 pitches

Analysis area Actual spare

capacity

Demand (match equivalent sessions)

Overplay Latent demand

Current total

Future demand

Total

East Burnley & Cliviger - - - 0 1 -1

North Burnley 2 - - 2 1 1

Padiham & Hapton - - 0.5 -0.5 0.5 -1

South Burnley - - - -

West Burnley 1 - - 1 1

Burnley 3 0 0.5 2.5 3.5 -1

Summary of current and future demand for mini 5V5 pitches

Analysis area Actual spare

capacity

Demand (match equivalent sessions)

Overplay Latent demand

Current total

Future demand

Total

East Burnley & Cliviger 1 - - 1 1

North Burnley - - - -

Padiham & Hapton - - 0.5 -0.5 - -0.5

South Burnley - - - -

West Burnley 1 - - 1 1

Burnley 2 0 0.5 1.5 2 -0.5

Improving pitch quality will address over play. In addition, remarking youth 11v11 pitches

on selected sites from adult pitches to dedicated youth 11v11 pitches would help to accommodate demand. However, there may be a longer term solution in transferring youth matches to 3G pitches in a phased approached (alongside mini matches).

Football – 3G pitches Summary of current 3G pitch requirements in each analysis area

Analysis area Current number of

teams

3G requirement

Current number of 3G pitches

Potential shortfall

East Burnley & Cliviger 45 1 - 1

North Burnley 51 1 2 -

Pahidam & Hapton 30 1 - 1

South Burnley 0 - 1 -

West Burnley 33 1 - 1

Burnley 159 4 3 3

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Cricket Summary of current and future demand for cricket pitches

Local authority Actual spare

capacity (matches)

Demand (matches)

Overplay Unmet demand

Future demand

Total

Burnley 1.5 - - 0.5 1

Current and future demand is being met in the Area. All pitches have some spare

capacity but not all are available in the peak period. One site, Towneley Park is currently unused. If this was discounted from the spare capacity the table would be as follows and there would be no spare capacity available:

Local authority Actual spare

capacity (matches)

Demand (matches)

Overplay Unmet demand

Future demand

Total

Burnley 0.5 - - 0.5 -

Rugby union Summary of current and future demand for rugby union pitches

Analysis area Actual spare capacity

36

Demand (match equivalent sessions)

Overplay

Unmet demand

Future demand Total

Burnley 3.5 - - - 3.5

There is no over play identified within Burnley, however Burnley RUFC (playing in

Pendle) is just over the border and has a site at capacity. Spare capacity in Burnley could be used to accommodate some over play from Burnley

RUFC Rugby league There are one rugby league pitch at Prairie Playing Fields in Burnley. Hockey There are four full sized hockey pitches in Burnley (discounting Unity College which is

unavailable for community use) currently servicing no hockey teams and no regular hockey use. Whilst some supply may be required in order to satisfy any potential future demand, there is a clear surplus of pitches.

36

In match equivalent sessions

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Tennis There are enough courts that are available for community use to accommodate both the

current and future demand. Burnley LTC is the key club servicing Rossendale. All park courts are free to use for the community and their quality is rated as good. Bowls Current supply is deemed adequate to service demand, as the majority of bowling

greens are considered to have spare capacity. However, further investigation will be required to determine any loss.

Although the majority of greens are assessed as good quality in Burnley, there may be some site by site improvements required.

Rounders There are a number of rounders leagues operating in Burnley and the sport is growing. On sites such as Towneley Park and Prairie Sports Village, where rounders is prevalent,

any actions on pitches should consider the impact to rounders usage.

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November 2015 Strategy: Knight Kavanagh & Page 66

East Burnley & Cliviger

Site

ID

Site Sport Management Current status Recommended actions Partners Hierarchy tier

Cost37

Timescales38

Aim

18 Blessed Trinity School Burnley

Football School One adult pitch and one 9v9 pitch currently undergoing drainage renovations, expected to be good quality.

Secure community use of pitches School Local L S Protect Enhance

25 Burnley CC Cricket Club Good quality cricket square and has no spare capacity at peak time.

Ensure quality is maintained in order to sustain play.

Club Local L L Protect

85 Mount Lane Cliviger Burnley

Football Council One poor quality adult football pitch currently unused.

Consider the value of the site for football and whether this is the best location. Keep site as strategic reserve.

Council Informal L M Protect

104 Queens Park Burnley Football Council Two standard quality adult pitches with spare capacity. Clubs report poor quality changing rooms. Pitches used solely by 11v11 youth teams.

Reconfigure pitches to youth 11v11 specifications and improve changing facility where possible

Council Local M M Protect

Tennis Four good quality tennis courts available for community use.

Ensure quality is sustained L L Protect

Bowls Two good quality greens well used by the bowling club.

Ensure quality is sustained L L Protect

118 Spirit of Sport Burnley AGP School Part of Blessed Trinity School Full size good quality sand based AGP. At capacity for community use but all usage is football.

Consider resurfacing to 3G next time the carpet requires replacement to accommodate shortfalls.

Council

FA

Local H L Protect

Enhance

119 Springfield Community Primary Burnley

Football School Two mini 5v5 pitches standard quality currently unused.

Explore possible community use of pitches

Council Local L L Protect

141 Towneley Park Burnley

Football Council Large site with 11 poor quality and three standard quality adult pitches all over played. Reported by many clubs to be poor quality due to drainage, maintenance and poor changing rooms. One poor quality 5v5 pitch with spare capacity.

Improve pitch quality in order to increase capacity and reduce over play to improve the football offer in the Area. Possible site for FA Pitch Improvement Programme.

Explore options to improve changing facilities.

Council

FA

Hub Site M M Protect

Enhance

Cricket Disused cricket site of eight one wicket squares, now poor quality.

Demand is being met in the Area. Consider wickets as strategic reserve for any future demand.

Bowls Two standard quality bowling greens. Ensure quality is sustained.

Rounders Rounders pitches over marked on the football and used in summer.

Consider the impact to rounders of any actions carried out on football pitches

142 Towneley Park Causeway

Bowls Council Two standard quality bowling greens. Club currently has approximately 30 members.

Consider the requirement for two greens at the site. Potential that one green can accommodate all play.

Council Local S S Protect

Enhance

Tennis Three poor quality tennis courts. Explore options to improve quality.

37

(L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above. 38

Timescales: (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years).

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Site

ID

Site Sport Management Current status Recommended actions Partners Hierarchy tier

Cost39

Timescales40

Aim

146 Unity College School Burnley

Football School One standard adult and two standard 9v9 pitches. Pitches not currently available due to renovations.

Explore the options for community use once the pitch works are complete.

Council

RFU

Local L S Protect

Enhance

Rugby union Standard quality senior pitch. Available for community use but currently unused.

Use site as strategic reserve. L M-L

Cricket One non-turf cricket wicket. No local demand. Retain for school use. L M-L

AGP One full size sand AGP unavailable for community use

No local demand for hockey usage, consider role the pitch can play for football and explore options for providing community use.

L S

158 Worsthorne County Primary Burnley

Football School Poor quality 9v9 pitch not currently used by the community.

Retain for school use. Council Local L L Protect

159 Worsthorne Rec Lennox St Burnley

Football School Poor quality mini 5v5 pitch not currently used by the community.

Retain for school use. Council Local L L Protect

North Burnley

Site

ID

Site Sport Management Current status Recommended actions Partners Hierarchy tier

Cost Timescales Aim

8 Bank Hall Burnley Football Council One good quality adult football pitch well used with some spare capacity.

Ensure good quality maintenance sustains pitch quality.

Council Local M L Protect

9 Barden Gardens Burnley

Tennis Council Two good quality tennis courts Ensure good quality maintenance sustains court quality.

Council Local L L Protect

Bowls Two good quality bowling greens. Consider the need for two greens on site and explore options for moving play on to one green to reduce maintenance.

10 Barden Lane Athletics Track

Football Council One good quality adult pitch used by Burnley United FC.

Ensure maintenance sustains good quality and retain any spare capacity to support this.

Council Local L L Protect

19 Briercliffe BC Burnley Bowls Private One good quality bowling green accommodating approximately 35 members.

Ensure good quality maintenance sustains green quality.

Club Local L L Protect

20 Briercliffe Primary Burnley

Football School Standard quality mini 7v7 pitch not currently used by the community.

Consider site as strategic reserve. Council Local L L Protect

26 Burnley College Football College One good quality adult and on mini 7v7 pitch currently unused.

Explore options for community use. Council Local L S Protect

AGP One full size 3G pitch and one 60x40 sand based AGP

Maximise community use of pitches

102 Prarie Fields Burnley Football Council Two good quality adult, five good quality 7v7 and four good quality 9v9 pitches, spare capacity at peak time on all pitches.

Use spare capacity to ensure that quality is maintained. Use as strategic reserve and future growth. Ensure maintenance is adequate to sustain quality.

Council Hub L L Protect

Enhance

Rugby union One good quality senior rugby union pitch used by Burnley RUFC as a secondary ground.

Maintain quality to ensure pitch is fit for purpose.

Council M L Protect

AGP One full size good quality 3G pitch used for training and competitive matches.

Maximise use of pitch and ensure sinking fund is in place to resurface.

Council M L Protect

Enhance

39

(L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above. 40

Timescales: (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years).

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Site

ID

Site Sport Management Current status Recommended actions Partners Hierarchy tier

Cost Timescales Aim

106 Queensgate BC Disraeli Street Burnley

Bowls Club One good quality bowling green accommodating 41 members.

Ensure good quality maintenance sustains green quality.

Club Local L L Protect

116 Sir John Thursby School Burnley

Football School Two adult and one 7v7 pitch, both good quality. No current community use. School reports pitch hire is not a sustainable venture.

Explore options for community use. Council Local L S Protect

AGP Full size, standard quality, sand based AGP. No regular hockey use recorded, but some football usage. No sinking fund in place.

Maximise use of the pitches, particularly for community use, to ensure that a sinking fund is put in place

L S Protect

130 Stonyholme Rec Clifton Street Burnley

Football Council One poor quality adult football pitch currently unused.

Consider the value of the site for football and whether this is the best location. Retain as informal use.

Council Informal L S-M Protect

137 Thomas Whittam Burnley

Football School Two adult pitches and two 7v7 pitches both standard quality. Adult pitches at capacity but minimal (0.5) spare capacity at peak time on mini pitches. Community use from Daneshouse FC.

Ensure community use is secured for club and ensure that maintenance is adequate for pitches to cope with curriculum and community use.

Council Local L L Protect

161 Queen Street Rec Football Club Briercliffe Rovers JFC lease the site containing two youth 11v11, one 9v9 and one 7v7 pitch all of standard quality. Some spare capacity on youth 11v11 and 9v9.

Retain spare capacity to maintain quality and to provide additional capacity for future demand.

Club Local L M Protect

179 Barden Primary School

Football School Two standard youth 9v9 pitches currently unused.

Consider pitches as strategic reserve for community use. Retain for school use.

School Local L L Protect

Padiham & Hapton

Site

ID

Site Sport Management Current status Recommended actions Partners Hierarchy tier

Cost Timescales Aim

52 Fenny Fold PF Padiham

Football Council Large site with two adult, one 9v9, one 7v7 and 5v5 pitch. Main club user is Padiham Saints FC. No spare capacity at peak time. Club reports poor quality changing facilities.

Explore options to improve changing facilities. Ensure maintenance is adequate to cope with levels of play.

Council Key Centre L S Protect

Enhance

62 Hapton Rec Burnley Football Council One poor quality adult pitch currently unused. Consider the value of the site for football and whether this is the best location. Keep site as strategic reserve.

Council Informal L S-M Protect

77 Lowerhouse CC Burnley

Cricket Club Club has a lease on the site with a good quality 18 wicket square. There is an additional non-turf wicket at the site also. There is no spare capacity at peak time.

Ensure maintenance is maintained to sustain good pitch quality.

Club

LCCB

Local L M-L Protect

83 Memorial Park Padiham Burnley

Tennis Council Three standard quality tennis courts. Ensure quality is maintained or improved. Council Local L S-M Protect

Enhance Bowls Two good quality bowling greens. Consider the need for two greens on site and explore options for moving play on to one green to reduce maintenance if appropriate

92 Padiham CC Burnley Cricket Club Site is assessed as good standard with 14 wickets. Club reports the need to improve the changing facilities. Some spare capacity exists at peak time.

Explore options for upgrading changing facility. Lancashire County Cricket Groundsman Association and LCCB to work with Club to review quality issues.

Club

LCCB

Local L M Protect

Enhance

93 Padiham FC, The Arbories

Football Club One adult pitch. The pitch is in good condition but suffers from an aging drainage system and a weed problem. The lease from Burnley is

Negotiate extension of the lease with the Club and explore options for improving the drainage system.

Club

Council

Local M M Protect

Enhance

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Site

ID

Site Sport Management Current status Recommended actions Partners Hierarchy tier

Cost Timescales Aim

due to expire in 2028. The Club plays within the football pyramid structure.

