OUR FIVE YEAR PLAN

2014 2019

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Photography: the council would like to thank Christopher Cassidy and David Bartholomew for their help with the photography for the plan. It would also like to thank Sean Aiden, Mike Bartlett, David Hodgkinson, Chris Shoebridge and the Courier for the use of their images.

1 FoREWoRD
My plan sets out what we want to achieve in the next five years to enable Tunbridge Wells borough to have a more prosperous, green and confident future. The council, like local residents, businesses and visitors to the borough, is facing tough financial times. Over the next five years the funding we receive for local services will disappear. And although we have already started to manage this through practical steps like managing our assets more effectively, I believe there is more we can do to help improve everybodys quality of life. This is why I have developed a realistic and achievable five year plan. In five years time, the thriving town of Royal Tunbridge Wells will have attracted growth and investment to secure its future. It will have a vibrant retail trade and a rich cultural heritage based on music, the arts, leisure and water to continue its spa tradition. It will be a place where people want to live and work and where they have easy access to work, to education and local facilities. Whilst people often think of Royal Tunbridge Wells and its immediate environment, I am acutely aware of the importance of our exceptional countryside and the magnificent green spaces in our towns and villages. This is also what makes the borough such a desirable place to live and they are pivotal to our future growth and prosperity. We will therefore work with towns like Cranbrook, Paddock Wood and Southborough to make them even more desirable and accessible. We have a world class hospital in Pembury (good health has always been vital in the story of our borough) and we have started to have some notable success in improving our transport infrastructure (including the dualling of the A21). To achieve our goals we will need to invest our time and resources wisely in priority areas where results can be achieved. In addition to prioritising, we will have to continue to work closely with our key partners. This is the only way we will be able to move towards easing traffic congestion, delivering housing and supporting all of our schools. Some solutions are in our hands: we can encourage more customers to our retail areas by providing better facilities and more attractive areas for people to eat out in and enjoy festivals, music and events. Other solutions will be developed through conversations with our local communities, our towns and parishes and will be delivered by local people. The borough is blessed with many important and knowledgeable forums, associations, groups and individuals and I want the council to use this expertise to enable a better future for the borough. This document is focussed on what we can achieve. People that know me will know I like to get things done and I believe it clearly sets out what we will do over the next five years to help local people, businesses and visitors to our borough.

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Councillor David Jukes Leader of the Council

2 CoNTEXT
2.1 Changing demographics
2.1.1 Population change
According to the national census, Kent saw the largest population rise across all counties in England and Wales between 2001 and 2011. In Tunbridge Wells borough, the population increased by 10.6 per cent. Our figures also reflected the national trend of an ageing population. The Office for National Statistics has predicted that the borough population will increase by a further 13,200 by 2021 (an 11.4 per cent increase). This growth is likely to have an impact on our employment opportunities, housing needs, education and transport networks as we consider the future drivers for change within the borough.

2.1.2 Households
Tunbridge Wells was one of four districts in Kent to see an increase in the average household size between 2001 and 2011. The average household size of 2.4 was found to be typical however, when compared with all districts in Kent, Sussex and Surrey. The average house price in the borough in 2013 was 347,762 the second highest in Kent. Property prices reached almost 10 times the annual salary in 2012, similar to districts in West Sussex and Hertfordshire. This makes it extremely difficult for first-time buyers to access the housing market. Rental costs have also increased substantially since 2010, with the average private sector monthly rental cost at 895 the third highest in Kent.

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Between 2001 and 2011 the population of the borough increased by 10.6%

2.2 Changing economy

2.2.1 Economic activity
The borough recorded the second highest proportion of people aged 16 and over in education and employment (82.5 per cent) in Kent. When compared to 15 similar districts in England and Wales however, Tunbridge Wells ranked 11th for the proportion of working age in education or employment. The boroughs workers are amongst the most highly qualified in Kent. Four in ten (41 per cent) are qualified to degree level or higher (ONS annual population survey 2012), whereas seven per cent were found to have no qualifications. GCSE attainment levels have also improved; on average 82 per cent of secondary school leavers achieved five or more A*C GCSE grades in 2012, with some schools achieving 99 per cent. The last five years have seen the closure of some local businesses and redundancies. The borough has seen an improvement more recently in unemployment figures and records the lowest resident-based rate of unemployment in Kent at 1.0 per cent as well as recording similarly low levels to districts in West Sussex and Surrey.

2.2.2 Industry
Tunbridge Wells borough saw growth of 16 per cent in new businesses between 2010 and 2011 and this was similar to the growth seen in Kent (15 per cent). The borough has more than 6,500 active enterprises and Tunbridge Wells was one of six districts to see above average growth in business in Kent in that period. The top three types of enterprise in the borough are: Professional, scientific and technical (22 per cent) Construction (10 per cent) Information and communication (9.0 per cent)

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The borough has the lowest resident-based rate of unemployment in Kent at 1%

2.3 Changing priorities

2.3.1 Central government priorities
In recent years, the council has seen reductions in government grant funding and restrictions on Council Tax increases. This, coupled with high inflation and reductions to income, has placed local government budgets under extreme pressure and encouraged local authorities to review spending as well as the services they deliver. The changes introduced to welfare and benefits, and programmes such as Troubled Families have moved the focus from service provision to encouraging personal responsibility so as to ensure households become more resilient to the challenges they encounter. The transfer of public health responsibilities to upper tier authorities and the development of clinical commissioning groups has also provided greater opportunities for local decision-making and commissioning; placing more control into the hands of local services.

2.3.2 Regional priorities

South East Local Enterprise Partnership

In January 2014, the South East Local Enterprise Partnership (LEP) submitted its draft plans to central government to deliver investment and growth to the South East by 2021. Local Enterprise Partnerships were formed in 2011 to help regions establish their economic priorities to attract investment and drive economic growth. Tunbridge Wells has fed into these plans through our local partnership arrangements: the West Kent Partnership and Kent & Medway Economic Board. This has assisted the council to champion key economic, transport and housing issues for the borough of Tunbridge Wells.

