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Torbay green space strategy

CABE’s enablers helped Torbay Council develop their green space strategy which was published in July 2007.

The Torbay green space strategy is a planning document that provides a focused and co-ordinated approach to green spaces. Part one sets out the background, vision and strategy for Torbay’s green spaces over 20 years. Part two forms an action plan for putting the strategy into practice. The strategy will be reviewed at five year intervals.

"Our aim is to tackle inequality of access to all our parks and green spaces, and to attract more people of all ages and disabilities. We are also keen to make our parks and green spaces areas of excellence for cultural opportunities… The ultimate goal is to develop a thriving, vibrant and sustainable park user community to work in partnership with Torbay Council”.
(Taken from the strategy)

As a result, the parks budget has been reduced by only 3% in comparison to cuts of 12-14% elsewhere. Regional funds have provided £1.2m for green infrastructure with potential for a further £1.8m in the future.

How CABE’s enabling helped

  • facilitated visioning session
  • advised on strategy process
  • chaired steering group meetings
  • consulted with environment forum
  • advised on analysis of results of assessment
  • guided on marketing of parks
  • assisted with grant aid applications
  • advised on drafting the strategy and appointing consultants
  • assisted with consultation
  • helped with equality impact assessment
  • assisted with sustainability assessment
  • advised on integration of strategy into local development framework.

Background

Torbay is the UK’s leading long-stay holiday resort. It comprises three towns - Torquay, Paignton and Brixham - on the south coast of Devon. Their combined population is 132,500which increases to around 200,000 in the peak holiday season.

The population is older than the national average and the need for affordable housing is comparable with inner London. The peripheral location is exacerbated by separation from the national dual carriageway network and the main Plymouth-Paddington railway line.

Torbay partly lies within the South Devon area of outstanding natural beauty. It contains 12 sites of special scientific interest as well as national nature reserves. There are locally important areas of open space used for recreation which separate the main towns and villages.

Enabling process

Torbay applied for CABE’s enabling support in December 2003. Officers attended two training and support days as an introduction to CABE’s guidance on preparing strategies which included a progress report and opportunities to share learning.

CABE’s lead enabler, Len Croney, had a local authority background and an intimate knowledge of Torbay Council having served on the IDeA performance management board. He knew that strong project management skills and political buy-in from the leadership would be required.

Envisioning the project

CABE’s lead enabler prepared and facilitated a visioning session with the council which established the strategy’s aims:

  • improving appearance of green space
  • improving accessibility, especially for the disabled
  • challenging people’s perceptions of green spaces as areas to visit and use more often
  • improving facilities and attractions
  • increasing numbers of events/entertainments
  • developing opportunities for using green spaces for learning
  • promoting and protecting the heritage assets of Torbay’s green spaces
  • promoting green spaces as drivers for economic activity
  • recognising, protecting and enhancing the biodiversity value of green space.

CABE’s enabler felt that the vision did not take into account the role of green spaces in contributing to the viability of the local economy.

Consulting the public

CABE’s enablers assisted the council in facilitating public consultation workshops. Members of the public were invited to:

  • comment on the various characteristics and aspects of green spaces in their local area and other areas of Torbay
  • comment on the management and maintenance of parks and green spaces
  • discuss priorities for new expenditure.

The enabler felt that the consultation could have been better focused. In particular, questions should have addressed the current situation (‘how far do you travel to a park or open space?’) rather than a notional one (‘how far are you prepared to travel to a park or open space?’).

Supporting the project

CABE’s lead enabler invited the deputy leader of the council onto the project team to act as a champion inside the authority. Other staff members were asked to alert the team about political or policy changes that might impact the outcome of the project.

There was an agreed project plan and resource allocation plan with a job description for each team member. When more resources were required the lead enabler met the assistant director to ensure further support. As other problems arose the enabler was able to refer the council to authorities where similar issues had previously been resolved. This enabled the council to shorten the learning process.

The lead enabler also helped the council with the in-house quality audit and sustainability assessment. These were useful in identifying gaps in biodiversity opportunities. The scoping report for the local development framework was carried out simultaneously.

Despite this clear structure the process took almost three years. In part this was a result of building the strategy into the planning process and the statutory consultation periods required.

Benefiting the council

The council clearly demonstrated how they had overcome weaknesses at the comprehensive performance assessment inspection as a result of the tight project management. Working together across departments helped departments understand everyone’s contribution to overall council direction and created closer working relationships.

The strategy has key benefits for council:

  • gives the council a robust basis for making development decisions and negotiating planning gain
  • raises the profile of the parks service within the council and protects the budget
  • prompts departments to work much more laterally to complement each other
  • gives greater focus on asset management and recognises areas of under- and over-provision
  • focuses funding where it is needed.

The lessons learned from CABE’s advice on project management, consultation and asset management have been applied since to other areas of the council’s work.

Project team

Torbay Council:

  • Richard Taylor - senior parks development officer
  • Richard Barton - landscape services
  • Steve Turner - strategic planning
  • Tracy Brooks - senior strategic planner

CABE enablers:

  • Len Croney
  • Jacky Bennett