95 Padiham St Leonards School Burnley

Football School Two mini pitches are out of use due to rebuilding work at the school, they are in very poor condition but there are plans for the pitches to be reinstated

Explore options for community use to reduce shortfalls

Council Local L S Protect

Enhance

115 Shuttleworth College Football College Three good quality pitches, two 11v11 and one 9v9. Pitches not currently used by community. The School is PFI and reports a complex relationship with Cofley.

Explore options with the provider and the school for providing community use.

Council Local L M Protect

Cricket One artificial wicket not currently used. Use pitch as strategic reserve.

AGP The APG is 8 years old and is starting to show visible signs of wear and tear. Some hockey use but mostly football. Pitch available strictly Monday to Friday 6-9pm only. Sinking fund is reported to be in place.

Ensure sinking fund is in place and consider the correct surface when replacement is required.

168 Gawthorpe Hall Football Burnley FC Three adult, one 9v9 and one 7v7 pitch. Exclusive use by Burnley FC.

Retain for club use. Club Local L L Protect

AGP Full size 3G unavailable to the community. Explore opportunities for community use. L S

173 St John the Baptist RC Primary

Football School One 7v7 and one 9v9 considered good quality. No community use.

Consider options for community use and use site as strategic reserve, particularly for future demand.

Council Local L M Protect

175 Padiham Green CE Primary School

Football School One 9v9 considered good quality. No community use.

Consider options for community use and use site as strategic reserve, particularly for future demand.

Council Local L M Protect

176 Padiham Primary School

AGP School 50x30 3G pitch. No floodlights and no community use.

Consider potential for installing floodlights and making available for training and/or matches

Council Local L-M M Protect

Enhance

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South Burnley

Site

ID

Site Sport Management Current status Recommended actions Partners Hierarchy tier

Cost41

Timescales42

Aim

30 Cherryfold Primary School Burnley

Football School One poor quality youth 9v9 pitch. No community use.

Improve quality for school use. Consider as strategic reserve for future demand.

Council Local L M Protect

Enhance

31 Christ the King RC Primary School

Football School One standard mini 5v5 pitch. No community use.

Consider as strategic reserve for future demand.

Council Local L M Protect

59 Greenhill BC Manchester Rd - Montague St

Bowls Council One poor quality green. The main issue is the presence of fusarium (fungi) which requires urgent attention. Club also reports poor quality changing rooms. Membership is 436 currently, albeit many of the members are no active bowlers.

Investigate ways to improve green quality. Consider use of Scott Park for games if spare capacity allows.

Council Local L-M S Protect

Enhance

61 Hameldon College Burnley

Football College One standard adult and one standard mini pitch not available for community use.

Consider options for community use. Council

FA

Local L L Protect

AGP Full size floodlit 3G pitch. Ensure sinking fund is in place and maximise use of pitch.

Cricket Standalone non-turf cricket wicket not currently used.

Consider as strategic reserve for future demand.

113 Scott Park Burnley Tennis Council Two good quality tennis courts Ensure maintenance is in place to sustain quality.

Council Local L L Protect

Bowls Two good quality bowling greens. Boards and gutters reported by the Club to be poor. Club has 36 members.

Consider the need for two greens on site given membership of 36. Look at potential to combine with Greenhill BC due to poor quality green there.

Local L M

West Burnley

Site

ID

Site Sport Management Current status Recommended actions Partners Hierarchy tier

Cost Timescales Aim

28 Calder Park Foxcroft Burnley

Football Council One poor quality 7v7 pitch currently available but unused.

Consider the value of the site for football and whether this is the best location. Keep site as strategic reserve.

Council Informal L S Protect

40 Crow Wood Burnley AGP Soccer Burnley Operated as Soccer Burnley site has 5x 5v5 3G pitches and 2x 7v7 3G pitches operating football leagues.

Ensure sinking fund is in place to maintain quality. Consider use for competitive mini football.

Soccer Burnley

Local L L Protect

60 Habergham Burnley Football Council One 9v9, two 7v7, four 5v5, all standard quality with the exception of two 5v5 pitches assessed as poor due to drainage and sloping. 9v9 pitch over played. Minimal spare capacity of 0.5 on 5v5 and 7v7 pitches.

Improve quality of 9v9 to accommodate over play and consider potential for improving drainage on mini pitches.

Council Local M M Protect

Enhance

70 Ighten Mount Bowling Club, Padiham Road

Bowls Club One good quality green on site. Club has 230 members, however it is unlikely that all are active bowlers.

Ensure maintenance regimes in place to sustain green quality and accommodate usage.

Club Local L M Protect

41

(L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above. 42

Timescales: (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years).

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Site

ID

Site Sport Management Current status Recommended actions Partners Hierarchy tier

Cost43

Timescales44

Aim

71 Ightenhill Park Tennis Council Two good quality tennis courts Ensure maintenance is in place to sustain quality.

Council Local L L Protect

Bowls Two good quality bowling greens. Club has 62 members

Consider the need for two greens on site. Potential to have one green. Ensure maintenance is in place to sustain quality.

Local L M

76 Lowerhouse BC Burnley

Bowls Council One good quality bowling green. Club has 30 members and rates the quality of the pavilion as poor.

Ensure maintenance is in place to sustain quality. Explore options for improving the pavilion

Council Local L S Protect

Enhance

125 St Mary Magdelene RC Primary School Burnley

Football School One poor 5v5 and one poor 7v7 pitch. School reports that pitches are available for community use but currently unused.

Improve pitch quality for school use and consider as strategic reserve for future demand.

Council Local L M Protect

Enhance

134 Sycamore Avenue Burnley

Football Council One standard 5v5 and one standard 7v7 used by Ighten Leigh FC. Some spare capacity on the 5v5 pitch.

Retain spare capacity to maintain pitch quality. Consider moving more responsibility for maintenance to the Club where feasible

Council Local L L Protect

151 Wellfield Methodist Church School Burnley

Football School One poor quality 5v5 and one poor 7v7 used by Sycamore United FC. No capacity at peak time.

Improve pitch quality and explore options for club to take on additional maintenance responsibility in order to improve pitches.

FA

Club

Local L S Protect

Enhance

43

(L) -Low - less than £50k; (M) -Medium - £50k-£250k; (H) -High £250k and above. 44

Timescales: (S) -Short (1-2 years); (M) - Medium (3-5 years); (L) - Long (6+ years).

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PART 7: KEEP THE STRATEGY ROBUST AND UP TO DATE Delivery The Playing Pitch Strategy seeks to provide guidance for maintenance/management decisions and investment made across Rossendale, Burnley and Pendle. By addressing the issues identified in the Assessment Report and using the strategic framework presented in this Strategy, the current and future sporting and recreational needs of the local authorities can be satisfied. The Strategy identifies where there is a deficiency in provision and identifies how best to resolve this in the future. It is important that this document is used in a practical manner, is engaged with partners and encourages partnerships to be developed, to ensure that outdoor sports facilities are regarded as a vital aspect of community life and which contribute to the achievement of Council priorities. The production of this Strategy should be regarded as the beginning of the planning process. The success of this Strategy and the benefits that are gained are dependent upon regular engagement between all partners involved and the adoption of a strategic approach. Each member of the steering group should take the lead to ensure the PPS is used and applied appropriately within their area of work and influence. The role of the steering group should not end with the completion of the PPS document To help ensure the PPS is well used it should be regarded as the key document within the study area guiding the improvement and protection of playing pitch provision. It needs to be the document people regularly turn to for information on how the current demand is met and what actions are required to improve the situation and meet future demand. In order for this to be achieved the steering group need to have a clear understanding of how the PPS can be applied and therefore delivered. Key uses for the PPS include evidence for supporting funding bids, guidance to inform planning decisions and planning applications and decision making for capital investment. The process of developing the PPS will hopefully have already resulted in a number of benefits that will help with its application and delivery. These may include enhanced partnership working across different agendas and organisations, pooling of resources along with strengthening relationships and understanding between different stakeholders and between members of the steering group and the sporting community. The drivers behind the PPS and the work to develop the recommendations and action plan will have also highlighted, and helped the steering group to understand, the key areas to which it can be applied and how it can be delivered. Monitoring and updating It is important that there is regular annual monitoring and review against the actions identified in the Strategy. This monitoring should be led by the local authority and supported by all members of, and reported back to, the steering group. Understanding and learning lessons from how the PPS has been applied should also form a key component of monitoring its delivery. This should form an on-going role of the steering group. It is possible that in the interim between annual reviews the steering group could operate as a ‘virtual’ group; prepared to comment on suggestions and updates electronically when relevant.

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As a guide, if no review and subsequent update has been carried out within three years of the PPS being signed off by the steering group, then Sport England and the NGBs would consider the PPS and the information on which it is based to be out of date. If the PPS is used as a ‘live’ document, and kept up to date, the time frame can be extended to five years. Furthermore, the process of refreshing the PPS would be much less resource intensive if changes and updates have been made throughout the five years. If there are no updates to the document within the period the nature of the supply and in particular the demand for playing pitches is likely to have changed. Therefore, without any form of review and update within this time period it would be difficult to make the case that the supply and demand information and assessment work is sufficiently robust. Ideally the PPS could be reviewed on an annual basis from the date it is formally signed off by the steering group. This will help to maintain the momentum and commitment that would have been built up when developing the PPS. Taking into account the time to develop the PPS this should also help to ensure that the original supply and demand information is no more than two years old without being reviewed. An annual review should not be regarded as a particularly resource intensive task. However, it should highlight: How the delivery of the recommendations and action plan has progressed and any

changes required to the priority afforded to each action (e.g. the priority of some may increase following the delivery of others)

How the PPS has been applied and the lessons learnt Any changes to particularly important sites and/or clubs in the area (e.g. the most used

or high quality sites for a particular sport) and other supply and demand information, what this may mean for the overall assessment work and the key findings and issues

Any development of a specific sport or particular format of a sport Any new or emerging issues and opportunities. Once the PPS is complete the role of the steering group should evolve so that it: Acts as a focal point for promoting the value and importance of the PPS and playing

pitch provision in the area Monitors, evaluates and reviews progress with the delivery of the recommendations and

action plan Shares lessons learnt from how the PPS has been used and how it has been applied to

a variety of circumstances Ensures the PPS is used effectively to input into any new opportunities to secure

improved provision and influence relevant programmes and initiatives Maintains links between all relevant parties with an interest in playing pitch provision in

the area; Reviews the need to update the PPS along with the supply and demand information and

assessment work on which it is based. Further to review the group should either: Provide a short annual progress and update paper; Provide a partial review focussing on particular sport, pitch type and/or sub area; or Lead a full review and update of the PPS document (including the supply and

demand information and assessment details).

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Alongside the regular steering group meetings it is recommended that each Local Authority holds annual sport specific meetings with the pitch sport NGBs and other relevant organisations. These meetings should look to update the key supply and demand information, if necessary amend the assessment work, track progress with implementing the recommendations and action plan and highlight any new issues and opportunities. Things to consider include formation of new teams or loss of teams, any new formats of the sports that would impact on facilities, changes in quality or creation of new facilities. These meetings could be timed to fit with the annual affiliation process undertaken by the NGBs which would help to capture any changes in the number and nature of sports clubs in the area. Other information that is already collected on a regular basis such as pitch booking records for local authority and other sites could be fed into these meetings. The NGBs will also be able to indicate any further performance quality assessments that have been undertaken within the study area. Discussion with the league secretaries may also indicate annual league meetings which it may be useful to attend to pick up any specific issues and/or enable a review of the relevant club details to be undertaken.

The steering group should regularly review and refresh area by area plans taking account of any improvements in pitch quality (and hence increases in pitch capacity) and also any new negotiations for community use of education or other private sites in the future. Updating the action plans will make the task of updating the PPS much easier. It is important that each Council maintains the data contained with the accompanying Playing Pitch Database. This will enable it to refresh and update area by area plans on a regular basis. The accompanying databases are intended to be refreshed on a season by season basis and it is important that there is cross-departmental working, including for example, grounds maintenance and sports, to ensure that this is achieved and that results are used to inform subsequent annual sports facility development plans. Results should be shared with partners via a consultative mechanism.

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Checklist To help ensure the PPS is delivered and is kept robust and up to date, the steering group can refer to the new methodology Stage E Checklist: Deliver the strategy and keep it robust and up to date: http://www.sportengland.org/facilities-planning/planning-for-sport/planning-tools-and-guidance/playing-pitch-strategy-guidance/

Stage E: Deliver the strategy and keep it robust and up to date

Tick

Yes Requires Attention

Step 9: Apply & deliver the strategy

1. Are steering group members clear on how the PPS can be applied across a

range of relevant areas?

2. Is each member of the steering group committed to taking the lead to help

ensure the PPS is used and applied appropriately within their area of work

and influence?

3. Has a process been put in place to ensure regular monitoring of how the

recommendations and action plan are being delivered and the PPS is being

applied?

