Public Document Pack
MEETING: CABINET
DATE: Thursday 29th October, 2009
TIME: 10.00 am
VENUE: Town Hall, Bootle
Member
Councillor
Robertson (Chair) Brodie - Browne P Dowd Fairclough Lord Fearn Griffiths Maher Parry Porter Tattersall
COMMITTEE OFFICER: Steve Pearce Head of Committee and Member Services Telephone: 0151 934 2046 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.
1
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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 (Pages 7 - Minutes of the meeting held on 1 October 2009 22)
4. Schools Access Initiative Funding 2009/10 Church (Pages 23 - Report of the Strategic Director of Children’s 26) Services
5. ‘Play Naturally In Sefton’ - Amendment To All Wards (Pages 27 - Funding 30) Report of the Strategic Director of Children’s Services
6. Treasury Management 2009/10 - Second All Wards (Pages 31 - Quarter Update 44) Report of the Finance and Information Services Director
7. Specialist Transport Unit - Operational All Wards (Pages 45 - Update 52) Report of the Finance and Information Services Director
* 8. Notice of Motion From Council - Purchase of All Wards (Pages 53 - Grave Plots 76) Joint report of the Finance and Information Services Director and the Leisure Director
3 * 9. Changing Facilities at Portland Street and Kew; Norwood; (Pages 77 - Meols Park Playing Fields 84) Report of the Leisure Director
10. Community Energy Savings Programme All Wards (Pages 85 - Report of the Strategic Director of Regeneration 96) and Environmental Services.
11. Kew, Southport – Progress update Kew (Pages 97 - Report of the Strategic Director of Regeneration 104) and Environmental Services.
12. Bootle High School, Demolition – Tenders Netherton and (Pages 105 - Orrell; St. Oswald; 110) Report of the Strategic Director of Regeneration and Environmental Services.
13. Bedford and Queens Road, Bootle - Derby; Linacre; (Pages 111 - Programme for Demolition and Clearance 116) Phase II - Tenders Report of the Strategic Director of Regeneration and Environmental Services.
14. Support for Town Centres All Wards (Pages 117 - Report of the Planning and Economic 138) Regeneration Director
* 15. Liverpool City Region Employment Strategy All Wards (Pages 139 - Funding Opportunities 146) Report of the Planning and Economic Regeneration Director
* 16. Empty Property Strategy (Housing) All Wards (Pages 147 - Report of the Housing Market Renewal Director 162)
17. Hightown Sea Defences – Phase 2 Blundellsands; (Pages 163 - Procurement Strategy Church; 168) Harington; Manor; Report of Head of Regeneration and Technical Services
4 18. Farmhouse and Barns, Homer Green, Lunt – Manor (Pages 169 - Disposal of Properties 174) Report of Head of Regeneration and Technical Services
19. Cabinet Member Reports All Wards
a) Cabinet Member - Children's Services (Pages 175 - 178)
b) Cabinet Member - Communities (Pages 179 - 184)
c) Cabinet Member - Corporate Services (Pages 185 - 190)
d) Cabinet Member - Environmental (Pages 191 - 192)
e) Cabinet Member - Health and Social Care (Pages 193 - 194)
f) Cabinet Member - Leisure and Tourism (Pages 195 - 198)
g) Cabinet Member - Performance and Governance (Pages 199 - 202)
h) Cabinet Member - Regeneration (Pages 203 - 204)
i) Cabinet Member - Technical Services (Pages 205 - 206)
20. Exclusion of Press and Public To consider passing the following resolution:
That, under Section 100A(4) of the Local Government Act, 1972, the press and public be excluded from the meeting for the following item(s) of business on the grounds that it involves the likely disclosure of exempt information as defined in Paragraph 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.
21. Vine House, Seaforth Linacre (Pages 207 - Report of Head of Regeneration and Technical 212) Services
* 22. Development of an Independent Living Dukes (Pages 213 - Centre - 23–35 Scarisbrick Avenue, 220) Southport Report of the Strategic Director of Regeneration and Environmental Services.
5 23. Transformation Programme Update - Senior All Wards Management Structure Report of the Chief Executive to follow
6 Agenda Item 3 THE “CALL IN” PERIOD FOR THIS SET OF MINUTES ENDS AT 12 NOON ON TUESDAY, 13 OCTOBER 2009. MINUTE NO. 143 IS NOT SUBJECT TO CALL-IN.
CABINET
MEETING HELD AT THE TOWN HALL, SOUTHPORT ON THURSDAY 1ST OCTOBER, 2009
PRESENT: Councillor Robertson (in the Chair) Councillors Brodie - Browne, P Dowd, Lord Fearn, Griffiths, Parry, Porter and Tattersall
ALSO PRESENT: Councillors Hands, Hill, McGuire, Papworth and Shaw
130. APOLOGIES FOR ABSENCE
Apologies for absence were received from Councillors Fairclough and Maher.
131. MINUTES
RESOLVED:
That the Minutes of the Cabinet Meeting held on 3 September 2009 be confirmed as a correct record.
132. DECLARATIONS OF INTEREST
The following declaration of interest was received:
Member Minute Reason Action
Councillor 155 - Analysis and Personal - He Took part in the Brodie-Browne Evaluation of Early has a relative consideration of Mechanisms in who works the item and Health and Social within the Social voted thereon. Care Systems Care Sector
133. URGENT BUSINESS
The Chair reported that he had agreed that the Cabinet would consider the following item of business:
Greater Merseyside Connexions Partnership (Minute No. 183) in view of the need to determine the way forward on the procurement arrangements.
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134. SPECIALIST TRANSPORT SERVICE
Further to the petition submitted to the Council meeting held on 3 September 2009, Mr. John Corscaden, Chair of the Sefton Carers Forum Committee, submitted another petition signed by residents of the Borough, requesting "the reversal of the Cabinet policy decision regarding Specialist Transport Charges and a return to status quo" (Minute No. 76 of the Cabinet meeting held on 9 July 2009 refers) and he gave a statement on the content of the petition.
The Cabinet then considered the report of the Strategic Director of Adult Social Services (Health and Social Care) which addressed the issues raised by Mr. Corscaden during the submission of the petition on this issue to the recent Council meeting and incorporated a copy of the report previously considered by the Cabinet on 9 July 2009.
RESOLVED: That
(1) the petition and statement given by Mr. Corscaden be noted;
(2) the report be noted; and
(3) the Strategic Director of Adult Social Services (Health and Social Care) review the impact of the introduction of the flat rate charge on all service users who have transport arranged by the Council's Specialist Transport Service after three months of operation and submit a report thereon to the Cabinet.
135. ANALYSIS AND EVALUATION OF EARLY MECHANISMS IN HEALTH AND SOCIAL CARE SYSTEMS
The Cabinet considered the report of the Overview and Scrutiny Committee (Health and Social Care) Working Group which undertook an analysis and evaluation of early mechanisms in Health and Social Care systems.
Councillor McGuire, Lead Member of the Working Group, outlined the conclusions and recommendations set out in the report.
This was a Key Decision and was included in the Council's Forward Plan of Key Decisions.
RESOLVED: That
(1) the recommendations set out in the report be approved; and
(2) the Strategic Director of Adult Social Services (Health and Social Care) submit a report to the Overview and Scrutiny Committee (Health and Social Care) on the action plan for the implementation of the recommendations in the report.
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136. WATERCOURSE MAINTENANCE AND FLOODING WORKING GROUP - FINAL REPORT
The Cabinet considered the report of the Overview and Scrutiny Committee (Regeneration and Environmental Services) Working Group which undertook an inquiry into the maintenance of watercourses and drainage in the Borough, particularly in the light of the Pitt Review.
Councillor Papworth, Lead Member of the Working Group, outlined the conclusions and recommendations set out in the report.
RESOLVED: That
(1) the recommendations be approved and a further report be submitted to the Cabinet setting out a proposed practical way forward, including likely costs and timescales;
(2) it be noted that the report will be shared with United Utilities, the Environmental Agency, Parish Councils and other partner agencies; and
(3) it be noted that the report should be considered as a "work in progress" and that aspects may need to be revisited over time as conditions dictate.
137. CORE STRATEGY - STRATEGIC FLOOD RISK ASSESSMENT FOR SEFTON
Further to Minute No. 121 of the meeting held on 3 September 2009, the Cabinet gave further consideration to the report of the Planning and Economic Regeneration Director which provided details of the proposed Strategic Flood Risk Assessment, which would form part of the evidence base for the Core Strategy and other development plans.
RESOLVED:
That the Strategic Flood Risk Assessment be approved.
138. CORE STRATEGY - THE SPATIAL STRATEGY : WHERE SHOULD DEVELOPMENT BE LOCATED?
Further to Minute No. 50 of the meeting of the Cabinet Member - Regeneration, held on 30 September 2009, the Cabinet considered the report of the Planning and Economic Regeneration Director which provided details of the key findings of background studies and consultations held on the Core Strategy which were helping to shape the Spatial Strategy for the Borough which would identify where development should be located during the next 15 - 20 years.
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RESOLVED: That
(1) the issues outlined in section 5 of the report be included in the Core Strategy as strategic priorities;
(2) the spatial strategy set out in section 6 of the report be approved; and
(3) the Planning and Economic Regeneration Director submit an update report to the Cabinet on the options for meeting future developments needs in Sefton based on the options set out in sections 6 and 7 of the report.
139. TRANSFORMATION UPDATE
Further to Minute No. 37 of the meeting held on 11 June 2009, the Chief Executive submitted a report on the progress made in relation to the Transformation Agenda including the Strategic Budget Review.
RESOLVED: That
(1) the progress made in developing the Transformation Programme and Strategic Budget Review be noted;
(2) approval be given to the continuation of the Voluntary Early Retirement/Voluntary Redundancy Expressions of Interest exercise, and a further report on its outcome be presented to Cabinet for consideration/approval;
(3) approval be given to the establishment of the Transformation Team, as described in the report;
(4) approval be given to the further development and investigation of the generic work-streams outlined in the report and further reports on the outcomes to be presented to Cabinet for consideration/approval; and
(5) the comments made in the report in relation to timely decision making; political support for the reviews and investigations; clear communications; development of staff skills and abilities; and the identification of priorities, including a review of the Corporate Plan and Community Strategy be endorsed.
140. REVENUE BUDGET MONITORING 2009/10
The Cabinet considered the report of the Finance and Information Services Director which provided an update on the current year revenue budget monitoring position.
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RESOLVED: That
(1) the report be noted;
(2) the intention to carry out an officer led review of existing overspends and the opportunities to address the overall overspend be noted; and
(3) the ongoing review of the existing spending freeze be noted and a further report be submitted to the Cabinet on the proposed transfer of any such savings to be corporate budget.
141. MEMBERS FINANCIAL LITERACY / TRAINING
Further to Minute No. 58 of the meeting of the Audit and Governance Committee held on 30 September 2009, the Cabinet considered the report of the Finance and Information Services Director on the discussions held with the Council's External Auditors, PricewaterhouseCoopers on proposals for improving the financial literacy of Senior Members and the provision of financial training for Members.
RESOLVED: That
(1) the Officers' definition of Senior Members for the Purposes of the Council's Use of Resources Assessment set out in paragraph 2.1a of the report be noted;
(2) Members should receive specific finance training on becoming Members of the Audit and Governance Committee; and
(3) the intention to run a DVD based financial training session be noted.
142. CHANGES TO EXECUTIVE ARRANGEMENTS - LEADER OR ELECTED MAYOR FOR SEFTON
Further to Minute No. 27 of the meeting of the Council held on 3 September 2009, the Cabinet considered the report of the Legal Director on the proposed changes to the Council's Constitution as a result of the formal decision to adopt the new style Leader and Cabinet model.
This was a Key Decision and was included in the Council's Forward Plan of Key Decisions.
RESOLVED:
That the Council be recommended to:
(1) formally approve the changes to the Constitution as set out in Annex A of the report;
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(2) approve the new arrangements to take effect from May 2010; and
(3) authorise the Legal Director to advertise the Council's proposals for its new Governance arrangements.
143. STRENGTHENING LOCAL DEMOCRACY
Further to Minute No. 49 of the meeting of the Cabinet Member - Performance and Governance held on 30 September 2009, the Cabinet considered the report of the Legal Director which sought views on the proposals in the Government's latest Consultation Paper "Strengthening Local Democracy", which sets out important new powers and an enhanced role for all Local Authorities in co-ordinating, scrutinising and leading local service delivery and responding to local challenges and needs.
RESOLVED: That
(1) the proposals contained within the Consultation Paper be noted;
(2) the draft responses set out in Annex C of the report be approved; and
(3) it be noted that the Chair of the Overview and Scrutiny Committee (Performance and Corporate Services) has given his consent under Rule 17 of the Scrutiny Procedure Rules for this decision to be treated as urgent and not subject to "call in" on the basis that it cannot be reasonably deferred as responses are required by 2 October 2009.
144. ELECTED MEMBER MEDIA GUIDELINES
Further to Minute No. 23 of the meeting of the Standards Committee held on 17 September 2009, the Cabinet considered the joint report of the Assistant Chief Executive (Communications) and Legal Director seeking approval for a set of guidelines governing the ways in which the elected Members' media relations should operate.
RESOLVED:
That, subject to the following amendment, the Elected Member Media Guidelines be submitted to the Council for approval:
Section 3 - 2nd bullet point
Amend the text to read "The report itself, the information contained within the report and any discussions undertaken in the meeting once the public have been excluded should be regarded as strictly confidential and must not be disclosed; for clarity, this does not include the way that Members voted."
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145. FOSTERING SERVICE WORKING GROUP REPORT - UPDATE
Further to Minute No. 6 of the meeting held on 14 May 2009, the Cabinet considered the report of the Strategic Director of Children's Services which provided an update on the implementation of the recommendations in the Fostering Service Working Group report which do not have any financial implications.
RESOLVED:
That the report be noted.
(Councillor P Dowd left the meeting at this point)
146. AIMING HIGH FOR DISABLED CHILDREN - PROPOSED SCHEMES
Further to Minute No. 66 of the meeting of the Cabinet Member - Children's Services held on 15 September 2009, the Cabinet considered the report of the Strategic Director of Children's Services seeking approval to the implementation of a scheme to be funded from the Aiming High for Disabled Children Capital Allocation.
This was a Key Decision and was included in the Council's Forward Plan of Key Decisions.
RESOLVED: That
(1) the £400,000 of funding, detailed in the report be included in the project's capital budget already allocated to the scheme within the Leisure Services Department capital programme portfolio; and
(2) the residue of £158,700 funding be included in the Children's Services Capital Programme 2009/10.
147. INTEGRATED CHILDREN'S SYSTEM - FURTHER CAPITAL GRANT 2009/10
Further to Minute No. 65 of the meeting of the Cabinet Member - Children's Services held on 15 September 2009, the Cabinet considered the report of the Strategic Director of Children's Services on the additional capital allocation awarded by the Department for Children, Schools and Families to further support the implementation of the Integrated Children's System.
RESOLVED: That
(1) the report be noted; and
(2) the additional allocation detailed in the report be included in the Children's Services Capital Programme 2009/10.
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148. SCHOOL TRAVEL PLAN CAPITAL GRANT 2009/10
Further to Minute No. 67 of the meeting of the Cabinet Member - Children's Services held on 15 September 2009, the Cabinet considered the report of the Strategic Director of Children's Services seeking approval to the implementation of schemes to be funded from the School Travel Plan Capital Grant Allocations.
RESOLVED:
That the expenditure for the schemes to be funded from specific resources be included in the Children's Services Capital Programme 2009/10.
149. SPECIALIST SCHOOL STATUS - MEOLS COP HIGH SCHOOL PROPOSED SCHEME
Further to Minute No. 63 of the meeting of the Cabinet Member - Children's Services held on 15 September 2009, the Cabinet considered the report of the Strategic Director of Children's Services seeking approval to the implementation of a scheme to enhance the facilities of Meols Cop High School following its designation as a specialist school for sport with effect from 1 September 2009.
This was a Key Decision and was included in the Council's Forward Plan of Key Decisions.
RESOLVED:
That the expenditure for the scheme to be funded from specific resources be included in the Children's Services Capital Programme 2009/10.
150. PROPOSED WORLD OF WORK EXTENSION - RANGE HIGH SCHOOL, FORMBY
The Cabinet considered the report of the Strategic Director of Regeneration and Environmental Services on the tenders received for the provision of a new World of Work extension at Range High School, Formby.
RESOLVED: That
(1) approval be given to the allocation of £357,467.02 in the Children's Services Capital Programme for this scheme, with funding for this scheme to be provided from the 14-19 Targeted Capital Fund budget and a £30,000 contribution from the schools devolved Formula Capital resources;
(2) the lowest tender submitted by D. Henderson and Sons of Southport in the sum of £272,135 be accepted; and
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(3) the Legal Director be requested to enter into a formal contract with the successful tenderer.
151. PROPOSED WORLD OF WORK EXTENSION - FORMBY HIGH SCHOOL, FORMBY
The Cabinet considered the report of the Strategic Director of Regeneration and Environmental Services on the tenders received for the provision of a new World of Work extension at Formby High School.
RESOLVED: That
(1) approval be given to the allocation of £270,867.48 in the Children's Services Capital for this scheme to be provided entirely from the 14- 19 Diplomas budget;
(2) the lowest tender submitted by D. Henderson and Sons of Southport in the sum of £194,967 be accepted; and
(3) the Legal Director be requested to enter into a formal contract with the successful tenderer.
