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					                                                            APPENDIX A




Joint Strategic Business Case between Suffolk
 County Council and Waveney District Council
 for the delivery of a shared Office and Public
           Access facility in Lowestoft




                             August 2012




    Working together to provide value for money for public services
                    Summary of Strategic Business Case

This joint strategic business case was developed by Suffolk County Council
(SCC) and Waveney District Council (WDC) to look at the feasibility of
building a new shared office complex on land at Riverside Road, Lowestoft,
previously obtained by WDC, whilst complementing it with a shared public
access point in Lowestoft town centre.


The business case considered the impact of the development on Lowestoft
town centre and indicates that the project, delivering new modern high quality
public sector offices, will provide an important catalyst for the regeneration
both at the land identified at Riverside Road, by keeping much needed jobs
within the town, and by careful management and disposal of the current
buildings. Regeneration opportunities for the town centre will increase with
SCC and WDC working together to create cohesive ‘land packages’ available
which will be more attractive to developers. (section 4 and 13)


The project proposes to create a shared public access point in the town
centre to improve the customer experience whilst gaining efficiencies.
Currently services are offered at a number of locations around the town. Both
councils are committed to working with other public sector partners to
increase the services available at the customer access point to provide a
‘single front door’ for services from the public sector in Lowestoft. (section 10)


In preparing the business case a feasibility report was commissioned to
ensure the estimated costs in the WDC and SCC Cabinet reports in April and
May were confirmed as being sufficient to deliver the project. It concluded that
a contribution from each Council of £6.825m would be sufficient for the
project. Each council will also receive a receipt for disposal of their current
properties. This report has indicated that the earliest the development would
be available for occupation is late 2014. (section 12, appendix 2)


The option to remain in the current buildings with extensive refurbishments
was also costed and compared. Maintenance and refurbishment of the current
buildings were analysed and the figures show that these costs exceed the
capital value of the buildings. A further budget allocation will be required to
remain in the current estate to allow the refurbishment works to be carried out.
Opportunities to share premises would very limited with this option. (section
12)


Demolition and rebuilding on the current sites would limit opportunities to
share buildings due to planning restraints on the size of the buildings. The
opportunity to reduce costs by sharing buildings would not be available. St
Margarets and the Town Hall are listed buildings and therefore would need
refurbishing as part of this option. In addition the opportunities to regenerate
the town centre by releasing land would not be available.(section 12)


Both refurbishment of the current estate and demolition and rebuilding would
not offer ongoing savings through ‘soft’ costs such as sharing of building costs
for example, reception, courier, postal, security and caretaking. Opportunities
to reduce the Council’s carbon footprint by the use of renewable energy
sources would be limited due to planning restraints. Neither option would
maximise the regeneration of the town centre.


Further ‘soft’ savings will also be made in travel time and mileage although
these will not be easily quantifiable. (section 12,)


Both Councils commitment to reducing their impact on the environment was
also considered with a report commissioned to look at the economic case for
the project from an energy performance perspective. The report estimates this
project will result in a reduction of both Councils’ carbon footprint of up to 70%
and the reduced running costs will continue to provide annual savings beyond
10 years. (section 12.4, appendix 6)


SCC has recent experience of developing shared buildings with partners,
Landmark House with Police, and West Suffolk House and Haverhill House
with St Edmundsbury Borough Council. Using this experience a project
governance is proposed by both SCC and WDC for Cabinet to delegate
decision making to a Joint Committee of members. (section 5)


Although both SCC and WDC have considerable expertise ‘in house’ it is
proposed that a Programme Director is jointly appointed by SCC and WDC to
programme manage the project, responsible to the Joint Committee. (section
6)
Riverside Development

Table of Contents

                                                        Page
        Appendices and figures
   1.   Introduction                                           1
   2.   Partners                                               1
   3.   Letter of Intent                                       1
   4.   The Vision                                             2
   5.   Governance Arrangements                                4
   6.   Programme Management                                   6
   7.   Assumptions                                            9
   8.   Why the programme is necessary                         10
           8.1 SCC                                             11
           8.2 WDC                                             12
   9.   Strategic objectives                                   13
           9.1 Links to Corporate Priorities                   14
           9.1.1 SCC                                           14
           9.1.2 WDC                                           15
   10. Public Access                                           16
   11. IT Vision                                               18
   12. Economic Case                                           19
           12.1        Estimated project cost                  19
           12.2        SCC                                     21
           12.3        WDC                                     27
           12.4        Energy Costs                            34
   13. Ownership and Disposal Strategy                         36
   14. Delivery Timescales                                     37
           14.1        Contract and Framework options          37
   15. Environmental Impact                                    38
   16. Transport and Travel                                    38
   17. Conclusion                                              42
Appendices and figures



Figures

Number    Description                                           Page
1         Project Governance diagram                              5
2         Programme Structure                                     8
3         IT vision                                               19
4         Proposed office locations                               39


Appendices

Number    Description                                           Page
  1       Letter of Intent                                         i
  2       Client Design Advisor Executive Summary                 iii
  3       SCC buildings estimated long term maintenance costs    xvii
  4       WDC buildings estimated long term maintenance costs    xxi
  5       Procurement options                                    xxiii
  6       Energy costs analysis – executive report              xxxiii
   1. Introduction
This is a joint strategic business case developed by Suffolk County Council
(SCC) and Waveney District Council (WDC) to look at the feasibility of
building a new shared office complex on land at Riverside Road, Lowestoft,
previously obtained by WDC, whilst complementing it with a shared public
access point in Lowestoft town centre.


   2. Partners
This business case has been developed on the basis of principles agreed by
SCC and WDC :


   1. SCC and WDC jointly constructing a new shared office complex on the
        land previously obtained by WDC at Riverside Road, Lowestoft.


   2. The Capital costs of the build will be shared 50/50


   3. Both parties jointly owning the building (50/50) with running costs
        shared on a pro rata basis.


It is the intention of both parties to seek opportunities for public sector and
voluntary/community partners to also relocate to the property, subject to such
arrangements not causing delay, cost or risk to delivery of the project.
Discussions are underway to determine requirements of other such partners.


Consideration will be given to current partnership arrangements that include
services that have been outsourced and also any opportunities arising from
the current divestment programme.


   3. Letter of Intent
To enable the Joint Business Case to be developed both Parties have signed
a letter of intent (appendix 1) which covers


       Partnership principles
       Decision making
       Withdrawal of a party
       Confidentiality
       Dispute Resolution

Should the business case proceed to project delivery, it is intended this letter
of intent will be replaced by a formal Memorandum of Agreement for the
duration of the project.


   4. The Vision
In the current financial climate the public sector needs to continue to obtain
value for money and maximum efficiency from its property assets as well as
ensuring that property remains fit for purpose and meets service needs whilst
supporting economic growth and regeneration.


The Suffolk Property Partnership has been set up to support the development
of a Single Public Sector Estate in Suffolk, by looking at all public sector
properties in Suffolk and to investigate whether savings in both revenue costs
and carbon reductions can be made by sharing buildings. Co-location also
affords an opportunity to provide a ‘one front door’ service to customers,
greatly improving their current experience.