Step 10: Keep the strategy robust & up to date

1. Has a process been put in place to ensure the PPS is kept robust and up to

date?

2. Does the process involve an annual update of the PPS?

3. Is the steering group to be maintained and is it clear of its on-going role?

4. Is regular liaison with the NGBs and other parties planned?

5. Has all the supply and demand information been collated and presented in

a format (i.e. single document that can be filtered accordingly) that will

help people to review it and highlight any changes?

6. Have any changes made to the Active Places Power data been fed back to

Sport England?

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APPENDIX ONE: STRATEGIC CONTEXT The recommendations within this Strategy have been developed via the combination of information gathered during consultation, site visits and analysis. They reflect key areas to be addressed over its lifetime. However, implementation must be considered in the context of financial implications and the need for some proposals to also meet planning considerations. National context The provision of high quality and accessible community outdoor sports facilities at a local level is a key requirement for achieving the targets set out by the Government and Sport England. It is vital that this strategy is cognisant of and works towards these targets in addition to local priorities and plans. DCMS (Department for Culture Media & Sport) is currently (2015) consulting on a new strategy for sport. It will seek to address the following challenges: How to address the recent decline in the number of people that regularly take part in

sport and deliver a long-term sustainable increase in participation; What type(s) of participation should be encouraged and how should they be measured; How to ensure that funding goes to those who can best deliver results; How to specifically target under-represented groups; Understanding the role of the private sector, and how public sector bodies, National Governing Bodies (NGBs) and other sports bodies should work with the private

sector to help deliver an increase in participation; How to best support participation in new and/or non-traditional sports and activities; How to maximise the potential of new technology to increase participation; How to use the power of sport to achieve broader positive social outcomes and whether

some funding should specifically be spent for that purpose. Sport England: A Sporting Habit for Life (2012-2017) In 2017, five years after the Olympic Games, Sport England aspires to transforming sport in England so that it is a habit for life for more people and a regular choice for the majority. Launched in January 2012 the strategy sets out how Sport England will invest over one billion pounds of National Lottery and Exchequer funding during the five year plan period. The investment will be used to create a lasting community sport legacy by growing sports participation at the grassroots level following the 2012 London Olympics. The strategy will: See more people starting and keeping a sporting habit for life Create more opportunities for young people Nurture and develop talent Provide the right facilities in the right places Support local authorities and unlock local funding Ensure real opportunities for communities

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The vision is for England to be a world leading sporting nation where many more people choose to play sport. There are five strategic themes including: Maximise value from current NGB investment Places, People, Play Strategic direction and market intelligence Set criteria and support system for NGB 2013-17 investment Market development The aim by 2017 is to ensure that playing sport is a lifelong habit for more people and a regular choice for the majority. A specific target is to increase the number of 14 to 25 year olds playing sport. To accomplish these aims the strategy sets out a number of outcomes: 4,000 secondary schools in England will be offered a community sport club on its site

with a direct link to one or more NGBs, depending on the local clubs in a school’s area. County sports partnerships will be given new resources to create effective links locally

between schools and sport in the community. All secondary schools that wish to do so, will be supported to open up, or keep open,

their sports facilities for local community use and at least a third of these will receive additional funding to make this happen.

At least 150 further educational colleagues will benefit from a full time sports professional who will act as a College Sport Maker.

Three quarters of university students aged 18-24 will get the chance to take up a new sport or continue playing a sport they played at school or college.

A thousand of our most disadvantaged local communities will get a Door Step Club. Two thousand young people on the margins of society will be supported by the Dame

Kelly Holmes Legacy Trust into sport and to gain new life skills. Building on the success of the Places People Play, a further £100 million will be

invested in facilities for the most popular sports. A minimum of 30 sports will have enhanced England Talent Pathways to ensure young

people and others fulfil their potential. National Planning Policy Framework

The National Planning Policy Framework (NPPF) sets out planning policies for England. It details how these changes are expected to be applied to the planning system. It also provides a framework for local people and their councils to produce distinct local and neighbourhood plans, reflecting the needs and priorities of local communities. The NPPF states the purpose of the planning system is to contribute to the achievement of sustainable development. It identifies that the planning system needs to focus on three themes of sustainable development: economic, social and environmental. A presumption in favour of sustainable development is a key aspect for any plan-making and decision-taking processes. In relation to plan-making the NPPF sets out that Local Plans should meet objectively assessed needs. The ‘promoting healthy communities’ theme identifies that planning policies should be based on robust and up-to-date assessments of the needs for open space, sports and recreation facilities and opportunities for new provision. Specific needs and quantitative or qualitative deficiencies or surpluses in local areas should also be identified. This information should be used to inform what provision is required in an area.

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As a prerequisite the NPPF states existing open space, sports and recreation buildings and land, including playing fields, should not be built on unless: An assessment has been undertaken, which has clearly shown that the open space,

buildings or land is surplus to requirements. The loss resulting from the proposed development would be replaced by equivalent or

better provision in terms of quantity and quality in a suitable location. The development is for alternative sports and recreational provision, the needs for which

clearly outweigh the loss. In order for planning policies to be ‘sound’ local authorities are required to carry out a robust assessment of need for open space, sport and recreation facilities. The FA National Game Strategy (2015 – 2019) The Football Association’s (FA) National Game Strategy provides a strategic framework that sets out key priorities, expenditure proposals and targets for the national game (i.e., football) over a four year period. The main issues facing grassroots football are identified as: Sustain and Increase Participation. Ensure access to education sites to accommodate the game. Help players to be the best that they can be and provide opportunities for them to

progress from grassroots to elite. Recruit, retain and develop a network of qualified referees Support clubs, leagues and other competition providers to develop a safe, inclusive and

positive football experience for everyone. Support Clubs and Leagues to become sustainable businesses, understanding and

serving the needs of players and customers. Improve grass pitches through the pitch improvement programme to improve existing

facilities and changing rooms. Deliver new and improved facilities including new Football Turf Pitches. Work with priority Local Authorities enabling 50% of mini-soccer and youth matched to

be played on high quality artificial grass pitches. England and Wales Cricket Board (ECB) Champion Counties Strategic Plan 2014 – 2017 The England and Wales Cricket Board unveiled a new strategic plan in 2013 which seeks to deliver successful England teams at all levels, to produce a vibrant domestic game as well as increasing participation during the period 2014-17. It builds on the 2005 plan, Building Partnerships and the subsequent 2009 initiative, Grounds to Play. The plan will take advantage of local partnerships developed in earlier plans and support local delivery of priorities through the County network. It targets operational excellence to make maximum use of scarce resources and facilities during a time of economic austerity.

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Among the targets set under the four pillars of Effective Governance, Vibrant Domestic Game, Enthusing Participation and Successful England teams, which are relevant to the playing pitch strategy, are: An increase in participation as measured by Sport England’s Active People Survey from

183,400 to 197,500 Expand the number of clubs participating in NatWest CricketForce from 2,000 to 2,200 Increase the number of cricket’s volunteers to 80,000 by 2017 Expand the number of participants in women’s and disabilities cricket by 10% by 2017 To increase the number of TwelfthMan members from 220,000 to 250,000 by 2017 Complete an approved Community Engagement programme with all 18 First Class

Counties and MCC For each £1 provided in facility grants through the ‘Sport England Whole Sport Plan

Grant Programme’ ensure a multiplier of three with other funding partners Provide a fund of £8.1m of capital investment to enhance floodlights, sightscreens,

replay screens, power sub-stations and broadcasting facilities at First Class County venues

Provide an interest-free loan fund to community clubs of £10 million Qualify and engage 50 Level 4 coaches to support the development of professional

cricketers Expand the number of coaches who have received teacher level 1, 2 or 3 qualifications

to 50,000 Provide a fund of £2 million for community clubs to combat the impact of climate change Introduce a youth T20 competition engaging 500 teams by 2017 The following actions executed during the duration of Building Partnerships provide a strong

base for this plan. Actions include:

Streamlining ECB governance Building participation by more than 20% per annum (as measured through ECB focus

clubs and County Cricket Boards) Developing women’s cricket Attracting volunteers Expanding cricket’s spectator base Introducing grants and loans to clubs Developing disabilities cricket This plan therefore influences ‘Grounds to Play’ in the areas of facilities and coaches, which is where ECB investment will be focussed. Partnership funding and support will play a key role in the delivery of actions and maintaining the strength of the pillars. The Rugby Football Union National Facilities Strategy (2013-2017) The RFU National Facility Strategy 2013-2017 provides a framework for development of high-quality, well-managed facilities that will help to strengthen member clubs and grow the game in communities around them. In conjunction with partners, this strategy will assist and support clubs and other organisations, so that they can continue to provide quality opportunities for all sections of the community to enjoy the game. It sets out the broad facility needs of the sport and identifies investment priorities to the game and its key partners. It identifies that with 1.5 million players there is a continuing need to invest in community club facilities in order to:

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Create a platform for growth in club rugby participation and membership, especially with a view to exploiting the opportunities afforded by RWC 2015.

Ensure the effectiveness and efficiency of rugby clubs, through supporting not only their playing activity but also their capacity to generate revenue through a diverse range of activities and partnerships.

In summary the priorities for investment which have met the needs of the game for the Previous period remain valid: Increase the provision of changing rooms and clubhouses that can sustain concurrent

adult and junior male and female activity at clubs Improve the quality and quantity of natural turf pitches and floodlighting Increase the provision of artificial grass pitches that deliver wider game development It is also a high priority for the RFU to target investment in the following: Upgrade and transform social, community and catering facilities, which can support the

generation of additional revenues Facility upgrades, which result in an increase in energy-efficiency, in order to reduce the

running costs of clubs Pitch furniture, including rugby posts and pads, pitch side spectator rails and grounds

maintenance equipment England Hockey (EH) - A Nation Where Hockey Matters (2013-2017) EH have a clear vision, a powerful philosophy and five core objectives that all those who have a role in advancing Hockey can unite behind. With UK Sport and Sport England’s investment, and growing commercial revenues, EH are ambitious about how they can take the sport forward in Olympic cycles and beyond. “The vision is for England to be a ‘Nation Where Hockey Matters’. A nation where hockey is talked about at dinner tables, playgrounds and public houses, up and down the country. A nation where the sport is on the back pages of our newspapers, where children dream of scoring a goal for England’s senior hockey team, and where the performance stirs up emotion amongst the many, not the few” England Hockey aspires to deepen the passion of those who play, deliver and follow sport by providing the best possible environments and the best possible experiences. Whilst reaching out to new audiences by making the sport more visible, available and relevant and through the many advocates of hockey. Underpinning all this is the infrastructure which makes the sport function. EH understand the importance of volunteers, coaches, officials, clubs and facilities. The more inspirational people can be, the more progressive Hockey can be and the more befitting the facilities can be, the more EH will achieve. The core objectives are as follows: Grow our Participation Deliver International Success Increase our Visibility Enhance our Infrastructure Be a strong and respected Governing Body

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England Hockey has a Capital Investment Programme (CIP) that is planned to lever £5.6 million investment into hockey facilities over the next four years, underpinned by £2m million from the National Governing Body. With over 500 pitches due for refurbishment in the next 4-8 years, there will be a large focus placed on these projects through this funding stream. The current level of pitches available for hockey is believed to be sufficient for the medium term needs, however in some areas, pitches may not be in the right places in order to maximise playing opportunities ‘The right pitches in the right places45’

In 2012, EH released its facility guidance which is intended to assist organisations wishing to build or protect hockey pitches for hockey. It identifies that many existing hockey AGPs are nearing the end of their useful life as a result of the installation boom of the 90’s. Significant investment is needed to update the playing stock and protect the sport against inappropriate surfaces for hockey as a result of the rising popularity of AGPs for a number of sports. EH is seeking to invest in, and endorse clubs and hockey providers which have a sound understanding of the following: Single System – clubs and providers which have a good understanding of the Single

System and its principles and are appropriately places to support the delivery. ClubsFirst accreditation – clubs with the accreditation are recognised as producing a

safe effective and child friendly hockey environment Sustainability – hockey providers and clubs will have an approved development plan in

place showing their commitment to developing hockey, retaining members and providing an insight into longer term goals. They will also need to have secured appropriate tenure.