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The councils government grant has been reduced by 41% since 2010 2011

2.3.3 Countywide priorities

2.3.4 Residents priorities

Residents surveys in the past three years, have shown providing support to local businesses and the creation of jobs to be an important priority (87 per cent) alongside reducing levels of crime (93 per cent) and protecting the local environment (92 per cent). The provision of events, theatres and arts (72 per cent) increased in importance for residents between 2010 and 2012. Residents considered making more use of our buildings and money (25 per cent) as well as encouraging personal responsibility (23 per cent) to be the best ways of limiting the impact of cuts on services. Survey results identified that residents increasingly use digital technology to find out about and access our services. Between 2008 and 2012, the number of residents with access to broadband increased as did their use of the council website. Social media has also provided new ways for residents to keep in touch with the council. Around 5,000 people follow the council on Twitter, providing instant access to key news items and enquiries.

Vision for Kent

The Vision for Kent 20122022 (developed by the Kent Forum of local authorities) recognises that reduced funding will bring changes to education, schools, policing, health and economic regeneration. In particular, it acknowledges the need to look closely at the services provided across Kent and find more innovative ways to deliver them. The Vision for Kent 20122022 sets out three countywide ambitions which align with Tunbridge Wells Borough Councils five year plan: to grow the economy to tackle disadvantage to put the citizen in control

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In 2012, 92% of residents were satisfied with their local area as a place to live

2.4 Challenges and opportunities

Our last long term plan was developed in 2008 (Vision 2026). This new plan provides us with new challenges and opportunities.

Challenges
Addressing traffic congestion Improvements to our local road network and alleviating traffic congestion are crucial in order to encourage growth and improve ease of accessibility to Tunbridge Wells. Digitalisation Poor connectivity and access to superfast broadband, particularly in our rural areas, can be seen as a barrier to growth by small businesses. Retaining a highly skilled and educated workforce in the borough Tunbridge Wells borough has high educational attainment levels but with attractive opportunities for further education and employment outside the borough, we lose a proportion of our working age population to London and beyond. Limited access to services in our rural communities Some of our rural communities are within the most 20 per cent deprived in terms of access to services in Kent. With limited access to public transport and slow broadband speeds, some communities have poor access to public services. Pockets of deprivation There are several pockets of deprivation within the borough that match high levels of deprivation experienced regionally and nationally and demonstrate concerning levels of inequality. Limited financial resources Reductions in grant funding from central government and announcements about the annual government grant due only being provided in December each year causes uncertainty for the authority. It can also hinder long term financial and business planning.

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Opportunities
Good transport links to London and Northern Europe Tunbridge Wells borough is located in a central position between London and the South Coast and is in easy reach of the ports, as well as the Channel Tunnel and Gatwick Airport. Legislative changes (Localism Act) The Localism Act has provided opportunities for parish/town councils and community groups to express an interest in community assets and community facilities as well as support for communities to undertake community led planning. The Community Infrastructure Levy allows for local authorities to set charges which developers must pay when bringing forward certain types of new development in order to contribute to new or enhanced services and infrastructure. The New Homes Bonus Scheme provides a small amount of funding to local authorities who allow new homes to be built in their areas. Councils can work with communities to decide how this funding is spent within their areas. Improved culture and tourism offer With an attractive rural environment as well as a number of historic sites of heritage, the boroughs location in West Kent provides an ideal location for residents who live within the Kent and Sussex High Weald and visitors to the area. Plans to improve the cultural and learning facilities in the borough as well as improving ways to market the borough and its opportunities will make it a key destination. Partnership working Partnerships such as the Mid Kent Improvement Partnership provide greater resilience in times of reduced funding by ensuring services are providing good value for money and are delivered with increased knowledge and shared expertise. Asset management The council still retains a large number of assets that could provide investment opportunities and generate higher revenues. Digital first Technological advances provide opportunities for reviewing the way we deliver services and remain in contact with our customers.

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'Enabling Tunbridge Wells borough to have a prosperous, green and confident future'

3 OUR MISSIoN
We are clear about the direction we wish the council to take over the next five years to secure the future of the borough. This journey begins with our mission statement: The council is an enabler of change encouraging economic growth and investment into the borough whilst ensuring the appropriate infrastructure is in place to support growth and enhance quality of life

4 OUR FIVE YEAR PLAN

Tunbridge Wells borough provides an attractive environment for residents and visitors to live, work and spend leisure time. The borough is rich in cultural heritage with 41 historic parks and gardens, 25 conservation areas and 70 per cent of the borough designated as an Area of Outstanding Natural Beauty. We are proud of our history. We have worked hard to protect our heritage whilst recognising the importance of planning for our future. This document is grounded in the reality of the current economic climate and the priorities of our residents. Our five year plan sets out what the council can encourage and do to attract growth and investment into the borough. It focuses on the work we can achieve with our key stakeholders to bring about positive long term changes and build the stepping stones to a more secure future. This document sets out the key objectives of our five year plan: Enabling Tunbridge Wells borough to have a prosperous, green and confident future. To provide for a prosperous, green and confident future, we have identified a number of specific projects that the council, with its partners, will look to deliver over the next five years. These are separated into the three themes of prosperous, green and confident.

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4.1 A prosperous borough

We expect to achieve growth and shape our local economy by enhancing the built environment within our thriving town centres and rural settlements. By 2019, the borough will be a key destination in the South East, not only for expanding or new businesses but also for visitors seeking a great day out. An increase in office space and industrial units will see greater employment opportunities locally. The variety of education and training opportunities will have increased, enabling residents from the borough and neighbouring districts to gain specialist skills and technical learning. Improved educational facilities will have helped the unemployed to be work ready. Work will have commenced in the borough to reduce congestion in a number of our pinch points and traffic flows will have eased to the north east of the town.

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Next steps: The next five years will see the council attracting new business to the borough and supporting existing businesses through encouraging development in our areas of change and seeking ways to increase investment in local infrastructure. Our focus on the areas of change, improving local infrastructure and the building of new homes and schools will provide for a strong and resilient borough for the future.

