Planning and Environment Overview and Scrutiny Panel
Monday 12 January 2009
Web Agenda/Minutes Summary Document
Meeting Name:
Planning and Environment Overview and Scrutiny Panel
Meeting Date:
01/12/2009 Pick
Meeting Time:
Location:
Sub Committee / User Forum etc (if required):
Members Present:
Non-Members Present:
Confidentiality: Part I
Document Type: Agenda
Document Status: Final
O F
M E E T I N G
PLANNING AND ENVIRONMENT
OVERVIEW AND SCRUTINY PANEL
will meet on
MONDAY 12 JANUARY 2009
at
6.30pm
in
COUNCIL CHAMBER, TOWN HALL, MAIDENHEAD
TO: MEMBERS OF THE PLANNING & ENVIRONMENT OVERVIEW & SCRUTINY PANEL
COUNCILLOR MRS HOWES (CHAIRMAN)
COUNCILLOR KELLAWAY (VICE-CHAIRMAN)
COUNCILLORS BEER, J EVANS, HOLNESS, MUIR & MRS H WILSON
SUBSTITUTE MEMBERS
COUNCILLORS ADAMS, T BURSNALL, MRS LUXTON, RICHARDS, STRETTON, THOMPSON & WERNER
Ian Hunt
Head of Democratic Services
Issued: 2 January 2009
Members of the Press and Public are welcome to attend Part I of this meeting.
The agenda is available on the Council’s web site at www.rbwm.gov.uk or contact the
Committee Administrator Liz Hornby (01628) 796310
In the event of the fire alarm sounding or other emergency, please leave the building quickly and calmly by the nearest exit. Do not stop to collect personal belongings and do not use the lifts. Congregate in the Town Hall Car Park, Park Street, Maidenhead (immediately adjacent to the Town Hall) and do not re-enter the building until told to do so by a member of staff. |
AGENDA
PART I
| ITEM | SUBJECT | WARD | PAGE NO |
 | 1. APOLOGIES FOR ABSENCE To receive any apologies for absence | | |
| 2. DECLARATIONS OF INTEREST To receive Declarations of Interests from Members of the Panel in respect of any item to be considered at the meeting. | | |
| 3. MINUTES To confirm the minutes of the meeting of the Panel held on 15 December 2008. | | i-viii |
| 4. WINDOR PARKING CONSULTATION To receive a presentation on the Windsor Parking Consultation. | Windsor | 1-44 |
| 5. WORK PROGRAMME The following item is scheduled for discussion at a Special Meeting of the Panel to be held on 26 January 2009:
Service Monitoring Report Budget 2008/2009 and Council Tax Household Waste Incentives Scheme | Various | - |
PLANNING & ENVIRONMENT – OVERVIEW & SCRUTINY PANEL (12TH January 2009)
Appendices – Summary Note:
* Appendix A – Planning Practice Note: attached
* Appendix B - Business Case Review: Available in Members Room and Group Offices
(from Tuesday 6th January 2009 – Part II Item)
* Appendix C – Public Consultation Report: attached
* Appendix D - Strategy Summary for Adoption: Available in Members Room and Group Offices (from Tuesday 6th January 2009)
Title: WINDSOR PARKING STRATEGY
Date: 22nd January 2009
Member Reporting: Councillor Rayner, Lead Member for Highways and Streetcare
Contact Officer(s): Ben Smith, Highway Services Manager
Wards Affected: The parking strategy will have direct, or indirect impact on all Windsor Wards, Eton and Datchet1. SUMMARY
1.1 Travel to and from Windsor has been a long-standing concern for residents, visitors and business. Demand is predicted to grow and it is essential to develop a strategy which manages this increasing pressure to support the continued vitality of the town for residents, business and visitors.
1.2 A draft strategy and proposed solutions were developed and presented to Cabinet in July 2008 and formed the basis of a comprehensive consultation exercise in Autumn 2008. A headline from the consultation was that 83% of the respondents consider that the provision of new parking facilities are very important or quite important.
1.3 In parallel with the public consultation a number of short-term solutions have been developed and delivered and a full business case review has been completed on the longer-term solutions.
1.4 This report, therefore, recommends the adoption and implementation of a new parking strategy for Windsor which will maximise use of existing parking stock; increase capacity and promote alternative travel choices.
