Sustainable Development Strategy - SCARBOROUGH.GOV.UK...1.1 As part of Scarborough Borough Council’s ongoing commitment to sustainability, a Sustainable Development Strategy has

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DRAFT

DRAFT

“It’s in our hands: Meeting the needs of the present and future generations through sustainable development”

Sustainable Development Strategy 2010 - 2013

Scarborough Borough Council

Foreword

Welcome to our Sustainable Development Strategy which sets out a framework and delivery plan for the Council’s approach towards sustainability over the next three years. This Strategy is about us as a Council making a commitment to sustainable development across our services and activities, improving on our sustainability performance and setting a good example of sustainability practice for others to follow. This Strategy and accompanying delivery plan detail sustainability work that has already been accomplished and sets objectives, future actions and targets that need to be addressed to embed the principles of sustainability into our policies, activities and the wider community. The Strategy highlights four priorities which will further improve sustainability within the Borough: ● Building capacity and local management towards sustainability. ● Making more effective use of energy and other resources within Council operations. ● Addressing the challenges presented by climate change. ● Reducing the Borough’s ecological footprint. The Strategy sets-out how we can work with partner organisations, businesses and the wider community to deliver on sustainable development. It builds upon the work already identified in the Sustainable Community Strategy and Corporate Plan, and complements and informs other Council strategies. This alignment is critical to success and will help to secure commitment to shared common goals. Sustainable development is about meeting the needs of the present without comprising the ability of future generations to meet their own needs. It’s about ensuring a better quality of life for all, both today and in the future. In looking to the future it is important that we all minimise the environmental impacts of our activities. We live in one of the most beautiful parts of the world and it is important that we look after the treasure of our natural heritage and local distinctiveness of our towns and rural communities for present and future residents and visitors to enjoy. Therefore, we want to encourage sustainable development which will ensure the Borough is a place where communities feel safe and healthy, where the environment is pleasant and carefully managed and where the economy is strong. This strategy and the delivery plan will help us to achieve this aim. Jim Dillon Councillor Jonathan Dixon (Chief Executive, Scarborough (Portfolio Holder for Housing, Public Borough Council) Health, Property Maintenance and Sustainability; and member of Scarborough Borough Council’s Sustainability Working Group)

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Contents

Foreword Acronyms 1 Introduction 2 What is sustainable development? 3 Why is sustainable development important? 4 What is a Sustainable Development Strategy and why is it required? 5 Where are we now on the principles of sustainable development? 6 Scope of the strategy and our vision 7 Strategy priorities 8 Management: How will the strategy be implemented? 9 Reporting progress Appendix Appendix A: Sustainable Development Strategy Action Plan Appendix B: Sustainability and the new Coalition Government programme Appendix C: Aalborg commitments Appendix D: Adapting to the impacts of climate change Figures and Tables Figure 1. The four pillars or principles of the sustainable development stool Table 1: Most recent CO2 Estimates for Scarborough Borough (November 2009) Table 2: Re-calculated energy baseline data for Council buildings

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Acronyms

CESP Community Energy Savings Programme IPCC Intergovernmental Panel on Climate Change LA 21 Local Agenda 21 LDF Local Development Framework LSP Local Strategic Partnership NI National Indicators NYSP North Yorkshire Strategic Partnership RSS Regional Spatial Strategy SA Sustainability Appraisal SEA Strategic Environmental Assessment WCED World Commission on Environment and Development WWF Worldwide Fund for Nature

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1 Introduction “Local authorities construct, operate and maintain economic, social and environmental infrastructure, oversee planning processes, establish local environmental policies and regulations, and assist in implementing national and subnational environmental policies. As the level of governance closest to the people, they play a vital role in educating, mobilizing and responding to the public to promote sustainable development” (United Nations Conference on Environment and Development, 1992, Chapter 28 of Agenda 21). 1.1 As part of Scarborough Borough Council’s ongoing commitment to sustainability, a

Sustainable Development Strategy has been developed. As a consumer of resources and a provider of services, the Council has a responsibility to ensure the activities it undertakes not only improve the ‘quality of life’ for people in the Borough of Scarborough but also protects and enhances our environment for future generations.

1.2 The Council is uniquely placed to provide vision and leadership to local communities

and to promote a culture that involves, supports and empowers individuals to take an active role in their environment.

1.3 Sustainable Development is one of the major challenges facing society. It requires all

organisations and individuals to become aware of the issues that affect our quality of life and to take wider responsibility for their actions.

1.4 The Sustainability Policy (April 2009) demonstrates the Council’s commitment to the

principles of sustainable development. This strategy sets-out and co-ordinates the Council’s approach to deliver on sustainability in the Borough.

1.5 The strategy complements and informs other Council strategies and provides a framework for setting out the Council’s approach towards sustainability. It summarises the Council’s work to influence social, economic, environmental and resource management issues, describes programmes already in place and sets targets and future actions to be undertaken to embed sustainability into corporate activities and the wider community. 1.6 The document highlights the actions that we need to undertake (across our Services

and Estate), and in partnership with organisations and the wider community as to how we will achieve sustainable development. The strategy is intended to further raise the profile of sustainable development within the Council, with the wider community, and with partner organisations and help set a focus for future activity. Sustainable development cannot be delivered by any one individual or organisation, but is about everybody 'doing their bit'. It is therefore essential that the Council demonstrates that it is doing all it can.

1.7 The four sustainability priorities that lie at the core of the strategy have been arrived

at following extensive discussion and consultation with our Local Strategic Partners (LSP) and the public within the Borough1. An accompanying delivery action plan

1 An LSP is a non-statutory body that brings together representatives from the public, private, voluntary and community sectors. The lead role in the LSP is taken by the local council. Through the LSP, organisations work together to improve the quality of life in an area and deliver public services more effectively. Their main tasks are to oversee the preparation and delivery of the area’s Sustainable Community Strategy (SCS) and Local Area Agreement (LAA). LAA’s are three-year action plans for achieving better outcomes, developed by councils with their partners in LSPs.

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(Appendix A) has been developed that shows how key priorities will be supported by practical action, detailing objectives, actions, targets, timescales and responsibility.

1.8 The Sustainability Working Group of elected Members and Officers from a range of

council departments will continue to be involved in the development of the strategy, the delivery of actions and will ensure that appropriate arrangements are in place for monitoring progress.

2 What is sustainable development? 2.1 There are many definitions of sustainable development or sustainability (the terms

are often used inter-changeably) which generally concern ensuring a better quality of life for everyone, both now and in the future. The most widely accepted definition of sustainable development is:

“Development that meets the needs of the present without compromising the ability of future generations to meet their own needs”. (The ‘Our Common Future’ Report, World Commission on Environment and Development, 1987, p. 43).

2.2 The emphasis of sustainable development is that people are able to meet their basic

needs and enjoy a better quality of life, without compromising the quality of life of future generations.

2.3 Key to improving people’s quality of life through sustainable development is synergy

between the three pillars of economy, society and the environment. The term ‘sustainable development’ recognises that economic growth, social welfare and environmental issues are linked and must be addressed together, rather than the fragmented way in which they are often dealt with.

2.4 However, sustainable development is not just about achieving ‘a balance’ between

the apparently competing aims of economic growth, social welfare and environmental stewardship. It is also about using natural resources wisely so that development meets the needs of the present without compromising the ability of future generations to meet their own needs. Importantly, therefore, sustainable development involves making decisions that recognise the longer term impacts of actions, for example, on the environment, rather than just considering their effects on the here and now.

2.5 This means communities would not be sustainable in a true sense of the word if

development that is undertaken causes degradation of the environment, for instance, depletion of non-renewable natural resources, pollution of air, water, and soil, and loss of biodiversity and nature. To illustrate, where new homes and buildings are built, they should be designed to use renewable forms of technology, for example, solar panels to heat water and for electricity generation, the capture of rain water to flush toilets and ground source heat pumps to warm buildings.

2.6 Sustainable development means meeting four underlying principles at the same time.

These four principles can be classified as four equally important and inter-linked pillars of sustainable development that make up the overarching concept (Figure 1):

● The maintenance of stable levels of economic growth and employment: Our economy is vibrant, employment opportunities are improved and our working lives are more rewarding.