By 2019, we will have: Measures of success:

Implemented the Destination Management Plan with our partners to market the borough and opportunities for business and leisure. Developed business space suitable for business start-ups. Increase in the number of jobs created and growth in volume and value of tourism. 18,000 sq ft of business space developed and occupied in North Farm Lane. Increase in the number of business start-ups or business registrations. Enabled the modernisation and development of new office accommodation to attract new business. Developed business space to attract small creative industries to the borough. Enabled improvements to connectivity through the provision of a Wi-Fi network in Royal Tunbridge Wells and superfast broadband connections in the rural areas. Secured funding and permission to develop a cultural and learning hub which will attract visitors to Tunbridge Wells from Kent, Surrey and East Sussex. Held an investment conference to attract business and investment to the borough. Worked with Kent County Council and the Highways Agency to complete dualling of the A21 and eased congestion in North Farm Industrial Estate. Ensured the provision of greater educational opportunities locally to develop the skills of our workforce and next generation. Participated in the South East Local Enterprise Partnership to ensure investment opportunities that arise take account of economic priorities in West Kent. Reduction in vacancy rates of office accommodation. Increase in the number of creative industries established. Visitors and businesses benefiting from Wi-fi network and work to explore extension of scheme underway. Fibre broadband available in 80 per cent of the borough by December 2015. Delivery of hub underway.

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Number of businesses attending investment conference and increased liaison with the council. A21 dualling works complete and traffic at North Farm Industrial Estate flowing more easily. Technical learning facility developed. Reduction in 1618 year olds not in education, employment or training. Funding secured to support economic development through the South East Local Enterprise Partnership.

4.2 A green borough

We expect the borough to remain a clean and beautiful place to live, work and visit, as a result of the continued effort put in to protect the quality of the local environment. By 2019, the borough will have attracted a greater number of visitors and enhanced residents quality of life as a result of the beautiful parks and open spaces. Our natural and historic environment will be preserved and park facilities and community spaces will have improved within the urban area of Royal Tunbridge Wells. Work with the Friends groups will have been undertaken to develop future plans for these parks and open spaces and enable the delivery of community activities and events. The council will be leading the way by contributing to national carbon reduction targets, having introduced renewable energy sources and further energy saving measures within its buildings, renewed its contracts and promoted the use of renewable and low carbon energy within its planning conditions.

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Next steps: The next five years will see the council working with local communities, businesses and service providers to minimise our impact on the environment and adapt to our changing climate.

By 2019, we will have:

Enhanced the public realm in the town centre of Royal Tunbridge Wells to provide a distinctive community space for residents and visitors. Improved facilities in Grosvenor and Hilbert Park. Implemented the current Calverley Grounds Management Plan and worked with the Friends Group to develop a long term plan. Worked to reduce emissions, contributing to national carbon reduction targets by focusing on our areas of influence in the local area and on our own estate.

Measures of success:
A shared space piazza developed in Royal Tunbridge Wells town centre.

The lake restored, a new wetland area created, community facilities improved and an increase in visitors using the park. Management plan implemented which has improved the standard of the Grounds. Infrastructure in place for activities and events. 200 households have installed retrofit measures which have improved the energy efficiency of residential accommodation. The councils major contracts have been renewed to ensure our contractors seek to reduce emissions. Renewable energy and energy saving measures introduced in council buildings and sport centres.

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Promoted the use of renewable and low carbon energy in the local area in line with the latest planning guidance.

All major planning applications: (a) provide a Sustainable Design and Construction assessment and include (b) standard planning conditions for conservation of energy and water

Encouraged a reduction in household waste and an increase in the borough recycling and compost rate. Effectively used the Green Infrastructure Plan to act as a framework for local investment in green infrastructure.

Household waste collection has reduced by 10 per cent. The proportion of household waste sent for recycling and composting has increased, reaching 50 per cent. Formally adopted the Green Infrastructure Plan as a Supplementary Planning Document. Green assets referred to in a number of other council policies such as the Urban Design Framework. Project implementation plan prepared which prioritises projects within the Green Infrastructure Plan.

4.3 A confident borough

We expect the borough to remain a safe place to live, work and visit where communities enjoy good health, are adequately housed and resilient to deal with the challenges they may encounter. By 2019, the borough will have worked alongside parish and town councils and voluntary and community organisations to deliver a range of community facilities and to support them in delivering a range of services and events. Programmes and initiatives such as Troubled Families and neighbourhood community budgets will have had a noticeable impact on the lives of some of our most deprived neighbourhoods. Furthermore, our communities will be empowered to make positive improvements to their local facilities and neighbourhoods and will be more self-reliant, having assumed responsibility for delivering a range of services and events that the council will no longer be able to support financially.

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Next steps: The next five years will see the council explore the devolvement of services to our partners (parishes, community and voluntary sector) and our local residents. In particular, we will assist local communities to take more control; managing events and community activities in their area. More generally, the next five years will see the role of the council adjusting from a universal provider of services to an enabling authority.

By 2019, we will have:

Worked with local parish/town councils and community groups to devolve those services that are better placed to be delivered by the local community. Worked with local parish/town councils and community groups to develop suitable community facilities.

Measures of success:
Some discretionary services devolved and community groups enabled to organise events and activities. Permission granted and development work underway to develop community hub facilities in Cranbrook. Permission granted and refurbishment work underway to develop community hub facilities in Paddock Wood. Permission granted and refurbishment work underway to develop community hub facilities in Southborough.

Worked with Kent County Council to provide a youth hub for Tunbridge Wells borough. Supported the development of a thriving cultural and leisure economy, both during the day and night time.

Suitable space in use as a youth hub facility and additional activities and support services available for young people. Events toolkit in place and used by our parish councils/community groups to run local events.

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5 PLANS FoR GRoWTH

This document refers to a number of areas of change which have been identified in our planning allocations document. This forms our ambitious change programme over the next five years. As the local planning authority, Tunbridge Wells Borough Council has the responsibility to set out what development can take place and to determine individual planning applications. The majority of these areas of change necessarily fall in the urban area. This is for two reasons: first, with over 70 per cent of the boroughs area designated as Green Belt or Area of Outstanding Natural Beauty, our planning framework has concentrated growth and development in the town centre; second, our rural areas are overseen by a number of town and parish councils and we are keen to ensure that they are in the driving seat for shaping their future.