152. AMALGAMATING STRATEGIC HOUSING SERVICES WITHIN SEFTON
Further to Minute No. 45 of the meeting of the Cabinet Member - Regeneration held on 30 September 2009, the Cabinet considered the joint report of the Strategic Directors of Regeneration and Environmental Services and Adult Social Services (Health and Social Care) on proposals for the restructuring of the Council's Strategic Housing Function.
RESOLVED:
That approval 'in principle' be given to the restructuring of the Council's strategic housing function by consolidating existing strategic housing services within the current Housing Market Renewal Department, to be renamed the 'Housing and Renewal Department', subject to the outcome of the ongoing review of the Senior Management structure of the Council.
153. SEFTON HOUSING STRATEGY STATEMENT 2009 - 2013
Further to Minute No. 46 of the meeting of the Cabinet Member - Regeneration held on 30 September 2009, the Cabinet considered the joint report of the Strategic Director of Adult Social Services (Health and Social Care) and the Housing Market Renewal Director seeking approval to the revised Sefton Housing Strategy 2009-2013, which sets out the priorities for strategic housing services in Sefton, the evidence and rationale for such prioritisation and a series of required actions to further develop components of the strategy.
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This was a Key Decision and was included in the Council's Forward Plan of Key Decisions.
RESOLVED: That
(1) the Sefton Housing Strategy Statement 2009-2013 be approved; and
(2) 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.
154. STRATEGIC HOUSING SERVICES VALUE FOR MONEY FRAMEWORK AND SERVICE IMPROVEMENT PLAN 2009
Further to Minute No. 48 of the meeting of the Cabinet Member - Regeneration held on 30 September 2009, the Cabinet considered the report of the Housing Market Renewal Director seeking 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.
RESOLVED:
That the Strategic Housing Value for Money Framework and Service Improvement Plan 2009 be approved.
155. ADOPTION OF REVISED HOUSING MARKET RE- STRUCTURING (IMPLEMENTATION) AGREEMENT - DEED OF VARIATION 2009 - 2010
Further to Minute No. 47 of the meeting of the Cabinet Member - Regeneration held on 30 September 2009, the Cabinet considered the report of the Housing Market Renewal Director seeking 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.
RESOLVED: That
(1) the implications of entering into the Deed of Variation to the Housing Market Restructuring (Implementation) Agreement for 2009-2010 be noted; and
(2) the Legal Director be authorised to formally execute the Deed of Variation on the Council's behalf.
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156. FUNDING OPPORTUNITIES - PROGRESS REPORT 2
The Cabinet considered the report of the Strategic Director of Regeneration and Environmental Services on the progress made with regard to the expressions of interest submitted to the Regional Development Agency for funding under the North West Operational Plan to deliver projects throughout the Borough. The report also provided an update of further external funding opportunities.
RESOLVED:
That the report be noted.
157. SEFTON BUSINESS VILLAGE PARTNERSHIP REPORTS
Further to Minute No. 54 of the meeting of the Cabinet Member - Regeneration held on 30 September 2009, the Cabinet considered the report of the Planning and Economic Regeneration Director on the issues considered at the meeting of the Sefton Business Village Partnership Board held on 29 July 2009, in relation to the activities undertaken by the Business Village Partnerships in Southport, Birkdale, Formby, Crosby, Waterloo, Bootle and Altside.
RESOLVED: That
(1) the content of the report be noted; and
(2) when appropriate further reports on activities undertaken by Sefton Business Village Partnerships be submitted to the Cabinet.
158. THIRD LOCAL TRANSPORT PLAN - LTP3 - 2011 ONWARDS
Further to Minute No. 58 of the meeting of the Cabinet Member - Technical Services held on 23 September 2009, the Cabinet considered the report of the Planning and Economic Regeneration Director which provided details of the final Department for Transport Guidance on developing the third round of Local Transport Plans, and how the essential link to Sefton's emerging Local Development Framework is being progressed.
RESOLVED:
That the scope and proposals for Sefton's input to the development of the third Local Transport Plan be noted.
159. THORNTON SWITCH ISLAND LINK - COMMISSIONING REPORT/REVISED PROJECT MANAGEMENT/PROGRAMME AND SCHEME COST PROFILE
Further to Minute No. 59 of the meeting of the Cabinet Member - Technical Services held on 23 September 2009, the Cabinet considered the report of the Planning and Economic Regeneration Director on the receipt of a
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satisfactory Commissioning Report for Phase 1 of the Early Contract Involvement (ECI) Contract for the Thornton Switch Island Link Scheme from the contractor, Balfour Beatty Civil Engineering Limited. The report also provided details of the revised Project Management arrangements, the revised programme and the cost profile for the scheme.
RESOLVED: That
(1) the submission of the Commissioning Report in accordance with the Contract be noted;
(2) the partnering arrangement established for the effective delivery of the scheme be noted;
(3) the revised Project Management arrangements and Project Board for the scheme be approved;
(4) the duties and responsibilities of the Contract Project Manager be delegated to the Assistant Director (Transportation and Development) Planning and Economic Regeneration Department;
(5) the revised programme for the scheme be noted; and
(6) the revised spend profile for the scheme be noted.
160. CHRISTMAS RETAIL PROMOTIONS - CAR PARKING OFFERS
The Cabinet considered the report of the Planning and Economic Regeneration Director seeking approval in principle to adjustments to the Council's car parking operations to support Christmas retail promotions.
RESOLVED: That
(1) approval in principle be given to the adjustments to the Parking Service Operation to support Christmas retail operations in the Borough; and
(2) the Cabinet Member - Technical Services be authorised to agree the details of the Christmas car parking promotions as part of the wider retailers' promotions, subject to the financial impact upon the Council not exceeding £10,000.
161. MASTER PLAN FOR BOOTLE CEMETERY AND THE PROPOSED DEMOLITION OF THE CHAPEL
Further to Minute No. 47 of the meeting of the Cabinet Member - Leisure and Tourism held on 9 September 2009, the Cabinet considered the report of the Leisure Director which provided an update on the proposed master plan for Bootle Cemetery and the proposals for the demolition of the Cemetery Chapel.
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RESOLVED:
That the expenditure for the master plan set out in the report be included in the Leisure Services Capital Programme.
162. THE ENVIRONMENTAL DAMAGE (PREVENTION AND REMEDIATION) REGULATIONS 2009
Further to Minute No. 26 of the meeting of the Cabinet Member - Environmental held on 29 July 2009, the Cabinet considered the report of the Environmental Protection Director on the new enforcement duties placed on the Local Authority under the Environmental Damage (Prevention and Remediation) Regulations 2009 and the implications for Sefton.
RESOLVED:
That the Council be recommended to amend Part 3 of the Council Constitution (Responsibility for Functions) by the inclusion of the following wording:
"Environmental Cabinet Member C Environmental Protection Director
19 - power to authorise officers to take all necessary action under the Environmental Damage (Prevention and Remediation) Regulations 2009."
163. GREATER MERSEYSIDE CONNEXIONS PARTNERSHIP
Further to Minute No. 30 of the meeting of the Cabinet Urgent Business Committee held on 24 September 2009, the Cabinet considered the report of the Business and Support Services Director, Children's Services which provided an update on the Best and Final Offer submitted by the two companies who had submitted tenders for the new contract.
RESOLVED: That
1. the Chief Executive be authorised to appoint a Preferred Supplier as part of the Greater Merseyside Connexions Partnership. Such appointment to be within existing funding levels for Connexions Services for the period of 1 January 2010 to 31 March 2012 and subject to performance and funding availability, for a further extension of up to two years;
2. Halton Council be the Lead Authority for the contract with the new supplier on behalf of the six participating Local Authorities;
3. the Legal Director be authorised to enter into a Contribution Agreement on behalf of the Council with Halton Council for the provision of Connexions services;
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4. it be noted that the Chair of the Overview and Scrutiny Committee (Performance and Corporate Services) has given his consent under Rule 16 of the Access to Information Procedure Rules for the key decision to be treated as urgent on the basis that it is impracticable to defer the decision until the commencement of the next Forward Plan because the Council has already agreed to award the contract for delivery of Sefton Connexions as part of a joint tendering exercise with all the other Merseyside Local Authorities. It was the understanding of Officers that this process would allow time for detailed scrutiny of the final tender documents and inclusion on the Forward Plan. However the timescales for delivery changed as part of the procurement process in order to meet the Go Live date needed to ensure that Connexions provision continues seamlessly at the end of the current contract.
164. 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 it would 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 favour exclusion of the information from the press and public.
165. MEDIUM TERM FINANCIAL PLAN 2010/11 - 2012/13 - UPDATE
Further to Minute No. 304 of the meeting held on 16 April 2009, the Cabinet considered the report of the Finance and Information Services Director on the amended Medium Term Financial Plan which provides updated budget gaps for 2010/11 to 2012/13.
RESOLVED: That
(1) the Revised Budget Gaps for 2010/11, 2011/12 and 2012/13 be noted;
(2) the amended assumptions set out in the report be noted;
(3) the potential implications of Government support for future budgets be noted;
(4) the revised assumptions for Non-School Pay Inflation of 1.25% and Non-School Price Inflation of 0% be confirmed; and
(5) the Council Tax Increase assumption be amended to be within the range of 0% to 3% for planning purposes, excluding the impact of the external levying bodies.
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166. NEW PROTOCOLS FOR THE APPRAISAL, MONITORING AND CONTROL OF CAPITAL SCHEMES
The Cabinet considered the report of the Finance and Information Services Director on the new protocols and arrangements to be implemented for the appraisal, monitoring and control of capital schemes.
RESOLVED: That
(1) the additional costs of the Sefton Water Centre and Water Quality Works be funded from the Capital Programme;
(2) the introduction of the additional controls set out in the report be noted; and
(3) the intention to assign lead elected Members to High Risk schemes and their subsequent involvement in the management of the projects be noted.
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Page 22 Agenda Item 4
REPORT TO: CABINET MEMBER, CHILDREN'S SERVICES CABINET
DATE: 27 OCTOBER 2009 29 OCTOBER 2009
SUBJECT: SCHOOLS ACCESS INITIATIVE FUNDING 2009/10
WARDS AFFECTED: CHURCH WARD
REPORT OF: PETER MORGAN DIRECTOR OF CHILDREN’S SERVICES
CONTACT OFFICER: CHRIS DALZIEL (0151 934 3337)
EXEMPT/ CONFIDENTIAL: NO
PURPOSE/SUMMARY:
The purpose of this report is to seek approval for the reallocation of Schools Access Initiative funding.
REASON WHY DECISION REQUIRED:
The Cabinet Member has delegated powers to approve the reallocation of funding within the 2009/10 Children's Services Capital Programme.
RECOMMENDATION(S):
The Cabinet Member is recommended to:- v approve the reallocation of Schools Access Initiative funding as detailed in this report; v refer the reallocation to Cabinet for inclusion in the 2009/10 Children's Services Capital Programme.
KEY DECISION: No.
FORWARD PLAN: Not appropriate.
IMPLEMENTATION DATE: Following the expiry of the “call-in” period for the Minutes of the Cabinet meeting.
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ALTERNATIVE OPTIONS:
Not appropriate.
IMPLICATIONS:
Budget/Policy Framework: None.
Financial: There are no financial implications for the Council’s general resources as all funding is from specific resources (Schools Access Initiative allocation 2009/10). This report details a reallocation of funding.
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? Y/N When? How will the service be funded post expiry?
Legal: Not appropriate.
Risk Assessment: There are no financial risks associated with this report as all funding is from specific resources.
Asset Management: The proposed reallocation of funding is in line with the Children's Services Asset Management Plan.
CONSULTATION UNDERTAKEN/VIEWS
The Finance and Information Services Director has been consulted and his comments have been incorporated into this report. FD 180.
Page 24 Agenda Item 4
CORPORATE OBJECTIVE MONITORING:
Corporate Positive Neutral Negative Objective Impact Impact Impact 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 and ü Strengthening local Democracy 8 Children and Young People ü
LINKS TO ENSURING INTEGRATION:
The proposed scheme detailed in this report will link to ensuring integration by contributing towards the following priorities of the CYPP.
v Create and maintain an environment where people feel safe. v Create highly effective, inclusive learning environments for all age groups where learners can enjoy and achieve.
IMPACT UPON CHILDREN’S SERVICES TARGETS AND PRIORITIES:
The proposed scheme will have a positive impact on the CYPP targets detailed above and the following LAA targets.
v Educational achievement and training. v The health of children and young people. v Changing perceptions. v Statutory Education Targets.
LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT
Report to Cabinet Member, Children's Services and Cabinet - 14/16 April 2009 - Schools Access Initiative 2009/10: Proposed Schemes.
Report to Cabinet Member, Children's Services and Cabinet - 5/14 May 2009 - Targeted Capital Funding: 14-19 Diplomas.
Report to Cabinet Member, Children's Services and Cabinet - 23 June/9 July 2009 - Schools Access Initiative Funding 2009/10: Further Scheme.
Page 25 Agenda Item 4
SCHOOLS ACCESS INITIATIVE FUNDING 2009/10
1. Background
1.1 Members will recall that approval was given on 9 July 2009 for the remodelling and refurbishment of Key Stage 1 and 2 Special Educational Needs bases at Waterloo Primary School following the redesignation of the SEN provision for children with Autistic Spectrum Disorder (ASD). The estimated cost of the scheme was £160,257.
1.2 Members will further recall that a number of 14-19 Diploma Base schemes were approved on 14 May 2009 and that a total of £104,000 of Schools Access Initiative (SAI) funding was included in the total estimated cost for the schemes of £4.9 million. Tenders received so far for these 14-19 Diploma Base schemes have been favourable and show a saving to date of £103,473.
1.3 A relatively modest amount of £30,000 SAI funding was set aside (report of 14/16 April 2009) to provide improved access to the National Curriculum for pupils at schools across the Borough. This includes the provision of specialist furniture, ICT equipment, hoists and other specialist facilities to enable pupils with particular requirements to attend mainstream schools.
2. Proposals
2.1 It is proposed to reallocate the £104,000 of SAI funding 2009/10 from the 14-19 Diploma Base schemes as detailed below.
v An additional £12,000 to be added to the £30,000 already allocated to provide improved access to the National Curriculum, bringing this total to £42,000. v An additional £41,000 to be allocated to the phased scheme at Waterloo Primary School where tenders have exceeded the estimated cost and where additional mechanical and electrical work has been required. v Summerhill Primary School is a designated school for children with physical disabilities and the school requires some refiguration of the disabled parking provision so that families can drop off and pick up their children in safety within the school site. The estimated cost is £35,000 which will be funded from the SAI allocation (£29,000) and the balance from the school’s DFC (£6,000). v The balance of £22,000 will be available to support further schemes.
3. Recommendations
3.1 The Cabinet Member is recommended to:-
v approve the reallocation of Schools Access Initiative funding as detailed in this report; v refer the reallocation to Cabinet for inclusion in the 2009/10 Children's Services Capital Programme.
Page 26 Agenda Item 5
REPORT TO: Cabinet
DATE: 29 October 2009
SUBJECT: ‘Play Naturally In Sefton’ - Amendment To Funding
WARDS AFFECTED: All Wards
REPORT OF: Peter Morgan Strategic Director Of Children’s Services
CONTACT OFFICER: Chris Dalziel (0151 934 3337)
EXEMPT/ CONFIDENTIAL: NO
PURPOSE/SUMMARY:
The purpose of this report is to seek approval to increase the capital allocation to a capital scheme within the ‘Play Naturally in Sefton’ Portfolio with a corresponding decrease in revenue funding.
REASON WHY DECISION REQUIRED:
Cabinet approval is required in order to amend the capital programme.
RECOMMENDATION(S):
Cabinet is recommended to approve the increase in capital expenditure, as detailed in this report, and to reflect this in the Capital Programme. This is balanced by a corresponding decrease in revenue funding for the Playbus scheme within the ‘Play Naturally in Sefton’ Portfolio.
KEY DECISION: No.
FORWARD PLAN: Not appropriate.
IMPLEMENTATION DATE: Following the expiry of the “call-in” period for the Minutes of the Cabinet meeting.
Page 27 Agenda Item 5
ALTERNATIVE OPTIONS:
Not appropriate.
IMPLICATIONS:
Budget/Policy Framework: None.
Financial: There are no financial implications as all funding is from specific resources. Confirmation has been received from the administrators of the Big Lottery Fund Grant that the proportional change between capital and revenue is acceptable. The total amount of grant remains the same. An additional £21,289 will increase the capital programme as shown in the table below. This will be reflected by a corresponding decrease in revenue funding in 2009/10 as shown in the table, which will leave £9,507 in revenue in 2009/10. The revenue funding in 2010/11 and 2011/12 remain unchanged.
2009/ 2010/ 2011/ 2012/ 2010 2011 2012 2013 CAPITAL EXPENDITURE £ £ £ £ Gross Increase in Capital Expenditure 21,289 Funded by: Sefton Capital Resources Specific Capital Resources 21,289 Big Lottery Fund Play Portfolio Grant REVENUE IMPLICATIONS Gross Decrease in Revenue Expenditure -21,289 Decrease in 2009/10 revenue expenditure Funded by: Sefton Funded Resources Funded from External Resources -21,289 Big Lottery Fund Play Portfolio Grant Does the External Funding have an expiry date? Y/N When? How will the service be funded post expiry?
Legal: Not appropriate.
Risk Assessment: There are no risks associated with the capital scheme as all funding is from specific resources.
Asset Management: Not appropriate.
