SANDBACH TOWN COUNCIL · 5. To determine the quorum of any Project Group shall be two or more...

Projects: Agenda -

SANDBACH TOWN COUNCIL

PROJECTS COMMITTEE Agenda for the meeting to be held on Thursday, 9 July 2009 at 7.30 pm in the Sandbach Literary Institution.

1. APOLOGIES FOR ABSENCE

2. DECLARATIONS OF INTEREST

To receive declarations of interest.

PUBLIC QUESTIONS To maintain Projects Committee efficiency the Chairman has decided that all project related questions should be directed to Sandbach Town Council when it next meets on 20 August 2009.

3. PROJECT GROUPS ‘WAYS OF WORKING’ REVIEW

[Attached: QP Ways of Working document – author: Cllr Keith Haines]

Lead: Cllr Will Goodall

Progress Review.

Action:

1. To re-confirm the ‘Ways of Working’ document and agree to follow for Projects.

2. To confirm the need to establish Project Groups, each with a Project Champion and if necessary as Project Manager.

3. To determine that each Champion shall be a Councillor and be responsible for delivery and efficiency.

4. To determine whether the Clerk should establish a register of active (and passive) Project Groups and Champions.

5. To determine the quorum of any Project Group shall be two or more Councillors and be open to all Councillors and Officers who wish to join.

6. To determine that a Project Group may co-opt external voluntary resources as it sees fit.

7. To authorise the Champion plus one other Councillor to commit budgeted financial allocations or ear-marked reserves that have previously been approved by the Finance Committee.

Projects: Agenda -

4. BOUNDARY COMMISSION

[Attached: Re-warding Proposal Paper]

Lead: Cllr Andrew Wood

Action:

1. To consider the implications of the electoral review of Cheshire East and resolve how Sandbach Town Council should comment to the first phase of consultation.

2. To approve the establishment of the Boundary Review Project Group and nominate a Champion to respond to future Boundary Review consultations.

5. PARK PROJECT – PUBLIC CONSULTATION

[Attached: Sandbach Park Enhancement Project – Draft Tender]

Lead: Cllr Sam Corcoran

Progress Review.

Action:

1. To approve the draft tender.

2. To establish the Park Project Group and nominate a Champion.

3. To request that the Finance Committee approves £25k be transferred from the budget to ear-marked reserves, to enable the acquisition of match funding.

4. To request that the Finance Committee confirms that £16,905.50 is available in ear-marked reserves for this project from the 2008/09 budget, reasons as per item 3 above.

5. To delegate the control of the aforementioned ear-marked reserves to the Sandbach Town Council’s Park Project Champion.

6. TOWN DESIGN STATEMENT

[Attached: TDS Project Group Report]

Lead: Clerk (Ann Banks)

Progress Review.

Action:

1. To receive the recommendations of the TDS Working Group.

2. To dissolve the TDS Working Group.

3. To establish a Community Plan Project Group and nominate a Champion. The remit of the group will be to engage with the Community and key organisations in order to indentify and resolve issues within the town through a structured Community Plan.

7. COMMUNICATIONS


7.1 Website

Progress Review.

Action: To agree policy for hosting information on behalf of external and partnership organisations.

Projects: Agenda -

7.2 Newsletter

Action: To review improvement opportunities with respect to website integration and, timely receipt of content material from all members.

7.3 Surgeries and Members Handbook

Action: To review improvement opportunities.

8. TOWN ENTRY SIGNS


Progress Review.

Action:

1. To reconfirm the need for enhanced Town Entry Signs.

2. To confirm target timescales.

3. To establish a Town Entry Sign Project Group and nominate a Champion. The remit of the group will be to present style and design options and base line costings with a view to seeking match funding.

9. TOWN HANDYMAN


Action: To consider whether Sandbach Town Council should appoint a person to undertake minor maintenance tasks within the Town.

10. FODEN’S CONCERT WORKING GROUP

Lead: Cllr Pauline Minshull

Progress Review.

Action: To seek a progress report from the Foden’s Working Group.

11. CAR PARKING STRATEGY GROUP


Progress Review.

Action: To reconfirm the Working Group as a Project Group and to nominate a Champion. The Project Group to remain ready to generate the formal consultative input, with respect to the 21-day window.

12. SANDBACH MARKET

Lead: Cllr Patrick Darnes

Progress Review.

Action: To establish a Sandbach Market Project Group and to nominate a Champion. The Project Group will resolve how Sandbach Town Council positions itself with respect to Cheshire East Council on this issue for the next 12 months.

Projects: Agenda -

13. SANDBACH PARTNERSHIP [Attached: Sandbach Market Town Action Plan]

Lead: Cllr Keith Haines

Action: To receive a report on current Sandbach Partnership activities.

14. PROJECTS PORTFOLIO

[Attached: Projects Portfolio]


Action: To review progress on any issues not already addressed.

15. DATE, TIME AND PLACE OF NEXT MEETING The next meeting of the Projects Committee will be held on Thursday 17 September at 7.30pm at the Sandbach Literary Institution.