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● Effective stewardship of the environment: Our rural and urban environments are appreciated, protected and enhanced for people and wildlife; and damage, pollution and crime to the environment is avoided. ● Social progress that recognises the needs of everyone: The needs of everyone in the community are met and people feel safe, there is provision for healthy lifestyles and local people have an improved quality of life. ● Prudent use of natural resources and effective resource management: Resources are used wisely so they can be of benefit and enjoyment to present and future generations.

Figure 1 highlights the types of categories that local authorities should be looking to address within each pillar to improve people’s overall quality of life.

Figure 1. The four pillars or principles of the sustainable development stool

Effective resource managem

ent

- Air - Water - Soil - Sun - Financial - Labour - Knowledge - Technology - Skills - Rational use of renewable resources;

Effective resource management - Air, water, soil and sun - Financial - Labour - Knowledge - Technology - Skills - Rational use of renewable resources; - Conservation of non-renewable resources.

Economic development - For employment - For financial income - For financial security - For food and shelter - For leisure

Environmental Stewardship - For health and well-being - minimise air and water pollution - For the protection of natural resources and biodiversity - For open and green spaces - For reducing the worst impacts of climate change, e.g. through carbon emission reductions and adapting to flooding and/or heat -waves.

Social progress - For equity - For social cohesion - For social participation - For political participation - For cultural identity - Good health -care - Access to education - Access to decent housing

The overall aim of sustainable development is for improvements in local people’s ‘quality of life’

through the synergy of economic development, environmental stewardship, and social progress, whilst using resources in a sensible manner for

present and future generations to enjoy

2.7 Where one of the pillars of sustainability (Figure 1) is missing or not addressed in

development, then it cannot be considered sustainable development because the overall improvement to people’s ‘quality of life’ is compromised. For example, where economic development such as a new factory or industrial site leads to extensive pollution or degradation of finite natural resources, then the development should not be considered sustainable.

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3 Why is sustainable development important? 3.1 Sustainable development is important because over the last few decades it has

become increasingly clear that on a global scale we are living beyond the limits of our environment. Our lifestyles that many of us have become accustomed to are placing an increasing burden on the planet because we are not living within the limits of the Earth's resources. We are putting increasing stress on resources and the planet cannot support these lifestyles forever. International shared natural resources (metals, minerals, coal, oil, gas) are under pressure as they are only in finite supply and therefore are running out. Furthermore, sustainable development is important because as the availability of finite natural resources decreases, as in the example of ‘peak oil’, the financial cost increases.

3.2 Peak oil is a major international concern and is when global oil supplies reach a peak

and then oil supplies decrease and never rise again. Leading geophysicists suggest that the world is either currently at peak oil or this will have occurred within the next 30 years. However, the demand on oil usage is increasing, which will lead to increases in energy costs as demand for oil fails to match available supply. Therefore, three approaches that can be undertaken to reduce demand on oil at the local level include:

● Minimising transportation by encouraging local food production and consumption. ● Increasing the up-take of renewable forms of energy to power homes and industry:

from the sun (e.g. solar voltaic panels or solar heating panels); wind (e.g. wind turbines); air (e.g. air source heat pumps); water (e.g. hydro power); natural heat from the Earth (e.g. ground source heat pumps) or from trees (e.g. biomass) that can be replanted.

● Ensuring the effective planning of new development. The siting and location of

development can reduce the need to travel, in particular by car. 3.3 There are not only environmental limits in terms of the natural resources on which we

depend. There are also limits to the damage of environmental systems such as climate, oceans and forests – on which we also depend.

3.4 The Worldwide Fund for Nature (WWF) Living Planet Report (2008) discusses the

world’s ‘ecological footprint’ (see Section 7). The ecological footprint is an assessment of people’s demand on the planet’s natural resources and whether the eco-system can cope with the pressure of this demand. For example, it concerns an assessment of the natural resources that are used, the amount of waste that is accumulated from this use; and the carbon dioxide (CO2) emissions that are generated in using the resource in the production and consumption of goods (and services). The WWF report suggests that globally, we are consuming 30% more than the planet can sustain in the long term. This means we are putting extensive pressure on the natural resources and natural systems on which we depend.

3.5 Furthermore, the WWF report highlights that the ecological footprint of Europe is far too high. If everyone in the world lived as we do in Europe, we would need three planets to support us. This is not sustainable. Global demand for finite natural resources is growing fast, and will continue to increase due to the growth of the human population, which is expected to reach 9 billion by 2050. Therefore we need to reduce our impact, our ecological footprint as individuals, to reduce this at the global

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scale. This means changing our lifestyles so that they remain within the one planet that is actually available to us. 3.6 Unsustainable practices are an international and local issue. Ecosystems are fragile, and unsustainable practices will have catastrophic implications for the worlds food supply as food yields will go down. 3.7 The above has highlighted the implications of unsustainable practices for energy

security, the availability of natural resources and food security. A further inter-related implication that needs to be considered in relation to unsustainable practices is climate change. This is because climate change also puts a stress upon eco systems on which we depend.

Scientists such as those involved with the Intergovernmental Panel on Climate Change (IPCC) now generally agree that climate change is due to natural variation in climate and because of human activity - particularly changes that have occurred in global weather patterns since the 1850’s with progress in industrial development. The extra CO2 in the atmosphere increases the average global temperature. In turn, the warmer global temperature disrupts the energy balance of the Earth-atmosphere system and creates a more volatile atmosphere. This leads to changing weather patterns, more erratic weather and more frequent extreme events.

3.8 Many of the impacts of climate change (e.g. changing rainfall patterns, sea level rise,

extreme events, flooding and droughts, changes in biodiversity) are being felt in all parts of the world and are increasingly recognised as being experienced in the UK.

3.9 The Intergovernmental Panel on Climate Change (IPCC) suggests a 2 degrees

centigrade rise on average global temperature will see global-changing rainfall patterns which will put billions of people at extra risk of water shortages and millions at risk from global flooding. In turn, this will have significant implications for food security on a global scale. This is another reason why local food production and consumption should be encouraged within the Borough.

3.10 In recent years sustainability has moved progressively into the mainstream of local

government as a core aspect of decision-making, for example, protecting vital assets and resources, balancing competing needs, taking a longer term view and being efficient. This means sustainability should be incorporated into all of our services and activities that can affect the quality of life of our residents. This includes:

● Crime and disorder ● Democracy and the power of groups and individuals to have their say ● Energy efficiency and climate change ● Health ● Housing ● Local amenities and facilities ● Local distinctiveness ● Planning and land use ● Promoting local products ● Social cohesion and opportunity ● The environment ● Transport ● Volunteer involvement ● Waste and recycling

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3.11 The Borough of Scarborough has a range of attractive characteristics including its beauty, history and heritage. It is a popular tourism destination and by the Council working with local communities to undertake a number of economic regeneration initiatives, Scarborough became Europe's most enterprising place in 2009 after winning the Grand Jury Prize at the European Enterprise Awards. For all these reasons, the Council sees a Sustainable Development Strategy designed to protect and enhance the environmental, social and economic future of the Borough as pivotal to its plans.

3.12 To undertake actions to reduce, re-use and recycle is key to sustainable living. We

need to learn from the present and the past and use the world’s resources more wisely and sustainably by looking at the larger picture and longer term goals at global and local levels. At the global level this means agreeing as soon as possible on international legally binding targets on carbon emissions. At a local level this means supporting a low carbon economy, and leading green and conscious lifestyles by more fully appreciating the resources that we have - this will improve our own quality of life and that of the next generation.

3.13 In summary, sustainable development is important because natural systems have a

maximum capacity. Sustainable development is an international, national, regional and local issue. We all need to do our bit. The challenge to governments and society is to improving efficiencies without impacting on this capacity. Thus, living sustainably is not about reducing people’s quality of life, but to change lifestyles with an emphasis on environmental improvement. It’s about living responsibly by, for example, reducing the waste we generate, the energy we use, the carbon emissions we emit and by using resources more wisely and with respect.

