Providing a clean and safe environment

 

Project

Detail

Milestones

Outcome

Responsible Owner

Safer Maidstone Partnership Strategic Assessment

 

Working with a range of partners including Police and Probation services to reduce crime and Anti-Social Behaviour and support the Government’s PREVENT programme and raise awareness of child safeguarding

 

Adoption of Safeguarding Policy – July 2016

Maidstone is a safer place to live and visit.

 

Minimise child exploitation.

Head of Housing and Community Services

Review of Licensing Policies

Following implementation of taxi and private hire policy and licensing policy complete remaining reviews.

Review and implement Gambling Act Policy – November 2016

Maidstone has a set of procedures and practices that promote safe and good quality services around those trades.

Head of Housing and Community Services

Waste and Recycling Strategy

Implementing of the Waste and recycling strategy till 2019 to meet EU and local targets.

Complete review of uptake of food waste challenge – April 2016

 

Development of the Action Plan for the short and medium term – April 2016

 

Review household waste collection services including freighter and bulky service – April 16

 

Implementation of action plan June  2016 – April 2017

A minimum of 50% recycling rate by 2019

Head of Environment and Public Realm

Depot Services Development Plan

Identifies various strands of new income-generating and cost-saving projects, from Depot based services.

 

Consider feasibility of all potential projects – April 2016

 

Identify viable projects – ongoing from May 2016

A more financially efficient and commercial service

Head of Environment and Public Realm

Low Emission Strategy

The Low Emission Strategy will set out actions that we as a district council can have most influence over in addressing poor air quality where it exists.

 

Adoption – June 2016

 

Implement Action plan

Maidstone contributes towards cleaner air.

Head of Housing and Community Services

Environmental enforcement Strategy

Developing new aspects to our current practices.

Increase in FPN littering and dog fouling charges – April 16

 

Draft new youth littering engagement programmes – May 16

 

Developing a coherent analysis of all environmental data – July 16

Greater awareness and reduction in incidences of environmental crime

Head of Environment and Public Realm

Street Cleansing Mobile Technology Development Plan

 

improving and expanding upon the existing software functionality and reach of current street cleansing technology

Undertake Bin Audit borough wide – March 16

 

Implementation of Bin Audit review action plan – July 16

 

Explore opportunities for dynamic tasking of street cleansing operatives  - July 16

 

Adoption of vehicle asset management systems- Sept16

More agile and efficient workforce

Head of Environment and Public Realm

MBC Commercial Waste Service

 

Identifying a future growth strategy

Achieve 350 business customers – April 16

 

Glass feasibility collection study – Sept 16

 

Food waste collection feasibility study – Jan 2017 

Growth in business the commercial waste service

Head of Environment and Public Realm

Crematorium Development Project

 

Maximising the current Vinters Park site potential and extending and improving the services offered to borough residents

Commence implementation of Phase One – January 2017

 

Commence implementation of Phase two – April 2017

Improve range of service to customers of Vinters Park

Head of Environment and Public Realm

 


 

 

Encouraging good health and wellbeing

 

Project

Detail

Milestones

Outcome

Responsible Owner

Affordable energy Strategy

Delivering actions to improve the energy efficiency of properties of the borough

Under development – To be Confirmed

Increased number of energy efficient homes in the borough.  Residents’ bills reduced for more cost effective living.

Head of Housing and Community Services

Health and Well Being Action Plan

Street level intervention to provide practical solutions to improve individual’s well being

Under development – To be Confirmed

 

 

Areas prevented from worsening

Head of Housing and Community Services

Housing Assistance Policy

Guides the Council to use its resources to improve or tackle instances of poor housing on people’s health and well-being.

Review and update housing assistance policy – October 2016.

 

May 2016 – Complete stock condition survey

 

To determine the number of properties for improvement following review of outcome from stock condition survey – October 2016

Reduction on the negative impact of poor housing on people’s health and well-being.

Head of Housing and Community Services

 


 

Respecting the character of our Borough

 

Project

Detail

Milestones

Outcomes

Responsible Owner

Parish Charter

 

Undertake a review in 2016

Consultation with Parishes

 

Undertake full review – October 2016

Maintain a valuable and constructive relationship between the Borough Council and Parish Councils

Head of Housing and Community Services

Culture and Heritage

Developing our information base and incorporating our rich culture and heritage into our strategies and plans.