CONSULTATION UNDERTAKEN/VIEWS
Page 28 Agenda Item 5
CORPORATE OBJECTIVE MONITORING:
Corporate Positive Neutral Negative Objective Impact Impact Impact 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 and ü Strengthening local Democracy 8 Children and Young People ü
LINKS TO ENSURING INTEGRATION:
Not appropriate.
IMPACT UPON CHILDREN’S SERVICES TARGETS AND PRIORITIES:
Not appropriate.
LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT
Report to Cabinet Member Leisure & Tourism and Cabinet Member Children's Services – 5 December 2007 and 22 January 2008 – Lifeboat Road, Formby Point, Gateway Site Proposal.
Report to Cabinet Member Leisure & Tourism, Cabinet Member Children's Services and Cabinet – 20 May 2009 and 2 and 11 June 2009 – ‘Play Naturally in Sefton’ Change to the Big Lottery Fund Play Portfolio.
The Finance Director has been consulted and has no comments on the report. FD 186/09.
Page 29 Agenda Item 5
‘PLAY NATURALLY IN SEFTON’: AMENDMENT TO FUNDING
1. Background
1.1 Members will recall that approval was given on 11 June 2009 for two schemes to be funded from a Big Lottery Fund Play Portfolio Grant with a total value of £380,400.
1.2 One scheme was to provide a new play area at the Crosby Coastal Park with a grant allocation of £200,000 (£162,000 capital and £38,000 revenue). This scheme remains unchanged.
1.3 The second scheme was to allow the voluntary organisation Parenting 2000, to develop a Playbus facility with play workers, which could be taken to different areas of Sefton to provide play opportunities for parents and children together. The total grant available to support this scheme was £180,400 divided into £94,780 capital for the purchase of the bus and £85,620 revenue to provide play workers for the duration of the grant.
2. Funding
2.1 Firmed up costs for the Playbus have been received by Parenting 2000 and amount to £116,069 leaving a shortfall of £21,289.
2.2 The administrators of the Big Lottery Fund have confirmed that a proportional change between capital and revenue, within the total grant allocation, is acceptable.
3. Proposal
3.1 It is proposed to reallocate £21,289 of the £85,620 revenue portion of the grant to capital so that the Playbus can be purchased. This would reduce the revenue available to £64,331. The additional £38,000 revenue allocated to the Crosby Coastal Park remains unchanged giving revenue total of £102,331. Parenting 2000 have confirmed that because the start of the project has been delayed by a number of months that there will be a revenue saving to offset the increased capital. The reduced revenue will not therefore affect the overall scheme and there is no change to the grant allocation to the Playbus project.
4. Recommendation(s)
4.1 Cabinet is recommended to approve the increase in capital expenditure, as detailed in this report, and to reflect this in the Capital Programme. This is balanced by a corresponding decrease in revenue funding for the Playbus scheme within the ‘Play Naturally in Sefton’ Portfolio.
G:\Capital\2009 2010\CM Reports\CM Report Play Naturally in Sefton Amend to Funding 29.10.09.DOC
Page 30 Agenda Item 6
REPORT TO: Cabinet
DATE: 29 October 2009
SUBJECT: Treasury Management 2009/10 – Second Quarter Update
WARDS AFFECTED: All
REPORT OF: Paul Edwards Finance & Information Services Director 0151 934 4082
CONTACT OFFICER: Lynton Green Senior Finance & Information Services Director 0151 934 4096
EXEMPT/CONFIDENTIAL: No
PURPOSE/SUMMARY:
To inform members of Treasury Management Activities undertaken in the second quarter of 2009/10.
REASON WHY DECISION REQUIRED:
To comply with the requirements of the Council’s Treasury Management Policy Statement.
RECOMMENDATION(S):
Cabinet is requested to note the Treasury Management update for the second quarter of 2009/10.
KEY DECISION: No
FORWARD PLAN: No
IMPLEMENTATION DATE: Following the expiry of the ‘call-in’ period for the minutes of this meeting.
Page 31 Agenda Item 6
ALTERNATIVE OPTIONS: This report is put before Cabinet in order to comply with the Treasury Management Policy and Strategy document 2009/10 that was approved by Cabinet in February 2009.
IMPLICATIONS:
Budget/Policy Framework: Compliance with the Policy and Strategy Documents, incorporating appropriate reporting, will enable the Council to secure the most favourable terms for raising funds, maximise returns on investments whilst at all time minimising the level of risk to which it is exposed.
Financial: There are no additional Financial implications as a result of the 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 date? When? Y/N
Page 32 Agenda Item 6
Legal: None.
Risk Assessment: Compliance with the Policy and Strategy Documents minimise the level of risk to which the Council is exposed.
Asset Management: None.
CONSULTATION UNDERTAKEN/VIEWS
Discussion with the Council’s Treasury Management Advisor – Sector Treasury Services.
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
None.
Page 33 Agenda Item 6
1. BACKGROUND
1.1 The Treasury Management Policy and Strategy document for 2009/10 (approved by Council on 26 February 2009) included a requirement for quarterly reports to be provided to Cabinet on the investment activity of the Authority. This report is the second of such documents and presents relevant Treasury Management information for the period ending 30 September 2009.
1.2 The report includes information on the investments held / entered into during the period and the interest rates obtained (with a comparison of performance against a standard benchmark figure). In addition, the report highlights whether there has been any variance from the Treasury Management Policy Strategy and the Prudential Indicators (the operational boundaries within which we aim to work).
1.3 The technical nature of this report is recognised by officers and in order to help Members a Glossary of Terms is attached at Annex B .
2. INVESTMENTS HELD
2.1 Investments held at the end of September 2009 comprise the following:
Overnight deposits
Institution Deposit Rate % Maturity On current £m date counterparty list? Clydesdale 7.730 0.75 N/A Yes Lloyds TSB 15.000 0.75 N/A Yes Abbey National 1.460 0.60 N/A Yes Total 24.190
Fixed term deposits
Lloyds TSB 10.000 1.20 26/11/09 Yes NatWest 10.000 1.45 27/11/09 Yes Clydesdale 12.270 1.33 28/11/09 Yes NatWest 15.000 1.45 28/11/09 Yes Clydesdale 5.000 1.35 09/12/09 Yes Skipton 5.000 5.58 11/03/10 No Total 57.270
TOTAL 81.460
2.2 The maturity profile of the above investments is illustrated in the bar chart below. This highlights the need for forward planning of investment opportunities prior to maturity date.
Page 34 Agenda Item 6
Maturity profile
50 45 40 35 30 25 £m 20 15 10 5 0 Nov 2009 Dec 2009 Mar 2010 Month
The ratio of overnight deposits (i.e. short term) to fixed term investments is illustrated below:
Fixed and short term investments
90
80 70
60
50 Short term
£m 40 Fixed term 30
20 10
0 Jul-09 Aug-09 Sep-09 Month
Page 35 Agenda Item 6
2.3 The current economic situation has provided problems for the Council with regard to its investment strategy. The report presented to Cabinet on 11 June 2009 explained the difficulties in identifying banking institutions to invest in (which provided reasonable investment returns), whilst remaining within the deposit limit of £15m. Consequently, Cabinet agreed to increase the deposit limit from £15m to £25m. Since the approval of the new limit, the Council has remained within that boundary. At present, it is not expected that there will be any need to review this limit.
3. INTEREST EARNED
3.1 The performance of investments against budget for the first quarter and second quarter of the year is shown below:
2009/10 Quarter 2 – Investment Income
Full year Budget for Actual for budget Quarter 1 Quarter 1 Variance £’000 £’000 £’000 £’000
699 258 402 144
Budget for Actual for Quarter 2 Quarter 2 Variance £’000 £’000 £’000
143 324 181
3.2 The budgeted investment average interest rate for 2009/10 is 1.15%, which equates to £0.699m income for the year. This figure assumes the income from investments already in place at 1 April 2009 and new returns based upon Bank of England’s Base Rate projection as supplied by SECTOR.
3.3 The investment income achieved during the second quarter is £0.324m, which in conjunction with Quarter 1 equates to an average interest rate to date of 1.99%. As noted in the Quarter 1 report, the increase in investment income over budget is due to higher than anticipated cash balances, and higher than projected returns from fixed rate investments. As the existing longer term investments mature and are reinvested this will be at the lower prevailing rates, hence the year end average rate will reduce from its current position.
Page 36 Agenda Item 6
We have outperformed the 7 day LIBID average as follows:
Average interest rate vs 7 day LIBID
1.6 1.4 1.2 1 LIBID 7 day
% 0.8 0.6 Average interest rate 0.4 0.2 0 Jul-09 Aug-09 Sep-09 Month
4. LATEST BASE RATE FORECAST
4.1 SECTOR’s base rate projection has been recently revised down slightly from June 2010 onwards. This is based upon the view that the economic recovery will be slower than expected.
4.2 SECTOR’s revised base rate projection is detailed in the graph below. It compares Sector’s base rate projection with those of UBS and Capital Economics.
INTEREST RATE PROJECTION
5 SECTOR 4 3 UBS
RATE 2 1 CAPITAL ECONOMICS 0 Jun-10 Jun-11 Jun-12 Mar-10 Mar-11 Mar-12 Dec-09 Sep-10 Dec-10 Sep-11 Dec-11 Sep-12 Dec-12 DATE
5. MONEY MARKET FUNDS
5.1 A Money Market Fund (MMF) is a fund that invests in a range of low risk investments. Due to the wide spread of investments risk is lower than investing in any one institution such as a clearing bank. All MMFs are regulated by the International Money Market Fund Association (IMMFA). Until recently the Council held one MMF, being the RBS Global Treasury
Page 37 Agenda Item 6
Fund, but we have now expanded this by opening accounts with the following sterling funds:
a) BLACKROCK b) GOLDMAN SACHS c) INSIGHT.
5.3 The reason for this expansion is to allow greater flexibility to achieve an acceptable level of return within a relatively risk free environment for balances available over short time scales. All MMFs give daily access to funds deposited.
5.4 The above MMFs were chosen following an exercise carried out in conjunction with SECTOR which identified those MMFs most suited to the Council’s risk profile.
5.5 All of these funds are AAA rated which is the highest credit rating achievable. This rating looks at the probability of default, as it is the intention of any MMF to return £1 for every £1 invested. MMFs are also rated for volatility which reviews the stability of the value of the investment. All of the above achieve either the highest rating of MR1+ from Moody’s or V1+ from Fitch.
6. COUNTERPARTY LIST
6.1 The current counterparty list is detailed in Annex A . There is no change to the composition of the list when comparing the position at the end of Quarter 1 and Quarter 2, which does suggest that some stability is returning to the banking sector.
7. PRUDENTIAL INDICATOR MONITORING
7.1 Prudential indicators are an integral component of measuring how prudently a Council is acting with regard to its finances. They were introduced into all local authorities (by CIPFA) following the Local Government Act 2003. A number of measures/limits/parameters including capital financing, external debt, impact on council tax, and treasury management are set prior to the start of the year and are monitored on a monthly basis.
7.2 It should be noted that the indicators set by the Council in February 2009 for Interest Rate Exposure have been exceeded:
• The limits for fixed rate interest rate exposure expressed as a percentage of net outstanding debt were set to remain between 160% and 85%. • The limits for variable rate interest rate exposure expressed as a percentage of net outstanding debt were set to remain between 15% and -60%.
Page 38 Agenda Item 6
7.3 The above indicators are there to prevent either too much investment in fixed (or variable) interest rate arrangements. This is to ensure a reasonable balance between fixed rate investments where cash is locked away, and variable rate investments that earn a lower rate of interest but give more immediate access to funds.
7.4 The variance in both of these indicators is due to the higher level of overnight deposits being held than originally envisaged. As noted in paragraph 2.3, the problem of identifying institutions with which to invest has meant higher levels of investments in liquid funds. Although these deposits do not earn as much income as fixed term deposits, they are felt to be safer in current economic conditions due the immediate access to funds that they allow. Hence, this breaching of these indicators may continue over coming months, and no corrective action is considered necessary.
8. MEMBERS’ TRAINING
8.1 A treasury management training session for Audit and Governance Committee, and the Corporate Services Cabinet Member/Spokespersons has now been organised for 18 November, and it is to be delivered by SECTOR. This is timely, as the recent Cabinet report to Audit and Governance Committee highlighted the likely inclusion, in a revised Treasury Management Code of Practice by CIPFA due in the autumn, of the need for training in treasury management to be made available to relevant Council Members with responsibility in this area.
9. RECOMMENDATION
9.1 Cabinet is asked to note the Treasury Management update for the second quarter 2009/10.
Page 39 Agenda Item 6
ANNEX A
SEFTON COUNCIL STANDARD LENDING LIST
UK and RATING Negative Individual Support CDS International rating rating rating Banks watch? (including Nationwide Building Society
United Kingdom AAA
Abbey National F1+ / Yes B 1 In range (part of Santander) AA-
Alliance & F1+ / Yes B/C 1 In range Leicester AA- (part of Santander)
Barclays F1+ / Yes B 1 In range AA- Clydesdale Bank F1+ / Yes C 1 N/A AA- HSBC F1+ / AA Yes A/B 1 In range
Nationwide F1+ / Yes B 1 Monitoring Building Society AA-
Lloyds TSB/HBOS F1+ / E 1 N/A – nationalised AA-
RBS Group – F1+ / E 1 N/A nationalised AA-
Canada AAA
Bank of Montreal F1+ / Yes B 1 N/A AA- Bank of Nova F1+ / B 1 N/A Scotia AA-
Canadian Imperial F1+ / Yes B 1 N/A Bank of Commerce AA-
Royal Bank of F1+ / AA Yes A/B 1 N/A Canada
Toronto Dominion F1+ / Yes B 1 N/A Bank AA-
Page 40 Agenda Item 6
UK and RATING Negative Individual Support CDS International rating rating rating Banks watch? (including Nationwide Building Society
Finland AAA
Nordea Bank F1+ / B 1 N/A AA-
France AAA
BNP Paribas F1+ / Yes B 1 In range AA- CNCE Calyon F1+ / Yes C 1 Monitoring Corporate & AA- Investment
Credit Industriel et F1+ / B/C 1 N/A Commercial AA-
Credit Agricole F1+ / Yes B 1 Monitoring AA-
Germany AAA
Deutsche Bank F1+ / Yes B/C 1 Monitoring AA- Landwirtschaftflich F1+ / W/D 1 N/A Retenbank AAA
Netherlands AAA
Bank Nederlandse F1+ / A 1 N/A Gemeenten AAA
ING Bank F1+ / Yes B/C 1 In range AA- Rabobank F1+ / A 1 In range International AA+
Singapore AAA
DBS F1+ / Yes B 1 In range AA- United Overseas F1+ / Yes B 1 In range Bank AA-
Overseas Chinese F1+ / Yes B 1 In range Banking Corp AA-
Page 41 Agenda Item 6
UK and RATING Negative Individual Support CDS International rating rating rating Banks watch? (including Nationwide Building Society
Spain AAA
Banco Bilboa F1+ / Yes A/B 1 Monitoring Vizcaya Argentaria AA-
Banco Santander F1+ / AA Yes A/B 1 Monitoring
Conferderacion F1+ / B/C 2 N/A Espanola de Casa AA- de Ahorros
Sweden AAA
Nordea Bank F1+ / Yes B 1 In range AA- Svenska F1+ / Yes B 1 In range Handelsbanken AA-
Switzerland AAA
Credit Suisse F1+ / Yes B/C 1 Monitoring AA-
USA AAA
Bank of new York F1+ / A/B 2 N/A Mellon AA-
Deutsche Bank F1+ / Yes N/R 1 N/A Trust Company AA-
HSBC Bank USA F1+ / AA Yes B 1 N/A
JP Morgan Chase F1+ / Yes B 1 Monitoring AA- Wachovia F1+/AA Yes A/B 1 N/A
Wells Fargo F1+/AA Yes A/B 1 Monitoring
Page 42 Agenda Item 6
RATING Building Societies UK AAA F1 Coventry
F1 Leeds
Page 43 Agenda Item 6
ANNEX B GLOSSARY OF TERMS
FIXED TERM INVESTMENT Cash on deposit that is locked away for a fixed term at a fixed rate of interest
SHORT TERM INVESTMENT Cash on deposit that can be accessed on a daily basis, and which gives a variable rate of interest that is typically less than for fixed term investments
BANK OF ENGLAND This is the rate at which the Bank of England ends BASE RATE to other financial institutions
LIBID London Interbank Bid Rate is the rate at which banks borrow from each other for periods ranging from overnight to 5 years
7 DAY LIBID Average of LIBID over the last 7 days. This is the benchmark for investment performance
MMF A fund that invests in a range of investments in order to spread the risk of any one institution failing, whilst giving daily access to funds invested
IMMFA This is the International Money Market Fund Association, which is a voluntary code of practice issued in 1992 that regulates MMFs
AAA RATING The rating given to the most secure MMFs. It denotes superior capacity to maintain the principal invested and limits exposure to loss
MR1/V1+ This is the rating given to those MMFs that have the greatest stability in their value
Page 44 Agenda Item 7
REPORT TO: Cabinet
DATE: 29 October 2009
SUBJECT: Specialist Transport Unit – Operational Update
WARDS AFFECTED: All
REPORT OF: Paul Edwards Finance and Information Services Director 0151 934 4082
CONTACT OFFICER: John Farrell Assistant Finance and Information Services Director 0151 934 4339
EXEMPT/CONFIDENTIAL: No
PURPOSE/SUMMARY:
The purpose of this report is to update Cabinet on the current service demands on the Specialist Transport Unit and the initiatives being implemented to bring about cost savings.
REASON WHY DECISION REQUIRED:
To provide information as requested to Cabinet.