All public sector organisations across Suffolk have been working together to
identify a better way to deliver their services.


In addition by working in partnership to dispose of both Councils current
properties in the town centre, the project will enable better land packages to
be offered for regeneration. Planners have indicated that the availability of the
land in this way could act as a catalyst for the regeneration of Lowestoft town
centre which might otherwise be impaired by the existing buildings. SCC and
WDC have committed to work together on a disposal strategy that optimises
the opportunities for the town centre.


The existing sites in public sector use also offer significant potential
redevelopment opportunities to help secure some of the objectives set out in
the Waveney Local Development Framework which otherwise would not be
delivered.


Lowestoft is the county’s second largest town, facing some significant
economic and social challenges that are being addressed, but as the public
sector we need to lead the way in helping to bring forward and facilitate every
opportunity.    Last year the town had a number of sites designated as
Enterprise     Zones   (EZ)   recognising    the    economic   challenges    but
acknowledging the town as a key strategic growth point on the east coast,
linked primarily to the offshore energy industry.


This project, delivering new modern high quality public sector offices, will
provide an important catalyst for the regeneration of both the land identified at
Riverside Road, by keeping much needed jobs within the town and by careful
management and disposal of the current buildings.


The development of Riverside Road would establish the confidence and “feel
good factor” that the town is open for business and looking forward by placing
the development at the heart of the new economic opportunities available,
rather than as we currently are, dispersed around the town in poor quality
buildings which is not a good first impression for new business to the town.
WDC Planners have indicated that although the proposed use of this site for
council offices could be seen as being contrary to the spirit of the EZ status it
nevertheless provides a significant positive enhancement to the area, secures
employment in the town and provides the opportunities to redevelop other key
sites to enhance other parts of the town including in the town centre. This
benefit significantly outweighs the negative impacts such that the proposals
would in principle be supported. The WDC Planning officers have also had
meetings with other potential occupiers of adjoining sites at Riverside Road
looking for quality office development.


By delivering on this site to the environmental and design parameters set it
would also set the benchmark and aspiration for other investment in the town.
This will have significant social and environmental benefits when seen
alongside the other potential developments relating to the energy sector.
The development of the Riverside Road site would also release vacant public
sector buildings in the town that would deliver much needed regeneration
opportunities. This includes land in and adjacent to the town centre and the
Town Hall site. These additional mixed use development opportunities would
increase the attractiveness of the town centre as a destination including
looking to enhance the evening/nightime offer.


Riverside Road development therefore accords with many of the objectives
set by the councils regarding the future prosperity of the town. Development
would be a positive vehicle for other investments and would clearly show that
the town is open for business on behalf of its residents and businesses alike


It is expected that although the office complex will be jointly owned between
the Councils other partners will also locate staff in the complex or the public
access point further improving inter service working and customer experience.


The premises will be provided at a lower whole life cost than other
accommodation alternatives.


   5. Governance Arrangements
SCC has previous experience of working in partnership with St Edmundsbury
Borough Council to deliver the West Suffolk House project. The governance
arrangements for the project worked well and it is proposed that similar
governance arrangements are put in place for the Riverside development.


It is proposed that a Joint Committee be formed as the appropriate framework
under Sections 101 and 102 of the Local Government Act 1972, Section 20 of
the Local Government Act 2000 and the Local Authorities Regulations 2000.


The Joint Committee would comprise of two Councillor Members and officers
from each Council. Under delegated powers the Joint Committee will:


      Manage and oversee the procurement and construction of the project
       including risk management and value engineering
       Manage the finance of the project ensuring the project remains within
        the budgeted capital costs
       Review and approve finance protocols and joint funding arrangements
       Approve tenant arrangements and sub-licenses/leases
       Procure the joint facilities management and fitting out of the building
       Oversee the arrangement for commissioning and occupation of the
        building
       Review and approve staff facilities
       Review and approve sustainability and environmental performance
       Review and approve equality and accessibility matters
       Oversee and strategically manage the ongoing use and arrangements
        for the property
       Approve the specification and design principles
       Oversee consultations
       Other matters that arise which fall to the decision making of the Joint
        Committee

The Joint Committee can delegate to the Programme Director or sub
committees if legally appropriate. It is proposed the Joint Committee would
meet no less than 6 times a year and during the construction phase of the
project would meet monthly. The meetings will be open to the public.


Project governance diagram




Fig 1
   6. Programme Management
SCC and WDC recognise that they are able to draw upon a range of in-house
skills in the areas of finance, procurement, legal, property and ICT. However
additional external support and specialist skills have been identified as
necessary to move forward with the project management, delivery and
implementation of the programme. With a 2 to 3 year programme of this
nature there are considerable risks particularly associated with resources,
which need expert management jointly and equally accountable to both
Councils.


The Joint Committee should be involved in the early stages of development of
this programme and set up of the programme team as well as during the
design and construction phases.


For clarity:
Programme – is a set of activities that need to come together to achieve a
major business change
Workstreams – are the component parts of a programme responsible for
delivering the objectives
Projects – each workstream consists of projects which have
      Well defined objectives
      A defined timescale and milestones
      Budget and benefit targets
      A manager
      Identified risks, assumptions and dependencies

It is important for a programme of this complexity to have dedicated resources
assigned to the management, implementation and delivery of the programme.
It is proposed that a Programme Management Group is set up facilitated by
the Programme Director.


Programme Management Group

The Group will be made up of designated officers from both SCC and WDC
and will receive reports from the Programme Director which will include
Construction Project Manager and Workstream leads. The Group will report
to the Joint Committee.


Programme Director

The Programme Director role is vital to the successful delivery of the
programme. He or she will manage and oversee all workstreams ensuring
reporting and tasks are carried out correctly within budget and in a timely
manner. He or she will also manage the project programme and oversee the
procurement, construction, commissioning and occupation of the building. It is
expected that ‘Managing Successful Programmes (MSP)’ and ‘Prince 2’
methodology will be used throughout the lifecycle of this programme.


Experience has shown that despite the best intentions of working together as
a partnership there will be occasions when needs do not entirely align
between the parties. An independent’ Programme Director would help
facilitate resolutions far more easily than if they were aligned wholly to one
party.


It is proposed that a Programme Director should be appointed jointly by SCC
and WDC to oversee the project.


Both parties will require management of the project which is not biased
towards either party, and the joint appointment of a Programme Director will
achieve this.


SCC and WDC will appoint a Programme Director using the contract
frameworks currently in place. An interview will be part of the selection
process. The interviews and appointment will be jointly made by approved
officers of both Council.


Project Manager (Construction)

The specialist management skills required during the construction phase of
the programme would be best fulfilled by a construction project manager who
will report to the Programme Director. The project manager will ensure the
development and construction of the project is within budget and delivered on
        time. The appointment of the project manager will be made with the
        agreement of both parties.


        Workstreams

        There will be a requirement to create workstreams to manage individual
        projects within the programme. The workstreams will typically include:
              Construction
              Change Management
              Public Access
              Equipment procurement
              ICT
              Facilities Management procurement
        The following diagram demonstrates the links and dependencies between all
        elements of the programme. If one of the workstreams is removed or poorly
        maintained it weakens the structure of the programme. The Programme
        Director role is to ensure all links and dependencies are understood and
        maintained throughout the lifetime of the programme delivery.