Projects: Item 3 - Page 1

Ways of Workingof the

Quality and ProjectsCommittee

to be reviewed at the meeting to be held on 31st July 2008

June 2008

Author: Keith Haines (Quality and Projects Committee)

of

Sandbach Town Council

Projects: Item 3 - Page 2Q&P Ways of Working – 1 Keith Haines -–09.07.08ii

Contents

Page

1. Summary 3

2. How The Committee Should Manage The Portfolio 4

3. Forming and Managing Projects 6

4. Controlling the Project 8

Appendix

A. Schematic of the Vision Statements and Related Documents

Document Version Control

Version Date Author1 30.06.2008 Keith Haines2 03.07.2008 Keith Haines after

consultation withSandbach Partnership

3 09.07.2008 Keith Haines withcomments from Barry

Moran and DavidMcGifford

Projects: Item 3 - Page 3Q&P Ways of Working – 1 Keith Haines -–09.07.083

1. Summary

This paper documents some proposed ways of working for the Quality and Projects(Q&P) Committee of Sandbach Town Council. It has been produced at the request ofthe Committee, in the absence of established procedures and in the presence ofsignificant doubts over how projects could be formed and managed with the limitedresources available to the Council.

In December 2007, the Q&P Committee presented a Vision Statement for the town ofSandbach to Sandbach Town Council. Since then, the Q&P Committee has notaddressed the question of how to turn Vision statements into projects (althoughsignificant progress has been made on several pieces of work covered by the Vision).The stumbling blocks have been:

• There are currently has no formally agreed ways of working for the Q&PCommittee to manage the portfolio of work and take projects forward. So anoutline set of working procedures for the Committee is required, providing aframework for progressing key deliverables of the Council.

• Resourcing – lack of manpower - is seen as problematic. Councillors are instrictly limited supply and usually busy people, concerned with lots of communityactivities and involvement. Apart from pressure on their time, they do notnecessarily have the mix of skills required to organise, manage or report onparticular projects.

This paper proposes the following:

• Annually (ideally closely aligned to the budget cycle), the Q&P Committee shouldformally evaluate the Vision statements and define the project portfolio for thecoming year.

• Periodically (say, a minimum of quarterly, starting immediately after the annualreview) to decide which projects should be initiated and to write Terms ofReference for those projects. To review progress reports from Project Championsagainst the overall plan and to make adjustments to the portfolio as required

• To adopt the roles and definitions outlined in this paper for project governanceand progression. This requires members of the Q&P Committee to becomeProject Champions, using the roles, definitions and processes as described withinthis paper as a flexible template for progressing the work.

• To use the Sandbach Partnership as a key delivery arm of the Council, being thedefault mechanism for achieving change. Projects vary in nature and scope, andsome projects (for example, those of the “Research and Documentation” type)may be progressed by (say) Councillors, volunteers and members of LocalGovernment. However, where significant change is being planned, it is proposedthat the Council considers the Sandbach Partnership as the default vehicle formanagement and delivery.

If taken forward, this last point requires formal consideration by, and approval of, theSandbach Partnership.


2. How The Committee Should Manage The Portfolio

2.1 The Vision as Starting Point for Annual Review

The updated Vision should act as the single high-level repository for the potentialportfolio, representing the “big picture” and maintained by the Q&P Committee for theTown Council. This will spawn actual projects, which can be a mixture of workundertaken by the Sandbach Partnership, the Town Council and other partnerorganizations, with work spread across a number of agencies working in closepartnership. In effect, the Town Council, as owners of the Vision, will act of custodians ofthe high-level blueprint, helping to ensure clarity of purpose and direction, reflecting localpriorities and channeling energies and resources in the most purposeful and productiveway for the overall benefit of the community.Note that the Vision Group considered priorities informed by the overall environment inwhich the Vision statements sit, including aspects such as:

• future growth of housing in the area• adequacy of town infrastructure such as car parks• trends for social and leisure facilities and availability• social infrastructure such as policing

The following points refer:

• The process requires the Q&P Committee to carefully assess cost, priority,resources, commitment, scope, opportunity and do-ability. Where necessary,consolidation and compromise between competing and/or complementaryobjectives and existing work must be made. In reviewing the portfolio, it should beborne in mind that not everything in the Vision is necessarily practical or do-able.

• No special documents are necessary for conducting the annual review, other thansimple spreadsheets (or similar) for listing the Vision Statements and the projects.However, projects themselves do require a certain minimum of simpledocumentation, showing key data such as a description of key tasks, start andfinish dates, progress and budget information.

• The portfolio review should be co-ordinated to tie in with the budget-setting cycle,so that budget and project ambitions and available money can be matched andchoices made between the options.

• Other proposals, suggestions and ideas are not precluded – the Vision is a livingdocument to help focus progress towards a better Sandbach – it is neitherdefinitive nor is it a straitjacket, but does provide a validated and agreed startingpoint.

The Council should be cautious in considering which projects to undertake, ensuring thatwhat is proposed is affordable, achievable and realistic. It is better to do a few thingswell and deliver clear benefits to the town and community, rather than to be tooambitious by tackling a whole raft of things and failing to complete them.