RECOMMENDATION(S):
Members of Cabinet are asked to note the contents of this report.
KEY DECISION: No
FORWARD PLAN: No
IMPLEMENTATION DATE: Following the expiry of the call-in period for this meeting.
Page 45 Agenda Item 7
ALTERNATIVE OPTIONS: N/A
IMPLICATIONS:
Budget/Policy Framework:
Financial: Overspends caused by additional demands on the service continue to put a strain on the Authority’s resources.
Legal: None.
Risk Assessment: Failure to meet statutory requirements on behalf of the Client departments could leave the Authority and the Specialist Transport Service exposed to challenge.
Asset Management: STU operates a fle et of 31 specialist vehicles. Sub-contractors on behalf of the service operate other vehicles.
CONSULTATION UNDERTAKEN/VIEWS Personnel. .
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
Page 46 Agenda Item 7
LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT None
Page 47 Agenda Item 7
1. Background
1.1 Previous reviews of the Specialist Transport Unit (STU) have been carried out by Members of Overview & Scrutiny (Performance & Corporate Services); following overspends against budget in previous years. A Working Group was established to look at the issues in detail.
1.2 The last detailed report in relation to the STU was to Overview & Scrutiny Committee (Children Services) on 2 December 2008. That report referred to the budget overspend in 2007/2008 of around £1m, despite a number of significant changes that had been implemented. The report also referred to a major accounting change whereby there is now a direct recharge to the two service departments, namely Health & Social Care and Children Services.
1.3 Cabinet considered a report on 9 July 2009 of the Strategic Director of Health and Social Care on the results of a consultation process in relation to mechanisms to reduce the overspend on the Transport element of the Health and Social Care Directorate budget. At that meeting, Cabinet requested that an update report on the Specialist Transport Unit be brought to a future meeting of Cabinet. This report responds to that request.
2. Key Facts – Service / Budget
2.1 The Specialist Transport Unit was established in 2005, bringing together two separate operations from Children’s Services and Social Services into a single integrated Unit. The STU transports vulnerable adults and children to day centres and special schools and operates from two depots located in the South (Cambridge Road) and the North (Forest Road) of the Borough. Transport is provided by a mix of in-house buses, contracted buses and taxis.
2.2 An analysis of service users can be summarised as follows:
YEAR CLIENT PROFILE TOTAL (Client numbers)
(as at September) Mobile Wheelchair Taxi
2007 N/A N/A N/A 1584
2008 1251 212 158 1621
2009 1175 247 196 1618
2.3 The client numbers above are total clients including both adults and children. It should be noted from the table shown in 2.2 above that between 2008 and 2009 there was a 6.48% decrease in mobile clients, a 14.17% increase in clients using a wheelchair and a 19.39% increase in the number of clients requiring transport by taxi. The costs associated in providing transport for
Page 48 Agenda Item 7
clients in wheelchairs are greater than for mobile clients due to the fact that a wheelchair takes the space of four seats on a bus. Also, the cost of taxi transport is significantly higher that transport by bus. Therefore although the total number of clients has seen little change between 2008 and 2009, there has been a change in the client transport requirements.
2.4 A summary of the STU budget outturn positions from 2005/2006 to 2008/2009 is shown below:
2005/06 2006/07 2007/08 2008/09
Budget £4,248,250 £4,307,500 £4,872,150 £4,738,950
Actual £5,732,535 £5,888,236 £5,857,774 £6,400,243
Variance -£1,484,825 -£1,580,736 -£985,624 -£1,661,293
2.5 Members agreed growth of £750,000 in the STU budget for 2009/10, and the budget for 2009/10, including that growth is £5,497,050.
3. Key Service Changes
3.1 A number of service changes have been made both to improve the service and make it more responsive to need and in order to reduce costs further. Some of these issues have been previously reported elsewhere, but for completeness are summarised again as follows:
(a) Social Services – Revised Opening Times . Changes were made across the opening times of all day centres to facilitate better use of the Council’s own in-house fleet.
(b) September Changes . The “doubling-up” the use of the in-house vehicles (see (a) above), enabled STU to incorporate nearly 80 additional pupils into existing transport arrangements from without any need to use additional vehicles.
(c) Children Services – Transport Policy . The revised policy requires that children should be transported in buses wherever possible, minimising the use of taxis to children where a risk assessment has identified a need for transport by taxi.
(d) Transport Database/Scheduling Software . The software to manage route scheduling was not fit for purpose, and the contract with the supplier was ended. However, this issue is now being addressed (see paragraph 4.2(b) below).
(e) In-house Database . As a fallback position the Unit established an in-house database. It is planned to take this working model and use it as a basis for further discussion with alternative transport scheduling software suppliers (see paragraph 4.2(b) below).
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(f) Changes to In-House Fleet . Following a joint review between STU and Technical Services on the appropriateness of some of the in-house vehicles. Some changes were made to the existing fleet.
(g) Working Rotas . Changes to the drivers’ rotas have also proved successful in reducing both overtime costs and the use of Agency staff. These arrangements are in the process of being reviewed (see paragraph 4.2(d) below).
4. Key Service Challenges / Changes for 2009/10
4.1 The Specialist Transport Service continues to be under financial pressure, as indicated in 2.4 above. The demand led nature of the service makes it particularly important to ensure that the service operates in the most efficient and cost effective manner, and in recognition of that a number of initiatives have been implemented or are planned, and are summarised below.
4.2 The post of Head of Specialist Transport had been vacant since 2007, since when the Unit has been jointly managed by two managers (Head of Policy and Head of Operations). However, it became apparent that there needed to be a single managerial lead for the service and as a result it was agreed that a recruitment exercise be undertaken to recruit a suitably qualified and experienced manager. Following that recruitment exercise, a new Head of Specialist Transport has been appointed to the post, initially on a 12 month contract, tasked with identifying efficiencies and savings within the service.
4.3 Operationally, a number of initiatives are planned/have commenced for 2009/10 including:
(a) Taxi Tenders . A procurement exercise has been recently completed for the provision of taxi services to the STU, and reported to the Cabinet Member for Corporate services meeting on 22 July 2009. As a result of this exercise a framework agreement has been entered into with 11 local taxi contractors and it is estimated that the new arrangements will realise annual savings of around £250,000 per annum compared with previous costs.
(b) Route Management Software . Paragraph 3.1(d) above refers to the inadequacy of the previous route management software and the need for it to be replaced. A tender exercise is currently underway to procure a suitable system and responses to the tender have now been received and will be evaluated. It is anticipated that the successful system will enable the STU to optimise route planning and efficiency resulting in significant efficiency savings when implemented.
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(c) Bus and Coach Tenders . The current arrangements are subject to re- tendering later in 2009/10, with the potential for significant savings in 2010/11.
(d) Other Areas for Attention . The new Head of Specialist Transport has identified a number of areas which he intends to focus on and which should bring about efficiency savings. These include:
• Maximisation of in-house fleet availability and seat utilisation. • Review of replacement strategy for in-house bus fleet, including review of funding and vehicle maintenance arrangements. • Review of management structure of the STU, particularly in relation to the split between planning, operations and efficiency within depots. • Review of SLAs with commissioning departments, improving clarity of definition in relation to “core” activities and “additional” activities. • Review of driver and passenger assistant rotas and working practices in order to maximise the efficient and productive use of staff paid time (to be reviewed in conjunction with trade unions). • Review with commissioning departments the ongoing use of taxis with a view to maximising the use of buses where appropriate. • Review of taxi and bus routes with a view to maximising efficiency. • Detailed analysis of budget heads to ensure accuracy of recording.
6. CONCLUSIONS
6.1 Specialist Transport remains a critical issue for the Authority and whilst spend in 2008/09 was significantly over the budget, initiatives are in place to further reduce costs. Although client numbers are not showing any significant increase, there are increased numbers of service users with wheelchairs or requiring taxi transport and that increases costs. Taking all of these factors into consideration there is a potential underlying overspend in 2009/10 of around £1 million although every effort is being made to minimise this.
7. RECOMMENDATIONS 7.1 Members of Cabinet are asked to note the contents of this report.
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Page 52 Agenda Item 8
REPORT TO: CABINET
DATE: 29 th October 2009
SUBJECT: Notice Of Motion- Purchase of Grave plots
WARDS AFFECTED: All Wards
REPORT OF: Director Graham Bayliss, Leisure Director Paul Edwards Finance Director
CONTACT OFFICER: John Proffitt – Head of Cemeteries and Crematoria 01704 533443 John Farrell – Assistant Director
EXEMPT/CONFIDENTIAL: NO
PURPOSE/SUMMARY:
To respond to the request by the Council to investigate the issues associated with the introduction of a ‘payment by instalment plan, by which grave plots can be purchased by residents, spread over a 2 year period.
REASON WHY DECISION REQUIRED:
So that Cabinet members can decide whether to introduce ‘a payments by instalment plan for burial plots’ proposed by Councillor Jones’ Notice of Motion (6 th May 2009).
RECOMMENDATION(S):
Cabinet is requested to:
i) endorse the Overview and Scrutiny (Performance and Corporate Services), and Cabinet Member (Corporate Services) recommendation, ‘not to agree the introduction of a 2 year ‘payment by installment plan for the purchase of grave plots by Sefton residents’; and
ii) note the Cabinet Member (Corporate Services) recommendation for the production of information leaflets on pre-arranging funeral payments, the cost of which will be met from within the Leisure Services budgets.
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KEY DECISION: Yes
FORWARD PLAN: Yes
IMPLEMENTATION DATE: Following the Call in period
ALTERNATIVE OPTIONS:
IMPLICATIONS:
Budget/Policy Framework:
Financial The maximum financial implications based on would be approximately £800-£1000, which can be contained within existing budgets.
Financial: 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 £1000 Funded by: Sefton funded Resources £1000 Funded from External Resources Does the External Funding have an expiry date? How will the service be funded post expiry?
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Legal: The information leaflet will not be able to recommend specific companies as this could be seen as promoting one ahead of another
Risk Assessment:
Asset Management: None
CONSULTATION UNDERTAKEN/VIEWS
CORPORATE OBJECTIVE MONITORING:
Corporate Positive Neutral Negative Objective Impact Impact Impact 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 and Strengthening local ü Democracy 8 Children and Young People ü
LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT
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1.0 BACKGROUND
1.0 At full Council on the 6 th May 2009 Cllr Jones tabled the following motion
“That in order to assist Sefton residents, with limited financial means to purchase grave plots (currently costing £618), this Council requests the Cabinet to agree to the establishment of a ‘payment by instalments plan’ by which grave plots can be purchased by residents in affordable stages, subject to the Council being satisfied that any remaining outstanding balance due would be met from the deceased’s estate.”
1.2 Council resolved:
“ that the motion be referred to the Overview and Scrutiny Committee and the Cabinet Member prior to consideration by the Cabinet”.
1.3 Further discussions with Councillor Jones, clarified that
(i) he was looking for the introduction of a two year, staged payment agreement for the purchase of grave plots, on an interest free instalment basis, to assist families on low income.
and (ii) the introduction of the agreement should be subject to the Council being satisfied that the applicant is able to pay.
1.4 A report (Annex 2) was presented to the Overview and Scrutiny Committee (Performance and Corporate Services) in September 2009. The report recommended against a staged pre-payment approach to the sale of burial plots because:
(i) help was already available in needy cases from central government
and (ii) due to the potential bad debt issues that could arise for the Council
1.5 the Overview and Scrutiny Committee (Performance and Corporate Services) resolved :
(i ) the Cabinet Member – Corporate Services be recommended not to agree the introduction of a 2 year ‘payment by installment plan’ for the purchase of grave plots by Sefton residents; and
(ii) subject to (i) above, the Cabinet Member – Corporate Services be requested to give consideration to recommending the investigation of private sector funding sources for the purchase of grave plots installments .
1.6 The report and recommendations were presented to the Cabinet Member Corporate Services (16 th September) who deferred her decision and requested that Officers consider the production of an information leaflet that would provide details of the help already available and how to access information on arranging prepayment for a funeral.
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1.7 This information was prepared and presented to the Cabinet Member (Corporate Services) on the14th October (Annex 1) who resolved that:
(i) the Overview and Scrutiny Committee's recommendation that an instalment plan should not be introduced, be endorsed and the Cabinet be informed accordingly; and
(ii) the Cabinet be requested to note the arrangements for the production of information leaflets on pre-arranging funeral payments, the cost of which will be met from within the Leisure Services budgets.
2.0 CONCLUSIONS
2.1 Cabinet will note that the Notice of Motion has been considered by the Overview and Scrutiny (Performance and Corporate Services) and the Cabinet Member (Corporate Services), who noted that financial assistance is already available for eligible partners of the deceased, in the form of the Social Fund and Bereavement Benefits Fund.
The Social Fund could provide up to £1200 towards funeral expenses and the Bereavement Benefits Fund could provide up to £2000.
In light of this they recommend that a 2 year payment by installment plan for the purchase of grave plots by Sefton residents should not be introduced.
2.2 Cabinet should also note that an information leaflet (Annex 3) will be produced to inform the public where and how to access such benefits. The leaflet will also give details of how they may make private arrangements to preplan for funeral costs.
This leaflet will be published on the Councils website and also a one off print run of 10,000 leaflets which will be available from service points.
The cost of producing the leaflets will be approximately £800-£1000, and at the request of the Cabinet Member (Corporate Services) will be met from within the Leisure Services budgets
4.0 RECOMMENDATIONS
4.1 Cabinet is requested to
(i) endorse the Overview and Scrutiny (Performance and Corporate Services) , and Cabinet Member (Corporate Services) recommendation, ‘not to agree the introduction of a 2 year ‘payment by installment plan for the purchase of grave plots by Sefton residents’; and
(ii) note the Cabinet Member (Corporate Services) recommendation for the production of information leaflets on pre-arranging funeral payments, the cost of which will be met from within the Leisure Services budgets.
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ANNEX 1
REPORT TO: CABINET MEMBER CORPORATE SERVICES
DATE: 14/10/2009
SUBJECT: Notice Of Motion- Purchase of Grave plots
WARDS AFFECTED: All Wards
REPORT OF: Director Graham Bayliss, Leisure Director and Paul Edwards Finance Director
CONTACT OFFICER: John Proffitt – Head of Cemeteries and Crematoria - 01704 533443 John Farrell – Assistant Director
EXEMPT/CONFIDENTIAL: NO
PURPOSE/SUMMARY:
To update the Cabinet Member for Corporate Services on the production of a leaflet advising residents of how to pre arrange funerals.
REASON WHY DECISION REQUIRED:
The Cabinet member for Corporate Services Deferred a decision on the Council’s Notice of Motion 16 th September 2009 pending a request for further information.
RECOMMENDATION(S):
That the Cabinet Member for Corporate Services is requested to consider the original Notice of Motion and:
a. to endorse the Overview and Scrutiny Recommendation, ‘not to agree the introduction of a 2 year ‘payment by installment plan for the purchase of grave plots by Sefton residents’.
b. note the contents and intention to publish an information leaflet on pre arranging funeral payments, and in light of the spending freeze, to consider whether to publish the leaflet at no cost ( Option1 Paragraph 3.1 or in a printed form at a cost of £800-£1000 (Option 2 Paragraph3.1)
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c. As this is a matter for Cabinet, refer the above decisions to Cabinet to inform their deliberation.
KEY DECISION: Yes
FORWARD PLAN: Yes
IMPLEMENTATION DATE: Following the Call in period
ALTERNATIVE OPTIONS:
IMPLICATIONS:
Budget/Policy Framework:
Financial The maximum financial implications based on option 2 (paragraph 3.1), would be approximately £800-£1000, which can be contained within existing budgets.
Financial: 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? How will the service be funded post expiry?
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Legal: The information leaflet will not be able to recommend specific companies as this could be seen as promoting one ahead of another
Risk Assessment:
Asset Management: None
CONSULTATION UNDERTAKEN/VIEWS
CORPORATE OBJECTIVE MONITORING:
Corporate Positive Neutral Negative Objective Impact Impact Impact 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 ü Services and Strengthening local Democracy 8 Children and Young People ü
LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT
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1. BACKGROUND
1.1 At the Cabinet Member for Corporate Service’s meeting on the 16 th of September a report was presented (Annex 1) referring to Cllr Jones Notice of Motion
(1) That in order to assist Sefton residents, with limited financial means to purchase grave plots (currently costing £618), this Council requests the Cabinet to agree to the establishment of a ‘payment by instalments plan’ by which grave plots can be purchased by residents in affordable stages, subject to the Council being satisfied that any remaining outstanding balance due would be met from the deceased’s estate.”
1.2 The report had previously been presented the Scrutiny and Overview Committee Corporate Services who resolved that the following recommendations should be made to the Cabinet Member for Corporate Services that
(1) the Cabinet Member – Corporate Services be recommended not to agree the introduction of a 2 year ‘payment by installment plan’ for the purchase of grave plots by Sefton residents; and
(2) subject to (1) above, the Cabinet Member – Corporate Services be requested to give consideration to recommending the investigation of private sector funding sources for the purchase of grave plots installments.
1.2 Following consideration of the report the Cabinet Member resolved
Minute 38 ‘That consideration of this item be deferred to allow officers to respond to the Cabinet Member’s request for further information in relation to the possible production of leaflets advising of the ‘payment by installment plan’ process to include useful contact details.
In doing so the Cabinet Member requested that Officers produce an information leaflet, which could be provided for Members, the public and published on the Council’s website and in reception areas. This leaflet should provide details of how to access information on arranging prepayment for a funeral.