Fig 2
   7. Assumptions
To enable this business case to be delivered within the set timescales a
number of working assumptions have been made


The key assumptions are


Non financial


      Public access facilities will continue to be required in Lowestoft town
       centre anticipated to be via the Marina Centre
      SCC and WDC will reach mutual agreement on green travel plan
       principles
      All new space provision is intended to operate on the basis of sharing
       of workstations and flexible smarter working
      Public Service Network will be developed and installed
      ICT infrastructure to operate in a manner that supports sharing
       workspaces
      In the main ICT equipment will be ‘lifted and shifted’ from existing
       locations
      New furniture will be provided throughout
      A new records management procedure/system will be implemented to
       avoid excessive storage solutions being required in the new office
       complex.
      Catering provision will be limited to hot and cold drinks, light snacks,
       pre-packed sandwiches and salads, soup and baked potatoes etc
      Subject to cost implications the Councils aspire to have a building
       which achieves environmentally favourable outcomes.


Financial


      Scheme will include no substantial section 106 or other planning
       requirements including works to the quay.
      The new building will be owned 50/50
      Any income from partners will be shared 50/50
      Running costs will be shared by both parties on a pro rata basis


As the project develops these assumptions will become quantifiable.


   8. Why the programme is necessary
In the current financial climate the public sector needs to continue to obtain
value for money and maximum efficiency from its property as well as ensuring
that property remains fit for purpose and meets service needs. Both SCC and
WDC are committed to working with other organisations to maximise this
approach as well as provide, where possible, joined up front line services.


It is believed that there is potential for future joint working with partners and
the opportunity for improved service delivery and support functions, through
the sharing of property. Experience in other properties has demonstrated that
bringing staff together in a shared space enhances existing relationships as
well as creating the circumstances for new ones. In some cases elsewhere
closer working between services has developed when none was anticipated.


The project will also provide an opportunity for the rationalisation of offices,
improved and consolidated public access, provision of fit for purpose case
conferencing, the rationalisation and improvement of training, meeting and
conferencing facilities and a multi use Council Chamber.


A suitable site has previously been acquired by Waveney District Council at
Riverside Road, Lowestoft, originally for the Waveney Campus Project for the
provision of new council accommodation. Having this site within the public
sector estate avoids the need for the uncertainty, cost and time associated
with further land transactions.


Waveney District Council through its legal advisers has established that the
scheme can be developed as now proposed as it meets the original
requirements under which the land was acquired through Compulsory
Purchase Order.
Ongoing revenue savings will be made by efficiencies in energy consumption,
savings by sharing buildings, cost sharing between SCC and WDC on ‘soft’
facilities management costs for example reception, cleaning, caretaking and
security, and for SCC in particular the efficiencies in travel time and costs as
the proposed location is south of Lake Lothing with better access to both north
Suffolk and areas to the south.


   8.1 Suffolk County Council
Suffolk County Council’s current office and public access accommodation in
Lowestoft is principally located in four buildings Clapham House, Adrian
House, Alexandra Road and St Margarets. These do not provide the best
provision for the delivery of 21st Century local government services as the
offices are predominantly cellular and do not encourage integration of
services. All the buildings are owned by SCC.


Registrars and Youth Offending Service will need to remain located in the
town centre as will other public access functions but all other “back” office
accommodation will be provided in the proposed joint accommodation.


In 2007 as part of the business case for the Waveney Campus project SCC
identified the need to replace its Lowestoft office accommodation. The Council
has therefore had a longstanding desire to secure more suitable
accommodation in the area. The Waveney Campus Project was a partnership
between Suffolk County Council, Waveney District Council and The Centre for
Environment, Fisheries and Aquaculture Science.


There are significant service related and financial benefits that could be
realised from the relocation of the Council’s offices into two shared facilities
(back office and public access) with Waveney District Council in Lowestoft. In
addition there are opportunities for additional “softer” savings through
economies of scale, business process re-engineering, the sharing and
combination of services and the associated reductions in duplication.
The current condition reports on the SCC buildings indicate a significant
expenditure will be required within the next three to four years on essential
maintenance. In addition to future maintenance, investment will be required to
improve the energy efficiency of the buildings to meet the carbon reduction
programme.


The County Council currently provides 270 workstations for staff in Lowestoft.
It is expected that the project will provide an opportunity to reduce the number
of workstations by improving flexible working opportunities and therefore
reduce costs. Floor area will also be reduced by moving from cellular to
flexible open plan accommodation. Many of the business journeys undertaken
by SCC staff based in Lowestoft head south of Lake Lothing. Presently all
SCC properties are north of Lake Lothing so it is anticipated that there will be
service efficiencies in both mileage and time costs as a result of the proposed
new location.


   8.2 Waveney District Council

The Council’s current office accommodation is generally in a poor condition,
badly configured, and not designed for the provision of 21st Century local
government services. The Council has therefore had a longstanding desire to
secure more suitable accommodation. Additionally reports indicate significant
investment is required in the buildings in order to bring them up to modern
standards in design and efficiency.


The Council has simultaneously been following a rationalising process,
disposing of assets that are either no longer required or not fit for purpose.
Some of the main sites to date are those in Compass Street, Gordon Road,
Clapham Road and the former Nursery at Monckton Avenue.


Improvements have also been made to the Marina Customer Service Centre
and the Depot in Rotterdam Road. Further future investments will be required
into these buildings and these are planned to take place over the next few
years. It is proposed that these major improvements will be made after the
completion of the main office accommodation project.        This will allow the
Town Hall and Mariners Street complex to be used for the temporary short
term relocation of services, if required, in order to keep costs to a minimum.
Future development proposals for the vacated Town Hall complex would then
be able to be progressed.


The office accommodation project will also require the Council to address
associated challenges regarding the long term storage and collection of data.


The Council currently provides office accommodation for 320 staff and partner
agencies at the Town Hall, Mariners Street and Marina Customer Service
Centre buildings. The Council considers this project with Suffolk County
Council is the best method to provide suitable combined facilities in the town
centre and Riverside Road for the community, businesses and visitors to the
area.


   9. Strategic Objectives
Both SCC and WDC aim to achieve strategic objectives as a result of this
project


Categories                  Objective
Financial                   Must be affordable and meet with acceptable
                            levels of risk
Financial                   Must deliver efficiencies in service delivery and
                            support value for money provision
Financial                   Future cost avoidance
Environmental               SCC and WDC to work together to ensure the
                            project supports the economic regeneration of
                            Lowestoft town centre
Environmental               Must consolidate assets and reduce carbon
                            footprint
Environmental               Must be in line with SCC environmental action
                            plan and WDC sustainability action plan and
                            from a Waveney District Council perspective
                            target the BREEAM excellent standard
Customer                     To improve public access to services of both
                             partners thereby improving service delivery
Staff                        To provide an improved fit for purpose work
                             environment
Staff                        Support new ways of working
Partner                      Should encourage wider interaction of public
                             sector partners
Timeliness                   To identify a procurement solution that ensures
                             delivery of the project in 2014/15


These objectives are designed to be flexible and fit for the future.