England Hockey Strategy EH’s new Club Strategy will assist hockey clubs to retain more players and recruit new members to ultimately grow their club membership. EH will be focusing on participation growth through this strategy for the next two years. The EH Strategy is based on seven core themes. These are: 1 Having great leadership 2 Having Appropriate and Sustainable Facilities 3 Inspired and Effective People 4 Different Ways to Play 5 Staying Friendly, Social and Welcoming 6 Being Local with Strong Community Connections 7 Stretching and developing those who want it British Crown Green Bowling Association Please note there is no current facility guidance provided by British Crown Green Bowling Association responsible for crown green bowls in England. http://crowngreenbowls.sharepoint.com/Pages/default.aspx

45

http://englandhockey.co.uk/page.asp?section=1143&sectionTitle=The+Right+Pitches+in+the+Right+

Places

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Bowls England: Strategic Plan 2014-2017 Bowls England will provide strong leadership and work with its stakeholders to support the development of the sport of bowls in England for this and future generations. The overall vision of Bowls England is to: Promote the sport of outdoor flat green bowls. Recruit new participants to the sport of outdoor flat green bowls. Retain current and future participants within the sport of flat green bowls. In order to ensure that this vision is achieved, ten key performance targets have been created, which will underpin the work of Bowls England up until 31st March 2017. 115,000 individual affiliated members. 1,500 registered coaches. Increase total National Championship entries by 10%. Increase total national competition entries by 10%. Medal places achieved in 50% of events at the 2016 World Championships. 35 county development plans in place and operational. County development officer appointed by each county association. National membership scheme implemented with 100% uptake by county associations. Secure administrative base for 1st April 2017. Commercial income to increase by 20%. Despite a recent fall in affiliated members, and a decline in entries into National Championships over the last five years, Bowls England believes that these aims will be attained by following core values. The intention is to: Be progressive. Offer opportunities to participate at national and international level. Work to raise the profile of the sport in support of recruitment and retention. Lead the sport. Support clubs and county associations. 2015-2018 British Tennis Strategy The new strategy is presented in a concise one page framework that includes key strategies relating to three participation "focus" areas, six participation "drivers" and three participation "enablers". To achieve success, the 12 strategy areas will need to work interdependently to stem the decline and unlock sustainable growth: The three participation “focus” areas are where tennis is consumed: 1. Deliver great service to CLUBS 2. Build partnerships in the COMMUNITY, led by parks 3. Enhance the tennis offer in EDUCATION

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The six participation "drivers" are the areas that will make the biggest difference where tennis is consumed. They must all be successful on a standalone and interconnected basis and include: 1. Becoming more relevant to COACHES 2. Refocusing on RECREATIONAL COMPETITION 3. Providing results orientated FACILITY INVESTMENT 4. Applying best in class MARKETING AND PROMOTION 5. JUMP STARTING THE PEAK SUMMER SEASON 6. Establishing a "no compromise" HIGH PERFORMANCE programme with focus. The final layer is comprised of three participation "enablers" that underpin our ability to be successful. These enablers are rooted in how the LTA will get better; how the entire network of 4 / 17/03/2015 partners must be harnessed to work together and the need to raise more financial resources to fund our sport's turnaround. They include: 1. Becoming a more effective and efficient LTA 2. Harnessing the full resource network 3. Generating new revenue For further information and more detail on the framework please go to http://www.lta.org.uk/about-the-lta/structure-vision

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APPENDIX TWO: FUNDING PLAN Funding opportunities In order to deliver much of the Action Plan it is recognised that external partner funding will need to be sought. Although seeking developer contributions in applicable situations and other local funding/community schemes could go some way towards meeting deficiencies and/or improving provision, other potential/match sources of funding should be investigated. Below is a list of current funding sources that are relevant for community improvement projects involving sports facilities.

Awarding body Description

Big Lottery Fund

http://www.biglotteryfund.org.uk/

Big invests in community groups and to projects that improve health, education and the environment

Sport England :

Improvement Fund

Sportsmatch

Small Grants

Protecting Playing Fields

Inspired Facilities

Strategic Facilities Fund

http://www.sportengland.org/funding.aspx

http://www.sportengland.org/funding/our-different-funds/strategic-facilities/

Sport England is keen to marry funding with other organisations that provide financial support to create and strengthen the best sports projects. Applicants are encouraged to maximise the levels of other sources of funding, and projects that secure higher levels of partnership funding are more likely to be successful.

Football Foundation

http://www.footballfoundation.org.uk/

This trust provides financial help for football at all levels, from national stadia and FA Premier League clubs down to grass-roots local development.

Rugby Football Foundation - The Grant Match Scheme

www.rugbyfootballfoundation.org

The Grant Match Scheme provides easy-to-access grant funding for playing projects that contribute to the recruitment and retention of community rugby players.

Grants are available on a ‘match funding’ 50:50 basis to support a proposed project.

Projects eligible for funding include:

1. Pitch Facilities – Playing surface improvement, pitch improvement, rugby posts, floodlights.

2. Club House Facilities – Changing rooms, shower facilities, washroom/lavatory, and measures to facilitate segregation (e.g. women, juniors).

3. Equipment – Large capital equipment, pitch maintenance capital equipment (e.g. mowers).

EU Life Fund

http://ec.europa.eu/environment/funding/intro_en.htm

LIFE is the EU’s financial instrument supporting environmental and nature conservation projects throughout the EU.

EH Capital Investment Programme (CIP) The CIP fund is for the provision of new pitches and re-surfacing of old AGPs. It forms part of EH’s 4 year Whole Sport’s Plan.

National Hockey Foundation

http://www.thenationalhockeyfoundation.com/

The Foundation primarily makes grants to a wide range of organisations that meet one of our chosen areas of focus:

Young people and hockey.

Enabling the development of hockey at youth or community level.

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Protecting Playing Fields SE launched a funding programme; Protecting Playing Fields (PPF) as part of its Places People Play Olympic legacy mass participation programme and is investing £10 million of National Lottery funding in community sports projects. The programme is being delivered via five funding rounds (with up to £2 million being awarded to projects in each round). Its focus is on protecting and improving playing fields and developing community sport. It will fund capital projects that create, develop and improve playing fields for sporting and community use and offer long term protection of the site for sport. Projects are likely to involve the construction of new pitches or improvement of existing ones that need levelling or drainage works. Sport England’s ‘Inspired Facilities’ funding programme will be delivered via funding rounds and where clubs, community and voluntary sector groups and local authorities can apply for grants of between £25k and £150k where there is a proven local need for a facility to be modernised, extended or modified to open up new sporting opportunities. The programmes three priorities are: Organisations that haven’t previously received a Sport England Lottery grant of over

£10k. Projects that are the only public sports facility in the local community. Projects that offer local opportunities to people who do not currently play sport. Besides this scheme providing an important source of funding for potential voluntary and community sector sites, it may also providing opportunities for Council to access this funding particularly in relation to resurfacing the artificial sports surfaces Strategic Facilities Fund Facilities are fundamental in providing more people with the opportunity to play sport. The supply of the right facilities in the right areas is key to getting more people to play sport. Sport England recognises the considerable financial pressures that local authorities are currently under and the need to strategically review and rationalise leisure stock so that cost effective and financially sustainable provision is available in the long-term. Sport England has a key role to play in the sector, from influencing the local strategic planning and review of sports facility provision to investing in major capital projects of strategic importance. The Strategic Facilities Fund will direct capital investment into a number of key local authority projects that are identified through a strategic needs assessment and that have maximum impact on growing and sustaining community sport participation. These projects will be promoted as best practice in the delivery of quality and affordable facilities, whilst demonstrating long-term operational efficiencies. The fund will support projects that bring together multiple partners, including input from the public and private sectors and national governing bodies of sport (NGBs). The fund is also designed to encourage applicants and their partners to invest further capital and revenue funding to ensure sustainability. Sport England has allocated a budget of circa £30m of Lottery funding to award through this fund (2013-17).

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Key features which applications must demonstrate are: A robust needs and evidence base which illustrates the need for the project and the

proposed facility mix Strong partnerships which will last beyond the initial development of the project and

underpin the long-term sustainability of the facility Multi-sport provision and activity that demonstrates delivery against NGB local priorities A robust project plan from inception to completion with achievable milestones and

timescales. Lottery applications will be invited on a solicited-only basis and grants of between £500,000 and £2,000,000 will be considered. The Strategic Facilities Fund will prioritise projects that: Are large-scale capital developments identified as part of a local authority sports facility

strategic needs assessment/rationalisation programme and that will drive a significant increase in community sports participation

Demonstrate consultation/support from two or more NGBs and delivery against their local priorities

Are multi-sport facilities providing opportunities to drive high participant numbers Are a mix of facility provision (indoor and/or outdoor) to encourage regular & sustained

use by a large number of people Offer an enhancement, through modernisation, to existing provision and/or new build

facilities Have a long-term sustainable business plan attracting public and private investment Show quality in design, but are fit for purpose to serve the community need Have effective and efficient operating models, combined with a commitment to

development programmes which will increase participation and provide talent pathways. Projects will need to demonstrate how the grant will deliver against Sport England’s strategic priorities. The funding available is for the development of the capital infrastructure, which can contribute to the costs of new build, modernisation or refurbishment and purchasing of major fixed equipment as part of the facility development. Funder’s requirements Below is a list of funding requirements that can typically be expected to be provided as part of a funding bid, some of which will fall directly out of the Playing Pitch Strategy: Identify need (i.e., why the Project is needed) and how the Project will address it. Articulate what difference the Project will make. Identify benefits, value for money and/or added value. Provide baseline information (i.e., the current situation). Articulate how the Project is consistent with local, regional and national policy. Financial need and project cost. Funding profile (i.e., Who’s providing what? Unit and overall costs). Technical information and requirements (e.g., planning permission). Targets, outputs and/or outcomes (i.e., the situation after the Project/what the Project

will achieve) Evidence of support from partners and stakeholders. Background/essential documentation (e.g., community use agreement).

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Assessment of risk. Indicative costs The indicative costs of implementing key elements of the Action Plan can be found on the Sport England website: http://www.sportengland.org/facilities__planning/design_and_cost_guidance.aspx The costs are for the development of community sports facilities and are based on providing good quality sports facility for the 1st Quarter 2015. These rounded costs are based on schemes most recently funded through the Lottery (and therefore based on economies of scale), updated to reflect current forecast price indices provided by the Building Cost Information Service (BCIS), prepared by Technical Team Lead of Sport England.

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APPENDIX THREE: GLOSSARY Displaced demand generally relates to play by teams or other users of playing pitches from within the study area (i.e. from residents of the study area) which takes place outside of the area. This may be due to issues with the provision of pitches and ancillary facilities in the study area, just reflective of how the sports are played (e.g. at a central venue for the wider area) or due to the most convenient site for the respective users just falling outside of the local authority/study area. Unmet demand is demand that is known to exist but unable to be accommodated on current supply of pitches. This could be in the form of a team with access to a pitch for matches but nowhere to train or vice versa. This could also be due to the poor quality and therefore limited capacity of pitches in the area and/or a lack of provision and ancillary facilities which meet a certain standard of play/league requirement. League secretaries may be aware of some unmet demand as they may have declined applications from teams wishing to enter their competitions due to a lack of pitch provision which in turn is hindering the growth of the league. Latent demand is demand that evidence suggests may be generated from the current population should they have access to more or better provision. This could include feedback from a sports club who may feel that they could set up and run an additional team if they had access to better provision. Future demand is an informed estimate made of the likely future demand for pitches in the study area. This is generally based on the most appropriate current and future population projections for the relevant age and gender groupings for each sport. Key trends, local objectives and targets and consultation also inform this figure. Casual use or other use could take place on natural grass pitches or AGPs and include:

Regular play from non-sports club sources (e.g. companies, schools, fitness classes) Infrequent informal/friendly matches Informal training sessions More casual forms of a particular sport organised by sports clubs or other parties Significant public use and informal play, particularly where pitches are located in

parks/recreation grounds. Carrying capacity is the amount of play a site can regularly accommodate (in the relevant comparable unit) for community use without adversely affecting its quality and use. This is typically outlined by the NGB Overplay is when a pitch is used over the amount that the carrying capacity will allow, (i.e. more than the site can accommodate). Pitches have a limit of how much play they can accommodate over a certain period of time before their quality, and in turn their use, is adversely affected. Spare capacity is the amount of additional play that a pitch could potentially accommodate in additional to current activity. There may be reasons why this potential to accommodate additional play should not automatically be regarded as actual spare capacity, for example, a site may be managed to regularly operate slightly below its carrying capacity to ensure that it can cater for a number of friendly matches and training activity. This needs to be investigated before the capacity is deemed actual spare capacity.

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Match equivalent sessions is an appropriate comparable unit for pitch usage. For football, rugby union and rugby league, pitches should relate to a typical week within the season and one match = one match equivalent session if it occurs every week or 0.5 match equivalent sessions if it occurs every other week (i.e. reflecting home and away fixtures). For cricket pitches it is appropriate to look at the number of match equivalent sessions over the course of a season and one match = one match equivalent session. Artificial grass pitches (AGPs) There are several surface types that fall into the category of artificial grass pitch (AGP). The three main groups are rubber crumb (third generation turf 3G), sand (filled or dressed) and water based. A full size pitch is considered to be 100x60 yards. Competitive football can take place on 3G surfaces with a FA approved certificate and a growing number of 3G pitches are now used for competitive match play at mini soccer and youth level. Only competition up to (but not including) regional standard can take place on a 40mm pile. Football training can take place on sand and water based surfaces but is not the preferred option. Hockey is played predominantly on sand based/filled AGPs. Although competitive play cannot take place on 3G pitches, 40mm pitches may be suitable, in some instances, for beginner training and are preferred to poor grass or tarmac surfaces. AGP type and sport suitability

Surface Category Comments

Rubber crumb Long Pile 3G (65mm with shock pad)

Rugby surface – must comply with World Rugby type 22, requires a minimum of 60mm.