Pilot project with Royal Society of Arts and Heritage England based on “what are the stories we tell each other, ourselves and others about who we are?”  - April 2016

 

Public realm/public art guidelines produced for Maidstone Town Centre.

 

Ensuring that we make the most of our Culture and Heritage assets

 

Embedding our history, culture and heritage into our street scene, interpretation, signage and public realm projects where appropriate.

Head of Economic and Commercial Development

 

Ensuring there are good leisure and cultural attractions

 

Project

Detail

Milestones

Outcomes

Responsible Owner

A Sustainable Future for Mote Park

 

Programme of projects will be delivered against the agreed spatial framework

Planning permission obtained for the Adventure Zone

 

Procurement undertaken and contract awarded for the Adventure Zone

 

Construction of Adventure Zone complete – March 17

 

Adventure Zone open and operational – April 17

 

 

Business case produced for a new Café/Visitor/Education Centre for Mote Park – April 16

 

Funding bid submitted to Heritage Lottery Fund and/or other bodies – August 16

 

 

 

A range of outcomes have been identified including:

 

Establishing Mote Park as a destination recognising its status as one of Britain’s best loved parks

 

Protecting the long term sustainability and financial future of the parks and open spaces through income generation

 

Providing improved leisure facilities to the residents and visitors to the Borough’s parks and open spaces.

 

Head of Economic and Commercial Development

Play Area Improvements Programme

 

The £1.75m capital programme to replace strategic play areas will be delivered over 2016/17 and 2017/18.

Complete year one programme of works – July 16

 

Assess performance of contractor on year one programme.  – July 16

 

Retender or Award phase 2 contract – August 16

 

To ensure a network of strategically important play Areas based on a 12 minute walking time for local residents to ensure all round, healthy development of children and young people.

Head of Economic and Commercial Development

Parks & Open Spaces 10 Year Development Plan 

 

A new plan will be produced which outlines the role of our parks and open spaces, how we will manage and develop them.

Develop draft plan – June 16

 

Consultation with key stakeholders – May 16

 

Adoption of plan – Sep 16

 

Consider the future operational models for parks and open spaces Jan 17

 

Repair/renew roads and pathways as per capital programme.

 

A consolidated plan which sets out the role of parks and open spaces in our borough and addresses their sustainability for the future.  Including identifying maintenance and investment requirements and their role in supporting health and well-being.

Head of Economic and Commercial Development

Destination Management Plan 

 

Delivery has commenced on the three year Destination Management Plan Action plan with the Destination Management Programme Board overseeing its delivery via four working groups based on the themes River, Town, Countryside and Events.

DMP Board and Project Working Groups set up – Nov 15

 

Integration of ‘Town’ working group to town centre investment and development plan.

Annual progress against 3 year action plan.

 

 

Increase the value of tourism by targeting higher-spend markets with growth potential.

 

Use tourism to reinvent what a County Town means for the 21st century.

 

Encourage more overnight visitors to the Borough to come into the town centre – including in the early evening – and to explore Maidstone’s countryside and villages

 

Connect the town with its surrounding countryside in tangible ways that encourage visitors to explore further and stay longer

 

 

Head of Economic and Commercial Development

Museum Development Programme

 

A new 20 year Strategic Development Plan for Maidstone Museums will be produced and a Strategic Board set up to oversee its development and implementation.

Capital works completed in East Wing reception – April 16

 

Capital programme board established to oversee further capital projects.

 

 

 

Draft Museums 20 Year Development Plan produced with the Museums Strategic Development Board – Q2 16

 

Consult with key stakeholders on the draft Museums 20 Year Development Plan Q3 16

Maidstone Museum will be a flagship museum service and a nationally recognised tourist destination

 

A service that is well used by the local community and of which they are proud; but which also draws audiences from across the country forming the cornerstone of Maidstone’s tourist economy

 

The capital and revenue invested in the museum will begin to see a return on its investment with increased retail sales, paid for exhibitions, children’s parties

Head of Economic and Commercial Development

Enhancing the appeal of the town centre for everyone

 

Project

Details

Milestones

Outcomes

Responsible Owner

Town Centre Development Plan –

 

 

 

A programme of actions designed to deliver physical development and investment and better operational management of the town centre.