   9.1        Links to Corporate Priorities
In order to test the validity of the business case and its strategic objectives a
review of the Corporate Priorities and their connection to the objectives has
been undertaken.


Across both Councils a number of links can be demonstrated and are shown
below


        9.1.1        Suffolk County Council
The strategic objectives are compared to the Corporate Priorities laid out in
Cllr Bee’s speech on 24 May 2012.


Corporate Priority           Strategic Objective
Localism and the Our                Must deliver efficiencies in service delivery
Place agenda                         and provide value for money.
                                    To improve public access to services of
                                     both partners thereby improving service
                                     delivery
                                    Should encourage wider involvement of
                                     public sector partners
Building on Suffolk’s             Must consolidate assets and reduce
existing strengths                 carbon footprint
                                  Must be in line with SCC environmental
                                   action plan
Education                         To provide an improved fit for purpose
                                   work environment
                                  Should encourage wider involvement of
                                   public sector partners
Economic growth and               To ensure that by working closely with
jobs                               WDC the opportunities for the economic
                                   regeneration of the town centre are
                                   maximised
                                  To provide an improved fit for purpose
                                   work environment
                                  Should encourage wider involvement of
                                   public sector partners
Supporting vulnerable             To improve public access to services of
people                             both partners thereby improving service
                                   delivery
                                  Should encourage wider involvement of
                                   public sector partners


       9.1.2            Waveney District Council

Strategic Direction

“Making Waveney a great place for anyone to grow up, live, work and visit”


Corporate Priorities – The Priority     Strategic Objectives
Outcomes below are all guided by
the four main strategic objectives.
Prosperous and Vibrant Economy                   People Skills and
                                                  Organisational Development
Learning and Skills for the Future             Partnership Working
                                               Community Needs and
                                                Aspirations
Safe, Healthy and Inclusive                    Finance and Performance
Communities                                     Management
                                               Reduced Carbon Footprint


The Greenest County



10 Public Access
Public access and services are currently provided at the following locations:


Suffolk County Council


St Margarets House (SCC)
Registrars
Youth Offending Service
Alexandra Road
Youth and family outreach service
Clapham House
Public Access point
The Junction
Youth service
Childrens Centres and Library


Waveney District Council


Town Hall/Mariners Street Offices

Licensing, Environmental Health, Senior Management Team, Planning Policy,
Leisure and Tourism, General Customer Services, Internal and External Audit,
Democratic Services and Electoral Registration, Legal, Policy, Accounts,
Community Development, Drainage and Coast Protection, Economic
Regeneration, HR and Payroll, ICT, Commercial Partnerships and Strategic
Commissioning, Property Information, Asset Management.


Marina Customer Service Centre

Main Customer Service enquiries and call centre for all services, Development
Control and Conservation, Building Control, Housing Options, Revenues and
Benefits.

It is proposed that as a result of this project a joint public access point will be
provided at The Marina Centre and it is expected that other public sector
services will also share the facility.

The Riverside development will provide access to the public by appointment
only.

An integral part of the proposal to share an office complex at Riverside Road
is the need to maintain a town centre public access point. WDC currently own
and use The Marina Centre for public access as well as for back office staff.
The building is ideally located in the town centre with a small car park at the
rear. WDC propose to relocate their back office staff to Riverside Road which
will provide the opportunity to relocate the Registrars and Youth Offending
Service to the Marina Centre along with SCC and WDC public access.


It is anticipated that the Marina Centre will be largely vacated once the
Riverside development is complete, allowing alteration works to be carried out
for the public services to be relocated, avoiding any disruption to the delivery
of the services.


The alterations to the Marina Centre to accommodate the new services are
included as part of the capital costs of the overall project.


Benefits for shared public access


Non financial
       Better customer experience – only 1 visit required
       Service integration with SCC and WDC working together
      Potential for other public sector partners to use a shared access point
       further improving the service to the public


Financial
      Reduced revenue costs by sharing facilities and potentially staff


The proposals for shared public access fit with the objectives of the wider
Public Access project that is being undertaken with boroughs and districts and
that is also part of the County Council’s process of planning for the end of the
contract with CSD in May 2014


11 IT vision
The IT vision for the proposed shared premises at Riverside and the Marina
Centre is to create an office environment where IT enhances the ability of
SCC and WDC teams to work together across their respective disciplines,
along with other public sector partners, and which is flexible enough to cope
with evolving change.


The Public Service Network is currently being developed which is a network
that can be shared between members of the public sector whilst still
maintaining data security requirements. This will enable any authorised public
sector partner to log on to any computer connected to the network which will
then provide access to their own secure data and systems without any data
security issues. It is anticipated that the Public Service Network will be fully
developed by the completion of the building project. Both SCC and WDC are
committed to supporting this development.


The shared working arrangements within the new building will also need to
accommodate the requirement for various joint and partnership arrangements
which exist outside the building – whether these are relevant to both initial
occupants or to just one of them.


It is proposed flexible telephony will be available throughout the building. This
will provide access to a unified communications backbone from fixed and
flexible work spaces and meeting spaces. Wireless connectivity will be
available throughout the building along with audio and video conferencing


This vision needs to be balanced against budgetary constraints therefore the
approach will be to specify and build the underlying infrastructure so that
connectivity, services and innovation can be developed as projects develop in
the future whilst reusing current existing IT equipment where appropriate.
The diagram below shows the technical vision for the new building, and how
other services may be incorporated into the model as they are needed.

                           SCC                  WDC

                        End User               End User
                         Device                 Device
                            Data/Voice unified
                         communications backbone
                      Structured Cabling and wireless
                               access points
                     Shared space (Reception, meeting
                           rooms and Training)

                           Facilities Management

                                    Facility
                                                                        Fig 3

12 Economic Business Case
Both SCC and WDC are committed to providing value for money for public
services. An analysis of the current estate of both councils both in terms of
revenue and capital costs was undertaken. Comparisons have been made
with the maintenance and refurbishment costs of the current estate and the
capital expenditure required for this project along with running cost
comparisons which are shown in this section.


12.1 Estimated project cost
To estimate the capital investment required by both Councils Waveney first
produced an outline brief which was submitted to two contractors for costing.
This brief allowed for a floor area of 3,200m2 (square metres) and was costed
at £8 to £9m. Reports to both WDC and SCC Cabinets in April and May were
based on these figures and indicated a capital investment from each Council
of £5m would be required to complete the project.


As part of the strategic business case SCC and WDC have since jointly
commissioned a feasibility report, procured through the WDC framework, to
further investigate the requirements for the building and to assess in more
detail, without a commercial bias, the costs of the completed project. A
Quantity Surveyor has also been appointed to assess the current cost of
construction in the market place and a Client Design Advisor (CDA) to ensure
the feasibility report has correctly interpreted both Councils requirements. The
reports have indicated that the floor area of the building would need to be a
minimum of 4,200m2 to accommodate the requirements of both Councils.
Even though this is an increase in the floor area originally anticipated the CDA
states it will be challenging to meet both Councils’ requirements within a
building of this size and many areas will need to be designed with a dual
purpose or be flexible spaces. The Client Design Advisor’s report is attached
as appendix 2.