2. RECOMMENDATION: It is recommended that;
2.1 The parking strategy for Windsor as set out in Section D and Appendix D be adopted
2.2 Authority be delegated to the Strategic Director of Environment (in conjunction with the Lead Member for Highways and Streetcare) to implement the solutions embedded within the strategy
2.3 The Planning practice note (as set out in Appendix A) be adopted as formal planning guidance
| What will be different for residents as a result of this decision? |
| Adoption and implementation of the parking strategy will improve transport and parking conditions for residents, business and visitors thereby supporting the vitality of the town. Improved travel information will enable greater choice; existing parking capacity will be better utilised and additional capacity will be created. |
3. SUPPORTING INFORMATION
Background
3.1 In July 2008 Cabinet considered a report entitled ‘Windsor Parking Strategy’ and resolved the following:
‘…a new parking strategy…be adopted as the basis of a formal consultation exercise…’
‘…to develop and deliver the short-term solutions…’
‘…to review the responses to the consultation exercise; amend and implement the longer-term elements of the strategy accordingly...’
‘…Cabinet receive a further report in January 2009 to note the outcome of the consultation exercise; to note progress on delivering the short-term solutions and consider the business case for implementation of the next phase of the strategy…’
In accordance with these resolutions this report will focus on progress in delivering the short-term solutions; a review of the business case for each longer-term element; the results of the consultation and the formal adoption of a revised parking strategy.
Section A: Short-Term Solutions
3.2 The following table sets out the stage 1 solutions identified in July 2008 annotated with a update on progress
Solution | Progress | Financial Implications (Capital) |
| Home Park car park – extend existing shuttle bus to 21.00 hours | Complete: shuttle bus extended with effect from Monday 24th November 2008. Additional season ticket sales may assist in offsetting costs. | £ 14,500 pa (Full Year Effect) |
| King Edward Court car park – promote car park as key evening venue | Complete: commitment secured from King Edward Court and directional signage introduced | £ 2,000 |
| East Berkshire College (Overflow car park) – weekend parking | Complete: agreement secured to use car park for public use at weekends. Directional signage introduced | £ 2,000 |
| Increase On-Street Capacity | Ongoing: 200 additional spaces have been created and an ongoing programme is continuing (including the introduction of one-way systems in Keppel Street and Oxford Road to facilitate the introduction of additional parking) | £ 30,000 |
| Flexible management of coach park | Complete: flexible management introduced to utilise coach park for car parking when coach demand is low | £ Nil |
| Planning practice note for on-street parking and shared public / private use of business car parks | Complete: new practice note (Appendix A) prepared to highlight the impact of development on the on-street parking scheme and secure opportunities through the planning process for businesses to make private parking available for public use at weekends and evenings | £ Nil |
| Maximise use of spare capacity | Complete: additional signage introduced to direct motorists to alternative locations where parking capacity is more likely to be available (For example: from Victoria Street to York House) | £ 3,000 |
Note:
2. The above package of stage 1 solutions has been progressed within the previously identified budget allocations | ||
3.3 In addition to the completed improvements good progress has been made on the following work streams. These supporting measures are critical in implementing an effective strategy and progress will be incremental during the delivery phase:
Travel Information Signs (Windsor and Eton Relief Road): the Royal Borough has been successful in securing ‘Department for Transport (DfT)’ grant funding of £4.5m to undertake a comprehensive improvement scheme on Windsor and Eton Relief Road. It is, therefore, prudent to introduce the permanent infrastructure and travel information signs as part of this project scheduled to commence construction in 2010. In the interim period temporary solutions have been identified that will be in place by Summer 2009
Car Park Variable Message Signs: the current system requires investment to deliver an effective and reliable system. Initial design work has been completed and a ‘back-office’ system (‘Common Database’) has been procured as the platform for improvements. Dialogue has commenced with King Edward Court to include this car park within the system and it is likely that an updated system will be in place by Christmas 2009
Technology Solutions (eg. text alerts, web based travel information): a ‘back-office’ system (Common Database) has been procured which will provide a platform for improvements and web based travel information portal is being developed for release in Summer 2009
Rebranding / Publicity: a suite of new travel information is currently being developed (in parallel with the web based travel information portal) which will be released incrementally during the implementation of the strategy
Section B: Business Case Review
3.4 In July 2008, Cabinet resolved to review the business case for each of the longer-term elements of the strategy. The intention of this approach is to combine business case data with the responses to the consultation exercise and endorse or revise the strategy accordingly.