Football surface.

Rubber crumb Long Pile 3G (55-60mm) Preferred football surface

Rubber crumb Short Pile 3G (40mm) Acceptable surface for some competitive football

Sand Sand filled Competitive hockey and football training

Sand Sand dressed Preferred hockey surface and suitable for football training

Water Water based Preferred hockey surface and suitable for football training if irrigated.

Cricket’s Last Man Stands (LMS) LMS was founded in 2005, in London. LMS is a wide reaching amateur cricket league. The social outdoor eight-a-side T20 cricket game lasts approximately two hours and can only be played on non-turf wickets as opposed to grass wickets. All eight wickets are required to bowl a team out so when the seventh wicket falls, the ‘Last Man Stands’ on his own. This shorter format of the game has encouraged more people to participate in the sport and due to its increasing popularity approximately 30,000 players took part in LMS T20 cricket leagues in 2012.

ITEM NO

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Primary Engineer

REPORT TO THE EXECUTIVE

DATE 29/03/2016

PORTFOLIO Regeneration and Planning Policy

REPORT AUTHOR Pam Smith

TEL NO 01282 477271

EMAIL psmith@burnley.gov.uk

PURPOSE

1. The purpose of the report is to request a contribution of £165,000 over the financial years

2015/16 to 2017/18 from the Regeneration Reserve.

RECOMMENDATION

2. It is recommended that the Executive

i) Notes that Full Council on 24th February 2016 established a budget of £165,000 as

set out in paragraphs 9 and 10 below

ii) Delegates authority to the Head of Governance, Law & Regulation to enter into a Service Level agreement with Primary Engineer for the delivery of services outlined in this report.

REASONS FOR RECOMMENDATION

3. Without the Council’s contribution, a programme of the proposed scale will not be able to

go ahead. With the private sector funding secured a basic programme of teacher training in Primary Engineer 1 will be available to Burnley Schools. The additional funding will mean that Burnley schools benefit from Early Years Engineer, Secondary Engineer, Institutions and a range of other programmes set out below

SUMMARY OF KEY POINTS

4. Primary Engineer delivers teacher training to both primary and secondary school

teachers. Although the title is “engineering” the cross-curricular programmes engage applied maths, science and technology and develop skills in planning, communication, teamwork, resilience and analysis. These are key skills that all young people require whether or not they choose to progress into an engineering career.

5. Primary Engineer delivers their programmes nationally, but different areas engage at different levels. In East Ayreshire for example the Council is funding a three year programme to train teachers in settings from Early Years to Secondary schools.

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6. Primary Engineer has been delivered in Burnley over the last twelve months, sponsored

by AMS Neve. To date 26 primary schools have taken part with 55 teachers trained. A competition of 71 teams and 144 Primary schools children too part in an event in March 2015. The programme has been supported by Engineers from Aircelle, AMS Neve, BCW Engineering, Fort Vale, Futaba Tenneco, Pipeline Heat Induction, Rolls Royce, Sutcliffe Tools, TRW Automotive, Paradigm Precision, VEKA Uk and Velocity Composites.

7. The Proposal seeks to put in place a comprehensive three year programme targeting both primary and secondary schools providing:

Sequential skills training for primary schools teachings including new technologies such as 3D printing and Raspberrry Pi Programming/coding (i.e. a low cost computer that enables children to learn how to programme and code)

Early Years Engineer training for reception and year 1 teachers to develop, through play, investigative techniques

Deliver Secondary Engineers to Secondary teachers, linked to industry

Provide the Institute of Primary Engineers and Institution of Secondary Engineers to all primary and secondary pupils

Create the primary and secondary pupils “what could you do if you could be an engineer in Burnley?” competition and exhibition

Offer some teachers the opportunity of engaging with a Masters Level course Engineering STEM (Science, Technology, Engineering & Maths) Learning

Provide Burnley schools with opportunities to engage with our pilot programmes around learning foreign languages through practical aspects of Primary and Secondary engineer and other projects as they are rolled out nationally

Roll out new programmes to participating Burnley Schools prior to national availability

8. Over the three years the programme would deliver the following outputs:

Year 1 Year 2 Year 3

No of primary schools taking part

32 32 32

No of teachers trained in primary engineer

64 64 64

No of pupils participating in Primary Engineer activities

5000 5000 5000

No of secondary schools taking part

5 5 5

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No of teachers trained in secondary engineer

10 10 10

No of pupils participating in secondary engineer

500 1000 1500

A more detailed project proposal is included in Appendix 1

FINANCIAL IMPLICATIONS AND BUDGET PROVISION

9. The total cost of the three year programme is £330,000. The council’s contribution has

been agreed at Full Council on 24th February 2016..

10. The balance of the programme is funded as follows: Private Sponsorship: £60,000 Primary Engineer: £105,000

POLICY IMPLICATIONS

11. Primary Engineer is a national body, based here in Burnley, that delivers programmes to

schools (primary and secondary) aimed at increasing awareness of and core STEM skills to support the engineering sector.

12. Improving Education attainment is a key priority for Burnley Council. The Council’s Community Strategy Prosperity Objective outlines the need to support the manufacturing and engineering sectors.

DETAILS OF CONSULTATION

13. None.

BACKGROUND PAPERS

14. None.

FURTHER INFORMATION

PLEASE CONTACT:

ALSO:

C:\Users\spfarm\AppData\Local\Temp\47053346f04a463b951646c42c933d0b.docx

1 | P a g e Susan Scurlock CEO And Founder Primary Engineer® Programmes August 2015

Engineers in the Making: Primary Engineer Celebration Event at Burnley F.C., Turf Moor, Burnley 2015.

A Proposal to Support the Primary Engineer

and Secondary Engineer Programme in

Burnley

Submitted to:

Pam Smith

Burnley Council,

Mark Crabtree

AMS NEVE

Submitted by:

Susan Scurlock

Chief Executive and Founder

Primary Engineer® Ltd

Date: 03/08/2015

2 | P a g e Susan Scurlock CEO And Founder Primary Engineer® Programmes August 2015

Contents

Executive Summary 3

Making it in Burnley with Primary Engineer 5

Making it in Burnley a Rolls Royce Plan 6

Engineering Skills and the Potential Impact on the UK Economy 8

Primary Engineer 9

Current Primary Engineer Funding 10

Appendix 1 – List of currently engaged Burnley Primary Schools 11

Appendix 2 – Leaders Award 12

Appendix 3 – Board Members 12

Ambassadors from

Burnley Bondholders

3 | P a g e Susan Scurlock CEO And Founder Primary Engineer® Programmes August 2015

Executive Summary

Burnley is a very special place – so much so that Primary Engineer decided to move its operations here in

July 2014. Burnley has very quickly become a place whose story we wish to support and proudly be part

of. In a very short year we have:

Been part of the launch of the ‘Making it in Burnley’ plan at Towneley Hall;

Moved our head office to AMS Technology Park Office Tower in Burnley at the instigation of Mark

Crabtree, employing an additional 5 local people;

Delivered the first year of Primary Engineer training, under the banner of “Making it in Burnley” and

funded by AMS Neve, to 28 primary schools, 55 teachers, impacting on 2,500 children and 40

engineers – drawn from Burnley Bondholders including inspiring many to become newly registered

STEM Ambassadors;

Managed a Primary Engineer Celebration Event for all the primary schools at Burnley FC attended by

the Mayor, Bondholders, BIS, engineers, teachers and 144 primary children;

Invited Professor John Perkins former Chief Scientific Advisor to BIS to speak to Bondholders about

the national skills agenda and the importance of engineering in primary and secondary schools;

Raised the profile of Burnley in presentations to Councils, Government bodies and industry;

The joint aim is to position Burnley as a pioneer in pulling together the resources of the private

sector and local authority to supercharge efforts to maximise educational attainment and provision

of an excellent skills base. This in turn provides clear incentives for businesses and families to move

to the Town and opportunities in its marketing.

As a national organisation with International aspirations Primary Engineer delivers teacher training to

both primary and secondary schools at a rate of 1000 teachers per year, reaching 35,000 children

annually.

Whilst we are called Primary Engineer we also deliver Secondary Engineer to secondary school teachers to

ensure the children’s experiences in primary schools are built on and enhanced. Although the title is

“engineering”, the cross-curricular programmes engage applied maths, science and technology and

develop skills in planning, communication, teamwork, resilience and analysis - fundamental to realising

young people’s aspirations for their future and engineering is a great vehicle to draw out these skills and

understanding together.

We also operate the Institutions of Primary and Secondary Engineering, as launched in the House of Lords

in 2014. This enables primary and secondary children to become members of the Institutions, and in due

course become Chartered members – this certification encouraging pride in achievement and excellent

material for future CVs.

Due to the nature of the programme, areas across the UK engage at different levels; in some regions we

only train primary school teachers - in others, much more. In East Ayrshire for example, through a link to

Prince Charles and funded by the Council, we are delivering a three-year engineering education

programme to train teachers in early learning centres, primary schools and secondary schools. It is this

4 | P a g e Susan Scurlock CEO And Founder Primary Engineer® Programmes August 2015

and much more we wish to bring to Burnley – effectively delivering a “Rolls Royce” Plan to be proud of,

and giving the children and students the best of opportunities, together with raising aspirations in

conjunction with and encouraged by businesses:

Sequential skills training for primary school teachers, beginning with structures and mechanisms and

building towards new technologies such as 3D printing and Raspberry Pi programming/coding;

Training for reception and year 1 teachers to develop, through play, investigative techniques;

Delivery of Secondary Engineer to secondary school teachers so that the primary experience can

recognised and developed. Providing projects to the secondary teachers to link with industry and

skills;

Provide the Institution of Primary Engineers and the Institution of Secondary Engineers to all primary

and secondary pupils the first English region to offer the Institution membership to everyone;

Create the primary and secondary pupils ‘What would you do if you could be an engineer in

Burnley?’ competition and public exhibition’;

Offer some teachers the opportunity of engaging with our Masters Level course Engineering STEM

Learning.

Provide Burnley schools with opportunities to engage with our pilot programmes around learning

foreign languages through the practical aspects of Primary and Secondary Engineer and other

projects as they are developed prior to national roll-out.

Burnley will be the first to engage fully with all the Primary and Secondary Engineer Programmes making

it one of the best examples of Industry and Education working together for the greater good of the

community. It will be a story we can shout about across the UK - and when the opportunity arises

internationally.

In conclusion, from our experience of working nationally, we have found nowhere else with the same

level of spirit and enterprise, drive for change and innovation as clearly evident in Burnley. In order to

make possible the above “Rolls Royce” plan for the Borough, we are prepared to offer a substantially

subsidised element from ourselves which together with continued funding from AMS Neve would

represent 50% of the costs of the programme – and would respectfully request matching funding from

Burnley Borough Council to make this a reality, placing Burnley in a leading position nationally. As stated

at the outset we wish to support and be part of Burnley’s success story, doing all we can to help. It is hard

to see a better investment for the Town’s future than investment in its young people.

Susan Scurlock

CEO & Founder

Primary Engineer Programmes

5 | P a g e Susan Scurlock CEO And Founder Primary Engineer® Programmes August 2015

Making it in Burnley with Primary Engineer

There are many projects being offered to schools and

industry as ways to change the way children engage with

engineering, and their perception of engineering.

Frequently these are one-off events designed to tick

boxes with little attention to sustainability or larger projects aimed at small numbers of interested

children, students and teachers. Primary Engineer is a whole class and, ever more frequently, whole

school programme that is sustainable by the fact that teachers are trained to deliver it in accordance with

the national curriculum requirements.

Primary Engineer has significantly changed the playing field by providing not only teacher training linked

to engineers but teacher training at a master’s level1, engaged with current research to inform teaching

methods in the classroom for all children, addressing the issues around ‘pre-NEET’ identification. Engaging

all children in practical maths and science long before they can become bored or disaffected by rote

learning.

Currently there is no other programme offering as comprehensive a solution to the development of

engineers in UK schools. No other structure that imitates a professional engineering institution in both

primary and secondary schools nationally or internationally. No other organisation that recognises the

skills of other STEM activities provided to pupils, either curriculum based or extra-curricular, which can be

mapped into the institutions’ competency structure.

Primary Engineer has, over the last year, funded by AMS Neve to bring not only STEM Skills to the

classrooms of Burnley’s primary pupils but to also train teaching staff to ensure that practical maths and

science applied to design technology problem solving become embedded in the school curriculum and

pupils expectations. By linking schools with local engineers with the support of the Burnley Bondholders,

the learning experiences of these teachers and children are heightened by the context they provide.