The original contractors feasibility and costs were based on the smaller floor
area and excluded a number of items that would add substantial additional
costs to the project. The commissioned feasibility report has reviewed the
potential costs with input from the CDA and Quantity Surveyor. The costs are
now estimated to be between £9.5m and £11.5m with additional costs for the
‘fit out’ of the building including IT provision, costs of relocation and the
remodelling of the Marina Centre as a shared public access centre. The
feasibility report has calculated this cost estimate on recent similar public
sector projects.


At this stage it is not possible to determine actual costs for the whole project
but it would be prudent to reserve capital based on the middle of the range of
the estimated cost and adding 30% to cover other costs associated with the
project such as refurbishment of the Marina Centre and ‘fit out’ of the
buildings. This results in a recommended contribution of £6.825m from each
Council.
The next section highlights the impact on each council.


12.2 Suffolk County Council’s position
Suffolk Council’s current office and public access accommodation in Lowestoft
is principally located in four buildings:

        Clapham House,
        Adrian House
        Alexandra Road
        St Margarets

These do not provide the best provision for the delivery of 21st Century local
government services as the offices are predominantly cellular which means
they do not encourage integration of services and have more circulation/non-
productive space. There are also inefficiencies in operating out of four
separate buildings.


In order to continue services in Lowestoft the County Council will need to
either

        Upgrade the existing estate to a satisfactory standard

        Replace the existing accommodation

The following factors would need to be taken into account in deciding the best
option.


Maintenance and refurbishment costs


Due to their age and design, to maintain the buildings in their already poor
current condition would be costly and there is a higher likelihood of further
deterioration. The short term maintenance costs stated relate to ‘fixes’ rather
than the major improvements that would be required to bring them to the
standard provided by new accommodation.. If the decision is to remain in the
current properties then a longer term view of maintenance could be taken
which would reduce shorter term maintenance costs, for example, planned
secondary glazing and repair of the curtain walling at Clapham House
(£500,000) could be postponed until full glazing and curtain walling
replacement work is carried out (£1m).


If SCC retain their staff in these buildings then extensive maintenance and
refurbishment works will need to be carried out over the next 10 years to
maintain and improve health and safety and staff welfare along with works to
reduce the councils’ carbon footprint.


To assess costs the expected maintenance has been split into works that will
be required within the next 4 years as well as works that will need to be
carried out in the longer term (next 4 to 10 years) if further deterioration is to
be avoided. The table below shows the anticipated costs of these works


                  Adrian Clapham Alexandra St        Total
                  House House    Road      Margarets
                  £000’s  £000’s   £000’s    £000’s  £000’s
Anticipated
short term
maintenance
costs (next 4
years)              98        966           42           165       1,271

Estimated
long term
maintenance
/refurbishment
costs inc
some CO2
improvements       1,110     3,233         503          1,759      6,605

Maximum
total
anticipated
expenditure
over 10 years £1,208         £4,199        £545        £1,924

Total                                     £7,876


The estimated total spend on the four buildings over the next 10 years of
£7.87m could be reduced if some of the short term maintenance works were
postponed until full refurbishment. It may however not be possible to postpone
these works due to health and safety reasons. Further costs may be incurred
during these works to rehouse staff who for safety reasons may need to be
relocated, A breakdown of the longer term maintenance/refurbishment figures
is shown in appendix 3.


Current annual capital property maintenance budgets allow for £2m across
the whole of SCC’s estate with priority given to health and safety changes in
legislation and compliance matters.


It is unlikely that the maintenance budget will be available to carry out all the
maintenance works required within the 4 years planned. The refurbishment or
longer term maintenance required on the buildings to bring them to a suitable
standard for 21st century public services would need to be funded by an
additional budget allowance. This funding may not be forthcoming resulting in
deteriorating accommodation with increased risks both physical and in service
such as demotivation and loss of staff, as well as a reduction in service levels.


Current building regulations require that when works are carried out to an
existing building 10% of the project cost must be spent on upgrading the
remaining accommodation to current standards of energy performance.
Therefore if the works were to be carried out in stages costs would increase
further.


There is a significant risk to continuity of services with this option as staff will
need to be relocated during the building works.


The regeneration opportunities for the town centre would not be available with
this approach.


Demolition and replacement

In light of the costs of maintenance and refurbishment on the current estate,
which would still require ongoing maintenance due to the age of the buildings,
the option to demolish and rebuild on SCC current sites has been considered.


The opportunity for renewable energy sources (such as wind turbines) in the
new buildings would be limited due to their location in the town centre and the
restrictions the surrounding buildings would have on the developments. It
should be noted there will be a need to comply with town and country planning
requirements which may further restrict the development.

Costs

                              demolition rebuild          total
                               £000’s      £000’s           £000’s
            Clapham
            House                450          4,900          £5,350
            Adrian House         150          1,250          £1,400
Note: In addition refurbishment works of £1.9m would be required on St
Margarets as it is a listed building, and there may be an opportunity for a
capital receipt for Alexandra Road estimated at £125k.


Temporary buildings would be required to house staff during the build as
neither building is large enough to house all staff from the other building.


St Margarets is a listed building and as such would only be suitable for
refurbishment and ongoing maintenance. If the decision was to demolish and
rebuild Clapham House and Adrian House the staff in Alexandra Road could
be accommodated in one of the new buildings freeing up the premises for
disposal. Although it may be possible to relocate the Registrars and Youth
Offending Service from St Margarets to one of the new buildings it is likely that
alternative premises will need to be found due to the constrained nature of the
sites or they will need to remain in the current premises.

The option to demolish and rebuild Adrian House and Clapham House would
mean that SCC would remain in several locations Although the rebuilt offices
could be designed to accommodate office space more suited to 21st century
working, it would not afford opportunities to share with other partners or to
consolidate SCC as the footprint of the buildings would not necessarily be
able to increase substantially due to planning restrictions.

The regeneration opportunities for the town centre would not be available with
this approach.
Disposal of current Estate

If the decision is taken to proceed with the Riverside development then the
current SCC sites can be sold. The opportunity for capital receipts is
especially challenging given current market conditions but a realistic view of
the current economic climate and the value of the estate in Lowestoft has
been taken into account. It should be noted that these figures have been
estimated and full valuations have not been carried out.