2.2 Types of Project

The potential projects contained in or implied by the Vision vary considerably in theirnature. Many of them could best be described as a co-ordinating role, but possiblyrequiring small projects to be initiated to fill in the gaps between other, related,community initiatives. Other projects are more akin to requiring some research anddocumentation, resulting in a policy platform for the Council to use. The approach totypes of project include the following:

2.2.1 Contracting OutAn initial approach is to consider which projects can be contracted out. This would helpto preserve scarce (volunteer) resources and maybe achieve some “quick wins” throughbuying in the required manpower and skills. For example, consultants can be used toundertake investigations and feasibility studies. Obviously, planning such projects mustbe tied in with the budget-setting cycle. Key points to be addressed are:

• Project scope – well-defined boundaries are required, as project “creep” is a well-known problem (and source of revenue to contractors). The key is to avoidextending the project scope (and thereby increasing the budget) by not adding inlots of “desirables” but concentrating on delivering “essentials”

• Budget management – this typically goes hand in hand with controlling the projectscope

• Progress monitoring – the contractor must be monitored and controlled so thatadequate progress is maintained and activities are co-ordinated with otherelements of the project and the external factors and events.

In practice, many projects could well be hybrids, with some elements that can becontracted out to professional organisations and other elements that are undertaken byCouncillors, members of partnership organisations and volunteers.

2.2.2 Tackling Research and Information ProjectsThere are a number of projects that do not necessarily deliver immediate or tangiblebenefits in their own right, but do prepare the Council to take informed decisions orpositions, or enable the Council to maximise it’s effectiveness (for example, in lobbyingor supporting partner organisations). The following couple of examples illustrate thisapproach – there are several more that could have been quoted.

• Vision Statement number 2 requires there to be sufficient sports grounds andleisure facilities. There is a well-established initiative by Sandbach United FootballClub to provide a number of football pitches. This would in large measure makeup for the erosion of formal facilities and open play spaces over the last fewdecades and help to fulfil this Vision. A Councillor working as project championfor this Vision Statement could take a lead role as STC spokesperson for thesubject, undertaking liaison and briefings to ensure that STC’s influence toprogress the development of new pitches is maximised.

• Vision Statement number 3 includes reference to improvements to Junction 17of the M6. There is an established history to this and the Council has pursued theissue and gained the support of the local Member of Parliament. However, theCouncil has not necessarily always presented its case from a coherent and well-argued position. A Councillor acting as champion could access the Council


minutes, records and correspondence, put together a detailed portfolio andprepare a Briefing Paper as the vehicle for pressing the case. The role couldinclude identifying the key stakeholders and decision-takers, creating a network ofcontacts and ensuring the Council’s case is made as forcefully and expertly aspossible to the right bodies on a timely basis.

2.2.3 Building on Existing Partnership InitiativesMany of the Vision Statements refer – at least in part - to local initiatives that are alreadytackling the general area covered. For example, for Vision Statements number 2, 4, 5, 6,7, 8, 9,10, 11 and 12, there are already initiatives in place or planned by partnershipagencies to tackle at least some of the aims of the Vision Statements. This simplifies thechallenge of getting things moving, by enabling the Council to provide political will,advocacy, budget and (where necessary) other resources in support of the project.These areas therefore represent a relatively easy pathway into focusing the Council ongetting deliverables for the community.

2.2.4 Initiating Council/Partnership Hybrid ProjectsA number of the Vision Statements cover areas that are not being addressed by existinginitiatives (for example Vision Statement number 13, about placing ownership andcontrol over public services at the closest level to the people). Such Vision Statementsneed careful consideration before attempting to initiate related projects. It can be mucheasier to build on existing initiatives than to tackle something from scratch.

3. Forming and Managing Projects

Given the reservation expressed by the Q&P Committee over how to turn Visionstatements into projects that achieve deliverables, the crux of the matter is to find willingand capable people who have enough free time to fulfil the roles required to undertakethe work. The Sandbach Partnership present an obvious choice to manage projects, andis happy to be considered as the “delivery arm” of the Council. However, the Q&PCommittee must still exercise control and be fully engaged in the process. To assist inthis, the following paragraphs suggest a number of roles. However, it is stressed thatthese roles should be treated as flexible ideas. Projects vary enormously in their scopeand complexity. Consequently, the project organisation needed should be adapted sothat it is proportionate to the scale of the work and suitable for purpose. Roles can becombined, dropped, supplemented or adapted as necessary. However, the essentialand underlying nature of any project organisation is to ensure clarity of purpose,accountability for activity and responsibility for results, to time and to budget. How thoseprinciples are achieved is flexible and subject to informed interpretation under theguidance of the Q&P Committee.

3.1 Project ChampionThis will typically be a Councillor from the Q&P Committee. The project champion will:

• provide direction to the project on behalf of the Council• report progress to the Q&P Committee• liaise with the project manager and/or key people and project stakeholders


3.2 Project managerThis will typically be someone working under the overall management of the SandbachPartnership. Apart from Sandbach Partnership staff, consultants, a volunteer from apartnership organisation (e.g. a member of Local Government staff such as CongletonBorough Council or Sandbach Town Council), or possibly a Councillor could fulfil therole. They are required to:

• take management responsibility, undertaking day-to-day management of theproject, including planning the tasks, controlling the budget and commissioningand co-ordinating the efforts.