4 What is a Sustainable Development Strategy and why is it required? 4.1 A Sustainable Development Strategy is a blueprint that provides strategic direction

and a framework for action on addressing sustainability. It includes the Council’s priorities and plans of action to integrate sustainable development into its policies, programs and operations, and to deliver sustainable development with its partner organisations and in the wider community. This Sustainable Development Strategy details priorities and actions which will make the Borough of Scarborough a better and more sustainable place to live (see Appendix A which is the delivery action plan). A place where the four pillars of sustainable development (Figure 1), as the underlying principles, underpin decisions about local development and the future of the Borough.

4.2 The need for local Sustainable Development Strategies has emerged out of concerns

at the international level about unsustainable practices on a global level. For example, concerns that the world needs to undertake economic development whilst considering protection of the environment, was first raised in a high profile manner through the ‘Our Common Future’ Report published by the United Nations World Commission on Environment and Development (WCED) in 1987.

Subsequently, the most significant international Summit that has given a call to action

on sustainable development is the United Nations Earth Summit in Rio de Janeiro in 1992. More than 170 governments, including the UK, committed themselves for the first time to a sustainable future. World leaders agreed a global sustainability action plan called ‘Agenda 21’ which called for widespread participation and partnership

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working to develop local strategies and plans for implementing sustainability at the community level called Local Agenda 21 (LA 21). The Council set out its own LA 21 strategy in October 2000 (this Sustainable Development Strategy essentially supersedes it).

4.3 An array of European Commission policy initiatives that promote sustainable

development have been influenced at the international level. For example, the ‘European Union Sustainable Development Strategy’ was adopted by the Commission in May 2001 and revised in June 2006. The revised document encourages local initiatives, partnerships, and the development of strategies to: address climate change and utilise clean energy; promote sustainable transport; address sustainable consumption and production; effective natural resource management; and tackle social exclusion and poor public health.

4.4 National policies that address sustainable development have also been influenced by

the work of the United Nations and the European Union. The UK Government’s national Sustainable Development Strategy ‘Securing the Future’ (2005) contains five principles and four main priorities at a national level. The five principles are:

● Living within environmental limits. ● Ensuring a strong, healthy and just society. ● Achieving a sustainable economy. ● Promoting good governance. ● Using sound science responsibly. The four priority areas are: ● Sustainable Consumption and Production.

● Climate Change and Energy. ● Natural Resource Protection and Environmental Enhancement. ● Sustainable Communities.

There are also a set of National Indicators (NIs) which local authorities have to address. Appendix A highlights how some of these NIs relate to our sustainable development priorities.

4.5 More recently, the new Central Government has set out in its coalition government

programme (May, 2010) a number of issues that it wants to be taken forward and developed into policy to help drive the delivery of sustainability actions at the local level (see Appendix B). Notably these policy developments concern: sustainable design and construction of new buildings; energy efficiency in existing buildings; renewable technology; sustainable modes of transport; climate change; recycling; and biodiversity. We have considered these policy developments within the context of our priorities (Section 7) and sustainability action plan (Appendix A).

4.6 The Council also wants to take forward its own local sustainable development

priorities (Section 7) whilst considering the national policy context. Local priorities have been identified through: the Council’s sustainability baseline review (July 2009) which draws on a range of documents and interviews with practitioners to gather information on a range of consultation findings; the Council’s Sustainability Policy (April 2009); in consultation with Councillors, employees of the Council and a range of stakeholders; and the findings from the consultation process for this Sustainable Development Strategy.

4.7 Local authorities need a sound understanding of sustainable development to:

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● Be more responsible in the resources that they use, to reduce waste and to save the Council money. ● Show leadership in environmental and energy management and to reduce CO2 emissions. ● Work with communities and partners organisations to improve the quality of life for their local communities. ● Reduce environmental impacts. ● Balance and integrate social, economic and environmental components. ● Meet the needs of existing and future generations by taking a long-term view of the consequences and the impact on future generations.

4.8 In summary, the term sustainable development has been used widely over the last 30 years, albeit historically, this has not necessarily meant that sustainability has been mainstreamed into the heart of local government. However, current concerns about energy security, depletion of non-renewable resources, food security, climate change, social inclusion and resource efficiencies to reduce financial costs, have all helped to push the sustainability agenda further into the heart of local policy-making. This Strategy reaffirms the Council’s commitment to the sustainability agenda and provides a framework for action. 5 Where are we now on the principles of sustainable

development? 5.1 We have assessed ‘where we are at now’ in delivering sustainability measures so

that we can identify priorities and implement further actions to take us forward as a local authority and with our partners and the community.

5.2 The Council has used the Aalborg commitments (Appendix C) as a sustainability

performance framework to develop a Sustainability Baseline review report (July, 2009) which has helped to assess ‘where we are now’ on delivering sustainability measures2. A summary of the findings from the baseline review and from more recent reports, strategies, policies, and in consultation with Council staff, elected Members, partner organisations and the wider community, is highlighted below (Sections 5.3 - 5.6). The findings are structured under the four respective pillars or principles of sustainable development (Figure 1).

2 In 2004 an association of local authorities created a network called Aalborg+10 (see www.aalborgplus10.dk). The objective of this network has been to develop a Charter called the Aalborg commitments to take forward key principles of Agenda 21 (see Section 4) and that captures the four pillars of sustainability: economic development; social progress; a healthy environment; and prudent use of resources. We, like a number of other local authorities, have used the Aalborg commitments as a ‘good practice’ sustainability performance framework to develop baseline data, our Sustainable Development Strategy, and to inform and deliver on sustainable development.

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5.3 Social progress that recognises the needs of everyone: The needs of everyone in the community are met and people feel safe, there is provision for healthy lifestyles and local people have an improved quality of life.

5.3.1 Fuel Poverty.

There is now a National Indicator to address fuel poverty – NI 187 ‘Tackling fuel poverty’. NI 187 measures those people living in homes with low energy efficiency (a Standard Assessment Procedure rating less than 35) and high energy efficiency (a SAP rating of 65 or more).

For the Borough 14.72% of people live in homes with a low energy efficiency and are therefore in fuel poverty (2008/09). Historical targets are: 14.50% for 2009/10; 14.25% for 2010/11; and 14% for 2011/12.

20.75% of people live in homes with a high energy efficiency (2008/09)3. Targets are: 21% 2009/10; 21.25% 2010/11; and 21.5% 2011/12. However, we intend to doas much as we can to go over and beyond these targets (see actions about reducinCO

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2 emissions through improving energy efficiency under priority 3, Appendix A) to increase the average home energy rating to SAP 65 by 2016 for all stock which was a target set-out in the Regional Spatial Strategy (RSS). We recognise the RSS has been abolished by the new Coalition Government and therefore targets highlighted within the RSS are no longer statutory.

5.3.2 Social inclusion. The Council has undertaken a range of measures to foster social inclusion, community participation and gender equality - both within its own structures and in working with the wider community:

(a) Consultation on development of North Yorkshire Housing Strategy and Scarborough Housing Action Plan. This includes actions centered around improving energy efficiency and tackling fuel poverty in existing homes and ensuring that new affordable housing is constructed to high sustainable development standards.

(b) Working with the Scarborough Climate Change Action Network, Sustainable Scarborough and the Whitby 10:10 campaign group to take forward environmental initiatives in the area, and to promote the value of energy efficiency through attendance at presentations, meetings, seminars and fair stalls.

(c) Working with local communities such as the Fylingdales community group in Robin Hood’s Bay to apply for funding to the Department for Energy and Climate Change (DECC) to take forward the low carbon communities challenge. The application was to retrofit existing homes and a community centre to higher energy efficient standards and to utilise renewable energy, for example, solar hot water and solar photovoltaic panels. Unfortunately, due to high volume and competitiveness of other applications, this application was unsuccessful. However, a pleasing outcome is that a community structure has been established to take forward future projects.

