The Havering Daily

The Havering Daily

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strategic planning committee havering

Chippenham Road redevelopment Strategic Planning Committee gives update.

strategic planning committee havering

Havering Council Officers provided a comprehensive update on the progress of the regeneration of Chippenham Road, Harold Hill, the second phase of the  Harold Hill masterplan  during a session with the Strategic Planning Committee (SPC) held on [25 January 2024].

During the session, councillors received an update from the joint venture between Havering Council’s Regeneration team and Wates’ Residential business on timings for the planning application at Chippenham Road, a summary on housing quality, open spaces for the public to enjoy and sustainability initiatives as well as early design concepts.  

Whilst the scheme is not finalised, the SPC members were provided the opportunity to share any feedback relating to the forthcoming application. Discussions included the early design features, in particular the parking provision, servicing and waste collection. These points will be addressed by the project team ahead of the planning application being submitted later this year.

Councillor Graham Williamson, Cabinet member for Regeneration, said:

“It was great to hear the progress being made for Chippenham Road and to see the support from the local community and ward councillors for the proposals. The comprehensive approach will make sure that the proposals are genuinely informed by the local community through regular updates and consultations at each stage of the planning process.

“In the meantime, the progress for the new Family Welcome Centre and Health Centre continues, as does the estate improvement work to maintain and improve the estates until the regeneration starts.”

Hugh Jeffery, Regional Development Director at Wates Residential, acknowledged the early progress made in Harold Hill and commended the efforts by Havering’s regeneration team in realising the potential for this part of the borough.

“Working with the community is key to success with regeneration projects, and as we draw closer to being able to present designs to the community, it is imperative that we ensure all councillors remain informed on the plans for Chippenham Road, we were pleased to have been given further positive feedback and are excited about moving forward with the programme.”

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Agenda/Speakers:

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Planning applications received 13 to 19 February 2024

Each week we publish a list of new planning applications that have come in over the last 7 days. We keep the last 8 weeks of lists.

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Politics in Havering

Havering Strategic Planning Committee 9th July, 2020

Selling Hall Lane Miniature Golf course was a cause celebre in 2019. Outraged residents*, in million pound houses, suddenly enthused for Miniature Golf. Too late. Romford’s Tories sold. This committee spelt out the horrors residents are facing.

The Hall Lane area surrounding the site is recognised for its special townscape and landscape character, with Policy DC69 requiring developments to maintain the special character of the Hall Lane Policy Area which is typified by large detached and semi-detached dwellings set in large gardens with considerable tree and shrub planting. Para 6:15 p27 (see source below)

Havering worries about people living in million pound houses.** Even people on quite decent wages – head teachers, doctors and so on – are deliberately priced out by policy DC69.

But credit where it’s due. Havering achieved 50% of Affordable housing. Affordable housing is sometimes mistaken for what used to be called council housing but is actually a mid-point for those with good incomes who’ve been priced out by inflation.

The Affordable housing, which will be built in Romford away from the Hall Lane site,*** comprises of:

…. 1 x 3 bed unit and 26 x 4 bed units (27 units in total), equivalent to 134 habitable rooms. As a comparison, 50% affordable housing, if it were to be provided on the application site, would equate to 18 units or approximately 72 habitable rooms . Para 6:23 pp28-9

Councillors might have had mixed motives for selling Hall Lane Miniature Golf course but Havering’s dire house building programme has made some progress. All we need now is social housing to complete the success.

* An astonishing 884 objections against 37 very expensive houses

** 11 The Fairway recently sold for £1.25 million

*** There has to be good planning reasons to not build on-site and on this occasion there are good reasons.

For a blog on the original decision see https://havering.blog/2019/04/28/the-sale-of-hall-lane-pitch-and-putt-conservative-revenge/

For the agenda of this meeting see https://democracy.havering.gov.uk/documents/g6652/Public%20reports%20pack%2009th-Jul-2020%2019.00%20Strategic%20Planning%20Committee.pdf?T=10

For GP wages see https://www.bma.org.uk/pay-and-contracts/pay/other-doctors-pay-scales/salaried-gps-pay-ranges

For affordable housing see https://en.wikipedia.org/wiki/Affordable_housing#:~:text=Affordable%20housing%20is%20housing%20which%20is%20deemed%20affordable,local%20government%20by%20a%20recognized%20housing%20affordability%20index.

For social housing see https://england.shelter.org.uk/support_us/campaigns/what_is_social_housing

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More From Forbes

Strategic dollars: navigating success through capital expense budgeting.

Forbes Nonprofit Council

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Howard Chi, Chief Operating and Financial Officer San Francisco SPCA and Board member Zuckerberg San Francisco General Hospital Foundation.

