Public Document Pack

MEETING: CABINET MEMBER - REGENERATION

DATE: Wednesday 30 September 2009

TIME: 11.00 am

VENUE: Town Hall, Bootle (this meeting will be video conferenced to the Town Hall, Southport)

Councillor

DECISION MAKER: Maher SUBSTITUTE: P Dowd

SPOKESPERSONS: Hough Ibbs

SUBSTITUTES: McGuire Pearson

COMMITTEE OFFICER: Olaf Hansen Committee Clerk Telephone: 0151 934 2067 Fax: 0151 934 2034 E-mail: [email protected]

The Cabinet is responsible for making what are known as Key Decisions, which will be notified on the Forward Plan. Items marked with an * on the agenda involve Key Decisions A key decision, as defined in the Council’s Constitution, is: - ● any Executive decision that is not in the Annual Revenue Budget and Capital Programme approved by the Council and which requires a gross budget expenditure, saving or virement of more than £100,000 or more than 2% of a Departmental budget, whichever is the greater ● any Executive decision where the outcome will have a significant impact on a significant number of people living or working in two or more Wards

If you have any special needs that may require arrangements to facilitate your attendance at this meeting, please contact the Committee Officer named above, who will endeavour to assist.

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2 A G E N D A

Items marked with an * involve key decisions

Item Subject/Author(s) Wards Affected No.

1. Apologies for absence

2. Declarations of Interest Members and Officers are requested to give notice of any personal or prejudicial interest and the nature of that interest, relating to any item on the agenda in accordance with the relevant Code of Conduct.

3. Minutes of the meeting held on 5 August, (Pages 5 - 12) 2009

4. Funding Opportunities – Progress Report 2 All Wards (Pages 13 - 24) Report of the Strategic Director of Regeneration and Environmental Services.

* 5. Sefton Housing Strategy Statement 2009- All Wards (Pages 25 - 74) 2013 Joint Report of the Strategic Director of Adult Social Services (Health and Social Care) and the Housing Market Renewal Director

6. Amalgamating Strategic Housing Services All Wards (Pages 75 - 90) within Sefton Report of the Director of Regeneration and Environmental Services and Deputy Chief Executive, and the Strategic Director of Adult Social Services (Health and Social Care)

7. Adoption of Revised Housing Market Re- Church; Derby; (Pages 91 - 102) structuring (Implementation) Agreement - Linacre; Deed of Variation 2009-2010 Litherland; Netherton and Orrell; Report of the Housing Market Renewal Director

8. Strategic Housing Services Value for Money All Wards (Pages 103 - 134) Framework and Service Improvement Plan 2009 Report of the Housing Market Renewal Director 3

9. Former Peoples Showroom - Potential Derby (Pages 135 - 140) Replacement for St John and St James Church, Klondyke. Report of the Housing Market Renewal Director

10. Core Strategy – The Spatial Strategy: Where All Wards (Pages 141 - 158) Should Development be Located? Report of the Planning and Economic Regeneration Director

11. ERDF 4.1 Business Start Up Project - An All Wards (Pages 159 - 168) Update Report of the Planning and Economic Regeneration Director

12. The Addition of Further Streets into Phase Litherland (Pages 169 - 174) 2a Klondyke Acquisition Programme Report of the Housing Market Renewal Director

13. Housing Fire Safety Guidance And All Wards (Pages 175 - 196) Memorandum Of Understanding Between The Merseyside Local Housing Authorities And Merseyside Fire And Rescue Authority Report of the Environmental Protection Director

14. Sefton Business Village Partnership Reports All Wards (Pages 197 - 260) Report of the Planning and Economic Regeneration Director

15. Southport Brand Strategy Cambridge; (Pages 261 - 272) Dukes; Report of the Head of Tourism

4 Agenda Item 3 THE “CALL IN” PERIOD FOR THIS SET OF MINUTES ENDS AT 12 NOON ON TUESDAY 18 AUGUST, 2009. MINUTE NO.S 27,28,29,30,32,33 AND 39 ARE NOT SUBJECT TO “CALL-IN”

CABINET MEMBER - REGENERATION

MEETING HELD AT THE TOWN HALL, BOOTLE ON WEDNESDAY 5 AUGUST 2009

PRESENT: Councillor P.Dowd

ALSO PRESENT: Councillors Ibbs, McGuire and Friel

23. APOLOGIES FOR ABSENCE

Apologies for absence were received from Councillors Maher and Hough.

24. DECLARATIONS OF INTEREST

No declarations of interest were received.

25. MINUTES OF PREVIOUS MEETING

RESOLVED:

That the Minutes of the meeting held on 8 July 2009 be confirmed as a correct record.

26. FUNDING OPPORTUNITIES – PROGRESS REPORT 1

The Cabinet Member considered the report of the Strategic Director of Regeneration and Environmental Services which provided details of the progress made with regard to Expressions of Interest submitted for funding and an update of further external funding opportunities.

RESOLVED: That

(1) the Expression of Interest as detailed in Annex A to the report be approved; and

(2) a further detailed report regarding the Dunningsbridge Road Corridor Scheme, including costings be submitted to a future meeting.

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27. COMPULSORY PURCHASE ORDER IN THE BEDFORD AND QUEENS ROAD AREA OF BOOTLE

The Cabinet Member considered a joint report of the Housing Market Renewal Director and the Planning and Economic Regeneration Director seeking approval to the making of a Compulsory Purchase Order to acquire lane and new rights for the purpose of securing the assembly of land in the Bedford Road and Queens Road area of Bootle required for the implementation of the development of new mixed tenure housing.

RESOLVED: That

(1) it be noted that the proposal was a Key Decision but, unfortunately, had not been included in the Council’s Forward Plan of Key Decisions. Consequently, the Deputy Mayor, in the absence of the Chair of the Overview and Scrutiny Committee (Performance and Corporate Services) and Mayor has been consulted under Rule 15 of the Access to Information Procedure Rules of the Constitution, to the decision being made Cabinet as a matter of urgency on the basis that it was impractical to defer the decision until the commencement of the next Forward Plan because residents and owners of property affected by the decision had already been informed that the report would be considered at this time;

(2) Cabinet be recommended to approve the Compulsory Purchase Order (to be known as the Sefton Metropolitan Borough Council, Bedford Road/Queens Road, Bootle, Phase 3 , Compulsory Purchase Order 2009) be made under section 226(1) of the Town and Country Planning Act 1990 (as amended by section 99 and Schedule 9 of the Planning and Compulsory Purchase Act 2004)and section 13 of the Local Government (Miscellaneous Provisions)Act 1976 for the acquisition of land and new rights within the areas as shown edged in red on the plan as detailed within Annex A to the report (the ‘Order Lands’) for the purpose of securing the implementation of the development of new mixed tenure housing, on the grounds that there is a compelling case in the public interest for making the Compulsory Purchase Order; and

(3) authorise the Housing Market Renewal Director and Planning and Economic Regeneration Director in consultation with Legal Director to;

(a) take the necessary steps to secure the making confirmation and implementation of the Compulsory Purchase Order including ( but not limited to) drafting the Statement of Reasons , the publication and service of all notices and the presentation of the Council’s case at any Public Inquiry;

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(b) acquire interests in land and new rights within the area to be subject to the Compulsory Purchase Order either by agreements or compulsorily; and

(c) approve agreements with landowners and others having an interest in the area to be subject to the CPO setting out the terms for the withdrawal of objections to the CPO, including where appropriate seeking exclusion of land or new rights from the CPO and making arrangements for rehousing or relocation of occupiers.

28. COMPULSORY PURCHASE ORDER IN THE KLONDYKE AND HAWTHORNE ROAD AREA OF BOOTLE

The Cabinet Member considered a joint report of the Housing Market Renewal Director and the Planning and Economic Regeneration Director seeking approval to the making of a Compulsory Purchase Order (CPO) to acquire land and new rights for the purpose of securing the assembly of land in the Klondyke and Hawthorne Road area of Bootle required for the implementation of the development of new mixed tenure housing.

RESOLVED: That Cabinet be recommended to:

(2) approve the Compulsory Purchase Order (CPO) (to be known as the Sefton Metropolitan Borough Council, Klondyke, Bootle, Phase 1B , Compulsory Purchase Order 2009) be made under section 226(1) of the Town and Country Planning Act 1990 (as amended by section 99 and Schedule 9 of the Planning and Compulsory Purchase Act 2004)and section 13 of the Local Government (Miscellaneous Provisions)Act 1976 for the acquisition of land and new rights within the areas as shown edged in red on the plan as detailed within Annex A to the report (the ‘Order Lands’) for the purpose of securing the implementation of the development of new mixed tenure housing, on the grounds that there is a compelling case in the public interest for making the Compulsory Purchase Order; and

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(3) authorise the Housing Market Renewal Director and Planning and Economic Regeneration Director in consultation with Legal Director to;

(b) acquire interests in land and new rights within the area to be subject to the Compulsory Purchase Order either by agreements or compulsorily; and

29. HOUSING MARKET RENEWAL PROGRAMME 2009 -10 – NOTIFICATION OF ADDITIONAL GRANT FUNDING.

The Cabinet Member considered the report of the Housing Market Renewal Director advising of the award of a further £1.05 million of grant funding by the Homes and Communities Agency (HCA) for Housing Market Renewal activity in south Sefton during 2009-10 and the implications thereof.

RESOLVED: That

(1) it be noted that the proposal was a Key Decision but, unfortunately, had not been included in the Council’s Forward Plan of Key Decisions. Consequently, the Deputy Mayor, in the absence of the Chair of the Overview and Scrutiny Committee (Performance and Corporate Services) and Mayor has been consulted under Rule 15 of the Access to Information Procedure Rules of the Constitution, to the decision being made Cabinet as a matter of urgency on the basis that it was impractical to defer the decision until the commencement of the next Forward Plan because of the need to commence activity to ensure activity to ensure that 100% expenditure is achieved during 2009-10 , thus preventing the loss of unspent resources, which would be at risk of ‘claw-back’ by the Homes and Communities Agency;

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(2) the award of a further £1.05 million of grant funding for Housing Market Renewal activity in Sefton for 2009-10 be noted; and

(3) Cabinet be recommended to approve the proposed expenditure programme of £1.05 million and associated outputs as an addition to the previously approved Housing Market Renewal programme 2009-2010.

30. RETAIL STRATEGY REVIEW UPDATE 2009 AND HEALTH CHECKS FOR SOUTHPORT AND BOOTLE

The Cabinet Member considered the report of the Planning and Economic Regeneration Director updating on the key findings of the Retail Strategy Review Update 2009 and related Health Checks for Southport and Bootle, one of a number of key evidence gathering studies that are being undertaken to inform Core Strategy process and guide advice and decisions on individual retail proposals and planning applications.

This was a key decision and was currently included on the Council’s Forward Plan of Key Decisions.

RESOLVED:

That Cabinet be requested to approve the Retail Strategy Review Update 2009 and Health Checks for Southport and Bootle.

31. DEMOLITION OF 19 TO 29 STANLEY ROAD, BOOTLE

The Cabinet Member considered the report of the Housing Market Renewal Director seeking approval to the securing of scaffolding and the demolition of 19 to 27 Stanley Road, Bootle; and subject to terms being agreed, the acquisition of 29 Stanley Road and its securing with scaffold and demolition.

RESOLVED: That

(1) officers be requested to arrange the securing of scaffold and the demolition of 19 to 27 Stanley Road, Bootle; and

(2) subject to terms being agreed, the acquisition of 29 Stanley Road and its securing with scaffold and demolition.

32. DISPOSAL OF SITE AT 1 - 28 CAPTAINS GREEN, BOOTLE

The Cabinet Member considered the report of the Housing Market Renewal Director seeking approval to dispose of the site of the former 1- 28 Captains Green to the Adactus Housing Group Ltd at less than best consideration for a social housing development.

RESOLVED: That

Page13 9 Agenda Item 3 CABINET MEMBER - REGENERATION- WEDNESDAY 5 AUGUST 2009

Cabinet be recommended to approve that the former maisonette site at 1- 28 Captains Green, Bootle be sold to the Adactus Housing Group Ltd at a less than best consideration in order to develop social housing.

33. KLONDYKE ESTATE, BOOTLE - EXTENSION OF EXISTING DEMOLITION PROGRAMME – PHASE 1B

The Cabinet Member considered the report of the Housing Market Renewal Director advising of the proposed extension of the 2008/09 Demolition & Clearance Programme for Klondyke Estate Phase known as 1a, and seeking approval for the negotiated cost with the lowest tenderer for Phase 1b scheme.

RESOLVED: That Cabinet be requested to:

(1) approve the inclusion of the area known as Klondyke Phase 1b into the demolition contract previously approved for demolition of Klondyke Phase 1a;

(2) approve the extension of the original tender in the sum of £380,060.00; and

(3) subject to (1) and (2) above request the Legal Director to adjust the formal contract with the successful tenderer.

34. SOUTHPORT TOWN CENTRE - RETAIL STUDY

The Cabinet Member considered the report of the Planning and Economic Regeneration Director to advise of the need to undertake a detailed Retail Study for Southport Town Centre and seek approval to carry out the study.

RESOLVED:

That the Council’s Contract Procedure Rules with regard to tendering be waived to allow for the appointment of White Young consultants to undertake a detailed Retail Study for Southport Town Centre.

35. FUTURE JOBS

The Cabinet Member considered the report of the Planning and Economic Regeneration Director informing of the progress made on the sub regional response to the Government’s Future Jobs Fund initiative; describing the role of the Council as a key contract holder for Future Jobs Funding via the City Employment Strategy and the opportunities this would provide for workless residents.

RESOLVED: That

(1) the report be noted;

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(2) the Officers of the Planning and Economic Regeneration Department be authorised to pursue negotiations with local partners on arrangements to support future jobs.

36. TESCO STORE RECRUITMENT UPDATE

The Cabinet Member considered the report of the Planning and Economic Regeneration Director updating on the new Tesco store recruitment in Litherland, which was an important new employment opportunity in South Sefton programmed to open in November 2009.

RESOLVED: That

(1) the report updating on the new Tesco store recruitment in Litherland be noted; and

(2) it be noted that further updates with regard to the number of workless Sefton residents successfully gaining employment with the support of Sefton@work and Jobcentre Plus through this recruitment process be received.

37. THE PRIVATE RENTED SECTOR: PROFESSIONALISM AND QUALITY – THE GOVERNMENT RESPONSE TO THE RUGG REVIEW

The Cabinet Member considered the report of the Environmental Protection Director summarising the Government’s consultation on it’s response to the Rugg Review and proposing comments for a joint Merseyside response to the consultation.

RESOLVED:

That the comments detailed within the report for inclusion in to a joint response to the Government by the Environmental Health Merseyside Housing Sub-Group be approved.

38. EXCLUSION OF PRESS AND PUBLIC

RESOLVED:

That under Section 100A (4) of the Local Government Act, 1972, the press and public be excluded from the meeting for the following items of business on the grounds that they involve the likely disclosure of exempt information as defined in paragraphs 2 and 3 of Part 1 of Schedule 12A to the Act. The Public Interest Test has been applied and favours exclusion of the information from the Press and Public.

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39. SOUTHPORT COMMERCE PARK – SPECULATIVE OFFICE DEVELOPMENT

The Cabinet Member considered the report of the Strategic Director of Regeneration and Environmental Services informing of the current position on the development of the Southport Commerce Park by the preferred developer and revised proposals for the delivery of the speculative office development.

RESOLVED:

That the report updating on the current position on the development of the Southport Commerce Park by the preferred developer and revised proposals for the delivery of the speculative office development be noted.

40. RE-HOUSING RESIDENTS FROM THE HOUSING MARKET RENEWAL INTERVENTION AREAS

The Cabinet Member considered the report of the Housing Market Renewal Director seeking approval to award Priority 1 status for rehousing identified residents from the Housing Market Renewal area known as Klondyke Phase 2A.

RESOLVED:

That the award of Priority 1 status for re-housing to identified residents from the Housing Market Renewal area known as Klondyke Phase 2A be approved.

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REPORT TO: Cabinet Member (Technical Services) Cabinet Member (Regeneration) Cabinet DATE: 23 rd September 2009 30 th September 2009 2nd October 2009 SUBJECT: Funding Opportunities – Progress Report 2

WARDS AFFECTED: All REPORT OF: Alan Moore, Deputy Chief Executive and Strategic Director

CONTACT OFFICER: Mo Kundi 3447 Stuart Waldron 4006 EXEMPT/ No CONFIDENTIAL: PURPOSE/SUMMARY: To inform Members of the progress made with regard to Expressions of Interest submitted for funding, and provide an update of further external funding opportunities.

REASON WHY DECISION REQUIRED: To comply with standard portfolio reporting procedures and to seek endorsement of the Expressions of Interest submitted to date.

RECOMMENDATION(S): It is recommended that:- Cabinet Member for Regeneration:- • Endorse the submission of Expressions of Interest as shown in Annex A of this report,

Cabinet Member for Technical Services, and Cabinet :- • Note the report

KEY DECISION: No

FORWARD PLAN: N/A

IMPLEMENTATION DATE: N/A

Page 13 Agenda Item 4

ALTERNATIVE OPTIONS: There are only limited opportunities to secure external funding to deliver Sefton Council projects, particularly under the current European funded North West Operational Plan. Failure to respond to bidding opportunities would either prolong the time taken to deliver these projects, and or in the worse case scenario may not happen at all.

IMPLICATIONS:

Budget/Policy Framework:

Financial: There are no financial implications as a result of this report.

2008/ 2009/ 2010/ 2011/ 2009 2010 2011 2012 CAPITAL EXPENDITURE £ £ £ £ Gross Increase in Capital Expenditure Funded by: Sefton Capital Resources Specific Capital Resources REVENUE IMPLICATIONS Gross Increase in Revenue Expenditure Funded by: Sefton funded Resources Funded from External Resources Does the External Funding have an expiry When? date? Y/N How will the service be funded post expiry?

Legal: N/A

Risk Assessment: N/A

Asset Management: N/A

CONSULTATION UNDERTAKEN/VIEWS:- FD 127 - The Finance and Information Services Director has been consulted and his comments have been incorporated into this report. Legal, Technical Services

Page 14 Agenda Item 4

CORPORATE OBJECTIVE MONITORING:

Corporate Positive Neutral Negative Objective Impact Impact Impact 1 Creating a Learning Community / 2 Creating Safe Communities / 3 Jobs and Prosperity / 4 Improving Health and Well-Being / 5 Environmental Sustainability / 6 Creating Inclusive Communities / 7 Improving the Quality of Council / Services and Strengthening local Democracy 8 Children and Young People /

LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT Cabinet Report entitle ‘Funding Opportunities Progress Report 1’ dated 6 th August 2009

Page 15 Agenda Item 4

1.0 Background

1.1 The Cabinet Member (Regeneration), the Cabinet and the Cabinet Member (Technical Services), at their meetings on 5 th August, 6 th August and 12 th August 2009 respectively considered a report entitled ‘Funding Opportunities – Progress Report 1’. The report provided information on current funding opportunities, and sought Members endorsement on those Expressions of Interest submitted.

1.2 This report provides an update on previously submitted Expressions of Interest, seeks endorsement of Expressions of Interest/Concept Forms submitted since then, and provides information on funding opportunities that have arisen since the previous report.

2.0 Visitor Attraction Fund

2.1 An Expression of Interest (EOIs) was submitted to the RDA based on Kings Garden scheme in Southport. Unfortunately, this was not successful. However, Sefton Officers are having meetings with the RDA, to present a case for Southport to be allocated funding for the delivery of the Southport Investment Strategy. In many ways this would be similar to the funding that was provided by the Agency for the delivery of the Southport Action Plan. If successful, it should be possible to use this resource to deliver a range of projects in Southport, including Kings Garden, and Public Realm schemes.

3.0 RDA/ERDF Public Realm Projects

3.1 On 1 st June 2009, the RDA indicated that of the six Expressions of Interests submitted only Dunningsbridge Road Corridor met their criteria, and requested that this project be developed to concept proposal stage. Officers have now undertaken more detailed design work, including costing, and in consultation with officers from the RDA, the estimated total cost of the scheme is £1.2 million.

3.4 The Concept proposal was submitted to RDA on 10 th July 2009, and the RDA has accepted that the scheme be put forward to the fuller Development and Appraisal process. Officers will need to provide this information to the RDA by end of October 2009. Before the scheme is submitted to the RDA a detailed report, including costing will be presented to Members. There is an understanding that if a project moves into this stage, then funding is generally allocated to the project by the RDA.

3.5 In relation to the Scarisbrick Avenue, and Kings street/Market Street Southport schemes, whilst the RDA has rejected them, there may an opportunity to take them forward if, as highlighted in paragraph 2.1 above, funding could be secured from the RDA for the delivery of Southport Investment Strategy.

4.0 RDA Funded Heritage Tourism Improvement Scheme (HTIS)

4.1 Discussions are still on going with the RDA, Lydiate Parish Council, and Leverhulme Estate, who is the landowner as to a possible scheme based around St. Catherine’s Chapel in Lydiate. The deadline for submission of bids is 24 th September 2009.

5.0 Action Area 4.3 – Development of Sites

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5.1 In line with RDA’s deadline of 19 th June 2009 for this Action Area, three Expressions of Interest were submitted. I am pleased to report on 7 th August 2009, the RDA indicated that two schemes, SAFE Production Ltd, and TREND, have been accepted for moving into the Concept stage, and the third scheme South Sefton Development Trust is still under consideration.

5.2 Members are requested to agree to Officers providing the necessary support in order to ensure that external Sefton applicants are able to develop and deliver schemes that complies with RDA’s requirements, and critically can be delivered by RDA’s set deadlines. The table below provides more information on the said three schemes.

Applicant Scheme Total Cost Contributions From:- Current ERDF Applicant’s Status Own South Sefton To fit out £100,000 £45,000 £55,000 Decision Development Trust workspace for Pending social enterprise TREND Start-up £200,000 £90,000 £110,000 To Concept workshops Stage SAFE Productions 26 new Start-up £1,000,000 £450,000 £550,000 To Concept Ltd Units Stage

6.0 Action Areas 3.2 & 4.3 – Land Remediation and Site Servicing

6.1 In response to RDA’s call for Expressions of Interest that would provide support for remediation/clearance of derelict and contaminated sites, particularly in RDA’s designated strategic sites and areas of regeneration need, the following three Expressions of Interest have been submitted in line with RDA’s deadline of 14 th August 2010.

Applicant Scheme Total Cost Contributions From:- RDA/ERDF Sefton Others Sefton Council Peerless Site, £12,500,000 £12,500,00 - - Bootle 0 Sefton Council Demolition of £1,415,000 £707,500 £707,500 - Balliol House Sefton Council Southport £2,375,858 £1,101,858 £1,074,000 £200,000 Commerce Park

• Peerless Site, Bootle – This is very much a speculative bid, as the chances of getting any Single Pot grant from the RDA is very much limited, even though this project falls with RDA’s designated Strategic Sites. The aim of this scheme would be for Sefton Council to purchase the site with RDA grant and undertake remediation work, and have it ready for developers when there is an upturn in the economy.

• Demolition of Balliol House, Bootle – This scheme involves demolishing Balliol House, and undertaking remediation work for both Balliol House site and Connley House. The RDA has already indicated that the scheme will not

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attract any Single Pot grant, but may be eligible for ERDF grant. The balance of the match, if successful would have to be found from Council’s own resources.

• Southport Commerce Park –The aim of this scheme would be seek ERDF funding to remediate the contaminated site, provide a spine road, and undertake some landscaping works, together with the provision of a cycle route.

7.0 Rural Development Programme for England

7.1 Discussions are on going with officers responsible for the delivery of the Rural Development Programme for the sub-region, and further reports will be presented should any of the Expressions of Interest submitted are successful.

8.0 Action Area 1.2

8.1 A very speculative Expressions of Interest was submitted on 10 th August 2009 as per the RDA’s deadline for this Action Area. The aim of this project is to deliver targeted specialist support to rural food producing businesses and supply chains, to service the hospitality sector in Southport. The total cost of this speculative proposal is £540,000, with £270,000 ask from ERDF grant. In the event that the RDA accepts the Expression of Interest a detailed report will be presented on the project, including costing, and potential sources of match.

9.0 Big Lottery

9.1 With some £5,000 from the Working Neighbourhood Fund, the Frank Hornby Trust has engaged consultants to develop a Stage 1 bid for Big Lottery Heritage Grant. This piece of work has only recently started, but with advise from the appointed Consultants the Trust has electronically lodged an Expression of Interest so that the Big Lottery is aware of the pending submissions, which is likely to be in late September 2009. The Trust is seeking some £200,000 for fit out costs for the Frank Hornby Centre at Mahgull Leisure Centre.

10.0 Financial Implications

10.1 To date only Dunningsbridge Road Corridor project has been progressed to Concept Proposal stage, the estimated cost of which is £1.2 million, and a detailed report on this project will be submitted in the near future.

10.2 The rest of Expressions of Interest are either under consideration by the funding organisations, or have not been successful.

Page 18 Annex A Financial Details of Expressions of Interest Submitted. Expressions of Fund Type Total ERDF/RDA Other Contribution from Sefton Comments Interest Project Funding Sought External Submitted to Cost £ Funding LTP Capital Others date £ Source Budget Programme £ £ £ £ Dunningsbridge Public Realm 1,200,000 600,000 (ERDF) 400,000 Fuller Road Corridor (ERDF/RDA) 200,000 (RDA) Development and Appraisal to be submitted by October 2009 South Sefton Managed £100,000 £45,000 (ERDF) £55,000 Still under Page 19 Development Workspace consideration Trust (ERDF) by the RDA TREND £200,000 £90,000 (ERDF) £110,000 Concept Proposal to be submitted SAFE Managed £1,000,000 £450,000 (ERDF) £550,000 Concept Productions Ltd Workspace Proposal to be (ERDF) submitted Peerless Site, Land acquisition £12,500,000 £12,500,000 (RDA) EOI submitted th

Bootle and remediation 14 August Agenda Item4 2009 Demolition of Demolition and £1,415,000 £707,500 (ERDF) £707,500 EOI submitted Balliol House remediation 14 th August and (Connley works 2009 House) Southport Land £3,578,858 £1,789,429(ERDF) £905,429 £884,000 EOI submitted Commerce Park remediation, 14 th August spine road, and 2009 Agenda Item4

linear park Sefton Support to Rural £540,000 £270,000 (ERDF) £270,000 EOI submitted Producers Food Producing 10 th August businesses 2009 Frank Hornby Big Lottery – £175,000 - - £175,000 - - - £5,000 Initial EOI Trust Heritage Grant £200,000 £200,000 (WNF) Lodged on 21 st (Big Lottery) July 2009

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ANNEX B CURRENT FUNDNG OPPORTUNTIES

Funding Funding Amount Available Deadline for Date by which Date by which Key Criteria Name Body EOI project must start project must Submission finish Visitor NWDA Eligible larger or 1st May 2009 VAF Available VAF Available • Match funding Attraction medium projects during three during three • Permission required before project can Fund (VAF) £5m or £1m years 2009/10, years 2009/10, start Smaller grants 2010/11 and 2010/11 and • Regional signature project £250,000 2011/12, and 2011/12, and • Transformational in impact (Total £15m) must be spend must be spend • Appeal to international and Staying visitors during this period during this period • Generate higher levels of spend Page 21 • Improve the profile of the location • Supported by Tourist Board, Sub-regional Partnership, and be in the Destination Management Plan

‘Public NWDA/E Total available 8th May 2009 ASAP Completed by • Match Funding Realm’ RDF £10m December 2010 • Located within Strategic Sites Projects • Benefit the local economy (directly or (3.2 & 4.3) indirectly) • Positive Environmental Impact Agenda Item4 • Planning permission

‘Low NWDA/E Maximum 1st ASAP Financial • Feasibility Study required as part of EOI Carbon RDF RDA/ERDF September completion 2015 • Match Funding (up to 50%) Economy’ available limited 2009 • Capital and revenue eligible (1.3) to EU500,000 • Showcase low carbon and/or low resource (Total available usage on multi-SME employment sites Agenda Item4

£5m) (e.g. Business Park) • Retail facilities & housing development ineligible Must demonstrate Replicability, Scale, Integration, Distribution, Leverage, Strategic Fit, Deliverability, Value for Money, and Innovation.

Heritage NWDA Up to £40,000 21 st May, • Historic houses, gardens, and buildings Tourism (Contact (Total available 22 nd June open to public Improveme Andrew £500,000 plus and 24 th • Physical improvements that enhances the nt Scheme Backhou English Heritage September visitors experience including car parking (HTIS) se 07914 £75,000) 2009 educational activities, disabled facilities, Page 22 871 859) and interpretation

Action Area RDA/ER Total Budget for By 12.00 ASAP • Supporting development of sites 4.3 DF the sub-region noon 19 th • Creating employment for residents of Developme £20m June 09 targeted areas nt of sites Intervention rate Decision on • Focus on entrepreneurship & community th up to 50% 7 August 09 development e.g. managed workspace & incubation units for businesses • Not eligible provision of training, training facilities, or to help reduce worklessness

Action RDA/ER Total Budget for By Friday ASAP December 2010 • Located within Strategic Sites Areas 3.2 & DF the sub-region 14 th August • Demonstrate positive economic impact 4.3 – Land £XX 2009. • Enables or enhances other ERDF Projects Remediatio Intervention rate Decision by • Partners and Planning permission in place th n and Site up to 50% 14 • Can deliver by December 2010 Servicing September • Demonstrate match in place 2009

Rural National/ Total Budget for On going ASAP • A range Interventions, including Farm Developme Europea the sub-region diversification, Rural tourism, supporting nt n Grant £2m rural economy, access etc. Programme

Action Area RDA/ER Total Budget for By Monday ASAP December 2010 EOIs are sought from the following sectors:- 1.2 DF the sub-region 10 th August • Biomedical £XX 2009 • Energy & Environmental Technologies Intervention rate • Advanced Engineering & Materials up to 50% • Food & Drink • Digital & Creative Industries • Business & Professional Services Empty CLG £52,632 for N/A N/A N/A •

Page 23 To reduce the negative impact of empty Shops Dept. Sefton's town shops on town centres Revival centers and Fund shops.

Green Bus DfT £30m for England 4th November N/A N/A • To encourage a shift to low carbon Fund (Low 2009 transport Carbon • To improve air quality in Town and cities. Buses) • To stimulate green technology • Open to Bus Operators and Council’s to bid

towards additional upfront cost of buying Agenda Item4 low carbon buses Heritage Big £50,000 to over Any time N/A N/A • To conserve and enhance nation’s Grants Lottery £5m diverse heritage • To encourage more people to be involved in their heritage Agenda Item4

Future Jobs Dept. for £1.0 billion Any time N/A N/A • To create 150,000 new jobs Fund Works • Looking for Partnership bids and • Must be linked to locally agreed work Pensions and skills strategies

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REPORT TO: Cabinet Member - Regeneration Cabinet DATE: 30 th September 2009 1st October 2009 SUBJECT: Sefton Housing Strategy Statement 2009-2013

WARDS AFFECTED: All

REPORT OF: Charlie Barker – Strategic Director for Health and Social Care, Alan Lunt - Housing Market Renewal Director CONTACT OFFICER: Neil Davies – HMR Strategy Manager – 0151 934 4837 Jim Ohren – Housing Strategy Principal Manager – 0151 934 3619 EXEMPT/ CONFIDENTIAL: No

PURPOSE/SUMMARY:

To seek approval to the revised Sefton Housing Strategy 2009-2013, which sets out the priorities for strategic housing services in Sefton and the evidence and rationale for such prioritisation and which sets out a series of required actions to further develop components of the strategy.

REASON WHY DECISION REQUIRED:

Cabinet has delegated authority to make such decisions.

RECOMMENDATION(S):

1. That Cabinet Member for Regeneration notes the report and content of the appended Sefton Housing Strategy Statement. 2009-2013

2. That Cabinet approve the Sefton Housing Strategy Statement 2009-2013

3. That the Housing Market Renewal Director be granted delegated authority in order to make such minor amendments as may be required in order to ensure compliance with existing Council policy in relation to Strategic Housing Services in Sefton

KEY DECISION: Yes

FORWARD PLAN: Yes

IMPLEMENTATION DATE: Immediately following the ‘call in’ period for the minutes of the relevant meeting.

Page 25 Agenda Item 5

ALTERNATIVE OPTIONS:

There is a statutory requirement to develop and adopt a Local Authority Housing Strategy Statement. Therefore there is no alternative option available

IMPLICATIONS:

Budget/Policy Framework: The Strategy is a new one that sets out a number of Actions, which will require a number of existing (sub) policies to be reviewed in future. Financial: There are no direct or immediate expenditure requirements falling on the Council .

2006/ 2007/ 2008/ 2009/ 2007 2008 2009 2010 CAPITAL EXPENDITURE £ £ £ £ Gross Increase in Capital Expenditure Funded by: Sefton Capital Resources Specific Capital Resources REVENUE IMPLICATIONS Gross Increase in Revenue Expenditure Funded by: Sefton funded Resources Funded from External Resources Does the External Funding have an expiry date? When? Y/N How will the service be funded post expiry?

Legal: N/A

Risk Assessment: An Equality Impact Assessment has been conducted

Asset Management: N/A

Consultation Undertaken/Views

The Draft Housing Strategy Statement has been the subject of lengthy and detailed consultation with a range of internal departments and stakeholders since 2008.

Page 226 Agenda Item 5

CORPORATE OBJECTIVE MONITORING:

Corpora Positive Neutral Negative te Impact Impact Impact Objectiv e 1 Creating a Learning Community ü 2 Creating Safe Communities ü 3 Jobs and Prosperity ü 4 Improving Health and Well-Being ü 5 Environmental Sustainability ü 6 Creating Inclusive Communities ü 7 Improving the Quality of Council Services ü and Strengthening local Democracy 8 Children and Young People ü

LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT

NSefton Strategic Housing Market Assessment 2008 Supporting People Strategy Sefton Homelessness Strategy HMRI Business and Service Plans Liverpool City Region Housing Strategy Private Sector Housing Strategy

BACKGROUND:

1. The Sefton Housing Strategy Statement 2009-2013 forms a cornerstone of the borough’s overall approach to housing matters. It is a key strategic document from which several further sub strategies have been or will be developed. This includes Sefton’s Private Sector Renewal Strategy, Homelessness Strategy, Housing Financial Assistance Policy, Empty Homes Strategy and Housing Value for Money Plan.

2. A summary of the consultation findings is set out in Appendix 1 of the attached draft document The draft Statement has been the subject of lengthy and detailed consultation since 2008 and has been informed by a number of key studies. In order to ensure that the Statement is as informed and up to date as possible, it’s adoption has been delayed until the outcome of some of these studies are known and thus built into the Council’s strategic approach to housing during the next four years. This includes;

• Sefton Housing Needs Survey • Strategic Housing Market Assessment • Strategic Housing Land Availability Study • Private Sector Housing Stock Condition Survey

3. The Housing Strategy Statement itself has also been influenced by legislation as well as National and Regional strategies and policies, including the Liverpool City Region Housing Strategy and the Housing and Planning Platform Paper, developed as part of

Page3 27 Agenda Item 5

the City Region Multi Area Agreement. At local level, the strategy has been developed in order to maximise it’s potential to contribute towards the wider and holistic regeneration of the borough as set out within the Sefton Integrated Investment Strategy 2009 (SIIS)

4. Utilising all of the guidance and policy available plus the evidence gathered as part of the studies identified in Paragraph 2 (above), 4 key Housing Priorities have been established;

• To provide affordable and sustainable homes in neighbourhoods where people want to live • To enable people to live at home independently and to improve their health • To deliver and sustain a balanced housing market • To ensure equal access to housing and related services

5. The Strategy concludes with an action plan which sets out a number of objectives to be achieved under the four Housing Priorities set out above. These are set out in an action plan within which actions are SMART – that is Specific, Measurable, Achievable, Realistic and Time related. Progress against the action plan will be regularly monitored in order to ensure that adequate progress is made in delivering key objectives and improving the quality of housing related services within Sefton.

6. Some of the key actions for the period to 2013 include the following;

• Increasing the supply of affordable housing • Improving the quality of Private Sector Housing within the Borough • Tackling fuel poverty • Establishing a system of Landlord Accreditation • Improving the quality of life of elderly and disabled people • Promoting Equality and Diversity • Ensuring key Housing Policies promote equality

7. An adopted Housing Strategy Statement for Sefton is long overdue. The last adopted strategy time expired some time ago and although a draft document was considered by the former Cabinet Member for Housing, the then proposed housing stock transfer took priority and thus the draft document was never adopted. Since 2007, a number of developments have occurred in terms of national policy, sub regional governance local evidence base and economic recession / housing market downturn. Fortunately, the delay in adopting the Statement has enabled the most up to date and comprehensive evidence base to be used in developing the strategy.

8. Future responsibility for delivering the actions outlined within the strategy may change as a result of the continuing review of senior management structures within the Council. Therefore, it is recommended that in order to expedite adoption of this strategy, the Housing Market Renewal Director be granted delegated authority to make such amendments to the draft statement as may be required in order to ensure that the adopted statement reflects Council policy on the management and delivery of housing services within Sefton. This will primarily require minor revisions in order to clarify responsibility for decision making at Cabinet level and also for delivery of actions within the plan set out at the rear of the draft statement

9. The Statement thus provides a robust, and comprehensive picture of housing needs and priorities across Sefton that effectively compliments a range of associated activity across the full gamut of the Local Authority’s activity, thus ensuring that regeneration is holistic and that added value is secured as well as demonstrating the sound strategic approach adopted within Sefton which can only assist to ensure future funding opportunities are maximised.

Page 428 Agenda Item 5

SeftoSeftonn Housing Strategy

2009 to 2013

Page5 29 Agenda Item 5

Page Contents Since the Council transferred the ownership of its housing stock to One Vision Housing in 2006, responsibility for the remaining strategic housing 1. Foreword services was split between Cabinet Member for Regeneration and Cabinet Member for Health and social Care. The services themselves have been 2. Executive summary provided across a number of Departments. Recently however the Council has reviewed its 3. Housing market overview service arrangements and as from October 2009, strategic housing services have been consolidated 4. Area profiles into a single Housing and Renewal Department, with responsibility lying with Cabinet Member for 5. Sefton’s housing and people: Regeneration. key facts The Council recognises that there are significant 6. National, regional and sub-regional challenges to be met over the next few years as we influences aim to continue to improve the quality of services and maximise the potential to develop effective

partnerships with other public, private and voluntary 7. Issues and action sector agencies. It is only through our partnerships that we can successfully achieve our priorities and 8. Consultation and partnership ensure that resources are used where they can have a maximum impact. 9. Resources It is important that this strategy does not just look at 10. Performance management the provision of housing, but concerns itself with how housing policies can improve the local 11. Action plan environment and quality of life for the benefit of all residents. Within this context we recognise that housing activities need to support wider objectives,

for example the alleviation of crime and poverty, Appendices: health inequalities and to input into economic development and transport policies and to the 1. Community Engagement Summary planning and provision of recreation.

2. Local Development Framework /Core We are committed to operating within the regional Strategy and sub-regional framework, which is continuously being developed in the North West and - oOo - Merseyside. Working with our partners over the next few years we aim to achieve our vision: 1. Foreword To make Sefton a great place to live.

I have great pleasure in introducing Sefton We would like to thank all the residents, individuals Council’s Housing Strategy for 2009 to 2013. A lot and organisations who have contributed to the has happened over the last few years from development of the Housing Strategy. securing funding to help tackle the housing issues in South Sefton as part of the Merseyside Housing We hope you will find the strategy an interesting Market Renewal initiative to the extensive and informative read. As part of our ongoing consultation on the options to bring the Council’s process of consultation we would welcome any housing stock up to the decent homes standard comments that you may have on the Housing and the successful transfer of the Council’s housing Strategy. You will find a feedback form on page 46 stock. so please use this to let us have your views.

Page 630 Agenda Item 5 Councillor Ian Maher

Cabinet Member for Regeneration

2. Executive Summary It is recognised that the restructuring of the Borough’s housing market may take 10 to 15 years. Through consultation and from robust, comprehensive up to date housing market Sefton is a large and diverse metropolitan district information specific policies will be implemented. council district stretching between the estuaries of However, it is essential that good quality affordable the Ribble and the Mersey along the Irish Sea housing is augmented by job opportunities, coast. The Borough is home to a series of improvement in health, education and transport physically discrete and diverse communities that links to create well managed neighbourhoods. are separated by pockets of green belt land. The main population centres are Bootle, Crosby, Formby, Maghull and the coastal resort of Southport.

In line with similar urban areas across the North of England Sefton suffers from a declining ageing population and concentrated pockets of deprivation. The population in the southern wards in particular is shrinking and South Sefton has some of the most deprived communities in the North West where interrelated socio-economic problems are most acute. The areas around Bootle have suffered from large scale housing market failure with an industrial legacy that has led to an area characterised by pre1919 terraced housing much of which is in disrepair and suffering from low demand and land uses that are incompatible with housing.

In contrast the suburban settlements in the North of the Borough, including the town of Southport, are generally in high demand with some of the most expensive house prices within the Borough. Southport is a tourist destination with a significant retail, leisure and night time economy.

Sefton boasts the third largest container port in the UK which handles over 20% of all imports/exports to the North West. Tourism is centred around Southport which attracts 6 million visitors per year. Various studies indicate concerns at the impact that a modest existing stock of affordable housing is having on the economic objectives of the Northern Way agenda. Overall the Borough lacks the housing quality, affordability and choice of housing to build on the potential economic benefits. The Newheartlands Housing Market Renewal Initiative and regeneration of neighbourhoods is critical in order to tackle deprivation and reverse the long trend of depopulation in order to create and maintain sustainable, balanced communities across the Borough.

Page7 31 Agenda Item 5

Housing strategy priorities

Strategic Housing Priority 1 Strategic Housing Priority 2

To provide affordable and sustainable homes in To enable people to live at home independently and neighbourhoods where people want to live improve their health

Reasons for this priority Reasons for this priority

• At the time of stock transfer in 2006 some £200m • Ageing population was required to bring the Council’s housing stock • Above average number of households in poor up to the Decent Homes Standard health • 23.1% of private sector dwellings do not meet the • 230 homelessness applications in 2008 Decent Homes Standard • 293 applicants required their home to be adapted in • Annual shortfall of affordable housing of 2,398 units 2008/09 funded by Disabled Facilities Grants • 15,132 households on the housing register (2009) • Over 30% of Sefton’s population is projected to be • Impact of climate change over 60 years old by 2023 • 10,909 (11.1%) private sector household are • Higher proportion of people in residential care estimated to be in fuel poverty

Actions that will Actions that will

• Implement the Investment Strategy to improve the • Improve a person’s ability to live independently at Council’s former housing stock home • Reduce the level of non-decency in the private • Develop new housing support services and projects sector, particularly for vulnerable households in accordance with the Supporting People Strategy • Increase the choice of housing within the Borough, • Ensure regeneration proposals support the needs of particularly new affordable housing vulnerable people • Improve the energy efficiency of homes and reduce • Increase the number of homelessness preventions fuel poverty

Strategic Housing Priority 3 Strategic Housing Priority 4

To deliver and sustain a balanced housing market To ensure equal access to housing and services

Reasons for this priority Reasons for this priority

• Declining population • Recognition of the growing diversity within the • Imbalance in the housing stock in South Sefton with Borough 67% terraced housing in the private sector • 3.33% of the Borough’s population is from a black or • Decline in manufacturing and lack of economic ethnic minority community opportunities • Above average number of older people • Concentrated pockets of deprivations with a • Increase in the number of migrant workers coming ranking of 42 out of 354 nationally to work within the Borough • 5.6% of the housing stock empty at April 2009

Actions that will Actions that will

• Reduce the loss of population in South Sefton • Ensure that plans for new housing meet the needs • Restructure the housing market in South Sefton of our diverse communities through the Housing Market Renewal Fund • Support the development of services that maximise • Link with economic development to provide job equality of access to services opportunities • Ensure that residents and communities are fully

Page8 32 Agenda Item 5 • Bring back into use empty properties involved in setting priorities and making decisions • Reduce crime and anti-social behaviour

3. Housing market overview The Strategic Housing Market Assessment Sefton is a diverse Borough for housing with suggests that 34,515 of all households in Sefton regeneration required in the South of the Borough contain only older people (29.7%), and the centred on the NewHeartlands Housing Market number of older people resident in Sefton is Renewal pathfinder area and affordable housing projected to increase dramatically over the next imperative in Southport to maintain the local 20 years. economy. 4. Area Profiles The North West Plan suggests that household growth in Sefton should be carefully managed to 4.1 South Sefton assist in the growth of the Regional Centre of Liverpool, meeting local market and affordable South Sefton along with the inner core of housing needs and to support inner area Liverpool and the inner areas of Wirral forms one regeneration. Owner-occupation in Sefton is of the nine national Housing Market Renewal higher than the national average. The stock of (HMR) Pathfinders announced in April 2002. The social rented dwellings is relatively small although Pathfinder programme provides an opportunity for has seen a decrease over the past 10 years. planning extensive housing market change in large areas of recognized housing market weakness, along with additional resources to The level of unemployment in the Borough is support this process. higher than the national and regional equivalents, although around 42% of employed residents in There are 23,900 dwellings within the south Sefton work in occupation groups 1 to 3, which Sefton HMR area with the following ownership are the most skilled job types. patterns:

Household growth in Sefton is driven more by population change than by migration. Single (non Tenure Number Percentage older) person households are the most likely to Housing Association 7,983 33% move home and older person households are the Private Ownership 15,917 67% least likely. South Sefton has an imbalanced housing stock The Strategic Housing Market Assessment 2008 with an under representation of owner occupation (SHMA) shows a net need estimate of 2,398 and an oversupply of social housing. The affordable dwellings per year, equivalent to housing stock is dominated by terraced dwellings 11,990 dwellings over a five-year period. The net which make up 67% of the private housing sector. need for affordable housing is greatest in An analysis of South Sefton’s housing market Southport, which has almost 52% of borough identified two specific sub-areas as displaying needs. It is recommended that 60% of new high levels of market stress; the Klondyke estate housing in Sefton should be market housing with and Queens Rd neighbourhood. These have 40% affordable i.e. homes provided by registered since been the focus of major HMR funded social landlords for rent, or for shared ownership. intervention. The highest need in terms of property type is for three bedroom homes. 4.2 North Sefton

The population of the Borough is projected to North Sefton comprises the classic Victorian decrease over the period 2006-2026, by 1.0%, resort of Southport and the established but the number of households in Sefton is neighbourhoods of Ainsdale, Birkdale and Hillside projected to increase by 10.1%. The profile of the which are also home to parts of the so called ‘golf population is expected to change substantially, coast’ of Merseyside. At the time of the 2001 with a large increase in the numbers of those Census there were 90,336 people living within the aged 60 and over and a decrease in the number Southport area comprising 43,693 households. of families with children. The housing stock consisted of owner occupation

Page9 33 Agenda Item 5 at 78.57% which is above the national average of 7,000 permanent employees and some 5,000 on 68.22% and a large private rented sector at a seasonal basis. Many are low paid employees 11.62% compared with the then national average who need affordable housing. of 8.72%. In direct contrast the social rented sector was extremely low equating to 7.55% compared to 15.96% for Sefton as a whole. 4.3 Central Sefton

Terraced properties account for a significantly low Central sefton is predominantly a settled housing proportion of the housing stock at 6.35% against market area characterised by higher value semi- the national average of 26.04%. The private detached and detached homes constructed rented sector is dominated by houses in multiple around older historical settlements such as occupation, particularly central Southport, with Crosby and more modern 'dormitory' flats, bedsits and apartments making up 23.57% neighbourhoods built along the coast from of the housing stock. Hightown to Freshfield and to the east at Aintree, Maghull and Lydiate. There are also a number of Southport already has a low base of affordable smaller outlying rural village settlements. The housing provision and this has been exacerbated area is well served by 10 Parish Councils leading by the recent changes in the housing market. to good local democracy and decision-making. Over the last few years there have been substantial increases in house prices whilst Most wards in Central Sefton perform better than incomes have only increased at a very modest the Sefton for both worklessness and health. rate. In April to June 2001 the median price of a House prices are higher than the Sefton median; property in Southport was £69,000 but this has Formby being substantially higher at 66% above. increased to a median price of £153,750 by June House prices are high in many parts of the area, 2008 . This compares with a median price of with affordability being a particular problem in £150,000 for Sefton and £130,500 for the North Formby. West. There are some pockets of deprivation within Successive housing needs studies estimate a Seaforth and Waterloo and this has been shortfall of affordable housing for Southport. This recognised by their inclusion within the is due to the rapid rise in property prices and a NewHeartlands Housing Market Renewal (HMR) decrease in the availability of affordable housing. boundary though restricted funding means the There is a shortage of affordable housing for area has a low priority for HMR funding. families and in terms of size requirement the information suggests that the main shortfall in the Most areas are very well served by road, train affordable sector is for two-bedroom and bus and there are good public and private accommodation. The lack of affordable housing is schools plus a good range of recreation facilities predicted to lead to a shortage of skilled and including natural attractions of country, coast and managerial staff as workers leave the area to find waterways in addition to many parks. Local more affordable homes. The 2009 Strategic shopping facilities vary across the area with Housing Market Assessment estimates that 52% Formby being quite a thriving centre but Crosby of the Borough’s requirement for affordable and Waterloo showing signs of decline though housing is within the Southport area. there are retail regeneration proposals for Crosby town centre. The area has a strong community / Often the cost of remediating contaminated sites voluntary sector. within Southport reduces the viability of affordable housing developments. Moreover, many sites Aside from affordability some of the challenges prove to have difficult ground conditions, which include congestion on A565 and A5036, air require additional measures such as piling, which quality due to traffic pollution, limited local adds to the cost of development employment coupled with high rates of commuting, inadequate pedestrian and cycle Southport’s economy is characterised by links between the coast and country around significant tourism and retail. As a popular tourist Rimrose Valley, higher residents perception of destination it attracts visitors for day trips, crime and anti-social behaviour but which is not weekend breaks and extended stays. In the confirmed by the actual lower than average region of six million visitors are attracted to the incidences. area annually generating over £184 million in revenue. The tourism sector employs almost

Page10 34 Agenda Item 5 A strategic housing challenge is the lack of has not kept pace with demand) and seeks to affordable housing with Crosby alone estimated raise the quality of the existing housing stock and to need around 2,000 affordable homes which is ensure that people have access to affordable nearly 17% of the total borough requirement for homes. the next 5 years [SHMA 2008]. Other challenges include under-occupation and a high level of older Future housing provision person households with associated needs such as disabled facilities and sheltered The RSS published in September 2008 accommodation. announced new minimum completion figures for Sefton of 500 homes per year and a total of 11000 for the period 2003 to 2025, but with clear 5. Sefton’s housing and people: key facts encouragement to exceed those figures when justified. Given the actual completions for 2003/4

to 2007/8 (2085) and the anticipated completions

for 2008/9 to 2012/13 (1900), this leaves 7015 Housing completions dwellings to be completed over the period

2013/14 to 2024/25, or 585 dwellings per year. Until recently, housing restraint policy drawn from This represents a significant almost 47% increase the previously adopted North West Regional over the average of 398 dwellings per year over Spatial Strategy (RSS) and applied by Sefton the 10 year period 2003/4 to 2012/13. This Council, provided for a maximum of 350 increased level of required completions will carry completions per annum for the Borough. with it an increase in the need for housing land, Completions over the period 2003/4 to 2007/8 the position on which is currently being assessed have totalled 2085 dwellings or 417 per annum through the Strategic Housing Land Availability (an over-provision of 67 dwellings a year or 335 work due to be published Autumn 2009. Early dwellings). Estimated completions over the 5 year indications are that there may well be a shortage period 2008/9 to 2012/13 stand at 1900 or 380 of housing land (and possibly a significant per annum, taking account of the current very shortage) over the period to 2025 to meet the difficult market. RSS requirement.