5.1 Royal Tunbridge Wells town centre

Whilst valuing our heritage, the borough and in particular Royal Tunbridge Wells town centre must bring itself up to date to reflect the changing population and demands on the towns infrastructure. Over the next five years, growth will be primarily concentrated in Royal Tunbridge Wells town centre. It will be inspired by our rich cultural heritage and will see increased investment by the public and private sector to deliver some significant enhancements to the public realm.

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5.1.1 Cultural and learning hub

The most ambitious proposal for the next five years is to develop a cultural and learning hub. We plan to remodel our current museum and art gallery, library and adult learning centre into a 21st century enhanced cultural and learning hub in the heart of the town centre. The plans seek to secure Tunbridge Wells status as the cultural capital of Kent and Sussex High Weald.

Next steps: Working with Kent County Council, we will remodel the existing buildings to create more accessible and appropriate exhibition space to showcase our unique collections as well as providing an improved learning experience for the whole family.
It will provide a key attraction bringing new visitors to the area, building on the existing offer in Royal Tunbridge Wells and act as a catalyst for further investment.

5.1.2 Public realm improvements

Well designed and maintained areas have a positive impact on local businesses and people using the spaces. There is an opportunity to enhance the public realm in Royal Tunbridge Wells town centre with a view to contributing to the look and feel of the town to benefit visitors, residents and local businesses. Work has taken place to de-clutter the area around the Millennium Clock at Fiveways to improve access and make it safer. This work has also provided an opportunity to trial a number of materials to get public feedback and test their suitability for future enhancement schemes.

Next steps: Through a phased programme, we will develop a shared space in Royal Tunbridge Wells town centre. Phase one will seek to develop a shared space at Fiveways. Longer term options will then be explored for the extension of the shared space to improve the public realm on Mount Pleasant Road between Fiveways and Royal Tunbridge Wells train station, and the High Street and the Pantiles.
Opportunities include the option to create a shared space piazza and extend the development of a shared space from Fiveways to the cultural and learning hub and site of the civic complex as well as introducing a water feature to the upper part of town. This will include enhancing the setting of the listed war memorial which will be located in the heart of the new space and giving it a more appropriate setting for ceremonies.

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21 5.1.3 Civic complex

The civic site (including the police station, theatre and Town Hall) acts as a strong focal point for the town centre. The buildings date from 1939 and all are in need of significant investment to bring them up to current environmental standards. A proportion of the police station has not been used for a number of years and the maintenance repairs bill for the Town Hall to bring the site up to current environmental standards, could incur costs of up to 5 million. Already identified as part of the wider Crescent Road/Church Road area of change in our planning document, the site is important to many members of our community, who value the civic functions that the buildings provide.

Next steps: As we move into the next five years, the council will be developing a clear framework for the future of this site. This will include an enhanced theatre with increased capacity as well as other mixed uses to ensure the viability of these important assets for our future.

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5.1.4 Assembly Hall Theatre

The Assembly Hall Theatre seats up to 1,000 people and offers a varied programme of performances with everything from family shows to classical music with over 300 events held year on year. The council has committed to enhancing the Assembly Hall Theatre in the adopted Cultural Strategy. The Assembly Hall Theatre makes a significant contribution to the boroughs cultural offer and to the nighttime economy.

Next steps: The council is committed to delivering a theatre that meets modern standards and customer
expectations for the 21st century including seating, ventilation and catering facilities. We will also ensure that any works are complementary to the provision of a Cultural and Learning Hub.

5.1.5 Cinema site

The cinema site has remained vacant for a number of years as it awaits redevelopment. Whilst it is privately owned, the site conjures up strong negative feelings across the borough and the council (as the planning authority) has worked over a number of years to see the site come forward for redevelopment. The cinema site is a difficult and relatively expensive site for redevelopment due to various features. The economic climate has further added to the challenges affecting this key site.

Next steps: The council will continue to work with and apply pressure on the current landowners to bring forward a mixed scheme which is sympathetic to the surrounding environment and provides a high quality designed scheme in the town centre of Royal Tunbridge Wells.

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5.1.6 Royal Victoria Place

Royal Victoria Place provides a high quality retail experience at the top of the town centre. It has recently transferred ownership to Hermes Group who are keen to invest in the long-term vitality of the town and ensure that we continue to be a place of choice for shopping, socialising and entertainment. experience and offer. The council will also be undertaking a study to look at the wider retail needs for the borough to 2026.

Next steps: The council will continue to work with Hermes to enhance and improve the retail

5.1.7 Mount Pleasant Avenue

A small area of Mount Pleasant Avenue currently has a car park which is secured on a short-term lease. In meeting the councils plan to attract growth and investment to the borough, and in particular to the urban area of Royal Tunbridge Wells, this site could provide adequate space for other uses in the future, such as office accommodation.

Next steps: The council will therefore be undertaking a feasibility study to provide up to 4,000sqm of office and conference facilities on land that they own in the centre of Royal Tunbridge Wells with a view to providing a revenue stream for the future and reduce the running cost of the current office facilities.

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5.1.8 Vale Avenue

Vale Avenue contains office space providing a range of professional services, particularly financial, legal and medical as well as retail space and parking which is currently occupied by Morrisons food store. This area has been identified as one of the areas of change in Royal Tunbridge Wells town centre.

Next steps: Over the next five years, the council will work with local businesses, landowners and developers to bring forward a comprehensive scheme which will include employment, residential and retail uses as well as a hotel and car park.

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27 5.1.9 Pantiles
The pretty colonnaded walkway known as the Pantiles is one of the most well known views of Royal Tunbridge Wells. Once the playground of the gentry and royalty, the Pantiles remains an important part of our unique heritage and identity, and a visitor attraction to 4.5 million visitors that come to the borough each year. The area has seen a renewed energy and vibrancy with various events such as the weekly summer jazz evenings, Local and Live and food festivals taking place. The recent addition of the cookery school in the Corn Exchange will also help to further enhance the vitality of the Pantiles.