In June 2013 Dr Peter Hughes OBE (Advisory Board Chairmen of Primary Engineer) and Mark Crabtree

(AMS Neve) spoke at the launch of ‘Making it in Burnley’ with Primary Engineer at Townley Hall. Linking to

the Princes Charities and Burnley Bondholders this well attended event resulted in 55 teachers and 40

engineers attending training over 2 days in September 2014. This training ensured that over 2,500

children in classrooms across Burnley participated in Primary Engineer.

Burnley F.C., Turf Moor was the venue for Burnley’s Celebration event on 17th March, where 222 schools

show-cased their best models designed by the next generation of engineers. A tremendous turn-out of

71 teams had 144 Primary School children fill the room with energy, competing for trophies and prizes.

Those entering the competition represented some 2500 pupils now to have participated in the activity as

part of their curriculum.

Schools have been linked to engineers from: Aircelle Ltd, AMS Neve Limited, BCW Engineering, Fort Vale

Engineering, Futaba Tenneco, Pipeline Induction Heat Ltd, Rolls Royce, Sutcliffe Tools, TRW Automotive,

Unison Engine Components, VEKA UK Group and Velocity Composites Ltd.

1 Masters Level courses are under pilot in Scotland funded by Skills Development Scotland and accredited by the General Teaching Council of Scotland, expected to be available in England in the 2016-17 academic year. 2 26 schools were trained the remaining 4 schools did not attend due to time constraints but did complete the project.

6 | P a g e Susan Scurlock CEO And Founder Primary Engineer® Programmes August 2015

Making it in Burnley – the Rolls Royce Plan:

Consolidate, grow and expand: Transition is the major problem facing continuity in education impacting on

engagement with learning for children and students. Skills are the major issue facing industry that is looking

to employ local young people and skills are the foundation for entrepreneurs looking to establish their own

companies. Between transition and skills sits continuity; familiar, regular engagement with engineering and

engineers, inspiring and informing generations of Burnley’s young people to achieve both in school and out.

Professional Development: As part of the evaluation process teachers will be offered places on the Primary

Engineer Professional Recognition Programme: Engineering STEM Learning. We would strongly suggest that

teachers pay for this course directly as it is run at a Masters Level and requires teachers to engage at that

level over the period of a year. Teachers looking to engage at this level should contribute directly to the

cost which can be discounted from £800 to £200 per teacher.

Institution of Primary Engineers and the Institution of Secondary Engineers was launched at the House

of Lords in 2014. Two professional engineering institutions for children and young adults are significant

game changers, developed in the UK as a solution to the need for skills in education and employment. The

programme provides mapping skills software to the school, teacher training, and the licence to accredit

membership and chartered Primary Engineer and Secondary Engineer status.

(Yr1) 2015-2016 Academic year (Based on 32 Primary Schools and 5 Secondary Schools – taking into

consideration the previously 28 primary schools already trained)

Primary Engineer 1: open to new to the programme schools (2 teachers per school) full day

training. Previously trained schools can send additional staff as can secondary schools.

Primary Engineer 1: retraining session of Primary Engineer 1, for previously trained schools

(twilights or full days to be arranged with the schools)

Primary Engineer 23: follow on course which takes the first session further into gears, pulleys and

electrics aimed at key stage 2 teachers and offers places to secondary teachers

Early Years Engineer: open to all schools (2 teachers per school) aimed at reception and year 1

teachers – full day training.

Celebration Event (based on no associated facilities cost)

Secondary Engineer: open to 5 schools (4-5 STEM teachers per school) full day or twilights

Leaders Award for STEM – open to all schools ‘What would you do if you could be an engineer in

Burnley?’ (based on no associated facilities cost - see Appendix 1)

Institution of Primary Engineers initiated with cluster primary schools, linked to secondary school.

Secondary School planning to launch ISecEng in the next academic year.

A small number of schools are approaching Primary Engineer to provide whole school training at

the company offices.

Cost: £110K

School: Primary £30 per year access to VLE Secondary £200

3 Primary Engineer 2 builds on the technics and extends the content to gearing systems, levers and pulleys and wider use of electrics.

7 | P a g e Susan Scurlock CEO And Founder Primary Engineer® Programmes August 2015

(Yr2) 2016-2017 Academic year

Primary Engineer 1: retraining session of Primary Engineer 1, for previously trained schools

Primary Engineer 2: follow on course which takes the first session further into gears, pulleys and

electrics aimed at key stage 2 teachers who did not attend previously

Primary Engineer 2: retraining session of Primary Engineer 2, for previously trained schools

Primary Engineer 3: open to 32 schools, choice from other available courses Raspberry Pi

programming or teaching Modern Foreign Languages (MFL) through Engineering4

Early Years Engineer: open to 32 schools (2 teachers per school) aimed at reception and year 1

teachers – retraining or additional teachers

Celebration Event (based on no associated facilities cost)

Secondary Engineer: open to 7 schools (4-5 teachers per school) to be trained – open to the

previously trained secondary schools to accommodate staff changes and wider engagement from

other subject areas.

Institution of Primary Engineers initiated with cluster primary schools, linked to secondary school.

Secondary School launch of Institution of Secondary Engineers in schools.

Leaders Award for STEM – open to all schools ‘What would you do if you could be an engineer in

Burnley?’ (based on no associated facilities cost - see Appendix 1)

Cost: £110K

School: Primary £30 per year access to VLE Secondary £200

(Yr3) 2017-2018 Academic year

Primary Engineer 1: retraining session of Primary Engineer 1 for previously trained schools

Primary Engineer 2: retraining session of Primary Engineer 2 for previously trained schools

Primary Engineer 3: choice from other available courses Raspberry Pi programming or teaching

Modern Foreign Languages (MFL) through Engineering

Primary Engineer 3: retraining session of Primary Engineer 3 for previously trained schools

Early Years Engineer: session for Early Years teachers from previously trained schools

Celebration Event (based on no associated facilities cost)

Secondary Engineer: 5 schools (4-5 teachers per school) to be trained – open to the previously

trained secondary schools to accommodate staff changes and wider engagement

Leaders Award for STEM – open to all schools ‘What would you do if you could be an engineer in

Burnley?’ (based on no associated facilities cost - see Appendix 1)

Cost: £110K

School: Primary £30 per year access to VLE Secondary £200

Thereafter – to be agreed on a needs/demand/cost basis after an evaluation.

Institutions Costs: Primary School (size dependant) from £800 to £1200 per school per annum from year 3

Secondary School (size dependant) from £2800 to £3500 per school per annum from year 3

4 New course to be available in the 2017 year using practical activities to embed foreign language teaching with Spanish, French, German and Mandarin options.

8 | P a g e Susan Scurlock CEO And Founder Primary Engineer® Programmes August 2015

Engineering Skills and the Potential Impact on the UK Economy

There is a well-documented drive to increase the number of young people engaging with STEM as a

precursor to careers in the sector. Within this ambition is the awareness that the number of females

attracted to engineering and science is not increasing sufficiently to make an impact on the gender

balance in the sector5 which wavers only slightly between 6 and 8.7%6.

The demand for engineer’s way surpasses the numbers coming through the current routes to

apprenticeships and university programmes. Engineering UK’s Annual Report considers that over the

period 2012-22 ‘employers will need to recruit 2.56 million people, 257,000 of whom for new vacancies.

Overall 1.82 million of these workers will need engineering skills: pro rata, that is an average of 182,000

people per year…..yet current figures show only 26,000 people are entering engineering occupations…The

scale of the challenge is clear.’7

Perceptions of engineering stereotypes are ripe for change and this will initiate in primary school

classrooms. The attitude toward engineering as a profession by teachers, both primary and secondary is

fundamental to how it is portrayed to young people. The pedagogy of practical maths and science at an

age when curiosity is at its highest, and practical working at its most impactful. This will be reflected in

pupil’s broader career horizons and aspirations – there is significant value in exploring careers awareness

in primary schools8.

Engineering is not often seen as a creative industry or one with a social conscience, yet many engineers

provide solutions to humanitarian issues impacting on areas such as health, energy and transport.

It is generally acknowledged that engineers have the most sought after skill set of any profession and as

such are highly in demand in all sectors. It is this set of transferable skills which are also invaluable in

classroom for both pupils and teachers. To attain these skill sets requires engagement with problem

solving, applying maths and science to practical activities. Where these skills meet the wider world of

engineering the skills find context and meaning it is this combination our programme addresses. Whilst

we acknowledge we cannot make everyone into an engineer, the experiences of applying knowledge to

practical situations, working in teams and following pupils’ innate curiosity will help to engage the

disengaged and disaffected pupils with learning. Primary Engineer is an inclusive programme designed to

inspire all pupils, whatever their ability level, in the classroom.

5 Engineering UK The State of Engineering 2015 6 http://www.wes.org.uk/statistics http://www.imeche.org/knowledge/policy/education/policy/women-in-engineering https://www.nationalstemcentre.org.uk/res/documents/page/1uuftczGmVogqeQoW.pdf EEF-Lloyds Women in Manufacturing Report 2015 7 Engineering UK Report 2015 Section 1: Synopsis, recommendations and calls for action 8 https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/182663/DFE-RR116.pdf

9 | P a g e Susan Scurlock CEO And Founder Primary Engineer® Programmes August 2015

Primary Engineer

Primary Engineer has been working with teachers to address the fundamental issue of a lack of engineers

and the wider perception of engineering since 2005. It is a not-for-profit organisation instigated through

seed-corn funding from the then Department of Trade and Industry. It has grown over the last decade to

deliver teacher training to over 1000 teachers annually, bringing the programme, in the classroom, to

over 33 000 new pupils, establishing itself as part of the curriculum in thousands of schools across the UK.

The research demonstrates that primary teachers find STEM subjects more difficult to teach, this lack of

skills increases the disengagement of pupils with these subjects from a very early age9. We have

addressed this issue by providing teachers with practical skills and academic knowledge to subtly apply

and embed the theoretical into the practical, effectively ‘STEM by Stealth’. The impact on the teaching

professionals and their pupils which has been reported anecdotally in numerous schools, Ofsted reports

and evaluations from Engineering UK’s Tomorrows’ Engineers programme which funded some of Primary

Engineers engagement with schools have also demonstrated significant impact on learning outcomes and

experiences.

Over the last decade Primary Engineer has responded to the demand led by teachers and local companies

expanding the programme from the first Primary Engineer training days delivered to primary teachers to a

comprehensive suite of training and whole class activities:

Early Years Engineer™: Training courses and resources for teachers of 3-5 year olds

Primary Engineer®: Training courses, resources and Celebration Events for all years of primary phase

education with Apprentice levels for 5-8 year olds and Engineer Levels for 8-11 year olds

Secondary Engineer®: Training courses for secondary STEM teachers with projects designed to be cross-

curricular in nature and build on the ‘primary experience’ adding transition and maintaining progress.

Leaders Award™: for STEM: A free to schools projects asking pupils what they would do if they could be

an engineer. Requiring them to design and annotate a solution to a problem they have perceived,

culminating in public exhibitions and awards evenings.

Institution of Primary Engineers® and Institution of Secondary Engineers®: Professional engineering

Institutions for children and students between the ages of 5 and 19 years.

Professional Recognition in ‘Engineering STEM Learning’: Masters Level course accredited by the General

Teaching Council for Scotland, funded by Skills Development Scotland enabling teachers to develop

pedagogies associated with the Engineering Habits of mind research.10

All courses, programmes and activities have engineers linked to them and teachers have access to

teaching resources via the Primary Engineer Virtual Learning Environment.

9 https://royalsociety.org/~/media/Royal_Society_Content/education/policy/state-of-nation/2010-07-07-SNR3-Basics.pdf 10 Available to teachers in England from the 2016-17 academic year.

10 | P a g e Susan Scurlock CEO And Founder Primary Engineer® Programmes August 2015

Current Funding of Primary Engineer

Primary Engineer is a not-for-profit company funded by a diverse range of organisations, government

bodies and companies. Our main ‘across the board’ funder and supporter over the last 5 years has been

the Institution of Mechanical Engineers.

We receive funding for specific programmes such as in East Ayrshire where the council have engaged us

to deliver training to every early learning centre, primary and secondary school. The programme will

enable teachers to engage with all aspects of the programme and sequential skills training on a huge

county wide scale and will take 3 years to deliver. The programme will also link schools to local business

and engineers.

Companies such as Babcock International, Rolls Royce, MOD, Siemens and Nissan fund to deliver Primary

Engineer to a specific number of schools in specific regions related to their sites in the UK.

Spirit AeroSystems have funded consumable resources and tools to help schools engage with the

programme.

AMS Neve fund our programmes in Burnley for all Burnley schools.

The University of Strathclyde, WEIR Group, the Royal Commission for the Exhibition of 1851 have funded

the Institutions of Primary and Secondary Engineers. (University of Strathclyde and WEIR Group have

committing to annual funding over a three year period.)

National Member organisations such as the EEF, Scottish Engineering, the Institution of Mechanical

Engineers and other Professional Engineering Institutions and Associations champion the programme with

their members and member companies at the highest levels.