Coupled with the former completions ceiling was In November 2008, the Council formally relaxed a policy of focussing new housing investment into its housing restraint policy in the light of the new South Sefton (Bootle and Netherton). This policy, RSS requirements. The Council has agreed that underscored the HMR programme in the area, the Restraint SPG should be replaced by Interim and was effectively enforced through the Planning Guidance for New Housing Council’s affordable housing policy, which Development which will take account of the new required 30% provision on sites providing 15+ RSS and the findings of the Land Availability dwellings (previously 25+ dwellings) in South Assessment and the Strategic Housing Market Sefton and Central Southport and 100% provision Assessment, along with an assessment of the elsewhere in Sefton on all sites, irrespective of economic viability of providing affordable housing. site size. Affordable housing policy has also been adjusted Through the Housing Green Paper and ministerial to reflect the relaxation of restraint and the RSS pronouncements, the Government has indicated requirements. In general terms, on sites of 15 its clear intention to move away from a policy of dwellings or more, a 30% affordable housing housing restraint to a policy which encourages requirement should apply across the Borough housing growth. The Review of the NW Housing (89% social rented and 11% intermediate Strategy (Consultation Paper published on the 8 th housing). As a consequence, market demand is October 2008) defines its Vision as: likely to be stronger in North Sefton (Southport and Formby) and Mid Sefton (Maghull and ‘A balanced housing offer that supports economic Crosby) than in South Sefton. Unless other action growth, strengthens economic inclusion and is taken therefore, there is the risk that the current ensures that everyone has access to good focus on South Sefton will be undermined with quality, affordable housing in sustainable detrimental effects on housing delivery generally communities.’ and, more specifically, affordable housing.

The Strategy seeks to deliver the right quantity of housing (acknowledging that historically supply Page11 35 Agenda Item 5 the 5 year requirement has approximately doubled again to 11990 dwellings, with Southport requiring 6180 dwellings (just under 52%); Crosby 2005 dwellings; Bootle 1390 dwellings; Maghull/Aintree 855 dwellings; Netherton 795 dwellings and Formby 765 dwellings. Bootle and Housing need – affordable housing Netherton together now have a five year requirement for 2185 affordable units, an annual The 2003 Housing Needs Survey provided a requirement of 437 which is very similar to the robust assessment of affordable housing needs in 2005 position. Although the vast majority of this Sefton as follows: requirement remains (as in previous studies) for • the Borough-wide need for affordable social rented housing, the proportion has fallen to dwellings was 617 per annum, a total 5 year 87.5% with intermediate housing (particularly requirement of 3085 dwellings intermediate rents rather than equity-based • there were pressing needs in Southport and products) set at an affordability level halfway Crosby between social and market rental levels, playing • there was a surplus of accommodation in an increasing minor role at 12.5%. Social rented Bootle and Netherton accommodation should focus on 3 and 4 bed • the required form of affordable dwellings was provision. social rented housing

The 2005 Housing Needs Survey Update (Fordham Research) examined the increase in Housing land supply the cost of housing across the Borough and the increase in incomes and consequently calculated White Young Green (WYG) is currently assessing the number of households who could not afford to the housing land supply position in Sefton as part buy or rent private sector housing. of the Joint Strategic Housing Land Availability Assessment (SHLAA) and is due to report in The 2005 study concluded that there was an autumn 2009. Early emerging findings would overall shortfall of affordable housing across the seem to imply that Sefton will face a housing Borough of 1261 units per annum, a total 5 year supply issue. Taking a base at April 2008, there is requirement of 6305 dwellings, more than double likely to be a theoretical supply of some 7+ years the number assessed only two years earlier. (but less than 10 years) reflecting the consultants’ Unlike the 2003 study, when there was a surplus initial view that many of the identified sites of affordable housing in Bootle and Netherton, by (perhaps as high as 75% of the total number of 2005 there was a total shortage of 443 per sites) are not realistically deliverable for a variety annum in those two areas, almost as significant in of reasons. Consequently housing supply is likely absolute terms as Southport. In relative terms to be under pressure. (shortfall per 1000 households) Bootle at 16% had the highest need, followed by Southport . (13%) and Netherton (11%). Population change and forecasts This radical change from surplus to shortfall reflects the very rapid rise in local house prices Sefton has a population of 276,200 living in relative to local incomes, a situation that was 119,000 households at an average size of 2.32 compounded by the general decline in the supply (Source: ONS mid 2007 population estimate and of affordable housing across the Borough. In CLG Household Estimates and Projections 2006 respect of the type of affordable housing which figure). Since 2001 household density (the would be most appropriate to meet the Borough’s average number of people living in an individual housing need, Fordham Research concluded that household) has decreased by 2.9% from 2.39 to social rented housing should meet 89% of the 2.32. The regional predicted trend of an increase need and intermediate housing 11% (the latter in single person households is set to rise from a priced halfway between social and market rents). total of 32.5% in 2006 to 39.5% in 2026 (Source:

Department for Communities and Local The results of the 2008 Strategic Housing Market Government (DCLG) Household estimates and Assessment (SHMA) indicate that the affordable projections by composition and region 2004). housing need in the Borough as a whole has

significantly worsened. The findings suggest that

Page12 36 Agenda Item 5 Since 2001 Sefton’s total population has declined Of Sefton’s population 74.4% are homeowners, by 2.4% from 282,900 (2001) to 276,200 (2007). 16% live in Housing Association rented The largest decline has been in the South accommodation and the remaining 9.6% in other, Eastern wards of the Borough with the Park Ward including private rented (Census 2001). The experiencing a population decline of 18% and the number of homeowners is above the North West St Oswald reducing by 12.6%. Conversely the average, but below that for England and Wales. central Sefton wards of Victoria and Of those living in owner-occupied housing just Blundellsands have experienced a growth in total over half (55%) have an outstanding mortgage. population by 10% and 9.2% respectively However, there are great disparities between (Source: ONS mid 2007 population estimates and areas within Sefton. For example, the highest is ONS 2006 mid year population estimates at ward Harrington ward, Formby which has 94.2% level). homeownership, whilst Linacre ward, Bootle the lowest has just 29.4%.

Age Sefton Sefton England Number % & Wales Under 14 46,000 16.7% 17.6% House prices 15 to 19 19,800 7.2% 6.6% 20 to 29 29,500 10.7% 13.3% Between 2000 and 2007 median house prices in 30 to 59 109,000 39.5% 40.7% Sefton were only slightly above the regional 60 to 74 45,400 16.4% 14.0% averages in 2000, but have grown since. The 75 and over 26,500 9.6% 7.8% rate of price increases was greater in Sefton than Source: ONS mid 2007 population estimates the region, especially between 2001 and second quarter 2005, with particularly large peaks in price In 2007 26% of the Borough’s population was growth in Sefton between quarters 2 and 3 in over the age of 60 which is greater than the 2004, and quarters 1 and 2 in 2005. England & Wales average of 21.8% aged 60 plus. Up until 2007, median house prices were still significantly higher across Sefton, compared to both the North West and Merseyside averages. Population in 000s (% of total) Base Age 2006 2011 2016 2031 In contrast, there was little change in house Range prices across the HMRI area until mid 2003, prior 0-24 83.0 79.5 75.1 72.1 to which prices had remained around the £40,000 (29.9%) (28.9%) (27.5%) (26.5%) level. Only after this date did prices begin to rise, 25-39 44.7 41.4 43.9 40.9 and have since broadly followed borough and (16.1%) (15.1%) (16.1%) (15.0%) regional trends. It should be noted that this date 40-59 79.0 78.9 74.9 61.9 coincides with announcements about the start of (28.5%) (28.7%) (27.4%) (22.8%) the HMRI programme and Liverpool being 60-74 44.7 47.0 48.8 56.1 awarded Capital of Culture for 2008. Table 1, (16.1%) (17.1%) (17.9%) (20.6%) below illustrates house price changes. 75+ 26.0 28.0 30.4 41.2 (9.4% (10.2%) (11.1%) (15.6%) Total 277.4 274.7 273.2 272.0 Since the credit crunch began to impact on Source: 2006 based sub-national population housing markets at the end of 2007, overall projections Sefton has not seen the sharp decreases in house sold prices as reported in national media. Sefton has an ageing population and it is As shown in table 2, below, the median sold price predicted that the elderly will become a larger decreased by only 3.9% from quarter four 2007 to part of the future population. By 2031 it is quarter four 2008; in actual terms a decrease of estimated that the proportion of people aged 60 £5,875. Impact on prices has been greatest for and above will increase to 35.8%. flats which saw an 8% median price decrease from quarter four 2007 to quarter four 2008. The proportion of young people aged under 25 is Conversely, prices have stayed stable for forecast to decline from 29.9% to 26.5% over the terraced properties. next 25 years (Source: 2006 based sub-national population projections.

Page13 37 Agenda Item 5 in 2005. The average conceals wide variations among different tenure groups and sub-areas. This level of increase is a result of general wage inflation, but also demographic changes since the time of the last survey. Whist median incomes of employed residents in Sefton are above those for the Region, jobs located in Sefton pay significantly less than average Table 1: Median Price Paid 2000 - 2009

£200,000 Housing register and social housing

£180,000 England lettings

£160,000 North West Merseyside Sefton’s Housing Register has increased from £140,000 Sefton 4,605 in 2001 to 15,132 in 2009. This increase £120,000 Sefton HMRI Area appears to be due to a combination of factors £100,000 relating to an increase in house prices and a greater awareness and demand for social £80,000 housing with the introduction of choice based M edian£60,000 Pric e Paid £ lettings. In contrast the number of social housing £40,000 lettings available has faced a year on year £20,000 reduction from 2,611 in 2001 to 1,645 in 2009.

£0 Homelessness acceptances

Quarter Beginning During 2003 to 2005 there was a greater number of homelessness acceptances compared to the previous years. However, this has reduced with Table 2: Median Price Change – 4th quarter 2007 to the preventative approach adopted by the 4th quarter 2008 Council. 4th Quarter 4th Quarter Change 4th qtr 2007 to 4th 2007 2008 qtr 2008 £ £ £ % Year Total Accepted as England 180,000 165,000 -15,000 -8.3 Decisions Homeless North West 136,000 125,000 -11,000 -8.1 2008 230 83 Merseyside 130,373 120,000 -10,373 -8.0 2007 175 82 Sefton 150,000 144,125 -5,875 -3.9 2006 289 126 Sefton HMRI 95,000 84,000 -11,000 -11.6 2005 529 284 2004 753 445 Incomes 2003 521 255

An assessment of average household incomes is Deprivation required to identify affordability problems. Given that the usual mortgage potential is 3.5 times Based on IMD 2007, Sefton is ranked 46 of 354 earnings an estimate of the average purchase (within the 13% most deprived) local authority potential can be determined. The table below districts in England in terms of concentration of provides a breakdown of these: deprivation and 80 of 359 (within the 23% most deprived) in terms of extent of deprivation. Average Average Average

Income Weekly Purchase

Income Potential

Sefton £25,763 £495 £90,170

Source: Strategic Housing Market Assessment 2008 (SHMA)

The 2008 SHMA estimates that average gross The difference between the two measures household income for households in the Borough indicates that Sefton has areas with very high is £25,763 per annum which is up from £21,252 deprivation levels that are masked when looking Page14 38 Agenda Item 5 at deprivation levels for the whole geographical A significant proportion of the private sector area. Sefton has 48,945 adults and children housing in Sefton is pre 1919 dwellings at 30,678 calculated as Income Deprived and 24,801 (29.2%). This is above the English average of people calculated as Employment Deprived. 21.5%. Over half of all private sector housing was constructed before World War II with less than Assessment by SOA within Sefton reveals a wide 8% of the total stock built after 1981. Houses and range of deprivation levels within the Borough. bungalows comprised 88,271 (83.9%) dwellings The areas of highest deprivation are concentrated with the remaining 16,914 (16.1%) dwellings in the south, particularly within the wards of being flats. Linacre, Derby, Litherland, Netherton & Orrell, St Oswald, Ford and Church. There is also an area In 2007 the Council commissioned a private of high deprivation around the centre of sector stock condition survey. This work was Southport, and a small pocket of high deprivation completed in February 2008. The results of the within the outskirts of Southport. survey is summarised as follows:

• 80,852 (76.9%) of all private dwellings meet the decent homes standard Social housing sector stock condition • 24,333 (23.1%) fail the decent homes standard A key Government Target has been that all social • Estimated that 14,465 (14.7%) housing will meet the ‘Decent Homes Standard’ households are economically vulnerable by 2010; ensuring all homes are warm, • 10,410 (72%) vulnerable households weatherproof with reasonably modern facilities. live in decent homes

Using the RSR (Regulatory and Statistical The reasons for non-compliance with the Decent Returns) data, now provided by the Tenant Homes Standard are as follows: Services Authority (TSA), we can track progress being made by registered social landlords in the • 6,731 properties or 6.4% subject to borough. The table below shows: Category 1 hazard within the Housing Health and Safety Rating System (HHSRS) • 12,301 dwellings or 11.7% fail to be in Year Stock Stock Failing % Stock Failing reasonable repair Decent Homes DHS • 798 dwellings or 0.8% fail to provide Standard reasonable modern amenities 2005 7406 1272 17.2 • 4,502 dwellings or 4.3% fail to provide 2006 7466 1120 15.0 effective insulation and/or efficient heating 2007 14965 6229 41.6 2008 14926 4554 30.5 To meet the energy efficiency requirements of the 2009 15002 2782 18.5 Decent Homes Standard dwellings must offer efficient heating and effective insulation. A total of In 2007, the total number of social renting (or 7,753 (7.4%) dwellings are estimated to fail these RSL) properties grew as a result of the Council requirements. The highest rate of failure is transferring the ownership of its housing stock to associated with private rented accommodation its newly established RSL, One Vision Housing (12.4%), bungalows (15%) and flats in converted (OVH). buildings (12.8%).

Prior to the stock transfer the Council identified The average energy rating (known as SAP) within that 66% of its stock failed the decent homes the private sector is 56 which is above the standard, and it needed to spend nearly £200m to national average of 51 (EHCS, 2005). meet the standard prior to 2010. OVH report they are on course for their stock to meet the Decency There were 3,148 (3%) dwellings that have a standard by 2010. SAP rating below 35 and require a range of measures from cavity wall insulation and new central heating systems to improve their rating.

Private sector stock condition Poor housing conditions in Sefton are associated with households in social and economic disadvantage. This affects the ability of Page15 39 Agenda Item 5 households to repair and improve their dwellings. The survey found that: Black and ethnic minorities

• 50.6% of all households living in non-decent The 2001 Census showed that 3.33% of the housing were elderly Borough’s population is from a Black or Ethnic • 16.9% of all households in non-decent Minority (BME) community. Apart from the housing were economically vulnerable significant populations of White Irish (0.94%) and White Other (0.83%), the largest BME groups are Using information from the English House Chinese or ‘other’ ethnic group: Chinese (0.32%) Condition Survey 2006 Headline Report, the table and Asian or Asian British: Indian (0.21%). below benchmarks housing conditions in Sefton Survey data indicates that ‘White Irish’ and Non- against the average national position of private White’ households are particularly likely to reside sector housing. in housing defined as unsuitable.

LOCAL CONDITIONS IN A NATIONAL CONTEXT ENGLAND Migrant workers SEFTON CONDITION INDICATOR 2006 st % % On the 1 May 2004 ten countries joined the HHSRS Category 1 hazard 23.5 6.4 European Union and were granted full access to Fail Repair Criteria 8.3 13.6 the UK labour market. Migrant workers are Inadequate Facilities/Services 2.1 1.2 obliged to register on the Home Office administered Worker Registration Scheme (WRS) Fail Thermal Comfort Criteria 18.4 7.4 if they are employed in the UK for a month or 1 Fail Decent Homes Standard 37.5 23.1 more. Vulnerable Households in 57.3 72.0 Decent Homes 1 Dwellings may fail on more than one criterion, therefore the 4 Under the WRS 1,345 accession countries individual percentages sum to more than the total migrants had registered for work in Sefton percentage failing the Decent Homes Standard. between 1 May 2004 and December 2005. There are a further 1,094 registered in the area In Sefton 23.1% of dwellings are non-decent and immediately west of Southport who are thought to this compares with 37.5% nationally failing to be working in West Lancashire but living in meet the Decent Homes Standard. Additionally Southport. the percentage of vulnerable households in Sefton is 72% occupying a decent home, which is The total number of economically active people in significantly greater than the national average of Sefton for this period stands at 126,100, 58.4% of 57.3%. the total population, meaning the number of registered accession country migrants in Sefton is The survey estimates that just over £162 million around 1% of the total working population of the averaging £6,664 per property would be required whole borough but significantly higher in to bring the stock up to the Decent Homes Southport. If the number of accession country Standard. Individual dwelling costs range from migrants in adjacent area, this increases to 2% of £500 linked to energy efficiency improvements to the working population and to about 0.86% of the over £29,000 linked to HHSRS and repair total population in Sefton as a whole but again failures. 39.1% of outstanding costs are the figure is significantly higher for Southport. associated with Category 1 hazards representing just over £62.9m. A further 58.2% of costs are It is important to note that there are migrant associated with disrepair at £93.7m. workers from the accession countries known to be either working or searching for employment in An estimate was made of the level of investment and around Southport, who do not have a required that would bring the 66,195 dwellings National Insurance number and are not registered that currently have a SAP rating below 60 up to with the WRS Migrant workers are currently this level. The overall estimate of costs to working in sectors ranging from horticulture and improve the SAP rating was just over £75m. catering, sheet metal working to high skilled sectors such as medicine. However, at present, it would appear that the majority of migrant workers are filling low skilled vacancies although the migrants themselves are not necessarily low skilled.

Page16 40 Agenda Item 5 condition survey. Consulting with tenants, The skills of migrant workers are not always leaseholders and other interest groups on the easily transferred to the UK because of various options to meet the decent homes differences in quality standards and education standard, which led to a ballot on stock transfer. systems and because of their limited knowledge In light of the result from the ballot transferring the of the English language. Council’s housing stock to One Vision Housing who are implementing a £200m improvement There is recent anecdotal evidence of some programme to meet the decent homes standard migrant workers returning to their home countries. by 2010. During 2008/9 Sefton has successfully bid for monies from the Migration Impact Fund which will assist in managing pressures relating to legal migration. Strategic Priority 3 and PSA 5 - Housing Markets

Carrying out research to identify the extent of 6. National, Regional and Sub-Regional market failure affecting neighbourhoods and Influences working in partnership with Liverpool and Wirral to submit proposals for HMRI funding. Development of Neighbourhood Plans in 6.1 National perspective consultation with the local community and then implementing these to tackle the problems In February, 2003 the Government published identified and deliver sustainable ‘Sustainable Communities - Building for the neighbourhoods. Future’ which sets out the long term action plan for delivering sustainable communities.

Since 2003 the government has continued to Homes for the Future: More Affordable, More develop, in collaboration with stakeholders, Public Sustainable Sector Agreements (PSA). In October 2007 3 new PSA have been published which this strategy needs to respond to and these are as On the 23 rd July 2007 the government published follows: the Housing Green Paper “Homes for the future: more affordable, more sustainable”. The context PSA Delivery Agreement 16: for the green paper is the Barker Review of Increase the proportion of socially excluded housing supply and planning and the Planning adults in settled accommodation and White Paper. The green paper sets out how many employment, education or training. new homes are now planned, how increased numbers will be achieved and how the PSA Delivery Agreement 17: government intends to deliver more affordable Tackle poverty and promote greater homes. It also considers the quality of new independence and wellbeing in later life homes and their environmental impact.

PSA Delivery Agreement 20: The key points outlined in the Housing Green Increase long term housing supply and Paper can be summarised as follows: affordability • 2 million new homes by 2016 All the previous strategic priorities and public • 3 million new homes by 2020 service agreement targets are relevant to Sefton. • Delivering new homes where they are needed Outlined below are a number of examples of how including new growth points in the north the Housing Strategy has responded to • 200,000 new homes to be delivered on Sustainable Communities Building for the Future: surplus public sector land • Better homes with high standards and Strategic Priority 1 and PSA 7 - Decent improving those homes that already exist Homes • All new homes to be zero carbon by 2016 • No infringement on the green belt Identifying the level of non-decent homes in the Council’s housing stock by carrying out a stock Page17 41 Agenda Item 5 • £8 billion programme for affordable housing in • increase in problems with rent arrears to 2008 to 2011 (£3 billion increase compared to Housing Associations and private the previous 3 years) landlords • 70,000 more affordable homes a year by • increase in problems with mortgages, 2010/11 secured loan arrears and bankruptcy • 45,000 new social homes a year by 2010/11 • Conversion of temporary accommodation into • rise in debt advice related to County Court settled homes and High Court proceedings • 25,000 shared ownership and shared equity • increase in the number of creditors who homes a year for key workers are applying for charging orders thus • Local housing companies set up by Councils turning a non-priority debt into a priority to deliver new housing and affordable housing one increasing the risk of homelessness

Following the green paper and the onset of the • many people are finding it harder to re- credit crunch the housing sector has been the mortgage due to a reduction in equity recipient of increased funding from central • reduction in equity means less potential government as a means of cushioning the effects for people to improve their homes of the economic downturn.

Sefton has seen a sharp decrease in the volume Local Area Agreements of residential sales: a 70% decrease since the last peak in 2007. However, Sefton has not seen Local Area Agreements (LAA) set out the agreed the sharp decreases in house sold prices as priorities between central government and Sefton reported in national media. While year on year to make the Borough a better place to live. The increases seen in the housing market stopped in aim is to make spending priorities locally based early 2007, house prices have remained relatively together with a reduction in the number of ring stagnant since that point. The median sold fenced grants provided by central government. price decreased by only 4% from Q4 2007 to Q4 2008; in actual terms a decrease of £5,875. Improvements to housing supply, quality and However mortgage repossessions and owners services will of course impact positively upon ’handing back’ keys could lead to increased many of the LAA indicators (e.g. those relating to vacant property levels and this is being monitored health, climate change, re-offending and so on). locally. However, leaving aside the cross cutting effect of housing improvements, there are two specific Problems with housing debt have not yet housing LAA indicators: translated into increased repossessions. Figures from the County Courts for Q1 2009 show a • Number of vulnerable people achieving decrease in orders made and claims issued independent living (NI 141) compared to a year earlier (40% reduction in orders in Liverpool County Court, and 42% in • Net additional homes provided (NI 154) Southport County Court). It is thought that this is as a result of lower interest rates combined with the effect of the pre-action protocol being Economic climate observed by mortgage lenders to ensure they try as many alternatives to possession as possible before applying to the Court. The Council's Residents and businesses in Sefton are facing Homelessness and Housing Advice Team are economic difficulties on a scale not seen in recent also working closely with the Government's years. Over 2008/09 the unemployment rate has Regional Homelessness Prevention Advisor to increased by 5.2% against the national figure of ensure targeted help is delivered to households 4.1 % and whilst this is the lowest rate of the who face evictions and repossession. Additional Merseyside authorities, coupled with threats to ring fenced funding of £85,000 has been awarded investments, pensions and job security, there are to Sefton for this purpose implications for housing. The Sefton Citizens

Advice Bureau (CAB) report that in relation to The rate at which developers have been building debt enquiries and advice they have experienced has slowed on HMR sites because new build the following: depends on what demand is out there as well as

demand from people whose home we purchase. Page18 42 Agenda Item 5 • Continuing to raise the quality of the existing housing stock We are taking action to mitigate the effects of the down-turn on the housing market: Whilst great improvements have been made in recent years through the Decent Homes programme, Housing Market Renewal and RHS, • The Housing Market Renewal (HMR) too much of the region’s existing stock is not fit Department has brokered arrangements for purpose nor sustainable. The RHS will provide between developers and RSLs, whereby a further drive to ensure that our existing homes RSLs have bought stock that the play a full role in raising the quality of place and developers would otherwise have been become part of neighbourhoods where people unable to sell. choose to live, work and invest. • Finance options to assist with deposits and ‘foot on the ladder’ initiatives such as Rent to Buy are being promoted by our • Connect people to an improved offer RSL partners. by helping increase access to • Sefton is actively participating in the affordable homes government’s Mortgage Rescue Scheme where to date twenty four households Strengthened housing markets and improved have applied under the scheme, which quality of housing resulting from the economic has been in operation since January success of recent years has led to important 2009. increases in the quality of life for the majority of • The HMR Team and ‘StepClever’ (The residents in the North West. Without structured Liverpool and Sefton Enterprise Growth intervention, however, prices outstrip average Initiative) are actively linking local incomes; there is growing risk of exclusion from contractors to public sector development our housing markets, reduced social mobility and programmes. in some cases, detachment from the benefits of • HMR has had the next two years funding economic growth. The RHS looks to ensure that confirmed and is proceeding with the people have the opportunity to access housing demolition and rebuilding programmes for choices, that a wide range of tools and products Bedford Rd/Queens Rd and Klondyke. are available to do this and that housing plays a • The Supporting People programme has central role in incentivising economic activity. been refreshed and manages support to specific vulnerable groups. The regional priorities provide a clear framework 6.2 Regional perspective for directing investment. Sefton’s housing strategy reflects and supports these priorities. In The Communities Plan introduced Regional relation to achieving the right quantity of housing Housing Boards in 2003 which have developed the HMR initiative is particularly relevant whilst regional housing strategies. The North West projects focusing on Southport, address, as far as Regional Housing Strategy 2009 (RHS) has been is possible, the need for affordable housing. The updated in the light of the global credit crunch stock options appraisal and the transfer of stock and its impact on borrowing, confidence and to One Vision Housing(OVH) is concerned house prices. The strategy has identified 3 key specifically with achieving decent homes whilst themes which are summarised as follows: the Supporting People programme seeks to address the needs of client groups with specialist needs. • Achieving the right quantity of housing

By enhancing Regional Spatial Strategy through Sefton takes an active part in key regional and establishing a framework for sub-regional and sub-regional partnerships including the following: district housing strategies the RHS will help ensure that new supply is appropriate to local • The Merseyside Planning and Housing markets, by getting the location, type, design, Officers Group that meets to discuss issues size and tenure right and ensuring that existing relevant to authorities across the Merseyside stock is used effectively. region.

Page19 43 Agenda Item 5 • The Merseyside Housing Forum discusses Chester, Ellesmere Port & Neston, relevant issues at a sub-regional level and Wrexham, Flintshire and Vale Royal had a key role in developing the housing strategy for the Liverpool City Region. It also • Eastern Housing Market Area oversees research including the Merseyside Warrington, Halton and St Helens Urban Capacity Study, Merseyside Social Housing Demand Study and joint work on The strategy has developed 7 ‘strategic enablers’ Supporting People strategies. in order to focus policy, investment and delivery. • The Supporting People Cross Authority The purpose of each one of these is to support Group for Merseyside co-ordinates cross and maximise the contribution that housing can authority research and provision in relation to make to the economic growth, regeneration and supported and specialist housing. social inclusion agendas of the City Region. The • The Liverpool City Region Housing and strategic enablers are as follows: Spatial Planning Board which oversees and monitors the City Region housing strategy and the housing input into the Multi Area Agreement. • Strategic Enabler 1: Planning for a sustainable level of growth • Strategic Enabler 2 6.3 Sub-regional perspective Sustainable growth locations

• Liverpool City Region Housing • Strategic Enabler 3 Strategy Regeneration priority areas • Strategic Enabler 4 The Liverpool City Region Housing Strategy has Creating balanced markets been produced as a strategic planning housing document. It is distinguished from a traditional • Strategic Enabler 5 housing strategy by its multi-authority perspective Delivering a better choice of affordable and purpose. It deals with the housing supply and housing demand issues which need to be addressed • Strategic Enabler 6 collectively by local authorities and their partners Delivering quality neighbourhoods in order to respond to the economic growth plans, the emerging pattern of household needs and the • Strategic Enabler 7 requirement to plan for balanced, sustainable Equality and diversity housing markets. Liverpool City Region Multi Area Agreement To develop an understanding of and response to the needs of diverse groups within the housing There are three housing elements to the Multi market, the Housing Strategy objectives cover Area Agreement formulated and proposed issues of housing distribution, type, tenure, between the Liverpool City Region and the quality and neighbourhood amenity. However, Government. These relate to: unlike previous strategies at local and regional • supporting growth and renewal levels it seeks to focus and prioritise resources on Focusing on endorsement of the city region the areas which can support and enhance the housing strategy, developing models of impact of economic development within the City urban design aimed at delivering affordable Region. and desirable properties and completing the HMRI pathfinder through its 15 year The strategy focuses on the 3 functional housing timeframe markets which are identified as follows: • affordable warmth Commissioning an affordable warmth programme for the city region • ensuring an effective private rented • Northern Housing Market Area sector Liverpool, Sefton, Wirral, Knowsley and Implemention of a city region landlord West Lancashire accreditation scheme

• Southern Housing Market Area

Page20 44 Agenda Item 5 Merseyside sub-regional choice based of units for affordable housing. Based on the lettings Housing Needs Survey 2005 out of this 30% there will be a requirement for 89% for social The Local Authorities within Merseyside are rented housing and the remaining 11% to be in committed to increasing the sustainability of all the form of intermediate or shared ownership areas within the region by facilitating choice in housing. housing. Creating a choice based lettings scheme across Merseyside will support this aim and build Southport in particular suffers from affordability upon the successful cross authority working such problems. In January 2008 a prospectus and as the New Heartlands initiative. supporting information was prepared to inform interested parties about the process for selecting A lettings service in Merseyside that provides a development partner to deliver the development homeseekers with clear information on their of Southport Business Park extension and new housing options to enable them to make realistic housing. This is the largest development site in choices regardless of local authority boundaries the north of the borough and provides a unique can make a significant contribution to delivering opportunity to create a high quality environment cross cutting public service agreement targets in which to live and work. It is anticipated that including: somewhere in the region of 650 dwellings could be built on the site allocated for housing. Due to the size of the site and the number of homes anticipated, any housing development is likely to ODPM PSA 1: promote better policy integration take place over a number of years. Barratt nationally, regionally and locally Homes UK, in partnership with Arena Housing ODPM PSA 5: achieve a better balance between Association, has been appointed as the housing availability and the demand for housing development partner and will work with public Home Office PSA 9: bring about measurable sector partners to deliver a scheme that will set improvements in race equality and community standards of high quality design and a cohesion across a range of performance commitment to sustainable development indicators principles. The development will contribute significantly to the economic, social and environmental objectives of the area.

7. Issues and action Local Development Framework Core Strategy

Priorities support and are set within the context of The planning reforms of 2004 have encouraged a the Council’s Community Plan and other strategic shift away from viewing planning as a narrow, spending priorities. As a result the housing regulatory system to thinking of it as a positive strategy is integrated within the Capital Strategy way to shape places and communities in which and Asset Management Plan. This chapter sets we live, through sustainable development. out the Council’s four strategic housing priorities, the housing issues and challenges which are The main elements of the Core Strategy are to linked to the priorities and the actions being taken guide land use, spatial development and change to address them. in Sefton. The Core Strategy:

Strategic Housing Priority 1: • looks ahead over 15 to 20 years • understands and seeks to manage the To provide affordable and sustainable combined impact of physical, social, homes in neighbourhoods where people economic and environmental change on want to live locations and communities

• is consistent with and gives local expression

to the Regional Spatial Strategy Affordable housing • is based on a distinctive local vision for Sefton

and its communities shared by stakeholders In May 2007 the Council adopted an Interim • is supported by clear statement of objectives Planning Document that requires all new build for the Borough and its separate communities developments within the Borough to provide 30% Page21 45 Agenda Item 5 • takes account of and helps to integrate the years of a plan and ideally the whole of the 15 spatial outcomes of other stakeholders’ plans year period. • explains the options that have been considered and the evidence justifying the Early emerging findings imply Sefton faces a choices that have been made housing land supply issue. The consultants’ early • sets out the high level locational policies view is that many of the identified sites (possibly required to deliver the strategy as high as 75% of the site) are not realistically • clearly identifies how these will be deliverable, which could result in there being only implemented a 7 – 10 year housing land supply.

Timetable for the preparation of Core Strategy

Stage 1 - mid 2009

• evidence gathered on housing through the Strategic Housing Market Assessment and other studies. Strategic Housing Market Assessment • evidence gathered on employment, population, retail, environment Complementary to the land availability study the • dialogue with relevant experts in the Strategic Housing Market Assessment provides subject areas updated information on the Borough’s housing needs and demand. The aim of the study has Stage 2 – spring to autumn 2009 been to:

• Agreeing a vision for Sefton for next 15-20 • years estimate housing need and demand in terms of affordable and market housing • Developing options to achieve that vision • determine how the distribution of need and Stage 3 – spring 2010 demand varies across the Borough • consider demographic trends and identify the • Core Strategy submitted for independent accommodation requirements of specific examination groups such as homeless households, black and minority ethnic groups, first time buyers, Stage 4 – summer 2011 disabled people, older people and occupational groups such as key workers, migrant workers etc • Final approval

The study results were finalised in June 2009 Strategic Housing Land Availability following extensive consultation. It finds that the Assessment five year requirement is for 11990 affordable

dwellings, approximately double the number Sefton Council, working in partnership with identified in the 2005 housing needs study. The Knowsley and West Lancashire Councils has greatest requirement is for 6180 dwellings in commissioned a study on the extent of future Southport (just under 52% of the borough total). housing land opportunities within the Borough which is due to be completed by Autumn ‘09. The Assessment of the Economic Viability of role of the land availability assessment is as Affordable Housing follows:

It has become essential for local planning • identify sites with a potential for housing authorities to undertake an informed assessment • assess their housing potential of economic viability for the provision of • assess when they are likely to be developed affordable housing. This will help guide affordable housing policy development and help set This study will provide information about land affordable housing targets, which will be availability which will then be used by the Council incorporated into the new Planning Core to identify sufficient sites for at least the first 10 Strategy. This policy will ultimately determine the levels of affordable housing the Council may seek Page22 46 Agenda Item 5 through its Section 106 planning agreements. targeted training and employment opportunities This study will link with the SHMA and SHLAA out of capital programmes and the renewal of described above, and it should be completed by schools as part of the regeneration of the December 2009. Borough.

The SIIS will also bring about a change in

Sefton’s asset disposal policy to remove barriers National Affordable Housing Programme to development, particularly its short supply of

ready to develop housing and employment land. The Council is working in partnership with It will offer partners the ability to remediate its Housing Associations to submit potential heavily contaminated land and at the same time schemes for funding under the Housing acquire strategic landholdings at sensible prices Corporation’s (now the Homes and Communities in order to prepare for a new investment climate. Agency - HCA) National Affordable Housing Programme 2008 to 2011. The main priority for The proposed Local Asset Backed Vehicle will be this programme will be schemes which support configured as a profit-making venture for the the Housing Market Renewal Initiative. participators. This means that there should be a means by which the early enabling work funded by HCA, Sefton and NWDA can be cross- The Council has also supported a small number subsidised and used to secure more outputs and of other projects, including those which provide impacts than the previous policy of seeking grant supported housing for people with special needs funding for a project-by-project approach to and to provide affordable housing in Southport. At regeneration. the outset of the 08-11 Programme the £18.8m Preliminary economic impact modelling (£6.2m p.a.) funding originally allocated in March demonstrates that the SIIS can make a 2007 would support 404 new units. There have substantial contribution to the achievement of since been further successful scheme bids by Sefton’s ambitions and in particular underpin the housing associations via the HCAs regular delivery of the following outputs and impacts by market engagement process. 2025:

• remediation of some 43 hectares of brownfield land Sefton Integrated Investment Strategy (SIIS) • development of 1984 new dwellings

(towards the RSS target of 11000) of There are two broad and significant housing which 1015 are affordable dwellings and investment needs: the conversion of 5355 existing dwellings into affordable accommodation – thereby • the ongoing needs to regenerate the contributing 6410 affordable dwellings to housing market in South Sefton the overall requirement of 11990 • the significant needs for affordable • development of some 74000 sq m of housing particularly in North Sefton. commercial floorspace – so important to the creation of employment in the Borough Both of these needs will require significant public sector investment funding support from the • creation or retention of over 2000 net Homes and Communities Agency (HCA). additional jobs fuelled by the removal of Through the HCAs ‘single conversation’ process constraints on available and suitable the Council wish to enter into an Investment business premises Agreement. As a first step the Council, supported by the Sefton Borough Partnership, have developed the SIIS, which sets out the borough’s proposal to pursue regeneration and investment Sustainable development, energy efficiency in a much more integrated manner and affordable warmth

The SIIS provides a blueprint for the All new homes built in Sefton will be designed transformation of the future of Sefton and the and constructed in a sustainable way using delivery of its joint ambitions. It involves the products and processes that reduce the integration of housing, economic and community environmental impact. All homes built will be regeneration through, for example, securing of required to meet the Code for Sustainable Homes Page23 47 Agenda Item 5 with a minimum rating of 3 stars within the HMR offers to make their homes warmer and healthier zone. All affordable homes built by Housing including the following: Associations throughout the Borough will also be required to meet level 3. By 2016 the Council will aim to ensure that all homes built will achieve • Sefton Energy Action Reaching Cold level 6, the highest standard. Homes (SEARCH) • Warm Front grants Fuel poverty occurs when a household spends • Health Through Warmth more than 10% of its income to adequately heat • Asthma Project (part of the SEARCH their homes. There are around 3 million programme) households in fuel poverty in England. National • Home Energy Loans project Energy Action estimates that there are over 4 • Energy and Warm Homes Advice. million households in fuel poverty in England. • Sefton Cosy Homes. Estimates predict that there are between 9000 • Supporting People Programme for and 11000 households in fuel poverty in Sefton Extended Assistance advice worker and up to 32,000 at significant risk of fuel poverty.

Delivering decent homes - public sector Sefton’s Private Sector House Condition Survey housing 2008 identified 10,909 (11.1%) private sector

households in fuel poverty. On average there are The Council transferred its housing stock to One 200 excess winter deaths annually in Sefton. Vision Housing (OVH), a newly formed housing

association in October 2006. At that time only Groups vulnerable to fuel poverty include older 44% of the stock met the decent homes standard. people living alone, lone parents with young In April 2007 work began on the £200m children and those with long term illnesses. In investment programme to bring the Council’s Sefton there is a high proportion of elderly people former housing stock up to the standard by 2010. and 9 of the 22 wards are ranked within the 10%

most deprived in the country. In addition there are To carry out the improvement work OVH have 35,000 solid walled properties which are classed appointed partnering contractors. Since 2007, as hard to heat and therefore expensive to treat. OVH have reduced the number of non-decent

homes, and are on course to bring all of their Much has already been done in Sefton with over homes up to standard by 2010. As at April 2009, 2,000 households per year referred to Warm 80% of OVH homes meet the standard. Front and other grants to make homes warmer.

Despite this progress there are difficult Delivering decent homes - private sector challenges such as unstable fuel prices lack of housing solutions for improving energy efficiency of older

solid walled dwellings. A Private Sector Housing Strategy has been People’s inability to heat their homes adequately developed to take into account relevant policies has a direct impact on health. Cold, damp homes and strategies from a national, regional and local which are inadequately heated contribute to a level in addition to evidence gathered at a local massive burden of preventable illnesses amongst level primarily drawn from the 2008 Stock the most vulnerable people leading to pressures Condition Survey. From all of this evidence a on the health service each winter. In addition, number of actions have been adpted which are people living in cold and damp conditions tend to as follows: be more susceptible to a range of common illnesses such as colds and flu, with elderly • targeting financial support on vulnerable people and young children being particularly at people living in non-decent homes as risk. assessed by the Housing Health & Safety Rating System methodology Sefton’s Affordable Warmth Strategy is leading • targeting financial support to enable the way in signposting, supporting and providing vulnerable people to live independently affordable warmth solutions for those living in • targeting concentrations of long term empty cold damp homes. We have also developed a homes in the borough range of services and projects to tackle fuel • providing advice and assistance to home poverty. Over the last few years the Energy Team owners who cannot be helped financially has assisted many thousand households to access a wide range of grants, schemes and Page24 48 Agenda Item 5 • assisting residents affected by the Council’s • Group Repair/Facelift Schemes to Housing market Renewal redevelopment improve terraced housing will be part programme grant / part loan funded. • contributing to the development of a • Advice and Assistance . Owners, Merseyside-wide consistent approach to particularly those who are elderly and working with private landlords vulnerable may be apprehensive in arranging for works to be carried out. The Council will seek to develop its services for home-owners and provide advice and assistance, which may include providing Housing financial assistance policy advice on works which may be required and help with the selection of good The Council has a duty to develop and publish a contractors. The Council will also develop policy framework for assisting homeowners and an Approved/Assured Trader policy which landlords. During 2009, the Council iintroduced a will aim to provide confidence to owners new housing financial assistance policy. This was that contractors are providing good quality necessary because the Government’s view is that work at a fair price. the responsibility for maintaining private homes • It is proposed that the Independent rests with owners, Councils should only provide Financial Advisors (who have been financial assistance to the most vulnerable people assisting home owners in the HMR living in the worst conditions who are unable to redevelopment programme) would provide fund their own repairs and Councils should move additional advice and assistance to from grants to loans. In addition the demand for signpost residents towards reputable Disabled Facilities Grants, which are mandatory, prime lenders. has continued to grow over time leaving fewer resources for other types of activity.