2. FURTHER INFORMATION FOR RESIDENTS
2.1 Officers have produced a draft leaflet Annex 2 ( the final version will be professionally produced), which outlines sources of information and the process for arranging to pay for a funeral in advance. .
2.2 This leaflet provides information for residents on prearranging and paying for their funeral and will advise them of useful contact information and telephone numbers should they require assistance.
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2.3 As pre payment plans are provided by a large number of private sector organisations including; • Funeral Directors • Insurance Companies • Large retailers including Supermarkets • Charities
It would be difficult for the Council to maintain it’s impartial position ,if it was to name individual companies in the leaflet, also due to the number and type of companies who provide this service this list would be extensive.
By publishing specific names and contact details it might also be viewed as the Council promoting one of these companies over another, which could lead to claims against it if the service provided by the company wasn’t what the customer expected.
Therefore the information contained in the leaflet gives general guidance and contact numbers for bereavement service charities and the Direct Gov website ( www .direct.gov.uk ). Which provides clear and concise information on bereavement planning. Annex 3
3.0 Costs of Introducing a Leaflet and Options for Distribution
3.1 The following two options show the costs involved in production and distribution of the leaflet.
Option 1 - Not to provide a printed leaflet, but to publish the information electronically on the Council’s Website. Which could be achieved at no additional cost.
Option 2 – Produce a one off print run of 10,000 leaflets, which would be held at the cemeteries and crematoria offices and distributed direct to Members, One Stop Shops, libraries etc and to the public and other agencies on request.
This would cost approximately £800-£1000. As there are no specific resources to cover this expenditure, but with prudent housekeeping, the cost could be contained within existing budgets.
4.0 Conclusions and Recommendations
4.1 That the Cabinet Member for Corporate Services is requested to consider the original Notice of Motion and;
to endorse the Overview and Scrutiny Recommendation, ‘not to agree the introduction of a 2 year ‘payment by installment plan for the purchase of grave plots by Sefton residents’.
4.2 note the contents and intention to publish an information leaflet on pre arranging funeral payments, an in light of the spending freeze, to consider
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whether to publish the leaflet at no cost or in a printed form at a cost of £800- £1000
4.3 As this is a matter for Cabinet, refer the above decisions to Cabinet to inform their deliberation. .
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ANNEX 2
REPORT TO: OVERVIEW AND SCRUTINY COMMITTEE CORPORATE SERVICES CABINET MEMBER FOR CORPORATE SERVICES AND CABINET
DATE: 1/09/2009 O&S 16/9/2009 CMCS 1/10/2009 Cabinet
SUBJECT: Notice Of Motion- Purchase of Grave plots
WARDS AFFECTED: All Wards
REPORT OF: Paul Edwards, Finance & Information Services Director Graham Bayliss, Leisure Director and
CONTACT OFFICER: Diane Proffitt –Accountant 0151 934 4311, John Proffitt – Head of Cemeteries and Crematoria - 01704 533443
EXEMPT/CONFIDENTIAL: NO
PURPOSE/SUMMARY:
To respond to the request by the Council to investigate the issues associated with the introduction of a ‘payment by instalment plan, by which grave plots can be purchased by residents, spread over a 2 year period.
REASON WHY DECISION REQUIRED:
The report has been requested by full Council, so that members can decide whether to introduce ‘a payments by instalment plan for burial plots’ proposed by Councillor Jones’ Notice of Motion ( 6 th May 2009).
RECOMMENDATION(S):
1. Overview and Scrutiny (Performance and Corporate Services) :
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a Considers the implications of implementing a pre purchase agreement for burial plots by instalments and whether by introducing the system it wishes to extend the Council’s debt recovery by up to £250,000.
b. In consideration of recommendation (a) it agrees and recommends to the Cabinet Member for Corporate Services that a scheme is/ is not introduced for all Sefton residents to purchasing graves on instalments
2. Cabinet Member for Corporate Services
a. Considers the Overview and Scrutiny Recommendation
b. Recommends to Cabinet that the Scheme is / is not introduced for Sefton Residents
3. Cabinet
a. Considers the recommendations from Overview and Scrutiny and the Cabinet Member for Corporate Resources
b. Considers whether or not to introduce a scheme to allow Pre Purchase of Graves to be made on an instalment plan basis.
KEY DECISION: No
FORWARD PLAN: Yes
IMPLEMENTATION DATE: Following the Call in period
ALTERNATIVE OPTIONS: • Not to introduce an agreement
IMPLICATIONS:
Budget/Policy Framework:
Financial There are likely to be some additional administration costs borne by the Council’s Debt Recovery service, which is now provided by Arvato. Any costs will be subject to negotiation between Arvato and the Council. Introduction of a payment by instalments plan for this type of payment in the worst case could see the Council Debt increase by up to £250,000 per
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annum based upon current purchases. With any debt the Council would expect that there would be an element of non-payment and based upon current experience this could be 10% or £25k based on the worst case of £250,000. There may also be a small cost as a consequence of the delayed cashflow to the Council, although this may be offset by an increase in the number of grave plot purchases.
There is currently no budget to cover the cost of any non-payment or administration cost.
Financial: 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 Upto Expenditure £25k p.a. Funded by: Sefton funded Resources Upto £25k p.a. Funded from External Resources Does the External Funding have an expiry date? How will the service be funded post expiry?
Legal: A legally binding agreement would need to be drawn up
Risk Assessment: The risk of none payment of debt is increased and could be anything up to £250,000
Asset Management: None
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CONSULTATION UNDERTAKEN/VIEWS FD…107 - . The Finance and Information Services Director has been consulted and his comments have been incorporated into this report .
The views of the Leisure Services Department and Legal Department have been considered within this report, along with officers in the Finance Department’s Client Unit and Financial Management Division.
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CORPORATE OBJECTIVE MONITORING:
Corporate Positive Neutral Negative Objective Impact Impact Impact 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 ü Services and Strengthening local Democracy 8 Children and Young People ü
LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT Bereavement Benefits http://www.jobcentreplus.gov.uk/JCP/stellent/groups/jcp/documents/websiteconten t/dev_016113.pdf
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2. BACKGROUND
1.1 At full Council on the 6 th May 2009 Cllr Jones tabled the following motion
(1) That in order to assist Sefton residents, with limited financial means to purchase grave plots (currently costing £618), this Council requests the Cabinet to agree to the establishment of a ‘payment by instalments plan’ by which grave plots can be purchased by residents in affordable stages, subject to the Council being satisfied that any remaining outstanding balance due would be met from the deceased’s estate.”
1.4 Council resolved that the motion be referred to the Overview and Scrutiny Committee and the Cabinet Member prior to consideration by the Cabinet.
1.5 Further discussions with Councillor Jones, clarified that
(a) he was looking for the introduction of a two year, staged payment agreement for the purchase of grave plots, on an interest free instalment basis, to assist families on low income. (b) The introduction of the agreement should be subject to the Council being satisfied that the applicant is able to pay.
1.4 The Council do already provide an option for pre purchasing graves, known as a pre purchase which involves the applicant purchasing the grave for a one off payment.
2. FINANCIAL ASSISTANCE CURRENTLY AVAILABLE FOR SEFTON RESIDENTS
3.3 Financial support is already provided by the Department of Work and Pensions for Sefton’s residents on low income, this in the form of a Social Fund and Bereavement Benefits.
Social Fund :- Providing that the partner * of the deceased is in receipt of one or more of the following benefits. (*The term 'partner' is used here to mean a person you are married to, or person you live with as if you are married to them, or a civil partner, or person you live with as if you are civil) • income Support
• income-based Jobseeker's Allowance
• income-related Employment and Support Allowance
• Pension Credit
• Housing Benefit
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• Council Tax Benefit (or the Council Tax payer where you live gets a Second Adult Rebate because you are on a low income)
• Working Tax Credit which includes a disability or severe disability element
• Child Tax Credit at a rate higher than the family element
The Social Fund will provide:
o The cost of the Cremation or Burial (£451.50 and £493.00 respectively for Sefton Residents o Plus £700.00 towards the cost of the funeral arrangements e.g. coffin, hearse grave plots
2.2 Bereavement Benefits - For those people who are not in receipt of benefits but have paid national insurance contributions, the Department of Work and Pensions also administer the Bereavement Benefits Fund, (which replaced the widow’s benefit) and provides a grant of up to £2,000.00 towards funeral costs upon application by the deceased’s partner*.
3. IMPLICATIONS OF PROVIDING ADDITIONAL SUPPORT FOR SEFTON RESIDENTS
3.1 In principal a ‘payments by instalment plan’ could be introduced. However, debt recovery from the deceased estate, if the applicant dies before full payment is made, would be difficult and would therefore rely on the deceased’s family/executor being willing and able to pay any outstanding debt.
3.2 Experience from other Council Services show that it is not feasible to means test people to ascertain financial means or to ask what is potentially in a will in order that any outstanding fees may be cleared. Also wills can be changed at any time and it is generally very difficult to obtain payment from deceased estates. One possibility could be to only give the “rights to the plot” over to the family when it was paid for. However, the person could have died before this has happened and then the Council would have to make arrangements with the deceased family at a traumatic time.
3.3 The current procedure is that the Funeral Directors pay fees due to the Council on behalf of the family. If the Family default on their payments to the Funeral Director, then they take legal action against the family. If the Funeral Directors defaults on payment to the Council, initially credit facilities would be removed and a payment schedule would be agreed and failing this legal action for the debt recovery would be taken against the Funeral Director.
3.4 There are approximately 400 graves plots sold per year. If this system of payment by instalments was introduced it would mean that the Council could have to recover £250,000 per year over a two year period (based on 400
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plots at £618 each). This assumes that every applicant chooses this option, which is likely as the funeral directors would be keen to promote this and pass the debt to the Council. Thus burdening the Council with a £250,000 debt, which it currently does not have.
3.5 The Council would potentially be going from a situation where we recover monies from Funeral Director’s, with safeguards in place regarding bad debt, to a situation of having a potential debt of thousands of pounds. Which could have repercussions for increasing the bad debt provision.
3.6 The problem of bad debt, would need to be considered carefully. Say for example, that the purchase was started by the deceased, who had been paying using an income on a monthly basis, once they die, the income ceases. Repaying the remaining debt would fall to their executor or next of kin who may be unwilling or unable to pay. Recovering this debt from the deceased’s estate may be difficult or indeed impossible and the Council would then potentially have to write the debt off. Experience with managing debts suggest that it would be prudent to expect that the cost to the Council of non-payment could be as high as 10% of the debt or £25k based on the worst case of £250,000 per annum.
3.7 A second example might be if the deceased’s Executor had requested a payment by instalment plan on the day that they are buried. If the Executor then defaulted on this payment the Council would have to take legal action against the Executor for the debt recovery. Once granted there is no option of removing the ‘right of burial’ from the Executor irrespective of whether they have paid or not.
3.8 Overview and Scrutiny should also consider that all other Service’s e.g Cremations (£451.50) are paid for by Funeral Directors and the introduction of an instalment arrangement may in the future have to be extended to include this, resulting in a increase in debt recovery of over £1 million.
3.9 In addition to the comments made above, the administration of such a system would largely fall on the Council’s Debt Recovery service, which is now provided by Arvato under contract with the Council. As such, this additional service is not included in the current Contract, and whether this could be managed within the existing contract payment to Arvato will depend upon the level of extra work that this proposal will create. Any costs will be subject to negotiation between Arvato and the Council and are not quantified at present. In addition, some extra work would fall on the Council’s Legal Department in finalising legal agreements with individual clients wishing to buy grave plots, and on the Leisure Services staff who would have to administer the agreements. However it is not considered that it would cost either department significantly more to operate the scheme.
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4 Conclusion
4.1 There is substantial financial assistance already available towards the cost of grave plots for families on low income, which is provided by the Department of Work and Pensions.
4.2 If Cabinet are minded to introduced an instalment arrangement, careful consideration would need to be given as to how to deal with families who are unable or unwilling to pay the remainder of the debt, particularly if the initial agreement was with the deceased.
4.3 Additional cost of administering this would need to be included in any agreement including the cost of debt recovery and interest on the loan.
4.4 Cabinet should also note that the introduction of a payment by instalments agreement could potential see the Council having to recover up to £250,000 over a two year period and may lead to requests to extend this to other payments increasing the potential debt to over £1million.
5 Recommendations
1. Overview and Scrutiny (Performance and Corporate Services) :
a Considers the implications of implementing a pre purchase agreement for burial plots by instalments and whether by introducing the system it wishes to extend the Council’s debt recovery by up to £250,000.
b. In consideration of recommendation (a) it agrees and recommends to the Cabinet Member for Corporate Services that a scheme is/ is not introduced for all Sefton residents to purchasing graves on instalments
2. Cabinet Member for Corporate Services
a. Considers the Overview and Scrutiny Recommendation
b. Recommends to Cabinet that the Scheme is / is not introduced for Sefton Residents
3. Cabinet
a. Considers the recommendations from Overview and Scrutiny and the Cabinet Member for Corporate Resources
b. Considers whether or not to introduce a scheme to allow Pre Purchase of Graves to be made on an instalment plan basis.
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Annex 3 LEAFLET
ARRANGING AND PAYING FOR A FUNERAL IN ADVANCE
It can be difficult enough coping with the loss of a loved one without worrying about the funeral arrangements and the cost. Some families choose to plan ahead and prearrange their funerals.
The following advice is provide for your information and contains a series of links and telephone numbers to sources of information, which should assist you with decision making and planning. Who normally pays for a funeral?
Normally the cost of a funeral is paid for from the estate of the person who has died - that is, their bank accounts, property and possessions etc. Or if the deceased had an insurance policy this may also cover the costs.
If you are in receipt of benefit or have paid National Insurance, assistance may be available via the ‘Social Fund’, or Bereavement Benefits, which is administered by the Department of Work and Pensions and can be discussed at your local job centre.
However, you may also like to plan for the future and make your own arrangements to ensure that you and your family receive the type of funeral you wish for, and in this respect making provision via a prepaid plan or savings may be preferable.
What are Prepaid funeral plans?
Some people choose pay for their funeral in advance through a pre-purchase funeral plan.
This is a type of insurance policy, which you make payments into until such time as it is required..
There are a number of companies who provide this type of service including funeral directors, insurance companies and other large organisations.
Equally you could also pay this money into a savings account and make your own arrangements.
Advice on Arranging a Prepaid Plan
If you're thinking of buying a prepaid funeral plan, as with any purchase, it's worth shopping around . Please ensure you find as much out about the plan as possible e.g. what will happen to your plan if you move house, or if you die before payments are complete.
You should also ensure that you ask what services will and won't be included in the purchase price. For example some pre-paid funeral plans only cover the cost of a basic funeral, e.g. the cars personnel and coffin and any extra services or items e.g. grave plots grave digging or cremation fees, may need to be paid for separately by the person arranging the funeral so make sure you ask as these items can be expensive.
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If as part of your funeral arrangements you decide that burial would be your preferred option, and you do not already own a grave, then the cost of pre purchasing may also be able to be include this in your purchase costs.
Alternatively graves can be pre purchase direct from the Council for a one off payment.
Where would I find more information? The internet is a good place to start and the following websites offer advice on funerals. If you do not have a computer access to the internet can be arranged at your local library. www.direct.gov.uk www.bereavementadvice.org www.mariecurie.org.uk/ . www.ageconcern.org.uk
N.B. Other information is available if you search online.
If you do not have access to the internet, the following organisations may be able to help.
Bereavement Advice 0800 634 9494 Marie Currie 020 7599 7777 Age Concern 020 8765 7200
Alternatively you may wish to speak to your local funeral director or insurance provider.
Please note : the information in this leaflet is provided to assist your decision making. It is not exhaustive and you should discuss the matter with your financial and legal advisors. The listing of any particular organisation is not a recommendation by the Council or any product or service that they may provide.
Page 75 Agenda Item 8
Annex 3
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REPORT TO: Cabinet Member - Leisure and Tourism Cabinet
DATE: 7th October 2009 29th October 2009
SUBJECT: Changing Facilities at Portland Street and Meols Park Playing Fields
WARDS AFFECTED: Kew and Norwood and all wards in relation to use
REPORT OF: Graham Bayliss, Leisure Director
CONTACT OFFICER: Hugh Paterson, Parks Project Officer X 2398
EXEMPT/CONFIDENTIAL: No
PURPOSE/SUMMARY:
To seek a Cabinet Member resolution regarding a strategic approach to the provision of changing facilities at Portland Street and Meols Park Recreation Grounds.
REASON WHY DECISION REQUIRED:
The proposals involve the approval and use of Section 106 monies earmarked for both sites and a decision is required in the context of the estimated costs that have been calculated through feasibility studies for both sites.
RECOMMENDATION (S):
It is recommended that Cabinet Member :
1.) Notes the results of the feasibility studies that have been conducted for both sites and the level of resources currently available.
2.) In the light of the available resources, approves the recommendation of the Leisure Director, Southport and District Amateur Football League, and Ward members to carry out the design and construction of a modular changing room complex at Portland Street as the first priority
3.) Approves in principle the construction of a modular changing room complex at Meols Park in the future subject to availability of resources.
4.) Authorises the Leisure Director to advance the design and to invite tenders for the Portland Street development with a view to works commencing on site by April 2010.
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5.) Authorises the Leisure Director to apply for planning approval for the proposed Portland Street development .
6) Requests the Southport and District Amateur Football League to make payment of £40,000 towards the proposed scheme prior to award of tender.
7) Recommends to Cabinet the inclusion of the Portland Street Changing Rooms scheme in the Leisure and Tourism Capital Programme.