Next steps: The council will encourage the owners of the Lower and Upper Pantiles and local businesses to build on the cultural experience of the area and provide smaller businesses and retail units. The Tourist Information Service is being retained with the future location being sought in the Cultural and Learning Hub.

5.1.10 Eridge Road

Adjacent to the Pantiles, Union House (together with adjoining land) has been identified as an area of change and provides a significant opportunity to improve the area and the entrance to Royal Tunbridge Wells town centre. Union House currently provides outdated office accommodation and the landowner is keen to develop this site. site to enhance this important area and provide a mixed use development at the end of the Pantiles.

Next steps: The council will work with Union House and landowners of the remaining parts of this

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5.1.11 Kent & Sussex Hospital site

Following an extensive pre-application programme of consultation, planning consent has been granted for 248 dwellings on the former town centre hospital site. This achieves a major new enclave for the town and a mixed community with private and affordable housing. It also includes 4,000sqm business premises for a major employer in the town, a 1,100sqm free school and play area. delivering this development, including two new water features for our spa town.

Next steps: The council will continue to work closely with the developer, Berkeley Homes, in

5.2

Key settlements

Our borough incorporates both the key settlement of Royal Tunbridge Wells but also a wide range of other towns, villages and settlements that are vital to its future vitality and sustainability. The majority of the borough is overseen by a range of town and parish councils and we are keen to work with them to develop proposals for housing, retail, employment, tourism and community facilities as well as key infrastructure (including broadband and flood mitigation measures) where it is required. Our planning policies make specific reference to Cranbrook, Hawkhurst, Paddock Wood and Southborough and we are working proactively to assist parishes in the development of neighbourhood plans where there is an appetite to do so.

5.2.1 Southborough Community Hub

Southborough lies immediately to the north of Royal Tunbridge Wells, with the A26 London Road passing through its centre and has a strong sense of community.

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Next steps: The council is proactively working with Southborough Town Council and Kent County Council to explore a mixed use development around Royal Victoria Hall, which would include a community facility, residential, retail floorspace and recreation facilities. Initial consultation has been undertaken and all three parties are now working towards developing a concept which is suitable for the Southborough community.

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5.2.2 Cranbrook Community Hub

Cranbrook is a thriving historic rural centre with a vibrant high street full of many independent retailers. There is an opportunity for mixed use development, which will provide for community facilities as well as residential development. Cranbrook.

Next steps: The council will work closely with the local community to develop a community hub in

5.2.3 Paddock Wood Community Hub

The town centre of Paddock Wood serves both the town and rural hinterland providing a range of services including retail and community facilities. Paddock Wood train station is a key transport hub in the borough providing frequent services to London and the rest of Kent.

Next steps: The council is keen to work with Paddock Wood Town Council to bring forward a local decision for the location of a community hub in Paddock Wood. The council is working closely with the Town Council to look at the various options which could encourage the relocation of the Town Council to operate within the enhanced community facility within Paddock Wood such as the Wesley Centre.

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6 SUPPoRTINg GRoWTH
In order to deliver growth across a number of key sites in the borough of Tunbridge Wells, it is important that we work closely with our partners to improve the current infrastructure and facilities available. Section 6 of this document outlines our plans for improvements in this area.

6.1 Encouraging business and investment

6.1.1 Attracting business to Tunbridge Wells borough
Tunbridge Wells is an outstanding location for business and enterprise. It has a diverse business community of over 6,500 businesses providing a range of services and products. These employ over 51,000 people drawn from a wide catchment area in Kent and Sussex. Key sectors include finance and business services, IT, retail, tourism and hospitality, cultural and creative, education and health. Royal Tunbridge Wells and Paddock Wood have very good rail links to London and other parts of the South East, as do Ashurst and High Brooms; less than an hour by train to Charing Cross and Hastings. Trains to Europe can be accessed from Ebbsfleet or Ashford, which opens up a European market in excess of 450 million customers. Access to the motorway network is also good, with journeys of only half an hour from the M25 and M20 and easy access to the channel ports and Gatwick Airport. The borough has a very high proportion of micro businesses (fewer than 10 employees) in both rural and urban locations and the enterprise start up rate is high. There are also a high number of home based businesses. number of our areas of change will provide opportunities for growth in modern office accommodation and business space over the next five to ten years. Whilst work will progress in those areas of change, the council will look to hold an investment conference to promote the borough as an ideal location for business.

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Next steps: The council is keen to attract more business to the borough of Tunbridge Wells. A

6.1.2 Providing adequate business space

Adequate and suitable business accommodation is essential for our future growth. We are seeking to secure new employment space to support a range of business sectors within the borough.

Next steps: A site on North Farm Lane, Royal Tunbridge Wells has been secured to develop business units for small enterprises which will provide flexible space for our growing sectors. Work is also underway to provide workspace for cultural and creative businesses with the potential to grow and provide new jobs for local people.

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6.1.3 Supporting existing businesses

The council will seek to retain our existing key employers as well as ensure that the borough is seen as an attractive destination to start and grow new businesses. The council has been assisting current employers to relocate from premises no longer considered suitable and over the next five years we will work to realise the potential for hi-tech science park opportunities for the borough, particularly feeding off associations with the medical sector and Tunbridge Wells Hospital. Our focus will be to encourage new growth in the number of professional services and hi-tech industries established in the borough. The West Kent Partnership has secured funding to provide a business support package with 5.5 million of investment for the A21 corridor. We have recently provided metro Wi-Fi across Royal Tunbridge Wells town centre which will enable local businesses and residents to access enhanced connectivity and there are hopes to expand this in due course. We have also successfully lobbied for improved broadband speeds in our rural areas through recent campaigns with Defra and Kent County Council. Improved connectivity will support a large number of our home based and rural businesses and may even encourage an increase in home based businesses within our rural towns and villages.