3.3. Sub-Project (or Module) ManagerThis role is only necessary where the scope of the project requires someone to control,manage and possibly execute the tasks within a defined sub-set of the overall project.The role is similar to that of project manager but for the defined work stream.

3.4 Project WorkersProject workers are typically sub-contract staff, volunteers, members of PartnershipOrganisations or Local Government staff. They will undertake the day-to-day projecttasks and report on their activities and progress to the project manager.

3.5 Initiating ProjectsThere are a number of significant stages in the project life cycle. However, initiating theproject is a particularly important process, because this sets the direction. This is rightlyseen as the first key step towards getting things moving, but can also been seen assomething to be avoided by people who probably already have enough on their plate.Highlighting the use of the Sandbach Partnership or consultants and of documenting theroles and processes here has the aim of attempting to clarify and demystify the area andstressing the partnership nature of projects.

Initiation of projects undoubtedly does require the acceptance of responsibility byindividuals. That is the nature of the topic. However, no one should feel isolated orexposed, because support mechanisms, processes and attitudes should be in place toensure a collective effort within something akin to a collegiate atmosphere.

3.5.1 Initiation ProcessIt is suggested that following a Q&P decision to initiate a project, an initial “hands on”meeting be convened by interested members of the Q&P Committee to draw up somesimple Terms of Reference and (possibly) a high-level outline plan of action. This wouldprovide the project champion and/or manager with a basis from which to proceed. Theproject manager could be recruited from:

• The Sandbach Partnership (as a default)• Within the Council• Partnership organisations including local charities• Local Government• Volunteers from within the community.

It is also possible to look outside these areas. For example, the Council could considerseconding staff from Local Government, or offering temporary employment to brightcollege students looking for short terms of work experience.


4 Controlling the Project

4.1 Steering GroupsThe degree of formality required to provide adequate control of each project depends onthe scale and complexity of the work. A number of projects will be reasonably small, self-contained and relatively uncomplicated. In such cases, the project champion, workinghand in hand with the project manager and staff, should be able to provide adequatecontrol.

However, for larger or more complex projects, it is proposed to form a project steeringgroup. This is of particular relevance where there are several elements to the projectand different agencies involved in undertaking the work. For example, a complex projectmight involve the use of contractors, partnership organisations, Local Government staffand volunteers. A steering Group typically headed by a member of the Q&P Committeewith representation and input from each of the parties involved will help to ensure acommon level of understanding of objectives, unity of purpose, clarity of scope and goodsupport and communications across all stakeholders.

Where the project is being driven by a partnership organisation, it will normally be thecase that project control is in the hands of that organisation. STC’s project championwould therefore typically be involved in any Steering Group for that project, sitting on theappropriate controlling body within the partnership organisation.

4.2 MentoringOne potentially useful step is to form a panel of people with experience of organisations,a track record of getting things done or a relevant technical experience, who areprepared to offer advice and guidance to the project champion or manager.

4.3 Project DocumentationAs with other aspects of project management, the documentation should beproportionate and appropriate. Appendix A gives one illustration of possibledocumentation required to manage the projects within the portfolio. It is essential to keepdocumentation to no more than is necessary to achieve the objectives of:

• planning the tasks, activities and budget• tracking and controlling progress• reporting.

Keeping project documentation simple will help people to understand it and ease theworkload on project staff.

Simple spreadsheets are suggested as adequate for most projects. However, it wouldbe helpful for some simple templates to be developed as a standard for reporting.Provided that the design is uncluttered and flexible, this will aid project staff. It will alsohelp recipients of (for example) progress reports to have a common, standarddocumentation set to look at.


APPENDIX A

Schematic of the Vision and Related Project Documents

Annual/Periodic Portfolio Review

Analysis of progress, closure ofcompleted work, adaptation of existing

work, initiation of new work

Project DefinitionSummary of scope and showing high-

level data on costs and timescales

Project Budget

Project expenditureagainst project budget to

facilitate budgetmanagement

Project Plan

Project tasks and resourcesto facilitate management,tracking and control and

progress reporting

• Initially, based onthe VisionStatements

• One or moreoccurrences foreach project – notnecessarily one perVision Statement

• A project maycombine elementsfrom several VisionStatements

• It is anticipated that most of the projects will involvepartnership working with both existing and (possibly) neworganisations within the area

• Sandbach Town Council will support chosen projects throughparticipation of councillors on, for example, steering groupsand management committees.

• Sandbach Town Council will also provide contributions to thefunding of selected projects, and seek to input in theguidance and management of projects, taking a co-ordinatingrole as appropriate.


REVISION OF SANDBACH WARD BOUNDARIES At the last Town Council meeting, I was asked to prepare a paper putting forward a possible rearrangement of the local government wards for Sandbach in the new Cheshire East authority. The Boundary Commission has decided that Cheshire East Council should have 82 councillors1. This means that there should be one councillor for every 3,500 electors. Sandbach has 14,629 electors, so therefore is entitled to four councillors.

1 Current Position The current situation is that Sandbach has the correct allocation of four councillors. However, the bulk of the town is represented, as “Sandbach Town & West”, by three councillors, & the rest of the town is included in a ward that stretches from the Crosses in the middle of Sandbach to Mow Cop Castle. There is a consensus, I am sure, that this is not acceptable, and that what we need, is four councillors who represent Sandbach and can focus on our Community needs and are not distracted by being “shared” with other areas.