3.5 The business case review comprises an update of capital costs; future ongoing revenue expenditure; future income generation and potential funding sources. The following schemes have been appraised
- ‘Centrica’ – park and ride
- King Edward VII Hospital – park and ride
- Home Park car park – extension
- Windsor Racecourse – park and ride
- Alexandra Gardens car park – additional spaces above existing car park
- Windsor Dials – car park bridge link
Appendix B sets out the detailed business case for each element. Due to the commercially sensitive nature of this information, this document is available in the Members Room and Group office as a Part II item.
However, an executive summary of key points is highlighted below:
3.6 A funding bid was prepared and submitted to SEERA for consideration as part of the ‘Major Scheme Bid’ refresh process in early 2008. This bid seeks to secure funding for a package of measures as an alternative to the previous bid for funding of a major new park and ride facility adjacent to the Windsor and Eton Relief Road.
Dialogue has continued with the ‘South-East England Regional Assembly’ on behalf of the Regional Transport Board (who advise the Department for Transport on funding priorities) for a number of months. This dialogue has been encouraging. It has focused on exploring ways in which the funding to deliver sustainable transport measures might be most effectively targeted. It is anticipated that a recommendation on the way forward will be made as part of the Regional Funding Advice to be submitted at the end of February 2009. This will be preceded by a meeting of the Regional Transport Board on 16th January 2009.
The Regional Assembly has been very clear that it is not appropriate for funding from the Regional Transport Board to be invested in the potential extension to Alexandra Gardens car park.
Therefore, with respect to the business case two scenarios have been appraised:
Scenario A: all capital costs are 100% externally funded through a ‘DfT’ grant (except Alexandra Gardens extended car park)
Scenario B: all capital costs are 100% corporately funded
3.7 ‘Centrica’ – Park & Ride
| Capital Costs (assumed as 100% externally funded) | Annual Operational Costs | Annual Revenue Generated by RBWM | Annual Surplus / Deficit (excluding payment to landowner) |
| £ 30,000 | £ 85,000 | £ 70,000 | £ 15,000 deficit per annum |
Scheme details:
250 space capacity
Operates on weekends only
2no. buses providing link to town centre
Daily charge of £3.00 (To be confirmed)
The current policy of differential long-stay rates between town centre car parks and park and ride will be maintained to encourage usage at the park and ride
No allowance has been included for any rental agreement costs to the landowner. This will impact upon the surplus / deficit when established
This facility will cease upon opening of the park and ride at Windsor Racecourse
Target date for implementation: by Christmas 2009
3.8 King Edward VII Hospital – Park & Ride
| Capital Costs (assumed as 100% externally funded) | Annual Operational Costs | Annual Revenue Generated by RBWM | Annual Surplus / Deficit (excluding payment to landowner) |
| £ 15,000 | £ 45,000 | £ 30,000 | £ 15,000 deficit per annum |
| Recommended option ( ‘Park & Walk’ site) | |||
| £ 15,000 | £ 10,000 | £ 30,000 | £20,000 surplus per annum |
Scheme details:
100 public space capacity
Operates on weekends only
1no. buses providing link to town centre
Daily charge of £3.00 (To be confirmed)
The current policy of differential long-stay rates between town centre car parks and park and ride will be maintained to encourage usage at the park and ride
No allowance has been included for any rental agreement costs to the landowner. This will impact upon the surplus / deficit when established
Revenue costs are considered optimistic due to the proximity of the hospital to the town centre making it less attractive to switch from town centre parking
Target date for implementation: by Christmas 2009
Due to the proximity of this site to the town centre and the marginal business case it is recommended that this solution is included in the strategy as a ‘Park & Walk’ site (via St. Leonards Road retail area) for weekend use and is promoted accordingly. This will reduce annual operational costs to £ 5,000.