                   Adrian      Clapham            Alexandra        St
                   House       House              Road             Margarets
                     £000’s         £000’s              £000’s        £000’s
Estimated
disposal value        450             520                  125         180

Total                                          £1,275
Suffolk County Council Summary


To remain in current estate
                                  Annual Cost    Over 10 years
                                      £,000's          £,000's   £,000's
Estimated maintenance
                                                         1,271
costs over next 4 years
Estimated refurbishment
costs/long term
                                                         6,605
maintenance (no budget
held)
Annual costs based on
2011/12
Energy                                      45
FM costs                                   153
Rates                                       63
Total annual costs                         261           2,610
                                                                 10,485
To relocate to Riverside and Marina Centre in
joint development with WDC
Capital Cost                                             6,825
Disposal receipt                                        -1,275
Total                                                    5,550
Annual costs (based on
50% of estimates)
Energy (inc Marina Centre)                  22
FM costs – Marina Centre                    11
FM costs - Riverside
                                            75
(estimated)
Riverside Road rates
                                            16
(estimated)
Marina Centre rates
                                            14
(estimated)
Maintenance costs
                                            43
(estimated)
Total annual costs                         181           1,810
                                                                 £7,360

Riverside development –
costs over 10 years
compared to remaining in
existing estate                                                  -£3,125
The NNDR rates payable on Riverside Road are estimated to be in the region
of £60k per annum which will be shared 50/50 between SCC and WDC.
However as the development is in the Enterprise Zone the development is
expected to qualify for up to £275k rate relief over the first five years of
occupation. The figure included above is the average of 10 year costs with the
rate relief included.


Future maintenance costs on Riverside and Marina Centre have been applied
by basing the estimate on pro rata West Suffolk House costs.

The costs of financing the capital spend on the table above have not been
included and these have been separately identified in the report to Cabinet
requesting support for this project dated 11 September 2012.

There will also be opportunities for further ‘soft’ savings associated with the
Riverside development such as shared reception and reduced travel time and
costs for SCC staff and improved staff productivity arising from working in
better quality environment with better customer experience due to less double
handling of enquiries.


12.3 Waveney District Council’s position
Waveney     District    Council   (WDC)   current   office   and   public   access
accommodation in Lowestoft is principally located in four buildings Town Hall,
Single Storey Annex, Two storey Annex, Mariners Street offices and Marina
Customer Services Centre.         Other than the customer services centre the
buildings do not provide the best provision for the delivery of 21st Century
local government services as the offices are predominately cellular and do not
encourage integration of services. As the Marina Customer Services Centre
will remain in operation post any new build or refurbishment this asset has
been included as part of the overall options appraisal.


The Council has simultaneously been following a rationalising process,
disposing of assets that are either no longer required or not fit for purpose.
Some of the main sites to date are those in Compass Street, Gordon Road,
Clapham Road and the former Nursery at Monckton Avenue. As a
consequence the council has already made significant revenue savings and
the additional savings from this project are in line with the direction of travel
and continue the efficiencies moving forward. It is considered that in
partnership with the County Council who are at an earlier stage in their
journey that the projected joint reduced costs demonstrate value for money.


Maintenance costs


The buildings are costly to maintain due to their construction and age. The
short term maintenance costs stated relate to short term temporary solutions
rather than major improvements or long term solutions. If the decision is to
remain in the current properties then a longer term view of maintenance could
be taken which would reduce shorter term maintenance costs but may require
further capital expenditure to that identified so far.


Aside from a “do nothing” option, if WDC were to remain at the current
location two main options are available:


Option 1 - redevelop / refurbish the Mariners Street offices at Mariners Street
to accommodate staff displaced from Town Hall, single and two storey annex
buildings. This option excludes additional costs that would arise if the Council
were to try and capitalise on environmental enhancements and other
improvements to the structure of the existing building as part of any
remodelling.


Option 2 – New build of the Mariners Street offices to BREEAM excellent at
Mariners Street to accommodate staff displaced from Town Hall, single and
two storey annex buildings.


Do Nothing – The table below shows the value of the current Town Hall
complex in its existing use:
                        Town Hall including both         Mariners Street
                           Annex buildings                   offices
        Estimated
        disposal                            £310,000                £575,000
        value



        Against these values is the expected maintenance required within the next 4
        years, as well as works that have already been identified that will need to be
        carried out in the longer term, the next 5 to 10 years to maintain the current
        values of the existing buildings. The table below shows that the anticipated
        costs of the works that will be needed to maintain their value is in excess of
        their existing value:


                                                                Two        Marina
                                          Mariners   Single     Storey     Customer
                                Town      Street     Storey     Annex      Service
                                Hall      offices    Annex                 Centre
                                 £000’s    £000’s     £000’s     £000’s       £000’s

Anticipated short term
maintenance costs (next
4 years)                          495       175        96         51           311
Estimated long term
maintenance costs (4 to
10 years) inc some CO2
improvements                      176       201        58         161          165
Maximum total
anticipated
maintenance
expenditure over 10
years                            £671       £376       £154      £212          £476

Total                                                  £1,889



        The anticipated total maintenance expenditure on the four buildings at the
        Town Hall complex over the next 10 years is estimated to be £1,413m with a
        further £0.476m at the Marina Centre. This could be reduced if some of the
        short term maintenance works were postponed until full refurbishment. It may
        however not be possible to postpone some of these works due to health and
        safety or staff welfare reasons. Further costs will be incurred during these
works to decant staff who for safety reasons may need to be relocated, A
breakdown of the longer term maintenance figures is shown in Appendix 4.


Disposal of current Estate


If the decision is taken to proceed with the Riverside Road development then
both the current WDC sites can be sold.         Alternatively, if monies were
invested in the Mariners site, a capital receipt from the Town Hall could be
expected.

The opportunity for capital receipts is lower than might once have been
expected but a realistic view of the current economic climate and the value of
estate in Lowestoft has been taken into account. It should be noted that these
figures have been estimated on the basis of existing use and full valuations
have not been carried out including those for any alternate uses that might be
permitted.
               Town Hall including both       Mariners Street
               Annex buildings                offices
Estimated
disposal                           £310,000                 £575,000
value




Option 1 – Redevelopment / refurbishment of Mariners Street offices &
demolition of both Annex buildings


In light of the maintenance costs relating to the current estate, which would
still require ongoing maintenance due to the age of the buildings the option to
redevelop and a limited refurbishment of the Mariners Street Offices has been
considered. This option would allow The Town Hall, a listed building to be
sold and a capital receipt obtained.


If the decision taken was to redevelop and refurbish the Mariners Street
offices the staff currently in Mariners Street offices will need to be
accommodated elsewhere during those works.            The cost of temporary
alternative accommodation has been included in the figures below to decant
staff during the refurbishment as neither building is large enough to house all
staff from the other building. In addition, the opportunity for renewable energy
sources in any remodelling would also be limited due to location. It should be
noted there will be a need to comply with planning requirements which may
further restrict the development opportunity


Whilst this option has some advantages as to cost, it fails to satisfy a number
of key considerations set out in the vision, not the least of which surround the
development of the enterprise zone, wider regeneration opportunities within
the town centre, joint and shared working with wider partners and nor does it
allow either Council to optimise the use of their accommodation requirements.

Option 2 – New build of the Mariners Street offices to BREEAM excellent
at Mariners Street to accommodate staff displaced from Town Hall &
demolition of both Annex buildings


This option is a further development of Option 1 incorporating a new build to
BREEAM standards.         However, many of the disadvantages remain if the
councils are to fulfil their vision set out earlier, to take account of the benefits
to the wider community and businesses and to optimise the use of their assets
for the benefit of all.


In addition, the nature of the site, and planning constraints, would make it
highly unlikely for any new build to be capable of incorporating the Council’s
total staffing requirements, which in any event could only be achieved at
greater cost than that shown.