2 Proposal I propose that Sandbach should be represented in future on Cheshire East by four wards, each returning a single councillor. I am aware that traditionally local government wards have two or three councillors, but I am even more unaware of any reason for this practice. Indeed Congleton Borough Council’s Brereton ward only had a single councillor. Single-member wards have several advantages, particularly in our town. Sandbach is not a homogeneous urban sprawl: it includes several distinct communities, which need to be represented as far as possible, rather than being bulldozed into some artificial construct, such as “Sandbach Town & West” is at the moment. If we have four wards, each with a distinct geographical or community base, we can encourage genuine participatory democracy. Voters will know who their local councillor is. Councillors will have a manageable area, with an average of 3,500 electors & 2,000 households, to represent. Another advantage of this arrangement is that, whereas in the traditional three-member ward, elections are held three years out of four, if we have single-member wards then elections could be held every three years, which would save a considerable amount of money. I therefore suggest the following four wards for our town. 1 Boundary Commission Consultation http://www.electoralcommission.org.uk/boundary-reviews/all-reviews/north-west/cheshire/cheshire-east

http://www.electoralcommission.org.uk/boundary-reviews/all-reviews/north-west/cheshire/cheshire-east


3-Jul-2009 REVISION OF SANDBACH WARD BOUNDARIES Page 2 of 2 20090703-Sandbach-ward-boundaries.doc for Sandbach Town Council Project Committee A. J. Wood

2.1 Sandbach Town Sandbach Town is mostly within a mile of the centre. It comprises the Belmont Estate, the area round Bradwall Road & Elworth Street, most of the centre of town & the Park House Drive/Tatton Drive estate, extending a little down Middlewich Road (including Blackacres & Bowles Close) & Crewe Road (including Sunnymill Drive). 2.2 Sandbach Heath & Sandbach East Sandbach Heath & Sandbach East includes the whole of Sandbach Heath, & the rest of the area to the east of the A534 (the Palmer Road estate). It also covers the area between the High Street, Crewe Road & Mill Hill Lane, (e.g. Townfields, Third Avenue) & includes (for the sake of numerical equality) some properties in the historic centre of the town. 2.3 Elworth Elworth is almost self-explanatory. It includes “old” Elworth, the various new developments to the east, & the Grange Way/Lawton Way estate (old maps show this as “East Elworth”. Once again, in the cause of numerical parity, it has to expand up Middlewich road & take in part of Park Lane & the Abbeyfields. 2.4 Wheelock & Ettliley Heath Wheelock & Ettliley Heath once again has a clear geographical base. In order to maintain numerical parity, this ward has to expand along Crewe Road, incorporating Mill Hill Lane & Drive, half of Park Lane, & Fields Drive & Drovers Way. This proposal produces four wards much more even numerically than the present three.

3 Implications for Sandbach Town Council If this proposal were to be put into effect, it would have implications for Sandbach Town Council. At present we have eighteen councillors for three wards. 3.5 Proposal to Increase Resources With four wards it is proposed that we move to five councillors per ward i.e a total of twenty councillors. Given the recent strong interest in our vacant seat, this should generate new resources, which given the Project load would be welcomed by members. A. J. Wood/W. R. Goodall 3rd July, 2009

Projects: Item 5 - Page 11 of 9

Sandbach Partnership

Sandbach Park Enhancement Project

Tender package for theProvision ofConsultancy Servicestodevelop aconcept design for Sandbach Park.

Prepared by Sandbach Partnership16th June 2009

Sandbach Enterprise CentreWesley Avenue

SandbachCheshireCW11 1DG


1. Introduction

1.1 This tender package provides guidance to consultants interested in submittingbid proposals for the project development stages of the Sandbach ParkEnhancement Project.

1.2 This is a joint commission by Sandbach Partnership and Cheshire EastCouncil (CEC). Sandbach Partnership is a group of public, private andvoluntary sector organisations and individuals with theobjective of deliveringregeneration and improvement to the historic market town of Sandbach.Cheshire East Council is the accountablebody for thePartnership.

1.3 The total value of this development work is estimated to be £15,000-18,000.

1.4 Sandbach Partnership recognises the important roleof thehigh quality greenopen space that Sandbach Park could provide, in strengthening leisureopportunitiesand encouraging healthy living, and enhancing the imageanddistinctiveness of the town to build local pride in the park and the town andboosting the local retail and tourism economy. These factors are themainfocus for the park development project.

2. Overall Aim

2.1 To produce a full concept design plan for Sandbach Park that is built on:• asound understanding of its local and natural context, and community

aspirations• arealistic appraisal of thepotential to secureexternal funding• the production of an agreed vision• a full options appraisal that iswidely consulted upon and finalised.

The final concept design plan should include outline details and costings, includingpotential suppliers, of each key element of the development project.

3. Background

3.1 Sandbach is an historic market town in South-East Cheshire, with a populationof approximately 17,600 (Census, 2001). The town centrehas a wealth ofhigh quality architecture, creating an attractive built environment, which helpsto underpin a relatively strong retail sector and weekly market. The cobbledmarket square formsthe main focal point of the town centre, and has recentlyundergone a key public realm enhancement project. Complementing this, thetown’s primary green open space isSandbach Park.