3.9 Home Park – Car Park Extension
| Capital Costs (assumed as 100% externally funded) | Annual Operational Costs | Annual Revenue Generated by RBWM | Annual Surplus / Deficit (excluding payment to landowner) |
| £ 270,000 | £ 20,000 | £ 52,000 | £ 32,000 surplus per annum |
Scheme details:
95 additional spaces
Addition public capacity during weekdays / Additional sports club capacity at weekend
1no. bus providing link to town centre (existing)
Daily charge of £2.00 (equivalent to average daily rate if season ticket purchased) (To be confirmed)
No allowance has been included for any rental agreement costs to the landowner. This will impact upon the surplus / deficit when established
Target date for implementation: Summer 2009
3.10 Windsor Racecourse – Park and Ride
| Capital Costs (assumed as 100% externally funded) | Annual Operational Costs | Annual Revenue Generated by RBWM | Annual Surplus / Deficit (excluding payment to landowner) |
| £ 989,000 (incl. New roundabout at Vale Road junction) | £ 460,000 | £ 433,000 | £ 27,000 deficit per annum |
Scheme details:
400 space capacity
Operates weekdays and weekends
3no. buses providing link to town centre
Daily charge of £3.00 (To be confirmed)
The current policy of differential long-stay rates between town centre car parks and park and ride will be maintained to encourage usage at the park and ride
No allowance has been included for any rental agreement costs to the landowner. This will impact upon the surplus / deficit when established
Target date for implementation: Christmas 2010
3.11 Alexandra Gardens – Extended car park
| Capital Costs (assumed as 100% corporately funded) | Annual Operational Costs | Annual Revenue Generated by RBWM | Annual Surplus / Deficit |
| £ 9,700,000
(2013 opening) | £ 141,000 | £ 613,000 | £ 472,000 surplus per annum
Assuming capital costs are repaid in full (excl. interest) – a surplus will be achieved in year-19 |
Scheme details:
330 space additional capacity
Operates weekdays and weekends
Current daily charges applied
As this element of the strategy will not be funded externally by any SEERA grant it has been assumed that the capital costs be 100% corporately funded and repaid from the annual surplus generated. The business case, therefore, shows that a surplus will not be achieved until year 19.
This element of the strategy also presents significant planning challenges and was identified through the consultation process as the least favoured option.
Therefore, it is recommended that this element be omitted from the adopted strategy.
3.12 Windsor Dials Car Park – new bridge link
| Capital Costs (assumed as 100% externally funded) | Annual Operational Costs | Annual Revenue Generated by RBWM | Annual Surplus / Deficit |
| £ 205,000 | £ 31,000 | £ 35,000 | £ 4,000 surplus per annum |
Scheme details:
New bridge link from existing car park directly to Windsor Royal Station retail area
No additional capacity but greatly enhances attractiveness of currently under utilised car park
Current daily charges applied
Existing agreement in place with landlord for existing car park
Target date for implementation: by Christmas 2009
3.13 Sharing parking with local business is also highlighted as part of the longer-term solutions. Initial proactive approaches have been made to a number of local businesses but no opportunities have yet been identified. It is not possible to undertake a business case review until specific opportunities arise.
3.14 It should also be noted that the current economic climate may have an effect on Windsor town centre (eg. visitor numbers), which, in turn, will affect the demand for parking. The business case has been appraised on current conditions and a judgement on future economic impacts.
3.15 Business Case Summary
| Solution | Capital Costs | Annual Operational Costs | Annual Revenue Generated by RBWM |
| ‘Centrica’ park & ride | £ 30,000 | £ 85,000 | £ 70,000 (subsumed into Windsor Racecourse when opened) |
| King Edward VII Hospital | £ 15,000 | £ 10,000 | £ 30,000 |
| Home Park – car park extension | £ 270,000 | £ 20,000 | £ 52,000 |
| Windsor Racecourse – park and ride | £ 989,000 | £ 460,000 | £ 433,000 |
| Windsor Dials car park bridge link | £ 205,000 | £ 31,000 | £ 35,000 |
Total | £ 1,509,000 | £ 606,000 | £ 550,000 |
Notes: The above business case summary is based on the following:
- all capital costs will be externally funded via a DfT grant
- Alexandra Gardens car park – extension has been excluded as it is not recommended for inclusion within the strategy
- totals are based on the long-term scenario when Windsor Racecourse Park & Ride becomes operational
Section C: Public Consultation
3.16 A comprehensive public consultation exercise was conducted between September and November 2008. The public consultation included the following main elements:
approximately 50 letters were issued to formal stakeholders and representative groups (including; Thames Valley Police, Chamber of Commerce, Windsor & Eton Society and Highways Agency) – only 5 formal responses were received
a consultation leaflet and questionnaire was distributed to all residential properties within the Royal Borough with the residents magazine, ‘Around the Royal Borough
the consultation leaflet and questionnaire was published on the Royal Borough website (available for download or completion on-line)
(A total of 1749 questionnaire responses were returned and an additional 31 individual letters have been received)
A public exhibition was held at Windsor Guildhall from Thursday 16th – Saturday 18th October (inclusive). The exhibition was staffed throughout and static displays were erected at ‘Waitrose’, York House and the ‘Visitor Information Centre’. Leaflets were distributed at key locations within Windsor and the static displays were periodically staffed – approximately 200 visitors attended the exhibition
Text alerts were sent to a targeted audience directing them to the website to encourage participation in the consultation exercise
Regular press releases and advertorials were published to promote the public consultation and promote engagement
3.17 The consultation questions and leaflets were prepared by specialist marketing and PR consultants and a high level of good quality responses have been received. Full analysis is set out in Appendix C.