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Next steps: The council recognises that thriving businesses need to have access to modern technologies. In order to support rural and home based businesses in the borough, the council, in partnership with Kent County Council, will work to ensure that super-fast broadband connections are delivered to enable further growth.

6.2 Developing skills and training opportunities

6.2.1 Creating opportunities for skills, technical learning and further education
Tunbridge Wells borough is well regarded in the South East for its excellent schooling and high attainment levels. Nonetheless, 20 per cent of employers in Kent have indicated that there is a skills shortage in the county which is higher than the national average; raising concerns about work readiness. To encourage growth in a range of sectors within the borough, we not only have to provide the infrastructure to support new business and enterprise but also provide greater opportunities for training in growth sectors, including technical skills.

Next steps: The borough has a number of growth sectors including healthcare. Maidstone and Tunbridge Wells NHS Trust are seeking to develop the range of specialised services available locally. The council is keen to work with the health trust and local schools and colleges to develop educational facilities and training opportunities associated with this; supporting the development of a centre of medical excellence in the South East. 36

37 6.2.2 Providing support to our younger generation

The council recognises the need to increase opportunities for our younger generation to develop their work ready skills and support growth in our key business sectors. Our challenge however will be to retain young people and their skillset within the borough and this can be achieved through attracting new business to the borough across a range of sectors. By providing a greater range of employment and training opportunities locally, our school leavers may be more attracted to the prospects available in Tunbridge Wells. The council is also aware from feedback that young people do not feel that there are adequate facilities within the borough in terms of leisure and social activities or to support their personal growth and development.

Next steps: The council will work with local schools and further education establishments to create facilities for training. The council will also work with Kent County Council to identify a suitable site to develop a youth hub in the borough.

6.3 Improving access

Our draft Transport Strategy sets out our key priorities for meeting the current challenges we have with our road networks and access to public transport as well as how we will accommodate future growth. This includes supporting the maintenance and provision of good rail connections and encouraging sustainable travel choices. We recognise that whilst Kent County Council is the local highways authority and is responsible for the management and maintenance of all adopted roads other than motorways and trunk roads (which are the responsibility of the Highways Agency) we must work together to develop sustainable transport solutions and ensure our infrastructure is up to date. Three key areas that we are seeking to focus on are set out below.

6.3.1 A21 dualling

The A21 London to Hastings road is the only trunk road in the borough and is the responsibility of the Highways Agency. The Public Inquiry for dualling the Tonbridge to Pembury section is now complete and with Chief Secretary to the Treasury announcing that 92 million of funding will be available from 2015, we are confident it will be given the go ahead. We remain committed to supporting the dualling of the A21 south to Hastings.

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Next steps: The council is fully supportive and will look to work with the Highways Agency, Capel and

Pembury Parish Councils and Kent County Council to ensure that impact is minimised during construction.

6.3.2 North Farm Industrial and Retail Park

North Farm is a key employment area in the borough and has developed from a primarily industrial based estate to a vibrant retail and business area. Growth has brought with it increased pressures on the road network, which is insufficient to meet current or predicted future traffic demands. The council has been instrumental in working with Kent County Council to secure a scheme and resources for infrastructure improvements. 3.5 million has been secured from the Department for Transport, with a commitment from Kent County Council and S106 agreements to ensure that the road network is upgraded.

Next steps: The council will continue to work and promote further improvements in North Farm as promoted within the South East Local Enterprise Partnership documents. Work to clear vegetation has commenced and the main works will commence in June 2014 to improve the road network with an expected completion date in 2015. 6.3.3 A26 (Southborough & London Road)
Access into Royal Tunbridge Wells town centre has to be improved if the town and borough is going to prosper. To improve the flow of traffic, the A26 through Southborough could be widened and a roundabout installed at the Yew Tree Road junction and the Speldhurst Road junction; therefore disposing of the traffic lights which are a major pinch point. These proposals were considered and consulted upon in the draft Transport Strategy for Tunbridge Wells and provided in the regional South East Local Enterprise Partnership document. A proposal was also consulted upon to ease congestion in the lower section of the A26 London Road. Initial proposals suggested removing the right turn from London Road into Mount Ephraim but this was not considered viable by consultees due to the additional pressure it could place on traffic at the Church Road junction. Further options will need to be considered to alleviate traffic congestion in the centre of Royal Tunbridge Wells. This could mean encroaching on green space in the future but this is the price the borough may have to pay if we consider the flow of traffic important to support the growth of the town.

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Next Steps: Work with Kent Highways Services to implement proposals put forward in the draft Transport Strategy to further ease traffic congestion in the centre of Royal Tunbridge Wells and secure funding from the South East Local Enterprise Partnership.

6.4 Provision of housing

Housing is a key issue for Tunbridge Wells borough and our adopted Core Strategy (2010) sets out the distribution of growth based on the principles of sustainability. It is clear that the most sustainable location for housing is within, or close to Royal Tunbridge Wells and Southborough, with some limited development in the rural areas of Cranbrook, Hawkhurst and Paddock Wood. The target is to build 6,000 dwellings for the planned period (20062026).

Next steps: The draft Site Allocations DPD sets out the preferred locations to accommodate this growth with some major developments such as the former Kent & Sussex hospital site, which has already gained planning permission. All approved developments include a specific amount of affordable housing.
The council will periodically review the need for housing to take account of population changes, changes in the size of households and different patterns of people moving to the borough or leaving for other locations. The council may therefore need to revise this figure as part of a review of the current Core Strategy.

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As part of the councils asset disposal programme, the council will also be looking for opportunities to encourage refurbishment of existing accommodation or promote development including residential accommodation on these sites.

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6.4.1 Greggs Wood/Sherwood Lake

Sherwood has huge potential and is currently undergoing a regeneration scheme which will see over 34 million investment over the next five years resulting in an additional 257 new homes. This is against a backdrop of the new Skinners' Kent Academy and Temple Grove Academy and the largest town green in the country. The lake and 47 acres of woodland provide a great opportunity to ensure benefits from the wider housing regeneration are sustainable.

Next steps: The council will continue to work with Town & Country Housing to ensure Sherwood becomes a resilient and sustainable community into the future.