It is recommended that Cabinet :
1) Authorises the inclusion of the Portland Street Changing Rooms scheme in the Leisure and Tourism Capital programme.
KEY DECISION: YES
FORWARD PLAN: YES
IMPLEMENTATION DATE: Upon the expiry of the call-in period
ALTERNATIVE OPTIONS:
To adopt any of the alternative options set out in the options appraisal
IMPLICATIONS:
Budget/Policy Framework:
Financial:
2009/ 2010/ 2011/ 2012/ 2010 2011 2012 2013 CAPITAL EXPENDITURE £ £ £ £ Gross Increase in Capital 59,500 370,000 Expenditure Funded by: Section 106 monies 19,500 370,000
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Southport & District Amateur 40,000 Football League Sefton Capital Resources Specific Capital Resources
REVENUE IMPLICATIONS Gross Increase in Revenue Nil Expenditure Increase (Contained within existing budget provision) Funded by: Sefton funded Resources Funded from External Resources Does the External Funding have an When? expiry date? No How will the service be funded post N/a expiry?
Legal:
Risk Assessment:
Asset Management: Both sites feature in the Parks and Green space Asset Management Strategy as priority land assets in need of development/investment.
CONSULTATION UNDERTAKEN/VIEWS: HIGHWAYS – NETWORK MANAGEMENT AND ROAD TRAFFIC SAFETY TEAMS PLANNING – DEVELOPMENT CONTROL NORTH TEAM FINANCE DEPT – the Finance Director has been consulted and his comments
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have been incorporated into this report (FD Reference 173)
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
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1.0 BACKGROUND
1.1 Meols Park Recreation Ground and Portland Street Playing Fields provide strategically important Council run sports pitches, which serve the Southport area. They both currently provide a minimum of four senior pitches, which are used extensively by local football leagues, most notably the Southport and District Amateur Football League and the Southport Craven Minor League.
1.2 The changing accommodation provision at both sites is extremely limited and dilapidated and has been the subject of concern and complaint by the leagues and other user groups for a number of years. During the football season the league requires secure changing rooms with shower and toilet facilities for eight teams at any one time. In the case of Portland Street players are currently changing in cars within view of adjacent housing.
1.3 In response to this position the Leisure Director has convened a series of consultative meetings with Elected Members serving the Kew and Norwood wards and officials representing the Southport and District Amateur League.
1.4 At those meetings elected members demonstrated their strong commitment to addressing the shortfall in provision and to utilising the available Section 106 monies for both wards.
2.0 ACTION TAKEN TO DATE
2.1 The Consultative group agreed two courses of action with the Leisure Director:
• To effect temporary structural repairs to the Portland Street Sports Pavilion to enable their restricted use for shelter and toilets during the 2009/10 football season. A quotation for these works provided by Capita Symonds of £4,103.35 was accepted with a contribution of £3,000 from the Southport Area Committee budget. This work has now been completed and the facilities are now functional for the forthcoming season.
• To carry out feasibility studies on both sites to provide an outline design layout and pre-tender cost estimate for the construction of an eight changing room complex by both traditional build and using a pre-fabricated modular system. (brick-clad with pitched roof) The scale of provision and outline brief for the design was the subject of further consultation with the Southport & District Amateur League
2.2 The feasibility studies formulated a generic design layout that would adequately serve the needs of both sites. It also elicited the following cost estimates, taking account of local services etc:
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• Portland Street Playing Fields - £565,389 (traditional); £412,912 (modular)
• Meols Park – £578,460 (traditional) £425,983 (modular)
The above cost estimates include contingencies and all professional and project management fees.
2.3 Some associated works will also be required to improve the entrance and parking facilities, to ensure that the maximum benefit is obtained from the investment in the new facilities. An allowance of £10,000 has been included in the proposed capital budget estimate together with a project management fee of £6,500 for Leisure Services.
2.4 The outline design, layout and elemental cost breakdown were presented to the group in July 2009. It was clear from the feasibility study that there was insufficient ‘in-house’ budget capacity to design and construct changing facilities on the proposed scale and quality advocated by the league at both sites. However, Elected Members confirmed their resolve to deliver the scale and quality of provision advocated by the league. If external, matching funds could not be secured to increase the level of available funds, then it was agreed that priority should be given to replacement facilities at Portland Street.
2.5 The decision to give priority to Portland Street was due to the critically poor condition and life expectancy of the current provision and the comparative scale of funding contribution available from the Kew ward
3.0 FUNDING AVAILABILITY
3.1 Following consultation with the Southport Area Committee, the Planning Committee Section 106 Funding Monitor reported in March that the following sums had been earmarked and approved for both sites:
• Portland Street Playing Fields - £350,000 • Meols Park Recreation Ground - £39,507.96
3.2 The Southport and District Amateur Football League has offered to contribute £40,000 from its own funds towards improvements to changing room facilities at one or more of these key district sites
3.3 Preliminary discussion with the Football Foundation and with Sport England (Sports Lottery) has indicated that this type of project would be ascribed low priority and unlikely to attract funding. It should also be noted that, in relation to the Football Foundation, the application process would take at least a period of 12 months to determine
3.4 A funding package of £429,500 could therefore be established for Portland Street Playing Fields, (to cover provision of the changing facilities, fees, contingencies and some associated landscape works), comprising:
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• Portland Street Section 106 monies - £350,000 • Meols Park Recreation Ground Section 106 monies - £39,507.96 • Southport & District Amateur Football League - £40,000
3.5 Should the tendered works exceed the available budget allocation, the specification of the works will need to be reduced accordingly.
4.0 REVENUE BUDGET IMPLICATIONS 4.1 The advance design brief for the proposed facilities will include the need to incorporate cost efficiency measures in to all aspects of the design and construction. It should also be noted that the Southport and District League representatives have advised that shower provision be limited to two showers per changing room unit.
4.2 The building that is being replaced under these proposals is a converted kitchen block, which over the years has carried a high maintenance tariff due to its age, design and condition. Over the last 5 years the department has incurred the following expenditure on the existing facility in energy and repairs.
• Water/Electricity/Gas £27,295 • Repairs and Maintenance £20,000
4.3 The proposed new complex will be designed with modern, cost efficient mechanical and electrical installations. The external features of the construction will incorporate a pitch roof and be brick clad to withstand vandalism.
4.4 Given the proposal to replace the present building with a new purpose-built, cost efficient changing room complex, there is confidence that the running costs including repairs will be contained within current revenue budget provision.
4.5 Furthermore, given the proposed quality of provision, it may be appropriate to review the letting charges for this facility within the annual fees and charges for sports pitches. This will be discussed in more detail with the relevant football leagues.
5.0 DRAFT PROGRAMME AND CONSULTATION
5.1 The proposed programme of work and indicative key dates are given below:
• Planning Application submitted November 2009 • Detailed design Work complete December 2009 • Out to tender January 2010 • Start on site April 2010 • Practical Completion July / August 2010
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• Availability for use August 2010
5.2 A further report will be taken to Area Committee for consultation in October, when the scheme has been developed further. If there are any adverse comments, these will be reported back to Cabinet Member.
6.0 CONCLUSIONS 6.1 Given the poor level of changing room facilities at both Portland Street and Meols Park and the high level of demand from teams participating in local league football, capital investment is urgently required at both sites.
6.2 The available capital funding from Section 106 monies and from the local league is only sufficient to undertake the construction of one changing room complex on this scale, employing the modular design option. It is clear that additional external funding from the Football Foundation or Sport England is unlikely due to a scheme of this type being ascribed low priority status.
6.3 Consultation with the league and local ward councillors has determined that this level of provision is needed and that Portland Street Playing Fields should be given priority due to the condition and limited life span of the current provision there.
6.4 A funding package of £429,500, comprising S106 monies and a contribution from the Football League, could be allocated to fund the works at Portland Street.
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REPORT TO: CABINET
DATE: 29 October 2009
SUBJECT: Community Energy Savings Programme
WARDS AFFECTED: All
REPORT OF: A R Moore Strategic Director of Regeneration and Environmental Services
CONTACT OFFICER: Ian Weller Energy Manager - Technical Services [email protected] Tel: 0151 934 4221
EXEMPT/CONFIDENTIAL: No
PURPOSE/SUMMARY:
To brief members on the forthcoming Community Energy Savings Project (CESP), pursuant to new legislation which came into force on 1 st September 2009, both in respect of the potential opportunities for Sefton Council and also proposals to attract funding into Sefton for an identified area.
REASON WHY DECISION REQUIRED:
To comply with standard reporting procedures and to grant delegated authority to the Strategic Director of Regeneration and Environmental Services, from Councils Constitutional rules, to accept CESP funding offer(s) from participating Utility companies.
RECOMMENDATION(S):
1. Note that a further detailed report will be presented once offers of funding are received from participating utility companies.
2. That delegated powers be granted to the Strategic Director of Regeneration and Environmental Services to negotiate the best value CESP funding offer(s) to the Council received from participating utility companies.
3. That the Strategic Director of Regeneration and Environmental Services report the results of the CESP funding exercise and his actions to a future meeting of the Cabinet .
Page 85 Agenda Item 10
KEY DECISION: No
FORWARD PLAN: Not appropriate.
IMPLEMENTATION DATE: Following the expiry of the call-in period after the publication of the minutes of the meeting.
ALTERNATIVE OPTIONS:
There are only limited opportunities to secure external funding and services from utility companies. There are no alternative options, the CESP programme timeline dictates that rapid decision making will be required from all parties to enable funding offers to be agreed.
IMPLICATIONS:
Budget/Policy Framework: There are no direct financial implications arising from the report as the £50k Sefton contribution can be funded from the Energy Efficiency budget of £78k in the capital programme.
FINANCIAL:
2009/10 2010/11 2011/12 2012/13 £ £ £ £ 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 Fundin g have an expiry date? How will the service be funded post expiry?
Legal: Agreement of engagement process for this externally funded programme
Risk Assessment:
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Asset There are no direct implications arising from this report. Management:
CONSULTATION UNDERTAKEN/VIEWS LEGAL DEPARTMENT HOUSING MARKET RENEWAL CENTRAL SERVICES – HOUSING FINANCE – FD151 – The Finance and IS Director has been consulted and his comments have been incorporated into this report.
CORPORATE OBJECTIVE MONITORING:
Corporate Positive Neutral Negative Objective Impact Impact Impact 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 ü Services and Strengthening local Democracy 8 Children and Young People ü
LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT
The legal basis for CESP comes from the Climate Change Act 2008. The Electricity Act 1989 and the Gas Act 1986, as amended by the Utilities Act 2000 and the Climate Change and Sustainable Energy Act 2006, contain powers for the Secretary of State, by Order, to impose an obligation on electricity and gas suppliers to achieve carbon emissions reduction targets, pursuant to the Statutory Order No. 1905 – The Electricity and Gas (Community Energy Savings Programmes) Order 2009.
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1.0 BACKGROUND
1.1 In September 2008 the Government announced a package of initiatives designed to help people to reduce their fuel bills, whilst also ensuring that the most vulnerable receive help. One element of this package is the Community Energy Saving Programme (CESP). It aims to deliver around £350m of carbon saving packages in homes by 2012. This also helps tackle climate change, and CESP will contribute to the UK ambition of an 80% greenhouse gas reduction by 2050.
1.2 The 'Community Energy Saving Programme' (CESP):
q Places an obligation on energy suppliers and electricity generators to meet a CO 2 reduction target by providing energy efficiency measures to domestic consumers.
q Requires that this obligation is met by providing these measures to households in areas with high indices of multiple deprivation in Lowest Super Output Areas (LSOA).
q To offer these measures as a package to homes, to deliver a 'Whole House, Street by Street' approach - so that homes can receive all the major energy efficiency measures they need, which could also include district heating schemes and integrated renewables (community based approach).
q Specifies that only certain measures are eligible to count towards the CO 2 targets, focussing on those measures which can make a substantial difference to a household emissions and fuel bills.
1.3 CESP measures will be funded by an additional obligation on energy suppliers and a new obligation on electricity generators. It is estimated that 100 schemes up to a total value of £350 million will be funded in UK, assisting around 90,000 homes and delivering a saving of around 3m tonnes of CO 2 emissions.
1.4 Whole House, Intensive Approach through CESP: Energy suppliers are seeking to install as many measures as practical (from a limited list, below), this should make the most significant reductions to fuel bills and CO 2 emissions that are needed in each targeted home i.e. a ‘whole-house approach’. This will be done through the ‘scoring’ of measures to incentivise this way of working.
1.5 This type of approach will require targeted householders to be offered a complete whole-house package of measures. CESP is therefore, intended to incentivise more than just the less costly measures such as solid wall insulation. The aim would be to promote the best combination of measures which are most likely to have the greatest effect in improving the energy
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efficiency, or lowering the energy consumption, of the whole property and thus reducing carbon emissions.
The measures which the Government proposes to be available under CESP are:
q Solid Wall Insulation (external) q Solid Wall Insulation (internal) q Cavity Wall Insulation q Virgin Loft Insulation (includes anything less than 60mm existing) q Loft Insulation Top Up q Under floor insulation q Flat roof insulation q Draught proofing q High Efficiency glazing q Fuel Switch (to gas) q Replacement of old boilers (G rated) q Connection to a district heating scheme q District Heating System Upgrade q District Heating Heat Meter for Individual House Billing q Ground Source Heat Pumps q Air Source Heat Pumps q Micro-generation (PV, Solar Thermal, micro CHP, biomass boiler, micro wind, micro hydro) q Energy Advice
1.6 In practice however, there is strong indication that the CESP programme will focus primarily on insulation and heating measures, particularly solid walls or untreatable cavities.
2.0 CESP AND SEFTON COUNCIL
2.1 The Statutory Instrument for CESP came into force on 01 September 2009. However, whilst the Council awaits final programme guidance to be released by Department For Energy and Climate Change (DECC) in Autumn, the Council's Energy Team have been proactively preparing to put the Council in a position to engage and hopefully secure CESP funding from utilities at offer stage, likely to be made in the next month or so.
2.2 The Government intends that CESP will be delivered through community- based partnerships involving local authorities and other community organisations working with the funding energy suppliers to identify target communities. Partnership working will allow CESP to be implemented in a way that is best suited to individual communities and co-ordinated with existing energy efficiency and other community based initiatives in Sefton.
2.3 If, or when a CESP funded project is secured, successful delivery will ultimately rely on the householder to accept the carbon saving work packages being offered to them. Which to give the example of internal solid wall
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insulation would be temporarily disruptive to the inside of the household until complete. However, based on long experiences of albeit smaller scale, but similar area energy support schemes delivered, successful delivery can be constructively made by full involvement and advocacy of Parliamentary Members, Ward Councillors, Area Representatives/advocates, community groups and residents panels. This process would be expected to be lead by the Council.
2.4 Sefton have a degree of confidence in securing a CESP funded project and based on our research (previous penetration by other energy efficiency projects, regeneration, demographic statistics, tenure mix and other locality issues allowing whole house work) we can assist the utilities in focussing down to those with the best fit to CESP criteria.
2.5 'Appendix A' holds the full list of 30 LSOA's in Sefton from which it is intended to narrow down to fit the strict criteria directed by Utilities CESP objectives.
2.6 Due to the potential value of funding at stake (up to £3.5M per project) and short timescales involved, the Energy Team have made already made open contacts with utility company's to importantly present Sefton's readiness to participate with some outline ideas and profile statistics on our LSOA's.
2.7 A steering group has already commenced representing salient issues HMR, Legal, One Vision Housing, Private Sector Housing and other social landlords.
2.8 Through the housing capital programme a sum of £50,000 has been identified from the Energy Efficiency line in order to gain leverage for attracting a CESP scheme should the funds be needed. This is essentially an 'Enablement Fund'. Initial discussions with utilities have highlighted potential funding gaps where a Sefton contribution would aid wining an offer and scheme delivery;
♦ Anomalies of the LSOA boundaries whereby single/clusters of neighbouring houses may be excluded from permissible CESP grant spend. and therefore, would receive the same treatment of measures applied to their homes as others in the same street (particularly important if there is a large external cladding programme. ♦ Alternatively as the offering is for carbon saving works only, there maybe other essential maintenance, which may be required first (for example an effective damp proof course before cladding) ♦ Alternative energy subsidies. The list in paragraph 1.5 shows what is permissible but not what is economic for the utilities to subsidise an additional contribution by Sefton may secure for example funding for renewable energy equipment
2.9 There is significant community benefit to this approach as well as strengthening the Councils chances in securing funding at the outset. Whilst legally under the scheme there is no requirement for Sefton to contribute the utilities will be selecting 100 schemes from a possible 4,000 candidate areas (Sefton has 30 candidate areas). The £50,000 offers a suitable enticement for the funding. Furthermore it is hoped that by working with local Registered
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Social Landlords that their investment programmes can be also be tailored to encourage utility interest. Two major landlords have already been engaged and indicated a strong willingness to participate.