(d) Working with energy suppliers, the local Energy Savings Trust advice centre, Sustainable Scarborough and the social enterprise group Canute to explore how the Community Energy Savings Programme (CESP) can be taken forward. CESP is a

3 The % is based on findings of 2500 people from a sample population organised through Corporate Performance.

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match funding programme whereby energy providers have a statutory obligation to fund energy efficiency treatments within some of the most deprived wards across the country, for example, to install new boilers, and cavity or solid wall insulation to reduce fuel poverty (see actions under priority 3, Appendix A). (e) There are a number of Friends and Bloom Groups in the Borough involving local residents, the private sector and the Council who work together to improve neighborhoods, villages, or towns. Work carried out has included habitat protection, activities that contribute to targets in the local Biodiversity Action Plan and enhancing community open spaces. Environmental improvements have also been undertaken such as graffiti and litter removal, and applying for funding applications for improvements to children’s play areas. (f) The Scarborough Conservation Volunteers have worked together to plant over 26,000 trees over the last 10 years across the Borough.

(g) A Community Engagement Strategy (January 2009) has been produced.

(h) Through the North Yorkshire Strategic Partnership and Scarborough Local Strategy Partnership, the Council are working in partnership with the Primary Care Trust to address local health needs and concerns such as employment, transport, fuel poverty, healthy eating and decent standards of housing. The production of a Joint Strategic Needs Assessment is a legal requirement from the 1st April 2008 for organisations with formal responsibility for planning and arranging publicly funded provision of health and social care services.

5.3.3 Community Consultation.

(a) Residents Panel. Residents that have signed up to this panel are sent a number of questionnaires on a range of topics in connection with the services provided by the Council and that are specific to their geographical areas. (b) The Town Team holds consultation events within the electoral wards on local needs and concerns, has monthly meetings; and is supported by 8 key urban renaissance groups involving local residents, private sector, and the Council: Urban Space Group; Arts, culture and Festivals; Active Transport; Forum for Tourism; Creative Coast; Harbour, Sandside and Piers; Scarborough Business Association; and Digital Scarborough Group. (c) The ‘Place Survey’ has been sent to 6,000 residents in the Borough which is a 12 page questionnaire produced by Central Government that asks people about the quality of life in their area.

(d) A range of consultations processes have been carried out relating to the Local Development Framework (LDF), for example: local public 'drop-in' sessions; attendance at Parish Meetings; meetings with a range of different stakeholders for example local residents; interest and voluntary groups; business and commercial sector; and land and property owners4.

4 The LDF is a folder of local development documents that outlines the general direction of development and planning in the Borough. For example, the LDF contains a Core Strategy that sets out the vision and overall objectives for development in the Borough up to 2021, and sets out where new housing and other development should be focused. The Core Strategy also addresses specific topics such as affordable housing, tourism, flood risk, coastal erosion, climate change, and protecting the natural and built environment.

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(e) Since 2007, four Area Forums as vehicles for community engagement have been established by the Borough’s North Yorkshire Coast Local Strategic Partnership that represent the respective north, south, rural, and urban areas of the Borough. Officers from Environmental Services have attended Area Forum meetings promoting awareness about sustainability and recycling. (f) A statutory requirement of the Safer Communities Partnership of the Borough’s LSP is that it holds face-to-face sessions as public meetings which are attended by individuals who hold a senior position within each responsible authority each year. For Scarborough Borough, the sessions take place through the four Area Forums.

5.3.4 Crime reduction. The Council have undertaken a range of crime reduction measures. These include:

(a) Providing all homes within the Borough with a Community Safety Handbook on practical measures to deal with anti-social behaviour, alcohol, domestic abuse, road safety, drugs, and crime reduction.

(b) Introduction of Night Marshals Scheme in December 2008. These are trained security officers who work alongside the police by making Scarborough town centre safer by reducing crime and anti-social behaviour linked to night life.

(c) Street Angels. Voluntary staff patrol the streets on weekend nights in an aim to improve the safety of those who use bars, restaurants, cinemas and public transport during busy periods.

(d) The Council has an Anti-Social Behaviour Officer.

5.4 Effective protection of the environment: Our rural and urban environments are

appreciated, protected and enhanced for people and wildlife; and damage, pollution and crime to the environment is avoided.

5.4.1 Promoting sustainability.

Environmental sustainability is promoted through a range of mediums. Within the Council this includes staff road shows and a monthly newsletter, and sustainability presentations (see actions under priority 1, Appendix A). Externally this includes the Borough News, media releases, attendance at Area Forums and other community events (see actions under priority 4, Appendix A).

5.4.2 Planning system.

(a) All LDF Planning Development Documents have to undergo a Strategic Environmental Assessment (SEA) and Sustainability Appraisal (SA)5. The Forward Planning Section is developing this work to ensure that it fully informs and shapes the LDF. SEAs are undertaken by developers on any new building developments and

5 A European Union directive requires SEAs to be undertaken by local authorities on certain policies, plans and programmes. The purpose of this is to identify, assess, mitigate, and monitor any significant environmental effects whilst considering alternative strategies and measures against environmental objectives. SEAs are incorporated into Sustainability Appraisals (SAs). Under UK legislation (the Planning and Compulsory Purchase Act 2004), an SA must be prepared for regional and local development plans. They are similar to SEAs, but include an assessment of social and economic inputs and effects alongside the environmental ones. These processes ensure that policies in the LDF reflect sustainable development principles and take into account the effects of development on the environment and economic and social conditions.

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Sustainability Appraisal’s are undertaken by the Council on plans relating to the LDF and as such have been mainstreamed into the Council’s development process. However, recent examples are limited by the economic downturn and subsequent lack of planning applications.

(b) The Council have re-used and regenerated derelict or disadvantaged areas in the Borough, for example, the development of Scarborough Business Park and the Woodend Creative Industry Centre. Priority has been given to brownfield over greenfield sites in housing developments.

5.4.3 Green Fleet.

A Green Fleet Environmental Programme is being developed. This involves the development of a Green Fleet Management Plan which incorporates a Green Fleet Policy and Tyre Policy. The overall programme seeks to minimise the impact of the Council’s vehicle use on the environment and in its administrative aspects of its business (see actions under priority 2, Appendix A).

5.4.4 Sustainable procurement.

(a) A Procurement Policy (2005) is in place that addresses many of the key environmental concerns that procurement should consider when purchasing goods and utilities, and employing the services and works of contractors. For example:

(i) Ensures that a sustainability assessment is included in the pre-qualification

questionnaire provided to contractors. This requires information on the contractor’s approach to sustainability (e.g. environmental policy, any systems or procedures in place for environmental management).

(ii) Ensures sustainability is included in the standard contract documentation. For

example: minimising the frequency of deliveries to the catering facility; maximising the use of fuel efficient and more environmentally friendly vehicles; maximising the use of returnable forms of packaging for deliveries; and reducing the environmental impact (through re-cycling) of packaging that is disposed of.

(iii) All framework applicants are required to disclose their environmental policies, a

low score in this area will impact on the likelihood of being selected. (iv) Supports local business by encouraging them to compete for contracts let by

the Council. The Procurement Team, for example, have in the past held ‘Meet the Buyer’ events with local businesses concerning how to apply for contracts. These need to be continued.

However, quantified sustainability targets relating to the above and other objectives within the Procurement Policy still need to be addressed (see actions under priority 2, Appendix A).

5.4.5 Sustainable modes of transport.

(a) Home to work travel plan. The Council has an employee home to work travel plan albeit this still needs some further work (see actions under priority 2, Appendix A). Initiatives that have been implemented include: (i) Cycle Allowance. There is currently a Council policy to pay cycle allowance. (ii) Cycle to Work Scheme. The Council has participated in the Government

backed ‘cycle to work’ scheme which means bikes are available to the employee at nearly half the retail cost. Scarborough ran the scheme for the first time in August 2008. Over 50 employees have taken up the offer.

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(iii) The introduction of a real-time video-conferencing system from the Town Hall to

outlying locations has been implemented to reduce the need for travelling to meetings. The introduction of NYNET, a wide area network system linking all local authorities in the area, will further enhance communication technology. The infrastructure is in place to progress this.

(b) All schools in the Borough have approved travel plans to encourage more journeys to schools by walking and cycling.

(c) The Council have taken measures to improve the pedestrian scheme across the Borough: It has undertaken a signposting programme so that there are highly visible directions for pedestrians to follow to reach certain tourist attractions; and the Council have put in place tactile surfaces at control road crossings for the elderly so that they can cross roads in safer places.