The main features of the new Policy are: Houses in multiple occupation (HMO)

HMOs provide affordable and valuable • Owner/occupiers who have sufficient accommodation to tenants within our community. equity and can obtain private finance will Whilst there are many good landlords in the be signposted to those organisations private sector there are also cases of HMOs better able to assist them. lacking appropriate fire precautions, in poor • Owner/occupiers who have sufficient physical condition or being poorly managed. equity but cannot obtain private finance will be assisted by one of two types of Mandatory HMO Licensing was introduced to loan but only where the property suffers raise management and amenity standards in from one or more Category 1 hazards (as certain classes of HMOs. These are mainly those defined by the Housing Health and Safety above 3 storeys, with 5 or more occupants and Rating System) and the applicant must be where there is sharing of either the kitchen or in receipt of means tested benefit. The bathroom facilities. The Housing Act 2004 places first loan package is an interest free Home a statutory duty on the Council to carry out a full Repair Assistance loan, which will cover inspection under the Housing Health & Safety works up to £5000. The second package Rating System of a licensed HMO within 5 years is for works in excess of £5000 and is a of issuing a licence. It has been estimated that Property Appreciation Loan secured as a there are in the region of 200 Licensable fixed percentage of the property’s value. properties within the Borough. To date the In the case of Disabled Facilities Grants Council has received 68 HMO Licence (the only mandatory grant remaining) any Applications. costs, which exceed the mandatory maximum statutory limit (currently It is important to recognise that a significant £30000), will be provided by means of proportion of remaining HMOs in Sefton fall either one of the above two packages, outside of the mandatory licensing requirements. which will have to be repaid on the Such premises include shared houses or those disposal of the property. containing bed-sits which are below 3 storeys in height or buildings that have been converted into fully self contained flats, but where conversion Page25 49 Agenda Item 5 does not meet the standards required under the • a new approach to the most 1991 Building Regulations. These premises often challenging families contain similar hazards that present a risk to • strengthening communities tenants. It is, therefore, essential that these • effective enforcement and community properties are also inspected and, where justice appropriate, action take to improve standards. As part of this programme, on 17 th August 2006 The HMO Risk Based Assessment Inspection the Respect Standard for Housing Management Programme has been established to enable was launched. This outlined the core elements officers to prioritise their licensing function and essential to delivering an effective response to enable inspections under the Housing Health & anti-social behaviour for landlords. The 6 Safety Rating System to be dealt with in a priority standards are as follows: order. • accountability, leadership and The risk assessment looks at 3 main issues commitment relating to the HMO which are as follows: • empowering and reassuring residents • tailored services for residents and • fire precautions & amenities provision of support for victims and witnesses • Housing Health & Safety Rating System • protecting communities through swift hazards enforcement • management of the premises • support to tackle the causes of anti- social behaviour

Having these standards contributes to good Each element is scored and the property is given neighbourhoods where people are happy to live. a priority:

High Priority To visit and inspect within 2 years

Medium Priority Strategic Housing Priority 2:

To visit and inspect within 5 years To enable people to live at home independently and improve their health Low Priority To visit and inspect within 7 years

National Carers Strategy Respect and anti-social behaviour At any one time 1 in 10 people in Britain is a ‘Respect’ is a cross-government strategy to tackle carer. The demands both on the care system and bad behaviour, nurture good behaviour and in the on carers themselves are greater than ever process create a modern culture of respect. This before and are likely to continue to grow. ‘Lifetime is about central government, local agencies, local Homes, Lifetime Neighbourhoods’ a government communities and ultimately every person working green paper outlined that good housing makes a together to build a society in which we can critical contribution to the value and effectiveness respect one another, where anti-social behaviour of the health and care systems. This strategy will is rare and tackled effectively so that communities play a key role in helping services to become can live in peace together. more ‘joined up’. The aim is to relieve the stress on carers and those being supported by The Respect Programme was launched in encouraging housing providers to work with other January 2006 with a Respect Action Plan agencies to identify new ways of bringing containing 47 actions set within the following 6 services together around a common agenda of themes: prevention, personalisation, co-ordination and integration. The strategy will be working to do the • activities for young people following: • attendance and behaviour at school • supporting families • to test a preventative predictive risk approach which will identify older people at risk of Page26 50 Agenda Item 5 needing higher levels of care and support The primary purpose of housing related support is thus allowing for earlier intervention to develop and sustain an individual’s capacity to • to develop national information and advice on live independently in their own home. Some housing and related areas such as care and examples of housing related support services finance ensuring that this is developed with include enabling individuals to access their consideration of appropriate links to the correct benefit entitlement, ensuring they have carers’ helpline the correct skills to maintain a tenancy, advising • integrate housing support into the Common on home improvements and accessing a Assessment Framework for adults community alarm service. A range of services • develop the single assessment process to and activities can be tailored to an individual’s promote joined-up health, housing care and specific needs. benefits assessment Supporting People helps vulnerable people over Disabled facilities grants (DFG) the age of 16 with a housing responsibility. Typical groups of vulnerable people include A DFG is provided to adapt the home of a people with mental and physical health problems, disabled person to enable them so live at home. offenders, those at risk of domestic violence, Their needs are determined by an Occupational homeless people, and teenage parents. Therapist and to be eligible for a DFG, the applicant must be either: The Supporting People Strategy 2008 to 2011 • an owner occupier has been produced through extensive • a private tenant, or consultation. The strategy is influenced by and • a private landlord on behalf of a disabled feeds into the Housing Strategy. There are 3,899 tenant individuals supported through housing support schemes in Sefton. In addition the Supporting The Council will provide a grant if it is satisfied People budget provides assistance through the that the proposed works are necessary and Community Alarm scheme and a Home appropriate for the disabled person and Improvement Agency for a further 1,400 people. reasonable and practicable taking into account the age and condition of the property. Set out below are the vulnerable groups the strategy supports and the links with housing: The Council has a duty to carry out a test of the financial resources of the grant applicant and • Drug Users assess how much they have to pay towards the cost of the work. This test is prescribed by The provision of safe and stable accommodation legislation and the Council has no discretion to is one of the most important factors likely to waive it. encourage drug users to engage with other services. Appropriate supported housing can With an ageing population the demand for DFGs bring increased stability to an otherwise chaotic is increasing and the Council have responded to lifestyle and once properly housed drug users can this higher demand by reorganising its service discover the motivation to enter treatment and with a dedicated Occupational Therapist resource address the wider issues that confront them. The and a stronger approach to performance Sefton Drug Action Team has created the post of management. Housing Development Manager and is developing new services and partnerships with Supporting People housing providers.

The Supporting People programme aims to • Offenders deliver an improved quality of life for people and to ensure that services are of a high quality, It is important that upon release, offenders have a strategically planned, cost effective and which stable living environment to return to. A process complement existing care services. The is in place which involves an interview within 48 programme is a working partnership of Local hours to establish housing status, contact with Government Probation, Health, Voluntary sector any landlord to secure or terminate the tenancy, organisations, Housing Associations, support arrangements for any furniture and possessions agencies and service users. to be safe-guarded, homeless application where necessary. Page27 51 Agenda Item 5 Homelessness and Housing Advice • Young People A key priority for the Council will be implementing Support includes emergency provision for young the Homelessness Strategy and continuing to people including accommodation for those who develop a preventative agenda for homelessness. otherwise would be on remand, tenancy support, and intensive support for high-risk offenders . The Council provides housing advice both directly through its Housing Advice and Homelessness • Homeless Families and Single Homeless Service and also in partnership with agencies such as Southport Housing Centre. The provision The range of support includes floating support for of good quality housing advice and access to families in social and private tenancies, supported housing options is important in preventing accommodation for young single people, homelessness. When assessing homelessness assessment of needs for multi-agency applications wherever possible home visits are involvement in cases of complex needs arranged and if necessary arrangements are made for clients to receive welfare benefits, money advice and debt counselling.

• Learning Disability Working in partnership with other agencies the Assistance includes ensuring a supply of more focus will be on the following: independent housing with both on site and floating support services plus establishing the • prevention of homelessness needs of people who live with carers aged over • reduction in the percentage of families placed 70. in temporary accommodation • reduction in repeat homelessness • Mental Health acceptances • reduction in the time families spend in bed & Supporting People has developed intensive breakfast floating support service for those who suffer a mental health problem and support for those Housing advice and assistance also covers the moving into general needs housing plus a small following areas: amount of supported accommodation for people with challenging behaviour and complex needs • Rent Deposit Schemes. Private landlords frequently require a deposit before granting a tenancy and this requirement can serve to act • Young Parents as a disincentive or barrier to accessing

accommodation. There are two rent deposit Support services include out-reach and floating schemes operating in the Borough one in the support services for those leaving refuge north via the Southport Housing Centre and accommodation and those who wish to remain in one in the south via the Council’s Housing their own home plus temporary accommodation / Advice and Homelessness Team. safe houses.

• Mortgage Rescue Scheme. In September • Older People 2008 the government announced a £200m

mortgage rescue package designed to Supporting People has allowed the continued prevent some of the most vulnerable families development of Care and Repair services for losing their homes and experiencing the older owner occupiers, developed the Careline trauma of repossession. This mortgage service to include assistive technology and rescue scheme is aimed at those who would marketing to those with dementia, reviewed the be eligible for homelessness assistance and traditional sheltered housing service, developed is subject to a range of eligibility criteria. The support for older people with mental health elements of the package will be delivered by a problems living at home and increased the local housing association and the role of the provision of Extra Care housing Council will be to assess and refer suitable

applicants and secure debt and money advice

as part of the process.

Page28 52 Agenda Item 5 • Discretionary Housing Benefit. Discretionary Housing Payments (DHP) are free standing payments to be made at the Council’s • arresting the decline of neighbourhoods and discretion, subject to an annual cash limit, in the spread of low demand for housing cases where the Council considers that • dealing with the worst condition properties additional help with housing costs is needed. and obsolete housing stock A DHP can be made to anyone who is in • breaking up widespread areas of similar receipt of Housing or Council Tax Benefit and terraced housing a valuable tool in preventing homelessness. • creating new development sites to attract private investment and new house building • Money Advice and Debt Counselling. The • providing a greater choice of house types and Council is able to refer residents to the tenures Citizens Advice Bureau. The Council provides • making the best use of land and buildings financial assistance to the CAB to help • making the most of the opportunities for provide these services. The services have regeneration which are already available in been expanded since the national economic the area downturn, and the introduction of a Mortgage Rescue Scheme. The CAB works closely with the Council’s Homeless Services to try to The Council has determined two specific areas prevent repossessions and homelessness. A (Queens / Bedford and Klondyke) where partial recent publicity campaign has been launched clearance is the preferred option. Property which warns residents against selling then owners and residents affected by these proposals renting back their homes in panic to predatory will receive help and assistance to find and move private investors. to a new home. The Council has appointed 5 partner RSLs (one for each neighbourhood) who provide a front line point of contact and services Strategic Housing Priority 3: for residents, in particular those most affected by redevelopment. These services are part funded To deliver and sustain a balanced housing market from the HMR Living Through Change programme. All displaced residents are offered help to find a new home. Home owners, who wish Housing Market Renewal to remain owner-occupiers when they move, are offered the services of Home Ownership Advisory The HMR area has been sub-divided into 5 officers and Independent Financial Advisors. As Neighbourhoods. Broad regeneration plans have well as these support services residents receive been put in place for the first 4 of the open market valuation for their home and neighbourhoods listed below; statutory compensation payments.

• Bedford/Queens/Worcester Landlords will receive compensation based on • North and South Linacre the open market value of the property as agreed • Klondyke by both valuers and will not receive Homeloss or • Knowsley and Peel Disturbance payments. • Seaforth and Waterloo The Council may also assist owner-occupiers Information about each neighbourhood can be affected by the Council’s clearance programme found in the Area profiles, which are on the and will consider offering an Equity Loan for NewHeartlands web-site. Relocation to those who cannot fund the gap between the compensation available to them for It is anticipated that the South Sefton their existing home and the cost of a new home. Regeneration Strategy will take 15 to 20 years to The maximum loan will be for £35,000 although in implement. In addition it is not possible to exceptional circumstances this may be increased improve all neighbourhoods at the same time. to £55,000. Two priority neighbourhoods at Bedford Road/Queens Road and Klondyke have been The Housing Market Renewal Initiative is not just selected for early action. These areas suffer from about houses it is about creating places where the greatest housing stress and need immediate people want to live, where they have access to attention to reverse the spiral of decline. The good transport, health facilities, good shops, a following issues will be tackled: safe & clean environment and good community Page29 53 Agenda Item 5 facilities. In order to achieve this the Housing Market Renewal team has been working with a It is recognised that empty properties, particularly range of services and organisations to make this longer-term empty properties, are a blight on an happen. For example, helping to fund other Living area, often attracting vandalism, crime and Through Change projects such as: rubbish dumping.The Council has recently reviewed its Empty Homes Strategy with the aim • Environmental Hit Squads and Liveability to reduce the number of empty dwellings, Service. Environmental initiative to improve particularly long term. The strategy prioritizes the physical appearance of a neighbourhood action on areas with the highest levels of empty • Alleygating. Providing additional security to properties, the most problematic properties and entries also complements other corporate priorities such • Homewatch scheme. Promoting a safe and as the regeneration strategy. secure community • Youth Initiatives and community engagement Properties are classified into 4 groups which will and information services determine the severity of the problem and the level of response required. This would range from category A in which a property was causing More information on the background and serious problems because of ruinous and proposals for each neighbourhood area in the dilapidated/structural condition which may need HMRI Can be found on the NewHeartlands web- Demolition Orders to category D which would site: www.newheartlands.co.uk. necessitate no action other than a watching brief and advisory letters to the owner. For the period 2008-11, Sefton will invest £30.31m of HMR grant, which will be matched The range of action taken could include the with the Council’s own resources, the National following: Affordable Housing Programme from the Homes and Communities Agency (HCA) and private • compulsory purchase orders sector leverage. By March 2008, 805 units had • demolition orders been acquired, 344 units had been cleared for • use of enforced sales redevelopment, 1,183 units have been improved • empty dwelling management orders and 419 new units have been constructed. Over • encouraging owners to bring the property the period of the current funding to 2011, the back into use outputs for the programme in Sefton will see 460 additional units acquired (a total of 1265 units), In the current financial climate there are 514 additional units cleared (a total of 858 units) difficulties with some newly built private homes and 450 more new units completed (a total of 869 not selling and remaining empty. The Council will units). actively support bids from Housing Associations for grant funding from the Homes and Communities Agency to purchase unsold homes Empty properties wherever that is feasible.

The existence of significant numbers of empty properties serve to distort the housing market and Worklessness blight neighbourhoods. Housing is strongly linked to the wider economy

and employment, both in terms of sustainable In April 2009 there were 6,965 residential communities which help to ensure a balanced properties that were vacant. This figure includes housing market, and also in terms of construction 3,227 properties which are classified as ‘long and related trades which help create and sustain term’ void properties (empty for 6 months or jobs. more) equating to 2.6% of the total housing stock.

Sefton@Work exists to help Sefton residents Within the HMRI area at April 2009, there are 967 achieve their full potential. The service offers a long term vacant properties which represents range of free and accessible job-related services 30% of all vacant properties in the Borough. to workless Sefton residents aged 16 years and Cambridge and Dukes wards in Southport contain over with additional support available to people approximately 12.5% or 350 of the vacant from certain areas of the borough. properties.

Page30 54 Agenda Item 5 Sefton@Work’s key role is to help local people a strategic manner with partners to ensure that who want to take advantage of the current inclusion, equality and cohesion remain key regeneration activities in South Sefton by linking objectives. their skills to the jobs that are being created locally. To do this Sefton@Work also provides a All policies and procedures will have an Equality free recruitment service for employers that helps Impact Assessment carried out on them every them to ‘shop local’ for their staff, reducing their three years and any new policy or procedure will recruitment costs and finding them the right have an Equality Impact Assessment as it is person for the job. written. As an example of our equalities approach to consultation and community The service works in partnership with agencies engagement in housing, the Housing Market including Jobcentre Plus, Connexions, Reed in renewal Team has produced a document called Partnership and the Opportunities Shop to ensure ‘Housing market Renewal Commitment to access to all vacancies, services and funding Effective Community Engagement’ which requires available. its RSL partners to develop engagement strategies based on good practice to ensure that The Employability Fund can provide grants to there is inclusive engagement and to sign up to a individuals to help them meet the costs of finding Good Practice charter. work including special equipment, clothing, training and transport.

StepClever (the Sefton / Liverpool enterprise growth initiative) is supporting a range of projects to promote new local businesses and support others in the South Sefton and North Liverpool Gypsies and Travellers area. The Council has a duty under the 2004 Housing Act to assess the accommodation needs of Gypsies and Travellers. Working in partnership with Liverpool, Wirral and Knowsley a Gypsy and Travellers Accommodation Assessment (GTAA) Strategic Housing Priority 4: was completed in February 2008. The main aim of the Merseyside GTAA was to produce an To ensure equal access to housing and accommodation needs assessment capable of services disaggregation to local authority district level with a comprehensive assessment of existing and future accommodation as well as wider service Equality and diversity needs. The table below outlines the distribution of extra permanent pitch provision required from The Council is committed to equality and social 2006 to 2016: inclusion as an employer, service provider and strategic partner. We have signed up to the Equality Framework for Local Government which Authority Current New New Total New requires us to mainstream gender, race, Provision Provision Provision 2007/16 2007/12 2012/16 disability, age, sexuality and religious belief into Knowsley 0 4 1 5 all Council policies and procedures. Liverpool 14 11 3 14 Sefton 16 12 4 16 We have recently published a Comprehensive Wirral 0 9 1 10 Equality Policy which includes policy statements Study 30 36 9 45 Area on each of the equality areas mentioned above plus commitments which will help the council achieve its equality objectives. The GTAA makes the point that although nomadism and travelling is currently restricted to In addition, Sefton Council is a key member of the a certain extent this remains an important feature Sefton Equalities Partnership which was of Gypsy and Traveller identify and way of life. established in 2006 with Partners including One Some Gypsies and Travellers are still highly Vision Housing, the Primary Care Trust and mobile without a permanent base and Gypsies Merseyside Police. This enables Sefton to work in and Travellers living on unauthorised encampments commonly experience the worst Page31 55 Agenda Item 5 conditions. The GTAA found an additional need • engaging through existing networks and for 10 transit pitches across the Merseyside study forums area. The GTAA did not specify transit need on a district level, but said that transit provision may The various issues raised have been need to be implemented in all local authority incorporated within the strategy and a consensus areas. (It should be noted that the additional pitch on the priorities for action was agreed. This provision figures are subject to amendment via resulted in a draft strategy which was then widely the Regional Spatial Strategy). consulted with various groups including the Sefton Housing Partnership. Comments, views Sefton will work in partnership with the and opinions have then been included in a Merseyside local authorities together with sub- revised housing strategy. regional bodies and Gypsy and Travellers to agree the distribution and number of future pitch In addition to the consultation on the Housing provision. Strategy, Sefton also carries out consultation with residents, statutory, voluntary and private sector organisations on specific elements of the 8. Consultation and partnership strategy. A good example of this is the approach taken to tackle the issues as part of the Housing To develop the overall priorities of the Housing Market Renewal initiative (HMRI) under New Strategy the Council held a Housing Conference Heartlands. This is a partnership spearheaded by on the 3 rd September, 2007. Over 60 people three Merseyside local authorities (Sefton, attended the conference to discuss the housing Liverpool and Wirral), together with Local issues within the Borough and comment on the Strategic Partnerships, the North West priorities for the housing strategy. A series of Development Agency and the Homes and workshops considered issues ranging from an Communities Agency. ageing population to empty properties in the private sector. Each of the five HMRI neighbourhoods in Sefton has an appointed lead Housing Association. The The Sefton Equalities Partnership then carried role of the lead Housing Association is to lead on out a community engagement exercise based on the development of social and affordable housing the document “Better Housing, Better Life”. This in that neighbourhood, take opportunities to brought together a number of consultations that rationalise social rented stock ownership and have undertaken in recent years and also built on management in the areas in question. the evidence that emerged during the 2008 Joint Appointments were carried out on a competitive Strategic Needs Assessment for Health and basis with Housing Association partners required Social Care. to demonstrate what ‘added value’ could be delivered as a result of their involvement and The aims of the engagement process for ‘Better expertise. Housing, Better Life were as follows: In terms of the two priority HMRI neighbourhoods, • make sure that as many people as possible private sector developer partners (Bellway are aware of the Housing Strategy for Sefton Homes and Keepmoat) have been competitively and the work of the Housing Partners appointed and have entered into detailed and • to confirm that the four priorities of Better long-standing contractual arrangements with Housing Better Life are the right ones for Sefton Council. This requires the developer Sefton partners to deliver new housing, predominantly • to find out whether there were any gaps in the for sale, during the life of the HMRI initiative. This priorities has secured the first private sector housebuilding • to give the communities of Sefton the in south Sefton for a period of over five years and opportunity to comment contributed substantial private sector resources in • to inform future planning of Housing Services an area where private sector investment in housing has been largely absent. The process involved engaging with the communities of Sefton in a number of ways: Internally and with partners, very effective joint working has taken place to ensure that Sefton • the Citizen’s Panel survey Council delivers a holistic and ‘joined up’ service • workshops to facilitate housing market renewal activity. • focus groups and interviews Close links have been forged with the Planning Page32 56 Agenda Item 5 function, Property Management and stock to One Vision Housing Association and Environmental Protection to enable us to tackle will no longer receive this. some of the key issues that could potentially form barriers to the successful delivery of HMRI. • Prudential Borrowing. The Council is able to borrow without the consent of central In terms of community involvement, two very government as long as it remains within its successful structures have been put in place to own affordable borrowing limits.

ensure that the community has the opportunity to • shape proposals for the priority intervention Disabled Facilities Grant. The Government areas. The Bedford/Queens Residents Area provides a 60% grant towards Disabled Panel and the Klondyke Street Representative Facilities Grants for adaptations to properties for people who are disabled. Group are effective in ensuring that the ‘bottom up’ approach is very much a key element in the • Housing Market Renewal Initiative. Funding to development of proposals in these tackle poor housing stock and market failure neighbourhoods. Quarterly newsletters keep all in the nine national pathfinder projects across residents informed of what is happening in their the country. area. • National Affordable Housing Programme. A summary of the community engagement Funding provided by the HCA to refurbish processes and consultation findings is set out at existing properties or provide new affordable appendix 1. housing.

Sefton Housing Partnership • Affordable Housing via the Planning System . Developers are required to provide affordable The Sefton Housing Partnership oversees the housing as part of a planning approval to build housing strategy and acts as a focal point for the new housing . interaction and the exchange of information around housing activity in Sefton. The The Capital Strategy determines the level of Partnership includes stakeholder involvement resources available for housing investment after from RSLs and voluntary organisations. taking into account the priorities contained within the Council’s Community Plan, Asset The Housing Partnership links in to the Sefton Management Plan and the various strategies Borough Partnership and its sub structures such as the Housing Strategy. The overall through its chosen representatives. investment programme is then reviewed and approved by the Management Team and the Council. 9. Resources The table below outlines the housing capital programme for 2009/10 The Housing Strategy helps to inform the choices and the way that resources targeted for housing 2009/10 £000 are used. The financial resources available for Non HMRI 7,476 the Council to directly invest or enable other Housing housing organisations to invest in housing within schemes and the Borough are as follows: grants

Neighbourhood 433.5 • Borrowing Approvals. The Council is able to Renewal borrow to fund housing investment up to a limit determined by the Government. Housing Market 10,696 Renewal • Capital Receipts. Resources from the sale of land or Council properties under the Right to Buy scheme. The Homes and Communities Agency - • Major Repairs Allowance (MRA ). Funding Integrated investment strategy for from the Government, which can only be regeneration spent on repairs and improvement to the Council’s housing stock. It is important to note The Homes and Communities Agency (HCA) was that the Council has transferred its housing established in December 2008 bringing together Page33 57 Agenda Item 5 the existing agencies of English Partnerships, the The following four key geographical areas of funding arm of the Housing Corporation and most activity have been identified that will allow the of the housing functions of the Department for Council to realise its relevant regeneration Communities and Local Government. Between ambitions and assist with the ‘single conversation’ them the three constituent parts of the HCA have as set out in the SIIS. allocated resources totalling £17 billion in the period 2008 to 2011 to facilitate regeneration. As Area Key Outcomes Sought a result the new agency will be an important and South Sefton Tackling housing market significant funder of the Council’s regeneration imbalance Tackling worklessness activities. Improving environmental quality ‘Ocean Gateway’ (Switch Developing key economic driver The new agency’s combined activity will include Island through to Port) for Sefton the Government’s resources for the following: Improving transport links to Port • Affordable and social housing Coast and Hinterland Coastal development • Improving the leisure offer Housing Market Renewal Activity in central Sefton • Decent Homes Standards in the social Southport Meeting the affordable housing housing stock requirement • Contaminated Land Tackling worklessness • Southport Investment Strategy Urban Regeneration Classic Resort • Housing Private Finance Initiative • Growth Points • Hostels The investment ‘toolkit’ that HCA will expect the • Gypsies and Travellers Council to apply is likely to include not only a traditional grant funding approach resulting in a Whilst there is still much detail to be added to the return on the form of agreed outcomes, but also processes and procedures to be followed it is potentially an ‘Asset Backed Vehicle.’ As already clear that the HCA sees Local Authorities touched upon earlier, this would involve Council as its key strategic partners in delivering this land and other assets, alongside HCA investment locally. The HCA envisages Local investment, placed in a ‘Special Purpose Vehicle’ Authorities taking a stronger strategic lead in the (SPV) with prudential borrowing against the value future which is in accordance with the of those assets to utilise for investment. The SPV Government’s agenda for Local Government. would benefit in the long term from the uplift in value that regeneration brings and the ability to The HCA intends to allocate resources on the recycle it within the SPV framework. basis of a ‘single conversation’ with Local Authorities. The revised role of the North West The creation of a single Government agency will Development Agency will be to establish a single simplify and ‘join up’ the process of resource regional planning and economic strategic which allocation via a ‘single conversation’ rather than together with the regional housing strategy will discussions with several agencies. However, the set key objectives for the HCA. Instead of multiple Council will have to justify future investment discussions taking place with a range of agencies through the single conversation, demonstrating about a multiplicity of strategies in the future there how strategies to improve the housing offer, the will be a single point of access to resources. leisure and tourism offer, schools provision, Resources will be invested by HCA on the basis enhance the local environment and addressing of identified need, the strength and effectiveness worklessness are all effectively co-ordinated and of the Local Authority’s ambition for its area dovetailed. The process that is currently being based against its identified need and in embarked upon will allow the Council to position accordance with the regional strategy. The result itself early to secure funding, not only from 2011 will be the agreed Sefton Integrated Investment onwards (when existing funding streams Strategy mentioned earlier with HCA providing conclude) but also in the case of any slippage in resources to invest in the area, along with existing programmes 2008 to 2011. contributions from the Council as well as public and private sector partners. Individual funding streams such as the Housing Market Renewal and Social Housing Grant will be collapsed into the single pot for allocation on the basis of the single conversation.

Page34 58 Agenda Item 5 The Council has established a planning Supporting People Grant framework that is outlined in diagram form below. The various tasks which form part of the action The Supporting People grant received over the plan are incorporated into service plans feeding last few years and future projections are outlined through into team & individual plans. in the table below:

Year Funding Actual 2004/05 £6,982,953 Actual 2005/06 £6,656,540 Actual 2006/07 £6,746,556 Actual 2007/08 £6,746,556 Actual 2008/09 £6,746,556 Projected 2009/10 £6,746,556 Projected 20010/11 £6,746,556

Between 2003 and 2006 the capacity for new services and growth within existing services was limited by the reduction in resources. The Supporting People Strategy 2005 recognised that the majority of support was scheme based with only limited services floating support services. In

light of this the Commissioning Body was aware Councillors receive quarterly monitoring reports to that funding a greater proportion of floating track progress of the action plan. In addition support would help meet its objectives and Councillors are able to investigate any aspect of priorities much more rapidly. This required a performance as part of the scrutiny different approach to the commissioning of new arrangements. The annual results of services and also some re-alignment of existing performance are fed into the Annual Performance services. However, despite this there is likely to Plan which is published and also available on the remain a growing need for accommodation- Council’s website. based services. A range of outcome measures, performance indicators and targets have been established which form the basis for monitoring and reviewing performance. These performance indicators can be summarised as follows: 10. Performance management

• Housing Strategic Objectives – monitoring key The White Paper ‘Strong and Prosperous outcome measures such as One Vision Communities’ published in October 2006 set out Housing achieving the decent homes fundamentally different arrangements in the standard by March 2010. relationship between central and local • National Indictors – monitoring performance government. against targets to ensure continuous As a result the current multiple national improvement and top quartile performance. performance framework is 35 agreed • Local Performance Indicators – monitoring performance indicators alongside 18 statutory performance to ensure that the Council is education and early years targets. There is now a delivering the best possible services. single annual performance review to examine the • Continuous and Key Processes - monitoring findings of the Comprehensive Area Assessment progress in implementing the improvement and respond to changing priorities in Sefton. The plan and key processes such as customer Council is able to develop local targets with care, service centre, staff development and partners that will not need to be reported to information & communication technology. central government, but which will have the same status as targets negotiated with central government.

Page35 59 Agenda Item 5 There are a wide range of mechanisms used for monitoring the quality of services and user satisfaction which form part of a number of customer contact programmes. The Customer Contact Programmes are the vehicle used to develop and formally define appropriate ways to engage with tenants, residents, landlords, BME communities and other hard to reach groups. These mechanisms can be summarised as follows:

• customer surveys • conferences • newsletters • mystery customer survey • tenants & Residents’ Associations • exhibitions and awareness days • surgery and open days • leaflets and publications • promotion and road shows of policies • landlord forums • website development • ethnicity monitoring

Sefton Housing Partnership

The Housing Conference 2007 launched the new Sefton Housing Partnership. It is recognised that delivering Sefton’s housing strategy is the responsibility of many organisations not just the Council’s. There are many organisations providing a range of housing services or involved in setting policies. The aim of the Sefton Housing Partnership is to ensure that this work is co- ordinated in an effective way with all partners influencing and contributing to a coherent agreed strategy. The key responsibilities of this forum are as follows:

• oversee the development and review of the Housing Strategy • oversee the implementation of the Housing Strategy, including monitoring of performance against the action plan and targets • ensure that housing is reflected in all relevant local plans and strategies • influence commissioning decisions about housing services

Representatives from the Housing Partnership attend the Sefton Borough Partnership and its four ‘thematic’ groups.

Page36 60 Action Plan 2009 to 2013

No ACTION RESPONSIBILITY RESOURCES OUTCOME/SUCCESS MEASURES TIMESCALE

Strategic Priority Theme One: To provide affordable and sustainable homes in neighbourhoods where people want to live

1 Strategic Planning Homes and To provide 100 units of affordable housing March 2011 Manager Communities To provide 150 units of affordable housing March 2013 Agency To increase the supply of affordable Principal Planning Section 106 housing Officer To bring forward the development of land at Town Lane, March 2011 (Environmental Southport to provide circa 650 mixed tenure housing units to March Regeneration) with circa 200 units of affordable housing. 2016 2 Carry out a Strategic Housing Strategic Planning Capital Completed study with updated information on housing May 2009 Market Assessment and Information programme needs and new affordable housing target Manager 3 Carry out a Strategic Housing Land Strategic Planning Staff time Identification of potential sites for housing development May 2009 Page 61 Availability Assessment and Information Manager 4 Development Plan Documents on Strategic Planning Affordable Housing, Special Needs and Information Staff time Formally adopted planning guidance June 2012 and Key Worker Housing Manager 5 Develop an Integrated Investment Housing Market Staff time Adoption of Integrated Investment Strategy April 2009 Strategy for Sefton Renewal Director Capital programme 6 To reduce the environmental impact Strategic Planning Homes and To ensure that all new affordable homes built by Housing March 2011

of new homes and Information Communities Associations meet level 6 of the Code for Sustainable Agenda Item5 Manager Agency Homes Private borrowing 7 One Vision Housing to bring all its housing stock up to the March 2010 To improve the Council’s former One Vision £200m decent homes standard housing stock Housing To improve 100% properties to the decent homes standard

8 To improve the private sector Housing Market Capital Formulate a Private Sector Housing Strategy with targeted June 2009 housing stock Renewal Director programme assistance and resources aimed at vulnerable households suffering the worst conditions

9 Carry out a Private Sector Stock Principal Manager £50k Completed study with updated information on private sector January 2009 37 Condition survey (Housing Strategy) stock condition Agenda Item5 10 Undertake research into the private Principal Manager Staff time plus Completed study rented sector housing conditions (Housing Strategy) consultant’s study March 2010 and supply in Southport £20k 11 Produce, circulate and publicize Energy Manager Increase referral rates and raise uptake of grants by 1,000 Sefton Fuel Poverty Tookit 12 Enforce fire safety & repairing Environmental obligations of single family and Protection Director Staff time Respond to 95% of complaints within 5 working days March 2010 HMO landlords 13 Reduction in the number of homes which fall below a SAP rating of 35 as a measure of high fuel poverty risk to Reduce fuel poverty and associated Energy Manager vulnerable households: suffering 10,442 March 2009 10,233 March 2010

Number of clients referred to warm support and advice: 241 March 2009

Page 62 254 March 2010

14 Improve energy efficiency in Sefton households by 2% per Annual £150k annum Total energy efficiency improvement in Sefton households March 2010 of 25% Increase affordable warmth by Energy Manager improving the energy efficiency of Number of measures installed via the Affordable Warmth homes Grant scheme: 6,436 March 2009 7,080 March 2010 15 Devise a Landlord Accreditation Environmental Accreditation scheme implemented March 2010 scheme possibly in partnership with Protection Director Staff time other Merseyside authorities 16 Undertake research into the extent Principal Manager Staff time RSLs Completed study March 2010 of under-occupation of RSL stock in (Housing Strategy) Sefton 17 Ensure and effective housing input Principal Manager Staff time Participate in the Government Mortgage Rescue Scheme. January 2009 into responses to the economic (Housing Strategy) Capital Continually monitor current housing developments and downturn programme intervene, wherever possible, with support in partnership with local housing associations for available funding from the Homes and Communities Agency

38 Strategic Priority Theme Two: To enable people to live at home independently and improve their health

18 Develop new housing and support services and projects in accordance with the Supporting People Strategy

Ensure housing choices are embedded with the developing Improve the quality of life of older transforming social care agenda people and vulnerable groups Enhance partnership working with HNS Sefton and ensure that there are strategic linkages between housing and health priorities via the Health Joint Strategic Needs Assessment, with the overall aim of reducing health inequalities in Sefton

Older people aged 65 or over admitted on a permanent basis to residential or nursing care per 1,000 population:

90.5 March 2010

Page 63 Older people helped to live at home per 1,000 population aged 65 or over: 97 March 2010 19 Home £8k Develop a Trusted Tradesperson Improvements Establishment of a scheme to improve their homes November Scheme Manager 2010 20 Homelessness Staff time Reduce the number of families living in temporary March 2010 Manager accommodation by 50% (BVPI 203) Homelessness Staff time To maintain an average time of 0 weeks in temporary hostel March 2010 Manager accommodation (BVPI 183b) Agenda Item5 Increase the percentage of homelessness prevention to 2% March 2010 Carry out a review of the Council’s Homelessness Staff time (BVPI 213) Homelessness Strategy Manager Increase the percentage of homelessness prevention to 3% March 2012 (BVPI 213) Reduce the percentage of homeless applicants who were March 2010 Homelessness Staff time accepted as homeless in the last 2 years by 5 % Manager Reduce the percentage of homelessness who were March 2012 accepted as homeless in the last 2 years by 5 %

39 21 Agenda Item5 Expand existing generic floating Supporting People Supporting Services expanded with specific number of units for meeting March 2010 support services for homeless Manager People needs families with support needs programme £230,000

22 Homes and Commission additional Extra Care Principal Manager Community Deliver one Extra Care Housing scheme by March 2011 Housing schemes for older people (Housing Strategy) Agency March 2013 Supporting People Supporting Deliver a further Extra Care Housing scheme by March 2013 Manager People programme

23 Supporting Services expanded with specific number of units for meeting Expand provision of floating support Supporting People People needs March 2010 services for people with physical Manager programme and/or sensory disability £230,000

Page 64 24 Expand provision of floating support Supporting Services expanded to meet support needs such as services for young people at risk Supporting People People developing life skills for clients who have moved into their March 2010 and those leaving care Manager programme own accommodation £230,000 25 Ensure that the housing needs of Up to date accommodation strategies for clients with vulnerable adults are clearly and Principal Manager Staff Time learning disabilities, clients with substance misuse September separately identified and that their (Housing Strategy) problems, and clients with mental health problems. 2010 needs are met, as far as is possible, in strategic planning for new developments.

Strategic Priority Theme Three: To deliver and sustain a balanced housing market

26 Work in partnership with other local Principal Manager authorities in the City Region to (Housing Strategy) Staff time Full City Region Multi Agreement agreed and adopted December develop and sustain housing Strategic Planning 2009 elements of a Multi Area Agreement and Information Manager 27 Reduce long term vacant dwellings HMRI Director HMRI grant To reduce long term vacant dwellings from 4.8% to 3.9% March 2011 in the HMRI area

40 28 Redevelop obsolete housing stock HMRI Director HMRI grant To acquire 329 dwellings for redevelopment and demolish March 2009 - 285 properties March 2011 29 Development of new dwellings as a HMRI Director HMRI grant To build 347 new dwellings March 2009 - result of HMR activity March 2011 30

Improving public perception about Reduction in people’s perception of anti-social behaviour: March 2010 anti-social behaviour 22.9%

Percentage of people who are very well informed/fairly well informed about what is being done to tackle anti-social behaviour: March 2010 40.9%

Percentage of people who feel that parents in their local area are made to take responsibility for the behaviour of

Page 65 their children: March 2010 34.2%

Percentage of respondents who think teenagers hanging around is a very big/fairly big problem: March 2010 47.3%

31 Aggregate percentage who think selling or using drugs is a Improving public perception about very big/fairly big problem: local drug dealing and problematic 28.7% March 2010 drug use Agenda Item5 32 Review Private Sector Housing Assistance policy to ensure Principal Manager Staff time Completed review of Private Sector Housing Assistance June 2009 alignment with Housing Market (Housing Strategy) policy Renewal and other regeneration objectives 33 To reduce the number of long term empty properties in the March 2010 Review Sefton Council’s Empty Environmental Staff time private sector by 5 % Homes Strategy Protection Director To reduce the number of long term empty properties in the March 2012 private sector by 5 %

41 Agenda Item5

Strategic Priority Theme Four: To ensure equal access to housing and services

34 To promote equality and diversity Principal Manager Staff time To carry out an Equality Impact Assessment on all policies March 2010 (Housing Strategy) and procedures. 35 Ensure the statutorily assessed Principal Manager accommodation needs of Gypsies (Housing Strategy) Staff time Adoption of Core Strategy April 2011 and Travellers are incorporated into Capital the Council’s Core Strategy and Strategic Planning programme Allocations for Gypsies and Travellers in Development Plan June 2012 associated Development Plan and Information Document documents Manager 36 Consult on the production of the Principal Manager Staff time Consultation completed and monitoring arrangements of the April 2009 Housing Strategy (Housing Strategy) Housing Strategy established 37 Review the Council’s Allocation Principal Manager Staff time New policy adopted Feb 2010 policy (Housing Strategy) 38Page 66 Work with other Merseyside authorities on the feasibility of Principal Manager £200k Increasing sustainability and choice in housing November introducing a Merseyside sub (Housing Strategy) 2010 regional choice based lettings scheme

42 Appendix 1: Community Engagement Summary on the Housing Strategy

The community engagement process was carried out by Sefton Equalities Partnership on behalf of the Council and in support of the work undertaken by Sefton Housing Partnership.

The engagement process was based on the document “Better Housing Better Life” which brought together a number of consultations that have been undertaken in recent years and also built on evidence that emerged during the 2008 Joint Strategic Needs Assessment for Health and Social Care during which the communities of Sefton strongly indicated that “Housing” was something that they cared deeply about.

Our Priorities

1. To provide affordable and sustainable homes in neighbourhoods where people want to live

2. To enable people to live at home independently and to improve their health

3. To deliver and sustain a balanced housing market

Page 67 4. To ensure equal access to housing and services

The Process The task of engaging the communities of Sefton was approached in a number of ways:

• The Citizen’s Panel survey • Workshops • Focus groups and interviews • Engaging through existing networks and forums Agenda Item5 The Results • The communities of Sefton agreed that the 4 priorities are the correct ones • The majority of people agreed that their needs would be met within those priorities • The key gaps and more detailed feedback are outlined below.

Key Gaps Identified By Our Communities Rather than disagree with the priorities outlined in the strategy many people reserved judgment as to whether the strategy could be implemented at all. This consultation came at a time of economic uncertainty and high levels of media coverage of an impending recession and this was reflected in a muted and less than optimistic response.

43 The key gaps in the document according to those consulted are as follows: Agenda Item5

• Financial advice and support • Communications • Community safety • Single point of contact for housing issues

Common Themes Emerging From the Engagement Process Regardless of whether people are old, young, disabled, living in Southport or Bootle there were some common themes that kept coming out in the engagement process:

• Communications and signposting: most people said that housing services needed to be better publicised and signposted • Neighbourhoods: many people indicated that the local area (environment and safety) is just as important in contributing to feeling happy in their home as the condition of the property itself • Ongoing consultation: many people were pleased to receive feedback on previous consultations they had participated in and to see that their contributions were continuing to be valued • Single point of contact: many people agreed that it would be beneficial to have a “one stop” arrangement for housing support Page 68 • Financial support: meeting the costs of living including fuel was a concern for everyone consulted

Equality and Diversity We also consulted groups through the Equalities Partnership that traditionally do not get listened to and often experience discrimination. The key points echo those reported from previous consultations which were as follows:

• Appropriate information: information and support needs to be appropriate and properly targeted, written in ways that are accessible e.g. translations available and low literacy versions • Staff training: treat everyone with respect and as a human being first and foremost • Discrete and appropriate services: everyone would like to be welcomed and spoken to with respect • Awareness raising: the need for better awareness amongst professionals of the challenges they face but this applies to all people

Citizen’s Panel Results The Citizen’s Panel for Sefton was consulted in November and December 2008. The aims of the questionnaire were as follows:

• To ascertain the response of the people of Sefton to the priorities of Better Life Better Housing • To gain more detailed information about people’s housing needs • To ascertain a response to the idea of Equity Release to fund maintenance of homes

Approving the Priorities

44 Most people agree with the priorities set out in Better Housing Better Life and the panel was asked to what extent the priorities identified would help them on a personal level to address their housing needs. “Enabling people to live independently” scored highest followed by “delivering and sustaining a balanced housing market” then “ensuring equal access to services.” All 3 priorities were supported by over 80% of respondents. The “providing affordable and sustainable homes in places people want to live” scored lower with 73%, a view that was supported by the qualitative research as people indicated that the national and global economic situation had dented their faith in the sustainability of the housing market.

Open Comments The Citizen’s Panel were asked to comment in an open ended question on what additional priorities they felt related to their personal housing needs and the top 6 common responses were as follows:

• More properties specifically designed for older people or people with disabilities • Create sustainable neighbourhoods including shops, leisure facilities and transport • More affordable, quality family homes • Improve areas that appear “run down” and make use if empty properties • Ensure good quality repairs and refurbishments are completed swiftly • Introduce “Tenants Behaviour Contracts” to address problem tenants

Questions About Housing and Neighbourhoods Page 69 • 93% of respondents indicated that living independently was very important to them • 90% said that they like living in the neighbourhoods • 88% want to continue living in their neighbourhoods • 77% agree that their housing affects their quality of life • 66% think that housing is affordable for them • 57% think that they have as good an opportunity as others do to access housing services • 27% have confidence in the housing market

From these results some key findings were backed up by the engagement work. For example, it is the respondents living in the North of Sefton that were Agenda Item5 significantly more likely to say that they want to remain living in their local area and another example is that it was young people (16 to 24 year olds) that were significantly less likely to be able to afford housing and also are less likely to want to stay living in their neighbourhood.

Where Do We Go For Housing Services? • Most people said that they would contact the local authority directly in the first instance if they had a question about housing • Nearly 25% people would look for an answer on the internet • 11% would approach a housing association • 9% would approach a One Stop shop

Equity Release • Most people (70.2%) agreed that people who cannot afford to maintain their home should be offered to release equity 45 • When asked if they would take up the opportunity themselves only 33% indicated that they would and only 25% of respondents said that they knew Agenda Item5 people that might benefit from such an arrangement.

Community Engagement Process (Qualitative) The groups consulted directly consisted of the following:

• Older people • Young people • International residents and BME communities • Social housing tenants • Ability from the perspective of disability • Embrace from the perspective of sexuality

Older People The consultation consisted of a focus group and workshop and this indicated that: Page 70 • More advice and support to deal with the cost of fuel is required • They recognised the limited role that local authorities can have in a recession • They appreciate being involved in planning and hope this will continue • A single point of contact for housing issues would be beneficial • Relying on websites and online services has a limited benefit for older people

Young People The consultation consisted of a focus group and workshop (arts and crafts icebreaker) and this indicated that:

• They have a strong sense of community linked to their locality • They aspire to move away in the future • They sometimes found their local area too scary, unclean and unpleasant • Housing is not an issue that they give direct attention to at their age • Housing in South Sefton is perceived to be reasonably priced and achievable

International Residents and BME Communities The consultation consisted of a focus group and interviews and this indicated that:

• They need clear, easy to follow advice on where to go • They are wary of the local authority and would not want to be housed in the south of the borough • More housing advice needs to be incorporated into the Welcome Pack 46 • They need advice on correct documentation required • Languages that they would appreciate translation in included Russian, Polish and Portuguese

Social Housing Tenants A focus group consultation indicated that:

• They would like the channels of communicating about housing issues to be improved • They would like a clearer, more friendly and transparent means of providing feedback or making complaints about the services they receive • They are happy to be consulted but would value feedback on how the information provided is used

From The Perspective of “Sexuality” The network was invited to comment and interviews were carried out which indicated that:

• Organisations have thorough equality and diversity policies • Frontline workers are supported to deliver fair and accessible services

Ability From The Perspective of “Disability” The key points from the consultation were as follows: Page 71 • Develop procedures that provide clarity of responsibility for specific area such as adaptations • Disabled people with learning disabilities or people with low levels of literacy find some of the literature and forms provided by One Vision difficult to understand • The One Vision Housing website could be more accessible • Develop a code of practice for contractors around basic adaptations that will be used such as the Decent Homes Standard • Actions should be incorporated within service and business plans to demonstrate commitment and delivery of the key actions identified

Agenda Item5

47 Agenda Item 5

Appendix 2

Local Development Framework Core Strategy – Main Building Blocks

Page 72 Agenda Item 5

1 YOUR COMMENTS AND VIEWS If you require any further information please contact:

Jim Ohren, Email: [email protected] Principal Manager (Housing Strategy) Health and Social Care Directorate, 8th Floor Merton House, Telephone: 0151 934 3619 Stanley Road, Bootle L20 3UT

Thank you for taking the time to read Sefton’s Housing Strategy. We would welcome any comments you have on this strategy. Please use the space below and return your comments to the address above.

This document can be made available in large print, audio tape and translated into other languages.

Comments on the Housing Strategy 2009 to 2013 …………………………………………………………………………………………….………………… …………………………………………………………………………….………………………………… …………………………………………………….………………………………………………………… …………………………………………….………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… …………………………………………………………………………………………………………….… ………

2 CONTACT DETAILS FOR FURTHER INFORMATION

If you require any more information on the content of this strategy please contact:

Jim Ohren, Email: [email protected] Principal Manager (Housing Strategy) Health and Social Care Directorate, 8th Floor Merton House, Telephone: 0151 934 3619 Stanley Road, Bootle L20 3UT

Page49 73 This page is intentionally left blank

Page 74 Agenda Item 6

REPORT TO: Cabinet Member (Regeneration) Cabinet DATE: 30 th September 2009 1st October 2009 SUBJECT: Amalgamating Strategic Housing Services within Sefton

WARDS AFFECTED: All

REPORT OF: Alan Moore - Deputy Chief Executive and Strategic Director of Regeneration Charlie Barker – Strategic Director of Health and Social Care CONTACT OFFICER: Alan Moore 0151 934 4191

EXEMPT/ No CONFIDENTIAL: PURPOSE/SUMMARY:

To seek ‘in principal’ approval to the re-structuring of Sefton’s strategic housing function by consolidating existing strategic housing services within the current Housing Market Renewal Department, to be re-named the ‘Housing and Renewal Department’, subject to the outcome of the ongoing review of the Senior Management structure of the Council. REASON WHY DECISION REQUIRED:

Cabinet has delegated authority to make decisions in respect of this matter

RECOMMENDATION(S):

That Cabinet approves ‘in principal’ the re-structuring of Sefton’s strategic housing function by consolidating existing strategic housing services within the current Housing Market Renewal Department, to be re-named the ‘Housing and Renewal Department’, subject to the outcome of the ongoing review of the Senior Management structure of the Council. . KEY DECISION: No – The report recommends changes only to the management of existing services FORWARD PLAN: N/A

IMPLEMENTATION DATE: Upon expiry of the ‘Call in’ period for the minutes of the meeting

ALTERNATIVE OPTIONS:

New and emerging policy at National and Regional level make it necessary to consider the best structure available to take forward strategic housing and related regeneration services within Sefton in future. The only primary alternative option available is for services to remain within their current Directorates and Departments which will not facilitate delivery of new policy nor assist to improve the quality of strategic housing services

Page 75 Agenda Item 6

IMPLICATIONS:

Budget/Policy Framework:

Financial: None as a result of this report

2009/ 2010/ 2011/ 2012/ 2010 2011 2012 2013 CAPITAL EXPENDITURE £ £ £ £ Gross Increase in Capital 0 0 0 0 Expenditure Funded by: Sefton Capital Resources 0 0 0 0 Specific Capital Resources 0 0 0 0 REVENUE IMPLICATIONS Gross Increase in Revenue 0 0 0 0 Expenditure Funded by: Sefton funded Resources 0 0 0 0 Funded from External Resources 0 0 0 0 Does the External Funding have an expiry date? Y/N How will the service be funded post expiry?

Legal: N/a

Risk Assessment: No specific risk assessment has been carried out in respect of this matter.