3.0 NEXT STAGE AND ISSUES
3.1 The key timeline as we understand it on current guidance, is laid out below:
q September/October - Ongoing discussions with CESP Utility Suppliers q October - November Expect offers on proposed funding to Sefton q November Negotiation and acceptance of CESP offer(s) q November-January - CESP scheme development and specification including structured community engagement process. q January 2010 - CESP Scheme to go live and commence works
3.2 The key issues/risks to overcome
q Securing CESP in very short window of offer: Granting appropriate delegated powers within Constitutional rules to negotiate/accept a CESP offer, if received through Cabinet decision in this report.
q Resource/project implementation: The co-ordination and management from the Councils side will require a full time responsible officer to be assigned to this role to ensure effective and timely delivery of the scheme with energy supplier partners. There is no bespoke staff capacity to currently assign to this role and through the development process staffing resource will need to be agreed to enable the scheme to commence. It is calculated that internally the project officer costs would equate to circa £35K annually (inclusive of overhead). As part of any CESP offer received, it is proposed to seek options of referral/management fees to be drawn down from the partner utility to cover a proportion of these delivery costs.
q Scheme up-take/success Whilst the packages that would be offered to householders will be both valuable and bring physical improvement and energy savings to their homes, if residents simply do not engage with the scheme, then it could falter/fail - leading to withdrawal of CESP funds. The project implementation resource from the Council to engage householder, councillors and neighbourhood groups is pivotal to this process.
4.0 RECOMMENDATIONS:
4.1 Note that a further detailed report will be presented once offers of funding are received from participating utility companies.
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4.2 That delegated powers be awarded to the Strategic Director of Regeneration and Environmental Services to negotiate the best value CESP funding offer(s) to the Council received from participating utility companies.
4.3 That the Strategic Director of Regeneration and Environmental Services reports the results of the CESP funding exercise and his actions to a future meeting of the Cabinet.
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Candidate Lowest Super Output Areas (LSOA)
North Sefton
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South Sefton
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Ward LSOA No of No of % solid No of Percentage % OOC % RSL % PR Name Code House solid walls houses households holds wall with no in fuel gas poverty supply (2003 fpi) Derby E01006963 598 499 83.4% 0 9.1% 50.8% 32.2% 16.4% Linacre E01007003 589 450 76.3% 0 8.7% 47.7% 32.7% 17.9% Ford E01006979 619 0 0.0% 0 7.0% 37.0% 55.5% 3.6% Litherland E01007017 625 241 38.6% 0 7.9% 48.6% 38.6% 10.5% Linacre E01007005 634 328 51.7% 0 8.1% 35.0% 55.3% 8.8% Netherton E01007048 527 0 0.0% 0 7.7% 34.6% 57.4% 4.4% and Orrell Linacre E01007007 785 27 3.5% 0 7.3% 15.6% 79.8% 2.0% Church E01006952 749 282 37.7% 0 7.1% 36.3% 55.4% 5.1% Litherland E01007013 619 483 78.1% 0 8.9% 57.3% 21.9% 19.9% Linacre E01007010 658 270 41.0% 0 9.1% 33.3% 54.7% 10.4% Manor E01007024 452 0 0.0% 0 6.8% 38.5% 53.0% 2.7% Linacre E01007008 628 251 39.9% 0 8.0% 36.9% 51.0% 8.9% Ford E01006981 622 4 0.6% 0 7.1% 39.6% 50.9% 6.1% Linacre E01007004 671 305 45.4% 0 7.7% 45.0% 43.2% 10.2% Ford E01006984 493 17 3.5% 0 7.3% 34.6% 57.3% 2.9% St Oswald E01007086 513 25 4.8% 0 7.0% 44.1% 51.1% 1.8% Linacre E01007009 674 173 25.6% 50 7.6% 29.8% 53.8% 13.6% Norwood E01007055 594 219 36.9% 0 7.4% 49.2% 39.5% 9.5% Linacre E01007006 599 391 65.3% 16 8.6% 49.4% 35.7% 13.0% Litherland E01007019 607 156 25.7% 0 7.5% 28.7% 61.3% 5.5% Linacre E01007011 666 273 41.0% 62 7.9% 33.0% 56.9% 8.3% St Oswald E01007089 665 0 0.0% 24 6.9% 50.8% 42.8% 2.2% Netherton E01007051 605 158 26.1% 0 7.6% 40.9% 51.2% 4.3% and Orrell Derby E01006967 756 173 22.9% 69 6.6% 39.8% 47.5% 10.4% St Oswald E01007085 633 0 0.0% 29 6.7% 43.9% 50.7% 2.6% Derby E01006964 649 510 78.7% 0 8.6% 57.7% 23.4% 17.5% Derby E01006965 598 113 18.9% 0 7.3% 49.2% 44.7% 3.0% Ford E01006980 661 0 0.0% 0 6.4% 36.9% 56.3% 2.1% Litherland E01007016 613 481 78.5% 0 8.8% 59.4% 27.8% 11.8%
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Page 96 Agenda Item 11
REPORT TO: Cabinet
DATE: 29 th October 2009
SUBJECT: Kew, Southport – Progress update
WARDS AFFECTED: Kew
REPORT OF: Alan Moore – Strategic Director of Regeneration and Environmental Services Tel: 0151 934 4190 Mike McSorley – Head of Regeneration and Technical Services Tel 0151 934 4247 CONTACT OFFICER: Nick Yates 0151 934 2767
EXEMPT/ No CONFIDENTIAL:
PURPOSE/SUMMARY:
To update members on progress following the last report to Cabinet in April 2009. At this meeting Cabinet resolved to;
(i) Note the progress being made including; - The status on the appropriate Legal Agreement - The position regarding the commencement of Site Investigations - The position regarding HCA funding - The potential for Financial Implications arising from the actions relating to the Site Investigations - The requirement for further reports to update Members and the Southport Area Committee in due course.
REASON WHY DECISION REQUIRED:
Members resolved to receive update reports.
RECOMMENDATION:
It is recommended that Cabinet:
- Note and approve the progress being made.
KEY DECISION: No
FORWARD PLAN: N/A
IMPLEMENTATION DATE: Following the call in period for the minutes of this meeting.
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ALTERNATIVE OPTIONS: The alternative is not to proceed with the project, which will mean the Council will not be able to deliver the market and affordable housing which are key objective for developing this site.
IMPLICATIONS:
Budget/Policy Framework:
Financial: The financial implications arising out of this scheme are detailed within this report however the full extent is not quantifiable at this stage. As the scheme develops forthcoming reports will be presented to Members outlining these implications.
Legal: There are no direct legal implications arising out of this report.
Risk Assessment: N/A
Asset Management: N/A
CONSULTATION UNDERTAKEN/VIEWS FD 183 – THE FINANCE DIRECTOR HAS BEEN CONSULTED AND HAS NO COMMENTS ON THIS REPORT ENVIRONMENTAL PROTECTION, PLANNING AND ECONOMIC REGENERATION TECHNICAL SERVICES DEPARTMENT HEALTH AND SOCIAL CARE
CORPORATE OBJECTIVE MONITORING:
Corporate Positive Neutral Negative Objective Impact Impact Impact 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 ü 7 Improving the Quality of Council Services and ü Strengthening local Democracy 8 Children and Young People ü
LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT None
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1.0 Background
1.1 The land at Town Lane Kew is the largest available potential housing and business development site in the north of Sefton and has been identified by the Council as a unique opportunity to create a high quality environment in which to both live and work. The release of this land for housing and employment purposes by the Council will make a significant contribution to meeting the demand for both affordable and private housing in this part of the Borough. It represents an opportunity to include Extra Care Housing as part of the overall development and will also help to increase the supply of new high quality commercial property. With regard to the currently being prepared Strategic Housing Land Availability Assessment, Town Lane is identified as the Borough’s most important housing site, delivering a housing supply in the period from 2013 onwards.
1.2 The Council decided it was appropriate to appoint a developer for the Kew site, and at Cabinet on the 1 st November 2007 Members approved the selection process for the appointment of a developer partner to assist in the creation of an extended Southport Business Park (Shown as sites B and C on Appendix 1) and as a partner for the development of the adjacent housing site (Shown as site D on Appendix 1)
1.3 On 2 nd October 2008 Barratt Developments PLC, including their partner David Wilson Homes (DWH), were confirmed by Cabinet as the preferred developer partner for the Kew site. The resolution approved appointment of Barratt Developments via an initial exclusivity agreement.
1.3 The residential development scheme is currently in outline form only and does not yet have planning approval but proposes the development of 437 private houses for sale and 237 affordable homes. The adjacent Business Park will be developed for suitable business space within the use classes B1 designation.
2.0 Current Position
2.1 Legal Position
2.1.1 Following discussions between the Director of Legal Services and the legal representatives of Barratt/DWH the most appropriate legal position for the duration of the Site Investigations is to continue with a form of exclusivity agreement and sole access licence arrangement.
2.1.2 The Director of Legal Services has prepared a draft legal agreement and Barratt/DWH solicitors have now agreed the terms contained therein. It is expected that this legal agreement will be effective as from November 2009.
2.1.3 Members are specifically asked to note this legal agreement .
2.2 Site Investigations and Remediation
2.2.1 When the property market collapsed late in 2008 Barratt/DWH considered that at the time they might not be able to proceed with the necessary site investigations at risk and sought support from the Council to underwrite these costs at an anticipated cost of £560,000. The Council agreed to do this via support for an application to the Homes and Communities Agency
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(HCA) for assistance. When the HCA announced their “kick-start programme” to rejuvenate the property market it was thought that this programme could be to one that may be appropriate for supporting Sefton’s request for these funds.
2.2.2 However, the conditions applicable to the “kick start” grant were very restrictive (e.g. sites needed to have detailed planning consent or be able to achieve detailed consent by September 2009) and for this reason a detailed application for support under this programme could not be made.
2.2.3 Barratt/DWH are now comfortable that market conditions have stabilised sufficiently for them to forward fund the site investigation costs and, the Council, through The Environmental Protection Director has been in discussion with Barratt/DWH’s Environmental Consultants, Hydrock, to define the scope of the site investigations required for the site. Hydrock are also on Sefton Council’s framework panel for this type of work and are familiar with the required standards.
2.2.4 The scoping report for the works has now been agreed. Subject to completion of Barratt/DWH’s Legal Agreement with Sefton Council and clarification of some minor technical points which Hydrock have confirmed will be resolved before commencement of the SI works, Barratt/DWH will be in a position to instruct Hydrock to immediately commence the Site Investigations.
2.2.5 The estimated cost of the Site Investigations is £560,000 which was reported previously to Members.
2.2.6 These site investigations once completed will clarify the extent of the remediation required and the associated cost implications. This will allow DWH and the Council to plan an effective residential development strategy for the site. No further progress can be made until the results of the site investigations are known.
2.3 Financial Matters
2.3.1 Subject to a satisfactory Site Investigation report that enables a viable development scheme to be prepared, the cost of the SI works would form part of the allowable development costs of the scheme discounted off the sale price of the site. This is considered to be the norm for disposals of this type, if a development is able to proceed.
2.3.2 Should Barratt/DWH determine that the site is unviable for housing development as a result of the information determined from the SI’s, the Council would then take possession of the Report to pass onto any further interested developer. Barratt/DWH have however asked for additional protection from this unlikely position and have asked for their investment in the SI’s to be reimbursed. The Council will only be able to do this by any future developer buying the site from the Council and the capital receipt being utilised to refund Barratt/DWH and will be limited to a period of 5 years from the completion of the Report, (this being the length of time that the Report is deemed to have value for any alternate development proposal before further testing may be necessary).
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2.3.3 This approach will minimise any financial risk to the Council as the Developer will fund the costs of the site investigation work. Barratt/DWH are confident that they can develop the site for housing and employment uses even in the current market conditions. In the unlikely event that the site investigations shows housing is not commercially viable at the current time they would only be able to recover the cost of the site investigations work if the SI report can be “sold” to a subsequent developer within a 5 year time frame. The Council therefore have no direct liability for the cost of the site investigation works.
3 Programme of Development
3.1 Whilst it is the completion of the Site Investigations that will be the most critical element in the process in determining progression to the next stages in the development of this site, it is still possible to put an indicative programme together. The programme detailed below has been prepared in discussion with Barratt/DWH and has been designed to show the most positive predicted timetable for the completion of the first residential unit on the site.
Legal Agreement 1 month Site Investigations 12 months Interpretation/planning 3 months Remediation 10 months Infrastructure 4 months Construction 4 months
Total duration 34 Months
4. Conclusions
4.1 Barratt Developments and David Wilson Homes are confident that the processes being followed both by the Council and themselves will result in bringing forward the development of the Kew site for both residential and commercial development and will continue to make progress in this regard.
4.2 Barratt Developments/DWH will fund the cost of the Site Investigations and if the scheme is deemed to be viable will recover these costs as a legitimate allowable development cost. In the unlikely event that the site investigations shows housing is not commercially viable at the current time they would only be able to recover the cost of the site investigations work if the SI report can be “sold” to a subsequent developer within a 5 year time frame.
4.3 Cabinet and Members will be updated on progress as it continues.
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Page 102 Agenda Item 11
APPENDIX 1
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Page 104 Agenda Item 12
REPORT TO: Cabinet
DATE: 29 th October 2009
SUBJECT: Bootle High School, Demolition – Tenders
WARDS AFFECTED: St Oswald and Netherton & Orrell
REPORT OF: Strategic Director of Regeneration and Environmental Services
CONTACT OFFICER: David Kay – Architecture & Building Manager – 0151 934 4527
EXEMPT/ No CONFIDENTIAL:
PURPOSE/SUMMARY: To advise members of tenders received in respect of Bootle High School Demolition.
REASON WHY DECISION REQUIRED: The value of the tender received exceeds the amount of funding available in the Corporate Services Capital Programme.
RECOMMENDATION(S): It is recommended that:
I. Cabinet approves acceptance of the lowest tender received with reductions in the sum of £202,333.00 II. Cabinet approve the provision of additional school DFC Services in the sum of £36,254.00 III. Subject to (i) and (ii) above, Cabinet approve that the total revised cost of £226,254.00 be included in the Corporate Services Capital Programme to be funded as detailed in the report.
KEY DECISION: No
FORWARD PLAN: Not Appropriate
IMPLEMENTATION DATE: Following the expiry of the Call in Period for the minutes of this meeting.
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ALTERNATIVE OPTIONS: There are no alternative options. These works are necessary to remove a derelict building plagued by vandals.
IMPLICATIONS: Bootle High School Demolition
Budget/Policy Framework:
Financial: Included within the Corporate Services Capital Programme is funding in the sum of £190,000.00 for the demolition of Bootle High School.
The funding is provided through the Corporate Services Demolition Fund (£90,000) with a DFC contribution of £100,000.00.
The total funding available is therefore £190,000.00.
Subject to acceptance of the adjusted tender received the total cost of the works is summarised as follows:-
Lowest Tender received £252,333.00 Less Identified Savings £ 50,000.00 Revised Building Works Cost £202,333.00
Add Statutory Fees and charges £ 3,000.00 Professional Fees £20,921.00 £ 23,921.00
Total Cost £226,254.00
The total cost of the proposed work will therefore exceed the amount of funding available by £36,254.00.
Children’s Services have undertaken to contribute a further £36,254.00 DFC allocation in order to meet the cost of the scheme.
Cabinet is requested to approve the provision of £36,254.00 in additional DFC Resources in order to meet the balance of funding necessary.
Cabinet are, subject to the above, requested to revise the total amount of funding within the Capital Programme by £36,254.00 in order to meet the additional DFC contribution.
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2009/ 2010/ 2011/ 2012/ 2010 2011 2012 2013 CAPITAL EXPENDITURE £ £ £ £ Gross Increase in Capital Expenditure 36,254 Funded by: Sefton Capital Resources Specific Capital Resources 36,254 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: None
Risk Assessment: Project covered by CDM Regulations
Asset Management: Included within the Corporate Asset Management Plan
CONSULTATION UNDERTAKEN/VIEWS CHILDRENS SERVICES / CORPORATE SERVICES / FINANCE DIRECTOR CONSULTANTS AND HIS COMMENTS HAVE BEEN INCORPORATED INTO THE REPORT FD195.
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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
1.0 BACKGROUND : 1.1 Bootle High School officially closed on 31 st August 2009 transferring the asset to Corporate Resource Programme. Corporate Services Capital Programme includes provision for the demolition of the buildings on site excluding the caretakers house, that is to be sold separately on the open market. 1.2 Capita Symonds have been commissioned to make the necessary arrangements to demolish the school building via the tender process.
2.0 TENDER ACTION 2.1 Tenders for the demolition of Bootle High School. 2.2 Tenders to carry out the works have been invited from suitably qualified contractors as follows: (in alphabetical order)
J. Beech Ltd, Bromborough Church Street Demolition Ltd, Bootle W. Forshaw Ltd, Bolton J.G. McVey Ltd, Liverpool Oldham Brothers Ltd, Liverpool A. Palmer Ltd, Manchester
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2.3 Tenders received as follows:- Tender No. Tender Sum Contract Period 1 £536,650.00 16 Weeks 2 £348,408.00 16 Weeks 3 £252,333.00 16 Weeks 4 £410,594.00 16 Weeks 5 Withdrawn 6 Withdrawn
2.4 Acceptance of the lowest tender received will be subject to satisfactory technical and arithmetical checkes.
3.0 FINANCIAL
3.1 Funding currently exists within the Corporate Services Capital Programme in the sum of £190,000.00
3.2 Additional funding requested to meet the shortfall in the sum of £36,254.00 requested for allocation through school DFC.
3.3 Subject to acceptance the lowest tender received with reductions the total financial implications will be allocated as follows:-
Lowest Tender with reductions £202,333.00 Add professional fees £ 20,921.00 Statutory and legal fees £ 3,000.00 ------Total Scheme Cost £226,254.00 ------
4.0 Acceptance It is recommended that:
IV. Cabinet approves acceptance of the lowest tender received with reductions in the sum of £202,333.00 V. Cabinet approve the provision of additional school DFC Resources in the sum of £36,254.00 VI. Subject to (i) and (ii) above, Cabinet approve that the total revised cost of £226,254.00 be included in the Corporate Services Capital Programme to be funded as detailed in the report.