6.4.2 Knights Park

The land behind Knights Park represents a unique opportunity to provide a significant number of new dwellings to meet the housing need of the borough. Outline proposals are to provide approximately 550 new homes in a mixed community and a two form entry primary school, together with a small amount of other uses all within a strong landscaped setting.

Next steps: Planning permission has been granted subject to planning conditions and legal agreements. The council will work through its planning processes with the developer to achieve a development which brings forward housing for the next five years and beyond. 6.4.3 New sites for development
New sites for residential development will need to be allocated through the Local Plan process. This will see growth in and around Royal Tunbridge Wells in areas such as Hawkenbury and Knights Park as well as our settlements in the rural areas of the borough such as Cranbrook, Hawkhurst and Paddock Wood.

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Next steps: We will ensure that any new large-scale housing developments attract a mixed community with appropriate infrastructure provision, including a new school associated with the growth proposed. 6.4.4 Rural Exception Schemes
The council will continue to support the provision of rural exception schemes where a local housing need has been demonstrated through a local housing need survey.

Next steps: the council will continue to work with parishes to facilitate this.

7 OUR NATURAL ENVIRoNmENT

7.1 Parks and green spaces
7.1.1 Historic parks and gardens
The borough has a great wealth of Scheduled Historic Parks and Gardens and together with the adjoining districts of Sevenoaks and Wealden potentially contains the highest numbers of such heritage assets in the whole country. As visiting gardens is a popular leisure activity, it is important to provide an opportunity for our residents and visitors to access these and the wider borough and countryside. focus being placed on Grosvenor and Hilbert and Calverley Grounds in the next five years. We will build on recent survey work and develop partnerships to promote better access and use of these borough assets. We will also, wherever possible work with our partners (including Friends Groups and associations) to enable better connections to be made to our parks and green spaces. The council considers this to be a key part of our evolving Cultural Strategy and Green Infrastructure Plan and has benefits to healthy lifestyles, green tourism and the rural economy.

Next steps: We will continue to protect the quality of all our parks and open spaces, with particular

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44 7.1.2 Grosvenor and Hilbert Park

Our parks provide attractive clean open spaces which contribute to the improved health and wellbeing of our residents and visitors and provide opportunities for fauna and flora to flourish. Grosvenor and Hilbert Park is nestled centrally within the residential areas of St James', High Brooms and Sherwood in Royal Tunbridge Wells and has become increasingly popular with local residents. Consultation with park users in 2011 identified that the park was visited regularly by local residents. Visitors particularly enjoyed the large green open spaces and woodland areas. The historic features and visitor facilities were considered in need of improvement and results highlighted an overwhelming interest in the park accommodating more activities. The council has secured 290,000 from developer contributions and 2.7 million Heritage Lottery funding to further restore and improve the whole park. creating a new wetland area and providing new planting in the original style of the park. Facilities within the park area will also be reviewed; improving and adapting the pavilion for community use.

Next steps: We will deliver planned improvements which include dredging and restoring the lake,

7.1.3 Calverley Grounds

The historic park of Calverley Grounds provides a serene space for local residents, workers and visitors to enjoy within the centre of Royal Tunbridge Wells. In addition to the extensive grassy landscape, the grounds include sports facilities, a cafe, ornamental gardens, and a natural area for performance. In 2012, the council began to seek the views of park users to inform the future management of the grounds. The green open space, caf and trees and shrubs were the key features most enjoyed by park users. Park users also showed an overwhelming interest in the grounds holding more activities, such as volunteering, learning new skills and community events. A seasonal outdoor ice rink has been created in the grounds for the past three winters, attracting nearly 30,000 people each year. By setting out the future management of the grounds, we can ensure the appropriate infrastructure is available for future events in this space. council will be working with the Friends of Calverley Grounds, to implement the management plan to improve the appearance and visitors experience within the grounds and identify opportunities for external funding.

Next steps: A management plan was developed and agreed for Calverley Grounds in 2013. The

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7.2 Our Climate Local commitment

Over the past five years, the council has supported a number of initiatives to encourage local action on climate change. The Climate Local initiative led by the Local Government Association provides a refreshed opportunity for local authorities to restate their commitment to action on climate change and endorse Climate Local Kent. Tunbridge Wells Borough Council has just approved its Climate Local commitment for delivery.

Next steps: The local commitment the council has made to taking action on climate change includes actions to support residents to save money on energy bills, generate income for the council from renewable energy, attracting new jobs and investment in green industries, supporting new sources of energy, managing local flood risk and protecting our natural environment.
We will be delivering against these actions and place focus on the following themes: Energy Waste Local economic growth Transport Water and the natural environment Climate resilience

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7.3 Fracking
Fracking is the extraction of Shale Gas or oil and can involve fracturing rock formations.

Next steps: The planning authority for drilling applications is Kent County Council but Tunbridge Wells Borough Council will be consulted about any proposals in this area. The council will develop a policy position on the controversial operation of fracking in line with countywide policies and government guidance.

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8 DELIVERINg oUR FIVE YEAR PLAN

8.1 Enabling
We will be an enabling council. Put simply this means we will look to work in partnership, to devolve services to local communities and to promote the use of digital technology. The council provides a wide range of quality services that are valued by local residents. It also has a strong record of working in partnership. Our commitment as an enabling authority will be to continue to work with the best placed partner, whether that be the private sector, other local authorities, the community and voluntary sector, or other public agencies, to deliver services. This is not new and we already let others deliver where they are better placed to do so. Good examples include: waste collection and street cleansing where we work with private sector partners. Our leisure centres are run by a charity and we have worked with parish and town councils to allow them to take on the management of local services like car parks. We want to continue our enabling approach as it allows for the cost effective provision of services and for them to be maintained for local people. Over time this will mean the number of services that the council delivers directly will reduce and our role will change from provider to ensuring that the service supplied meets the needs of local residents. This will also offer local communities more of a say in the services provided, how effective they are and whether they offer value for money.

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Next steps: We will produce a list of services that could be delivered by other organisations. We will then work with community groups, the voluntary sector, local councils, our partners and the private sector to enable the transfer of these services.