CONSULTATION UNDERTAKEN/VIEWS

Personnel Director Environmental Protection Director Legal Director

Page 76 Agenda Item 6

CORPORATE OBJECTIVE MONITORING:

Corporate Positive Neutral Negative Objective Impact Impact Impact 1 Creating a Learning Community x 2 Creating Safe Communities x 3 Jobs and Prosperity x 4 Improving Health and Well-Being x 5 Environmental Sustainability x 6 Creating Inclusive Communities x 7 Improving the Quality of Council Services x and Strengthening local Democracy 8 Children and Young People x

LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT

None

1.0 BACKGROUND:

1.1 Prior to housing stock transfer, strategic housing services were delivered by a number of Departments and Directorates across the Council;

• The Housing Department was responsible for the management of the Council’s housing stock, developing the borough’s Housing Strategy, developing associated policy, homelessness and housing advice, ‘supporting people’ and also delivering improvements to private sector housing stock and Disabled Facilities Grants (DFG’s), via the Home Improvement Team

• The Environmental Protection Department was responsible for housing fitness and enforcement issues

• The Technical Services Department was responsible for delivering the Council’s response to energy efficiency and affordable warmth

• The Planning and Economic Regeneration Directorate was responsible for issues relating to the provision of affordable housing and land use planning for housing (and other) purposes

1.2 Whilst activity cut across several Portfolio holders, the majority of decision making in respect of housing matters lay with the Cabinet Member for Housing.

Page 77 Agenda Item 6

1.3 During 2003, the Housing Market Renewal Department was established within the Regeneration Directorate, adding to the services provided that relate to strategic housing.

1.4 Following housing stock transfer during 2006, the strategic housing functions formerly undertaken by the Housing Department were transferred to the Health and Social Care Directorate. Decision-making responsibilities were split between the Cabinet Member for Regeneration (for physical intervention issues) and Cabinet Member for Health and Social Care (for ‘people’ related issues such as ‘Supporting People’). Accepting there were some areas that fell across such a division of responsibility, some issues are reported to both Cabinet Members.

2.0 NEW AND EMERGING POLICY FRAMEWORK

2.1 Policy developments and decisions in terms of housing and regeneration and health and social care services have rendered it necessary to review current structures for delivery of associated services;

• There is an increasingly close relationship between Health and Social Care and Primary Care Trust, leading to a decision to co-locate services, with the potential to create a combined Organisational structure in the future. Other challenges exist for Health and Social Care services, such as the personalisation agenda; introducing individual budgets; and the need to respond to demographic change and the needs of the growing elderly population. There is, of course, a housing dimension to the various health and social care agendas which will need to be maintained through existing partnership working – and the housing input to this will be strengthened by the proposed new arrangements.

• Government policy in respect of housing and regeneration is changing. The draft regeneration framework document, ‘Transforming Places, Changing Lives’, was published by Government during 2008 and saw a much closer relationship between housing, regeneration and worklessness

• Sub Regional Government and development of Multi Area Agreements separates health and social care issues from housing and spatial planning issues

• The Housing and Regeneration Act 2008 created the new ‘Homes and Communities Agency (HCA) combining the functions of the former English Partnerships, Housing Corporation (Investment arm) and housing elements of the activities of the Department for Communities and Local Government (DCLG), creating a much more focussed approach to housing and regeneration issues to which the council needs to respond

2.2 Formerly, all three of the HCA agencies funding streams would be agreed separately with Local Authorities. The funding of initiatives such as the acquisition of land, remediation of contaminated land, provision of affordable housing etc. Initiatives such as Housing Market Renewal are currently resourced via a specific funding stream, allocated to the Newheartlands HMR Pathfinder and then distributed amongst the three Local Authorities who form the Pathfinder, from the Department for Communities and Local Government (DCLG). 2.3 The creation of the HCA results in a new way of funding housing and regeneration related activities. Under arrangements that will fully take effect during 2011, the

Page 78 Agenda Item 6

resources of the three former agencies will be pooled and allocated on the basis of a ‘Single Conversation’ with the HCA. Whilst it is acknowledged that housing market renewal activity is still required in inner Merseyside, it will be for the Local Authority and not the pathfinder, to make the case for resources as part of the single conversation, rather than having a specific funding stream for such activity.

2.4 In response to the new policy and funding arrangements, Officers are in the process of developing an Integrated investment Strategy for Sefton which sets out Sefton’s case for HCA resources and which is fully aligned with the way in which the new agency will operate. This approach has been favourably received by HCA who hold up Sefton regionally as an example of working within the new policy framework

3.0 ADDITIONAL CONSIDERATIONS

3.1 There are other considerations that justify the consolidation of strategic housing services within a single Departmental structure;

3.1.1 Key Issues for Housing in Sefton Sefton contains a significant proportion of older accommodation. For instance, in the Housing Market Renewal area alone there are approximately 15,000 pre 1919 terraced dwellings. Southport also contains a considerable number of older properties. The Housing Stock Condition Survey carried out during 2008, identified a total cost of tackling disrepair in the private housing sector of more than £130 million. This is against available grant resources of approximately £500,000 per year.

Additionally, given the relatively high levels of deprivation across the borough and the age profile of the housing stock, affordable warmth and fuel poverty are key issues for Sefton, particularly as gas and electricity prices begin to rise post recession. Affordable warmth within the dwelling stock is a core responsibility of the Energy Team and it is not envisaged that transfer of the team would in any way reduce nor undermine the work carried out Corporately in terms of education, negotiating utilities contracts on behalf of the Council and providing advice and assistance on non residential energy efficiency matters.

It is vitally important for the communities of Sefton that the Council develops an integrated and holistic approach to housing renewal, developing a range of advice and assistance whilst acknowledging that Government policy is directing Councils away from offering grants and towards a system whereby they enable householders to access assistance via other means.

In recent years the private-rented sector within Sefton has grown in size and significance. This sector often houses some of the most vulnerable members of our communities, whether as single households or in “houses in multiple occupation” and too often does so in poor standard or poorly managed houses.

Recent changes to Leglislation enable an improved focus on key issues of health and safety within homes as well as providing a wider enforcement ‘toolkit’ to address poor standards, poor management and the negative impact of empty dwellings. Bringing the Council’s housing strategy, assistance and

Page 79 Agenda Item 6

enforcement services together will improve the Council’s ability to both enable and regulate the private-rented sector.

3.1.2 A Higher Profile for Housing Housing is inextricably linked with a number of important cross cutting agendas. For example:

• Achieving sustainable communities; • Physical and economic regeneration; • Responses to the credit crunch; • Tackling worklessness; • Reducing deprivation; • Reducing health inequalities.

In order to ensure that the importance of housing is recognised amongst all stakeholders and partners a higher profile at political and officer level is essential. This is most readily achieved by recognising housing explicitly within the name of a single portfolio and bringing functions together within one Directorate.

Indeed, the recently adopted Multi Area Agreement Housing Platform sets out the Liverpool City Region priorities for housing in the form of three ‘Asks’ of Government. They are;

• Growth and Renewal (including Housing Market Renewal) • Affordable Warmth • A high quality, effective private rented sector

The Liverpool City Region Housing Strategy prioritises similar activity. Clearly, in future, in order to secure resources from Government, Sefton will need to focus upon these three ‘asks’, along with national priorities such as worklessness and so it is essential that the sections responsible for these areas of activity are co-located in order to ensure a comprehensive and co- ordinated response

3.1.3 Efficiency and Effectiveness At present there are varied reporting routes to at least two - and sometimes more - portfolio holders and service directors. In response to, and in preparation for, the Audit Commission inspection of Strategic Housing Services in March 2008 a Strategic Housing Co-ordination Group was formed. This comprises the Cabinet Members for Health and Social Care and for Regeneration, together with the four service directors for Health and Social Care, Housing Market Renewal, Planning and Economic Regeneration and Environmental Protection. This group considers reports and information on housing issues and in so doing achieves a degree of cohesion and focus. This was recognised by the housing inspectors and the group does help to co- ordinate the Council’s responses to housing issues. However, it essentially runs parallel to the portfolio system and in that sense duplicates reporting systems. There is therefore a strong case for simplifying reporting lines and responsibilities.

Page 80 Agenda Item 6

The Council’s strategic and enabling role in relation to housing and the main housing services would undoubtedly be more effectively and efficiently managed as one service within one Directorate and under one Service Director and management team. The linkages between various strategies and services would be better perceived and understood. Instead of housing actions being included within several service and business plans they would be included in one. Financial reporting and monitoring would be simplified and improved, and likewise performance management systems and lines of accountability would be better clarified.

3.1.4 Improved Focus Notwithstanding the impact of the Strategic Housing Co-ordination Group there is no doubt that bring the functions together in the way described will in future facilitate an improved focus at both political and officer level on housing issues, with a more holistic view of housing and its contribution to corporate objectives and a concentration upon the linkages between strategies and services.

3.1.5 Maximising Synergy In a similar way, improved interaction between strategies and policies and also between staff within one service will exploit the potential for improved synergy. Linkages between strategies will be emphasised, and staff will be enabled to liaise and share expertise, information and knowledge. This does happen now - but arguably in spite of, not because of, the current arrangement of functional responsibilities.

3.1.6 Performance Management Currently performance management and the monitoring of performance indicators (national and local) take place on a service specific basis through Departmental systems, feeding through to corporate SPRINT monitoring as appropriate. Likewise, capital and revenue spend and service/business plans are reported and monitored through individual Departmental Senior Management Teams and relevant Cabinet Members. Thus, housing issues are spread between reporting routes and systems rather than through one single identified route. It would be advantageous to have a more cohesive system whereby all key targets in relation to housing were contained within one Service Plan.

3.1.7 Comprehensive Area Assessment / Continuous Improvement The new arrangements for Comprehensive Area Assessment emphasise the importance of quality of life issues and public satisfaction. This is most readily demonstrated through issues around the environment, street scene, and regeneration and neighbourhood management. The role of strategic housing services in improving quality of life is key. Examples of this include:

• Engaging with local housing associations on improving housing and estates • Tackling anti social behaviour • The provision of more affordable housing • Working with private sector landlords to improve housing conditions • Bringing more empty homes back into use

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• Preventing homelessness and providing good housing advice

All of the above impact directly upon quality of life issues, and the links between the ‘place making’ role of the local authority and housing are very important and increasingly being stressed within Government policy. It is therefore considered that having housing functions located in the same Directorate as neighbourhood management and planning functions can only be a sensible move.

In the same way, grouping functions together in this way will mirror the grouping of the Key Lines of Enquiry (KLOEs), which are used by the Audit Commission to inspect and assess the quality and effectiveness of local services. The following KLOEs comprise the same group under the title of the local authority strategic housing role:

• Strategic Approach to Housing • Homelessness and Housing Needs • Private Sector Housing • Allocations and Lettings • Supporting People

It should be noted, however, that although Supporting People is a funding regime for delivering housing related support it is not proposed that as a function it be moved from the Health and Social Care Directorate. This is because the funding supports the same client groups such as people with Learning Disabilities, Older People, people with a variety of support needs etc. that are the direct concern of the Health and Social Care Directorate.

3.1.8 Overview and Scrutiny Consolidation of strategic housing services would benefit Scrutiny in that one Overview and Scrutiny Committee (Regeneration and Environmental Services) would be responsible for all housing related activity

3.1.9 Impact upon Service Users The disparate nature of strategic housing services does not provide the basis for effective customer service and creates confusion amongst officers and clients as to areas of responsibility. Creation of an effective ‘one stop housing shop’ would greatly simplify responsibilities and improve customer focus

4.0 THE CURRENT PERFORMANCE OF STRATEGIC HOUSING SERVICES

4.1 The Audit Commission carried out an inspection of strategic housing services in Sefton during April 2008 and reported during July. The service scored one star (fair) with uncertain prospects for improvement.

4.2 In order to effectively co-ordinate strategic housing services that are provided across a range of Departments, it has been necessary to establish structures to facilitate effective management that would not be required if services are integrated within a

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single Departmental structure. Such structures also hinder effective service delivery and improvement as it is difficult to co-ordinate an approach that is so disparately located within the Council’s structures and hierarchy.

4.3 The Audit Commission’s Inspection regime for Strategic Housing includes several ‘Key Lines of Enquiry’ (KLOE). These set out what an effective strategic housing service should provide. Current structures require that delivery of the criteria included within the KLOE’s are managed across several departments. This made the task of ensuring that a co-ordinated approach to strategic housing issues is undertaken and demonstrating to the Audit Commission that this is the case, very difficult and this in part undoubtedly contributed to the strategic housing services ‘one star’ rating.

4.4 There is no doubt that there is significant room for improvement to the services provided. Consolidation of related services under a single Departmental structure will simplify reporting processes, facilitate improvements to services and simplify the Performance Management process, consolidating strategic housing service targets within a single Departmental Service Plan

4.0 PROPOSED STRUCTURES

4.1 The diagram at Appendix ‘A’ sets out the current structures and inter-relations that exist in relation to the delivery of strategic housing services.

4.2 The proposed structure is set out in Appendix ‘B’ and creates a much clearer structure in terms of lines of supervision and Performance Management reporting. There will be a need to develop a comprehensive Departmental structure in the months after initial transfer, thus ensuring that in future, strategic housing services are delivered in a holistic and comprehensive way that enables significant improvements to services. In particular, the new structure will improve services thus;

• The integration of Housing Market Renewal and the Housing Strategy service will for the first time bring together the two areas of the organisation responsible for developing strategic housing policy and delivering housing capital programmes within Sefton. This will ensure a much more ‘joined up’ and borough wide approach to housing matters, and single customer face for the services provided. . • The co-location of this service within one Strategic Directorate will assist ensure that all housing strategy matters can be integrated, particularly in terms of land use planning for the provision of housing and in aligning social, physical and economic regeneration initiatives with strategic housing policy – a key requirement of emerging Government policy

• Bringing together the team responsible for delivering improvements to private sector stock, alongside housing enforcement teams will enhance co-ordination and again, for the first time, bring together the ‘carrot and stick’ approach to maintaining conditions in the private sector housing stock, with assistance potentially available in the form of grants / other products, with enforcement available if issues are not tackled by owners, despite assistance from the Council

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• Bringing together homelessness and housing advice services together with the services responsible for providing new housing as well as monitoring the performance of ‘Homesearch’ (the Council’s choice Based Lettings scheme), currently delivered by One Vision Housing

• Having the Council’s team who lead on affordable warmth working together with the teams responsible for ensuring the maintenance of standards in the private rented sector will result in a more effective and co-ordinated approach to the delivery of such matters. The existing Corporate responsibilities of the energy team will be unaffected and will continue as at present.

• The combined Department will be able to provide a ‘single point of contact’ for the public, the HCA, RSLs, Government Office, Audit Commission, and other Government and Voluntary agencies in relation to housing, and ensure message consistency.

• Bringing together reporting arrangements under one Portfolio holder (in principle the Cabinet Member for Regeneration) will ensure that all decision making in relation to regeneration is taken by a single Cabinet member, thus improving co- ordination

4.3 The proposed structure will ‘fit’ with new arrangements at National level and will also fit more effectively with new sub regional governance arrangements. Bringing together all housing services will bring together all areas of housing expertise that exist amongst staffing resources and thus create ‘synergy’ in the delivery of high quality services.

4.4 Existing arrangements will continue to apply in terms of Supporting People and the Planning function insofar as it relates to Housing as it is clear that these ‘specialist roles’ are best undertaken within existing Departmental structures, albeit with regular liaison required between the relevant Departments and Housing and Renewal Department

5.0 OUTSTANDING ISSUES

5.1 Bringing together a range of services will require the transfer of staffing resources and associated budgets. Consultation has taken place with all of the sections affected, and the Trade Union representatives of the people involved have been consulted also. Consolidating staff into a single location will require some revision to existing accommodation arrangements.

5.2 The proposed changes will also require the transfer of delegations between Cabinet Members and the relevant Directors

5.3 The consolidation of all strategic housing related services may be affected by the ongoing review of the Council’s Senior Management structure. Therefore, it is intended that if Cabinet agree the proposal ‘in principal’, the implementation of the revised structure will be deferred until the future senior management structure of the Council is agreed to ensure that revised structures ‘fit’ effectively.

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6.0 CONCLUSION

6.1 The consolidation of strategic housing related services will have many beneficial effects on the performance of the service as a whole, in terms of the quality of services offered, providing a single accessible face for the public, the performance of the relevant services and the development of more co-ordinated and aligned working practices. The proposed structure will also align with National and Regional policy and provide the basis for developing innovative approaches to key housing issues as well as provide a much stronger voice for Sefton at Regional level on housing issues.

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Page 86 APPENDIX A: EXISTING

Health & Social Technical Environmental Regeneration Planning Care Services Committee

Charlie (Business Plans) (Business Plans) Alan Barker Moore

Mike Bill Alan Andy McSorley Milburn Lunt Wallis

Page 87 Energy Housing Land U se/ Efficiency/ Enforcement Regional Careline Housing Affordable Market Spatial Warmth HMO Renewal Strategy Licensing and Housing Affordable Housing Capital Private Regeneration Housing SPD Supporting Programme Landlord (South People Home Accreditation Housing Improvement (non HMR) Sefton ) Restraint Grants/DFGs Agenda Item6 Housing Strategy Empty Homes policy & sub strategies Gypsy Site Eco Homes

Enabling/RSL Charlie Liaison including Housing Homelessness OVH Barker Regeneration and (North Asylum Seekers HIP Sefton )

Landlord Housing Needs Harassment Allocation Policy & Nominations This page is intentionally left blank

Page 88 PROPOSED STRUCTURE – HOUSING AND RENEWAL DEPARTMENT HEALTH / SOCIAL PLANNING CARE (HOUSING RELATED (SUPPORTING HOUSING & RENEWAL DIRECTOR ISSUES) PEOPLE)

RENEWAL DIVISION STRATEGY DIVISION

ENERGY TEAM PRIVATE SECTOR HOUSING HOUSING MARKETS HOUSING HOUSING ASSISTANCE TEAM & REGENERATION STRATEGY Page 89

INTELLIGENCE / DATA PROVISION (1 fte)

• Corporate • Single occupancy • Renewal grants • Strategic • Strategic contracts team • Advice / development Development • • • •

Corporate advice / Multiple assistance to Housing Contract Agenda Item6 education Occupancy Team owners regeneration Monitoring • Affordable warmth • Landlord • DFG’s • Delivery / • Partnership strategy Engagement Implementation Development • Renewable energy Team (To be transferred • Homelessness / • Innovation • Empty homes from H & SC at a date Housing Advice • Traveller sites to be agreed) • Returns / evaluation

ADMIN SUPPORT This page is intentionally left blank

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REPORT TO: Cabinet Member (Regeneration) Cabinet DATE: 30 th September 2009 1st October 2009 SUBJECT: Adoption of Revised Housing Market Re-structuring (Implementation) Agreement – Deed of Variation 2009-2010 WARDS AFFECTED: Linacre, Derby, Netherton & Orrell, Church, Litherland

REPORT OF: Alan Lunt – Housing Market Renewal Director – 0151 934 4580

CONTACT OFFICER: Alan Lunt – Housing Market Renewal Director – 0151 934 4580

EXEMPT/ No CONFIDENTIAL:

PURPOSE/SUMMARY:

To seek approval to the Council entering into a revised funding agreement with the Secretary of State for Communities and Local Government, in respect of Housing Market Renewal funding secured by the Newheartlands Pathfinder for 2009-2010

REASON WHY DECISION REQUIRED:

Cabinet has delegated authority to make decisions in respect of this matter

RECOMMENDATION(S):

1. That Cabinet Member Regeneration notes the report

2. That Cabinet notes the implications of entering into the Deed of Variation to the Housing Market Re-structuring (Implementation) Agreement for 2009-2010

3. That the Legal Director be authorised to formally execute the Deed of Variation on the Council’s behalf

KEY DECISION: No

FORWARD PLAN: N/A

IMPLEMENTATION DATE: Upon expiry of the ‘Call in’ period for the minutes of the meeting

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ALTERNATIVE OPTIONS:

A failure to enter into the funding agreement would mean that the Council could not access any of the £10.17 million grant awarded by DCLG to the Newheartlands Pathfinder for the period 2009-2010. Therefore, there is no realistic alternative option available to the Council.

IMPLICATIONS:

Budget/Policy Framework:

Financial:

2009/ 2010/ 2011/ 2012/ 2010 2011 2012 2013 CAPITAL EXPENDITURE £ £ £ £ Gross Increase in Capital 0 0 Expenditure Funded by: Sefton Capital Resources 0 0 Specific Capital Resources 0 0 REVENUE IMPLICATIONS Gross Increase in Revenue 0 0 0 0 Expenditure Funded by: Sefton funded Resources 0 0 0 0 Funded from External Resources 0 0 0 0 Does the External Funding have an expiry date? When? 31 st March 2010 Y/N YES How will the service be funded post expiry? Further grant tranche conditionally awarded for further 1 year (to March 2011).

Legal: N/a

Risk Assessment: No specific risk assessment has been carried out in respect of this matter. However, the issue of loss of funding is contained within the HMRI Departmental

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Risk Assessment N/a

CONSULTATION UNDERTAKEN/VIEWS Legal Director Finance Director – FD 158 - The Finance and Information Services Director has been consulted and has no comments on this report

CORPORATE OBJECTIVE MONITORING:

Corpora Positive Neutral Negative te Impact Impact Impact Objectiv e 1 Creating a Learning Community x 2 Creating Safe Communities x 3 Jobs and Prosperity x 4 Improving Health and Well-Being x 5 Environmental Sustainability x 6 Creating Inclusive Communities x 7 Improving the Quality of Council Services x and Strengthening local Democracy 8 Children and Young People x

LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT

Cabinet Report – Housing Market Re-structuring (Implementation) Agreement – Deed of Variation – August 10 th 2006

Cabinet Report - Adoption of Revised Housing Market Re-structuring (Implementation) Agreement – Deed of Variation 2008-2009 – March 20 th 2008

Cabinet Report - Housing Market Renewal Department – Programme Outturn 2008-2009 and Forward Programme 2009-2011 – May 14 th 2009

Cabinet Report - Housing Market Renewal Programme 2009-10 – Notification of Additional Grant Funding. – August 6 th 2009

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BACKGROUND:

Members will recall that the Department for Communities and Local Government (DCLG) and it’s predecessors have required Newheartlands Pathfinder Local Authorities to agree to a Deed of Variation to the original Housing Market Re-structuring agreement before it can access resources allocated to the Pathfinder.

The Deed of Variation for 2009-10 has been prepared and agreed in principle with the legal teams of the Local Authority partners. A copy of the draft Deed of Variation is appended to this report.

Major changes compared to the previous Deed are as follows;

• Responsibility for funding and monitoring Pathfinder activity has now passed to the newly created Homes and Communities Agency (HCA). • The Deed identifies the level of HCA funding for Pathfinder activity of £45.856 million for 2009-10 of which, Sefton will receive £10.17 million (clause 2.3) • Sefton are committed to contributing £2.624 million from it’s Housing Capital Programme (previously approved by Cabinet) (Clause 2.5)

The funding for Sefton and the associated agreed outputs have previously been reported and agreed to Cabinet at it’s meeting of May 14 th 2009 and August 6 th 2009. The execution of the Deed of Variation enables the Pathfinder accountable body (Liverpool City Council) to draw down the agreed funding, including retrospective funding for works undertaken during 2009-10 to date.

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Dated 2009

(1) HOMES AND COMMUNITIES AGENCY ((2) LIVERPOOL CITY COUNCIL (3) SEFTON METROPOLITAN BOROUGH COUNCIL (4) WIRRAL BOROUGH COUNCIL

DEED OF VARIATION Relating to the Agreement for implementation of the market restructuring scheme of the Merseyside Housing Market Renewal Pathfinder

Homes and Communities Agency 110, Buckingham Palace Road London SW1W 9SA

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THIS DEED OF VARIATION is made the day of 2009 BETWEEN :

(1) HOMES AND COMMUNITIES AGENCY (“ Agency ”) ;

(2) Liverpool City Council, a Local Authority whose principal office is at Municipal Buildings, Dale Street, Liverpool, L69 2DH (the “Grant-funded Authority ”);

(3) Sefton Metropolitan Borough Council, a Local Authority whose principal office is at the Town Hall, Lord Street, Southport, PR8 1DA

(4) Wirral Borough Council, a Local Authority whose principal office is at the Town Hall, Brighton Street, Wallasey, Merseyside, CH44 8ED

together “the Parties”

WHEREAS :

(A) On 31 st March 2004 the First Secretary of State entered into an agreement with the Grant-funded Authority and the other Council that is party to this Deed of Variation (together referred to as the “Participating Authorities”) in relation to establishing arrangements for the funding of a programme of regeneration and development with specific reference to the problems of low demand for and abandonment of housing (“Agreement”).

(B) All functions relating to the administration of grant support for the Pathfinder’s scheme for restructuring the housing market in the Pathfinder Area are now exercisable by the Agency.

(C) All property, rights and liabilities of the Secretary of State under the Market Restructuring (Implementation) Agreement relating to the implementation of the market restructuring scheme of the Merseyside Housing Market Renewal Pathfinder are now vested in the Agency by virtue:

(i) The Housing and Regeneration Act 2008; (ii) The Housing and Regeneration Act 2008 (Commencement No. 1 and Transition Provision) Order 2008; (iii) The Housing and Regeneration Act 2008 (Commencement No. 2 and Transitional, Saving and Transitory Provisions) Order 2008 (SI 2008 No c 3068 (c.132) dated 26 th November 2008; and (iv) Homes and Communities Agency, Tenants Services Authority and the Welsh Ministers Transfer Scheme

(D) On 1 September 2006 the Secretary of State for Communities and Local Government entered into a Deed of with the Participating Authorities (“First Deed of Variation”) pursuant to the Agreement with the Participating Authorities.

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(E) On 22 June 2007 the Secretary of State for Communities and Local Government entered into a second Deed of Variation with the Participating Authorities (“Second Deed of Variation”) pursuant to the Agreement.

(F) On 13 September 2008 the Secretary of State for Communities and Local Government entered into a third Deed of Variation with the Participating Authorities (“Third Deed of Variation”) pursuant to the Agreement.

(G) In accordance with clause 10 of the Agreement, the Agency is now prepared to offer further grant in respect of the Scheme and accordingly certain amendments are required to be made to the Agreement in the manner set out below.

(H) This Deed sets out further variations that the Agency and the Participating Authorities (together “the Parties”) have now agreed to make to the Agreement.

OPERATIVE PROVISIONS

1. INTERPRETATION 1.1 Words and expressions defined in the Agreement have the same meanings in this Deed of Variation except to the extent that they are expressly varied by this Deed of Variation.

1.2 The provisions of the Agreement relating to its interpretation apply to this Deed of Variation except to the extent that they are expressly varied by this Deed of Variation.

1.3 This Deed is supplemental to the Agreement. A breach of this Deed is to be regarded as a breach of the Agreement.

1.4 The Parties to this Deed do not intend that any of its terms will be enforceable by virtue of the Contracts (Rights of Third Parties) Act 1999 by any person not a party to it.

1.5 A reference to the Agreement in this Deed of Variation shall be taken as a reference to the Agreement as varied by the First, Second and Third Deeds of Variation.

1.6 Any reference in the Agreement to clause 7 includes a reference to clause 7A, which is inserted by the Second Deed of Variation, to clause 7B inserted by the Third Deed of Variation, and to clause 7C inserted by this Deed.

1.7 This Deed constitutes an instrument of variation for the purposes of clause 25 of the Agreement.

2. VARIATION OF AGREEMENT

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2.1 The Agreement is to be read and interpreted as if the provisions, variations and deletions as set out in this Clause 2 were set out in full therein.

2.2 In clause 4.2 (Targets and future aspirations) of Part II of the Agreement (Implementation), the following text is inserted in sub-clause 4.2:.

“4.2.3 Grant is payable under clause 7C for financial year 2009-10 on condition that the pathfinder achieves the Programme Targets specified for that year or any revised Programme Targets that have subsequently been agreed by the pathfinder and the Agency. The Participating Authorities shall use reasonable endeavours to ensure that the pathfinder achieves the Scheme Targets, which are the total targets for the Scheme for that year.”

2.3 In Part III of the Agreement (Finance), the following new clause shall be inserted after Clause 7B:

“7CA.3 Pathfinder grant for financial 2009-10 Subject to clause 9, the Department shall pay grant up to a maximum of £45,856,000 in respect of Eligible Expenditure during the financial year ending on 31 March 2010. £45,196,000 of this must be used for capital purposes, and £660,000 for revenue purposes. Grant shall be payable in arrears to the Grant-funded Authority in accordance with the other provisions of this Part.”

2.4 Clause 9.1(vi) of the Agreement shall be deleted in its entirety and replaced by the following new clause;

“(vi) the Pathfinder fails to use the whole amount of Match-Funding committed under clauses 12.1, 12.6 and 12.11 to meet payments to implement the Scheme under one or more of the categories described in clause 8.1 (i), (ii) and (iii).”

2.5 In Clause 12 (Funding Arrangements by other bodies) of Part III (Finance) to the Agreement the following new clauses shall be inserted after clause 12.10;

“12.11 The Participating Authorities are committed to provide Match-Funding as follows during the financial year for which grant is payable under clause 7C (the financial year 2009-10):

Match-funding for the financial year ending on 31 March 2010 Amount Source £5,861,000 Liverpool City Council

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£2,500,000 Sefton Metropolitan Borough Council £4,441,000 Wirral Borough Council

12.12 Each Participating Authority warrants that the amount of Match-Funding that it is committed to provide as specified in clause 12.11 has been paid to it or set aside or allocated to it so that it is, or will be, upon the execution of this Deed, readily available to the Participating Authority to meet payments made during the financial year 2009-10 that are directly related to the implementation of the Scheme under one or more of the categories described in clauses 8.1 (i), (ii) and (iii).

12.13 The Participating Authorities must use reasonable endeavours to raise Match-Funding from other public sources, such as the Regional Development Agencies, and from private sector sources. The Grant-funded Authority must notify the Agency of the amount of Match-Funding secured from such sources and must identify the source.

On the basis of discussions with potential funders up to the date of this agreement, and on the understanding that the amount of Match-Funding likely to be raised from such sources remains uncertain, the Participating Authorities anticipate that the following amounts are likely to be raised. Match-funding for financial year ending on 31 March 2010 Amount Source £10,741,451 National Affordable Housing Programme £1,500,000 Homes & Communities Agency £347,000 Working Neighbourhoods Fund £500,000 Warm Front £23,456,553 Registered Social Landlords £10,969,000 Private Sector

12.14 The Participating Authorities must use all Match-Funding that is provided or secured under clause 12 to implement the Scheme under one or more of the categories described in clauses 8.1 (i), (ii) and (iii), during the 2009-10 financial year. By means of such expenditure, having regard to the amounts secured under clause 12.13, the Pathfinder is expected to maximise its achievement of the Scheme Targets so far as these are not achieved by the expenditure of the grant on the Programme Targets. 12.15 The Grant-funded Authority must notify the Agency if it becomes aware that Match-Funding under this section will not or might not be readily available. If it concerns an amount committed under clause 12.11, the Grant-funded Authority may not claim any payment (or further payment) of grant under

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this Agreement until such lack or possible lack of adequate Match-Funding has been resolved to the satisfaction of the Agency”.

2.6 In Schedule 4 (Targets – (Sub-clause 4.2)) to the Agreement the content in Annex 1 to this Deed shall be inserted at the end of the Schedule.

3 EFFECTIVE DATE

The amendments to the Agreement made by this Deed of Variation take effect from and include the date of this Deed of Variation.

4 CONTINUATION OF AGREEMENT

4.1 The terms of the Agreement continue in effect as amended by this Deed of Variation.

4.2 This Deed of Variation does not release any party to it from any breaches of the Agreement existing at the date of this Deed of Variation.

5 MISCELLANEOUS

5.1 This Deed of Variation shall be governed by and construed in accordance with the laws of England and each of the Parties submits to the exclusive jurisdiction of the English Courts.

5.2 This Deed of Variation may be executed in any number of counterparts and all those counterparts taken together shall be deemed to constitute one and the same instrument.

6 EXECUTION

The Parties have executed this Deed of Variation as a deed and it is delivered on the date set out in the Particulars.

The COMMON SEAL of HOMES AND COMMUNITIES AGENCY was hereunto affixed in the presence of:-

Authorised Signatory:-

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THE COMMON SEAL OF LIVERPOOL CITY COUNCIL

was hereunto affixed in the presence of:-

Name: Authorised Officer:

THE COMMON SEAL OF SEFTON METROPOLITAN BOROUGH COUNCIL was hereunto affixed in the presence of:-

Name: Authorised Officer:

THE COMMON SEAL OF WIRRAL BOROUGH COUNCIL

was hereunto affixed in the presence of:

Name: Authorised Officer:

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ANNEX 1 “Targets to be achieved in respect of the Pathfinder area are specified in the tables below. Part 1 – Programme Targets (that is, targets exclusively relating to the expenditure of Housing Market Renewal Grant Funding) Measure Year ending 31 March 2010 A) Homes constructed or converted: 266 of which private housing 131 of which social housing 135 B) Homes refurbished, repaired or 367 otherwise improved: of which private housing 367 of which social housing 0 C) Properties acquired for pathfinder 260 purposes: of which private housing 163 of which social housing 44 of which commercial properties 53 of which hectares of land 0 D.) Properties and homes demolished: 740 of which private housing 411 of which social housing 266 of which commercial properties 63

Part 2 – Scheme Targets (that is, programme targets plus additional targets relating to the expenditure of Match Funding) Measure Year ending 31 March 2010 A) Homes constructed or converted: 516

of which private housing 335 of which social housing 181 B) Homes refurbished, repaired or otherwise 1639 improved: of which private housing 1292 of which social housing 347 C) Properties acquired for pathfinder 521 purposes: of which private housing 207 of which social housing 261 of which commercial properties 53 of which hectares of land 0 D.) Properties and homes demolished: 858 of which private housing 411 of which social housing 384 of which commercial properties 63

Page 102 Agenda Item 8

REPORT TO: Cabinet Member (Regeneration) Cabinet DATE: 30 th September 2009 1st October 2009 SUBJECT: Strategic Housing Services Value for Money Framework and Service Improvement Plan 2009 WARDS AFFECTED: All

REPORT OF: Alan Lunt – Housing Market Renewal Director – 0151 934 4580

CONTACT OFFICER: Alan Lunt – Housing Market Renewal Director – 0151 934 4580

EXEMPT/ No CONFIDENTIAL:

PURPOSE/SUMMARY:

To seek approval to the adoption of the Housing Value for Money Framework and Service Improvement Plan 2009 in order to improve the effectiveness and quality of the Council’s Strategic Housing Services

REASON WHY DECISION REQUIRED:

Cabinet has delegated authority to make decisions in respect of this matter

RECOMMENDATION(S):

1. That Cabinet Member Regeneration notes the report

2. That Cabinet approves the Strategic Housing Value for Money Framework and Service Improvement Plan 2009

KEY DECISION: No

FORWARD PLAN: N/A

IMPLEMENTATION DATE: Upon expiry of the ‘Call in’ period for the minutes of the meeting

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ALTERNATIVE OPTIONS:

A failure to adopt a Value for Money Framework will result negatively on future assessments of the quality of strategic housing services in Sefton. The recommendation to develop such a plan was made by the Audit Commission during it’s inspection of Strategic Housing Services. Therefore, there are no available alternative options

IMPLICATIONS:

Budget/Policy Framework: N/a

Financial:

2009/ 2010/ 2011/ 2012/ 2010 2011 2012 2013 CAPITAL EXPENDITURE £ £ £ £ Gross Increase in Capital 0 0 Expenditure Funded by: Sefton Capital Resources 0 0 Specific Capital Resources 0 0 REVENUE IMPLICATIONS Gross Increase in Revenue 0 0 0 0 Expenditure Funded by: Sefton funded Resources 0 0 0 0 Funded from External Resources 0 0 0 0 Does the External Funding have an expiry date? Y/N YES How will the service be funded post expiry?

Legal: N/a

Risk Assessment: No specific risk assessment has been carried out in respect of this matter. However, the issue of loss of funding is contained within the HMRI Departmental Risk Assessment

CONSULTATION UNDERTAKEN/VIEWS

Strategic Director, Health & Social Care

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CORPORATE OBJECTIVE MONITORING:

LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT

Audit Commission Inspection Report – Sefton Strategic Housing Services – July 2008

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1. BAC KGROUND:

1.1 During April 2008, the Audit Commission carried out an inspection of strategic housing services in Sefton. The final report, published during July 2008, assessed the service at ‘1 star’ (Fair) with uncertain prospects for improvement. The report set out a number of recommendations as to how the service could be improved. The Council subsequently delivered an action plan in order to deliver against the Audit Commission Recommendations.

1.2 Recommendation 4 of the report stated that Value for Money should be improved by establishing a clear framework and programme of actions to demonstrate and deliver improvements.

1.3 The attached document sets out Sefton’s first Strategic Housing Services Value for Money Framework and Service Improvement Plan. The plan sets out what Value for Money is, how it is measured and how the Council will address and achieve Value for money in relation to it’s strategic housing services. A Service Improvement Plan sets out what improvements will be undertaken, in the form of a SMART action plan. Finally, an exercise is undertaken to compare the Value for money of services in Sefton when compared to other Local Authorities.

1.4 The comparator group ‘nearest neighbour’ has been selected for this exercise. This grouping has been devised by CIPFA and is one of the comparator groups used by the Audit Commission in its VFM toolkit. The group contains authorities with similarities in demography, population and housing density, unemployment, mortality rates and council tax banding plus other indicators.

1.5 Adoption of the Framework and Plan will enable Value for money to be achieved and measured against similar Local Authority Districts, thus ensuring that costs remain competitive whilst the quality of services offered improves.

1.6 The Framework and Action Plan shall be reviewed annually with performance reported to Cabinet Member Regeneration.

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Appendix 1

SEFTON COUNCIL

STRATEGIC HOUSING SERVICES

VALUE FOR MONEY FRAMEWORK AND SERVICE IMPROVEMENT PLAN 2009

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1.0 What is Value for Money ?

Value for money (VFM) is the term used to assess whether or not an organisation has obtained the maximum benefit from the goods and services that it buys OR provides. It is much more than a measure of the COST of such services. VFM takes into account not only COST but;

The QUALITY of the services / goods bought or provided; The EFFECTIVENESS of the goods / services in meeting the purpose for which they were bought or provided The TIMELINESS of their purchase / provision Whether the purchase / provision of such services represents an effective USE of LIMITED RESOURCES

In short, VFM is an assessment of;

Economy – the price paid for good / services Efficiency – how productively these resources are used Effectiveness – The results achieved as a result of buying / providing those goods / services

For Sefton Council and the Homes and Communities Department, achieving VFM is not about cutting costs. It is about ensuring that we provide high quality services at reasonable cost to the taxpayer.

2.0 Why Assess Value for Money?

As part of the Inspection regime that each Council Department is subject to, the Audit Commission assesses VFM as part of the process of ‘scoring’ the quality and effectiveness of the Departments services. In order to demonstrate that we are offering effective services to the people of Sefton, it is essential that we show how we are making best use of the limited resources available to us. This not only ensures that spending is kept under control but that the quality of services provided are good.

Within each Department, there will be competing priorities for resources. How much is spent on services will depend not only on how much money is available, but also upon the demand for that service, the quality of the service provided and the potential for improvement in the quality of that service if additional resources were available.

Ultimately, the people of Sefton will benefit from an assessment of Value for Money, in the form of high quality and relevant services offered at reasonable cost to the Council Tax payer.

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3.0 How is Value for Money Measured?

The Audit Commission utilises a process called Key Lines of Enquiry (KLOE) to assess the performance of Council functions. One of these KLOE’s focuses upon achieving Value for Money. The VFM KLOE is a ‘cross cutting’ one that is involved in delivery of all related services. It provides a guide to the ways in which a Local Authority should consider VFM in it’s housing services. Two key questions are asked:

• How do the Organisations costs compare to others? • How is Value for Money managed, including through partnership and procurement and in taking a long term view?

When comparing costs, it is essential that a balance is struck between cost and quality. Services that are provided cheaply may fail to achieve the required standards. Similarly, there may come a point when additional expenditure on an element of service cannot be justified if there is little benefit to the quality of that service.

It is also necessary to ensure that any local factors that may affect costs are considered. For instance, it is possible that the condition of houses to be demolished may be so poor as to require extremely careful de-construction rather than merely demolition, necessarily pushing up the cost of demolition compared to a similar property elsewhere in much better structural condition.

The question of how VFM is managed should be considered in the context of how well is it embedded within the performance management culture of the organisation, are procurement methods capable of delivering VFM and how information is reported.

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4.0 Objectives of this Value for Money Framework

The objectives of this VFM Framework are set out below;

• To promote a culture where value for money and continuous improvement is fully integrated into day-to-day management processes. • To identify responsible officers to co-ordinate improvement and review initiatives • To adopt good practice where this makes sense • To begin a process of customer consultation to agree service standards and targets • To demonstrate actively to both internal and external observers that the achievement of value for money is sought in all activities undertaken • To set out monitoring and reporting arrangements • To establish a baseline position on benchmarking and then to have a suitable approach to regular benchmarking • To develop an action plan to help ensure that savings and efficiency gains are achieved in practice.

5.0 Data Sources

In order to assess Value for Money, information is used from many sources. This includes;

• Audit Commission data on the comparative cost of providing services • Information from Council financial records • Information from statistical returns that each Local Authority must complete • Information obtained from benchmarking groups of similar Local Authorities • Information from Departmental Service Plans and Performance reports • The Council’s housing strategy document and associated documents

The table below sets out the position for each service element, addresses the questions from the KLOE and reflects guidance from various sources on assessing and delivering VFM. It has been used to produce the Service Improvement Plan shown later.

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Service Total service Number of Measurable outputs / Performance Customer Appropriate Benchmarking exercises Special Higher cost Service review in cost p.a. staff outcomes in addition to indicators – name, satisfaction comparator characteristics of specific service progress incorporating PIs quartile position, indicators : name, groups service demand. priority or ‘gold VFM ? trajectory. current standard’ services performance, provided? trajectory. Housing advice & Staff 9 67 No Merseyside and Merseyside Homelessness High deprivation and No Service reviewed in Homelessness £224,921 Numbers of enquiries; 183a Quartile 2 northern mets Forum. unemployment in conjunction with cases per officer; 183b Q1 excep t core cities. Staff ratios/households: south sefton. Migrant Homelessness Specialist footfall; telephone calls. 202 Q1 Sefton – 1:13,000 workers increasing Advisor with the outcome 213 Q4 ‘Nearest St Helens- 1:5,600 demand. being an increased focus 214 neighbour’ group Warrington- on prevention and housing hlpi 1 1:9,000 option advice – VFM not NI 156 Wirral – 1:6000 a driver.

green : on target red : below target Home Improvement Staff 10 Number of applicants Contribute to NI 132 Satisfaction with Merseyside and None at present. Attempts High proportion of No Recently restructured to Team Inc Disabled £212,559 assisted. Grant money (below target of DFG process – 95% northern mets made but other authorities older population in achieve better

FacilitiesPage 111 grants spent. A range of 73% across all social except core cities. unwilling. Borough. performance and VFM additional targets care) and NI 133 GONW collected information which will be evident around grant processing (target to be set from ‘Nearest from LA s for benchmarking towards end of year. to be devised . 4/09. neighbour’ group in 2007 but outcome PDO45: close to unknown. target. Private Sector Housing Response to service 64 Q1 Proposed to Merseyside and Merseyside HMO Group Areas of multiple Service priority for Review in progress and Enforcment requests. Response to introduce satisfaction northern mets meet to consider policies, deprivation, areas of the council but intended to direct existing Home Repair Assistance survey on HMO except core cities. procedures, best practice. low demand, higher budgetary pressures departmental and Referrals. License licensing 09/10. Performance not levels of HMOs, affecting staffing corporat e resource toward applications processed. Proposal to apply NI ‘Nearest benchmarked against other higher levels of older levels and therefore the service which will HMO inspections.Voids 182 to the service. neighbour’ group. authorities but this is being people. output/outcomes. improve performance and back into use. All developed through proposed VFM. necessary HMOs Others with similar new Housing and Health licensed. Mandatory concentration of group. Benchmarking takes Agenda Item8 licensing criteria met. 5 HMO stock. place internally against yearly inspections of published good practice and licensed HMO. policy guides. Contributing to Reduction in proposed Merseyside-wide substandard and vacant LL accreditation homes. Housing Strategy 1 No No No ditto Yes LSVT 2006 No Yes Energy Efficiency

Agenda Item 8

6.0 How We Will Measure Value For Money?

Cost and Performance

A process of benchmarking will be undertaken by each part of the service using appropriate comparator authorities. Audit Commission guidance will be used to identify suitable comparators .

Top quartile performers under the National Indicator set will be examined to identify best practice and an assessment will be made of external local factors affecting costs, such as demographic profiles. This will enable a clear relationship to be established between cost and quality.

In addition to this desk-top exercise, Service Managers will participate in ‘benchmarking clubs’ or similar inter-authority working. The Homelessness team are already part of a Merseyside bench-marking club and a Merseyside- wide working group for the private rented sector has recently been set up along with a Housing and Health group for private sector housing enforcement which will enable information sharing and benchmarking on issues such as enforcement and accreditation.

Policy decisions and stated strategic aims will be examined to ensure a match between division of resources and policy and strategy.

In particular the new Housing Strategy and its Action Plans will provide the reference point for service priorities within available budgets. Internal Audit assessment will also be used where findings relate to VFM. Awards,

Chartermarks and recognition of good practice will be publicised and nominated individuals will be tasked with identifying opportunities to apply. The service aims to achieve top quartile performance in all indicators within elements of the service identified as priorities. Where this is not being achieved, action plans will be put in place.

Approach to Consultation & Involvement in Target Setting

Sefton Council corporate guidance recommends that when setting targets, services should;

• Involve Members, the public and staff; • Use information on past performance; • Use national standards and codes of practice where available; • Where information is available set targets which reflect the top 25% of authorities at the time the targets are set; • Consider the authority's corporate and departmental objectives;

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and targets should measure:

• Access to services in terms of ease and equality of access; • The quality of services including user satisfaction; • The cost of services; • The efficiency with which services are provided; and • The effectiveness of service management.

Corporate guidance also recommends these three stages of customer involvement:

• Communication - inform the public of your targets and whether you have met them; • Consultation - inform the public of your targets and whether you have met them and ask whether they think this is satisfactory; • Involvement - ask the public what they think your targets should be and what levels they should be set at

7.0 Actions in Specific Service Areas

Home Improvement Grants

Internal targets on areas such as grant processing times, visits etc are being developed along with a mechanism to inform applicants of any unexpected delays. Customer feedback will be obtained on the quality of service and this will be reviewed on a regular basis. The target dates will reflect the learning that has taken place from benchmarking exercises and the degree of priority that the housing strategy has attached to it.

Homelessness and housing Advice

Applicants will be made aware of the target dates set under the BVPI regime plus other local indicators of performance. The existing targets for this service area are very specific and reflect the importance the government attaches to both prevention and resolution. New local indicators will be developed which reflect the experiences of service recipients and the targets and standards will be derived from best practice and from the opinions of the service users themselves.

Measures are likely to include numbers of enquiries, decisions made, cases per officer, footfall and telephone calls received. It is acknowledged that more needs to be done on prevention as identified from the bench-marking exercise and the revised Homelessness Strategy reflects this need.

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Private Sector Enforcement

Output and outcome targets being considered by the Service include requests for assistance; resolution of repair complaints; response to licence applications; inspection of HMOs; minimising Category 1 hazards in homes; HMO mandatory licensing criteria met; reduction in homes failing repair standards; reduction in number of void properties.

The Merseyside-wide research commission on the Private Rented Sector which started in April this year will help to inform a better approach to customer consultation and involvement and the new joint working with other sub-regional Local Authorities should identify areas of best practice.

Procurement Commissioning and Partnering

Officers with Lead responsibility are required to keep under review costs and quality of service. For example, although the use of bed and breakfast establishments has reduced, market checks of the ‘ going rate’ will be a regular feature and a tight inspection regime will be maintained to ensure quality and safety for service users. Consideration will be given to setting up a Procurement Framework Agreement with B&B establishments who would initially tender to be included on a select list.