The following tables set out a financial summary of the two options subject to
the caveats set out above and compare them to the relocation and a new joint
build at Riverside Road:
Waveney District Council Summary


Option 1 – Redevelopment / refurbishment of Mariners Street
offices & demolition of both Annex buildings
                                      Annual
                                              Over 10 years
                                         Cost

                                     £,000's        £,000's   £,000's
Capital Cost                                          2,690
Disposal receipt                                       -310
Total                                               £2,380


10 year maintenance costs                              726

Annual costs based on 2011/12
Energy                                  104
FM costs                                 73
Rates                                    52
Rates                                    52

Total annual costs                     £229          2,290
                                                              £5,396
To relocate to Riverside and
Marina Centre in joint
development with SCC
Capital Cost                                         6,825
Disposal receipt                                      -885
Total                                               £5,940

Annual costs (based on 50% of
estimates)
Energy (inc Marina Centre)               22
FM costs – Marina Centre                 11
FM costs - Riverside (estimated)         75
Riverside Road rates (estimated)         16
Marina Centre rates (estimated)          14
Maintenance costs (estimated)            43
Total annual costs                     £181         £1,810
                                                               £7,750

Riverside development – costs
over 10 years compared to
option 1                                                       £2,354
Option 2 – New build of the Mariners Street offices &
demolition of both Annex buildings
                                      Annual
                                                 Over 10 years
                                         Cost

                                        £,000's         £,000's   £,000's
Capital Cost                                              5938
Disposal receipt                                           -310
Total                                                   £5,628

10 year maintenance costs                                  476
Energy                                      67
FM costs                                    73
Rates                                       52

Total annual costs                        £192           1,920

                                                                   8,024
To relocate to Riverside and Marina Centre in
joint development with SCC


Capital Cost                                             6,825
Disposal receipt                                          -885
Total                                                   £5,940

Annual costs (based on 50% of
estimates)
Energy (inc Marina Centre)                  22
FM costs – Marina Centre                    11
FM costs - Riverside (estimated)            75
Riverside Road rates (estimated)            16
Marina Centre rates (estimated)             14
Maintenance costs (estimated)               43
Total annual costs                        £181          £1,810
                                                                  £7,750

Riverside development – costs
over 10 years compared to
option 2                                                           -£274

The NNDR rates payable on Riverside Road are estimated to be in the region
of £60k per annum which will be shared 50/50 between SCC and WDC.
However as the development is in the Enterprise Zone the development is
expected to qualify for up to £275k rate relief over the first five years of
occupation. The figure included above is the average of 10 year costs with the
rate relief included.

Future maintenance costs on Riverside and Marina Centre have been applied
by basing the estimate on pro rata West Suffolk House costs.

There will also be opportunities for further ‘soft’ savings associated with the
Riverside development such as shared reception and reduced travel time and
costs for staff and improved staff productivity arising from working in better
quality environment with better customer experience due to less double
handling of enquiries.


12.4 Energy Costs

Both SCC and WDC aim to reduce their carbon footprint and minimise the
impact their services have on the environment. Energy costs for both Councils
needed to be taken into account when looking at the options for rationalising
their estate and an economic analysis from an energy performance
perspective was undertaken (attached as appendix 6) with a case study
carried out on Clapham House.

Both SCC and WDC current buildings provide poor energy efficiency due the
fabric and design of the buildings. Works could be carried out to improve
efficiencies but the location of the buildings severely limits opportunities for
adding renewable energy systems to reduce energy costs. An example of
costs vs savings with regard to Clapham House is shown below


             Clapham House                                    £000
             Current energy costs                               22
             Building works to improve energy
             efficiencies                                    1,270
             Estimated annual running costs after
             building works                                     13
Note: the estimated building works cost is included in the 4 to 10 year
refurbishment figures
A comparison of costs has been produced using historical data for current
premises coupled with thermal modelling to estimate the future energy
consumption at Riverside Road. Indications are that the energy performance
rating at the proposed new build could be ‘A’ rated, whilst the Town Hall is
currently rated ‘G’ and Clapham House ‘F’. Further detail is shown in the
report on energy performance in appendix 6


WDC and SCC current annual energy costs


                                                       £000
                    Adrian House                         11
                    Clapham House                        22
                    46 Alexandra Road                     3
                    St Margarets                          9
                    WDC Town Hall High
                    Street                               33
                    Mariners St and annex                47
                    Marina Centre                        17
                    Total annual energy
                    costs                               142



It is proposed that the construction of the Riverside development will comply
with the BREEAM ethos and a desire to reduce carbon which will increase the
energy efficiency of the building. The location provides opportunities to include
renewable energy sources such as Photovoltaic cells and wind turbines.


            Riverside development                              £000
            anticipated energy costs                             40
            potential reduction for renewable
            energy sources                                        6
            Marina Centre 60% of current costs                   10

            Total annual energy costs                            44



At current energy costs this would generate savings of £98,000 pa over the
running costs of the current estate for both councils. The energy cost
reduction for the SCC estate would be £23,000 pa based on 50% of the
running costs of Riverside development and Marina Centre and for WDC a
reduction of £75,000 on the same basis.


As the use of the Marina Centre will be changed substantially it is difficult to
estimate a definite energy cost but based on 60% of current usage cost is
likely to be in the region of £10,000pa.


During the design other forms of renewable energy will be assessed for their
ability to reduce running costs further. As energy costs rise any energy
sourced from a renewable source at little ongoing costs becomes more
valuable.


The reduction in floor area of the WDC and SCC estate by relocating to
Riverside in a joint office complex along with a shared public access point is
estimated to result in a reduction in carbon emissions by up to 70% (see
appendix 6)


13 Ownership and Disposal Strategy
The facilities at Riverside Road and The Marina are proposed to be in joint
ownership, both the value of land and buildings and any subsequent works
will be incorporated within the final business case.


As part of the project both partners have agreed to a joint disposal strategy for
the surplus assets that will be available on the market as a consequence of
the future working arrangements, the strategy will include both planning and
regeneration requirements and consider a co-ordinated and phased disposal
that delivers value for money and best protects the public purse.


By working in partnership to dispose of current properties in the town centre
the project will enable better land packages to be offered for regeneration.
Planners have indicated that the availability of the land could act as a catalyst
for the regeneration of Lowestoft town centre. SCC and WDC have committed
to work together on a disposal strategy that optimises the opportunities for the
town centre.
14 Delivery timescales
The contractor’s feasibility report obtained prior to the Cabinet reports in April
indicated that the project could be delivered within 100 weeks and could be
ready for occupation by mid 2014. The feasibility report jointly commissioned
for this business case has, along with the Client Design Advisor (CDA)
confirmed that they do not believe the programme is deliverable within 100
weeks. It has been indicated that a more realistic programme is likely to be
134 weeks – see appendix 2 for details. This would mean that if agreement
was provided to proceed in September 2012 and resources made immediately
available that the earliest the building would be ready for occupation would be
between December 2014 and March 2015.