We will be an enabling council

8.2 Transforming services

The council currently provides a range of 42 services and has continued to do so despite the tough economic conditions. Feedback shows that the majority of our residents are satisfied with the way we run things and think we offer value for money. Because our services are valued, we have managed to maintain our offer to local residents through a combination of innovation and doing things differently, procurement savings, reduced staff numbers, small increases to fees and charges and partnership working. Whilst we will always look to become more efficient, we are now at the point where we must also look to other more radical solutions for the delivery of services and this is a big part of becoming an enabling council. As well as acting as an enabler we will also seek to change the way we deliver services through new ways of working supported by the use of technology. Technology is transforming the way people carry out their day to day activities and although there will continue to be a role for more traditional methods of service delivery, we want to be at the forefront of change to ensure we meet the expectations of our communities. To do this we will work towards the aim of all our business that can be done digitally, will be done digitally. Our website will become more focused on the user and it will be more responsive to mobile phones and tablets. It will also mean re-designing services so they focus on the user.

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Next steps: We will further modernise the website and redesign services to make them more focused on the user, with a target set of 50 per cent of business moving to digital channels by 201617.
We will create a single customer account for residents, businesses and landlords that they can use to find out key information such as bin collection times and details of local services, as well as pay for council services.

All our business that can be done digitally, will be done digitally

8.3 Partnership working

Working in partnership allows the council to achieve more as an organisation than if we tried to do everything on our own. It can also ensure that some services continue to be delivered, increase our resilience and achieve cost savings. Whilst we will still maintain our place shaping role and the resources required to achieve our strategic aims, we also focus on three elements:
1 Enabling other organisations to deliver services (as described above) 2 Mid Kent Improvement Partnership (MKIP) 3 Other partnership opportunities (geographical opportunities)

8.3.1 MKIP Partnership

We deliver a number of services and support functions through the MKIP partnership (a local government partnership that includes Tunbridge Wells Borough Council, Swale Borough Council and Maidstone Borough Council). MKIP was established in 2008 and it has grown rapidly. It now accounts for over 20 per cent of the councils total spend and has over 200 staff. The services we deliver in partnership include:
Audit, Design and Print, Environmental Health, ICT, Legal, Planning Support and Revenues and

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Benefits.

MKIP has delivered savings of 5.5 million (from an investment on 1.8 million), made our services more resilient, improved our purchasing power and allowed us to maintain services.

Next steps: MKIP will ensure that some of the MKIP joint services that currently involve only two of the three partners, will be reviewed and where possible become partnerships of three. MKIP will agree other services that are suitable for the partnership and define those which are not. MKIP will introduce and share new technology to enable a more flexible approach to work (e.g. office based, home based and mobile) and looking at space saving initiatives through the use of corporate electronic document management.

Working in partnership with the council to achieve more as an organisation

8.3.2 Local Enterprise Partnership

Local Enterprise Partnerships were formed in 2011 by central government and were established to help regions agree their economic priorities, to attract investment and drive economic growth. Local authorities can feed into these plans and attract funding through their local partnership arrangements. Tunbridge Wells Borough Council is involved through arrangements provided by Kent County Council and the West Kent Partnership.

Next steps: The council will continue to participate in the West Kent Partnership and lobby the Kent & Medway Board and South East LEP to ensure our economic priorities are considered when investment opportunities arise.

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Local Enterprise Partnerships were formed in 2011 by central government

8.4 Finance and performance management

8.4.1 Finance and governance
The financial impact of the Department for Communities & Local Government proposals will result in the councils formula grant being cut by 2.5 million (41 per cent) from 201011 to 201415. The 2013 Spending Round indicated that after 201516 there will be annual reductions of 8.5 per cent. This will bring the total cut in government grant to 3.9 million (65 per cent) by 201819, at which point the government will not be providing any revenue support grant for the provision of local services in this borough. The 2.1 million remaining (as outlined in the chart below) is the councils minimum baseline share of received business rates.

000 7,000 6,000

Government Formula Grant Funding

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5,000 4,000 3,000 2,000 1,000 0

2010/11

2011/12

2012/13

2013/14

2014/15

2015/16

2016/17

2017/18

2018/19

The key milestones for delivering our priorities and the cost estimates of delivering each of our priorities will be detailed in a separate document which will feature as an appendix to the five year plan. This will be made available to our elected members and Management Team in order to regularly review and evaluate progress.

By 2018/19 we will not receive a revenue support grant from central government for the provision of local services

The appendix will be reviewed on an annual basis and will inform our annual programme of community projects, which will be agreed alongside the annual budget setting process. Progress against our annual programme of community projects will be reported through updates presented to Cabinet alongside our end of year performance report. Cabinet and Management Board will then be able to identify where greater focus and resource should be directed during the following financial year. Progress on many of the projects and targets identified in the five year plan will also be reported on in the councils planning authority monitoring report (AMR). This is updated annually and provides details on a wide range of indicators.

8.4.2 Delivering our priorities

This document sets out what we want to achieve over the next five years to secure the future of the borough. This document is the overarching strategy for the councils plans and strategies (see diagram below). The details of how we will deliver each of the priorities set out within the five year plan, will be provided in our annual plan of community projects agreed by Full Council and individual strategy documents.

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Progress against the plan will be reviewed on an annual basis

8.4.3 Staffing
One of the councils greatest assets is its staff. They have repeatedly demonstrated the ability to respond to change and to improve services. The way in which we deliver services will alter significantly over the next five years and the only way that this will be delivered is through the flexibility, adaptability and expertise of our staff. One of the most significant challenges will be the digitalisation of services and the council will have to invest to ensure our staff have the necessary training and support to meet this challenge.

Next steps: To be an even better employer we will need to invest in our staff to ensure they have the skills, training and development opportunities to improve services. Increased digitilisation and more partnership working will provide exciting and fulfilling opportunities for staff and these will have to be promoted and communicated.

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One of the councils greatest assets is its staff

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If you require a copy of this document in large print or any other format please phone 01892 526121