(d) A Cycling Strategy has been developed which outlines the proposals for improving cycle facilities within the Highways Agency area. The Council have taken measures to improve cycling safety. Cycle facilities are automatically included in the design, for instance, cycle crossings at pedestrian crossings, if practicable, of any new traffic management scheme.

5.4.6 Working with partners.

The Council works with its partner organisations and the wider community in a number of ways to address environmental sustainability:

(a) The Sustainable Development Officers group involves local authorities from across York and North Yorkshire, which is underlined by 3 working sub-groups based around National Indicators (NIs) set by Central Government: NI 185 ‘reducing carbon emissions within a local authorities own operations’; NI 186 ‘reducing carbon emissions within a local authorities communities’; and NI 188 ‘adapting to the impacts of climate change’. The NI 188 sub-group has successfully applied for a sub-regional bid for a consultancy company to develop local profile reports of climate change for the County and each of the districts in North Yorkshire. These reports are helping the local authorities to develop policies and programmes relating to climate change and have helped them to achieve level 1 and progress to level 2 for NI 188. The sub-groups work closely with the Energy Savings Trust in exploring ways to tackle climate change.

(b) ‘Sustainability 4 Yorkshire’ (formally known as The Ryedale Energy Conservation Group) has been in operation since 1993 and is a not-for-profit organisation wholly owned and supported by the local authorities in York and North Yorkshire. It provides impartial advice to households and businesses, strategic support to develop and deliver innovative projects, and facilitates effective partnership working regarding sustainable energy and environmental issues.

(c) The Council, Ryedale District Council, North York Moors National Park Authority and Environment Agency have worked together to produce a 'Strategic Flood Risk Assessment' for North East Yorkshire that identifies key areas at risk of flooding (both river and tidal) now and in the future. The Assessment will inform the pattern of development shaped through each Local Planning Authority's LDF.

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(d) The Emissions Working Group of the Scarborough Borough LSP brings together representatives from the community, businesses, local authorities, housing organisations and other bodies to develop a local response to the challenge of climate change. Work undertaken to date by the Emissions Working Group includes:

(i) Development of an ecoblog through the Scarborough Business Association to

promote greener working practices, this includes the development of a green business checklist.

(ii) Distribution of energy saving information to private tenants through the local

lettings agencies and University. (iii) Public awareness, energy saving day. (iv) Work has been undertaken to develop a short journey survey to asses how

employees travel to and from work. However, the survey has not been sufficiently implemented, so further work is required on this action (see actions under priority 2, Appendix A).

(v) Consultation and input into the development of the Sustainable Community

Strategy, particularly around issues of climate change. (vi) Working with housing partners to ensure that all new affordable housing is

developed to as high as possible Code for Sustainable Homes levels. 5.4.7 Sustainable Tourism.

(a) The Borough’s second tourism strategy (2005-2010) aims to continue to develop sustainable year-round tourism with broad market-led appeal that generates high levels of expenditure and increasing business performance within the sector.

(b) The Tourism department are developing a sustainability appraisal guidelines document for events in the area to make these more sustainable, for example, event organisers will have to complete a criteria checklist that notes how sustainable the event will be in terms of: sustainable transport; use of local suppliers; use of recyclable products; and energy usage.

5.4.8 Climate change.

(a) The Council has signed the Nottingham Declaration and pledged to address the causes and impacts of climate change.

(b) The Council has signed-up to the nationally recognised climate change 10:10 campaign to demonstrate its commitment to reducing carbon emissions and energy usage within its own operations.

(c) NI 186 ‘Reducing carbon emissions within the Council’s administrative area’. Baseline data is available for national carbon dioxide emission estimates at local authority and regional level. This work has been made possible following the publication of local gas, electricity and road transport fuel consumption estimates by the Department for Energy and Climate Change (DECC) for 2005, 2006 and 2007 and is outlined in Table 1 below. The Table shows there has been hardly any variation in carbon emissions for both 2005 and 2006, but there has been a decrease in 2007.

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Table 1: Most recent CO2 Estimates for Scarborough Borough (revised estimates as of November 2009)

Source: 'Local and Regional CO2 Emissions Estimates for 2005-2007', produced by AEA Consultants for the Department for Climate Change and Energy (DECC) (http://www.decc.gov.uk/en/content/cms/what_we_do/lc_uk/loc_reg_dev/ni185_186/ni185_186.aspx); and the Council’s (2008) Annual Report.

Year Industry and commercial (KT CO2)

Domestic (KT CO2)

Road transport (KT CO2)

Total (KT CO2)

Population (mid-year estimate 2005)

Per capita emissions (t)

2005 (baseline) 325 299 180 804 108.4 7.4 2006 324 296 180 801 108.3 7.4 2007 308 284 177 769 108.4 7.1 2008/09 NI 186 Target is – 3.5% on baseline 2009/10 NI 186 Target is – 7% on baseline 2010/11 NI 186 Target is – 10.5% on baseline

(d) The first theme of the Borough Sustainable Community Strategy is Quality Environments, of which reducing greenhouse gas emissions and adapting to the impacts of climate change are considered priority issues which need to be addressed.

5.5 The maintenance of stable levels of economic growth and employment: Our

economy is vibrant, employment opportunities are improved and our working lives are more rewarding.

5.5.1 Regeneration flagship projects. Scarborough Town was one of the original Renaissance Towns which was launched

by Yorkshire Forward in 2001 in order to support the social and economic regeneration of major towns and cities in the region through the development of key flagship projects. For the Borough, these include:

(i) Spa Pavilion in Scarborough - full refurbishment of the building, providing

conference and entertainment facilities; (ii) Scarborough Business park - to accommodate business development; (iii) Sandside and new marina pontoons - improving public spaces and creating a

new floating marina in the inner harbour; (iv) Rotunda - the renovation of the Rotunda Museum as a geological centre of

international significance; (v) Creative Industries Centre (Woodend) - created to facilitate the development of

the cultural and creative sector; (vi) The Neighbourhood Centre in Green Lane in Whitby.

5.5.2 Entrepreneurial awards.

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(a) In June 2009 the Audit Commission has assessed the Council’s Regeneration Service as ‘excellent’, the highest score obtained in a regeneration inspection by any Council in the last 7 years. They suggest that the Council is providing excellent regeneration services that have already made a significant difference to the appearance, image and prosperity of the area; and the Council has developed very positive working relationships with public, private and voluntary sector partners. (b) In October 2008 Scarborough won the crown of the Department for Business, Enterprise and Regulatory Reform’s (BERR) (now called the Department for Business Innovation and Skills) successful Enterprising Britain competition. One of the reasons as to why Scarborough won this award is because of the regeneration work in Trafalgar Square involving local residents, the private sector, and the Council – for example, installation of railings to protect the open green space in the square and environmental improvements in terms of litter and graffiti removal and improved relationships between residents within the community. (c) The Scarborough Renaissance Partnership won the 2009 European Enterprise award for helping to transform the seasonal economy with unemployment in the winter 50% higher than in the summer, into a more balanced year-round employment. This is through increased employment prospects, in particular through the on-going development of the Scarborough Business Park and the development of the Woodend Creative Industry Centre.

5.6 Prudent use of natural resources: Resources are used wisely so that they can

be of benefit and enjoyment to present and future generations. 5.6.1 Sustainability baseline assessments.

(a) The Council has a Sustainability Policy (April, 2009) that sets out the principles of sustainability and sets out the Borough Council’s aims in relation to Sustainable Development.

(b) The Council is using the Aalborg commitments baseline report (July 2009) as a means to assess sustainability measures and monitor progress in the delivery of sustainable development across its operations.

5.6.2 Energy usage within the Council’s own operations.

(a) The Council has an up-to-date re-calculated energy baseline data for March 2010 which is highlighted in Table 2 below.