Services currently procured:

Bed and Breakfast establishments; procurement arrangements under review

Hostels; plan to increase rents and undertake a procurement exercise to meet a quality specification at a competitive cost

Services currently commissioned:

Southport Housing Advice Centre – this is run by a charity and is grant funded by central government and grant-administered by the Council. To ensure VFM and good performance, a Service Level Agreement is in place which is kept under review

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Partnering arrangements

Partnering arrangements are kept under close scrutiny and reviewed by Team Manager and Service Head. The ‘Staying Put’ arm of Anchor Housing Trust have a partnering arrangement with the Improvement Grants team to provide the technical function to deliver works under Disabled Facilities Grants. Although the service is highly regarded by both service users and the local authority, there is scope to keep costs and performance under review. This review process is assisted by performance targets and works are put out to tender by Anchor to a select list of contractors which is regularly refreshed. A proposal is being worked up to use a schedule of rates to cut out delays caused by the tender process.

8.0 Management and reporting arrangements

Corporate guidance requires Departments to produce plans at two levels: The Business Plan for the Directorate contains Strategic Actions relating to housing strategy which link to specific key performance indicators. Team Plans are being established, which will incorporate performance, efficiency and customer care targets. Individual Work Plans are being established which break down the Team Plans into specific targets and actions for individual staff members.

An overall Departmental (Strategic) plan and associated Action Plans for the medium term (one to three years).

Annual (Operational) plans and associated Action Plans for each Service.

The full guidance is reached with this link:

http://intranet.sefton.gov.uk/docs/2008.09%20version.DOC

Councillors and Senior Management receive quarterly updates against performance indicators from the corporate monitoring team and these are discussed at SMT. Relevant Cabinet members will also receive periodic performance reports for the Strategic Housing Service along with progress reports on the higher level strategic housing objectives.

A new set of performance and data quality processes is being developed to help improve delivery across the board especially relating to data collection and recording issues. Fortnightly meetings are now to be held with service heads and team managers across operational areas. These are designed to be more targeted and will cover data recording issues in detail. It is anticipated this more focused and regular approach will help increase the level of understanding of the core issues and improve the speed of their resolution.

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Methods for publicising outcomes around performance and VFM to citizens at large and service users in particular are being developed. In addition, progress and performance are subject to an annual performance review, incorporating VFM, under the framework established below.

9.0 Restructuring

The principles of VFM apply irrespective of where the services fit in with the corporate structure. Proposals for the restructure of strategic housing services have been developed and a new Homes and Renewal Department will be created. Any future restructuring of services within the newly created Department will address how a restructure will contribute to VFM.

10.0 Continuous improvement and action-planning.

The table below shows the actions that will contribute to continuous improvement.

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Service improvement plan for VFM Improvement area Action Timescale Lead officer Develop the Housing Strategy Service Restructure proposals in place July 2009 Alan Lunt. Jim Ohren including staffing levels and Service location. Develop a Housing Strategy Consultation on draft strategy June 2009 Jim Ohren completed. Strategy to be implemented. Service aims and objectives set and Incorporated in Housing Strategy December 2009 Jim Ohren publicised Broader strategic targets set to meet Incorporated in Housing Strategy and in May 2009 Jim Ohren aims and objectives team / individual plans. Improvement targets set for service Service Managers to agree targets, get May 2009 Team Managers delivery and cost savings buy-in from staff and publicise Jim Ohren Business-focused service targets set Incorporate in individual staff Ongoing Jim Ohren. Team Managers

Page 117 for performance and cost saving development plans Service standards set in consultation Implement consultation arrangements September 2009 Team Managers with customers and use feed-back to set standards Link to corporate plan and efficiency Link the new Housing Strategy targets December 2009 Jim Ohren targets and priorities to corporate plans and include any efficiency targets Performance and progress reporting Report performance on Housing Ongoing following continued Jim Ohren. Team Managers mechanism – internal, external and Strategy aims, objectives and targets implementation of Housing Strategy elected member s plus national indicators through SMT, Cabinet, Team briefings and communication with customers Agenda Item8 Benchmarking Identify suitable authorities and Ongoing Team Managers continue benchmarking exercises and identify areas of wide discrepancy Reducing costs Use benchmarking and internal Ongoing Jim Ohren. Team Managers assessment to identify areas of potential cost savings Good practice and knowledge sharing Participate / establish appropriate Ongoing Team Managers forums network and bring ideas to Management Team

Agenda Item8

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Agenda Item 8

Appendix 2

Value for Money Framework and bench-marking exercise

1. Audit Commission uses a process called Key Lines of Enquiry (KLOE) to establish whether or not VFM is being achieved in an organisation. In assessing VFM, the KLOE asks the following questions:

How do the organisation’s costs compare to others, allowing for local context, performance and policy choices? (Within this broader question are further questions about external factors affecting costs, quality of service, strategic priorities and collecting accurate information)

How is VFM managed, including through partnership and procurement, and taking a long term view? (Within this broader question are further questions about performance management, procurement methods, customer benefits, organisational culture, management and reporting arrangements).

2. The recommendations made by Audit Commission are to improve VFM within Strategic Housing Services by :

• establishing a clear framework and programme of actions to demonstrate and deliver improvements • developing a comprehensive understanding of how the costs of different elements of the service compare with other councils • routinely reviewing costs alongside service performance, and • establishing VFM indicators for different elements of the service and targets to improve performance over time

3. These recommendations have now been addressed through a programme of actions (set out in the plan above) along with a bench-marking exercise (set out below).

4. To illustrate the usefulness and findings of the bench-marking exercise, examples are as follows:

Homelessness Service

5. The cost of the service is low compared to others councils; In 2008 Sefton spent £1.40 per head compared with Blackpool (£2.86) and Southend (£10.60)

6. However the number of homeless cases prevented is low – 2 per thousand population compared with Blackpool with 5 per 1000 and Redcar/Cleveland with 10 per thousand. This comparison will guide the service to consider why this is the case.

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7. On the plus side Sefton’s use of bed and breakfast accommodation for homeless people is quite limited and the average number of cases overall in temporary accommodation is the second lowest out of the 16 comparison councils with, notably, no cases in hostel accommodation.

Private Sector Enforcement

8. One measure of performance is the number of vacant homes returned to occupation or demolished and Sefton does well here, performing in the top 25% nationally.

Disabled Facilities Grants (DFG)

9. The Improvement Grants team contribute to two social care indicators on timeliness on assessing peoples’ needs and on providing care packages – in this case disabled facilities grants. Overall the Directorate is performing slightly below target and work is being carried out on the performance recording system to enable performance in relation to DFG to be calculated separately. However the team uses an additional indicator, PDO45 which measures time taken between assessment and start of works and performance is improving year on year.

10. Ensuring value for money is not a task that can be undertaken then ticked off as complete; instead it is a process of continual review of cost, quality, performance and challenge of the way in which services are provided including the introduction of competition, consulting with the public and evaluating alternative methods of service delivery. The framework points to the need for managers and their teams to build this into their everyday work.

11. Other key elements of the Framework and improvement plan include the need to finalise the Service restructure; set service standards in consultation with customers and set local targets for service improvement and cost savings.

12. It is also important to note that although low cost – high performance is the ideal position, some services are expensive and it is for officers, members and customers to agree priorities. The newly developed Housing Strategy plus relevant Service Plans identify where priorities lie.

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Applying the Value for Money Framework

Strategic Housing Services

VFM is not just about cutting costs, it is about improving services and reinvesting in front line delivery. Value for money is achieved when the Council’s services achieve the optimum balance between relatively low costs, high productivity and successful outcomes. This balance requires monitoring and maintenance across the whole life of a service. VFM therefore has to be an integral part of the organisational culture and needs to be constantly reviewed to evaluate ways to drive up efficiency and effectiveness. This will be done by comparing the service to others, challenging the way in which services are provided, introducing competition, consulting with service users and the public and evaluating alternative methods of service delivery. The Objectives of the VFM Framework are set out in Section 4 of the Framework document.

A new Housing Strategy for 2008 – 2013 is being produced in conjunction with Sefton Housing Partnership. Consultation on priorities and targets has taken place across a wide spectrum. Residents and other stakeholders are involved in deciding aims and objectives through the implementation of a Consultation and Engagement Plan which has been drawn up by Sefton Equalities Partnership. The service standards and outcome / success measures set out in the Housing Strategy Action Plans are kept under review at officer level and reporting mechanisms are in place within the Cabinet structure.

Each service area will need to establish, in partnership with customers, a comprehensive and challenging set of service standards. This will help to determine quality, choice, timeliness and resource allocation and will ensure that the end product accords with decisions on service priority. Customers will be used to evaluate and provide feed-back. Where services have been outsourced or are delivered through partnership arrangements, a system will be put in place to ensure that suitable customer consultation arrangements exist and that standards are set and performance reports received.

A new set of performance and data quality processes will be developed to help improve delivery across the board especially relating to data collection and recording issues. Fortnightly meetings are now to be held with service heads and team managers across operational areas. These are designed to be more targeted and will cover data recording issues in detail. It is anticipated this more focused and regular approach will help increase the level of understanding of the core issues and improve the speed of their resolution.

Methods for publicising outcomes around performance and VFM to citizens at large and service users in particular are being developed.

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Strategic Housing Services – Benchmarking

The comparator group ‘nearest neighbour’ has been selected for this exercise. This grouping has been devised by CIPFA and is one of the comparator groups used by the Audit Commission in its VFM toolkit. The group contains authorities with similarities in demography, population and housing density, unemployment, mortality rates and council tax banding plus other indicators.

1. Homelessness service

Expenditure on homelessness

Compared to other authorities, as the tables show Sefton’s expenditure is low. The chart shows how expenditure per head has increased since 2005 but still lies within lower quartile

£ / head homelessness expenditure

Authority name 2008 Southend on Sea Borough Council 10.6 Medway Council 5.93 Redcar and Cleveland Borough Council 3.9 Calderdale Metropolitan Borough Council 3.04 Blackpool Council 2.86 North Tyneside Council 2.52 Plymouth City Council 2.15 Bury Metropolitan Borough Council 2.01 Darlington Borough Council 1.9 Dudley Metropolitan Borough Council 1.45 Sefton Council 1.4 Tameside Metropolitan Borough Council 1.33 Wirral Metropolitan Borough Council 1.1 St Helens Metropolitan Borough Council 0.88 Stockport Metropolitan Borough Council 0.84 Bolton Metropolitan Borough Council 0.8

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Homeless cases prevented per head of pop. (BV213)

Redcar and Cleveland though a top performer under this indicator is only an average spender. Darlington spends only slightly more per head (£1.9) than Sefton; in addition Darlington had a very low number of homeless acceptances in 2008 (53) compared with Sefton (113). There could be a learning opportunity with these authorities. Sefton is bottom quartile against this group.

BV213

Authority name 2008 Redcar and Cleveland Borough Council 10 Darlington Borough Council 7 Blackpool Council 5 Calderdale Metropolitan Borough Council 5 Tameside Metropolitan Borough Council 4 Wirral Metropolitan Borough Council 4 Bolton Metropolitan Borough Council 4 Plymouth City Council 3 Stockport Metropolitan Borough Council 3 St Helens Metropolitan Borough Council 3 North Tyneside Council 3 Medway Council 2 Southend on Sea Borough Council 2 Sefton Council 2 Dudley Metropolitan Borough Council 2 Bury Metropolitan Borough Council 1

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Homelessness prevented and expenditure on homelessness

Cases accepted as homeless (HSSA Hse 1aa)

The authorities with the highest level of acceptances are amongst those with the lowest level of expenditure on homelessness suggesting a causal link for some but not others; Sefton has the lowest level of acceptances in the group but also relatively low expenditure.

HSSA HSe 1aa

Authority name 2008 North Tyneside Council 524 Wirral Metropolitan Borough Council 496 Bolton Metropolitan Borough Council 436 St Helens Metropolitan Borough Council 426 Dudley Metropolitan Borough Council 372 Medway Council 350 Plymouth City Council 350 Bury Metropolitan Borough Council 345 Stockport Metropolitan Borough Council 229 Redcar and Cleveland Borough Council 191 Calderdale Metropolitan Borough Council 171 Tameside Metropolitan Borough Council 140 Southend on Sea Borough Council 127 Sefton Council 113 Blackpool Council 102 Darlington Borough Council 53

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Homelessness level of acceptances and expenditure on homelessness

Number accommodated in B&B (P1e) and average length of stay (183a)

The tables show that Sefton’s use of B&B is limited and reasonable in comparison with others. Compared with nearest neighbours Sefton is average but makes substantially less use than its Merseyside neighbour, Wirral.

P1e (accommodated in b&b)

Authority name 2008 Wirral Metropolitan Borough Council 13 Medway Council 12 Redcar and Cleveland Borough Council 10 Plymouth City Council 8 North Tyneside Council 7 Tameside Metropolitan Borough Council 5 Bury Metropolitan Borough Council 4 Sefton Council 4 St Helens Metropolitan Borough Council 3 Dudley Metropolitan Borough Council 2 Calderdale Metropolitan Borough Council 2 Bolton Metropolitan Borough Council 1 Darlington Borough Council 0 Blackpool Council 0 Stockport Metropolitan Borough Council 0 Southend on Sea Borough Council 0

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183a (average length of stay in b&b)

Authority name 2008 Southend on Sea Borough Council 5.16 North Tyneside Council 4.09 St Helens Metropolitan Borough Council 3 Medway Council 3 Redcar and Cleveland Borough Council 2.7 Plymouth City Council 2 Blackpool Council 2 Wirral Metropolitan Borough Council 1.37 Darlington Borough Council 1 Dudley Metropolitan Borough Council 0.66 Calderdale Metropolitan Borough Council 0.61 Bolton Metropolitan Borough Council 0.43 Stockport Metropolitan Borough Council 0 Bury Metropolitan Borough Council 0 Tameside Metropolitan Borough Council 0

Average length of stay in hostels (183b) and number in temporary accommodation (P1e)

The tables and chart shows that Sefton does well in this indicator; low levels of expenditure but low levels of use of temporary accommodation compared to others.

183b (average length of stay in hostels )

Authority name 2008 Medway Council 27.5 Blackpool Council 14.34 Southend on Sea Borough Council 13.55 Bury Metropolitan Borough Council 9.23 St Helens Metropolitan Borough Council 8.8 Stockport Metropolitan Borough Council 2.67 Bolton Metropolitan Borough Council 0 Calderdale Metropolitan Borough Council 0 Darlington Borough Council 0 Redcar and Cleveland Borough Council 0 Plymouth City Council 0 Dudley Metropolitan Borough Council 0 Wirral Metropolitan Borough Council 0 Tameside Metropolitan Borough Council 0 Sefton Council 0 North Tyneside Council 0

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P1e (number in temp)

Authority name 2008 Medway Council 366 Plymouth City Council 90 North Tyneside Council 78 Southend on Sea Borough Council 73 Tameside Metropolitan Borough Council 58 Dudley Metropolitan Borough Council 56 Stockport Metropolitan Borough Council 50 Calderdale Metropolitan Borough Council 49 Bolton Metropolitan Borough Council 49 Bury Metropolitan Borough Council 47 Redcar and Cleveland Borough Council 43 Blackpool Council 37 St Helens Metropolitan Borough Council 34 Wirral Metropolitan Borough Council 23 Sefton Council 14 Darlington Borough Council 1

Homeless households in temporary accommodation and expenditure on homelessness

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2. Merseyside Homelessness Benchmarking Club

The charts below have been provided by Merseyside Homelessness Bench-Marking Club and assist the service in identifying performance issues and best practice.

Sefton Homeless decisions jan 06 to dec 08

100 90 90 80 70 72 66 65 68 61 60 57 50 51 49 50 40 40 30 33 20 10 0 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15

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BV 213 Prevention cases 2007 - 8

500 433 450 381 391 400 350 300 231 250 207 200 152 150 100 50 0 Liverpool Wirral Sefton Halton St. Helens Knowsley

Homeless acceptances for the last 3 years

847 900 800 688 700 600 525 466 496 500 426 467 400 315 337 344 345 259 300 245 221 242 236 200 113 100 69 0 Halton Knowsley Liverpool Sefton St. Helens Wirral

2005/6 2006/7 2007/8

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Temporary accommodation at 31st Dec. 2008

200 180 180 158 160 140 B & B 120 Hostels 100 80 LA/HA stock 60 40 27 27 26 31 Total 10 6 814 6 7 20 0 0 1 0 11 2 0 03 2 1 0 0

y al ton ool on sle p t ens al ef el H S Wirr ver H now Li t. K S

Total Youth homelessness across Merseyside - jan 1 to 31 dec 2008 - last 4 Qs

20 17 18 14 15 15 13 jan to march 2008 total 11 April to june 2008 total 10 6 July to sept 2008 total 5 5 4 5 2 3 2 3 Oct to dec 2008 1 11 1 1 0 0 1 0 0

l n n ns ey lto l a le s Wirral e verpoo Sefto H Li St. H Know

3. Private Sector Enforcement

BV 64 Private sector dwellings returned into occupation

Sefton Council performs well against this grouping and is in national top quartile.

BV 64

Authority name 2008 Calderdale Metropolitan Borough Council 383 Redcar and Cleveland Borough Council 241 Wirral Metropolitan Borough Council 177 North Tyneside Council 155 Sefton Council 126 Bury Metropolitan Borough Council 116 Stockport Metropolitan Borough Council 92 Dudley Metropolitan Borough Council 91

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Bolton Metropolitan Borough Council 91 St Helens Metropolitan Borough Council 85 Plymouth City Council 83 Darlington Borough Council 77 Tameside Metropolitan Borough Council 70 Southend on Sea Borough Council 54 Medway Council 42 Blackpool Council 34

4. Housing services

Sefton spends substantially less on housing services than its comparator authorities even though a number of the higher spenders are also LSVT authorities .

£ /head – housing services

Authority name 2008 St Helens Metropolitan Borough Council 63.71 Blackpool Council 55.1 Wirral Metropolitan Borough Council 51.82 Bury Metropolitan Borough Council 49.93 Southend on Sea Borough Council 48.53 Plymouth City Council 46.95 Tameside Metropolitan Borough Council 45.37 Darlington Borough Council 41.32 Calderdale Metropolitan Borough Council 37.13 Medway Council 35.41 Sefton Council 29.61 Redcar and Cleveland Borough Council 28.9 Dudley Metropolitan Borough Council 28.37 North Tyneside Council 12.48 Bolton Metropolitan Borough Council 12.43 Stockport Metropolitan Borough Council 6.98

5. Improvement Grants Service (Disabled facilities Grants)

There are two indicators relevant to DFGs: NI 132 and NI 133 which measure timeliness of assessments and provision of service respectively. At the present time it is not possible to separate out the DFG component from the other social care components which go to make up the performance on these indicators, therefore it is not possible to benchmark against these indicators.

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However, work is being carried out on the recording system which will allow performance to be monitored in relation to DFGs in the future. Also, there has been some benchmarking around policy and procedures with other North West authorities and GONW have gathered information from local authorities for the same purpose.

6. Staffing

Homelessness and Housing Options staffing

Sefton

Head of homeless service Clerical officer Senior homeless officer Homeless persons officer Hostel manager (residential) Hostel manager (peripatetic) x 2 Advice and prevention worker Homeless prevention/housing advice worker

Managers : 2 Housing assistants: 8

St Helens

Housing Options Manager PO9 Team Leader Operations PO1 2x Senior Housing Options Officers Sc6 5x Housing Options Officers Sc5 Performance Assistant Sc3 Senior Housing Options Assistant Sc3 3x Housing Options Assistants Sc2 Travellers Site Warden Sc1 Team leader Service Development PO1

Managers : 3

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Housing assistants: 13

Wirral

Rehousing services manager (classed as half post as also manages Wirral CBL) Housing options manager Deputy manager (resources) Deputy Manager (housing options) Deputy manager (homelessness) Quality and performance officer Resource assistant Clerical assistants x 2 Assistant housing advisors x 2 Housing options advisors x 5 Private sector liaison officer Private sector assistant

Private sector tenancy support officer Homelessness officers x 3 Temp accomm officer Homeless persons support officer

Managers : 4.5 Housing Assistants : 19

Warrington

Homelessness & Hsg Advice Manager Assistant Manager 2x Senior Housing Options Officers 4x Homeless & Housing Advice Officers 1x Customer Service Officer

Managers: 2 Housing assistants: 7

Darlington

Housing Options and Support Manager 3 x Full-time Housing Options/Homeless Officers 2 x Part-time Housing Options/Homeless Officers 1 x Single Point of Access Officer for Hostel accommodation

Managers : 1 Housing assistants: 6

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Page 134 Agenda Item 9

REPORT TO: CABINET MEMBER REGENERATION

DATE: 30 th September 2009

SUBJECT: Former Peoples Showroom – Potential Replacement for St John and St James Church, Klondyke.

WARDS AFFECTED: Derby

REPORT OF: Alan Lunt, Housing Market Renewal Director 0151 934 4580

CONTACT OFFICER: Lee Payne, HMR Programme Co-ordinator 0151 934 4842

EXEMPT/CONFIDENTIAL: No.

PURPOSE/SUMMARY: To brief Members on a proposal put forward by St John and St James Church, Bootle to refurbish the former Peoples Showroom for use as a place of worship and community facility.

REASON WHY DECISION REQUIRED:

To enable the Church Commissioners to assess the proposal and commit further resources to developing the project knowing that members are happy with the principle.

RECOMMENDATION(S):

That Cabinet Member Regeneration notes the contents of this report, and authorises officers to continue discussions on this project with the church, pending the submission of a full committee report seeking authority to dispose of the site and to commit HMR resources.

KEY DECISION: No

FORWARD PLAN: Not appropriate

IMPLEMENTATION DATE: Following the expiry of the Call in Period for the minutes of this meeting.

Page 135 Agenda Item 9

ALTERNATIVE OPTIONS:

The present Church has become seriously dilapidated, and repeated investigations have deemed it too costly and impractical to repair. In 2004 the congregation moved out and are presently worshipping in the adjacent hall, which itself is beyond economical repair. There are no alternative re-location options in the area. The intention is for the existing Church to be demolished and re-developed by a private developer as part of ongoing Housing Market Renewal activity.

IMPLICATIONS:

Budget/Policy Framework:

Financial: None as a result of this report.

2009/ 2010/ 2011/ 2012/ 2010 2011 2012 2013 CAPITAL EXPENDITURE £ £ £ £ Gross Increase in Capital Expenditure Funded by: Sefton Capital Resources Specific Capital Resources REVENUE IMPLICATIONS Gross Increase in Revenue Expenditure Funded by: Sefton funded Resources Funded from External Resources Does the External Funding have an expiry When? date? Y/N How will the service be funded post expiry?

Legal: None

Risk Assessment: The key risk is that the Church will be unable to secure the necessary funding required for the project. A further report following full Financial Appraisal will be brought to Cabinet Member / Cabinet detailing the costs, and funding sources that demonstrate that the project is viable.

Page 136 Agenda Item 9

Asset Management: This investment will provide a shared community facility to replace the one lost by the demolition of the current St John and St James Church building.

CONSULTATION UNDERTAKEN/VIEWS FD 160 - The Finance and Information Services Director has been consulted and has no comments on this report

The Legal Services Director has also been consulted in the preparation of this report.

CORPORATE OBJECTIVE MONITORING:

Corporate Positive Neutral Negative Objective Impact Impact Impact 1 Creating a Learning Community a 2 Creating Safe Communities a 3 Jobs and Prosperity a 4 Improving Health and Well-Being a 5 Environmental Sustainability a 6 Creating Inclusive Communities a 7 Improving the Quality of Council Services and a Strengthening local Democracy 8 Children and Young People a

LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT

N/A

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1.0 BACKGROUND

1.1 The present St John and St James Church building, Kirby Road, Orrell, lies within the Klondyke Housing Market Renewal intervention area. The Church building is seriously dilapidated and has been deemed too costly and impractical to repair. The Housing Market Renewal team have been in discussions with the Church Commissioners for some time to find an alternative location for the Church. The site of the current Church has been earmarked for housing development as part of the market renewal programme. The current Church is located immediately adjacent to a successful development of 12 social rented houses that were developed by Riverside Housing Association and occupied in Spring 2007.

1.2 A full Financial Appraisal for this project is not yet available. When this information is available a further report will be tabled seeking permission to dispose of the showroom site, detailing what contribution from Housing Market Renewal resources is required in order to successfully relocate this important local facility, However, in order to move forward with this project the Church require the ‘in principle’ support of members for the scheme as proposed before further funding is committed, and to enable them to satisfy their own internal approval processes.

2.0 Project Proposal

Overview

2.1 The former People’s Showroom building is located in the north east of the site, adjacent to Linacre Lane. The Church have appointed architects to develop a refurbishment scheme that will utilise the existing building as a place of worship and community facility.

2.2 Planning Consent for the refurbishment scheme was granted on the 16 th September 2009.

Existing Site Proposals

2.3 The Church have agreed to sell their current site to a house builder with the proceeds of the sales being ‘ring fenced’ for use in the refurbishment of the former People’s Showroom building. Originally, it was intended that the Council acquire the Church utilising Housing Market Renewal resources. Thus the involvement of a developer partner has secured a significant saving to the Council. This housing development will be Phase 2 of the successful Kirby Road scheme with the house builder acting as contractor and agreement having been reached with Riverside Housing Association to purchase the units for social rent.

Budget/Costs

2.4 The estimated project costs for the refurbishment of the People’s Showroom are as follows:

Refurbishment (ex VAT) £790k Landscaping/External £50k Temporary Accommodation £10k Fees £65k VAT payable £111k TOTAL £1.02m

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2.5 The church have already put together a budget of £553k, and are confident of finding a further £225k for a number of sources giving a draft budget from the church of £778k.

2.6 The Church are currently evaluating options to bridge the budget gap, with possible revisions to the building specification allowing the required savings without impacting significantly upon the quality or function of the final building.

Disposal

2.7 The Church has instructed legal representatives to act on their behalf, and discussions are currently underway regarding Heads of Terms.

2.8 Because the project budget will not allow the Church to receive a receipt for the site, (the capital value from the sale of their existing site to be recycled into refurbishment), subject to Members approval it is proposed to dispose of the showroom site to the Church for a nominal sum, subject to confirmation that the scheme would not be viable without reducing the acquisition cost of the showroom, as demonstrated by a detailed financial appraisal. An open market valuation of the site is currently being prepared so that members will be able to consider the value of the discounted land when making the final decision on disposal.

Remedial Works

2.9 The People’s site is known to be heavily contaminated, however this is concentrated to the south of the site. If the site is to be developed for housing as planned then remediation work will be required to deal with the contaminants.

2.10 The area designated for disposal to the Church is not as heavily contaminated as other parts of the site. This portion of the site is a former petrol station and therefore the primary issues that will need to be dealt with are the removal of redundant storage tanks and pipe work. As this remedial work will have to be done under the HMR programme when the site is finally developed for housing it is proposed that the remediation of the site designated for disposal to the church is carried out prior to disposal.

2.11 In order to develop the site for housing an access road will be required taking pedestrian and vehicular traffic off Linacre Lane. This access road will also provide access to the new church site, and therefore as part of this project the construction of the new access road now to afford access to the new Church and community building will be undertaken as part of the scheme

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REPORT TO: Planning Committee Cabinet Member: Regeneration Cabinet

DATE: 16 th September, 2009 30 th September, 2009 1st October, 2009

SUBJECT: Core Strategy – The Spatial Strategy: Where should development be located?

WARDS AFFECTED: All

REPORT OF: Planning & Economic Regeneration Director

CONTACT OFFICER: Steve Matthews, Ext 3559

EXEMPT/ No CONFIDENTIAL:

PURPOSE/SUMMARY:

To inform Members of the key findings of the background studies, how these, and the results of the early consultation reported to Members during the previous committee cycle, are helping to shape a Spatial Strategy for the borough (i.e. where development should be located) during the next 15 – 20 years.

REASON WHY DECISION REQUIRED:

The Spatial Strategy will provide a framework for future investment decisions, in particular how Sefton can best accommodate its future housing, employment and other land needs over the next 15 – 20 years.

RECOMMENDATION(S):

1. That Planning Committee & the Cabinet Member: Regeneration: • note the key issues arising from the studies carried out to dated, and the implications that these will have on setting priorities to be addressed in the Core Strategy; • agree that the issues outlined in section 5 are strategic priorities to be included in the Core Strategy, and endorse the spatial strategy set out in section 6 of this report; • draw to Cabinet’s attention any major issues that it considers should be given priority in order to further the Council’s corporate objectives as we prepare the Core Strategy; and • indicate their views on the options for meeting future development needs in Sefton based on the options set out in sections 6 & 7.

2. That Cabinet: • agrees that the issues outlined in section 5 are strategic priorities to be included in the Core Strategy; • approves the spatial strategy set out in section 6 of this report; and • highlights any other issues that it thinks should be given priority in the Core Strategy in order to further the Council’s strategic objectives and priorities; and • indicate their views on the options for meeting future development needs in Sefton based on the options set out in sections 6 & 7.

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KEY DECISION: NO

FORWARD PLAN: NO

IMPLEMENTATION DATE: N/A

ALTERNATIVE OPTIONS: There are no alternative options; we have a statutory duty to prepare a Core Strategy for Sefton as part of our Local Development Framework, setting out the spatial planning framework for Sefton for the next 15 – 20 years.

IMPLICATIONS:

Budget/Policy Framework: N/A

Financial: N/A

2006/ 2007/ 2008/ 2009/ 2007 2008 2009 2010 CAPITAL EXPENDITURE £ £ £ £ Gross Increase in Capital Expenditure Funded by: Sefton Capital Resources Specific Capital Resources REVENUE IMPLICATIONS Gross Increase in Revenue Expenditure Funded by: Sefton funded Resources Funded from External Resources Does the External Funding have an expiry date? Y/N When? How will the service be funded post expiry?

Legal: N/A

Risk Assessment: N/A

Asset Management: N/A

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CONSULTATION UNDERTAKEN/VIEWS The report draws on major consultation carried out in spring and early summer on issues and options for meeting the future development needs of the Borough. The report also highlights the conclusions of a number of studies, some of which have themselves been the subject of consultation. It also builds on a report considered by the Sefton Borough Partnership in August, which set out the links between the Sustainable Community Strategy and the Core Strategy.

CORPORATE OBJECTIVE MONITORING:

Corporate Positive Neutral Negative Objective Impact Impact Impact 1 Creating a Learning Community √ 2 Creating Safe Communities √ 3 Jobs and Prosperity √ 4 Improving Health and Well-Being √ 5 Environmental Sustainability √ 6 Creating Inclusive Communities √ 7 Improving the Quality of Council Services and √ Strengthening local Democracy 8 Children and Young People √

LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT

North West of England Plan – Regional Spatial Strategy to 2021, GONW, September 2008 Draft Strategic Housing Land Availability Assessment, WYG, August 2009 Strategic Housing Market Assessment 2008 (final draft), Fordham, June 2009 Draft Employment Land & Premises Study, BE Group, May 2009 Retail Strategy Review & town centre health checks, WYG, July 2009 Strategic Flood Risk Assessment, Atkins, June 2009 Green Space Strategy, October 2008 Draft The Economic Impact of EU and UK Climate Change legislation on Liverpool and the Liverpool City Region, Regeneris Consulting and Quantum Strategy & Technology, 2009 Southport Investment Strategy, July 2008

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1. Background

1.1 In the previous Committee cycle, Members considered a report setting out the results of the early consultation undertaken to inform Sefton’s Core Strategy. This set out the key issues arising from the consultation; a number of other opportunities that were also identified; and a summary of the implications arising.

1.2 Over the past few months, Members have also received a number of reports setting out the conclusions of a number of draft studies that need to inform the preparation of our Core Strategy.

1.3 In August the Sefton Borough Partnership considered a report setting out the emerging vision and strategic objectives for the Core Strategy. The report sought confirmation that these were consistent with what the Borough Partnership is trying to achieve through the Sustainable Community Strategy. This link is important as the Community Strategy and our Core Strategy are expected to share a similar vision and ‘story of place’, and should share indicators which are jointly monitored. The Community Strategy is in the process of being refreshed, so the work that we do on the Core Strategy can influence what goes into the Community Strategy.

1.4 This report attempts to draw these elements together, so that we can confirm that the evidence supports our Preferred Strategy – what we want Sefton to be like in 15 – 20 years time - and what we need to do to get there. This will influence our work programme over the next few months.

2. Key Issues Arising From Early Consultation

2.1 Based on the workshops held in each Area Committee area and other consultation with a wide range of groups and organisations, a number of key issues were identified:

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• There is a difficulty in meeting housing land supply within the built-up area purely by developing brown field sites. • A particular need exists for more affordable homes throughout the Borough, but especially in Southport. • There is a need to protect employment land across the whole Borough to meet future needs. • There is a need to explore opportunities for further employment land in the north of the Borough, but there are very few obvious sites within the built up area. Sites immediately adjoining the built-up area are generally in the Green Belt and some are at risk of flooding, or protected nature sites. • Local people value their local green spaces – whether parks or other nature sites – and believe that they should be protected from future development, and where appropriate, enhanced. • Future development must take account of flooding which was a concern of many residents, who realised this was likely to become a greater risk in the future. • There was a consensus that town centres needed to be strengthened because of their vital role in providing local facilities and services. Many were concerned about the closure of small local retailers and felt this was a sign of decline, which needed to be halted. • Gaps in facilities were identified – particularly for young people, and the need for better access to health services was also highlighted. • Valued features such as the canal and coast should be enhanced, and where appropriate, positively exploited.

3. Study Outcomes

3.1 The draft results from a number of the background studies have been reported to Members over the past few months. These include two housing studies, an employment land study, the retail strategy review, and the strategic flood risk assessment. In this section of the report the key recommendations of each are set out, and what they mean for the various parts of Sefton. Other studies, such as the economic assessment for delivering affordable housing, the Green Space & Recreation Study, & the Ecological Framework, are still on-going and will be reported to Members in due course. All the studies will inform how we address the issues set out in section 2 above.

(1) Strategic Housing Market Assessment (SHMA)

3.2 This Study shows that there is a requirement for 1,230 affordable dwellings over 5 years i.e. 246 units a year. In terms of house type, whilst most of the need is for market housing is smaller family dwellings to meet the needs of smaller household size and an ageing population, the largest requirement in the social rented sector is for larger family houses (4+ bedrooms).

3.3 The Study indicates that almost 40% of the gross annual need for affordable housing (i.e. 4,062 dwelling a year) live in Southport. Almost 20% of the need is in Bootle, with approximately 15% of the need in each of Crosby and Netherton. The remaining 10% of the need is in Formby and Maghull.

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However, when allowance is made for the supply of current affordable housing, the net housing need (i.e. 2,398 per annum) by sub area changes to 51% in Southport, almost 17% in Crosby, over 11% in Bootle, and about 7% in Maghull, Formby and Netherton (which includes Litherland & Ford). Furthermore, when people who are on housing benefit in the private rented sector, or people who pay more than 25% of the household income on housing (both of whom have an affordable housing need, albeit not a priority need), the pressing need in Sefton (as a whole) reduces this requirement to 246 dwellings a year, or 1236 over 5 years. Unfortunately, it is not possible to break this figure down geographically to provide the priority need in each area.

(2) Strategic Housing Land Availability Assessment (SHLAA)

3.4 The draft housing land supply study (SHLAA) report is currently out at consultation (until 1 st October). The draft report indicates that there is only enough land in the urban area to be able to meet our regional strategy (RSS) housing requirements (500 dwellings a year net of clearance replacement) until approximately 2018. This capacity may be further reduced if the following sites are excluded:

a) sites that are currently in employment use but are not located within a Primarily Industrial Area in the UDP; and

b) some green space sites which have been identified as being of lesser value, (although the consensus from people attending the consultation workshops in the spring was that all green space should be retained).

3.5 The following table shows that the majority (approximately 40%) of the estimated future housing land supply is in Southport, with 18.4% in Linacre & Derby, and 16.2% in St Oswald & Netherton & Orrell. The other areas can only each contribute less than 10% of the estimated housing land supply.

Area Committee area Yield % of estimated housing land supply Crosby 369 8.4 Formby 311 7.1 Linacre & Derby 811 18.4 Litherland & Ford 206 4.7 Sefton East Parishes 219 5.0 Southport 1,770 40.2 St Oswald Netherton & Orrell 713 16.2 Total 4,399 100

(3) Employment Land & Premises Study (EL&PS)

3.6 The draft employment land supply study indicates that south Sefton has 80 percent of the sites and 76 percent of the total employment land supply in the Borough. The retention of the vast majority of the sites is important because they have scope to continue providing local employment opportunities through, and beyond, the Core Strategy plan period. However, one Opportunity Site allocated in the UDP (land at

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Aintree Curve) is no longer considered to be suitable for employment use, and is seen by the consultants as more appropriate for residential use.

3.7 The study highlights the issues associated with the Port resulting from a lack of available land for port related uses within the port estate, making the retention of suitable land in proximity to port operations a key priority. This accords with the regional strategy (RSS), which requires land to be safeguarded close to port in Sefton for logistics, transport and port-related development. Further growth is likely to be difficult without a comprehensive partnership approach between Peel Ports, Sefton and Liverpool to address how growth needs could be satisfactorily resolved along the key routes to and from the port. This will include reconciling port-related functions, such as container storage and warehousing, with local authority objectives of improved environments and activities that create more jobs.

3.8 The study also indicates that there is a shortage of good quality office space, although it acknowledges that there are opportunities at the Southport Business Park and the emerging Atlantic Park. There is also scope to refurbish the existing stock, particularly in Bootle town centre.

3.9 Because of the limited availability of employment land in the north of Sefton, the ‘backland’ sites associated with residential areas, especially in East Birkdale (i.e. the area east of the railway line), serve as an important component of the current supply. Whilst individually small, collectively they are an important resource. Most are already in employment use, or are constrained by issues of multiple ownerships, difficult access arrangements and/or proximity to residential properties. Given the local employment role performed by these sites, it is important that the Council should not automatically assume, or approve, their development for non-employment uses. Notwithstanding this, it is apparent that the emerging draft housing land supply study is assuming that some of these sites could make a positive, if modest, contribution to Southport’s housing supply over the medium to longer term. Clearly these conflicting pressures will need to be balanced as the Core Strategy moves forward.

3.10 The Study concludes that, as a consequence of the limited land availability within the borough, Sefton needs to take a robust stance to the protection of existing employment site and premises, even where individually these may represent small opportunities. None of the sites allocated in the UDP should be de-allocated. If all the land currently allocated for employment purposes is retained, there is a need for an additional 49 hectares of employment land in Sefton. The majority of this is required to meet employment needs in the north of the Borough, and specifically, there will be a need to identify a successor site to the Southport Business Park.

(4) Retail Strategy Review and town centre health checks

3.11 The health checks for Southport and Bootle confirm that the ‘credit crunch’ has had an impact on both town centres, as it is doing on all retail centres across the country. In general terms, whilst there have been some matters of concern, both centres seem to have weathered the impact of the recent economic downturn reasonably well and, in general, no worse than other similar centres. However, there is no room for complacency as competition from other retail centres and out-of-centre retail developments is increasing. The need for continuing investment and the enhancement of Southport and Bootle’s respective retail offers is essential, if their

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vitality and viability are to be protected and enhanced, and their position in the retail hierarchy is not to suffer in the future.

3.12 In Southport, there is a need to identify additional comparison floorspace required over the period to 2021 (i.e. 23,000 sq m gross) in North Sefton and particularly in Southport Town Centre, which will need to meet the vast majority of this need.

(5) Strategic Flood Risk Assessment

3.13 The Strategic Flood Risk Assessment (SFRA) provides a strategic overview of flood risk in Sefton.

3.14 River flooding is identified as the main source of flood risk in Sefton – linked to the Alt and Crossens. The areas at greatest risk – and where river flood risk may limit the range of acceptable future land uses – include: • most of the land to the east of the Formby By-pass; • the Power House site, Formby; • land around the Sefton Meadows area in Maghull; and • small areas to the north and east of Southport.

3.15 Development for new housing (including potential development on land currently in the Green Belt) may also be constrained in much of the River Alt corridor and north of Southport. Subject to minor boundary changes to the development site allocated in the Unitary Development Plan to exclude small higher flood risk areas, the Town Lane area is not significantly constrained by river flood risk.

3.16 Surface water flooding is the next most important source of flood risk in Sefton after river flooding. However, it is not possible to assess the probability (i.e. 1 in so many years) of surface-water flooding occurring in any area, as Council and United Utilities records show only that surface-water flooding has been reported in a general location.

3.18 Climate change will increase the severity and frequency of flood risk, especially from heavy rainfall. The uncertainty surrounding detailed climate change predictions makes it difficult to assess how this will affect different parts of Sefton.

3.19 Although not modelled in the SFRA, coastal erosion is occurring on the Sefton coast, particularly at Formby. This too will also have an impact on where new development should be allowed in future.

(6) Greenspace & Recreation (PPG17) Study & Green Infrastructure

3.21 Work on the Green Space and Recreation Study is nearing completion. This will provide the evidence for green space and recreation issues in the Core Strategy. Green space, including recreation space, is essential if we are to provide sustainable communities within a high quality natural and built environment, and forms part of Sefton’s wider Green Infrastructure.

3.22 The study is based on the current situation. It will not take account of any proposed development that may occur, for example, as a result of existing planning permissions, or when land identified in the SHLAA is developed for housing, or other development takes place. It also looks only at the current use of greenspace and

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identify deficits and criteria for assessing these, but does not go as far as recommending what changes should be made to any area in order to meet wider green space needs.

3.33 A further piece of work, looking at Green Infrastructure, will help us identify which are the key areas, what functions they perform, and what deficits in provision of green space need to be met. However, taking into account the comments generated in the consultation workshops held in the spring, the consensus seems to be that the majority of green space should be retained and enhanced rather than developed to meet other needs.

(7) Local Transport Plan 3 - 2011 onwards

3.34 The next Local Transport Plan has to be developed to start in April 2011. New guidance emphasises the need for this to propose appropriate solutions to identified challenges, hence must have a strong evidence base, support national transport policies and priorities but integrated with and focus on local needs and objectives.

3.35 Hence it will be essential that LTP3 reflects and supports Local Development Frameworks and each District's Sustainable Community Strategy with Local Area Agreements forming the heart of new performance frameworks. Consequently it will be important for the Local Strategic Partnership and all areas of the Authority to be involved in the development of both transportation strategies and implementation plans.

3.36 The outcome of the LDF consultation to date and development of the Core Strategy will guide our input to the LTP3 process that will be managed through Cabinet Member Technical Services and established management and consultation processes. Current Keys issues centre on promoting the economy and climate change that at a local level will require measures to improve access, better manage and maintain existing assets and promoting sustainable transport.

4. What does this mean for Sefton?

4.1 All the studies indicate that there will be intense pressure on land in the urban area and an alternative supply will be required if Sefton is to meet its needs for the whole of the plan period (to 2026). The implications are different in each part of Sefton, and in this part of the report, the needs and requirements of each main settlement area are set out.

4.2 Sefton is constantly evolving. We need to understand the factors that influence it as we prepare the Core Strategy. These relate to changing characteristics of the population and its needs, and the tensions and opportunities arising from the mix of people and places: • Sefton is not an island! It is part of an urban and rural network which covers the whole of Merseyside and the adjoining area of West Lancashire • Sefton is also part of the Liverpool City region which has major impacts on the borough e.g. 40% of Sefton residents travel outside the borough to find work, but many people also travel into Sefton for work • The Indices of Multiple Deprivation show that 25% of Sefton’s population is in the 20% most deprived wards nationally

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• The population of Sefton is projected to be fairly stable or to decline slightly over the period of the Core Strategy; however, average household size is falling, mainly because more people are living on their own; this means we need to provide a significant number of new homes to house a similar number of people • There are structural changes within the population: the population of Sefton is growing older - by 2014 the number of people aged 65+ is expected to overtake the number of people aged under 20.

4.3 Other factors that we need to take into account include: • ‘narrowing the gap’ – reducing inequalities & deprivation; • meeting the needs of an ageing population (e.g. homes, health and social care); • the challenge of encouraging new jobs and investment at a time of recession; & • the need to accommodate the growth of the Port.

4.4 In addition, national guidance and the Regional Strategy (RSS) set out many requirements which the Core Strategy must address. These include the need to: • provide land for 11,000 new homes by 2026 to meet needs generated within Sefton; • provide enough employment land to meet the needs of the Borough; • address what Sefton needs to do to meet the needs of a low carbon economy; & • respond to the challenge of climate change.

4.5. The Council will need to address the spatial implications of these, and any other issues that may emerge, in the Core Strategy. They will not affect all of Sefton in the same way, and the needs of each community are varied, reflecting the different character and demographics of each settlement area.

4.6. The next section of this report sets out what this means for each main settlement area.

(1) Southport

4.7. Southport is the largest settlement in Sefton and contains approximately one third of its population. It has a high demand for affordable housing (more than 600 units), and contains about 40% of the potential future housing land supply (1,770 dwellings, excluding existing planning permissions). However, even if all these new dwellings are built on all the identified sites, this equates to less than 70% of the requirement for new homes in Southport based on household growth.

4.8. The housing land supply study (SHLAA) assumes that some ‘backland’ sites in East Birkdale and some greenspace sites (e.g. the site of Bootle High School) will contribute to this meeting this requirement. The Core Strategy & Site Allocations DPD will need to determine what the balance is between these sites remaining in their current use, particularly if the site is currently used for employment purposes (see paragraph 4.10 below), or whether it can be developed for housing or some other use.

4.9. Southport also has an ageing population – almost half the population is aged 45 or over, and more than 25% is of retirement age. This has implications not only on the type of housing required in the future, but also on service provision, leisure, transport etc.

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4.10. The employment land supply study (see paragraphs 3.6 – 3.10 above) indicates that the East Birkdale area comprises an important component of the employment land supply in Southport, and that where sites are currently in employment use, this should be retained. It does, however, recognise that some sites could contribute to meeting housing needs, whilst the Greenspace Strategy indicates that parts of this area are less accessible to green space than the Sefton target.

4.11. This Study also indicates that there is a need to find a successor site for the Southport Business Park in about 2018.

4.12. Southport is also a major tourist resort, which is currently being re-branded as a ‘classic resort’. The Southport Investment Strategy has been adopted by the Southport Partnership and the Council, and will guide its future development. A masterplan has been prepared which provides a development strategy for the seafront area that focuses on a number of key themes including:

• Public realm and greenspace - the key to the regeneration of the area is to improve the public realm, to build on the attractiveness of the seafront and maximise its potential as a visitor attraction and public recreation area, by developing a unified landscaping strategy for the seafront include planting, paving, lighting and signage.

• Town centre links - in order to encourage people to move between the town centre and the seafront - and vice versa - the linking streets need to be made more attractive places to move through.

• Transport - With the expected rise in visitor numbers, new projects will need to focus on car parking and moving people quickly, cheaply and effectively around the seafront area.

• Urban design - to enhance the image of the area, provide landmarks in the form of striking architecture and act as gateways to particular spaces.

4.13. Southport town centre serves not only the local area, but also serves parts of West Lancashire. However, there is a need for further investment to ensure that the centre remains vibrant and is able to continue to serve its catchment area, as indicate in paragraph 3.12 above. The town is also served by a number of local centres.

(2) Formby

4.14. Formby is surrounded by land which is constrained by a variety of factors, such as areas which are subject to coastal erosion, areas at risk of flooding, high quality agricultural land, and sites of nature conservation interest. This limits its potential for growth. The strategic housing study estimates the urban area of Formby can accommodate approximately 300 additional dwellings excluding existing planning permissions, which is approximately half the number needed to meet Formby’s future housing needs based on household growth. There is a small need for some affordable housing to be provided (about 80 units).

4.15. There are a number of small employment sites in the urban area, some of which have already been redeveloped for housing. It is expected that this trend will continue. Whilst the Formby (Stephenson’s Way) Industrial Estate is well located and could be developed further to meet employment needs generated in the north of

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Sefton, the fact that it is located in an area at risk of flooding (Flood Zone 3b) means that it should not be developed unless there are no better alternatives elsewhere in Sefton.