Establish Maidstone Town Centre Strategic Advisory Board 2nd February 2016

Agree 5 year programme of public and private investment July 2016

Coordinate private sector investment and guide programme of actions to maximise impact

Head of Economic and Commercial Development

Work with Capital and Regional to deliver an improved retail and leisure offer in The Mall with a planning application submitted in 2016

Maidstone's retail rankings improve, strengthening the attractiveness of the town centre as a place to shop, visit and work

 

Director of Regeneration and Place

Plan, Design and Implement Phase 1 Redevelopment of Maidstone East Station Nov 2016

 

Develop comprehensive scheme for Maidstone East with KCC November 2016

Gateway into the Town Centre is greatly enhanced, passenger access improved and improved facilities in time for Thameslink Services

Maidstone’s rankings improve

Director of Regeneration and Place

Deliver Bridge Gyratory Widening Scheme by December 2016

Improve infrastructure and network capacity reducing congestion in the Town Centre

Head of Economic and Commercial Development

Deliver riverside Towpath from Allington to Tovil December 2016

Improve accessibility and make the town more attractive for leisure and tourism activities

 

Head of Economic and Commercial Development

Plan, Design and Implement Phase 3 Public Realm improvement project Nov 2016

Maidstone's retail rankings improve, strengthening the attractiveness of the town centre as a place to shop, visit and work

Head of Economic and Commercial Development

 

Securing improvements to the transport infrastructure of our borough

 

Project

Detail

Milestones

Outcome

Responsible Owner

The Local Plan

Together with this are companion documents such as the Integrated Transport Strategy and Infrastructure Delivery Plan (the latter will form much of the basis for a Community Infrastructure Levy (charging schedule)

Submission of the Maidstone Borough Local Plan to the Secretary of State for Independent Examination -May 2016

 

Public consultation on the Draft Community Infrastructure Levy Charging Schedule - 13 May to 24 June 2016

 

Adoption of the Integrated Transport Strategy by Strategic Planning Sustainability & Transport Committee (and Full Council) April 2016

 

Submission of the Community Infrastructure Levy Charging Schedule to the Secretary of State for Independent Examination - August 2016

 

Independent Examination into the Maidstone Borough Local Plan – September-November 2016

 

Independent Examination into the Community Infrastructure Levy Charging Schedule - February 2017

 

Adoption of the Maidstone Community Infrastructure Levy Charging Schedule – April 2017

 

Adoption of the Maidstone Borough Local Plan by Full Council - April 2017

 

 

 

We will better control development in the borough and secure improvements in infrastructure for our businesses and residents

 

We will plan future development effectively

Head of Planning and Development

 

 

 

 

Promoting a range of employment opportunities and skills required across our Borough

 

Project

Details

Milestones

Outcomes

Responsible Owner

Economic Development Strategy

 

The Council's adopted Economic Development Strategy set out how the Council and its partners will deliver economic growth and prosperity for the borough's residents and businesses over the period of the Local Plan

Agree roll-out 2016/17 of super-fast broadband with KCC across the Borough

 

Growth of small and medium sized businesses in rural areas

Head of Planning and Development

North Kent Innovation Zone governance, marketing and commercial proposition agreed September 2016

Kent Medical Campus attracts investment, innovation and high skilled jobs. Job creation targets supported and shortage of commercial land addressed. A reduction in low wage, low skilled jobs

 

Head of Economic and Commercial Development

Town Centre Improvement Programme delivered – as above

As above

Head of Economic and Commercial Development

Business Terrace pilot deliver operational phase.