3.2 Out of Sandbach’s2002 market town health check, and subsequent actionplans that have been developed from thisby Sandbach Partnership, theenhancement of Sandbach Park has emerged as ahigh priority for the townand community.


3.3 CheshireEast Council own and managethePark. CheshireEast’s predecessorauthority, Congleton Borough Council (CBC) asked Sandbach Partnership tolead on the development of this project, however thesuccessor authorityremainsa key partner in the project. The 2005 Open Space, Sport andRecreation Study, commissioned by CBC identified Sandbach Park as beingof high strategic importance; and improving public satisfaction with parks andopen spaces was identified asa key corporateobjective for CBC in 2008/09.

3.4 The Vision for Sandbach document produced by Sandbach Town Council,consisting of a set of 14 Vision statements for the town’s development,highlights the enhancement of Sandbach Park as an important priority for thetown, and the Town Council remain key partners in theproject.

3.5 At present, there is a approximately £250,000 committed to the delivery of thisproject. £125,000 of this rests with CheshireEast Council and is ring-fencedfunds, secured as part of a Section 106 agreement, and will behonoured by thenew CheshireEast Authority. £125,000 (less design consultancy fees) ismadeup of a commitment from Sandbach Town Council to commit £25,000 perfinancial year to the project from 2008-09 onwards to 2012-13, although thetiming of this funding availability may be open to negotiation. It is intendedthat this initial £250,000 funding pot be used to lever in significant externalfunding.

3.6 With regard to theongoing revenue budget, the indication from CEC is thatthere isunlikely to beany increase in revenuefunding for maintenanceof thepark, following theenhancement project. Finding new ways to generaterevenue for thepark and engage volunteers in helping to maintain thepark aretherefore likely to be important factors in this project.

3.7 Sandbach Park itself is located close to the centre of town, and just off themain town car park on the Scotch Common.

3.8 At present key facilitiesand assets within the park include abrick bowlspavilion, two tenniscourts, two crown bowls greens, a children’s play area, ayouth skatepark and shelter, apond and wildlife area, a wooded area and aformal planted area.

3.9 Key issues facing thepark that have been highlighted locally include:• Drainage issues in lower lying parts (phase 1 works completed May 2009)• The impact of the slope on utilising space• A low-impact main entrance, that is hidden between the library and fire

station• Poor quality side entrances to the park• Poor connectivity between the park and other parts of the town centre• Outdated play and skate equipment• Poor vehicular access within the park• Poor quality pathways in some areas of the park• Over compartmentalisation of the park• Limited provision of utility servicesbeyond the buildings.


3.10 There are anumber of other key areasof work in development of the town,being led both by Sandbach Partnership and other partners, which may impacton the development plans for Sandbach Park. These include:• Recent Local Government Reorganisation leading to the commencement

of Cheshire East Authority in April 2009• The Weaver Valley Initiative, which Sandbach sits within – aproject

proposalsdocument has been produced for Sandbach with a strong focuson development of the park

• Initial work done looking at developing a town heritage trail around thetown centre, which could include a link through Sandbach Park

• Work to strengthen thepresenceof Fodens Brass Band in Sandbach. Thetown is thegeographical base for theBand, which is currently ranked asthe top brass band in world rankings.

• The public realm enhancement project on the cobbled market square• Work to develop a Town Design Statement for Sandbach.

4. Scope

4.1 The proposed scope for the project is split into five main phases of work:1. BaselineReview2. BaselineConsultation Study3. ObjectiveSetting4. Options Assessment and Drafted Concept Plan5. Public Exhibition and Finalising Concept Plan

4.2 Baseline Review. This phase will involve collating existing informationavailable and undertaking further studies to build a baseline contextualunderstanding of Sandbach Park. This may include, but is not limited to:topographical study, tree survey, ecological survey, strategy and policyreview, audit of existing infrastructure and facilities.

4.3 Baseline Consultation Study. This phase, which may overlap with the firstphase, will involve engaging with awide cross-section of park users andstakeholders, in order to develop astrong understanding of thecommunityaspirations for the development of the Park. Consultees may include, but arenot limited to: local authority officers, local town, borough and countycouncillors, South East Cheshire Enterprise, Police, members of SandbachPartnership, residents– especially those neighbouring the Park, businesses,young people, sports user groups, historical society members, local eventorganisers, disability user groups, and other community groups with aninterest in the Park. It is envisaged that in order to get thedepth ofinformation required, the consultation process will need to have amix ofqualitative as well as quantitative consultation methods.

Within this phase it also anticipated that a key stakeholder group of up to 20members representing a rangeof stakeholderswill be established from theconsultation. This group can meet and beauseful sounding board throughoutthedevelopment process, and it would be hoped that the group could evolve


into aFriends of Sandbach Park group to continue to support the parkdevelopment beyond the end of this process.

4.4 Objective Setting. This third phase will draw together the outcomes of thefirst two phases and identify the key issues in developing the park, and set aclear goal and objectives for what is required from thepark developmentproject. These objectives will need to be clear and realistic, achievablewithinresources, budget and constraints. It may be that some of the issues andobjectives highlighted fall outsideof the park boundaries e.g. widerconnectivity issues; where this is thecase, these issues and objectives shouldstill be included in the park development project work.