3.18 The main headlines are:
83% of the respondents consider that the provision of new parking facilities are very important or quite important
The questionnaire invited a ranking for each of the longer-term elements (‘Very Good / Good / Neither Good or Bad / Bad / Don’t Know).
A majority of respondents ranked ‘Centrica’ park and ride; King Edward VII Hospital park and ride; Home Park car park expansion; Windsor Racecourse park and ride and the Windsor Dials bridge link as ‘Very Good or Good’
In excess of 80% of respondents favour sharing parking with local business
Alexandra Gardens car park extension; 38% ranked this solution as ‘Bad’; 24% ranked it as ‘Very Good’ and 18% ranked it as ‘Good’
When asked which elements were most preferred the top three were:
- Windsor Racecourse – park and ride
- Sharing car parks with local business
- King Edward VII Hospital – park and ride
When asked the ‘open’ question ‘…Do you have any other ideas how to improve parking in Windsor…’ the top two themes were:
- lower parking charges and extend ‘Advantage Card’ discounts (total of 245 respondents)
- out of town park and ride (144 respondents)
Section D: Parking Strategy
3.19 A robust evaluation of each longer-term solution has been undertaken against key data (set out below) which is summarised in the following table:
Business Case
Public Consultation
Deliverability (includes probability of success with respect to planning, landowner consent etc.)
Solution | Consultation | Business Case | Deliverability | Summary |
| ‘Centrica’ park and ride | ü | ü | ü | Recommended for inclusion in strategy |
| King Edward VII Hospital – park and ride | ü | X | ü | Include in strategy and promote as a ‘Park & walk (via St. Leonards Road retail area)’ site at weekends only |
| Home Park – car park extension | ü | ü | ü | Recommended for inclusion in strategy |
| Windsor Racecourse – park and ride | ü | ü | ü | Recommended for inclusion in strategy |
| Alexandra Gardens – extended car park | X | X | X | Omit from strategy |
| Windsor Dials – bridge link | ü | ü | ü | Recommended for inclusion in strategy |
Notes:
Consultation is assessed with respect to the overall consultation exercise
Business case is assessed as ü if any deficit is less than 20% of operating costs
Deliverability is assessed as ü if there is a high probability of success through the planning process and support from private landowners
A new parking strategy for Windsor is set out as Appendix D and is recommended for adoption and implementation.
This approach combined with ‘Smarter Travel’ choices (such as public transport, walking, cycling and enhanced travel information) matches the predicted demand to support the vitality of the town for residents, visitors, business and visitors from now until 2013.