Table 2: Re-calculated annual energy baseline data for Council buildings (March 2010) Energy Source KWH CO2 Tonnes Gas 10, 941, 945.81 2, 023.93 Electric 5, 106, 262.15 2, 670.56 Total energy usage 16, 048, 207.96 4, 694.50

(b) Further to the publication of the Council’s Energy Strategy (2008), the Council has developed a Carbon Management Plan (May, 2008) in partnership with the Carbon Trust, but to-date this needs to be adopted by the Council. Nevertheless, it includes a list of identified projects that have been implemented to help avoid unnecessary energy consumption and to improve end-use energy efficiency, for example:

(i) Installation of Passive Infra Red (PIR) controls to regulate lights and flush times

within Town Hall toilets.

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(ii) The Building Management System at the Town Hall underwent initial repairs and is now being monitored and adjusted to ensure optimum office temperatures of between 20 and 22 degrees. As part of the BMS system the lights dim down or increase in intensity subject to the natural day light.

(iii) The PowerPerfector device for the Town Hall was installed in January 2008.

This reduces energy use, costs and carbon emissions by optimising the electricity supply voltage.

(iv) LEDs have been fitted on emergency light fittings.

(c) Display Energy Certificates (DECs) have been displayed in those Council buildings requiring an energy certificate. However, we have a plan to continually improve the ratings of each of these buildings (see actions under priority 2, Appendix A). (d) There are 3 new toilet blocks that have been built over the last year, which have incorporated PIR and grey-water systems. However, 23 of the toilet blocks are in rural areas so there is great potential to save money and carbon emissions through having PIR installed in them, which is now an on-going process.

(e) The Council has successfully applied to the Salix Finance match funding programme to obtain £65,000 to invest in energy efficiency technologies and to help reduce energy usage within the Council’s buildings and to help save the Council money in the longer term (see actions under priority 2, Appendix A)6.

5.6.3 Sustainable design and construction.

(a) The Council has taken a lead in organising and chairing a carbon reduction planning workshop and seminar for Forward Planning, Building and Development Management Services of local authorities in York and North Yorkshire. The event was financially supported by Future Energy Yorkshire (now CO2 sense), and the Energy Savings Trust with logistical support from the Sustainable Development Officers Group of the North Yorkshire Strategic Partnership (NYSP)7.

(b) A sustainable design and construction guidance for developers (March, 2008) has been produced that provides advice on how homes can be delivered in a more environmentally sustainable way.

(c) The Council own a Beach Management Centre in the North Bay of Scarborough town which has been designed to cause minimal environmental impact. The £1m centre includes toilets, Beach Superintendent office, reception area, first aid room, lifeguard office and lookout post. The rainwater from the roof is harvested and used to flush the toilets in the Centre. The hot water is heated using solar panels on the roof of the Centre, therefore reducing the need for electric water heating. The background heating is provided by an air source heat pump and under floor heating. The Building has been awarded the 'National Category Winner for England' with 5 stars.

6 Salix Finance has been set-up by the Carbon Trust to drive energy efficiency measures in the public sector, for example, by providing funds for new pool covers, modern controls on boilers, passive infra red lighting (PIRs) photovoltaics, and wind turbines. 7 NYSP is the county-wide Local Strategic Partnership for North Yorkshire (see footnote 1). There is also an LSP specifically for the Borough called the North Yorkshire Coast Community Partnership.

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(d) The pavilion at Whitby has been roofed with tiles that are 100% recyclable material whilst they look like slate, and have a life of 60 years. These have been purchased from a local company. The tiles have been replaced due to vandalism. (e) The Green Lane Centre in Whitby has a ground source heat pump that provides underground heating. (f) The Council is exploring how it can address the Environmental Goods and Services sector which concerns the management and protection of natural resources. One project it is proposing is the Scarborough Eco-innovation Centre. This will be a workspace not dissimilar to the Woodend Creative Centre in terms of encouraging local business start-ups and investment. However, a key difference is the intention that it will be carbon neutral in its design and construction. (g) The Council has sought and obtained Yorkshire Forward funding from the Low Carbon Rural Capitals scheme to undertake studies to assess the potential to: (i) identify the technical and economic feasibility of integrating Oscillating Wave

Column [OWC] technology into coastal defence works for Whitby piers; (ii) undertake technical trials on the feasibility of operating North Yorkshire Moors

Railway coal locomotives on locally produced wood briquettes manufactured from waste wood supplies.

5.6.4 Sustainable lifestyles in the Borough.

(a) Seaweed: The Council is working in partnership with the Whitby Area Community Development Trust, Yorkshire Forward and the Higher education sector in developing a strategy for the creation of an industry sector based on the research and development of seaweed harvesting and processing in the Whitby coastal area. A programme of work to bring this strategy to fruition is being developed and funding being sought. Seaweed species and their bi-products can be utilised in foodstuffs, cosmetics, pharmaceuticals and biomass power generation. (b) Fair-trade: Scarborough has been a Fair-trade Borough since June 25th 2008. As part of the Council’s Fair-trade status it is committed to purchasing and promoting the consumption of Fair-trade goods. For example, Fair-trade tea, coffee, hot chocolate and sugar are now available from all Council premises, albeit more can be done to promote the Borough as Fair-trade (see actions under priority 4, Appendix A).

(c) Local consumption and production: The Council has promoted the Scarborough Shearling community partnership organic scheme that supplies moorland-reared shearling meat to the people of Scarborough. The scheme guarantees a secure income to traditional sheep-farmers on the moors (see actions under priority 4, Appendix A). (d) Allotments: There are 2 allotment sites in Scarborough town that are managed by the Council. These are located at Woodlands which has 70 plots and Quarry Mount which has 12 plots. At present there are 155 people on Woodlands waiting list and 123 on Quarry Mount (albeit some of these names are duplicated onto both lists). The Council also manage an allotment site at Bank Top in Staithes. There are 19 plots and 8 people on this waiting list. Other sites in the Borough are run by Parish Councils or private undertakings. Given the high demand for allotment spaces the Council are exploring options to make land available for new allotment plots (see actions under priority 4, Appendix A).

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(e) Wind power generation: The Crown Estate have let a number of contracts for the development of off-shore wind farms which include locations off the North East Coast of Yorkshire. The Commercial port at Whitby is strategically positioned to meet industry needs and the Council is currently liaising with other regional ports, wind power generation companies and local service providers (i.e. marine engineers, accommodation providers, education providers etc) to develop a skills and support network to promote the Borough as a location from which to service the North Sea wind farm developments at the Westernmost Rough and Dogger Bank. The wind farm development at Dogger Bank incorporates an area the size of North Yorkshire and has the potential to generate 10% of UK electricity needs and create significant opportunities for regeneration within the Borough. (f) Recycling: The Council performs very well on its reduce, re-use, and recycling responsibilities within the Borough, with facilities for glass, cardboard, paper, tetrapaks and plastic bottles, and composting. The twice yearly free give away composting events are a huge success with the community. Furthermore, a dedicated recycling officer visits schools and provides advice on this.

6 Scope of the strategy and our vision 6.1 This Strategy sets out a commonly shared long term vision of a sustainable Borough

that focuses on improving the quality of life for all who live and work within the Borough without compromising the ability of future generations to meet their own needs.

6.2 The overarching aim of this Sustainable Development Strategy is to safeguard and

improve the lives of people in the Borough now and in the future by addressing through our operations, and the encouragement of others, the principles, priorities, objectives and actions as highlighted in this strategy and the accompanying sustainability action plan (Appendix A).

6.3 This Strategy aims to align with the Council’s Corporate Plan objectives, the Local

Development Framework, the Local Area Agreement priorities and to the broader Sustainable Community Strategy. Therefore, this strategy interlinks with a number of the Council’s other strategies and policies that will need to be updated as appropriate, such as:

● Asset Management Strategy (2009-2011) ● Borough Waste Strategy (2007) ● Corporate Plan (2006-2011) ● Employee Travel Plan (2008) ● Energy Strategy for Buildings (2007) ● Green Fleet Environmental Management Plan (draft) ● Green Fleet Policy (draft) ● Local Development Framework (LDF) documents (Draft) ● Local Biodiversity Action Plan (LBAP) (2004) ● Parks and Green Spaces Strategy (2007) ● Scarborough Housing Action Plan (updated, 2008) ● Shoreline Management Plan (2007) ● Sustainable Community Strategy (2010-2013)

● Sustainability Policy (2009)

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● (Sustainable) Procurement Strategy (2006) ● Tourism Strategy (2005) 6.4 Since 2001, the Council has had a statutory responsibility to promote the economic,

social and environmental wellbeing of local communities and to work with partners to prepare a Sustainable Community Strategy. These new responsibilities have given added importance to work on sustainability and on improving the quality of life, both now and in future years.