14.1 Contract and Framework Options
The CDA report (appendix 2) summarises the review of contract options for
this project:


A review has been completed on contract options. We would advise that the
NEC Contract is not used for this project and we would advise the use of a
fixed price JCT Contract, traditional or Design and Build but would highlight
the risk of failing to scope and confirm the employee’s requirements,
tolerances and contractual documents prior to engaging a Design and Build
Contract. Failure to do this limits the ability of the client to be able to manage
the project successfully to time and budget.


An analysis of available procurement routes is shown in appendix 5.


It is recommended that the final decision on the procurement option will be
taken at the appropriate point in the project and will be agreed by the Joint
Committee based on recommendations made by the Programme
Management Group
15 Environmental Impact
The goal is to minimise the new building’s use of resources (carbon footprint)
whilst maximising it’s positive local environmental impact. Previous built
projects have been compliant with the BREEAM assessment method and it
has previously been anticipated that the Riverside Road development would
aspire to have BREEAM excellent accreditation.


However, initial discussions with Waveney DC Planning team have indicated
that as there are some very significant planning and regeneration
opportunities presented by this development for the immediate area, and the
town centre they would be prepared to favourably recommend a
development designed to achieve the equivalent of BREEAM 'excellent' for
energy and water and for the other remaining elements that make up the
BREEAM assessment criteria compliance at a level of 'very good' .

This would be in conjunction with reviewing the viability issues raised by the
CDA.

The development would be a potential catalyst for the delivery of other
developments in the town at a time when there are known economic/viability
constraints. This approach very much accords with the aspirations of the AAP
and the newly published National Planning Policy Framework and WDC's own
recently published Business Plan to support the delivery of economic growth.


16 Transport and travel

The Riverside development proposed site is south of Lake Lothing but still
close to the town centre. Public Access will be provided at The Marina Centre
in the town centre.
                                                                      The Marina Centre
                                                                   SCC and WDC shared public
                                                                     access including Youth
                                                                     Offending Service and
                                                                           Registrars




                                                            Riverside
                                                          SCC and WDC
                                                        shared ‘back office’




Fig 4

In line with both Councils’ desire to reduce their environmental impact a
‘Green’ Travel Plan will be devised in consultation with stakeholders.
Production of a travel plan is also a planning requirement.


As the Riverside Road site will be a largely “back office” facility, there is
limited requirement for public access. Therefore the travel plan will be
primarily focussed on ensuring staff will be able to travel to the site using
sustainable transport.


It is proposed that a number of pool cars will be made available for staff to use
for business travel in particular for short journeys. SCC currently has a fleet of
57 pool cars (41 based at Endeavour House) with a total of 21,000 bookings
made in 2011/12 financial year.


It is intended to include a charging point for electric cars within the car park.
The car park at The Marina Centre would be limited to cars required for
service need.


Current situation

The 2011 staff travel survey showed that 28% of Suffolk County Council staff
at Clapham House were travelling sustainably, of which 13% were cycling,
10% walking, 3% using the train and 3% coming as car passengers. Not a
single member of staff who responded to the survey was using the bus. Take-
up of the existing 50% discounts for SCC staff on bus tickets in Lowestoft is
extremely low (no more than 20 staff a year).


For Waveney District Council, 41% of staff were travelling sustainably; 12%
cycling, 12% walking, 8% car passengers, 4% using trains, 4% using buses
and 1% on motorcycles.


Walking and cycling

In order to encourage walking and cycling, the building should provide:


    Secure and covered cycle parking
    Shower facilities
    Lockers
    An area for drying clothes


It is proposed that The Green Travel budget will also fund two new pool cycles
for the building.


Bus travel

The proposed site has excellent public transport links due to its proximity to
stops on the 101 bus service on Waveney Drive very close to the junction with
Riverside Road. The 101 is a cross-town service, which travels between
Carlton Colville and Gunton, via the central bus station.


The 101 service currently has eleven buses between 7am and 9am, then
three buses an hour until 4pm, after which there are eleven services between
4pm and 6pm. This provides excellent opportunities for commuting, as well as
regular services throughout the day for staff wishing to travel to the town
centre, either to visit the Marina Centre for meetings or for personal use.


Due to the quality of the existing service, there is little need to provide a
shuttle bus as has been done in Ipswich for Endeavour House. Instead, there
are two options:


    Allow staff free travel on the 101 service and maintain the discounts
     already available on First and Anglian Buses.
    Allow staff free travel on all bus services in Lowestoft, which have
     recently been improved as part of the Lowestoft Local Links project. This
     would enable staff to commute into the centre of Lowestoft on a range of
     routes and then either walk the remainder of the way or connect with the
     101 service. Although this may increase the length of their commute, the
     fact that it would be free would make it a more attractive option.


Car sharing

In order to encourage car sharing, the site would have a number of
designated bays in prime locations in the car park. These would be reserved
for car sharers, who would sign up through the existing system –
www.suffolkcarshare.com


Single car occupancy

The main aim of a travel plan is to reduce single car occupancy. In order to
discourage this, and also to fund the sustainable transport measures, Suffolk
County Council has a policy of charging staff to park when new sites are
opened to finance the sustainable travel plan. Waveney District Council do not
have a policy of charging for car parking.


Funding of the travel plan will need to be considered by consultation between
the Councils and all stakeholders.
17 Conclusion
Both SCC and WDC’s current accommodation is in poor condition and not
configured for 21st century public sector delivery of services. Substantial
investment will be needed if the Councils remain in their current properties but
the issues around cellular offices and delivery of services from several
locations in the town will not be resolved.


By creating a shared office complex on land at Riverside Road, Lowestoft,
previously obtained by WDC, and complementing it with a shared public
access point in Lowestoft town centre with 50/50 ownership and share of
running costs. Both SCC and WDC will have an opportunity to offer a better
customer service and realise savings in ongoing costs in the longer term
whilst creating further opportunities to regenerate Lowestoft town centre as
well as reducing the impact on the environment.


Ongoing revenue savings will be made by efficiencies in energy consumption,
savings by sharing buildings, cost sharing between SCC and WDC on ‘soft’
facilities management costs for example reception, cleaning, caretaking and
security. There will also be the efficiencies in travel time and costs as the
proposed location is south of Lake Lothing with better access to both north
Suffolk and areas to the south.


The project will provide better working conditions for staff and underpin
improved and more efficient service delivery. Past experience by SCC has
demonstrated that bringing staff together in a shared space improves existing
relationships and creates opportunities for new ones. A recent survey of staff
in Haverhill has confirmed that the working environment is key to staff
wellbeing.


WDC Planners have indicated that the project provides a significant positive
enhancement to the area, secures employment in the town and provides the
opportunities to redevelop other key sites to enhance other parts of the town
including in the town centre.
By delivering on this site to the environmental and design parameters set, it
would also set the benchmark and aspiration for other investment in the town.
This will have significant social and environmental benefits when seen
alongside the other potential developments relating to the energy sector.


The development of the Riverside Road site would also release vacant public
sector buildings in the town that would deliver much needed regeneration
opportunities. This includes land in and adjacent to the town centre and the
Town Hall site. These additional mixed use development opportunities would
increase the attractiveness of the town centre as a destination including
looking to enhance the evening/nightime offer.

				
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