Skills Development Scotland (SDS) fund, for 3 years the masters level programme with Scottish teachers

and also a pilot in Levenmouth with 10 schools engaging on the SDS ‘pathways apprenticeships’ and the

Institutions of Primary and Secondary Engineers as a direct feeder into apprenticeships.

Primary Engineer is currently based in Burnley at AMS Tower, AMS Technology Park, Billington Road,

Burnley; with office space at Scottish Engineering, 105 West George Street, Glasgow. 13 staff are currently

employed, 3 based in Scotland, 1 in the South of England and the remainder in Burnley.

11 | P a g e Susan Scurlock CEO And Founder Primary Engineer® Programmes August 2015

Appendix 1:

Burnley Primary Schools trained to date (28)

Barden Primary BB10 1JD

Briercliffe Primary School BB10 2JU

Brunshaw Primary School BB10 4PB

Casterton Primary School BB10 2PZ

Cherry Fold Community Primary School BB11 5JS

Christ the King R C Primary School BB11 4RB

Hapton C of E / Methodist Primary School BB11 5RF

Heasandford Primary School BB10 3DA

Holy Trinity C of E Primary BB11 4LB

Ightenhill Primary School BB12 6ED

Lowerhouse Junior School BB12 6LN

Padiham Green C of E Primary BB12 7AX

Padiham Primary School BB12 8SJ

Reedley Primary School BB10 2NE

Rosegrove Infants School BB12 7HW

Rosewood Primary School BB11 2PH

Springfield Community Primary School BB11 3HP

St Augustine of Canterbury R C Primary School BB12 6HZ

St John the Baptist R C Primary School BB10 2PZ

St John the Baptist R C Primary School (Padiham) BB12 7BN

St John’s C of E Primary School BB10 4SU

St Leonard’s Voluntary Aided C of E Primary School BB12 8HT

St Peter’s C of E P Primary School BB11 2DL

Stoneyholme Community Primary School BB12 0BN

Wellfield Methodist and Anglican Primary School BB12 0JD

Wheatley Lane Methodist Primary School BB12 9ED

Whittlefield Primary School BB12 0HL

Worsthorne Primary School BB10 3LR

12 | P a g e Susan Scurlock CEO And Founder Primary Engineer® Programmes August 2015

Appendix 2:

If you could be an engineer what would you do?

The Leaders Award™ for STEM was designed in 2008 to

facilitate pupils of all ages with the opportunity to meet

and interview engineers about their career and life. In

2012 the programme was adapted slightly to appeal to

primary schools in Scotland. Pupils were asked to

complete a letter of application, undertake an interview

of an engineer and annotated a drawing outlining what

they would do if they could become an engineer in

Scotland. 2012 saw 1700 entries from primary pupils, in

2013/14 this increased to 3100 and in 2015 this increased

to 6000 pupils.

This model has expanded to the South East of England

working with the University of Sussex and in London with

UCL and the IMechE. The aim is to extend this to other areas across the UK as a first step engagement

with engineering.

The breadth of pupils work is extraordinary and

the Awards Evening and public exhibitions are

part of wider impact of this programme. Using a

space provided for free ensures that the public

also are able to see the extent of local

imagination, ingenuity and entrepreneurial spirit.

Appendix 3:

Board Members

National Advisory Board Members: Chair - Dr Peter Hughes OBE; Ginny Stead Engineering Capability

Manager Babcock International; Stuart Cameron MBE ASME, Doosan Babcock; Prof David Nash Vice Dean

Strathclyde University; Prof Fred Maillardet IMechE EAG Chairman and formerly University of Brighton

Mark Crabtree OBE Owner AMS NEVE; Prof John Perkins CBE Former Chief Scientific Adviser, Department

for BIS, Graham Short MBE former Director of Services East Ayrshire Council

North East Steering Group: Chair – Andrew Esson MD Quick Hydraulics; Sue Houston OBE, Business

Relationship Manager, BIS Yorkshire, Humber and NE; Mike Jones HR Director for the Energy sector

Seimens; Mark Stamper Youth Employment Manager at Newcastle City Council; Ed Banks Local Economic

Development Officer at Newcastle City Council; Alison Reynolds Head of HR Pearson Engineering; Judith

Liddle School Improvement Officer at North Tyneside Council); Dionne Kennedy Training Manager GE

Wellstream; Geoff Ford MBE Chairman Ford AeroSpace; Liz Mayers Region Director North East EEF –

Manufacturers Organisation; Mark Jackson North East Region Chairman IMechE; David Mitchell General

Manager KATMEX; Greg Robson Learning Manager Caterpillar

ITEM NO

Z:\Audit Committee\2015-2016\Executive\Strategic Risk Register Report.docx

Strategic Risk Register

REPORT TO THE EXECUTIVE

DATE 29/03/2016

PORTFOLIO Resources and Performance

REPORT AUTHOR Ian Evenett

TEL NO 01282 477175

EMAIL ievenett@burnley.gov.uk

PURPOSE

1. To present the Executive with a Strategic Risk Register

RECOMMENDATION

2. That the Executive approves the Strategic Risk Register.

REASONS FOR RECOMMENDATION

3. The Executive are required to approve the Strategic Risk Register (Appendix 1) by the

Risk Management Strategy.

SUMMARY OF KEY POINTS

Governance Issues

4. Effective and up to date risk management is a key element of good corporate governance and contributes to an effective, focused organisation that has an understanding of the challenges facing it. The register links to the strategic actions that the Council has in place to control these risks and to strategic plans and actions to better serve the community. Risk Scoring provides a relative assessment of the risks and effectiveness of controls and plans to address the risks. Review and Consultation

5. The Strategic Risk Register was reviewed and updated with appropriate risk owners and actions by Management Team and has been considered at the Council’s Risk Management Group.

6. At the 13th January 2016 meeting of the Audit & Standards Committee this was considered. The comment was made that the relevant impact scores of risks ‘9 - Changes in demographic and increased deprivation’ and ‘10 Workforce skills and capacity challenges’ of 2 (significant impact ) appear high in view of the progress made in these areas.

7. The impact matrix which is used to assess the impact is provided at Appendix 2. Management have reviewed this and view that the current impact of 2 is an accurate

Z:\Audit Committee\2015-2016\Executive\Strategic Risk Register Report.docx

reflection of the impact of the risk materialising for the Council, even after the progress that has been achieved, and that these issues still present a medium priority risk for the Council.

8. The Strategic Risks were reconsidered by Management Team after it was updated for the

new Strategic Plan 2016/17 and this has resulted in further changes. The revised

Strategic Risk Register is provided at Appendix 1

Changes 9. As stated all risks have new strategic plan actions and where required the strategic plan

link has changed to reflect the new actions.

10. Risk 2 has been renamed from ‘Unsuccessful delivery of new service delivery models’ to

‘Maintaining partnership performance’ and risk 9 has been renamed from ‘Changes in

demographics and increased deprivation’ to ‘Risks in responding to changes in

demographics and increased deprivation.’

11. The risk lead has been changed in risk 2, 3, 4, 8, and 9 to Management Team to reflect

the shared actions on these risks. The risk lead for risk 10 has changed to the Chief

Executive.

12. The Risk Score for Risk 2 Maintaining partnership performance has been revised down

from medium 9 (impact 3 likelihood 3) to low 6 (impact 3 likelihood 2). The Risk score for

risk 4 Changes in the political landscape has been revised down from medium 8 (impact

4 likelihood 2) to low 4 (impact 4 likelihood 1).

13. This revised Strategic Risk Register was reviewed by the Audit & Standards Committee

on 9th March 2016 together with an assurance mapping document. No further comments

were received in respect of the Strategic Risk Register.

FINANCIAL IMPLICATIONS AND BUDGET PROVISION

14. None

POLICY IMPLICATIONS

15. The Strategic Risk Register is part of the Council’s Risk Management Strategy.

DETAILS OF CONSULTATION

16. Zurich Insurance and AON Insurance (as part of the Risk Management Group)

BACKGROUND PAPERS

17. None

FURTHER INFORMATION

PLEASE CONTACT: Ian Evenett – Internal Audit Manager

ALSO: Phil Moore – Head of Finance and Property Management

Burnley Borough Council

Strategic Risk Register

25 January 2016

Strategic Risk Register SummaryRisk ScoreRisk Ref Risk Description

1 Financial stability 15

8 Inability to influence key decision makers 12

6 Inability to deliver the regeneration programme 9

10 Workforce, skills and capacity challenges 8

9 Risks in responding to demographics changes and increased deprivation

8

7 Inability to drive improvements through information technology 8

5 Changes in national policy/legislation 8

3 Damage to the Council’s reputation 6

2 Maintaining Partnership Performance 6

4 Changes in the political landscape 4

Risk Prioritisation Matrix

5

4 4 9, 10

3 2 6 8 1

2 3 5, 7

1 Green - Low

0 Insignificant

0 1 2 3 4 5

Red - High

Amber -

Medium

Like

liho

od

Impact

Likelihood

0 Almost impossible

1 Very unlikely

2 Unlikely

3 Likely

4 Very likely

5 Virtually certain

Impact

0 Minimal

1 Minor

2 Significant

3 Serious

4 Major

5 Catastrophic

Red = High Priority Risk

Urgent Action to reduce or

mitigate risk

Amber = Medium Priority Risk

Action and Monitoring of risk

Risk Priorities

Risk Prioritization Matrix

Burnley Borough Council - Strategic Risk Register 25 January 2016

Risk Ref 1 Financial stability

Trigger or Cause

Further funding cuts Income loss Insufficient financial controls Decision making External cost pressures Political growth Understanding the problemClaims against the Council

Strategic Link: Cross Cutting

Possible Consequences of Risk

Organisational sustainability Reduced service delivery Reduced customer satisfaction Reduced reserves Overspends Damaged credit rating Damage to reputation Workforce morale/planning/retention Reduced reputation for financial management

Residual Risk Assessment

IMPACT 5 LIKELIHOOD 3 SCORE 15

Lead Responsibility Director of Resources

Medium Priority Risk

Strategic Plan Actions

PE2 - We will deliver modern customer services, and will respond to the different needs of residents within our borough

PF1 - To embed the partnership with Liberata within the Council's budget, strategic vision and commercial strategy.

PF2 - To develop and implement resourcing strategies primarily through financial, workforce and asset management planning aligned to enhance and develop organisational performance.

PF3 - To develop and maintain appropriate governance and regulatory frameworks aligned to the Council's statutory/legal responsibilities, budgets, strategic vision and commercial strategy.

PL1 - We will implement a range of initiatives to maintain a clean, safe borough.

PR1 - We will contribute to the strategic direction of local, sub-regional and regional partnerships, and will position the borough for economic development investment.

PR2 - Proactively support the borough’s businesses to innovate and expand, and make the borough a natural choice for business relocation.

PR3 - We will make the borough attractive to retail and leisure developers, and will identify a sustainable future for the Burnley Market.

PL4 - We will adopt and implement a new Green Space Strategy

Page 4 of 13

Risk Score: 0 - 1 Insignificant; 2 - 6 Low Risk; 8 - 15 - Medium Risk; 16 - 25 High Risk

Burnley Borough Council - Strategic Risk Register 25 January 2016

Risk Ref 8 Inability to influence key decision makers

Trigger or Cause

Change of political control Breakdown of key relationships Change of staff/key relationships Reputation for delivery

Strategic Link: Cross Cutting

Possible Consequences of Risk

Loss of external funding opportunitiesReduced level of influence over key decision makers

Residual Risk Assessment

IMPACT 4 LIKELIHOOD 3 SCORE 12

Lead Responsibility Management Team

Medium Priority Risk

Strategic Plan Actions

PE1 - We will work with partners to make the borough a place of aspiration, including supporting efforts to increase education attainment and skills development.

PL3 - We will work with partners to improve the condition of the existing housing stock.

PR1 - We will contribute to the strategic direction of local, sub-regional and regional partnerships, and will position the borough for economic development investment.

PR2 - Proactively support the borough’s businesses to innovate and expand, and make the borough a natural choice for business relocation.

Page 5 of 13

Risk Score: 0 - 1 Insignificant; 2 - 6 Low Risk; 8 - 15 - Medium Risk; 16 - 25 High Risk

Burnley Borough Council - Strategic Risk Register 25 January 2016

Risk Ref 6 Inability to deliver the regeneration programme

Trigger or Cause

Economic downturn Lending squeeze Procurement failure Regeneration funding priorities change

Strategic Link: Cross Cutting

Possible Consequences of Risk

Inability of private sector partners to deliver Delivery partner does not have the capacity to delivery Can’t deliver the regeneration programme Damaged reputation

Residual Risk Assessment

IMPACT 3 LIKELIHOOD 3 SCORE 9

Lead Responsibility Chief Executive Officer

Medium Priority Risk

Strategic Plan Actions

PR1 - We will contribute to the strategic direction of local, sub-regional and regional partnerships, and will position the borough for economic development investment.

PR2 - Proactively support the borough’s businesses to innovate and expand, and make the borough a natural choice for business relocation.