6.5 Like the Sustainable Community Strategy this strategy addresses the need for

Sustainable Communities within the Borough and so reinforces sets of actions that we as a Council can undertake in working with the community and our partners to make this happen. A key difference is that this strategy specifically draws greater attention and detail to resource management and sustainability actions within the Council’s own operations. For example, the action plan for this strategy (Appendix A) details a co-ordinated set of actions based on priorities of sustainability measures that the Council needs to address to get its own house in order. The action plan addresses a range of Specific, Measurable, Achievable, Robust and Time-related (SMART) targets, and covers a range of key sustainability ‘impacts’ such as:

I ntroducing sustainability measures M anaging and monitoring sustainable outcomes

P rocuring sustainably goods and services A sset Managing and energy consuming sustainably

C onserving the environment T raining in sustainability for staff/Members and public S upporting good and sustainable development 6.6 This strategy shows our commitment to sustainable development. Sustainability

should be one of the cornerstones of every decision that the Council makes. Therefore, this strategy guides the Council in integrating and co-ordinating the principles and priorities of sustainable development across strategies, policies, projects, plans, budgets, products, services and activities in order to achieve sustainability in all that it does.

6.7 The Council will lead by example and, with its partnership with community partners

and private organisations, will ensure sustainable development throughout the entire Borough. The Council must ensure its own operations and activities are sustainable, while championing sustainable development by working with the wider community.

7 Strategy priorities 7.1 We have identified four priorities that need to be addressed which reflect the four

principles of sustainability (Figure 1) and which will help move the Borough of Scarborough towards a more sustainable future:

Priority 1: Building capacity and local management towards sustainability People are at the very heart of sustainable development. Through working with elected Members, Officers and partners organisations, a ‘whole institution approach’ to sustainability will be developed. An action plan (Appendix A) has been devised to provide Members, Officers and our partner organisations with the skills, knowledge and encouragement to maximise sustainability activities and to ensure sustainable development is at the centre of decision-making processes.

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Priority 2: Buildings and estates and activities within the Council’s own operations: Making effective use of resources The management of our buildings, the development of new sites, and how we undertake our day-to day delivery of public services can have a huge impact on the environment. Local government is a major consumer of natural resources i.e. energy, water, fuel, land, metals, minerals and waste. We will ensure that we sufficiently address resource efficiencies which is a key pillar of the sustainability agenda within our own organisation. We will ensure that we are an exemplar of good practice in energy management within our own operations, use resources more wisely and to thereby save the Council money and help to conserve the environment.

Priority 3: To address the challenges presented by climate change Scientists such as those involved with the Intergovernmental Panel on Climate Change (IPCC) now generally agree that the climate change that is affecting present generations and which will impact upon future generations is due to natural variation in climate and because of human activity (see Section 3). We will address the challenges presented by climate change and combat these in a sustainable manner, for example, by undertaking actions to reduce CO2 emissions within our own operations including energy management and helping the wider community to do the same; and by developing actions to tackle the impacts of climate change (see Appendix D). Priority 4: Reduce the Borough’s ecological footprint

The ecological footprint concerns whether the resources that a human population consumes are greater than planet Earth’s ecological capacity to regenerate these resources (see Section 3). To reduce the Borough’s ecological footprint means we will work with our local communities, key stakeholders and partner organisations to develop capacity building to deliver on sustainable development within the Borough. We will promote and increase biodiversity and undertake effective management of natural resources and increase the use of local resources to satisfy local needs. We will support the low carbon economy, sustainable tourism and more sustainable modes of transport.

7.2 Each of the priorities and how these will be delivered with the associated objectives,

scope of activity, actions, targets and outcomes are discussed in greater detail in Appendix A the Sustainable Development Action Plan.

8 Management: How will the strategy be implemented? 8.1 To support this strategy and the implementation of the delivery action plan, the

Council has established a cross-functional Sustainability Working Group (the Group) of Members and Officers.

8.2 The Group takes a corporate overview of the Council’s performance regarding the

identified priorities for sustainable development. The Group will monitor and investigate any underperformance in relation to relevant targets and develop new initiatives to support sustainability in the Borough. The Group will drive and report on progress against the identified priorities.

8.3 The Group will also take an overview of all relevant policies and strategies and

ensure that these are monitored and updated as necessary to ensure they remain fit for purpose in relation to sustainability issues.

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8.4 The Group has political support from the strategic level of the local authority, with sustainability being mainstreamed into the Council’s policies, programmes, and activities as a corporate issue.

8.5. The Sustainability Officer will primarily implement and undertake sustainable

development initiatives and projects set by the Group within the Council and in conjunction with Council colleagues, partners through the LSP and the residential and business communities to deliver a more sustainable Borough.

8.6 The main structural groups for taking this strategy forward will be: ● The Sustainability Working Group ● The Asset Management team of the Council (responsible for energy management) ● The sub-regional Sustainable Development Officers Group ● The Emissions Working Group of the Borough of Scarborough LSP. 9 Reporting progress 9.1 Progress will be reported through the Council’s governance structures, for example,

through the Sustainability Working Group, the Corporate Strategy Overview and Scrutiny Committee and to the Full Council each year. The Sustainability Working Group findings will also be disseminated through the local partnership structures supporting the Local Strategic Partnership (LSP) and the LSP itself.

9.2 The strategy will be comprehensively reviewed each year and an annual

sustainability report produced based on progress against the actions and targets highlighted in Appendix A.

9.3 The sustainability annual report will highlight evidence as to the outcomes of the work

that has been undertaken, and the actions will be monitored through the Sustainability Working Group receiving regular reports on progress from the individual concerned with addressing the action.

9.4 The Council will ensure that a consistent and streamlined approach is taken for

collecting and reporting information, with all progress to be reported and published to communicate to the wider community that which has been achieved to date through the Council’s Annual Report.

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1

Appendix A: Sustainable Development Strategy Action Plan 2010-2013

Priority 1: Building capacity and local management towards sustainability:

Principles of sustainability:

- Prudent use of natural resources and effective resource management.

- Effective stewardship of the environment.

Objectives:

Objective 1: To build participation and sustainable development capacity within Scarborough Borough Council as an organisation and through its Members and officers at a personal and professional level.

Objective 2: To strengthen Local Agenda 21/Aalborg commitments or other local sustainability processes and mainstream them into the heart of local government.

Objective 3: To ensure that sustainability issues are central to decision-making processes.

Objective 4: To set-up a monitoring mechanism to ensure the prioritisation of sustainability is apparent and is being delivered.

Objectives Scope of activity Proposed actions and targets Timescales Responsibility

1

Raise awareness, develop skills and understanding of sustainability, the Sustainability Policy and the Sustainable Development Strategy with employees and members across the Council.

Undertake a series of presentations and workshops with Officers from respective units and Members.

The presentations and workshops will cover both sustainability and energy management.

One lunchtime seminar workshop or unit staff meeting each month starting in October 2010 for Officers and Members to attend as appropriate.

Sustainability Officer/

Energy Manager.

Explore the use of learning pool to promote sustainability and energy efficiency and implement as appropriate.

By end of November 2010.


Energy Manager.

Set-up a sustainability champions officers group to promote sustainability and energy management by asking for volunteers from the various Council departmental units to be a point of contact to drive the sustainability agenda, disseminate information and to feed back information to the Sustainability Working group.

Approach personnel at sustainability workshops; and ask unit managers for their support to be a member of the group or to suggest a member of staff.

By end of October 2010.


Energy Manager.

2


Ensure awareness about sustainable development and energy efficiency is built into staff induction.

Ongoing. Sustainability Officer/

Energy Manager.

1, 2, 3 Increase capacity for all Officers and Members to maximise sustainability activities within their own work and decision making for the local authority.