 

Business Terrace extended to the whole of the first floor at Maidstone House in partnership with Capital and Regional

Town Centre ‘office market stimulated and small business growth encouraged, improved business start-up rates

 

Head of Economic and Commercial Development

 

 

Planning for sufficient homes to meet our Borough’s needs

 

Project

Detail

Milestones

Outcome

Responsible Owner

The Local Plan

Together with this are companion documents such as the Integrated Transport Strategy and Infrastructure Delivery Plan (the latter will form much of the basis for a Community Infrastructure Levy (CIL) charging schedule)

Submission of the Maidstone Borough Local Plan to the Secretary of State for Independent Examination -May 2016

 

Public consultation on the Draft Community Infrastructure Levy Charging Schedule - 13 May to 24 June 2016

 

Adoption of the Integrated Transport Strategy by Strategic Planning Sustainability & Transport Committee (and Full Council) April 2016

 

Submission of the Community Infrastructure Levy Charging Schedule to the Secretary of State for Independent Examination - August 2016

 

Independent Examination into the Maidstone Borough Local Plan – September-November 2016

 

Independent Examination into the Community Infrastructure Levy Charging Schedule - February 2017

 

Adoption of the Maidstone Community Infrastructure Levy Charging Schedule – April 2017

 

Adoption of the Maidstone Borough Local Plan by Full Council - April 2017

 

 

We will better control development in the borough and secure improvements in infrastructure for our businesses and residents

 

We will plan future development effectively

Head of Planning and Development

Treat large scale major planning applications cumulatively as a project

 

 

 

We want to establish and deliver a service that provides ‘planning performance agreements’ for large scale major developments

 

This will include agreeing timescales at pre-app stage as well as other elements such as direct contact officers

 

We will deal with these applications using a project management approach

Set a pricing structure. April 2016

 

Set a template S106 agreement with standard heads of terms. April 2016

 

Setting a standardised Planning Performance Agreement for future developments. April 2016

 

Migration of all historic S106 data into a new system. July 2016

Improved decision making for major large scale developments, including stakeholder engagement

 

To help provide the homes we need in the need in the borough, and to deliver them in a timely manner

 

This will also support employment in the borough through both large scale residential developments as well as commercial developments

Head of Planning and Development

Affordable Housing Programme

 

We will continue to attract significant external investment to enable the delivery of over 160 new affordable homes including affordable rent, shared ownership and Starter Homes

 

In addition the Council will through direct intervention embark on a programme of delivering its own housing

Deliver starter homes scheme – 2020

 

March 2018 – delivery of more than 300 affordable homes

 

April 2018 – Begin delivery of programme of affordable rented accommodation

 

Different housing products available to meet the change of income levels

Head of Housing and Community Services

Housing strategy 2015-2020 Action Plan

 

Delivers the council’s vision for the delivery of new housing across the public and private sector markets, the improvement of the existing housing in Maidstone Borough and tackling key issues such as homelessness and assisting the most vulnerable members of our community

Milestones to be confirmed following agreement of the Housing Strategy April 2016-2020.

 

Acquisition of property – March 2017

Everyone having access to affordable, decent housing

Head of Housing and Community Services

Empty Homes strategic action plan

To address the issue of bringing empty homes back into use, giving consideration to the amendments proposed in the Housing & Planning Bill, as it goes through Parliament to become legislation in 2016, that will make it easier to use existing powers

Review Strategy – September 2016

 

Adopt new Strategy – Match 2017

 

Care home (not yet named) initiative – July 2016

 

Empty properties brought back into use to provide homes for families in housing need

Head of Housing and Community Services

The delivery of the Homelessness Action Plan

To increase the number of homeless cases that are prevented, this will be a challenging but highly important aspect of the Services focus in 2016/17 in order

Under development  - to be confirmed

Where possible prevent homelessness and where this unavoidable  a reduction in the time spent by families temporary accommodation

Head of Housing and Community Services

Affordable Housing Programme

 

We will continue to attract significant external investment to enable the delivery of over 160 new affordable homes including affordable rent, shared ownership and Starter Homes. In addition the Council will through direct intervention embark on a programme of delivering its own housing.

Deliver starter homes scheme – 2020

 

March 2018 – delivery of more than 300 affordable homes

 

April 2018 – Begin delivery of programme of affordable rented accommodation.

 

 

Different housing products available to meet the change of income levels.

Head of Housing and Community Services

Housing Assistance Policy

Guides the Council to use its resources to improve or tackle instances of poor housing on people’s health and well-being.

Review and update housing assistance policy – October 2016.

 

May 2016 – Complete stock condition survey

 

To determine the number of properties for improvement following review of outcome from stock condition survey – October 2016

Reduction on the negative impact of poor housing on people’s health and well-being.

Head of Housing and Community Services