4.16. People attending the consultation workshop held in the spring felt that whilst the range of shops could be improved and a lack of parking was also an issue in the village centre, it was not felt that there were any serious gaps that needed to be filled, and the centre was generally fit for purpose. However, there is a lack of services and facilities for young people, and public transport access can be a problem. The bypass acts as a major barrier to getting around for pedestrians and cyclists.

4.17. Another key issue that emerged in the workshops was the impact of visitors on the Formby coast. It was agreed that there was a need for a visitor centre, but access to the coast was a big issue. Possible solutions included the suggestion that a park and ride service should operate from the bypass. More integrated, and better management of the Formby Point area is needed. It was also felt that more publicity should be given to the Lifeboat Road area, rather than directing all visitors to Victoria Road, which was at saturation point.

4.18. Given the good accessibility to the coast and countryside, the relative paucity of green space west of the railway was not considered to be an issue by people attending the workshops, but the consensus was that areas of existing green space, such as the former Holy Trinity school site should be protected from inappropriate development and should not be automatically considered as housing sites.

(3) Maghull, Aintree & Melling

4.19. The housing land supply study (SHLAA) indicates that there is very little scope for new housing in the urban area, and that there is only space to meet 25% of future housing needs based on household growth, once existing planning permissions have been discounted.

4.20. People attending the consultation workshop in June felt that the Melling / Waddicar area has suffered from an excess of new housing over recent years, that service provision has not kept up, and there are issues about sewers still not being adopted even though the development has been ‘finished’ for several years. It was felt that no more housing should be accommodated here.

4.21. Although the housing market assessment (SHMA) indicates that there is little need for more affordable housing to be provided in the Sefton East Parishes area (about 90 units), this was not corroborated by the small percentage of homes that are available for rent (6% of the total housing stock in the area), the length of the Council house waiting list, or the views of people attending the consultation workshop.

4.22. Although there is only a small amount of employment land in the area, on Sefton Lane, the employment land supply study has not suggested that there is a need to find more employment land in the area, even though this would reduce the large commuter flows out of the town.

4.23. The biggest issue affecting the Maghull area is the state of the town centre. There have been a number of catalysts for change, including the relocation of the library to a new extension to Maghull Town Hall, which will also accommodate a new pool; the NHS’s desire to upgrade its provision in the town centre; and the recent takeover of

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the former Somerfield supermarket by Morrisons. The area around Central Square is also in need of investment. A lack of parking and accessibility round the area by public transport were also felt to be significant issues that the Core Strategy should seek to address by people who attended the consultation workshop in June.

4.24. The main environmental assets of the Sefton East Parishes area are the Green Belt, green space, countryside and especially the good access to the countryside. Nevertheless, there was perceived to be a lack of parks, especially in Aintree & Melling by people attending the consultation workshop. The consensus at the workshops was that green space and the green belt should be protected from development. The former is confirmed by the Green Space Strategy, which indicates that there is a below target amount of publicly accessible green space, and that there is little variety in what there is.

4.25. It was also agreed that the tourism potential of the canal should be developed further – especially in Maghull, Lydiate and Melling - to help bring in tourists and local investment, e.g. marina, café, pubs. The built heritage of the area was also felt to be important and should be exploited more.

(4) Crosby

4.26. The housing land supply study (SHLAA) indicates that the Crosby Area Committee area can accommodate approximately 350 dwellings, excluding existing planning permissions. This equates to about 25% of the number of new homes needed to meet household growth. There is also a need to provide over 200 affordable dwellings in the area.

4.27. Although there are currently fewer people of retirement age living in the Crosby area than the Sefton average, there are more people aged 45 – 65. As life expectancy is increasing and people in Crosby tend to live longer than the Sefton average, the number of older people is likely to increase significantly over the plan period. This will have an impact not only on the type of housing required in the future, but also on service provision, leisure, transport etc.

4.28. There is little employment in the area outside the two district centres of Crosby and Waterloo and the Sandy Lane industrial estate and Musker Grove. The employment land supply study recommends that the latter areas should be retained in employment use and redevelopment for housing should be resisted.

4.29. There are issues relating to both Crosby and Waterloo centres that we will need to address in the Core Strategy. In Crosby, these stem from Sainsbury’s desire to expand so that the store can better meet the catchment area’s needs, as well as the recent demolition of the Central Buildings, whereas in Waterloo many of the issues relate to high vacancy rates and the impact of the evening economy. Both areas are in need of considerable investment.

4.30. Although this area has more greenspace than the Sefton target, people attending the consultation workshop held in the spring felt there are issues relating to accessibility and quality. Comments made at the workshop suggested that the main concerns in the area relate to a lack of places for children to play and security. Better management and maintenance of green spaces (including the coast / Marine Park and parks in general) is also needed.

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4.31. People attending the workshop also felt that the Crosby area has a wide range of important environmental features - the coast, green spaces and parks, as well as the built environment, Rimrose Valley, farmland and trees. Unsung assets include Little Crosby and Crosby’s floral displays. More needs to be done to join up the visitor attractions on the coast with the local economy, especially Waterloo.

(5) Bootle, Litherland & Netherton

4.32. The housing land supply study (SHLAA) indicates that some 1,720 new dwellings can be built in the south Sefton area, excluding sites with planning permissions. Over 50% of this is in the HMRI area, but more than 700 are in St Oswald, Netherton & Orrell. This includes a number of sites that are currently identified as green space in the UDP, some of which may have some potential. Even including all these sites, it will still not be possible to meet all the area’s future housing needs based on household growth in the urban area during the whole of the plan period.

4.33. Unlike the rest of Sefton, there is a much younger population in this area compared to the Sefton norm, and fewer older people. People have a lower life expectancy than the Sefton average. The housing market assessment (SHMA) also notes that there are a higher proportion of single non-pensioner and lone parent households than the rest of Sefton, and that there is also a higher proportion of unemployed households.

4.34. Because of the large supply of RSL dwellings in the area (housing provided by registered social landlords including One Vision Housing – the former Council house stock), the SHMA suggests that the need for new affordable housing in this area is relatively modest (<20% of the total need in Sefton, or about 220 dwellings) compared to the need for new housing. However, this does not seem to correlate with the number of people on the Council house waiting list, nor the views expressed at the 3 workshops held in the south Sefton area during the spring / early summer. Most of the demand for affordable housing is for houses with 3 and 4 bedrooms.

4.35. The SHMA also recognises the current imbalance in the existing housing market, arising from the dominance of terraced housing (over 40% of the total stock), and the number of households living in rented housing (29% social rented & 8% privately rented in 2001), both of which are well in excess of the Sefton average. It concludes that the main housing need in the area is for market housing, with the bulk of the need being for units with 2 bedrooms.

4.36. Finally the SHMA concludes that nearly twice the proportion of households who have moved in the past 2 years or are expecting to move within the next 2 years, are moving to a better environment, compared to people moving in the rest of Sefton.

4.37. The economic activity rate in south Sefton is approximately 7% lower than the rest of Sefton. In August 2008, the unemployment rate in Linacre ward was twice the Sefton rate. This is reflected in the IMD scores, where almost all of the south Sefton area scores much worse than the Sefton average, with the majority of the area being in the 20% most deprived areas nationally.

4.38. Most of the employment opportunities in Sefton are located in south Sefton, but only 17% of people working in the Bootle area live in the local area. A significant number live in the rest of south Sefton, Crosby, Formby & Maghull, but more than 50% of the people working in Bootle live outside Sefton. About 25% of people working in the St Oswald, Netherton & Orrell area also live in the local area.

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4.39. The employment land supply study confirms that not only should all the employment land in the area be retained, but it also recommends that further investment is needed in the office quarter to bring it up to modern standards, and that space needs to be identified close to the port to enable it to expand. Early work, led by the Merseyside Partnership, suggests that if Sefton wants to improve its carbon footprint and take advantage of the move towards a low carbon economy, we need to capitalise on our maritime location and the port.

4.40. One of the main reasons for the high unemployment rates identified by the people attending the workshops held in the spring were that people in the area had the wrong skills, and that the jobs that were created in the local area were going to outsiders. Although there is a need to support entrepreneurship in the area and to help small business start up, there were felt to be gaps in what help is available which result in some people failing to get help. For example, the Stepclever initiative is restricted to Linacre & Derby wards, and not the rest of the south Sefton area where there are also high levels of umemployment.

4.41. Shopping provision in the area is changing with the opening of the Asda on Strand Road and the near completion of the Tesco at the junction of Church Road and Hawthorne Road. Whilst the impact of Asda does not seem to have been significant on either The Strand shopping centre or local shopping provision, the added impact of Tesco, particularly on more fragile centres such as Seaforth, has still to take place. The Core Strategy will need to determine Seaforth’s future role, and confirm that this should remain our priority for preparing an Area Action Plan to guide the regeneration of this area.

4.42. The situation relating to green space is more mixed. Only St Oswald, Netherton & Orrell has above the target in terms of quantity, whilst Linacre & Derby and Litherland & Ford have below the target. Linacre & Derby is also below the target in relation to the variety of green space available in the area, whilst the quality of the green space is below target in St Oswald, Netherton & Orrell. People attending the workshops generally felt that the parks were good, although there was some concern about security. Like the rest of Sefton, there was felt to be a lack of allotments in the area. The canal was also seen as an asset to the area.

4.43. One group in Linacre & Derby felt that the general environment - the roads, houses and pavements - are a disgrace, and that this ought to be tackled before there was any further investment in the parks. In part, this may be explained by the high density of much of the residential area, and the lack of tree cover, particularly in Linacre & Derby, as well as the proximity of the main employment areas and the Port, and the presence of main traffic routes through the area. This is something that current work on Green Infrastructure mapping will help to highlight.

5. Confirming our priorities

5.1 The above analysis has identified a number of common themes and issues that we need to address. These will enable us to firm up the Sefton-wide outcomes and those for each area that were approved by Members in December. It will also be useful in informing the review of the Sustainable Community Strategy, following on from the report considered by the Sefton Borough Partnership in August.

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5.2 It will also enable us to start more meaningful discussions with utility and service providers, as we begin to quantify where growth will take place in Sefton over the next 15 – 20 years.

5.3 Ideally the vision in the Core Strategy should be very similar to or the same as the vision in the Sustainable Community Strategy. Our vision must clearly relate to Sefton as a place, and therefore, if we are to begin with the Community Strategy’s current vision (to make Sefton a great place in which to live, work, learn, visit and do business in, and that our residents should have the best quality of life in the region), we also need to reflect the following elements: • The unique opportunities and challenges arising from Sefton’s geography and recent history; • Its inter-connections with a wider Liverpool city region; • Its coastal location, its distinctive towns and communities; and • The variety of its economic and environmental resources.

5.4 The vision will also be broken down into a number of more specific objectives: • To provide a clear framework to encourage appropriate future investment in Sefton • To reduce the disparities in prosperity, health & well-being, and environmental quality between and within Sefton’s towns and communities, and particularly between the north and south of the Borough • To tackle the chronic problem of worklessness in the most deprived neighbourhoods, specifically south Sefton and parts of Southport • To provide existing and new households access to a reasonable choice of housing which is affordable and well located to meet their social, family and employment requirements, particularly in the Housing Market Renewal area • To accommodate the needs of the port and maritime sector without unacceptable environmental costs; this will include meeting the challenges of ‘Superport’ and how best to cater for all future access needs • To strengthen town and local centres by providing residents and businesses with the right mix of shops, services and leisure facilities in an attractive environment; this means retaining Bootle and Southport as key centres, and supporting the hierarchy of district and local centres • To manage the increasing natural and human pressures on Sefton’s coast and other ‘green infrastructure’ so that the diversity of its natural habitats and the range of opportunities it offers for leisure and recreation remain of regional and national importance; this will involve supporting the Landscape Partnership scheme for the coast and countryside, and giving appropriate protection to the Borough’s nationally and internationally important nature conservation sites and other critical ‘green infrastructure’ • To respond to the challenge of climate change through, for example, designing & locating all significant development to minimise its environmental footprint, reducing the need to travel, and mitigating the risks arising from flooding in coastal and low- lying areas.

5.5 We need to know if there are more strategic objectives that we need to take account of, and how do we determine priorities if there is a conflict between competing interests.

6. Spatial options

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6.1 The major challenge for the Core Strategy is to identify sufficient land that is capable of meeting our meet need for new homes and jobs for local people. The Regional Strategy (RSS) lays down specific requirements and targets that Sefton has to meet. The housing studies referred to in section 3 above refer to the need to identify land for 11,000 new homes in Sefton by 2026 to meet our needs, as well as a significant requirement for affordable housing.

6.2 The figure of 11,000 new homes is specifically to meet local needs, generated within the Borough. This appears to be a high figure at a time when the population is not projected to grow and may even be declining slightly. The reason is the fall in the average size of households. In 1980 the average household size was just under 3 people; it is now 2.4 and, if this trend continues, the average number of people in each household will be just over 2 by 2030. The reason for this is that more people are living on their own – for example, people are living longer, and family units are breaking up more quickly. Fewer people are living together under the same roof, and so the same population requires a much greater number of homes.

6.3 The employment land supply study also noted the need to identify further employment land in north Sefton.

6.4 The ‘spatial’ strategy must be able to satisfy these requirements. Our constrained land supply and the number and variety of natural and environmental constraints in Sefton limit the options available to Sefton.

6.5 The preferred approach is to retain and renew the existing urban fabric and to continue to build within the existing built-up area where this is possible. This enables resources to be used wisely and makes the most of existing facilities and services, such as public transport, schools, health facilities, local shopping centres. Existing open spaces would mainly be protected and improved where possible. In other words, the emphasis would be on a ‘sustainable’ pattern of development. This would also include examining possibilities for mixed use development on school sites identified for closure under the Building Schools for the Future programme, though many of these are situated within land designated as greenspace.

6.6 Whilst this approach seems to be the most sensible for now, it cannot continue indefinitely. The strategic housing land study anticipates provision within the urban area for new homes for only about 8 - 10 years. The Core Strategy must look ahead 15 - 20 years.

6.7 There are some options for providing for needs beyond the 8 -10 years’ period. These include building at higher densities in selected places (e.g. close to town centres, on main routes served by public transport). Other options include building on land currently identified for employment, or building on greenspace that is less valued by local communities.

6.8 However, there comes a point where pursuing these options begins to put pressure on the urban fabric. Opportunities for quiet recreation within the built-up area will decrease; building on land earmarked for employment will mean more travelling between where people live and work. Building houses on employment land would also go against the conclusions of the employment land supply study, which recommended that all employment land should be retained for this purpose. Ultimately this approach of continuing to build within the urban area will become ‘unsustainable’.

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6.9 There are other major challenges such as accommodating the needs of the Port, in particular striking the balance between meeting development needs as opposed to preserving all of our environmental assets. This will, by necessity, mean that we have to make some hard decisions as we have to meet the requirements set out in the Regional Strategy, as well as other national and international priorities.

7. Conclusions and next steps

7.1 Some difficult decisions must be made in the Core Strategy. We have met with Government Office and taken advice from Counsel, and both are adamant that the Core Strategy must make provision for meeting the needs identified in RSS over the full life of the plan (up to 2026). The current decline in building rates is expected to even out over the lifetime of the plan and is considered to be insufficient reason not to make full provision for the targets set for Sefton in the Regional Spatial Strategy.

7.2 In the meantime, there are some further options that the Council is expected to explore, though it is unlikely that these will result in any significant additional provision. These include discussing with those authorities adjoining Sefton to assess whether they are able to help meet Sefton’s needs in their areas. However, Sefton carried out its strategic housing supply study and employment land supply study jointly with Knowsley and West Lancashire. Both authorities are finding it difficult to meet all their needs in their urban areas, so they are unlikely to be able to provide much assistance. Liverpool have not yet completed their studies, so it is not yet known whether they will be able to meet any of Sefton’s deficit.

7.3 Sefton is also obliged to review the urban edge to see whether there are any non- strategic areas of green belt that could be released (such as the site of the former railway sidings adjacent to Hall Road station in Crosby) before any sub-regional study of the green belt takes place. But even with any supply that is derived from these sources, this will only meet Sefton’s needs for 1 or 2 more years, and other options will still need to be considered for meeting needs in the 2 nd half of the plan period.

7.4 Over the next month there will be meetings with all the other Merseyside districts (and West Lancashire), together with GONW and 4NW, specifically to discuss the issues arising from the housing and employment studies which most authorities have now completed, at least in draft form. It will be an opportunity to assess the implications for providing land to meet needs for homes and jobs from a Merseyside- wide perspective. This will be followed by a separate meeting between Sefton officers and a team from GONW to discuss what this means for Sefton.

7.5 There are no easy options for meeting Sefton’s needs. A seminar for Members will take place on Tuesday 29th September, giving you the opportunity to discuss in greater depth some of the difficult choices that we have to face as we prepare the Core Strategy. Formal invitations will be sent out in the near future to all Members.

7.6 I will present an update next month, setting out the conclusions of the meetings referred to and possible options for meeting Sefton’s needs for the 2 nd part of the Core Strategy plan period.

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REPORT TO: Cabinet Member Regeneration 30 th September 2009

SUBJECT: ERDF 4.1 Business Start Up Project – An Update

WARDS AFFECTED: All

REPORT OF: Andy Wallis, Planning & Economic Regeneration Director

CONTACT OFFICER: Mo Kundi– 3447

EXEMPT/ No CONFIDENTIAL:

PURPOSE/SUMMARY: To provide Members with an update on the response received from the Regional Development Agency on issues relating ERDF 4.1 Business Start Up project.

REASON WHY DECISION REQUIRED: To comply with standard portfolio reporting procedures.

RECOMMENDATION(S):

It is recommended that Cabinet Members:-

1. Note the content of the report, and 2. Request regular progress reports.

KEY DECISION: No

FORWARD PLAN: No

IMPLEMENTATION DATE: Immediately following the call in period for the minutes of these meetings.

Page 159 Agenda Item 11

ALTERNATIVE OPTIONS: Not applicable

IMPLICATIONS:

Budget/Policy Framework: N/A

Financial: There are no financial implications for the Council.

2008/ 2009/10£ 2010/11 2011/12 09 £ £ CAPITAL EXPENDITURE £ Gross Increase in Capital Expenditure Funded by: Sefton Capital Resources (LTP) Specific Capital Resources REVENUE IMPLICATIONS Gross Increase in Revenue Expenditure Funded by: Sefton funded Resources (Working Neighbourhood Fund) Funded from External Resources Does the External Funding have an expiry When? date? Y/N How will the service be funded post expiry?

Legal: N/A

Risk Assessment: N/A

Asset Management: N/A

CONSULTATION UNDERTA KEN/VIE WS FD 148 – THE FINANCE DIRECTOR HAS BEEN CONSULTED AND HAS NO

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COMMENTS ON THIS REPORT. LEGAL

Page 161 Agenda Item 11

CORPORATE OBJECTIVE MONITORING:

Corpora Positive Neutral Negative te Impact Impact Impact Objectiv e 1 Creating a Learning Community / 2 Creating Safe Communities / 3 Jobs and Prosperity / 4 Improving Health and Well-Being / 5 Environmental Sustainability / 6 Creating Inclusive Communities / 7 Improving the Quality of Council Services / and Strengthening local Democracy 8 Children and Young People /

LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT Report to Cabinet Member (Regen) 8 th July 2009, and the Cabinet on 9 th July 2009 entitle ‘ERDF 4.1 Business Start Up Project’

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1.0 Introduction

1.1 The Cabinet Member for Regeneration and the Cabinet at their meeting on 8 th July and 9 th July 2009 respectively considered a report entitled ‘ERDF 4.1 Business Start Up Project’. The report provided background information on the development of Business Start Up project and the arrangements for its delivery through the co-financing route involving the ERDF element of the North West Operational Programme, and the Agency’s money.

1.2 Whilst Members welcomed Agency’s allocation of £1.5 million to Sefton area to provide business start up support to targets identified in the Regional Economic Strategy (RES), Members were however disappointed that Sefton’s role and involvement had been significantly reduced in the later stages of the negotiations with the Agency. Members resolved that the Planning and Economic Regeneration Director be requested to write to the Chief Executive of the Regional Development Agency to express the concerns of the Cabinet Member.

2.0 Agency’s Response

2.1 The Agency has responded by stating that ‘the first year funding allocation to Sefon from the Agency’s and the ERDF is £318,500, and the proposed cash funding from Sefton of £15,000 pa (under 5%) was not considered to be sufficient to have a grant funding agreement with Sefton’. Sefton’s suggestion of using the cost of the salaries of the two business advisers employed by Sefton Council as part of Sefton’s cash co-funding was turned down by the Agency as these advisors were linked to the Stepclever Programme, and would not generate additional outputs for the start up project.

2.2 Not withstanding the above, the Agency did give an undertaking that it would be prepared to consider novating their contract to Sefton Council in future years if Sefton was able to provide increased amounts of cash co-funding from their Area Based Grant.

2.3 Copies of letter sent to the Agency, and the Agency’s response is attached as Annex A and B respectively.

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Annex A

Regeneration Directorate 4th Floor Magdalen House 30 Trinity Road Bootle Merseyside L20 3NJ

Mr. Steve Broomhead Date: 23 rd July 2009 Northwest Regional Development Agency Our Ref: ARM/PJH PO Box 37 Your Ref: Renaissance House Centre Park Please contact: Alan R Moore Warrington Contact Number: 0151 934 4191 Cheshire Fax No: 0151 934 4220 WA1 1XB e-mail: [email protected]

Dear Mr. Broomhead,

Re: ERDF 4.1 Business Start Up – Sefton

The Cabinet Member for Regeneration at its meeting on 8 th July 2009 considered a report on the background to the lengthy negotiations that have taken place between Sefton Council and the NWDA in relation to the above project.

The Cabinet Member was disappointed that contrary to earlier indications, Sefton Council would no longer be involved more directly with the delivery of the project. In particular, concern was expressed that direct contracting for service providers by the Agency would weaken local co-ordination, encourage a proliferation of suppliers and confuse businesses.

Initial discussions with Jo Bowen-Jones indicated that an additional cash contribution was required from participating organisations in order to co-fund the Business Start Up programme in their area. Organisations not providing an additional contribution would have delivery managed by an intermediary (A4E).

Sefton Council is committed to supporting local business. The Business Start-Up programmes currently operated by the Authority utilising Working Neighbourhoods Fund (WNF) and Stepclever (LEGI) funds can demonstrate this. We made clear to the Agency in a letter dated 14 th April 2009 that the Council could both offer assistance (a) in kind through its existing enterprise resources, working to a similar standard to accredited suppliers, and (b) an additional £31,000 in 2009-11 from Sefton’s Area Based Grant, to jointly purchase additional provision for specific people and places not supported through the Sefton Business Start-Up programmes.

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However, the Agency declined this offer, without clear reasoning, and offered instead direct contracting by the Agency (through its project manager AFE). Representatives from A4E have offered assurances that Sefton Council officers will be able to take an active role in the selection of business start-up suppliers operating in Sefton and will be updated with take-up and outcomes data. However, this is unlikely to provide a well co-ordinated and integrated business start up activity in Sefton, which given the current economic downturn, is so essential to maintain business confidence.

The Council is happy to work in partnership with other agencies to ensure the best possible service for local entrepreneurs. We are close to concluding contractual negotiations that will allow the Request for Tenders to be issued. However, I am disappointed that the business support experience and programme management skills of the Economic Regeneration Department have not been better utilised.

I would be grateful if you could provide assurances that A4E will work in true partnership with officers from the Council to ensure the optimum number of business start-up opportunities for the residents of Sefton, and if an opportunity arises Sefton Council is given first consideration for delivering this project.

Yours sincerely,

…………………. Alan R Moore Strategic Director and Deputy Chief Executive

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Annex B

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REPORT TO: Cabinet Member Regeneration

DATE: 30 th September 2009

SUBJECT: The Addition of Further Streets into Phase 2a Klondyke Acquisition Programme WARDS AFFECTED: Litherland.

REPORT OF: Alan Lunt - Housing Market Renewal Director

CONTACT OFFICER: Alan Lunt - Housing Market Renewal Director 0151 934 4580

EXEMPT/ No CONFIDENTIAL:

PURPOSE/SUMMARY:

To seek approval to the addition of further streets into the previously identified Phase 2a acquisition area within the Klondyke Estate.

REASON WHY DECISION REQUIRED:

Cabinet Member Regeneration has delegated Authority to take decisions in such matters

RECOMMENDATION(S):

That Cabinet Member Regeneration:

1. Approves the addition of Mary Road and Eleanor Road into the Phase 2a Acquisition programme

2. Instructs Officers to commence the process of acquisition by seeking expressions of interest from property owners within the additional streets identified

KEY DECISION: No

FORWARD PLAN: No

IMPLEMENTATION DATE: Upon expiry of the call in period for the minutes of the meeting.

ALTERNATIVE OPTIONS: None

IMPLICATIONS:

Budget/Policy Framework: n/a

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Financial: None as a direct result of this report. The expenditure incurred as a result of the addition of the streets into the acquisition zone can be accommodated within existing HMRI capital resources 2009/ 2010/ 2011/ 2012/ 2010 2011 2012 2013 CAPITAL EXPENDITURE £ £ £ £ Gross Increase in Capital Expenditure Funded by: Sefton Capital Resources Specific Capital Resources REVENUE IMPLICATIONS Gross Increase in Revenue Expenditure Funded by: Sefton funded Resources Funded from External Resources Does the External Funding have an expiry date? When? Y/N How will the service be funded post expiry?

Legal: N/a

Risk Assessment: No specific risk assessment has been carried out in respect of this report. However, the Housing Market Renewal Departmental Risk Register takes account of such risks. Asset Management: N/a

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Consultation Undertaken/Views Finance Director FD 156 - The Finance and Information Services Director has been consulted and his comments have been incorporated into this report Legal Director Litherland Ward Members

CORPORATE OBJECTIVE MONITORING:

LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT

Report to Cabinet Member Regeneration, June 10 th 2009 ‘Prioritisation of Acquisitions in Klondyke Estate Phases 2 and 3’

Report to Cabinet, May 14 th 2009 – ‘Housing Market Renewal Department – Programme Outturn 2008-2009 and Forward Programme 2009-2011’

Report to Cabinet – August 6 th 2009 ‘Housing Market Renewal Programme 2009-10 – Notification of Additional Grant Funding’.

1.0 Background

1.1 Cabinet Member will recall that at the briefing of June 10 th 2009, a new phase of voluntary acquisitions was approved, with the streets to be included identified on the basis of clear criteria, including the level of void properties, the number of rented units in each street and the number of vulnerable householders residing in each street. On this basis, the following streets were identified for inclusion within Phase 2a of the acquisition programme for Klondyke;

• Elizabeth Road • Mona Street • Monfa Road • Edith Road • Church Road • Springwell Road • Arvon Street

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1.2 Since approval to the creation of Phase 2a, significant progress has been made with 84 of the 95 privately owned households requesting valuations.

1.3 Since June 2009, further savings have been identified within the Housing Market Renewal programme approved by Cabinet of May 14 th 2009, primarily as a result of the receipt of competitive tenders in respect of the remediation of industrial sites. Also, the Department of Communities and Local Government (DCLG) awarded a further £1.05 million to Sefton during July 2009 for Housing Market Renewal purposes, based on the excellent performance of Sefton’s Housing Market Renewal programme. This has resulted in a further £2.65 million becoming available for acquisitions in Klondyke during 2009-10 and 2010-11. This increases the number of acquisitions that the Council can carry out to March 2011 from 106 to 156, leaving circa 75 units to be acquired beyond 2011. Cabinet Member will note that in the Supplementary Planning Guidance adopted for the area following detailed consultation during 2004, the target date for re-housing all Klondyke residents was December 2012. It is to be hoped that as a result of this additional acquisition programme this target date can still be achieved.

1.4 If however, objections to the acquisition of property are received and some interests have to be compulsorily purchased, based on the experience of earlier Compulsory Purchase activity, it is likely to be 2015 before all acquisitions are completed. However, it should be noted that this will involve only those who refuse to sell their property to the Council. Those who wish to sell voluntarily will be able to move significantly earlier than this, subject to the availability of resources.

1.5 Whilst progress in advancing the potential acquisition of property within the existing Phase 2a has been excellent, there is still the chance that not all householders within phase 2a will wish to sell voluntarily to the Council. For example, despite repeated correspondence, 9 owners within the existing Phase 2a have not yet contacted the Council to advise whether or not they wish to consider voluntary disposal to the Council. Therefore, in accordance with the decision of Cabinet Member Regeneration of June 10 th 2009, it is intended to roll out the acquisition programme to a larger area in order to ensure that all available resources are expended within required timescales.

1.6 The table below reflects the criteria utilised in identifying the original phase 2a area, updated to reflect levels of voids at September 1 st 2009, excluding those areas previously identified for acquisition

Street Total Total % Total % Total % Score Units Void Voids Non Non Vulnerable Vulnerable (Ax2+ s (A) Owner Owner (C) B+C) -occ occ (B) Mary Road 48 15 31 40 83 3 6 151 Eleanor Road 51 15 29 27 53 10 20 131 Marion Road 36 9 25 18 50 6 17 117 Menai Road 40 14 35 8 20 5 13 103 Hermitage Gr / 29 5 17 4 14 0 0 48 Cinder la

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1.7 In order to ensure that the programme is not over-subscribed as to make the programme unworkable, it is recommended that at this stage Mary Road and Eleanor Road are both added to the Phase 2a acquisition programme with immediate effect. This increases the number of potential acquisitions from home-owners from 95 to 127. If the scheme is over-subscribed during 2009- 10, any remaining participants will be dealt with as first commitments into the 2010-11 programme. Officers will continue to monitor progress and will as necessary, bring further reports to Cabinet Member in order to make further additions to the acquisition programme as required on the basis of the agreed criteria, in order to ensure that the maximum number of acquisitions are secured by March 2011.

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REPORT TO: Cabinet Member – Environmental Cabinet Member - Regeneration DATE: 19 th August 2009 30 th September 2009 SUBJECT: Housing Fire Safety Guidance and Memorandum of Understanding between the Merseyside Local Housing Authorities and Merseyside Fire and Rescue Authority WARDS AFFECTED: All

REPORT OF: Bill Milburn Environmental Protection Director CONTACT OFFICER: Clare Taylor Principal Environmental Health Officer 0151 934 2273 EXEMPT/ CONFIDENTIAL: No

PURPOSE/SUMMARY:

To inform the Cabinet Member Environmental and Regeneration of the Memorandum of Understanding between Merseyside Local Housing Authorities and Merseyside Fire & Rescue Authority in relation to Fire Safety in housing and the endorsement of LACORS Guidance on Fire Safety provisions for certain types of existing housing.

REASON WHY DECISION REQUIRED:

Support of the Memorandum of Understanding and the implementation of the LACORS Guidance of Fire Safety will create a consistent approach to the enforcement of Fire Safety in residential accommodation throughout Merseyside.

RECOMMENDATION(S):

That Cabinet Member Environmental and Cabinet Member Regeneration:

1. Note the report;

2. Endorse the implementation of the Memorandum of Understanding between the Merseyside Local Housing Authorities (MLHAs) and Merseyside Fire & Rescue Authority (MFRA) and the implementation across the Merseyside Authorities of the LACORS Guide on Fire Safety provisions for certain types of existing housing.

KEY DECISION: No

FORWARD PLAN: No

IMPLEMENTATION DATE: Following the call-in period for this meeting.

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ALTERNATIVE OPTIONS: Failure to implement the Memorandum of Understanding or LACORS guidance would inhibit the close working relationships that have developed between the Merseyside LHAs and MFRA and reduce safety standards.

IMPLICATIONS:

Budget/Policy Framework: None arising out of this report

Financial:

2006/ 2007/ 2008/ 2009/ 2007 2008 2009 2010 CAPITAL EXPENDITURE £ £ £ £ Gross Increase in Capital Expenditure N/A N/A Funded by: Sefton Capital Resources Specific Capital Resources REVENUE IMPLICATIONS Gross Increase in Revenue Expenditure N/A N/A Funded by: Sefton funded Resources Funded from External Resources Does the External Funding have an expiry date? Y/N When? How will the service be funded post expiry?

Legal: None

Risk Assessment: None

Asset Management: Not relevant

CONSULTATION UNDERTAKEN/VIEWS

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CORPORATE OBJECTIVE MONITORING:

LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT

“LACORS Guidance on Fire Safety provisions for certain types of existing housing”. July 2008 http://www.lacors.gov.uk/lacors/NewsArticleDetails.aspx?authCode=382C152&id=19844

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Background

1. The introduction of the Housing Act 2004 and the Regulatory Reform (Fire Safety) Order 2005 (Fire Safety Order) has imposed similar duties on both the Local Housing Authority and the Fire & Rescue Authority to enforce fire safety provisions within certain types of housing.

2. The Fire & Rescue Authority has a legal duty to enforce the Fire Safety Order in the common areas of all residential accommodation not forming single private dwellings, whilst Local Housing Authorities are responsible for implementing the various licensing requirements of the Housing Act 2004 and utilising the Housing Health and Safety Rating System to identify and, if necessary, act upon significant hazards found within all housing.

3. Sefton currently has a close working relationship with Merseyside Fire and Rescue Authority (MFRA) in relation to the enforcement of fire safety in the housing stock and works closely with other Merseyside Local Housing Authorities (MLHAs) but there is currently no formal working arrangement.

4. The Memorandum of Understanding (MoU) (Appendix A) has been developed jointly by the MLHAs and MFRA to establish joint working arrangements between those authorities in order to deliver the objective of improved fire safety. In order to promote the efficient use of resources the protocol identifies areas of inspection and enforcement, appropriate review and monitoring arrangements and provides for urgent or complex requests for assistance from either party. It seeks to provide all parties with a measure of confidence that they are discharging their respective duties under the legislation.

5. The “LACORS Guidance on Fire Safety Provisions for Certain Types of Existing Housing” (LACORS Guide) was published in July 2008 following extensive consultation and input from a large number of LHAs, FRAs (including a joint response from MLHAs/MFRA) as well as landlords, Department for Communities and Local Government and the Chief Fire officers Association.

6. The LACORS Guide does not introduce new prescriptive standards or regulations but builds upon existing good practice and guidance currently in place around the country. It provides recommendations and guidance for use when assessing the adequacy of fire precautions in certain types of residential premises. It aims to provide landlords and enforcing officers with assistance in complying with the legislative requirements in a consistent and reasonable manner. Sefton already uses the LACORS Guide when enforcing fire safety provisions in residential accommodation.

7. Implementation of the MoU on Merseyside will help to clarify each Authority’s role and responsibility and strengthen communication between organisations. Common implementation of the LACORS Guide will increase consistency and contribute to improving standards within the sector.

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Page1 179 Agenda Item 13

Contents

Page

1. Introduction 3

2. Principles 5

3. Role of the parties 6

4. What the Local Authorities will do 7

5. What the Fire Authority will do 9

6. Consultation 11

7. Communications 12

8. Monitoring 12

9. Data sharing 12

10. Approval 13

11. Signatories 13

Appendix 1 14

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1.Introduction

1.1. This memorandum of understanding describes the joint working arrangements between Merseyside Local Housing Authorities (LHAs) and Merseyside Fire and Rescue Authority (MFRA) to deliver the objective of improved fire safety.

1.2. The introduction of the Housing Act 2004 and the Regulatory Reform (Fire Safety) Order 2005 (Fire Safety Order) has imposed a similar duty on both statutory authorities to enforce fire safety provisions within certain types of housing.

1.3. To promote the efficient use of resources, this memorandum of understanding identifies areas of inspection and enforcement, appropriate review and monitoring arrangements and provides for urgent or complex requests for assistance from either party. It seeks to provide all parties, as far as is reasonably practicable, with a measure of confidence that they are discharging their respective duties under the legislation.

1.4. MFRA acknowledge that the fire safety standards required by Local Housing Authorities under the Housing Act 2004 will, in other than exceptional cases, achieve a similar level of fire safety for relevant persons as required under the Fire Safety Order. MFRA has a legal duty to enforce the Fire Safety Order in the common areas of all residential accommodation not forming a single private dwelling. (The Fire Safety Order does not apply in relation to domestic premises except to the extent mentioned in Article 31 (10) of the Fire Safety Order).

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1.5. Conversely, LHAs are responsible for implementing the various licensing requirements of the Housing Act 2004 and utilising the Housing Health and Safety Rating System to identify and if necessary act upon, significant hazards found within all housing. They acknowledge that MFRA will monitor and enforce fire safety standards in areas where they have legislative control, in premises identified in Section 3 of this memorandum of understanding. MFRA will inform the LHA of any significant fire safety deficiencies, which require enforcement action e.g. they fail to meet the standards detailed in the LACORS Housing Fire Safety Guide.

1.6. Both authorities utilise a risk based enforcement approach and it is recognised that some housing providers such as owners, landlords, or managing agents may not have sufficient competency to undertake such risk assessments. In general, LHAs undertake a risk assessment utilising the Housing Health and Safety Rating System while MFRA expect the responsible person, usually the housing provider, to undertake a fire risk assessment which satisfies the requirements of The Fire Safety Order 2005.

1.7. Nothing in this agreement shall be considered as creating a contractual relationship, a contract of employment, a partnership within the meaning of the Partnership Act 1890 or a relationship of principle and agent between the parties and shall not add to in any way the existing statutory duties of the parties. No party to this agreement shall hold itself out as being authorised to enter any contract on behalf of any other party or in any way bind any other party to the performance, variation, release or discharge of any obligation otherwise than in circumstances expressly or implicitly permitted by this agreement.

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2. Principles of the Memorandum of Understanding

2.1. The underlying principles of this memorandum of understanding are as follows:-

2.2. To ensure appropriate standards of fire and other safety provisions are provided and maintained in residential premises. The aim of the guidance is to provide a reasonably safe environment for the occupiers of the premises. (Housing Health and Safety Rating System and the Fire Safety Order do not prescribe fixed standards. Each case will be assessed on its merits. Guidance has been issued by HM Government: LACORS Housing-Fire Safety ISBN 978-1-84039-638-3.

2.3. To develop data sharing arrangements through established paths and in accordance with Section 9 of this memorandum of understanding

2.4. To assist landlords and other providers to understand the legal framework which they operate under

2.5. To encourage opportunities for offering joint training and awareness sessions

2.6. To ensure that all staff having a responsibility for this area of activity are fully briefed on the content of this memorandum of understanding

2.7. To recognise the needs and limitations of MFRA and LHAs and to acknowledge that both authorities will always seek to act in good faith

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3. Which authority should take the lead enforcing role for fire safety?

3.1. The table below lists the authority that will normally take the lead in inspection and enforcement action in different types of property. (N.B Neither authority can act for the other and cannot take each others enforcement role.)

Type of Premises Lead Authority 1. Single dwellings, including shared housing, (Fire risk LHA assessment not required) 2. All House in Multiple Occupation (HMO) whether or not LHA subject to mandatory, selective or additional licensing

3. All self contained flats, whether purpose built or LHA converted 4. Premises with mixed commercial and associated residential MFRA accommodation and sheltered housing* see note below

5. Hostels** see note below /B&B/hotels MFRA

6. All multiple-occupied accommodation that is owned or MFRA managed by the LHA

* Residential accommodation will be deemed to be associated with commercial premises where it is accessed through the commercial premises or where there is insufficient structural fire separation between the two.

** MFRA will normally deal with Hostels, B&B`s and hotels that provide temporary accommodation for travellers/tourists including backpackers hotels and youth hostels. However where the accommodation is the occupier’s only or permanent residence and where that permanent residence can be considered to be a significant use of that accommodation, the LHA would normally take the lead. Some Hostels generally have a requirement for the residents to have a particular need or dependency and do not provide permanent accommodation. It is important for MFRA and LHA to liaise and co-operate in all such cases and where appropriate take joint action.

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3.2. This table provides a general guide – it cannot cover every possible situation and certain premises will fall under more than one category. Local negotiations may be necessary where uncertainty arises and will be dealt with on a case by case basis.

3.3. MFRA is under an obligation to reduce fire deaths in line with its risk based enforcement policies and will undertake planned proactive inspections in any identified type of premises or in a particular locality as is deemed necessary. Prior to starting any such series of inspection programmes, consultation should take place to ensure that duplication of inspection and enforcement does not occur. Any such programmes may, subject to local agreement take place individually, collaboratively or jointly and will aim to complement the inspection programme of the LHA.

3.4. Where necessary emergency action will be taken by either authority to reduce any immediate risk but further remedial enforcement will only be undertaken following consultation with the designated lead authority. Nothing in this memorandum of understanding will prevent either authority undertaking specific individual monitoring or enforcement action if appropriate.

4. What will Local Housing Authorities do?

4.1. LHAs will undertake monitoring and inspection of premises identified in Section 3 of this memorandum of understanding in line with their statutory requirements and local risk based policies and procedures. They will enforce fire safety standards in accordance with the provisions of the Housing Act 2004, having regard to relevant documents published by the Government including the statutory operating and enforcement guidance of the Housing Health and Safety Rating System and in accordance with any guidance jointly agreed with the MFRA. The LHAs and MFRA will adopt the principles of LACORS guide Housing - Fire Safety July 2008.

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The LHAs recognise that these documents are guidance and do not set prescriptive standards. They will exercise their professional judgement when applying theses guide based on their own assessment and The Housing Health and Safety Rating System

4.2. Local Housing Authorities will, when taking enforcement action under the Housing Act 2004, have regard to the principles and requirements of the Fire Safety Order.

4.3. When serving or preparing notices requiring works or in preparing licences the Local Housing Authorities may offer a suitable means of complying with fire safety requirements. Such specification will not however exclude the acceptance of reasonable alternatives which achieve a similar end result. Every opportunity will be afforded to the responsible person to discuss and consider alternatives. The LHA will also:

x Ensure that guidance for landlords of relevant multi occupied properties, undertaking their own fire risk assessments in accordance with the Fire Safety Order accompanies all statutory notices

x Ensure that the owner/landlord is afforded in writing the opportunity to bring forward alternative means of complying with the fire safety requirements in accordance with their own fire risk assessment. In most cases it is expected that this will be discussed with the owner/landlord prior to the service of any statutory notice

x Where such alternatives are brought forward by the owner/landlord, the Local Housing Authority will consult with the Fire and Rescue Authority

4.4. The LHA will undertake consultation with MFRA in line with the criteria detailed in Section 6 (See Appendix1) of this memorandum of understanding.

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4.5. The LHA will so far as is reasonably practicable share available premises data on request to assist MFRA to maintain its risk based records. Authorities will have regard to the requirements of Data Protection legislation and policies before releasing information.

4.6. LHAs will consider the use of the full range of powers under the Housing Act 2004, including Emergency Prohibition Orders, where appropriate.

4.7. LHAs will provide Fire and Rescue Authorities with suitable out of hours contact details for their homelessness unit so that where appropriate, consideration is given to ensure vulnerable persons are not left homeless as a result of emergency enforcement action.

4.8 LHAs will provide MFRA with information, within the scope of their knowledge and competency, of serious matters that may need to be addressed by MFRA.

This may include information such as an apparent failure to carry out or act upon a fire risk assessment or the existence of non residential premises within a building.

4.9 LHAs will also notify the MFRA of premises that have inadequate fire protection and/or are occupied by vulnerable occupants so that a HFRA can be undertaken.

5. What will Merseyside Fire and Rescue Authority do?

5.1. MFRA will undertake, in line with its risk-based policies, monitoring and inspection of premises identified in Section 3 of this memorandum of understanding which fall under the scope of the Fire Safety Order. They will enforce fire safety standards in accordance with the Fire Safety Order, having regard to relevant documents published by the Government including,

Page9 187 Agenda Item 13

Fire Safety Risk Assessment: Sleeping Accommodation (ISBN 1851128174) and in accordance with guidance jointly agreed with the Local Housing Authority. (LACORS Housing-Fire Safety guide)

5.2. MFRA will undertake consultation with Local Housing Authorities in line with the criteria detailed in Section 6(see appendix1) of this memorandum of understanding.

5.3. MFRA will share available premises data on request to assist LHAs to maintain their risk based records. Authorities will have regard to the requirements of Data Protection legislation and policies before releasing information.

5.4. MFRA will provide LHAs with information, within their scope of competency, of serious matters that may need to be addressed by those authorities. (This may include such information as apparent overcrowding, poor management or unsafe practises by tenants).

5.5. MFRA will undertake to inform LHAs of any significant fire incident within premises covered by this memorandum of understanding.

5.6. MFRA is an emergency organisation which provides twenty-four hour cover. Information about dangerous fire safety conditions may come via complaints or post incident and may occur outside normal working hours. MFRA is under an obligation to take action in such situations. Where possible, and especially outside of normal office hours, efforts will be made to mitigate the dangerous conditions and Local Housing Authorities will be informed as soon as practicably possible. However, where dangerous conditions are reported to the fire authority and no representative of the housing authority can be contacted it may be necessary for the fire authority to exercise its own powers of restriction or prohibition.

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Where either Authority has received complaints, or if unacceptable conditions have been reported then it is expected that the Local Housing Authority will utilise their inspection and enforcement powers in the first instance. Merseyside Fire & Rescue Service will assist in more complex fire related cases and jointly inspect by mutual agreement where possible. Where this is not possible in urgent situations (i.e. out of hours) Merseyside Fire & Rescue Service will, if necessary, take steps to implement interim measures pending the Local Housing Authority’s final resolution at the earliest opportunity.

5.7. Where LHAs have been acting in accordance with this memorandum of understanding, MFRA will, in principle, be willing to support LHAs at Residential Property Tribunal hearings by offering professional opinion on fire safety matters.

6.Consultation

Formal consultation between authorities should take place in accordance with the requirements of the Housing Act 2004 Section 10 and the Regulatory Reform (Fire Safety) Order 2005 Article 46.

Other consultation will take place as follows: -

6.1 Strategic level consultation

x Formal meetings at strategic management level to review procedural and policy issues. The group will monitor the outcomes of the memorandum of understanding and will meet in six months following the introduction of the memorandum of understanding. The frequency of subsequent meetings can be agreed, according to need, following this initial implementation period.

6.2 Tactical level consultation

x Emergency situations - so far as is possible, bearing in mind the urgency of the case, there will be consultation between the most appropriate LHA officer and local fire officer.

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x Non-emergency (such as proposals for inspection programs) - discussions between named link officers, and where appropriate referred to strategic meetings.

6.3 Individual Consultation

x If a scheme of works for an individual property is in compliance with legislative requirements and any jointly agreed guidance, then consultation can be deemed to have taken place. Depending on circumstances and the complexity of the requirements, written consultation may not always be necessary.

x Where alternatives to schemes are offered or problematic/non standard premises are involved, full consultation should take place.

x Where necessary, in complex premises, joint inspections may be undertaken to agree a suitable standard prior to the taking of enforcement action by the most appropriate authority.

7.Communication

7.1. Local communication channels will be established between MFRA fire safety district offices and the respective LHAs. Each authority undertakes, so far as they are able, to provide the other with assistance and information about their respective legislation, including any alterations, additions or amendments, to promote mutual understanding and efficient working.

8. Monitoring and evaluation

8.1. Any changes to this memorandum of understanding, other than minor administrative changes, will be subject to approval at strategic level and the signatories to the memorandum of understanding.

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8.2. Minutes will be taken at strategic level meetings and there will be no requirement for formal written reports beyond these records

9. Data Exchange

9.1. Each LHA and MFRA will establish local communication channels to exchange data.

9.2. So far as is reasonably practicable, having regard to Data Protection legislation, staff, information technology, financial and other resources the LHAs will provide or exchange data in an agreed format where requested, about residential premises. MFRA will reciprocate by providing information to LHAs on a similar basis if required. Subsequently, LHAs and MFRA will update this data at agreed intervals.

9.4. Both authorities will ensure that the information is marked as confidential and will not disclose it to other organisations without consent. Authorities will not use or disclose information supplied pursuant to this memorandum of understanding without consulting the originating authority. All information whether held on manual files or computer/digital media will be disposed of as confidential waste.

10. Approval

10.1. The memorandum of understanding will be approved and endorsed at an appropriate level to be decided by each LHA and at Director level by MFRA

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11. Signatories.