Build a framework for sustainability measures across the Council’s strategies, projects, plans, policies, programmes, budgets and activities:

(a) Develop a more meaningful sustainability statement that can be adapted as appropriate for Service and business plans templates so that any sustainability targets become more embedded; and can help the Council to develop a longer-term vision for the Borough with sustainability at its core.

(b) Reports to Council Committees should make a more comprehensive reference on how the subject of the report will contribute towards the sustainability agenda. For example, The Council should develop a Sustainability Impact Assessment, a sustainability checklist that will inform all decision-making including Cabinet reports.

(c) Ensure that key sustainability issues are highlighted on the Council’s Risk Register, for example, the impacts of climate change.

(d) Anchored sustainable development within the Council by nominating a Strategic Director as a Sustainability Champion.

(e) Ensure that Sustainability Appraisal (SA), Strategic Environmental Assessments (SEAs) and Sustainability Statements for all major developments are properly developed and utilised as appropriate and capture the criteria for sustainability assessment as highlighted under priority 3 (objective 19) where regard is given to higher levels of sustainable design and construction.

(a) By end March 2011.

(b) Start by end October 2010 and on-going.

(c) By end October 2010.

(d) Immediate.

(e) On-going

(a) Sustainability Officer.

(b) Sustainability Officer.

(c) Sustainability Officer.

(d) Corporate Policy.

(e) Sustainability Officer/

Forward Planning.

3


1, 2, 4 Manage

environmental risk by working effectively with our partner organisations, stakeholders; and through other

local, regional and national partnerships and networks.

Communicate the Council’s commitment to sustainability and environmental risk management to stakeholders by:

(a) Highlighting this at Local Strategic Partnership meetings and meetings with other partner organisations.

(b) Sharing good practice on environmental management.

(c) Circulating this Sustainable Development Strategy and Action Plan to Council partners.

(d) Encouraging partners to develop an Environmental Strategy and related action plans and set targets and outcomes to deliver on.

(a) – (d) On-going - as and when meetings arise.

Sustainability

Officer/

Officers

involved in the County-wide and Borough LSPs.

Report annually to stakeholders on the environmental impacts of the Authority’s activities, by circulating an annual sustainability report and Corporate Annual Report.

Annually to align with the financial year.

Sustainability Officer.

Increase the inter-municipal, regional and where appropriate cross-border dialogue on sustainability issues, for example:

- The NI 186 carbon reduction sub-working group of the Sustainability Officers group for York and North Yorkshire to develop a partnership delivery plan by end of May 2011.

- York and North Yorkshire Sustainability Officers Group to apply for at least one funding stream for project-working by end of May 2011, for example, in a bid to the Regional Efficiency and Improvement Programme (REIP) for help with developing sub-regional climate change action plans.

Evidence of project-working end of May 2011.


Sustainability Officers Group for York and North Yorkshire.

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Strengthen the international cooperation of towns and cities and develop local responses to global problems in partnership with local governments, communities and relevant stakeholders:

(a) Sign-up to the Aalborg Commitments to formalise processes and knowledge exchange between towns and cities.

(b) Increase the quality of city partnerships and twinning with regard to sustainability.

(a) By end of December 2010.

(b) On-going.

(a) Sustainability Officer.

(b) Sustainability Officer/

Twinning Team.

1, 2, 3, 4

Manage performance to reduce our impact on the environment.

If viable, look to achieve external accreditation under EMAS (Eco Management and Audit Scheme) and possibly ISO 14001 – both of which are international standards for assessing and improving environmental performance.

By end of December

2012.

Energy Manager/

Corporate Policy Unit.

Set-up a monitoring mechanism to ensure the prioritisation of sustainability.

Adopt an evaluation process of the sustainability performance of the Council against the Alborg commitments, baseline review, and targets outlined in this Sustainable Development Strategy.

Annual Sustainability Report to be produced by the end of April each year.


By being a signatory of the Aalborg commitments, co-operate with other signatories to monitor and evaluate our progress towards meeting our sustainability targets:

(a) Submit our annual Aalborg commitments report to the Aalborg commitments secretariat.

(b) Attend meetings of the UK-based Aalborg commitments network in the learning and sharing of good practice in addressing sustainability measures.

(a) Annual

Sustainability Report to be submitted to the Aalborg secretariat each year.

(b) As and when meetings arise.


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Outcomes:

- Staff and Members understand how their work currently supports the delivery of sustainable development and the steps that can be taken to ensure future improvements and sustainable benefits.

- Capacity building is developing so that sustainability is more firmly embedded in all of the council’s policies, strategies, programmes and operations, there is a clear demonstration of commitment to the sustainability agenda and resources are used more wisely and effectively.

- Improved governance working relationships with key stakeholders and other municipalities, which in turn leads to the delivery of more effective environmental management (and an improved quality of life for residents living and working in the Borough) through project-working, the sharing of resources and knowledge transfer.

- The Shared Service Agenda will help to deliver efficiencies, and improve effectiveness as well as providing opportunities for investment.

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Priority 2: Buildings and estates and activities within the council’s own operations: Making effective use of resources.

Principles of sustainability:

- Prudent use of natural resources and effective resource management.

- Effective stewardship of the environment.

Objectives:

Objective 5: Understand and qualify SBCs use of natural resources with regards to energy management and water usage.

Objective 6: Reduce primary energy consumption, and improve end-use energy efficiency.

Objective 7: Increase the share of renewable energies utilised in our operations.

Objective 8: Save water, and use water more efficiently.

Objective 9: Avoid and reduce waste, and increase re-use and recycling within the council’s own operations.

Objective 10: Ensure prudent procurement and use of sustainable resources in all activities of the Council.

Objective 11: Up-date existing travel to work action plan.

Objective 12: Take forward the Green Fleet Environmental Programme and draft Green Fleet Strategy.

Objectives Scope of activity Proposed Actions Timescales Responsibility

5 Understanding and qualifying SBCs use of natural resources and identifying the main influencing factors.

Ensure collection of accurate data for energy and water usage to compare against 2008/09 baseline year data, year-on-year.

Ensure collection of accurate data through the installation of smart meters and by taking accurate readings: Service Managers in key Council properties to report on a monthly basis to the Energy Manager once the Finance, Asset and Property Management System (FAPM) is up and running.

Annually to align with the financial year.

Energy Manager/

Finance and Asset Management Unit/

Service Managers/

Corporate Policy Unit.

Top 10 buildings for high usage of gas and electricity have been identified respectively and will have accurate monthly readings by installing smart meters.

On-going. Energy Manager.

Potential costs to be explored to suggest the financial viability of upgrading the Building Management System to an internet based system so that a centralised monitoring system can collate and analyse energy usage information.

By end of December 2010.

Energy Manager.

7


Ensure that all public buildings that require a Display Energy Certificate (DECs) have a proper formal assessment displayed.

Annual

Energy Manager.

6 Reduce

primary

energy consumption, and improve end-use energy efficiency in existing properties.

Develop an updated corporate Energy Strategy for the Council, which includes an identification of Council operations that produce most carbon and target these areas as a priority.

End of December 2010.

Energy Manager.

Energy Manager to work with Senior Managers to develop respective energy reduction and energy efficiency action plans for key Council properties (these will sit under the corporate Energy Strategy).

Energy Action Plans to be developed by end December 2010.

Energy Manager/


Senior managers with responsibility for respective buildings.

Ensure sustainability targets are built into performance objectives for staff. For example, the energy action plans will have built into them energy reduction targets and energy performance objectives.

By end December 2010.

Energy Manager/



To ensure the energy efficiency fund that has been established is up and running.

By end September 2010.

Energy Manager/



To take forward energy efficiency projects within the council’s own buildings through investment in technologies such as voltage optimisers, Passive Infra Red lights, modern controls for swimming pools, and heat recovery extraction systems.

The Council implements four energy efficiency projects by end of March 2011.

Energy Manager/



8


To seek energy efficiency improvements in buildings where Display Energy Certificates (DECs) are required, with an improved rating for each respective building year-on-year, based on their 2010 rating assessments.

Each building to have an improved DEC rating on its 2010 baseline assessment year-on year.

Energy Manager/



7 Increase the

share of

renewable

energies

utilised by the

Council.

(a) Identify potential renewable technologies, for examp