PR3 - We will make the borough attractive to retail and leisure developers, and will identify a sustainable future for the Burnley Market.

PR4 - We will develop and deliver the Local Plan. This will act as the key supporting framework for encouraging future employment and investment in a range of housing stock.

PL3 - We will work with partners to improve the condition of the existing housing stock.

PE1 - We will work with partners to make the borough a place of aspiration, including supporting efforts to increase education attainment and skills development.

Page 6 of 13

Risk Score: 0 - 1 Insignificant; 2 - 6 Low Risk; 8 - 15 - Medium Risk; 16 - 25 High Risk

Burnley Borough Council - Strategic Risk Register 25 January 2016

Risk Ref 10 Workforce, skills and capacity challenges

Trigger or Cause

Loss of the workforce Loss of organisational memory Loss of organisational skills Lack of commitment to organisational development Lack of investment in training Political direction

Strategic Link: Cross Cutting

Possible Consequences of Risk

Service failure/deterioration Damaged reputation Increased complaints Low morale Recruitment and retention issues Increased workflow Business resilience Not having the right staff with the right skills

Residual Risk Assessment

IMPACT 2 LIKELIHOOD 4 SCORE 8

Lead Responsibility Chief Executive Officer

Medium Priority Risk

Strategic Plan Actions

PE2 - We will deliver modern customer services, and will respond to the different needs of residents within our borough

PF1 - To embed the partnership with Liberata within the Council's budget, strategic vision and commercial strategy.

PF2 - To develop and implement resourcing strategies primarily through financial, workforce and asset management planning aligned to enhance and develop organisational performance.

PF3 - To develop and maintain appropriate governance and regulatory frameworks aligned to the Council's statutory/legal responsibilities, budgets, strategic vision and commercial strategy.

PL1 - We will implement a range of initiatives to maintain a clean, safe borough.

Page 7 of 13

Risk Score: 0 - 1 Insignificant; 2 - 6 Low Risk; 8 - 15 - Medium Risk; 16 - 25 High Risk

Burnley Borough Council - Strategic Risk Register 25 January 2016

Risk Ref 9 Risks in responding to demographics changes and increased deprivation

Trigger or Cause

Government policy Economic downturn Big ticket issues – crime, health, housing Benefit dependency Short term fixes Negative reputation Failure to develop opportunities

Strategic Link: Cross Cutting

Possible Consequences of Risk

Not delivering on the regeneration programme Poor service delivery Poor customer satisfaction Low aspirations Damage to reputation Failure to improve Increased demand Increased costs Less funding Viability of Burnley

Residual Risk Assessment

IMPACT 2 LIKELIHOOD 4 SCORE 8

Lead Responsibility Management Team

Medium Priority Risk

Strategic Plan Actions

PE1 - We will work with partners to make the borough a place of aspiration, including supporting efforts to increase education attainment and skills development.

PE2 - We will deliver modern customer services, and will respond to the different needs of residents within our borough

PL1 - We will implement a range of initiatives to maintain a clean, safe borough.

PL2 - We will improve the management of private rented accommodation.

PL3 - We will work with partners to improve the condition of the existing housing stock.

PL5 - We will continue to develop the leisure and cultural offer of Burnley in partnership with Burnley Leisure.

PR1 - We will contribute to the strategic direction of local, sub-regional and regional partnerships, and will position the borough for economic development investment.

PR2 - Proactively support the borough’s businesses to innovate and expand, and make the borough a natural choice for business relocation.

PR3 - We will make the borough attractive to retail and leisure developers, and will identify a sustainable future for the Burnley Market.

PR4 - We will develop and deliver the Local Plan. This will act as the key supporting framework for encouraging future employment and investment in a range of housing stock.

Page 8 of 13

Risk Score: 0 - 1 Insignificant; 2 - 6 Low Risk; 8 - 15 - Medium Risk; 16 - 25 High Risk

Burnley Borough Council - Strategic Risk Register 25 January 2016

Risk Ref 7 Inability to drive improvements through information technology

Trigger or Cause

IT partnership failure (to deliver past procurement) IT partnership procurement failure Current IT provision failure

Strategic Link: Performance People

Possible Consequences of Risk

Inability to delivery and develop services and not deliver anticipated savings and service improvement

Residual Risk Assessment

IMPACT 4 LIKELIHOOD 2 SCORE 8

Lead Responsibility Director of Community Services

Medium Priority Risk

Strategic Plan Actions

PF1 - To embed the partnership with Liberata within the Council's budget, strategic vision and commercial strategy.

PE2 - We will deliver modern customer services, and will respond to the different needs of residents within our borough

Page 9 of 13

Risk Score: 0 - 1 Insignificant; 2 - 6 Low Risk; 8 - 15 - Medium Risk; 16 - 25 High Risk

Burnley Borough Council - Strategic Risk Register 25 January 2016

Risk Ref 5 Changes in national policy/legislation

Trigger or Cause

New functions/loss of existing functions Short term thinking Lack of capacity

Strategic Link: Prosperity

Possible Consequences of Risk

Reduced control over what you do and how you do it Inability to respond to the new agenda and continue with on-going functions Exclusion from new or evolving regional and sub-regional governance and operating structure

Residual Risk Assessment

IMPACT 4 LIKELIHOOD 2 SCORE 8

Lead Responsibility Head of Governance, Law and Regulation

Medium Priority Risk

Strategic Plan Actions

PR1 - We will contribute to the strategic direction of local, sub-regional and regional partnerships, and will position the borough for economic development investment.

Page 10 of 13

Risk Score: 0 - 1 Insignificant; 2 - 6 Low Risk; 8 - 15 - Medium Risk; 16 - 25 High Risk

Burnley Borough Council - Strategic Risk Register 25 January 2016

Risk Ref 3 Damage to the Council’s reputation

Trigger or Cause

Service failure Loss of key staff External events Customer Satisfaction not maintained

Strategic Link: Cross Cutting

Possible Consequences of Risk

Strategic plan delivery problem Credibility of the leadership (both political and officer) Low morale Loss of key staff Recruitment and retention issues

Residual Risk Assessment

IMPACT 3 LIKELIHOOD 2 SCORE 6

Lead Responsibility Management Team

Low Priority Risk

Strategic Plan Actions

PF1 - To embed the partnership with Liberata within the Council's budget, strategic vision and commercial strategy.

PF2 - To develop and implement resourcing strategies primarily through financial, workforce and asset management planning aligned to enhance and develop organisational performance.

PF3 - To develop and maintain appropriate governance and regulatory frameworks aligned to the Council's statutory/legal responsibilities, budgets, strategic vision and commercial strategy.

PR1 - We will contribute to the strategic direction of local, sub-regional and regional partnerships, and will position the borough for economic development investment.

PL1 - We will implement a range of initiatives to maintain a clean, safe borough.

PE2 - We will deliver modern customer services, and will respond to the different needs of residents within our borough

Page 11 of 13

Risk Score: 0 - 1 Insignificant; 2 - 6 Low Risk; 8 - 15 - Medium Risk; 16 - 25 High Risk

Burnley Borough Council - Strategic Risk Register 25 January 2016

Risk Ref 2 Maintaining Partnership Performance

Trigger or Cause

Procurement method Supply chain failure Commissioning ‘v’ traditional culture Control transfer Poor implementation Compliance/legal Business continuity Transformation Cultural Change not achieved

Strategic Link: Cross Cutting

Possible Consequences of Risk

Reduced service delivery Reduced customer satisfaction Political reputation/embarrassment Perceived council failure Co-ordination of existing providers and systems Toxic relationships Increased costs

Residual Risk Assessment

IMPACT 3 LIKELIHOOD 2 SCORE 6

Lead Responsibility Management Team

Low Priority Risk

Strategic Plan Actions

PE1 - We will work with partners to make the borough a place of aspiration, including supporting efforts to increase education attainment and skills development.

PE2 - We will deliver modern customer services, and will respond to the different needs of residents within our borough

PF1 - To embed the partnership with Liberata within the Council's budget, strategic vision and commercial strategy.

PL3 - We will work with partners to improve the condition of the existing housing stock.

PL4 - We will adopt and implement a new Green Space Strategy

PL5 - We will continue to develop the leisure and cultural offer of Burnley in partnership with Burnley Leisure.

PR3 - We will make the borough attractive to retail and leisure developers, and will identify a sustainable future for the Burnley Market.

Page 12 of 13

Risk Score: 0 - 1 Insignificant; 2 - 6 Low Risk; 8 - 15 - Medium Risk; 16 - 25 High Risk

Burnley Borough Council - Strategic Risk Register 25 January 2016

Risk Ref 4 Changes in the political landscape

Trigger or Cause

No overall control Political instability Poor member and officer relationshipsPoor member and member relationships

Strategic Link: People

Possible Consequences of Risk

Lack of strategic leadership Poor decision making Impact on the Council’s reputation Loss of influence with key partners

Residual Risk Assessment

IMPACT 4 LIKELIHOOD 1 SCORE 4

Lead Responsibility Management Team

Low Priority Risk

Strategic Plan Actions

PE1 - We will work with partners to make the borough a place of aspiration, including supporting efforts to increase education attainment and skills development.

PE2 - We will deliver modern customer services, and will respond to the different needs of residents within our borough

Page 13 of 13

Risk Score: 0 - 1 Insignificant; 2 - 6 Low Risk; 8 - 15 - Medium Risk; 16 - 25 High Risk

Strategic Risk Register Report Appendix 2

Risk Criteria – Impact/Severity Threats

Factor

Severity of Impact

Score Effect on Service Embarrassment

/ Reputation Personal

Safety

Personal Privacy

Infringement

Failure to Provide

Statutory Duties / Meet

Legal Obligations

Financial

Effect on Project

Objectives / Schedule Deadlines

Threats

Catastrophic 5

Major loss of service, including several important areas of service

and/or protracted period.

Service disruption Over 2 weeks

Adverse and persistent national media coverage.

Adverse central government response, involving (threat of) removal of delegated powers.

Officer(s) and/or Members forced to resign

Death of an individual or

several people

All sensitive personal details compromised

/revealed

Litigation / claims / fines from Services

£250k + corporate £500k +

Costing over £500,000.

Up to 80% of budget

Complete failure of project

/ extreme delay – 6 months or

more

Major 4

Major loss of service, including several important areas of service

and/or protracted period.

Service disruption 5-10 days

Adverse and persistent national media coverage.

Adverse third party response, involving (threat of) withdrawal

from partnerships.

Major injury to an individual or several people

All personal details

compromised /revealed

Litigation / claims / fines from Services £125k -£250k

corporate £250k to £500k

Costing between

£250,000 and £500,000.

Up to 60% of budget

Partial failure of project

/ extreme delay – 3 months or

more

Serious 3

Complete loss of an important service area for a short

period. Major effect to

services in one or more areas for a period of weeks.

Service disruption 3-5 days

Adverse publicity in professional/municipal press,

affecting perception/standing in professional/local government

community. Adverse local publicity of a major

and persistent nature

Severe injury to an individual

or several people

Many individual personal details compromised

/revealed

Litigation / claims / fines from Services £50k to £125k

corporate £125k to £250k

Costing between

£50,000 and £250,000.

Up to 40% of budget

Significant impact on

project or most of expected benefits fail

/ major delay – 2-3 months

Strategic Risk Register Report Appendix 2

Risk Criteria – Impact/Severity Threats

Factor

Severity of Impact

Score Effect on Service Embarrassment

/ Reputation Personal

Safety

Personal Privacy

Infringement

Failure to Provide

Statutory Duties / Meet

Legal Obligations

Financial

Effect on Project

Objectives / Schedule Deadlines

Significant 2

Major effect to an important service area for a short

period. Adverse effect to services in one or more areas for a period of weeks.

Service disruption 2-3 days

Adverse local publicity/local public opinion aware.

Statutory prosecution of a non- serious nature

Injury to an individual or

several people

Some individual personal details compromised

/revealed

Litigation / claims / fines from Service £25k to £50k

corporate £50k to £125k

Costing between

£5,000 and £50,000. Up

to 25% of budget

Adverse effect on project / significant

slippage – 3 weeks –to 2

months

Minor 1

Brief disruption of important service area. Significant

effect to non-crucial service area.

Service disruption 1 day

Contained within section/unit or directorate.

Complaint from individual/small group, of arguable merit

Minor injury or discomfort to

an individual or several people

Isolated individual

personal detail compromised

/revealed

Litigation / claims / fines from Service £1k to £25k corporate

£5k to £50k

Costing between

£1000 and £5,000.

Up to 10% of budget

Minor impact to project /

slight delay 1 to 2 weeks

Minimal 0

Brief disruption of service area. Effect

to non-crucial service area.

Service disruption less than 1/2 day

Internal group, Minor adverse comment

No injury Isolated non

sensitive detail compromised.

Litigation / claims / fines from Service

to £1k corporate

to £5k

Costing between less than £1000. Up to 5% of

budget

Minimal impact to project /

slight delay less than 1 week