On behalf of Liverpool City Council

Signed......

Dated………………………………………………………………………

On behalf of Wirral MBC

Signed......

Dated………………………………………………………………………

On behalf of St Helens MBC

Signed......

Dated………………………………………………………………………

On behalf of Sefton MBC

Signed......

Dated………………………………………………………………………

continued

Page 14192 Agenda Item 13

On behalf of Knowsley MBC

Signed......

Dated………………………………………………………………………

On behalf of Merseyside Fire & Rescue Authority

Signed......

Dated………………………………………………………………………

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Appendix1 – Consultation.

1. Statutory Consultation

1.1 A standard form and letters for use in connection with statutory consultations will be agreed. 1.2 The LHA will send its proposed schedule of works or licensing conditions to the local fire safety office using the agreed standard format. Electronic communications may be used for the transmission of the information. 1.3 In the event of queries the fire safety officer will contact the LHA case officer as soon as practicable to clarify the situation by telephone discussion or if appropriate arrange a meeting. 1.4 MFRA will respond within 14 working days using the agreed form/letter. If no response is received then the LHA may assume that MFRA has no adverse comments and may act accordingly.

2. Informal consultation by MFRA

2.1 If MFRA are proposing to take enforcement action or to give advice that may affect a dwelling they will contact the appropriate LHA to give them the opportunity to discuss the matter. MFRA will provide written information on request. If the LHA does not respond within 14 working days then MFRA will assume that there are no observations to be made and will act accordingly.

3 Referral to the appropriate Lead Authority.

Where an authority wishes to refer a case to the Lead Authority it should in the first instance contact the Lead Authority by telephone, e-mail or letter as appropriate. The lead Authority will follow up the referral within 14 days. The following information should be provided,

x Address x Occupation i.e. type or non residential accommodation x Date of visit/incident x Number of floors x Contact details of the owner if available

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x Any actions taken by the referring authority x Details of concerns of the referring authority x Contact details of the officer

Version 6 – 01/06/2009

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REPORT TO: Cabinet Cabinet Member Regeneration DATE: 3 September 2009 30 September 2009 SUBJECT: Sefton Business Village Partnership Reports (29th July 2009 Meeting) WARDS All AFFECTED:

REPORT OF: Andy Wallis – Planning and Economic Regeneration Director CONTACT Mo Kundi OFFICER: 3447

EXEMPT/ No CONFIDENTIAL:

PURPOSE/SUMMARY: To inform Members of the activities undertaken by Sefton Business Village Partnerships

REASON WHY DECISION REQUIRED: To comply with standard portfolio reporting procedures.

RECOMMENDATION(S):

It is recommended that:- 1. The content of report be noted, and that 2. When appropriate further reports on activities undertaken by Sefton Business Village Partnerships be presented.

KEY DECISION: No

FORWARD PLAN: Not appropriate

IMPLEMENTATION DATE: Following the expiry of the “call-in” period for the Minutes of the meeting.

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ALTERNATIVE OPTIONS: Sefton Business Village Partnerships have been operating since 2002, with funding from the Regional Development Agency, Sefton Council, relevant Parish Councils, and the private sector, and have proved to be very successful vehicle for partnership working between the public sector, the local business community, and the voluntary sector for developing and delivering projects that benefit the business community and the public realm. The alternative option of not continuing Sefton Business Village Partnerships, would lead to loss of business engagement, the loss of valuable and free expertise that the business and the voluntary sectors bring to the table, and critically Sefton Council’s ability to demonstrate business sector involvement as part of the Comprehensive Area Assessment regulations.

IMPLICATIONS:

Budget/Policy Framework:

Financial: There are no financial implications as a result of this report.

Legal: N/A

Risk Assessment: N/A

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Asset Management: N/A

CONSULTATION UNDERTAKEN/VIEWS:- FD 110 - The Finance and Information Services Director has been consulted and has no comments on this report. Legal.

CORPORATE OBJECTIVE MONITORING:

LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT Report to Cabinet Member (Regeneration) 10 th June 2009, and the Cabinet 11 th June 2009 entitled ‘Sefton Business Village Partnership Reports’.

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1.0 Background

1.1 The Cabinet Member for Regeneration at his meeting on 10 th June 2009, and the Cabinet at its meeting on 11 th June 2009 considered a report entitled ‘Sefton Business Village Partnership Reports’. The report provided background into the establishment of Business Village Partnerships in Southport, Birkdale, Formby, Crosby, Waterloo, Bootle, and Altside, which covers the four Town/Parish Councils of Maghull, Aintree, Lydiate and Melling.

1.2 The Report also provided information on the aims and objectives of Business Village Partnerships, their unique working arrangements involving the public sector organisations, local businesses, and the community, and critically the range of projects that various partnerships develops and delivers. Attached to the said report was an Annex that included reports on activities undertaken by each of the eight Business Village Partnerships to the overarching Sefton Business Village Partnership Board that meets four times a year.

1.3 Members consider the Report and requested that when appropriate further reports on activities undertaken by Sefton Business Village Partnerships be presented.

2.0 Further Update

2.1 The overarching Sefton Business Village Partnership Board met on 29 th July 2009 to consider the latest reports submitted by each of the local partnerships, copies of which are attached as Annex A to this report.

3.0 Proposal

3.1 It is proposed that:-

• The content of the report be noted, and • Further reports on activities undertaken by Sefton Business Village Partnerships be presented.

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ANNEX A

Sefton Business Village Partnership

Wednesday 29 th July 2009 Southport Town Hall Starting at 3.00pm

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Agenda

Page No. 1. Introduction/Apologies 2. Minutes of meetings held on 28 th April 2009 3 3. Southport Business Enterprise - Jim Breen 9 4. Birkdale Business Village Partnership - Steve Booth 20 5. Formby Partnership - Nicky Owen 24 6. Crosby Business Village Partnership - Nicky Owen 26 7. Waterloo Traders Association - Derek Sarath 30 8. Bootle Town Centre Management - Chris White 35 9. Altside Business Village Partnership - John Keogh 37 10. Sefton Business Against Crime Partnership - Steve Booth 41 11. Sefton Business Village Partnership - Mo. Kundi 45 12. AOB 13. Dates and Venues of next meeting: • 27 th October 2009 Southport Town Hall (Churchtown Room) @ 3.00pm • 20 th January 2010 Bootle Town Hall (Committee Room1) @ 3.00pm • 21 st April 2010 Southport Town Hall (Birkdale Room) @ 3.00pm • 21 st July 2010 Bootle Town Hall (Committee Room) @ 3.00pm • 20 th October 2010 Southport Town Hall (Birkdale Room) @ 3.00pm

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Sefton Business Village Partnershi p Notes of meeting held 28 th April 2009 at Southport Town Hall

Present:- Margaret Carney Sefton MBC Chair Councillor Robertson Sefton MBC Mo Kundi Sefton MBC Sue Dare Chair, Mktg Group SBE/ Champion Group Catherine Caddick Chair, Crosby BVP/Caddick Jewellers Les French Chair, Altside BVP/ Emerson Chris White Manager, BTCM John Keogh Manager, Altside BVP Nicky Owen Manager, Formby and Crosby BVPs Rob Uffendell Chair, Birkdale BVP Gill Fell Chair, Formby Partnership Jim Breen Manager, SBE Steve Booth Manager, SBAC and Birkdale BVP

Apologies:- Bob Greenhalgh Chair, BTCM/Strand Shopping Centre Stuart Roberts Chair, SBE/Specsavers Janet Barnet Chair, Waterloo Traders Association Steve Dickson Sefton Chamber of Commerce

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1. Southport Business Enterprise Board and Staff Issues The Southport Business Enterprise is again participating in the STERLINK student exchange programmes with Mons, Belgium, and final year student, Charles Marchal has joined SBE for three months.

Business and Retail Strategy As part of the Indoor Market Hall development, SBE as the Town Centre Management function will be undertaking a detailed business consultation exercise. One possible site being explored that could provide a temporary venue for the market whilst the Indoor Market is being refurbished is Fabric Warehouse on King Street. This site is also being explored as a temporary site for the Library, whilst the main Library building is being refurbished. SBE is currently seeking further clarifications on the relocation of New Look Store from Marble Place to the former Woolworth Store site on Chapel Street. Action – Jim Breen

The ‘ Wish You Were Here’ Document for marketing and promoting Southport as a place for potential developer and retailers to relocate to was prepared in 2006. This is now needs refreshing, the cost of which is estimated as £6,000. Potential source of funding is currently being explored. Action – Mo Kundi Marketing In response to the current economic downturn, and its adverse impact on town centres, Southport Business Enterprise in partnership with a range of stakeholders have developed a ‘I Love Southport’ Campaign. The aim of this campaign, which includes free parking in Park and Ride sites, and events, is to retain local residents shopping in Southport and to attract visitors and shoppers from within 90 minutes. In addition, SBE is also undertaking a ‘Window Dressing’ Campaign in order to make ‘attractive’ the vacant shops in the town centre, and to prevent anti-social behaviour. Action – Jim Breen

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2. Birkdale Business Village Partnership In light of the current economic downturn, the Partnership is seeking a more pro-active approach to marketing and promotion of the Village if it were to remain vibrant and dynamic. Board members have sought pledges from local business to enable 60 hanging baskets to be erected in the village. The Partnership is also looking to hold two street events, one in summer and the other near Christmas. Action – Steve Booth

Local Ward Members, who are on the Partnership Board, are heavily involved in the work of the partnership, and have pledged approximately £2,000 towards these events.

3. Formby Partnership Formby Partnership has been very pro-active since its resurrection some six months ago. The Partnership, which has a new Chair, Gill Fell, consists of local traders, representatives from the Parish Council, Formby Area Committee, and the Police.

The aim of the Partnership is to build on existing projects by generating new ideas and actions and increase community activity by working with groups and individuals.

The Chair has already set up a new business network, and is assisting the Youth Sports Ambassador for Range School and Bootle Club to launch ‘Ultimate Frisbee’, a new sport. The Partnership is planning to hold its first Music Festival in Formby in July or August. Action – Nicky Owen

4. Crosby + Waterloo BPV The Partnership, as part of the economic downturn has been lobbying Sefton Council to provide some form of assistance to businesses in the Village. The Village has seen a significant down turn, not only due to the economic situation but also because the proposed development by Maghull Group is now on hold, and Sainsbury’s expansion of their store is likely to take some time. All this is causing some blight in the Village.

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The proposal by Sefton Council to provide free parking on Saturday’s was very welcomed by the Partnership, and an event was held in the Village, which was heavily promoted in the local press.

5. Waterloo Traders The Partnership meets on a monthly basis, and in order to raise the profile of the area a number of activities have been taking place, including the erection of Street Plans showing all the individual businesses in the area; the publication of Waterloo Shopping Guide; the development of a Shop Waterloo Website; and the active participation of traders in the Britain in Bloom competition

The Partnership is exploring possible events that could be held in the Waterloo area to increase local footfall.

6. Bootle Town Centre Management Partnership Brand Bootle The Partnership launched the ‘Bootle-all together better’ brand, which is now incorporated into Marketing material for the Stella Nova Building, as well as Bus Stop Advertising and Mail out material, and on Delta Taxis.

Events The Partnership has held three events, including Valentine’s celebration, and Spring Shopping promotion. All three events were heavily marketed and promoted, with local businesses participating.

On 30 th April, the Partnership will be holding Bootle all together better Awards, and planning is in place to hold Bootle Festival and Christmas events. Action – Chris White

7. Altside BVP The Partnership has recently restructured its working arrangements to order to be more effective in responding to changing environment and workload. It has also re-defined its core aims and objectives.

Tourism

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The Partnership presented the case for a Marina and a Camping and Caravanning Club to both Lydiate Parish Council, and Maghull Town Council. Both were received positively, with the two Councils proving written support for them.

The inaugural meeting of the Frank Hornby Trust was held on 19 th March and at that meeting the Trust agreed to submit an application for funding to the ‘Awards for All’

Events The Partnership is planning its annual Hornby Exhibition and an additional event the Music Festival this year. Action – John Keogh

8. Sefton Business Against Crime Partnership (SBAC) The Partnership currently manages two BAC schemes in Sefton, one in Southport, and the other in Bootle. Requests have also been received from Formby to establish a similar scheme.

Crime figures for the period Oct 08 to Dec 08 showed an encouraging significant drop in Retail offences within Southport, which went against the trend for Merseyside for the same period.

9. Sefton BVP Lydiate Village Centre Subject to sorting out the legal agreement between Sefton Council and Lydiate Parish Council, construction is expected to start on site in May.

Looking After Town Centre Central Government recently published a guide entitled ‘Looking After Our Town Centres’. The aim of this guide is to offer practical help in assisting town centres to reach their full potentials, even in tough times. This coincides with ‘quick win’ proposals put forward by Sefton Business Village Partnerships.

Rural Development Programme for England and Rural Economy Action Plan

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The Rural Development Programme for England is successor to the European Objective 1 Programme, but incorporates national priorities and funding. Whilst most of the £3.9 billion grant is allocated to improving agri-environment and other land management schemes, however some £2.2 million is available to Merseyside sub-region for tourism and farm diversification schemes.

Consultants ‘Rural Innovation’ have been appointed to develop the Merseyside Rural Economy Action Plan. This study is based on the premise that Merseyside’s rural areas collectively represent an undervalued and under-exploited asset with significant economic development potential. The Regional Development Agency is part funding this study, and has indicated that projects emanating from this Action Plan would be eligible for grant funding from £2 million already allocated.

Funding Opportunities The report provided a detailed breakdown of the current funding opportunities from the various European Programmes as well as national funding sources such as the Regional development Agency and the Lottery.

Work is currently under way to explore potential projects that could be developed to attract some of these funds. Action – Mo Kundi

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Southport Business Enterprise

29 th April 2009

TITLE OF REPORT

Southport Business Enterprise Partnership - Progress Report No. 31

AUTHOR OF REPORT

Jim Breen - Southport Business Enterprise Manager

PURPOSE OF REPORT

The purpose of this report is to advise the Sefton Business Village Partnership of the progress made to date by the Southport Business Enterprise Partnership.

RECOMMENDATIONS

It is recommended that the Partnership:-

• Note the content of the report. • Note the projects proposed/planned for the year 2009/10 delivery plan • Note the current progress of these projects.

FINANCIAL IMPLICATIONS (IF ANY )

These are addressed in the Sefton BVP report, which is part of these papers.

CURRENT ACTIVE PROJECTS FOR 2009/10

Southport Business Enterprise Working Groups meet regularly. SBE outputs are to increase numbers of businesses, jobs, visitors, visitor spend, and enhance the environment and safety of Southport’s town centre.

SBE Working Groups contain members from the public and private sectors and are focused on achieving the above outputs through the project activities described in this report.

Page 209 Agenda Item 14

MANAGEMENT AND ADMIN

SBE Annual General Meeting SBE held its AGM on the 9 th July, 2009 at Southport Town Hall.

Key outcomes of that meeting were as follows:

SBE board changes :-

Stuart Roberts, franchise holder for Specsavers Southport and Formby, resigned as Chair but will continue to sit on the board. Sue Dare, Champion Newspapers, was elected Chair, and Yvonne Burns, Wayfarers Arcade was elected Vice-Chair.

New private sector SBE board members elected were; Claire Edwards, Manager, Debenhams; Tony Brough, Brough’s Butchers, Dave Rimmer, Manager, Sainsbury’s, and Anthony Weldon from Packit.

New Sefton Councilor Members appointed to SBE by Sefton Council’s Cabinet are Cllrs Lord Fearn, Brenda Porter, and Les Byrom.

Temporary Vacancy/Voluntary Positions Due to the current hiring freeze, there has had a long-standing vacancy for the role of Administrative Assistant. SBE has been approached by a Southport resident and recent graduate of Lancaster University, Kerry Moore, who is interested in pursuing a career in Planning and Economic Regeneration. We have agreed with Kerry to begin a part-time, voluntary administrative role with SBE, which will provide her with valuable insight into this field, and SBE with much needed office support.

BUSINESS AND RETAIL STRATEGY WORKING GROUP

Former Waitrose Site – Tulketh Street SBE is in regular contact with the site’s letting agent, Mowbray Gill. There is ongoing interest from several potential tenants at this stage.

Market Hall Following earlier reports looking at potential options for the future of the Market Hall, Sefton Council has decided to invest £3.2 million in significant upgrades to the Market Hall and to partially pedestrianise Market Street.

Page 210 Agenda Item 14

SBE and the Southport Partnership organised a public consultation on the design proposals, which are still at the conceptual stage. The consultation was held at the Vincent Hotel on 15th June, where Tony Corfield presented the plans to an audience of Market stallholders, local business, residents, and other interested parties.

A broad range of feedback was received and it is planned to review this and where possible feed it into the Market plans and report back in a follow-up consultation to be held later this year.

Iceland Site- King Street SBE is not aware of any new interests in this site, which has received outline planning permission for redevelopment. However it could still be a few years before redevelopment due to existing tenants, whose current lease still has several years to run.

Southport Investment Strategy (SIS) SBE is the thematic leader for Chapter 2 of the SIS, Town Centre Management. This group’s work very closely related to Chapter 1, the Visitor Economy and the Chapter 3, the Natural and Built Environment. It is now becoming clear that, for these groups to achieve certain of their respective key objectives, an effective working relationship with property owners on Lord Street and Chapel Street needs to be established. Property ownership information is now being collected and this will lead to establishing contacts with this diverse group. These property owner relationships will be necessary to achieving the following SIS objectives;

o Management of Lord Street as Southport’s unique “jewel in the crown” o Initiating a Business Improvement District o Creating England’s finest street –Lord Street o Immaculate buildings and pristine public spaces

Retail Strategy Review Update - White Young Green Sefton Council’s retained consultants, White Young Green (WYG), have recently completed their retail strategy review update.

Page 211 Agenda Item 14

WYG concludes that for Southport to remain competitive ‘This will require a positive pro-active approach to be adopted by the Council to actively seek to identify realistic and achievable development opportunities which could be delivered to the market when the economy begins to emerge from the current recession.’

SBE, along with other partners involved in the SIS and regeneration, believes this is now an urgent priority if Southport is to achieve its SIS objectives and improve its retail competitiveness.

The first step in progressing this priority is to have a detailed study which can specify the needs for extra retail floorspace in Southport town Centre and help identify an appropriate strategy to meet that demand including the identification of sites and a strategic approach to bring them forward.

More information is provided on the retail health check 2009 for Southport and Bootle town centres, and the request to Sefton Cabinet, due to meet on 6 th August, for the appointment of external consultants to undertake this study.

Former Woolworth’s site-Chapel Street There are several indications that this site will be occupied by a quality retailer in the coming months. Further details on this will be provided verbally at the meeting.

MARKETING WORKING GROUP

“I Love Southport” Campaign The main elements of this campaign, “ I Love Southport” were: o A loyalty scheme that would encourage local shoppers to use a broad of town centre shops. o A PR campaign in selected media within 90 minutes drive time of Southport. o A Park & Ride promotion (free on weekends from March-May) that would be an added incentive to attract shoppers.

The funding for this campaign was provided by the Southport Area Committee (£5250) and the 40 retailers participating in the loyalty scheme (£1,000). This campaign has been promoted by local press, radio, and Sefton Council PR.

Page 212 Agenda Item 14

The campaign concluded at the end of May and SBE is in the process of collecting retailer feedback on its effectiveness. A brief report on this feedback will be presented at the Sefton BVP steering group meeting on the 29 th July. A copy of the consultation questionnaire is attached to this report below.

‘Window Dressing Campaign’ Linked to the above campaign is the need to undertake some action with regard to a number of empty shops in the town centre.

Since the last SBE report, there have been positive developments regarding a number of vacant shops, which have now been occupied, or are due to become occupied later this year.

SBE is planning to install images in the former Viyella shop at 445 Lord Street on 23 rd July. Copies of the images are attached at the end of this report.

Discussions are taking place with owners of other empty properties, but SBE must report limited success. This is mainly due to the fact that most key vacant properties on Lord Street and Chapel Street are owned and managed by non-local owners and agents whose sole priority is to re-let the property. They see no benefit in spending time and resources organising access to their property for the purpose of installing images of Southport.

ENVIRONMENT AND SAFETY A separate report by the SBAC Coordinator, Steve Booth, is elsewhere on the Agenda.

Chapel Street Management Group The monthly Southport Farmers Market has been held on Town Hall Gardens on the last Thursday of the month for several years. This location does not provide the high retail footfall that the Market needs to prosper. This has resulted in a steady reduction in the number of stall holders to about 10, a very low level that threatens the sustainability of the Market.

Following consultation with our stakeholders, Market stallholders, Civic Buildings team, and relevant Chapel Street retailers, we are planning to move the Market to Chapel Street, effective 30th July, which is the next Market date. We are only

Page 213 Agenda Item 14

allowing the usual 10 to 12 stallholders to this first event. This is in order to keep numbers low for the first Market to "bed in" in the new location.

This new location is expected to provide the footfall to enable the Market to grow, attract more stallholders, and thereby attract more visitors/customers for our retailers.

All other market management operations, which are provided by Sefton Council's Civic Buildings team, will remain the same.

The longer term aim is to build up the quality and variety of the Farmers Market over the next year or two, and then return it to it’s original home, outside an enhanced Southport Market Hall, where it will grow further in quality and variety.

Page 214 Agenda Item 14

20 th July 2009

Dear Store Manager,

Economic Downturn and its Impact on Local Businesses

As you will be aware the global economic downturn is having a major impact on businesses to access credit, and is pushing the national economy deeper into recession. There are indications that this recession is likely to be longer and deeper than originally predicted. Locally the impact of the recession is probably more visible in town and retail centres, where there has been a significant increase in the number of vacant shop premises.

Recognising these problems, Sefton Business Village Partners, which is a partnership between local businesses and Sefton Council, undertook early this year a consultation exercise with representatives of the retail sector, in order to identify possible short term measures that could be implemented very quickly to assist retail areas in Sefton. Within Southport town centre, the Southport Business Enterprise was asked to develop and implement the following measures:- Southport Business Enterprise Activity or Start Completion Total Source of Funding Comments Campaign Date date Cost Sefton Local Council Businesses I Love 1/3/09 7/6/09 £6,250 £5,250 £1000 Southport Free Park 1/3/09 7/6/09 £30,000 £0 & Ride

The above activities together with allocated funding has now come to an end, and in order for Southport Business Enterprise to assess the impact of the activities undertaken, and to explore future options, I would be very grateful if you could fill the attached questionnaire.

Page 215 19 Agenda Item 14

Also, SBE runs a regular series of programmes during the year. Please provide comments on these activities as requested. Activity Increase Decrease No Other comments customers Customers Change Monthly Farmers Market Biannual Continental Market Children’s Rides/ school holidays

Southport Business Enterprise Questionnaire

Activity – Free Park and Ride

Q1 Were you aware that Park and Ride was free on weekends Yes No between March and May? Q2 If yes did you or your staff use the free Park and Ride facilities Yes No on weekends? Q3 If no can you give some reasons as to why not:-

Q4 Were most of your customers aware that Park and Ride was free Yes No on weekends between March and May? Q4 If yes did your customers use the free Park and Ride facilities? Yes No Q5 If no did your customers say why not:-

Q6 As a result of free weekend Park and Ride facilities, Increased Decreased No would you say that your customer numbers:- Change Q7 If increased, would you say these customers were Southport Merseyside Other from:- areas Q8 Would you say that the impact of having free Positive Negative Same weekend Park and Ride facilities was generally Q9 If possible would you like to see special periods when Park and Yes No Ride facilities are free?

Page 216 20 Agenda Item 14

Activity – “I Love Southport” Loyalty Scheme - £1000 prize draw.

Q1 Were you aware of the “I Love Southport” Yes No campaign £1000 prize draw between March and May? Q2 If yes do you feel that most of your customers Yes No were aware of this prize draw? Q3 As a result of the prize draw would you say that Increased Decreased No your customer numbers:- change Q4 Would you say that the impact of having the £1000 Positive Negative No prize draw was generally change Q5 If possible would you like to see other retail Yes No promotions of this type? Q6 Are there any specific promotion or campaign ideas Yes No you feel would be particularly effective? If yes please provide a brief description:-

Either myself, or a colleague from Southport Enterprise will pick up the completed questionnaire tomorrow.

Should you require any further information please do not hesitate to contact me or Steve Booth on 01704 512215.

Yours sincerely,

Jim Breen Manager

Page 217 21 Agenda Item 14

Proposed ‘Window Dressing’ Lord Street, Southport

Former Viyella Site - artists impression

Page 218 22 Agenda Item 14

Page 219 23 Agenda Item 14

Birkdale Business Village Partnership

29 th July 2009

TITLE OF REPORT

Birkdale Business Village Update July 2009

AUTHOR OF REPORT

Steve Booth - Birkdale Business Village Manager

PURPOSE OF REPORT

The purpose of this report is top provide the Sefton Business Village Partnership with an over view of Birkdale Business Village Partnership

RECOMMENDATIONS

It is recommended that the Partnership

• Note the content of the report

Current Status

Birkdale traders were given the opportunity to purchase hanging baskets for display outside their businesses which were on a 50 -50 basis. The business would buy a basket for £25, and there would be a £25 grant from the Civic Society, which would pay for the upkeep by Sefton Council.

The village has responded positively to this initiative and to date there are 38 baskets that have been purchased by the group in the village, - which was visited by the “Britain in Bloom” judges on July 16 th

“Birkdale Fun Day” took place on July 18 th and was an outstanding success.

The weather was warm and sunny which helped immensely and it was estimated that over 2000 people came to the village for the event The live performers were of a extremely high quality and several of them received requests for bookings at the event.

Page 220 24 Agenda Item 14

Financial contributions were made by the Southport Area Committee, Fairground Rides, Stallholders, (stalls representing charities and local traders were exempt from contribution) and outside catering facilities, which helped to offset the cost of the event. Annex A attached provides a detailed breakdown of expenditure and income for ‘Birkdale Fun Day’ event.

A quick anecdotal survey was undertaken to asses the views of the village on this event and on holding future events, there were no issues of major concerns and almost all the feedback was positive with the traders keen to hold another event. A copy of an e-mail attached as Annex B to this report shows a positive response to the event held.

Members would be pleased to learn that Dowhigh Ltd, were very supportive of the event and administered the road closure on the day.

Future Plans

Funding has been secured for the erection of several solar powered Christmas trees to be placed on the lampposts in the Birkdale/ Hillside area. These trees have been used successfully in other towns and villages, including Sefton and will enhance the overall ambience of the area.

In light of the success of this event, the Partnership is now considering undertaking a Christmas event, which is likely to be on 3r December 2009.

Page 221 25 Agenda Item 14

ANNEX A

Current Finances are approximately as follows:-

Contributions from local Wards £1,990.00 Estimated Amount From Amusement Rides £350.00 Ice Cream Van Fee £140.00 Stall Holder Fees £60.00 ------£2,540.00

Less Estimated Costs: Temporary Events Licence £21.00 Road Closure £350.00 St John’s Ambulance £75.00 Banners x 3 (Inc Vat) £216.20 Newspapers Advert (Inc Vat) £266.80 Children’s Entertainer £150.00 Technical Costs Re Stage £500.00 Partnership Advert (Inc Vat) £109.25 Road Closure Signs(Inc Vat) £115.00 Hire of Tables £25.00 £1,828.25 ------SURPLUS C/F £711.75 ======

Page 222 26 Agenda Item 14

ANNEX B

A Response to the ‘Birkdale Fun Day’ Event.

From: [email protected] [mailto:[email protected]] Sent: 19 July 2009 21:02 To: [email protected] Subject: Birkdale Village Summer Festival

Congratulations, Rob, on a superb event.

Everyone I have spoken to (friends, family, neighbours and fellow traders) have said how much they enjoyed and appreciated the event. I believe it’s really put Birkdale Village back on the map!

On a personal note, my takings were amongst my best since launch in February (and that includes The Cheshire Show, a two day event!) and the level of interest shown by people in my products, flyers and business cards was tremendous. Councilor Hands even introduced me to John Pugh, our MP, which was priceless.

I also want to thank you for allowing me the extra table, which really aided my display and clearly contributed to my success.

I did feel a little guilty, however, when I was sipping my ice cold Peroni outside Crystals whilst you and the rest of your team were still grafting away. Hope you will forgive me!

I "kept it local" in the evening too, patronising a few of the local hostelries, including a return visit to see Sandy at Crystals.

You have my full support for any future events.

Kind regards Paul at THE FAIR TRADE STORE www.thefairtradestore.co.uk

Page 223 27 Agenda Item 14

Formby Partnership

28 th July 2009

Title of Report:

Formby Partnership - Progress Report No. 2

Author of Report:

Nicky Owen – Project Officer, Sefton MBC

Purpose of Report:

The purpose of this report is to advise the Sefton Business Village Partnership of the progress made to date by Formby Partnership.

Recommendations:

It is recommended that the Partnership:- • Note the content of the report • Note the current progress of projects

1. Partnership This group consists of local traders, the Parish Council, the Police and Sefton Council. The aim is to get some more traders and some more key partners onto this Group. The Partnership has been meeting monthly but this will switch to bi-monthly from September.

2. Events Ultimate Frisbee : this is now being organised through the Sefton Sports ambassador. It will now not be a single event over the summer holiday but was in a number of schools the last 2 weeks of the summer term. Formby Live! : this is the first Formby Music Festival. It will be held over the 1 st /2 nd August. On 1st August, in the evening, there will be live music in Woodward’s, Café D’art, Quo Vardis, Chapel Bar and The Gallery. On Sunday 2 nd August, in the afternoon, there will be a free open-air music concert in the grounds of Formby Pool. There will be 7 acts on the stage and other acts mingling with the crowd. The Mayor of Sefton has agreed to formally open the event on Saturday at 6.30pm.

A breakdown of the estimated cost and sources of funding is attached as Annex A to this report.

Page 224 28 Agenda Item 14

4. Communications

The partnership have been working on a number of ways to get information out about what is already happening in Formby, as well as promoting new events. Formby First : a website has been developed that promotes events within Formby. Posters : information about current activities, either one-offs or weekly’s, has been collated. Posters will be put on the Parish Council noticeboard, in the library and in other Village locations. Networking : Partnership Members attend both the Formby Business Forum and the Range Forum. Annex A Details of Estimated Expenditure and Income Item Est. Actual Potential Confirme Comments Inc. d Inc. Tech. Equipment Stage ) 400 400 SMBC PA ) Acts Bars 1,000 1,000 Bar contribution? On Stage 400 400 Area Committee Street Entertainers 300 300 Parish Council Marketing Posters 50 50 Area Committee Leaflet 250 300 300 SMBC Distribution 350 212.75 212.75 SMBC Promo staff - Woodvale 50 50 Area Committee Banners 200 180 180 Parish Council? Miscellaneous Stewards jackets 52.05 0 52.05 15 hi-vis vests SMBC Staff Refreshments 100 0 100 Formby Pool Act Refreshments 200 100 Supermarkets/ Gallery? SMBC Bin bags 10 0 10 Local trader?

Total 3362.05 692.75 1442.05 1712.75 1920

Total Spend (Estimated) 2,992.7 5 Total Income (Potential + Actual) 3154.8

Page 225 29 Agenda Item 14

Crosby Business Village Partnership

28 th July 2009

Title of Report:

Crosby Business Village Partnership - Progress Report No.30

Author of Report:

Nicky Owen – Project Officer, Sefton MBC

Purpose of Report:

The purpose of this report is to advise the Sefton Business Village Partnership of the progress made to date by Crosby Village Traders Association.

Recommendations:

It is recommended that the Partnership:- • Note the content of the report. • Note the current progress of projects

Partnership There is a range of traders involved in the Partnership, along with officers and Councillors from Sefton MBC .

Events Crosby Music Festival : took place over the weekend of 23 rd – 25 th May. Crosby BVP, through the Economic Regeneration pot, contributed £700 towards the overall costs. The event was very successful and brought approximately 25,000 people into the Village over the 2 days. Britain in Bloom : judges were in the village week beginning 13 th July. Results will be known by September. Crosby Summer Food and Fun Festival : this will take place on Saturday 22 nd August. The proposals are to have a number of food stalls, mainly from local traders, children’s rides, musical acts, a face painter and other activities. Further details will be brought to the meeting. Christmas Event : this will take place on Friday 27 th November.

Parking The 12 weeks of free Saturday parking in Crosby have now finished. Anecdotally traders have stated that the scheme was successful. A questionnaire has now been prepared (attached) and will be circulated to traders shortly.

Page 226 30 Agenda Item 14

Other Activity Market : NO recently visited a farmers market in Christ Church, Waterloo. The potential for this market to trade in Crosby Village is currently being investigated. Children’s Rides : there were rides in the Village during the May half-term. There will also be rides in the October half-term and for the Christmas lights switch-on. These provide a source of income for activities. Hoardings/Vacant Units : the Traders are looking at the potential to improve the appearance of the Maghull Developments site. Proposals to grass-over the site and for artwork on the hoardings have been costed. SMBC have now started discussions with the Maghull Group re: funding. SMBC also need to have discussions with Sainsbury’s about artwork on their hoardings.

Page 227 31 Agenda Item 14

Consultation Questionnaire Crosby Business Village C/o The Investment Centre 375 Stanley Road Bootle L20 3EF

Date: 20 th July 2009 Our Ref: Your Ref:

Please contact: Nicky Owen Contact Number: 0151 934 2691 Fax No: 0151 934 3480

Dear Store Manager,

Economic Downturn and its Impact on Local Businesses

As you will be aware the global economic downturn is having a major impact on businesses. Locally the impact of the recession is probably more visible in town centres, where there has been a significant increase in the number of vacant shop premises.

Recognising these problems Sefton Council, together with Crosby Village Traders Association, agreed to implement the following activity:

Activity Start Completion Total Cost Source of Funding Date date Sefton Local Council Businesses Free Saturday Saturda Saturday 4 th 10,500 10,000 500 Parking (from y 18 th July 10am) April Free parking Saturda Saturday 900 650 250 event launch y 18 th 18 th April (fair April rides/music) Fair Rides Various Various 0 0 0

The above activity, together with allocated funding from Sefton MBC parking, has now come to an end. We now need to assess the impact of the free parking and to look at future options. To help with this I would be grateful if you could complete the attached questionnaire and return it either Jai or Catherine at Catherine Caddick Jewellers.

Should you require any further information please do not hesitate to contact me at Caddock’s Jewellers, or Nicky Owen on 0151 934 3480,

Yours sincerely,

Nicky Owen Catherine Caddick Manager - Crosby BV P Chair – Crosby BVP

Page 228 32 Agenda Item 14

Crosby Business Village Questionnaire Free Parking

1 Were you aware that there was free parking in Crosby Village between Yes No 18 th April and 4 th July? 2 Were most of your customers aware that Parking in the Village was free Yes No between these dates? 3 If yes did your customers use the free parking? Yes No 4 If no did your customers say why not:-

5 As a result of the free parking, would you say that your Increased Increased Remained customer numbers:- markedly slightly the same 6 If increased, would you say these customers were Crosby Merseyside Other from:- areas 7 Would you say that the impact of having free parking Positive Same Negative was generally:- 8 If possible would you like to see free parking in the Village during Yes No other events? 9 How important is it that free Saturday parking is resumed? (where 1 1 2 3 4 5 6 7 8 9 is unimportant and 9 is very important) 10 Are there any other comments that you would like to make about the free parking?

Free Parking Launch Event

1 Did you think that the launch event on 18 th April Yes No went well? 2 Were you aware of the launch event on 18 th Yes No April? 3 Were most of your customers aware of the Yes No launch event? 4 Did your customers enjoy the launch event? Yes No 5 If no did your customers say why not?

6 As a result of the event would you say that your Increased Remained Decreased customer numbers:- the same 7 If increased, would you say these customers Crosby Merseyside Other were from:- areas 8 If possible would you like to see events in the Yes No Village at other times? 9 Are there any other comments that you would like to make about the event?

Fair Rides

1 Do you like the fair rides being in the Village? Yes No 2 If no, why not?

3 Do your customers enjoy the fair rides being in Yes No the Village? Page 229 33 Agenda Item 14

4 If no did your customers say why not?

5 As a result of the fair rides would you say that Increased Remained Decreased your customer numbers:- the same 6 If increased, would you say these customers Crosby Merseyside Other were from:- areas 7 Are there any other comments that you would like to make about the fair rides?

Contact Details

Name: Email Address:

Address:

Phone Number:

Would you be interested in joining the Yes No Not sure Crosby Village Traders Association:

If you are interested in joining Crosby Village Traders Association the next meeting will take place on Monday 3 rd August, 10.30am, in Sainsbury’s . All traders are welcome to attend.

Page 230 34 Agenda Item 14

Waterloo Business Village Partnership

29 th July 2009

Title of Report:

Waterloo Business Village Partnership - Progress Report No. 30

Author of Report:

Derek Sarath – Project Officer, Sefton MBC

Purpose of Report:

The purpose of this report is to advise the Sefton Business Village Partnership of the progress made to date by Waterloo Business Village Partnership.

Recommendations:

It is recommended that the Partnership note the content of the report

Shop Waterloo Website The website went live on 13 July 2009. A survey of the Traders was conducted to gather Trader’s details for the site and approximately 50 traders responded and placed on the website. Details were obtained for a further 110 traders from already published sources, making a total of 160 business details on the site. Traders will shortly be asked for their views on the website with the intention to update it where possible. Some initial feedback has already been received which is complimentary. Further work needs to be done about the content of the site and the on-going maintenance and direction.

Other Activity Meetings : The Traders Group is now meeting on a monthly basis. The meetings are well attended and lively. The group appears to be moving from: one that receives presentations, to one with tasks that it will fulfil itself.

Survey: A recent survey was conducted on behalf of Waterloo BVP, a copy of the survey questionnaire is attached together with the number of responses received. The survey was sent out to known email addresses and this produced 8 responses, approximately 16%. With a small sample its difficult to read too much into the results. However, it appears that:

1) Only 12.5% of traders knew a Waterloo Shopping Guide had been circulated to all homes in the area via The Herald. Page 231 35 Agenda Item 14

2) 50 % knew of the Shopping Street Guide Posters

3) 75% knew the website was going live.

4) 75% were aware that the Waterloo BVP meets and

5) Most people got enough notice of the meetings.

6) One response asked for more advance notice

7) 75% knew how to contact the BVP.

8) Only 12.5 % of business thought the measures taken had increased their profile locally.

9) 100% of traders supported the measures taken.

11) Suggestions for activities for the BVP were:

• Research funding sources • Promote website wider • To advertise the area more • Dress up empty shops • Allow no more bars/eating places • Improve car parking (already being worked on) • Reduce rates (already being worked on) • Increase police patrols

Business Rates : The BVP meeting has recently heard presentations about how business rates are calculated. The group has appointed a sub-group with a view to seeking how to change the rating valuation of the business premises in the St John’s Road/South Road area. The sub-group has been offered some assistance in this from the Federation of Small Businesses.

Planning Matters : A presentation has also been made by the Planning Section of SMBC and this has led to a member of the BVP monitoring the Council web-site on behalf of the Group and providing reports to the monthly meetings on new developments.

Page 232 36 Agenda Item 14

Traffic: The Traffic Services Manager for SMBC, Mr Dave Marrin, has made a presentation to the BVP. As a result the BVP has recently formed a sub-group with a view to making a proposal to the Area Committee for improvements in the parking in South Road and neighbouring streets.

Night Time Economy and Security: Steve Booth of SMBC, who has responsibility for issues relating to the Night Time Economy in Sefton, gave a presentation to the BVP on steps that could be taken to improve security in shops and licensed premises.

Crime: The Neighbourhood Inspector, Mr Neil Turner has been invited to the last two meetings however, due to existing work commitments has been unable to attend. He has now been invited to the September meeting in order to give him more notice.

Events : The Christmas Event will start to be planned shortly. A local group, The Friends of Old Christ Church has recently launched a successful indoor Farmers Market.

Page 233 37 Agenda Item 14

Annex A

Waterloo Business Village Partnership Questionnaire

(Please indicate which answer you support)

Q1 Are you aware of the Waterloo Shopping Guide that was Yes No circulated to all homes via the Crosby Herald? 1 7

Q2 Are you aware of the Waterloo Shopping Guide Street Yes No Posters that have been displayed in the Waterloo area? 4 4

Q3 Are you aware of the Waterloo Shopping Website that Yes No will go “live”shortly? 6 2 Q4 Are you aware of the Waterloo Business Village Yes No Partnership that brings together traders from the St Johns/South Road area once a month to discuss 6 2 common issues?

Q5 Do you get enough notice of the Waterloo Business Yes No Village Partnership meetings? 7 1

Q6 What would make it easier for you to attend?

Q7 Would you like details of how to make contact with the Yes No Waterloo Business Village Partnership? 6 2

Q8 Do you think that as a result of the activities above Yes No your business has increased its profile locally? 1 7

Q9 Do you support the above activities? Yes No 8 0

Q10 If not, why not?

Page 234 38 Agenda Item 14

Q11 What more would you like to see the Business Village Group do to support local business? Research funding sources, promote website, advertise the area, improve empty shop fronts, no more bars/eating places, improve police patrols, reduce rates.

Please return to Derek Sarath [email protected]

Page 235 39 Agenda Item 14

July 2009

Title of Report

Bootle Town Centre Partnership Progress Report No. 5

Author of Report

Chris White Bootle Town Centre Manager

Purpose of Report

To advise the neighbouring Sefton Business Village Partnerships of the progress made to date by Bootle Town Centre Partnership

1 Actions since last Meeting

1.1 Bootle All Together Better Awards 2009 The awards were well received and all who attended commented on the success of the night. There has been great coverage by the local press, Echo, Bootle Times and BBC Radio Merseyside.

1.2 Strand Green Week . The Strand shopping Centre held a Green week. There were activities throughout the week to encourage the community to recycle, eat well and be healthy. To support businesses during this event I gave 11 businesses Jute re usable carriers to give to customers and encourage the reduction in plastic carrier bag usage. Over 1500 bags were given out during the event and the businesses involved showed a 2% increase in transactions.

1.3 Core Strategy Public Consultation . I was asked by the Local planning team to facilitate a workshop about Town Centres facilities for the Linacre and Derby wards. 1.4 LSP response to the Recession I was asked to facilitate a workshop on Towns and Villages for the LSP response to the recession event.

1.5 Visitbootle.com

Page 236 40 Agenda Item 14

195 businesses have been registered on the search facility of businesses in the town centre.

1.6 Bootle Town Centre Partnership A survey of members has led to a restructure of the Partnership and the creation of four sub groups, Crime and Grime, Marketing and Digital, Employment, Education and Investment, and Traders. There have been invites sent to all Stepclever projects working in the town, and to 8 businesses for the next town centre partnership meeting. A full action plan will be devised for the delivery of each sub group’s objectives.

1.7 Action Plan The Action plan has been agreed by Stepclever and is now available on the Visitbootle.com site.

1.8 Crime Reduction Manager Trish delivered 7 target hardenings and 124 business supports in the Last quarter.

2.0 Current Activity

2.1 Planning is underway to deliver a Traders Market on Stanley Road in August. It is hoped that 10 independent retailers will take the advantage of the opportunity to sell to new customers and promote their business in a new way

2. 2 Shopbootle.com Work is underway and the new shopbootle.com website will be available by the end of August. It will be a brochure style site with local businesses advertising and offering special offers, features on businesses in the town and an events diary.

2.3 Planning for Comedy and music festival and Christmas event. Planning is well underway for the events and continues.

3.0 Recommendations and Actions in next period

3.1 Deliver Traders Market 3.2 Deliver Comedy and Music Festival 3.3 Encourage businesses to utilize Shopbootle.com 3.4 Update visitbootle.com 3.5 Continue senior contact meetings

Page 237 41 Agenda Item 14

Altside Business Village Partnership

29th July 2009

Title of Report: Altside Business Village - Progress Report No. 30

Author of Report: John Keogh - Altside Business Village Manager

Purpose of Report: The purpose of this report is to advise the Sefton Business Village Partnership of the progress made to date by Altside Business Village Partnership.

Recommendations: It is recommended that the Partnership:- Note the content of the report. Note the current progress of projects Note the proposals in the Delivery Plan for year 2009/10

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1 Tourism

Camping & Caravanning Club site Negotiations with the owners of Berry’s Farm are proving to be difficult and the Camping & Caravanning Club have been unable to agree a figure for purchasing or leasing the land. Another plot of land has been identified which appears to be more suitable as it is not near any housing, could make use of existing buildings and facilities, is screened by existing trees and shrubbery and would facilitate better access to a number of potential tourism sites. There may also be an opportunity to link this to a bid for funding from the Heritage Tourism Fund provided by the NWDA.

Marina A pubic consultation took place at St Gregorys Primary School in Lydiate on the 30 th April followed by a display at Maghull Library, the project was also discussed at the Lydiate Parish Council meeting in May.

• Around 40 feedback forms were returned with approximately 50/50 for and against. • 100 residents attended the consultation of which only around half a dozen were against the proposal. • 45 residents attended the council meeting but as only a small number of people voiced an opinion it was difficult to gauge how many were supportive of the marina. • A petition containing the names of 141 residents objecting to the marina was handed to the council, however a large proportion of the signatories do not live anywhere near the proposed marina site eg several names were from residents of Maghull, two were from Aintree Village and one was from Netherton.

A report published by the British Marine Federation found that marinas contribute £155,000,000 to the UK GVA, this averages at £15.63 per berth per day. Based on this average a 135 berth marina at Lydiate would generate a total GVA of £770,168 per annum (this includes marina income) . However, a comparison with Kingfisher Marina gives the following figures:

Kingfisher Marina Lydiate Marina - 50 berths - -135 berths - Jobs created at marina & 8.5 23 within local economy GVA – Marina £35,000 £94,500 GVA – Local economy £109,500 £295,650 GVA - Total £144,500 £390,150

Hornby Visitor Centre The Frank Hornby Trust recently interviewed a shortlist of 5 design consultants and have now appointed Janvs Design a subsidiary of Vidar Media to design and fit out the Frank Hornby Centre. It was hoped to fund the initial design and HLF stage 1 grant application with funding from the Awards for All scheme, however the bid was unsuccessful and this initial work is to be paid for from WNF monies. The trust members had their first meeting Page 239 43 Agenda Item 14

with Janvs on 16 th July to outline the various stages of the project and it is intended to call a meeting of all those who expressed an interest in becoming a trustee or member to allocate responsibilities and to build up a collection which will be an important factor for future grant applications.

Hornby Experience This years Frank Hornby Experience event is to take place over the weekend of the 14 th and 15 th November once again at Maghull Town Hall. The event will be similar to previous events except for the addition of displays of Bayko and the official Scalextric roadshow who run race events throughout the day with a bottle of champagne for the winner. It is highly likely that the exhibition will coincide with the opening of the Sports Centre and could be an opportunity to make an event of the centre opening and at the same time attract more visitors to the exhibition. It is also hoped that design material for the proposed Hornby Centre will be available for display which will further raise awareness of the centre and allow us gather more information to inform the design process.

2 Community & Environment

Britain in Bloom Judging for this years Britain in Bloom took place on Wednesday 8 th July though the results have yet to be announced. This year the areas judged included Maghull Central Square along with Maghull Station, Treeview Court and Deyes Lane shops. Altside have supported the group by signposting to relevant council officers and encouraging local businesses to provide labour and loan equipment. Prior to the judging day a number of new wooden circular planters were purchased by the council and grassed areas were cut, strimmed and re-turfed where necessary. Maghull Town Council also supplied and maintained hanging baskets for the square.

Central Square, Maghull Farmers Market – Altside BVP were responsible for bringing the Farmers Market to Maghull and is currently seeking a private company to take over management of the market as well as develop other regular public events.

Environmental improvements – The manager is part of the working party to drive forward environmental improvements to several specific sites in the area surrounding Central Square.

3 Business & Retail Support

Central Square Altside BVP is the key facilitator of a working group that has brought together the main property owners and retailers at Maghull Central Square and surrounding area. Meetings have taken place with the Maghull Group who own the Square, London & Cambridge Page 240 44 Agenda Item 14

Properties, a development company with plans to redevelop the triangle from the area known as the Red Lion up to the library. And more recently, the management of Morrisons who have taken over the Somerfield store.