Capital expense (CapEx) budgeting is frequently misunderstood and disregarded by many organizations. A capital expense, at its core, refers to a significant, long-term investment undertaken by a business, nonprofit organization or government to acquire, construct, upgrade or maintain physical assets. These assets often have a high value, and the projects typically involve substantial financial resources and a lengthy timeline for completion. Capital projects are distinct from operational expenses, as they focus on enhancing or expanding an entity's capacity, infrastructure or capabilities. Nonprofit organizations that do not take a structured approach to this planning are at a significant disadvantage.

Some use it merely for planning deferred maintenance on buildings or acquiring fixed assets toward the end of the budgeting process. In some cases, organizations neglect it altogether. However, financially savvy organizations comprehend that CapEx budgeting is a strategic process that can propel their businesses forward. Publicly owned companies, in particular, assign great importance to capital budgeting as shareholders hold management accountable for unprofitable projects, risking the destruction of shareholder value. In the nonprofit sector, stakeholders or the public serve as equivalent shareholders, emphasizing the importance of treating CapEx as a valuable tool for organizational advancement.

In simpler terms, capital budgeting is the method used to determine the viability of an investment project. Typically two crucial factors decide whether a project is accepted: It should contribute to the company's growth, and it should generate a good return rate on the investment. The determination of a good return rate is influenced by various factors related to the company and the specific project.

Different businesses focus on different factors based on their nature. For example, nonprofit capital projects often are not solely approved based on quick returns; instead, factors like community goodwill and impact play a significant role. Capital budgeting aids nonprofits in enhancing accountability and measurability, impacts stakeholders and ensures survival in a competitive marketplace.

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One example of a well-known nonprofit with a successful capital project that underwent a significant budgeting process is the Bill and Melinda Gates Foundation, which focuses on addressing global health, education and poverty issues. One of its notable capital projects budgets was the funding and support for the Global Polio Eradication Initiative. The Gates Foundation committed substantial financial resources and planning to this initiative with the goal of eradicating polio worldwide. The foundation's well-thought-out and planned strategic investment in research, vaccination programs and partnerships with other organizations contributed significantly to the progress made in reducing polio cases globally. Their capital project budgeting process exemplifies how a nonprofit organization can leverage its resources to address major global challenges and make a lasting impact.

Adopting a structured CapEx budgeting process offers a multitude of additional benefits, allowing organizations to:

• Identify Long-Term Strategic Goals: CapEx assists in appraising investment projects, helping develop a framework aligned with long-term objectives.

• Choose The Right Investment Projects: It aids in evaluating new projects, enabling nonprofits to select those aligned with industry competition and overall performance.

• Forecast Future Cash Flows: Capital budgeting aids in estimating future cash flows, crucial for ongoing value creation and decision-making regarding project acceptance.

• Facilitate Information Transfer: It enhances communication between stakeholders during due diligence, ensuring a seamless transfer of information across departments.

• Track Expenditures: CapEx involves extensive research on expenditures, providing oversight and control over project costs and expediting decision-making.

• Make Decisions: Capital budgeting involves the simultaneous consideration of immediate financial decisions and future mission investment, balancing the company's financial health with its growth trajectory.

Criteria For Project Evaluation

To assess project desirability, before embarking on any capital project, organizations should also consider several factors.

• Project Cost: Beyond the purchase price, costs include staff bandwidth, opportunity costs and future investments, clarifying project affordability.

• Return-On-Investment Timeframe: Projects must demonstrate timely returns on investment, aligning with foreseeable periods to ensure financial viability.

• Mutually Exclusive Or Independent: Understanding whether projects are mutually exclusive or independent helps assess their impact on each other and future decisions.

Quantification Tools For Decision-Making

• Payback Period: Determines how long a project takes to recoup the initial investment, offering a straightforward evaluation tool for project cash flows.

• Net Present Value (NPV): Utilizes discounted cash flow analysis to compare cash outflows and inflows, providing a more comprehensive evaluation of project profitability.

• Internal Rate Of Return (IRR): Calculates the rate of return when NPV equals zero, aiding in decision-making based on the cost of financing and project attractiveness.

While these tools guide decisions, the ultimate choice depends on organizational requirements. For instance, a higher NPV might not always be the sole determining factor; considerations such as cash flow timing or unique financial obligations may influence decisions.

In conclusion, adopting a strategic CapEx budgeting process is crucial for nonprofit organizations, offering a comprehensive framework for evaluating and selecting investment projects aligned with their long-term objectives and stakeholder expectations.

Forbes Nonprofit Council is an invitation-only organization for chief executives in successful nonprofit organizations. Do I qualify?

Howard Chi

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Strategic & Operational Planning Committee - February 2024

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