4.5 OptionsAssessment and Drafted Concept Plan. The fourth phase will usethe outlineobjectives to assess a wide range of options for development andproduce adrafted concept plan for the future of the park. Thiswould beaccompanied by more detailed proposals on elementsof this concept plan,which may include, but is not limited to:• Refurbishment of existing facilities• Proposed new facilities, including outline commercial business plans

whereappropriate• Landscape and planting design• Habitat and water-body development• Visitor management and audience development plan• Special eventsprogramme• Ongoing management and maintenance• Conservation management plan• Disability AccessAudit and Plan• Future management organisation and training plan• Prioritised and costed action plan• Identification of potential external funding sources

This drafted concept plan should include thedepth of information / reportsrequired for the initial stages of any major funding applications, depending onthe funding approach set out.

4.6 Public Exhibition and Finalised Concept Plan. The final phase will involvetaking the concept plan out to public exhibition. Comments received will needto be assessed and any relevant amendmentsmade, before the finalisedconcept plan can be formally approved.

5. Resources& Information Available

5.1 The following information and resources will be made available to supplementthework of the consultants. The information is provided in good faith, butwithout warranty of accuracy.• CheshireEast Local Strategic Partnership – Community Strategy• Cheshire East Council – Local Plan• CheshireEast Council – Economic Development and Tourism Strategy


• Cheshire East Council – Open Space, Sport and Recreation Study (2005)• Other strategy and policy documents from the predecessor County and

Borough Councilsas relevant.• Sandbach Partnership – Sandbach Healthcheck Report (June2002)• Sandbach Partnership – Sandbach Action Plan (June 2002)• Sandbach Town Council – Sandbach Vision Statements• Maps of Sandbach Park• Weaver Valley Initiative – Sandbach Project ProposalsDocument.• Initial Sandbach Town Heritage Trail design ideas (Wardell Armstrong)• DingleWood and Sandbach Park Great Crested Newt Survey (May 2009)• DingleWood and Sandbach Park Phase 1 Habitat Survey (April 2009)• Topographical survey of Sandbach Park (May 2004)• Report on Trees at Congleton Park (February 2009)• A list of useful contacts of relevant park user groups / stakeholders

6. Required Outputs

6.1 The following outputsarerequired:• Inception meeting on awarding the contract to ensure full clarity from both

sides on details of thebrief and ways of working• Update report and presentation to Sandbach Park Steering Group on the

findingsafter phase 3 of theproject.• Drafted concept plan report and presentation to the Sandbach Park

Steering Group after phase4 of the project• Finalised concept plan document after phase 5 of the document suitable for

submission to the HLF Parks for People first round application.

6.2 All written reportsshould be provided aselectronic copies, and additionallyten bound copiesof the final report will be required. Any design images usedin the final concept plan document will also be requested as separateelectronicfiles.

6.3 The ownership and copyright of all material and reports will rest solely withSandbach Partnership.

7. Timescales

7.1 Timescales for the tender process and for completion of theproject are:• Tenders invited 13 July 2009 and due back by 27 July 2009.• Contract awarded by 31 July 2009• Phases1-3 to be completed by 18 December 2009• Phase 4 to be completed by 14 February 2010• Phase 5 to be completed by 31 March 2010.

8. Management of the Contract

8.1 Sandbach Partnership will act as theclient for the brief. Bob Hardiker, ProjectCoordinator, will act as the principal contact for the project.


8.2 The principal contact will work with theSandbach Park Steering Group madeup of representatives of key local funders and other partners, and as outlined insection 6 above, the consultantswill berequired to give presentations back tothis Steering Group at key points in the project.

9. Form of Tender and Basisof Evaluation

9.1 The tender should beno more than 10 sides of A4, excluding drawingsandshould consist of the following:• A company profile• A proposed work programme and meetingsschedule to meet the brief• A list of who will undertake the work, staff CVs, daily rates, and what

their input is at each stageof thestudy• Details of any sub-contracting and if so how this will be managed• Office facilities required• Cost breakdown and payment structure• Details of similar work done in the recent past including an example of

completed design drawingsmeeting final stagerequirements• 2 referees who should be clients commissioning similar work• evidence of professional indemnity and public liability insurance

9.2 The bid is requested on the basis it is submitted entirely at the consultant’sexpense. Sandbach Partnership does not undertake to make an appointmentfrom this exercise.

9.3 Tenders should bemarked “Tender for Sandbach Park” and returned by 12noon on Monday 27 July 2009 to:

Bob HardikerSandbach Partnership Project CoordinatorSandbach EnterpriseCentreWesley AvenueSandbachCheshire CW11 1DG

9.4 Tenders will be judged on how they meet the requirementsof this brief and onthebasis of a price:quality ratio of 40:60. Quality criteriawill be based on:• Understanding and experience of working within asensitiveand historic

environment• Project management skills and successful achievement of deadlines• Public consultation skills• Proven success in developing schemeswhich aresuccessful funding

projectsespecially national lottery

Shortlisted consultants may be invited to make a brief presentation to theSandbach Park Steering Group to outline their proposed approach and provideclarification of detailed pointsprior to a final decision being made. If requiredthismeeting will be held on Thursday 30 July


9.5.1 Should you have any querieson thisTender Package, please feel free tocontact Bob Hardiker, tel 01270 752124 or e-mail [email protected]

mailto:[email protected]


Summary of Sandbach Park Next Steps2009/10 (draft)

Stage Timescaleestimated

Who will do

Tendering• produce brief• tender return• assess• appoint counsultants.