Aintree Racecourse Business & Retail Park Since the opening of the Next and Marks & Spencer stores traffic entering the park from Ormskirk Road has greatly increased causing tailbacks stretching over the bridge toward Aintree Village. The problem is particularly severe at weekends. Paul Flower of Emerson (owners of Aintree Racecourse Business & Retail Park) and vice chair of Altside BVP has suggested alleviating the problem through improved signage, changes to the timings of the traffic lights and changes to traffic priorities. The manager is working with Sefton MBC officers to identify solutions.

Altside Business Club A larger working party of 5 members has been formed to re-launch The Altside Business Club. The original plan of asking the Kensington Sports and Leisure Club to provide the venue has been dropped due to the fact that the building has no ladies toilets. The group are currently in the process of researching other similar events and seeking a permanent venue.

Altsider Column Executive Committee decided to move the column to the Champion which is now delivered to homes in Maghull and Aintree, however they do not have the resources to individually interview member companies and so the manager has asked that companies provide the information via email in a bullet point format which can be built into a story by a Champion report. So far there has been no response.

Public Information Pillars Public Information Pillars have agreed to absorb the cost of the business rates on any empty pillars.

Greenpages The Greenpages document is regularly updated as and when new members join the Business Village and is sent out to all members every three months.

Websites The websites are regularly maintained and updated by the manager to inform of upcoming events and to include new members details.

Ringmaster The ringmaster database is regularly updated when new members wish to join and is provided as a tangible benefit to Altside BVP membership.

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Sefton Business Against Crime Partnership

29 th July 09

TITLE OF REPORT Sefton Business Against Crime Update July 2009

AUTHOR OF REPORT Steve Booth - Sefton Business Against Crime Manager

PURPOSE OF REPORT The purpose of this report is top provide the Sefton Business Village Partnership with an over view of current Business Against Crime in Sefton

RECOMMENDATIONS It is recommended that the Partnership

• Note the content of the report

Financial Implications (if any) Since the last report a meeting has been held with the Waterloo traders, who are looking into the possibility of starting a scheme in the area. If approved this will bring in further radio revenue and membership income.

Current Position There have been meetings and updates given to the three groups, Bootle Shopwatch, Southport Shopwatch and Southport Pubwatch. The two retail groups were given a presentation by Environmental Services on Violence in the workplace and assistance was offered to any retailer.

A further meeting was held on 14 th July to ascertain if a scheme would be set up in Waterloo and I’m currently awaiting feedback from this group.

Figures supplied by Merseyside Police Corvus database show that between Feb – Mar 2009 148 arrests were made in Southport Town Centre, compared with 84 arrests for the same period last year. This represents an increase in detections of 76%. This rise in detections lies in part, to a greater security presence at one of the member multi national stores on the outskirts of town.

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Although crime figures for Bootle were unavailable at the time of this report, anecdotal evidence from the retail community highlights Anti Social Behaviour, particularly alcohol related as a prime concern.

SBAC is also working with Licensing to help promote the ‘Best Bar Non' scheme by visiting licensees and assisting them in their applications.

Other Activities

Graffiti Various locations have been identified throughout Southport and by working in partnership with the Community Payback Team, through the Community Safety Dept many of these areas were addressed with mixed effectiveness.

This will be a long-term project as the team visit each of the wards on a 7week cycle and SBAC now has the necessary infrastructure in place to liaise with the team to address relevant concerns and will also work in other areas in which the Community Payback team operate.

Street Traders Following on from a meeting held with relevant partners in May, SBAC were the lead agency in the removal of the traders, which were impacting on the trading environment of the local businesses community. This was achieved whilst working closely with the Legal Dept and the police, and a form was developed, a copy of which is attached.

On the days that notices were served, Sefton Security Services monitored the operation. The next operation is due to take place on 25/07/09 and I will give an update at the meeting.

Bogus Charity collectors This is a problem that is prevalent throughout the north west of England and unfortunately has been identified in Southport; the last occasion being on 26 th June 2009. This has been notified to Trading Standards, who are also keen to assist in their removal and, hopefully, if these individuals choose to return to Southport this issue can be dealt with.

The sellers that were apprehended in Manchester can be viewed on the following link:

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http://www.manchestereveningnews.co.uk/video/?bcpid=1447672942&bc

lid=1137895917&bctid=20374297001 However these persons were not the ones who were selling in Southport, although the goods were of the same inclination.

Alley gates The passageway between 275 -281 Lord st has historically been an issue with regard to low level and alcohol related disorder in the evenings and into the night. This has led to an abundance of associated paraphernalia being left in the alleyway, which has also been used by persons urinating.

This has led it, at times, to be wholly unusable and many persons choose to avoid this area The planning application for gates was submitted on 30/06, is at the processing stage and has a caseworker allocated.

When approved, this will hopefully eradicate this problem, whilst allowing for the thoroughfare to remain open during business hours.

Bike Race SBAC worked in conjunction with Technical Services to assist in the Tour of Britain Bike Race event that was held in Southport by notifying the business community of the road closure and effect on their delivery schedule and working with the stores to offer free advertising for their business on the day.

Also assisted with distribution of promotional material for display in the businesses and for relevant caterers to remain open into the evening to cater for the attendees.

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Town Centre Management c/o150 Lord st Southport PR9 0NP

Reference SB/

Date 20/06/2009

To whom it may concern

HIGHWAYS ACT 1980 SECTION 148(d)

PERSON DETAILS (IF KNOWN) Person Name

Person Address POST DATE TOWN CODE OF BIRTH CONTRAVENTION DETAILS

LOCATION OF CONTRAVENTIO N DATE OF 20 June 2009 GOODS BEING CONTRAVENTIO OFFERED FOR N SALE It has come to the attention of Sefton Council that you are selling goods on the above- mentioned highway.

I would advise you that under S.148(d) of the Highways Act 1980 it is an offence for a hawker or other itinerant trader, without lawful authority or excuse, to pitch a booth, stall or stand or to encamp on a highway.

I hereby give you notice not to contravene the aforementioned S.148(d) after the service of this notice upon you.

For the avoidance of doubt, this means that you must cease trading on the highway immediately, failing which you will be guilty of an offence and liable on summary conviction on a fine not exceeding level 3 on the standard scale (currently £1000) Page 245 49 Agenda Item 14

Sefton Business Village Partnership

29 th July 2009

Title of Report Progress Report 31 on a number of Sefton BVP related issues.

Author of Report Mo. Kundi

Purpose of Report

The aim of this report is provide Partnership Members of the current position with regard to Sefton Business Village related issues.

Recommendations

It is recommended that the Partnership:-

1. Note the content of the report.

Introduction

1. Lydiate Village Centre Partnership members will be pleased to learn that the Legal Agreement between Sefton Council, and Lydiate Parish Council has been concluded, thus enabling construction to start on site. The contractor J Armor Limited started construction of the £885,000 Lydiate Village Centre on 6 th July 2009. It is expected that the Centre will be completed by 21 st December 2009.

2. Sefton Retail Strategy Review Update 2009. Sefton Council’s retained Consultants White Young Green (WYG) have recently completed their retail study, and in particular the undertaking of ‘Health Checks For Southport And Bootle’. It updates the previous Sefton Retail Strategy Review and Health Checks that were undertaken by WYG for the Council in 2005. The study is based dated at April 2009 and takes account of the recent implications of the ‘credit crunch’ and the related downturn in retail expenditure forecasts and, linked to this, the recent increasing vacancy rates in retail centres

KEY FINDINGS OF THE HEALTH CHECKS FOR SOUTHPORT AND BOOTLE

Page 246 50 Agenda Item 14

The key findings of the health checks for Southport may be summarised as below: i) Southport Town Centre

- 5.8% of all units in Southport are in use for the sale of convenience goods compared to the national average of 8.8%. In terms of floorspace, the figure for Southport is 9.6% compared to the national average of 14.1%.

- 36.5% of all outlets in Southport are in use for the sale of comparison goods compared to the national average of 34.9%. In terms of floorspace, the figure for Southport is 34.8% compared to the national figure of 38.2%.

- Southport contains fifteen of the ‘Top Twenty Retailers’ as ranked by ORC Data Services.

- Southport’s retail ranking based on retailer demand (as set out in the Focus Report, April 2009) has varied since 2001 but since 2007 its ranking has increased from 62 nd to 53 rd nationally.

- At April 2009 (Focus Report) there were 30 retailers seeking representation within Southport, collectively requiring 32,979 sq m gross retail floorspace.

- At April 2009 there were 125 vacant units in Southport comprising 29,170 sq m. this represents 16.4% of all outlets and 18.3% of floorspace and compares with national figures of 10.4% and 8.5% respectively.

- Zone A (prime area) rents have decreased by 23% between June 2000 to June 2008, from £1,184 sq m to £915 sq m. This is exceptional compared to other nearby retail centres which have almost all shown growth.

- Retail yields have fallen from 7% in April 1995 to 6.25% in July 2006 suggesting an increased investor confidence in Southport.

Overall Assessment: Southport’s ranking in the national retail hierarchy, based on data gathered by Management Horizon, demonstrates that Southport has improved its ranking by nine places from 62 nd to 53 rd . Overall, WYG conclude that:

‘Although in 2005 the health of Southport Town Centre appeared to be quite strong, the most recent data gathered in 2009 appears to suggest that the town centre is facing increasing challenges. Whilst the problems with the retail industry generally have not Page 247 51 Agenda Item 14

helped circumstances within Southport, it is important that every opportunity is taken to improve Southport’s competitive position in the future so it can respond to increasing competition for local expenditure. Clearly, the opening of Liverpool One will have had some impact on Southport’s trading performance but it is important that the evidence gathered within this study is carefully monitored to ensure that the increasing voids are a reflection of the economic situation and increased competition from Liverpool rather than the start of a significant decline.’

‘In addition, WYG also have some concerns about the ability of the town centre to meet the needs that are forecast though to 2021. It is therefore fundamental that the Council continue to explore opportunities for significant development in the medium to long term which will not only help met the need identified above (circa 23,000 sq m) but will also ensure that Southport can remain competitive despite the strengthening retail position in Liverpool. This will require a positive pro-active approach to be adopted by the Council to actively seek to identify realistic and achievable development opportunities which could be delivered to the market when the economy begins to emerge from the current recession.’

(ii) Bootle Town Centre The key findings of the health checks for Bootle may be summarised as below:

- 10.5% of all units in Bootle are in use for the sale of convenience goods compared to the national average of 8.8%. In terms of floorspace, the figure for Bootle is 14.2% compared to the national average of 14.1%.

- 37.1% of all outlets in Bootle are in use for the sale of comparison goods compared to the national average of 34.9%. In terms of floorspace, the figure for Bootle is 42.9% compared to the national figure of 38.2%.

- Bootle contains seven of the ‘Top Twenty Retailers’ as ranked by ORC Data Services.

- Bootle’s retail ranking based on retailer demand (as set out in the Focus Report, April 2009) has varied since 2001 but in recent times its ranking has slipped from 229 th to 285 th nationally.

- At April 2009 (Focus Report) there were 7 retailers seeking representation within Bootle collectively requiring 6,577 sq m gross retail floorspace.

Page 248 52 Agenda Item 14

- At April 2009 there were 36 vacant units in Bootle comprising 4,660 sq m. this represents 17.1% of all outlets and 10.6% of floorspace and compares with national figures of 10.4% and 8.5% respectively.

- Zone A (prime area) rents have increased by 40% between June 2000 to June 2008, from £535 sq m to £753 sq m. This is high compared to neighbouring retail centres.

- Retail yields have fallen from 9% in April 1995 to 7.25% in July 2006 suggesting an increased investor confidence in Bootle.

Overall Assessment: Bootle’s ranking in the national retail hierarchy, based on data gathered by Management Horizon, demonstrates that its retail rankings have slipped by fifty-six places from 229 th to 285 th . However, WYG conclude that:

‘…the Asda store has now opened on the edge of the centre and this has clearly helped bolster the convenience goods offer of Bootle which was previously underrepresented. In addition, a new Lidl store has opened since the 2005 study and Aldi have been granted planning permission for a new store on the edge of the centre.

However, despite the recent investment, the number of vacant units is still high at 17%. There is also a worrying trend which shows vacancies gradually increasing since 2004. The vacancies tend to be focused on small units which are hard to let as the vacant floorspace figure is 10.6%. As some of the units are very small, local agents have confirmed that there are a number of ‘strategic voids’ that have been created to help combine units in the future and provide more attractive space which will better meet modern retailers’ requirements.

Therefore, whilst there has been significant investment activity in and around Bootle over the last 4 years (which is positive), it will be important to examine, over time, how this investment impacts on the future health of the established centre and how its future health is influenced by developments beyond the Borough boundary in North Liverpool and, possibly, Kirkby.’

Southport Retail Study The need to provide additional retail floor space in Southport town centre has been a recurring theme not only in the current WYG study, but also work done as part of the recently completed Southport Investment Strategy, and the work currently being undertaken by LOCUM Consultants into ‘Brand Evaluation and Market Appraisal Study.’ However one the difficulty in assembling additional retail space is the lack of clear identifiable sites in the town centre. In the past the main focus has been on Southport Page 249 53 Agenda Item 14

Railway Station site, however this has proved to be a very difficult site for potential developers to progress, both because of the cost, but also because it would entail significant changes to the location of the station.

The other significant constraint for land assembly is the fact that large parts of the town centre falls within the conservation area, which brings numerous hurdles to redevelopment. However none of these issues have been fully explored or tested by independent external consultants. In order to respond these challenges, Cabinet at its meeting on 6 th August is recommended to approve the appointment of specialist consultants to address the following:-

• Long term provision of additional comparison floorspace to meet the needs of North Sefton and in particular, Southport, and to enable it to compete more effectively with other retail centres.

• meeting the comparison retail needs of Southport in a sustainable way and where possible within Southport Town Centre, thereby protecting its vitality and viability both now and in the future.

Subject to Members approval to the appointment of external consultants, Southport Business Enterprise together with other business stakeholders in Southport will be involved in this study, the findings of which will be reported to this Partnership in the future.

3. Farmers’ Markets In order to increase the number of stallholders currently attending the Farmers’ Market in Southport, the Market is being moved to Chapel Street. This is a prime retail area, with high visibility, and it is anticipated that stallholders should benefit from high footfall in this pedestrianised area. With regard to Maghull Farmers’ Market, discussions have been held with a potential operator, who also happens to manage a stall at this Market. In addition discussions have also been held with the local authority that engages this particular operator.

4.0 Rural Development Programme for England At the 28 th April 2009, Partnership Members considered a report that provided a detailed background on the development and the delivery arrangement for the Rural Development Programme for England (RDPE). The report also set out potential funding opportunities for tourism lead projects.

Page 250 54 Agenda Item 14

The table below provides a list of projects where funding is sought from the Rural Development Programme for England.

Title Applican Total Cost Seeking Comments t RDPE Contribution Fisherman’s SMBC 60,000 40,000 Right of Way Improvement Plan Path (LTP) – not secured yet Improvement, Formby Banks Road, SMBC 40,000 Cycle England – not allocated Southport 80,000 yet HLF – not secured yet Mark Road SMBC 100,000 50,000 Sustran (Connect 2) –not Public secured yet Footpath, Hightown Hightown and SMBC 700,000 30,000 Sustran (Connect 2) up to Formby £400K – not secured yet Footpath Canal Marina, Private 1,550,000 50,000 Balance from Private Sector Lydiate Sector Camping and Private 1,500,000 30,000 Balance from Private Sector Caravanning Sector Club, Lydiate

5. Merseyside Rural Economy Action Plan The consultants, Rural Innovation, who were appointed to develop the Rural Economy Action Plan have now completed their first draft of the study. The study show that ‘rural areas of Merseyside play their part in delivering the sub-region’s economic output. Their contribution of £5.3 billion equated to 25.5% of total sub-regional GVA in 2006 (£20.7 billion), slightly in excess of their 24.5% share of total employment. The rural areas host some of Merseyside’s most important wards in GVA terms. For example Daresbury and Knowsley Park provide in the region of 3.5% of regional GVA 1. And rural wards are consistent contributors to sub-regional GVA (there are only 5 rural wards in the 35 lowest contributors) and provide the space and raw materials for some of the sub- region’s most important employment sites’.

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For the purpose of this study the rural areas the rural area of Merseyside has been defined by the six local authorities in Greater Merseyside (GM). It has been created by allocating each ward as being either urban or rural. This allocation was based on the extent of the Merseyside Green Belt, the incidence of open countryside and the predominant land use. It accords to the area defined as eligible for investment under the Merseyside RDPE Programme managed by the NWDA 2 on behalf of DEFRA.

Some key findings of the study includes:- •Rural GM hosts 29% of the total population •Fewer 20 – 24 year olds, more 50 year olds •Total population of GM has fallen (2001 – 2007); falling at lower rate in rural GM than urban GM •Working age population has fallen slightly in rural GM (2001 – 2007) •Working age population has risen in urban GM, in the NW and nationally •Higher household income in rural GM than urban GM •Higher skill levels in rural GM than urban GM •Lower deprivation (IMD) in rural GM than urban GM •Distribution of business stock by sector v similar rural and urban GM •Largest % of businesses in rural area in the business services sector (c.25%) •Other major sectors for stock are construction (c.11%) and retail (c.14%) •Size profile of business stock v similar rural and urban GM – lower % of small businesses than regional and national average •Rural GM contributes 25.5% of the sub regions GVA •> than share of employment (24.5%) •< than share of population (29%) and business stock (30%) •Rural GM contributes: –35% of GVA from the production sector (agriculture < 1% GVA) –32% of GVA from the construction sector –28% of GVA from the distribution, transport and communication sector –21% of GVA from business services and finance sector –21% of GVA from public administration, education, health and other services sectors

Consultants Innovation will be presenting their findings to Sefton Members, and should any Partnership Member is interested in attending please let me know as soon as possible.

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Map 1: Rural and urban Merseyside

6. New Funding Opportunity At Partnership’s meeting on 28 th April 2008, information was provided on the North West Operational Programme, successor to the European Objective 1 Programme, the Regional Development Agency’s Single Pot Programme, and various other external programmes. The attached Annexes A and B below provide an update on the various funding streams, and for which Expressions of Interest have either submitted or are pending.

Page 253 57 Agenda Item14

ANNEX A Expressions of Interest Submitted.

Expressions of Fund Type Total ERDF/RDA Funding Other Contribution from Sefton Comments Interest Project Sought External LTP Capital Others Submitted to Cost £ Funding Budget Programme £ date £ Source £ £ £ Dunningsbridge Public Realm 1,200,000 600,000 (ERDF) 400,000 Concept Road Corridor (ERDF/RDA) 200,000 (RDA) Proposal submitted Page 254 South Sefton Managed £100,000 £45,000 (ERDF) £55,000 EOI Development Workspace Submitted Trust (ERDF) TREND £200,000 £90,000 (ERDF) £110,000 EOI Submitted SAFE Managed £1,000,000 £450,000 (ERDF) £550,000 EOI Productions Ltd Workspace Submitted (ERDF) Fisherman’s RDPE £60,000 £40,000 (RDPE) Right of Way Improvement Plan (LTP) – not EOI Path secured yet Submitted Improvement, Formby Banks Road, RDPE £80,000 £40,000 (RDPE) Cycle England – not allocated yet HLF – not EOI Southport secured yet Submitted

Mark Road RDPE £100,000 £50,000 (RDPE) Sustran (Connect 2) –not secured yet EOI Public Footpath, Submitted Hightown Hightown and RDPE £700,000 £30,000 Sustran (Connect 2) up to £400K – not secured EOI Formby yet Submitted Footpath Canal Marina, RDPE £1,550,000 £50,000 Balance EOI Lydiate from Submitted Private Sector Camping and RDPE £1,500,000 £30,000 Balance EOI Caravanning from Submitted

Page 255 Club, Private Lydiate Sector

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59 Agenda Item14

ANNEX B CURRENT FUNDING OPPORTUNITIES

Funding Name Funding Body Amount Deadline for Date by which Date by which Key Criteria Available EOI project must project must Submission start finish Visitor NWDA Eligible 1st May VAF Available VAF Available • Match funding Attraction larger or 2009 during three during three • Permission required before project can Fund (VAF) medium years 2009/10, years 2009/10, start projects 2010/11 and 2010/11 and • Regional signature project £5m or 2011/12, and 2011/12, and • Transformational in impact Page 256 £1m must be spend must be spend • Appeal to international and Staying Smaller during this during this visitors grants period period • Generate higher levels of spend £250,000 • Improve the profile of the location (Total • Supported by Tourist Board, Sub-regional £15m) Partnership, and be in the Destination Management Plan

‘Public Realm’ NWDA/ERDF Total 8th May ASAP Completed by • Match Funding Projects (3.2 available 2009 December 2010 • Located within Strategic Sites & 4.3) £10m • Benefit the local economy (directly or indirectly) • Positive Environmental Impact • Planning permission

‘Low Carbon NWDA/ERDF Maximum 1st ASAP Financial • Feasibility Study required as part of EOI Economy’ RDA/ERDF September completion • Match Funding (up to 50%) (1.3) available 2009 2015 • Capital and revenue eligible limited to • Showcase low carbon and/or low EU500,000 resource usage on multi-SME (Total employment sites (e.g. Business Park) available • Retail facilities & housing development £5m) ineligible Must demonstrate Replicability, Scale, Integration, Distribution, Leverage, Strategic Fit, Deliverability, Value for Money, and Innovation.

Page 257 Heritage NWDA Up to 21 st May, • Historic houses, gardens, and buildings Tourism (Contact £40,000 22 nd June open to public Improvement Andrew (Total and 24 th • Physical improvements that enhances the Scheme Backhouse available September visitors experience including car parking (HTIS) 07914 871 £500,000 2009 educational activities, disabled facilities, 859) plus English and interpretation Agenda Item14 Heritage £75,000)

61 Agenda Item14

Action Area RDA/ERDF Total By 12.00 ASAP • Supporting development of sites 4.3 Budget for noon 19 th • Creating employment for residents of Development the sub- June 09 targeted areas of sites region Decision on • Focus on entrepreneurship & community £20m 7th August development e.g. managed workspace & Interventio 09 incubation units for businesses n rate up to • Not eligible provision of training, training 50% facilities, or to help reduce worklessness

Action Areas RDA/ERDF Total By Friday ASAP December 2010 • Located within Strategic Sites 3.2 & 4.3 – Budget for 14 th August • Demonstrate positive economic impact Page 258 Land the sub- 2009. • Enables or enhances other ERDF Projects Remediation region £XX Decision by • Partners and Planning permission in place and Site Interventio 14 th • Can deliver by December 2010 Servicing n rate up to September • Demonstrate match in place 50% 2009

Rural National Total On going ASAP • A range Interventions, including Farm Development /European Budget for diversification, Rural tourism, supporting Programme Grant the sub- rural economy, access etc. region £2m

Action Area RDA/ERDF Total By Monday ASAP December 2010 EOIs are sought from the following sectors:- 1.2 Budget for 10 th August • Biomedical the sub- 2009 • Energy & Environmental Technologies region £XX • Advanced Engineering & Materials Interventio • Food & Drink n rate up to • Digital & Creative Industries 50% • Business & Professional Services

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63 Agenda Item 14 ITEM NO.

SEFTON COUNCIL EXECUTIVE REPORT report-master Page No. Page 260 Agenda Item 15

REPORT TO: Regeneration Cabinet Member Leisure & Tourism Cabinet Member DATE: 2 September 2009 9 September 2009 SUBJECT: Southport Brand Strategy

WARDS AFFECTED: Dukes & Cambridge

REPORT OF: Tony Corfield Ext 2315

CONTACT OFFICER: Peter Sandman Ext. 2321

EXEMPT/ No CONFIDENTIAL:

PURPOSE/SUMMARY: To provide Members with an overview of the detailed recommendations being made following the completion of the Southport Brand Strategy. As members will recall from the report taken to the Leisure & Tourism committee in October 2008, the purpose of the brand strategy was to evaluate Southport’s existing market position within the NW tourism sector and clarify future strategy for establishing the town as England’s Classic Resort. In this regard, the completed brand strategy now provides detailed guidance on product development priorities, communications strategy and the frameworks that must be set in place to guide future working practices.

REASON WHY DECISION REQUIRED: The brand strategy is an integral part of the department’s strategy to unlock future external funding opportunities and in implementing the Visitor Economy theme of the Southport Investment Strategy (SIS). The strategy was agreed in conjunction with the Southport Brand Partnership (comprising public/private sector representatives) and provides a long term ‘market facing’ plan that will be used to support and influence the ongoing regeneration of Southport’s visitor economy. As a result, the strategy will be used as the basis for informing key development sectors including the retail, leisure and cultural offers. The strategy will also be used to inform the Southport’s marketing efforts and to influence wider policy areas such as transport, spatial planning, crime & anti social behaviour and the provision of specialist business support.

RECOMMENDATION(S):

That Members:- 1. Agree the detail of the Brand Strategy as set out in this report. 2. Support the development of a Visitor Economy Plan to prioritise key project contained within the brand strategy over the next three years.

KEY DECISION: No

FORWARD PLAN: No

IMPLEMENTATION DATE: Following the expiry of the “Call-In” period for the Minutes of the meeting

ALTERNATIVE OPTIONS:

Page 261 Agenda Item 15

There are no realistic alternative options

IMPLICATIONS:

Budget/Policy Framework: Sefton’s tourism industry is a critical component of the Sefton’s local economy and supports some 6,000 FTE jobs across the borough. The implementation of the Brand Strategy will be integral to sustaining and developing the performance of the sector in the medium/long term. Financial:

2009/ 2010/ 2012/ 2013/ 2010 2011 2013 2014 CAPITAL EXPENDITURE £ £ £ £ Gross Increase in Capital Expenditure Funded by: Sefton Capital Resources Specific Capital Resources REVENUE IMPLICATIONS Gross Increase in Revenue Expenditure Funded by: Sefton funded Resources Funded from External Resources Does the External Funding have an expiry date? Y/N No How will the service be funded post expiry?

Legal: N/A

Risk Assessment: N/A

Asset Management: N/A

CONSULTATION UNDERTAKEN/VIEWS LEISURE, PLANNING, ECONOMIC REGENERATION, SOUTHPORT BRAND PARTNERSHIP FD 111 - The Finance and Information Services Director has been consulted and has no comments on this report.

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CORPORATE OBJECTIVE MONITORING:

Corporate Positive Neutral Negative Objective Impact Impact Impact 1 Creating a Learning Community x 2 Creating Safe Communities x 3 Jobs and Prosperity x 4 Improving Health and Well-Being x 5 Environmental Sustainability x 6 Creating Inclusive Communities x 7 Improving the Quality of Council Services and x Strengthening local Democracy 8 Children and Young People x

LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT Southport Brand Strategy

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BACKGROUND:

1. Introduction As members will recall from the report presented to the Leisure & Tourism Committee in October 2008, officers appointed Locum Destination Consulting to work with industry stakeholders in order to conduct a full market appraisal and brand evaluation for Southport. This work has now been completed and has resulted in the production of the Southport Brand Strategy that defines the future markets Southport will need to attract in order to develop and grow its visitor economy in the medium/long term. Importantly the brand strategy provides detailed guidance around how this offer should be created, what it should comprise of and the frameworks that must be set in place to guide future working practices.

As one of the key strategic documents for implementing the Visitor Economy theme of the Southport Investment Strategy, the brand strategy will be adopted by key stakeholders to enhance Southport’s retail, leisure and cultural offer. It will also be used to shape brand development work, PR and marketing activity over the next 5 years in order to reposition Southport as England’s Classic Resort. Finally, in supporting the ongoing regeneration of Southport’s built infrastructure, the brand strategy has implications for other key areas services falling within the council’s control including transport policy, business support and spatial planning.

Given the diversity of Southport’s Visitor Economy and the subsequent breadth of topics covered by the brand strategy, the following sections of the report are intended to summarise the key findings and recommendations of the brand strategy. Members are advised that a full copy of the strategy is available online: http://www.sefton.gov.uk/southportbranding . The login details are:

Username = branding Password = locum1

England’s Classic Resort - Background

The concept of becoming a ‘Classic Resort’ was initially proposed by Locum in 2004 as a strategy for improving coastal resorts across the North West, setting a standard towards which they could all aspire. In 2007, Southport commissioned Locum to look in more detail at what it meant to be a ‘Classic Resort’ and in particular, what needed to be done to become ‘England’s Classic Resort’ . The report outlined a vision to return the town to its heritage of being stylish and sophisticated, a cut above the ‘bucket and spade’ resorts and meeting the wider and more discerning expectations of today’s visitors. As a result, the study provided a basis for Southport’s Investment Strategy, defining seven different zones within the town centre, each with its own distinctive character.

2. Is England’s Classic Resort Still Right?

Whilst the brand strategy details how these recommendations must be taken forward in terms of developing the ‘fine grain’ of the resort offer, it firstly assessed whether the aspiration of becoming England’s Classic Resort was right and achievable for the Southport. Central to this question was the ability of the destination to provide the diversity and quality of product that would match the proposed classic resort benchmark. Secondly, it was important to gain a clear insight into what existing and new target audiences perceived England’s Classic Resort to mean.

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The following headings provided the context from which the brand strategy made this assessment.

q The developments and changes that have taken place since 2007 and whether these changes have lived up to the Classic Resort values. q Whether the town’s stakeholders believed that Southport was moving towards the Classic Resort vision and if this remained a valuable and viable goal. q Conducting research into former and potential visitors to find out how they see the town today and whether ‘England’s Classic Resort’ is a brand that is, or could be, credible and appealing to them.

In each case the findings were compelling. High quality developments and improvements in and around the town, such as the new Vincent Hotel and the seafront redevelopment are all living up to the ‘Classic Resort’ values – stylish, modern and true to the town’s heritage. Stakeholders also recognized the important steps that had been taken in recent years and that Classic Resort is providing the right direction, even though there is still a long way to go. Unsurprisingly however, the general public seemed to be largely unaware of the changes that have already been made.

In short, the research demonstrated that whilst most people instinctively group all resorts together into the same ‘nostalgic’ category, there was real enthusiasm for the ‘new’ Southport that was presented to them. ‘England’s Classic Resort’ is clearly already providing the town with a strong and achievable vision for the future and it concluded that Southport should seek to build on this and continue to work towards a greater public awareness of its restoration.

3. Southport’s Visitors

Understanding our visitors is obviously vital in creating enduringly attractive reasons for them to continue to come here. Modern demographics, particularly around Market Segmentation have become considerably more sophisticated in recent time. As a result this study utilises the nationally adopted “Arkenford” visitor economy model which is effectively the industry standard. Whilst some of the market segments within the model may use titles that are unfamiliar to the layperson the methodology is tried and tested and extremely useful. The Arkenford model has already been used by the NWDA from a regional perspective and this work adds considerable detail and intelligence to the Southport specific element of that NWDA work.

The people currently staying overnight in Southport are largely older, have limited budgets and are looking for a ‘value’ holiday or short break. Day visitors to the town however are more mixed and although there are still many traditional seaside visitors who are coming for a cheap day out, there is also, increasingly, a younger and more affluent market, with higher spending potential. These markets have higher expectations of the experience and service they receive and the challenge will be to develop Southport’s offer so they will visit as part of a short break rather than just for the day. In defining who these visitors are, the brand strategy suggests that the key growth and high spend markets of Cosmopolitans & Style Hounds 1 are the most realistic segments. Consequently future marketing and product development activity should reflect the needs of these people accordingly.

Business tourism is also very important to Southport's economy and the development of new facilities, such as the renovated Theatre and Convention Centre, provides opportunities for the town to attract new markets. The primary growth markets for business tourism have recently been identified by Blue Sail 2 as largely public and not-for-profit sectors, such as Government

1 See Appendix 1 for definitions & more information on these market segments 2 Blue Sail Business Tourism Business Plan

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Departments, Trade Unions and charities. Secondary markets include Northern and national Associations, smaller companies and organisers of regional and local exhibitions.

4. Assessing Southport’s Offer

In terms of product offer the brand strategy suggests that despite the very visible improvements that have been made in recent years, there are still a number of areas where the offer is falling short of the standards and expectations of ‘England’s Classic Resort’. The retail offer, once a great strength for the town, is being increasingly damaged by value brands, ‘bargain’ independents and vacant units. Notwithstanding the current economic climate, Southport must focus on improving its shopping offer both in the short and longer term.

Similarly, the nighttime economy is also acts as a strength and a weakness. Whilst there has been an increase in the number of excellent restaurants and stylish bars and clubs, the area along and around West Street is at times associated with the noisier and more rowdy part of that sector.

In terms of the seafront, ambitious plans for redevelopment around Marine Lake have also slowed down and working with a developer to maintain momentum must remain a priority. Finally, the strategy raises the issue of traffic management, which was highlighted in the 2007 study as still requiring significant attention. Locum suggests that Lord Street continues to be compromised by the volume of heavy traffic, which effectively cuts off the two sides of the road. They suggest that solutions need to be found which will allow it to become a more enjoyable place for residents and visitors alike to stroll and spend time in whilst improving the overall accessibility of the town to the road user. This will require further substantial technical analysis to establish whether these aspirations are deliverable. In other words it has to result in improvements to the majority of users of our town – not just one element.

6. Improving the Retail Experience

The range and quality of shops on offer is currently not meeting the expectations of the key growth markets of Cosmopolitans and Style Hounds. In particular the study indicates that there are insufficient mid to upper end brands and independents which would appeal to them. As a result, it is proposed that the town’s retail strategy needs to take a targeted sales approach. This should aim to fill the empty spaces along and around Lord Street (such as the upper floors, vacant units and car parks) and the town centre rather than increasing the amount of “out of town” floorspace which could encourage footfall away from the centre.

The central area of Lord Street should become the focus for more up market brands whilst Scarisbrick Avenue should develop a stronger ‘bohemian’ offer with more quirky independent shops appealing to the younger market. Chapel Street should provide the core/mid market branded offer to meet the needs of local people, complementing the proposed enhanced retail offer of Lord Street.

In moving this agenda forward, it is proposed that a new retail strategy be produced for Southport to build on the recommendations contained within the brand strategy and this is being progressed by officers. It is also anticipated that following this work, now is an opportune time to try once again to create a Business Improvement District for Chapel Street and possibly Lord Street.

7. Focus on Lord Street

As with previous work undertaken by Locum, the brand strategy highlights the significance of Lord Street and emphasizes the importance of thinking ‘outside the box’ in terms nurturing it to

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keep it special. The character of the street changes block by block, and therefore each block should be looked at and developed individually with appropriate tenants being identified and sought out to complement the existing mix on offer. Furthermore, the creation of a Lord Street Festival, along the lines of the Marylebone Lane Festival, should be considered to celebrate everything that is special about the street and could be held either in the summer or at Christmas. Finally, the strategy recommends that Lord Street should also develop its own brand (like Oxford Street in London), which sits beneath the Southport brand to build on this distinct identity.

8. Creating an Aspirational Evening Economy

As many social network websites (and recently national media) testify, Southport is already a nighttime destination favoured by some of the more famous and wealthy young people living in the area. The exclusivity of some of the town’s very up market bars and venues is seen as a welcome alternative to Liverpool’s brash and crowded evening offer. In realizing this potential to increase visitors, it is important to recognize the limitations of the existing offer. The West Street area in particular is seen by many to suffer from many of the same problems as other similar sized town centres.

To counter these issues and capitalise on Southport’s strong starting point, the brand strategy recommends that Southport should target a small number of new more exclusive bar, club and restaurant operators. The aim is not to make the resort’s nighttime offer elitist, but to create an environment which people are inclined to treat with respect. This approach coupled with recent progress in taking a more assertive approach to managing the area at night in terms of providing temporary street wardens; better lighting; sufficient taxi services and a ‘no compromise’ approach taken with venue operators has helped. This needs to be built on.

9. Nurturing the Creative Industries

Developing the cultural offer will be central to realising Southport’s Classic resort aspiration. To that end, the brand strategy recognizes that there are obvious advantages to attracting and retaining a creative workforce. Creative people support and sustain a high quality cultural programme whilst local crafts people, designers and artists make and promote locally distinct goods. These attributes all help to create distinctiveness, which is naturally appealing to Southport future target audiences. Recognising the area around Market Street as a focus for creative businesses, the strategy provides several examples of towns of a similar scale that have benefited from successfully attracting and retaining more cultural and creative individuals and small businesses.

In moving aspiration forward, the strategy advocates the production of a spatial plan for Market Street and King Street with the Market Hall becoming a hub, which provides affordable managed workspaces. With this strategy plan agreed, it will then be possible to engage the local artistic community and work with specialist companies to develop a viable and sustainable creative quarter in Southport that will underpin the range of cultural opportunities presented by the new Cultural Centre for example.

10. Developing Southport’s Events Programme

Southport already has a very strong reputation for hosting events of regional, and in some cases national, repute. At present the majority of events are aimed at the town’s traditional visitor markets. The challenge is to develop and grow the current events programme and to introduce new high quality events, which will appeal to the key growth markets. The Southport Flower Show has already recognized the need to attract a younger, higher spending market and

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there are plans to use the site at Victoria Park for a wider range of events including an Urban Sports events and a professional Golf event.

As set out above, the report also advocates the creation of a Lord Street Festival as a major new addition to the resort’s annual calendar. It also advocates the continued development of the Food and Jazz Festivals so as to attract the new target audiences outlined above.

11. The Seafront

The seafront will always be one of Southport’s most important assets and the major improvements to the Theatre and Convention Centre and the construction of the new Ramada hotel represent a step change. Developers have expressed interest in the land around Marine Lake and Princes Park, however any proposed scheme must reflect the aspirations of the target audiences that have been outlined above and be in keeping with the ‘England’s Classic Resort’ brand. The importance of Kings Gardens in retaining Southport’s heritage, culture and distinctiveness is also highlighted as being key top delivering the ‘Classic Resort’ vision. Consequently the opportunity to refurbish the space in conjunction with the Heritage Lottery Fund and make it a focal point for local community activity must be capitalised upon.

12 . Communicating the Southport Brand

The brand strategy reinforces the position of Southport as the second destination brand within the Liverpool City Region. As a result, there is a case for Southport to continue to market itself both regionally and nationally in its own right, as well as forming part of the Liverpool brand and, as its capital, the core component of England’s Golf Coast.

With position in mind, the brand strategy advocates that Southport should be developed as an ‘umbrella’ brand, underneath which a number of neighbourhood brands should be created. Lord Street, as has already been indicated, should develop its own identity that sits beneath this umbrella. When improvements are made to West Street, the area should also have its own more youthful identity and similarly, a Marine Lake brand should also be developed on the back of the planned future improvements.

13. The Marketing Plan

The brand strategy recommends that promotional activity should focus on the two new markets, Cosmopolitans (aged 45 to 60) and younger Style Hounds, whilst continuing to address the traditional group and individual markets. In reaching these audiences, digital and on line activity will be crucial and it will be necessary to re-look at existing activity and to improve efficiency in areas such as print and distribution to allow more money to spent on new forms of communication. Similarly media relations (PR) is also recognised as being highly effective in accessing these markets with both Cosmopolitans and Style Hounds heavily influenced by endorsements or articles in their chosen media. Achieving coverage in national newspapers and journals however is increasingly difficult and to be effective, the brand strategy recommends that the use of specialist PR support is included within the resort’s leisure marketing plan.

In term of the quality of welcome within the resort, the brand strategy also recognises that frontline staff, the people working in Southport’s hotels, restaurants and shops, play an important role in promoting the town. A workforce that understands who its customers are, what they enjoy and what the town has to offer, will be an effective and powerful sales team. Consequently recommendations are put forward to invest in ongoing familiarisation visits and training to ensure that they can play the role properly.

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Next Steps

The recommendations within the brand strategy are wide ranging and in all likelihood will be implemented over the course of the next 10 to 15 years. In starting this process, the Tourism Department will shortly be bringing to Committee a Visitor Economy Plan for Members agreement that will provide a clear set of actions and priorities over the next 3 years. The plan will be relevant to all those who are responsible for delivering the Classic Resort Vision and will be firmly based on implementing the detailed strategic guidance contained within brand strategy. This will not only include Sefton Council’s Tourism Team, but also planners, business support services, hoteliers, retailers, hospitality businesses, visitor attractions, cultural organisations and the many other stakeholders that have an interest in the future of the town.

The Visitor Economy Plan will be completed and will be presented to Members of the Leisure & Tourism Committee in October 2009

Appendix 1

Profile of Growth Market Segments

The information below sets out the key characteristics of the targeted ArkLeisure market segments. Understanding these characteristics will help channel investment in development and marketing for individual products & themes within Southport.

The target market segments for Southport are set out below. These are the new segments of Cosmopolitans & Style Hounds and the existing Traditional segment..

COSMOPOLITAN Outlook • Early adopters but this is generally based on their personal interest in new products and opportunities rather than on fashion trends. Strong, active and confident. Do what they want rather than follow any particular fashion, but they do want to look good. • Stylish people but it is individuality rather than fashion that is important to them. • Comfortable trying new things that are out of the ordinary. • Happy to adopt traditional values when appropriate. • High-spending market and find it easy to justify buying expensive alternatives. • Cosmopolitans will pay for service, by which they mean the things that enable them to do what they want with the minimum of fuss • Are risk takers and this is reflected in their purchases and their desire for things that are new and different. They like new challenges, both physical and intellectual. • Have an appreciation of art and culture. • Life for this group is full and active, yet peace and relaxation is still valued in the right circumstances as a break. They are therefore a key health and well being market.

Interests & Activities • Personal interests – Cosmopolitans like shopping, new products, cooking and arts and culture.

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• Days out and attractions – Cosmopolitans have a slight bias towards heritage and arts or cultural attractions. Their active nature is also reflected in the fact that they have a strong appeal towards days out in the ‘great outdoors’ – this could be visits to a National Park, a walk in the countryside or a day at the beach. The atmosphere that they are looking for in a day out is something that is different, educational and perhaps a challenge. • Shopping – Cosmopolitans spend a lot of money on clothes and up market fashion chains (e.g. GAP) are where they are likely to be found. They also like places to ship that have a strong independent sector (e.g. antique shops or specialist shops). • Eating & drinking – Cosmopolitans are the segment to eat out most often and are drawn to new, self found, or non-chain restaurants. Wine bars are popular for drinking • Nights out – Cosmopolitans have a range of nights out that appeal and these include comedy, cabaret, theatre and ballet. • Media – Into films, news and comedy. Less time spent viewing TV than other segments. • Holidays – Take the most holidays of any group 83% took a UK holiday in 2007. They contribute; 25% of all UK short breaks (1-4 nights) and 23% of all longer holidays. They are by far the most active group for both kinds of trip in both absolute and relative terms. • Most likely segment to use the long haul and more independent operators (e.g. Kuoni, Expedia, Trailfinders or cruise operators). • A good short break for a Cosmopolitan allows them to maximise the use of the time they have to achieve what they want to do, whether this is just to relax or do a bit of extreme adventure they want to maximise their return from the holiday. Their definition of good service is the invisible delivery of this ‘no hitch’ enjoyment anticipating their needs.

Demographic Profile • 19% of the GB population • Even breakdown of ages. 34% under 35; 29% over 55 • 69% have internet access • 33% have children at home • 27% single; 51% married/living as married • 57% ABC1, 21% retired

STYLE HOUNDS Outlook • Style Hounds are very fashion conscious, and keen not to be seen as old fashioned. They like to be part of the latest trends and therefore quite strongly influenced by others, though they have a spending power to do what they want. • They are very brand focused; they see fashion as being stylish. • They are early adopters, and will go for things out of the ordinary, probably believing that they are setting fashions. • Limited responsibility means that if they have money they are prepared to spend it. They find it easy to justify buying expensive alternatives and will pay for better service. Style Hounds are risk takers who like to try new and different things and they live a full and active life, but active does not mean serious sports. • Peace and relaxation in the traditional sense is not sought out; fun and excitement is what defines a good time. • They haven’t much interest in more ‘sophisticated’ arts, or cerebral activities

Interests & Activities

• Personal Interests – Gossip and Celebrity news, fashion, pop culture and shopping.

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• Shopping – They are a high spending segment when it comes to clothes shopping. They will shop at the main high street outlets (Next, Warehouse, etc) but are very keen on their brand names. They are the Fashion Tribe referred to by many clothes retailers keen to buy what is in (once it is in) – i.e. they are told what the fashion is they don’t create it. • Days out and attractions – they are seeking attractions that are fun, entertaining and thrilling. Alton Towers is a perfect day out. A good night out for this segment would be clubbing, live music or a visit to the cinema. • Eating and drinking – Style Hounds go to places they consider fashionable and stylish – the sort of place they can show off their fashion brands. Their judgement is based mostly on media and celeb opinions. An example of this would be ‘trendy’ bars and night clubs. • Holidays – they are the group most averse to taking UK holidays; even so 74% took a UK break in 2007. 11% of UK short breaks (1-4 nights) and 9% of UK longer holidays. This makes them the group least likely to take a UK long holiday. • This segment is likely to use the main stream package tour operators for their overseas holiday. They are likely to book holidays via the Internet and book them last minute. • They want lots to do – by which they mean experience – nothing too cerebral but lots of fun. Good shopping and eating, casual ‘sport’, swimming pools, partying all night and meeting new people defines a good short break with friends for this segment. In the UK this trend tends to mean weekend breaks in big cities, where they can enjoy the nightlife and take in some shopping. • Media – This segment has the highest proportion of Sun readers. They are into the male and female lifestyle magazines as well as celebrity gossip magazines. For TV viewing, they enjoy reality TV, music TV and soap operas.

Demographic Profile • 10% of the GB population • A young group; 60% under 34; 35% single • Very high internet access; 79% • 58% have no children at home • 60% ABC1 • 55% working full time

TRADITONALS Outlook • As the name suggests this is a group more likely to hold traditional values. Their members are relatively self reliant and internally referenced with a tendency towards being sustainers (i.e. uncomfortable with change). • Functionality is far more important than fashion. Brand is not a key purchase driver for this segment, but this does not mean that they are brand averse. They are not looking for media driven fashion but ‘quality’ and established ‘brands of substance’. • Traditionals are quite a main stream market though they will be slow to adopt new products or ideas. They are also often modest spenders, slow to choose expensive alternatives. • They value good service, by which they mean personal recognition and attention. They value ‘form’ and a personal interaction with the restaurant, shop or hotel. • They live life at a relaxed pace and enjoy intellectual challenges, arts and culture.

Interests & Activities • Days out and attractions – Traditionals are looking for days out that are peaceful & relaxing, nostalgic and educational. Offers that are geared towards heritage and exploration will appeal to Traditionals. This includes National Trust attractions, churches and cathedrals and botanical gardens. They are also happy just exploring the countryside or a market town.

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• Personal interests – include gardening and arts and culture. • Eating & drinking – For Traditionals, the traditional pub is the type of place that holds the greatest appeal. • A good night out – would be going for a drink or a meal out with family or friends. • Holidays – 81% took a UK holiday in 2007. They are second only to Cosmopolitans in their readiness to holiday in the UK, contributing 11% of short breaks (1-4 nights) and 11% of longer holidays in the UK, they take more holidays in the UK than overseas and love the UK countryside. • Being an active older segment, they are big group for the service Saga offers, but also domestic niche operators (e.g. English Country Cottages). However they also like to use independent hotels and other serviced accommodation where there is a personal touch and interaction with the staff. • They are likely to use the telephone for booking – they want to speak to someone. • A good short break for Traditionals would give them the chance to explore, escape, slow down and do their own thing. They are quite interested in art and other cultural attractions as well as England’s heritage; buildings and gardens.

Demographic Profile • 10% of the GB population • Older profile; 73% over 45; 53% over 55 • 57% with internet access

• 21% with children at home • 51% married or living as married; 28% widowed, separated or divorced • 43% C1C2; 36% DE • 58% taken an overseas holiday in past 3 years. ••• 41% retired; 31% working full time

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