Summary of predicted demand versus proposed solutions
| Demand Prediction | End of 2009 | End of 2011 | End of 2013 |
| Total | 409 | 707 | 1144 |
| |||
| Solutions to manage demand | |||
| ‘Centrica’ park and ride * | 250 | Replaced by Windsor Racecourse | Replaced by Windsor Racecourse |
| East Berkshire College (Overflow car park) * (COMPLETE) | 50 | 50 | 50 |
| Increase on-street capacity (200 SPACES CURRENTLY INTRODUCED) | 250 | 250 | 250 |
| King Edward VII Hospital * | 100 | 100 | 100 |
| Home Park – car park extension | 95 | 95 | 95 |
| Windsor Racecourse – park and ride | Nil | 400 | 400 |
| Total | 745 | 895 | 895 |
| Surplus / Deficit | 336 surplus | 188 surplus | 249 deficit |
| Notes:
- The potential shortfall in demand will be met by reducing demand through a ‘Smarter Choices’ approach (public transport, walking, cycling and enhanced travel information - The potential shortfall in demand will be met by securing shared use of private parking stock with local business - the demand prediction highlights the maximum demand predicted whether it be weekday, weekend or evening
| |||
4. OPTIONS AVAILABLE AND RISK ASSESSMENT
4.1 Options
| Option | Comments | Financial Implications |
| 1. Retain the existing parking strategy based on a new major ‘out of town’ park and ride facility | This option is not in accordance with the Cabinet resolution of November 2007 and creates a number of local, environmental and economic difficulties | The capital and ongoing revenue costs of this scheme are not currently available |
| 2. Prepare an alternative parking strategy for adoption | This is not considered appropriate as the proposed strategy is based on a thorough assessment of consultation responses, business case analysis and deliverability and offers a package of effective solutions. | The financial implications of an alternative strategy cannot be quantified at this stage |
| 3. Amend the strategy to include additional solutions or remove proposed solutions | This may be appropriate. However, the current proposals are felt to offer a balanced, deliverable and effective package of solutions | The financial implications of an amended strategy cannot be quantified at this stage |
| 4. Continue to deliver the short-term solutions and adopt the strategy (Appendix D) for implementation | This approach, combined with ‘Smarter Travel’ choices (such as public transport, walking, cycling and enhanced travel information) will manage the predicted demand to support the vitality of the town for residents, visitors, business and visitors from now until 2018 | The financial implications are set out in the full business case review (Appendix B) |
4.2 Risk assessment
A full assessment of risk and opportunity has been undertaken in accordance with the adopted ‘Risk Management’ policy and toolkit. The following significant risks have been identified:
Planning consent is critical in delivering a number of elements of the strategy and early communication / consultation is essential in ensuring that solutions / designs are acceptable from a planning perspective
Support from all partners is essential in delivering the strategy to achieve stated objectives
The following significant opportunity has been identified
Significant external funding may be available from the Regional Transport Programme (administered by the South-East England Regional Assembly (SEERA)) and it is essential that ongoing dialogue is maintained and that policy objectives are aligned. This will include the range of measures outlined and in particular alternative arrangements to reduce overall levels of demand
5. CONSULTATIONS CARRIED OUT
5.1 Extensive public consultation has been completed and is summarised in Appendix C.
6. COMMENTS FROM OVERVIEW AND SCRUTINY PANEL
6.1 The Planning & Environment Overview & Scrutiny Panel will consider this report on 12th January 2009 and comments will be included prior to consideration by Cabinet on 22nd January 2009.
7. IMPLICATIONS
The following implications have been addressed where indicated below.
Financial | Legal | Human Rights Act | Planning | Sustainable Development | Diversity & Equality |
ü | ü | ü | ü | ü | ü |
Background Papers:
Windsor Park and Ride – Options Appraisal’ (Cabinet Report – November 2007)
‘Windsor Parking Strategy’ (Cabinet report – March 2008)
‘Windsor Parking Strategy’ (Cabinet report – July 2008)
--------------------------------------------------------------------------------------------------------------------
Authorisation:
| Legal | Finance | Planning | Property | Procurement | DMT |
| Name: | Rupert Avery (18th Dec. ‘08) | Jenny Bailey (18th Dec.‘08) | Tim Slaney (27th Nov. ‘08) | Peter Green (18th Dec. ‘08) | N/A | 4th Dec. ‘08 |
| Date Approved: | Awaited | 22nd Dec. ‘08 | Comments rec.d | 21st Dec. ‘08 | N/A | 4th Dec. ‘08 |
Discussed at Windsor Parking Strategy Project Board – 24th November 2008
| Directors Group | Lead Member | Ward Cllrs (if Appropriate) | Leader’s Office | Scrutiny Panel |
| Name: | 3rd Dec. ‘08 | 18th Dec. ‘08 | N/A | 18th Dec. ‘08 | 12th Jan. ‘09 |
| Date Approved: | 3rd Dec. ‘08 | 22nd Dec. ‘08 | N/A | 22nd Dec. ‘08 | Awaited |