July 2009July 2009Aug 2009Aug 2009

Partnership

Baseline review –Topographical survey, tree survey, ecologicalsurvey, strategic and policy context, audit of existinginfrastructureand facilities, links into any widertown centremaster-plan.

Sept 2009 Consultant tobeappointed

Baseline consultation strategy –Stakeholder interviews, mediaengagement,interactive website, resident survey, on-sitesurveys,focus groupswith key groups, key stakeholderworkshop and SpaceShaper tool.

Oct-Nov 2009 Consultant tobeappointed

Key issues, goal and objectives –Establish realistic, achievableobjectives withinaccessible resources. This will set the overall aimsfor the project and is a vital stage. Would form basisfor a second workshop for key stakeholders.

Dec 2009 Consultant tobeappointed

Optionsassessment, vision and draft action plan–Options reviewed and assessed, guiding vision set,developed, redevelopment plan produced including:refurbishing existing facilities, proposed newfacilities, landscape and planting design, habitat andwater-body regeneration, visitor management,special events, management and maintenance,management organisation, prioritised and costedaction plan, potential funding sources. Draft visionand action plan would bebasis for third workshopwith key stakeholders.

Jan-Feb 2010 Consultant tobeappointed

Public exhibition and final plan –Public exhibition of proposals, community reactionassessed, modifications made to plans, formaladoption of finalised action plan.

Mar 2010 Consultant tobeappointed

Project delivery –From overall plan, individual schemescan be takenforward for full design and construction. Schemescan beselected on the basisof priority and availablefunding.

Apr 2010onwards.

Dependent onplans andfundingapplications

Cost for first five stagesestimated at £15-18k.


Sandbach Town CouncilSandbach Town Design Statement

IntroductionThis paper is to be considered by the Town Council’s Project Committee when itmeets on 9 July 2009. It outlines the findings of the Town Design Statement workinggroup and seeks the endorsement of the Project Committee to amend the long-termplan.

BackgroundIn October 2007, following a request from the Sandbach Partnership, the TownCouncil agreed to pursue the idea of undertaking a Town Plan and £20k was builtinto the 2008/09 budget for this purpose.

Following the decision to undertake a Town Plan and through consultation withprofessional bodies, it became clear that to develop a ‘Town Plan’ was not the mostappropriate course of action and all other options were considered.

In July 2008, the Council received a presentation from Mr John Gittins of theCheshire Landscape Trust (CLT) and the decision to undertake a Town DesignStatement (TDS) was made, £20k from budget was made available for this purpose.The work would be undertaken as a joint project with the Sandbach Partnership andwould need buy-in from Congleton Borough and Cheshire East Councils. It wasagreed that the CLT would support the Council in developing this piece of workwhich would ultimately be adopted by the principal planning authority as aSupplementary Planning Document (SPD); within weeks the offer of support fromCLT had been withdrawn.

A Working Group comprising of representatives from the Town Council, SandbachPartnership and Principal Planning Authority was formed; a Planning Consultant laterjoined the group to offer advice and guidance.

Since that time the working group has continued to meet and in March 09 a ProjectFeasibility Study commenced for the purpose of formally identifying the benefits ofundertaking a Town/Community Design Statement. Part of the work of theFeasibility Study involved group members each carrying out a first phase audit of thetown centre (attached); their remit was to identify positive and negative issues withinthe town that could be incorporate in a SPD, they were also to log ‘other’ issues thatcould be dealt with using alternative methods. The findings were collated atconsidered at a group meeting on 18 May, at that time the consensus was that aTDS was not required to address the recorded issues, but there was definitely aneed for a coordinated approach in the form of a Town Action Plan. A final meetingof the group was held on 18 June at which the views of planning officers werereceived, they agreed with the findings and stated that ‘at present there would belittle value in a TDS for Sandbach as it is unlikely that we will see a great deal ofchange in the town’.


Recommendations of the TDS Working Group

§ Group representatives to report findings back to their relevant organisations.

§ Agree to develop a Community Plan:

- Establish combined STC/SP working group to start to develop the communityplan.

- Identify and recruit community group members.

- Identify the need and define projects.

- Identify what resources are required/available from STC/SP/Community

- Inform Cheshire East Council of the change in plan.

Sandbach Town Council is asked to receive this report and to establish a Working Group todevelop a Community Plan for Sandbach. The Plan will take into account the followingdocuments:

§ The Market Town Healthcheck 2002§ The Sandbach Vision§ The First Phase Audit

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SANDBACH TOWN COUNCIL · 5. To determine the quorum of any Project Group shall be two or more...

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Transcript of SANDBACH TOWN COUNCIL · 5. To determine the quorum of any Project Group shall be two or more...