Issue - meetings

1.      That feedback provided by the Scrutiny Committee at its meeting on 3^rd July 2023 be noted.
 

2.      That the Strategic Outline Case for Station Approach be considered and the recommended approach to progress the project as outlined in Option 3 of section 13.3 in report CAB3413 be agreed.

3.      That authority be delegated to the Strategic Director with responsibility for the Station Approach project, in consultation with the Leader and Cabinet Member for Asset Management to finalise the brief to procure the concept masterplan as outlined in points 4 and 5 below.

4.      That the procurement and subsequent award and entering into a contract of a multi-disciplinary team to produce a concept masterplan for Station Approach be agreed as outlined in sections 3.2 and 14 of the report.

5.      That an evaluation model of 70% Quality / 30% Cost for the procurement of a multi-disciplinary team to produce a concept masterplan for Station Approach be agreed as stated in section 3.2 of the report.

6.      That the release of £295,000 from the Regeneration Reserve to fund stage 2 of this project be approved, as set out in section 12.5.3 of the report.

Councillor Tod introduced the report and explained the council’s careful and considered approach to understand whether a viable scheme was able to be progressed.  He referred to the detailed stages of the work and information gained, and the conclusions now reached as set out in the report.

Dr Nicholas Dennis spoke during public participation as summarised briefly below.

He highlighted potential loss of revenue due to delays in the project, highlighting that some areas were currently fenced off and the old registry office building and office buildings in Andover Road remained empty.  He also pointed out that both the North Walls Police Station site and the former recreation centre at River Park were yet to be developed.  He believed that if there were net costs required to proceed with the Station Approach proposals, residents would not be happy for this to be achieved from making savings elsewhere.  In summary, he considered that the council should focus on smaller scale, achievable projects and postpone this scheme.

At the invitation of the Leader, Councillors Wallace and Godfrey addressed Cabinet as summarised briefly below.      

Councillor Wallace

He highlighted that Station Approach was a great opportunity to accelerate the transition of Winchester into a more environmentally friendly and sustainable city.  The area was an important local transport system hub and as transport was the largest contributor of Green House Gases emissions in the district, transport improvements should be at the centre of the project.  Regarding buildings, the council must be ambitious in aspiring to achieve the best possible development for the city that achieved the council’s environmental, social and governance objectives. This should include adaptable/flexible modularised buildings to meet changing demand and technologies. 

Councillor Godfrey

He noted that budget for consultants to complete the concept masterplan has been increased but he queried its adequacy, especially as it was 18 months until the next decision milestone.  He also asked whether underlying studies work that had been previously undertaken could be re used.  He was also unclear of the involvement of the rail companies in the master planning phase and subsequent development. Finally, he referred to the critical success factors required to be achieved for the project to continue.  He queried if there had been any indication of the shortlisted options in the scope of the masterplan being capable of providing such an affordable scheme or providing the land value equivalent to its current land value?

Councillor Tod, together with the Interim Strategic Director, Director of Regeneration and the Project Lead responded to the points raised by members of the public and councillors.  In particular, the following points were clarified:

·       The council did not wish for there to be decommissioned and unproductive sites in its ownership – the empty office buildings (not in the council’s ownership) were reflective of the lack of modern, flexible spaces that were required by businesses. 

·       A priority of the project was for there to be a connected, sustainable low carbon development with transport at its centre and the project was also  ...  view the full minutes text for item 7

Recommendation

It is recommended that the committee scrutinise and comment on the proposals within the attached cabinet report, ref CAB3413 which is to be considered by cabinet at its meeting on the 18 July 2023.

NOTE.

This report contains an exempt appendix, if members wish to discuss any part of this exempt paper, then the following applies:

(i)                  To pass a resolution that the public be excluded from the meeting during the consideration of the following items of business because it is likely that, if members of the public were present, there would be disclosure to them of ‘exempt information’ as defined by Section 100 (I) and Schedule 12A to the Local Government Act 1972 by virtue of paragraph 3 which is information relating to the financial or business affairs of any particular person (which includes the authority holding that information).

Councillor Tod, Leader and Cabinet Member for Asset Management introduced the report, ref CAB3413 which set out proposals for the Strategic Outline Case for Station Approach, (available here). Councillor Tod’s introduction included the following points.

1. The project aimed to transform the area next to the railway station into a vital transport hub, addressing various issues raised by the community.
2. The vision focused on creating a connected and sustainable development that was carbon neutral and served as an exemplar for low-carbon living and working.
3. The project would consider changing work patterns, housing patterns, and the evolving use of city centres.
4. High-quality design and positive placemaking were essential aspects of the development, complementing the existing character of the city.
5. The project emphasised co-creation with residents, businesses, and stakeholders to adapt to the period of change.
6. A capacity study was conducted, demonstrating the feasibility of development despite the economic challenges.
7. The study did not provide a master plan or answer transport questions but set the stage for the next phase of detailed planning and thinking.
8. The project follows a gated process with clear criteria for each stage.
9. The current report focuses on the five cases (economic, commercial, financial, management, and strategic) to progress to the next stage, which involved creating a master plan.
10. Various activities were undertaken during the last 12 months, including market analysis, parking surveys, stakeholder engagement, and consultation.
11. The area's gateway status and the importance of trees, green spaces, and improving the neighbourhood were highlighted.
12. The capacity study revealed potential development opportunities for specific sites, while network rail sites posed challenges due to parking replacement requirements.
13. The Strategic Outline Business Case was produced, supporting the recommendation to proceed with the next phase of developing a concept and an outline business case.
14. Despite the economic climate, the development work was deemed necessary, as it would be ready when conditions improved in the future.

The committee was recommended to comment on the proposals within the attached cabinet report, ref CAB3413 which was to be considered by the cabinet at its meeting on 18 July 2023.

The committee was supported by Emma Taylor, Project Lead, John East, Strategic Director – Place, Ken Baikie, Director of Regeneration and Dawn Adey, Strategic Director. The committee proceeded to ask questions and debated the report. In summary, the following matters were raised:

1. Concern regarding the time taken to reach this stage of the project.
2. Concern over the absence of the railway companies in the project and how it would impact the development of the transport hub aspects.
3. Clarifying the formation of the master plan team and whether it would consist of local or external experts.
4. Understanding the transparency and flexibility of the procurement process.
5. Whether the reference group would include cross-party members and understanding their role in shaping the project.
6. Understanding the provisions for pickups/drop offs at the railway station, as well as the ease of travel for people going from the city centre to their destination without having to change buses at the station.  ...  view the full minutes text for item 7