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Page 110 Agenda Item 13
REPORT TO: Cabinet
DATE: 29 th October 2009
SUBJECT: Bedford & Queens Road, Bootle – Programme for Demolition and Clearance Phase II Report of tenders
WARDS AFFECTED: Linacre and Derby
REPORT OF: Strategic Director of Regeneration and Environmental Services
CONTACT OFFICER: David Kay – Architecture & Building Manager 0151 934 4527
EXEMPT/ No CONFIDENTIAL:
PURPOSE/SUMMARY: To advise members of tenders received in respect of the Bedford & Queens Road, Bootle Demolition and Clearance Programme Phase II.
REASON WHY DECISION REQUIRED: The value of the tender received exceeds the approval level delegated to the Cabinet Member.
RECOMMENDATION(S): It is recommended that:
I. Regeneration Cabinet Member notes the content of the Report. II. Cabinet approves acceptance of the lowest tender received in the sum of £956,531.00 subject to negotiations in connection with an extended contract period as discussed in 3.4. III. Subject to (i) above, the Legal Director be requested to prepare a formal contract with the successful tenderer.
KEY DECISION: No
FORWARD PLAN: Not Appropriate
IMPLEMENTATION DATE: Following the expiry of the Call in Period for the minutes of this meeting.
ALTERNATIVE OPTIONS: There are no alternative options. These works are necessary to allow the redevelopment programme to proceed.
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IMPLICATIONS:
Budget/Policy Framework: Bedford / Queens Road, Bootle Demolition & Clearance Programme Phase II.
Financial: Specific funding exists within the H.M.R.I. Capital Programme for clearance and demolition comprising H.M.R.I. Grant and Housing Capital Resources.
2009/2010 2010/2011 2011/2012 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 When? expiry date? Y/N How will the service be funded post expiry?
Legal: None
Risk Assessment: Project covered by CDM Regulations.
Asset Management: This investment will allow the programme of rebuilding modern homes in the Bedford/Queens Area.
CONSULTATION UNDERTAKEN/VIEWS HMRI, REGENERATION AND FINANCE HAVE BEEN CONSULTED AND ANY COMMENTS HAVE BEEN TAKEN INTO ACCOUNT WHEN PREPARING THIS REPORT.
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CORPORATE OBJECTIVE MONITORING:
Corpora Positive Neutral Negative te Impact Impact Impact Objectiv e 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 a and Strengthening local Democracy 8 Children and Young People a
LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT
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BACKGROUND:
1.0 H.M.R.I. Capital Programme Phase II
1.1 The programme of demolition works for the first phase of redevelopment in the Queens Road & Bedford Road are of South Sefton is now completed, and redevelopment is underway.
1.2 The purchase of properties for the second phase of redevelopment is underway, with only 14 out of 64 properties remain to be acquired. This will be subject to a Compulsory Purchase Order which has been approved by Cabinet if voluntary agreement cannot be reached with the owners.
1.3 A number of the vacant properties have become targeted by vandals and thieves causing damage to the structure, making the buildings unsafe to enter, and allowing water ingress to adjoining properties. They are unsightly, and create a potential hazard to passers by. The re-securing and making safe the existing buildings is a continued drain on Housing Market renewal resources.
1.4 To help alleviate this situation, tenders have been sought to appoint a demolition contractor to clear and make safe the dangerous property. The contractor to be appointed will undertake a rolling programme of vacant property demolition identified within the HMRI programme for Bedford / Queens redevelopment area as groups of properties become into the Council’s ownership..
1.5 These works will thus remove the remaining derelict properties and regenerate several building plots subject to acquisitions.
2.0 TENDER ACTION
2.1 Tenders have been sought for the demolition of 64 No. properties in Exeter, Hertford & Keble Road and land clearance on a further 13 No. sites in the same area.
2.2 The work identified includes:-
a) Disconnection of services. b) Asbestos removal. c) Removal of contaminated waste. d) Temporary boundary treatment. e) Health and Safety requirements. f) Drainage works. g) Site security.
2.3 Tenders to carry out the above mentioned works have been gained from suitably qualified and experienced contractors as follows:-
Beech Group, Bromborough Church Street Demolition Ltd, Bootle Oldham Brothers Ltd, Liverpool JG McVey & Co Ltd, Liverpool A Palmer Ltd, Manchester Walker Forshaw, Bolton
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2.5 Tenders Received are as follows:
Tender No. Tender Sum Contract Period 1 £ 956,531.00 Fixed price contract for a 12 month period 2 £1,097,327.00 please note if the contract period is extended 3 £1,295,425.00 due to the lack of financing and delays with 4 Withdrawn acquisitions an annual uplift of costs will be 5 Withdrawn agreed based on BCIS (Building Cost Indices 6 Not received Services prepared by the Department of Trade And Industry)
2.6 Acceptance of the lowest tender received will be subject to satisfactory technical and arithmetical checks.
3.0 FINANCIAL
3.1 Funding currently exists within the HMRI Capital Programme for this project.
3.2 Subject to acceptance of the lowest tender received the total financial implication will be allocated as follows:-
Lowest tender received £ 956,531.00 Add professional fees £ 94,409.60 Statutory & Legal Fees £ 12,440.96 ------Total Scheme Cost £1,063,381.56 ------
3.3 This contract was originally tendered on a twelve month contract period however, due to financing within HMRI and ongoing acquisition problems the programme may be extended over a longer period,
3.4 It is proposed therefore that Capita Symonds should be authorised to negotiate with the lowest tenderer in order to agree a flexible programme of phased demolition over this extended contract period. It is possible that the rate for works carried out towards the end of the contract will have to be adjusted in accordance with the relevant BCIS indices (Building Cost Information Services) prepared by the Department of Trade and Industry).
3.5 The total scheme cost of £1,063,381.56 will not be exceeded without additional approval.
4.0 ACCEPTANCE
It is recommended that I. Regeneration Cabinet Member notes the content of the Report. II. Cabinet approves acceptance of the lowest tender received in the sum of £956,531.00 subject to negotiations in connection with an extended contract period as discussed in 3.4. III. Subject to (i) above, the Legal Director be requested to prepare a formal contract with the successful tenderer
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Page 116 Agenda Item 14
REPORT TO: Cabinet Member - Technical Services Cabinet Member - Regeneration Cabinet Cabinet Member - Leisure and Tourism
DATE: 21 st October 2009 28 th October 2009 29 th October 2009 4th November 2009
SUBJECT: Support for Town Centres
WARDS AFFECTED: All
REPORT OF: Andy Wallis Planning & Economic Regeneration Director
CONTACT OFFICER: Mo Kundi Economic Regeneration Manager 0151 934 3447 Stuart Waldron Assistant Director Transport & Spatial Planning 0151 934 4006
EXEMPT/ No CONFIDENTIAL:
PURPOSE/SUMMARY:
To inform Members of the grant received from DCLG to support town centres facing various challenges as a result of the recession.
REASON WHY DECISION REQUIRED:
To comply with standard portfolio reporting procedures and to seek endorsement for the actions outlined in the report.
RECOMMENDATION(S): It is recommended that:-
Cabinet Member for Regeneration:-
1. Approve the allocation of £500 to each of the town/local centres as outlined in paragraph 2.3 of this report to enable those areas to be marketed and promoted during this Christmas period, and
2. Request a further report on those proposals highlighted in the attached Annex A that could be realistically delivered as soon as practically possible, together with their costing.
Cabinet Members for Technical Services, and Leisure & Tourism and the Cabinet::-
Note the report
Page 117 Agenda Item 14
KEY DECISION: NO
FORWARD PLAN: NO
IMPLEMENTATION DATE: After the expiry of call in period following publication of minutes of meeting ALTERNATIVE OPTIONS:
The Department for Communities and Local Government has offered £52,631.58 grant to tackle the challenges currently facing town/local centres in Sefton. Linked to this grant is the opportunity to attract further funding from the Arts Council to support artists and arts organisations wish to develop projects which support animatary spaces in town centres, including empty shops. Not to use this money for the purpose outlined in the grant letter means that our town/local centres will continue to suffer from the economic downturn, leading to more shops closing, with loss of jobs.
IMPLICATIONS:
Budget/Policy Framework:
Financial: Resources have been made available by the DCLG this year, identified as, ‘The Empty Shops Funding Grant’. Sefton’s element of this grant is £52,631. Only £4,500 has been identified for allocation within this report and a further report will follow to allocate the balance.
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 4,500 48,131 Expenditure Funded by: Sefton funded Resources Funded from External Resources 4,500 48,131 Does the External Funding have an expiry No date? Y/N How will the service be funded post expiry? N/A
Page 118 Agenda Item 14
Legal: N/A
Risk Assessment: N/A
Asset Management: N/A
CONSULTATION UNDERTAKEN/VIEWS: - FD 184 - The Finance and Information Services Director has been consulted and his comments have been incorporated into this report Technical Services Legal, Technical Services
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 Grant Offer Letter from DCLG dated 19 th August 2009 Report to Cabinet dated 1 st October 2009, entitled ‘Christmas Retail Promotions – Car Parking Offers’
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1.0 Introduction
1.1 On 19 th August 2009, Sefton Council along with 57 other local authorities was informed that Department for Communities and Local Government (DCLG) had allocated £3 million funding package to support town centres, and that Sefton would receive £52,631.58 from this allocation.
1.2 Central Government recognises that town centres are facing various challenges as a result of the recession, particularly in areas where there are relatively high levels of deprivation and high vacancy rate for retail units. The sight of boarded-up shops can be extremely depressing for residents, shoppers, and visitors alike, and can damage confidence in their local high street, prompting some to go elsewhere.
1.3 This announcement follows the publication earlier this year of the Government’s guide “Looking after our town centres”. The Guide provides practical help for town centres and high streets in response to the recession. It:-
• Sets out the benefits of looking after town centres, showing how strong partnerships and positive management can help keep them attractive and vibrant places;
• Highlights the range of powers, guidance and tools that can help centres, and show some of the creative approaches that local partnerships are already taking in response to the downturn;
• Explains the steps that the Government is taking to help local authorities and their partners to take positive action in their town centres, particularly in enabling temporary use of boarded-up shops.
1.4 In addition to the above funding, Arts Council England had made available additional funding of up to £500,000 to support artists and arts organisations that wish to develop projects which animate spaces in town centres, including empty shops. The Arts Council would like this funding to target those areas in receipt of DCLG funding to help them carry out artistic activities. Local authorities that choose to use some of this funding to promote arts related uses in town centres are encouraged to work in partnership with artist and arts organisations who can apply for additional and complementary funding from the Arts Council.
1.5 The role the arts can play in economic regeneration can already be seen across the country, in places such as Margate, Liverpool, Bedford and many other towns and cities where the innovative use of empty shops is helping to prevent high street decline. In Chester, for example, Roam the Rows uses the high street as its setting for the annual Chester Performs festival, which brings a mix of arts events and installations to the historic city centre. Artists take over both empty and occupied shops and public spaces to create new and stimulating experiences for shoppers and passers-by.
1.6 Town centres, market squares, high streets, and shopping centres play a major role in the lives of people. They are places that define a town, give it its sense of identity, and vibrancy, and give people a sense of pride in the place they live or work.
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1.7 Sefton’s Unitary Development Plan states that ‘maintaining a variety of high quality shopping facilities is the key to maintaining and enhancing the vitality and viability of Town, District, and Local Centres’. It then lists the hierarchy of shopping centres in Sefton as being:-
• Town Centres – Southport and Bootle • District Centres – Waterloo, Crosby, Maghull, Formby • Local Centres – Ainsdale, Birkdale, Churchtown, Shakespeare Street, Old Roan, Netherton, & Seaforth
2.0 Possible Measures For Town/Local Centres
2.1 Members may be aware that Sefton Business Village Partnerships, have already undertaken a range of successful activities and projects across the borough to tackle the impact of economic downturn in town and local retail centres. These were highlighted in a report on Sefton BVP activities, which was presented to Cabinet at its meeting on 1 st October 2009.
2.2 At the same meeting Members considered a report entitled Christmas Retail Promotions – Car Parking Offers, which highlighted the recent discussions that took place with Sefton Business Village Partnerships, and other stakeholders on the measures that Sefton Council could take to assist town/local centres in the current economic climate. Members agreed to promote town/local centres by providing free parking after 3.00pm on Thursdays and Fridays during the month of December in Southport (in on street pay and display zones), Crosby (in off street car parks), and Bootle (in the multi-story car park, and Bootle Leisure Centre car park)
2.3 As part of the above offer, local Business Village Partnerships will also be undertaking complementary activities to increase footfall, such as Continental Markets, Farmers Markets, Live Music events, Christmas festivities etc. for which funding will be sought from local businesses and where necessary area committees. In order to assist these areas with their marketing and promotion leading up to this Christmas it is proposed that Members agree to the allocation of £500 each to the following town/local centres:-
• Southport • Birkdale • Ainsdale • Formby • Crosby • Waterloo • Seaforth • Bootle • Maghull
The total allocation for marketing and promotion identified above, would be £4,500
2.4 In order to avoid any conflicts between various centres in the use of this money for marketing and promotion, and to ensure value for money it is proposed that Business Village Partnerships manage and control the use of this money.
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2.5 Since the award of this fund by the DCLG, a number of meetings have been held with all the local Business Village Partnerships, and representatives from Neighborhood Management, and Leisure Services to explore possible activities that could be undertaken to lessen the adverse impact of the recession on our town centres, In addition to the above quick win £500 fund suggestion for town/local centres, the group has also put forward a number of interesting ideas for further examination, including the use of empty shops by artists, Leisure Services related activities now that they are likely to be decamping from the Art Centre in Southport, and for start-up businesses. All these suggestions and ideas are included in the attached Annex A.
2.6 Clearly most of the suggestions require a more detailed investigation, particularly where empty shop premises are involved. There is the opportunity to work with other Council departments and more critically with our partner oragnisations, such as Sefton Chamber of Commerce, STBN, Southport Partnership, SBE, and local Business Village Partnerships etc. that would facilitate the draw down of other funds which if successful would add value to the work being undertaken, and provide a more coordinated approach to the development and delivery of key projects. It is therefore proposed that a further report be presented on those proposals that could be realistically delivered as soon as practically possible, together with their costing.
3.0 Financial Implication
3.1 The grant offer letter dated 19 th August 2009 from the Department for Communities and Local Government does not appear to stipulate any time constraint or makes specific acceptance condition on the use of £52,631.58 money.
3.2 However, Members will be aware that both Sefton Council and Business Village Partnerships have been under considerable pressure from the business sector, local residents, visitors, and the media to address the problems our town/local centres are currently facing. The Audit Commission in a recent report has already criticised the Council for the lack of planned and co-coordinated response for dealing with the impact of economic recession in town centres. Not to use the said fund for its intended purpose would open up Sefton Council for further criticism.
4.0 Proposal
4.1 It is proposed that Members:-
• Approve the allocation of £500 to each of the town/local centres as outlined in paragraph 2.3 of this report to enable those areas to be marketed and promoted during this Christmas period, and • Request a further report on those proposals highlighted in the attached Annex A that could be realistically delivered as soon as practically possible, together with their costing.
Page 122 ANNEXA No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Deliverer Costs Staff Service elsewhere Role Identified Involved 1 Community Group Space In shops Community Grants to Opening N/A Community Coventry/ groups Comm. and groups Wakefield Invite community groups to make use Groups closing might not be of a space on the shopping street premises interested (might be an empty shop) for a limited
period for whatever purpose they
want. It’s got to be interesting though. We give them a grant to facilitate it. No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Deliverer Costs Staff Role Involved elsewhere Page 123 Identified 2 The Puzzle Shop N/A Devising and Devising N/A Must not No Display in shop windows a clue in a windows installing and breach larger puzzle. To get the rest of the puzzle. Cost installing competition clues you have to visit all the other of prize. puzzle. shops. You then post your answers in. Only needs to be in the corner of an empty window. It does not require an
empty shop. Agenda Item14 (It could be simply letters from an anagram, or parts of a catchphrase, or parts of a mosaic).
Agenda Item14 No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Deliverer Costs Staff Service elsewhere Role Identified Involved 3 Waterloo has the X Factor
In shops N/A Cost of Opening and N/A No one No We use an empty shop to allow local staff and closing. enters people to enter a singing competition by equipment. Hosting the recording their entry on film in a local Prize event. shop. We then show the filmed entries Putting in the shop windows on a rolling tape by performances putting a TV screen in the window. on DVD. People can stand outside and watch Counting them selves/others and vote for the votes best. The idea could be repeated
Page 124 across other areas.
No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Deliverer Costs Staff Role Involved elsewhere Identified 4 The Sefton Grand Prix
In shops N/A Cost of Opening and N/A No one No We construct an oval scalextric track in staff and closing. enters a local shop (or other space). We allow equipment Hosting the people to enter a time trial. This could Prizes event. be for a couple of weeks. The fastest person wins a prize. There could then be a Sefton championship with the winners from all the other areas (Crosby, Bootle etc) competing.
No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Deliverer Costs Staff Service elsewhere Role Identified Involved 5 Health
Ask Sefton NHS to take a space to In shops NHS No Opening and N/A If NHS does Dewsbury promote an activity i.e. smoking closing not want to cessation. If it was healthy eating it do it could be based upon recipes using goods from local shops. No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Deliverer Costs Staff Role Involved elsewhere Identified 6 Toy Displays
1) Hornby Centre In shops Hornby None Opening and N/A H Trust No Page 125 Allow the Hornby Centre to put up a Trust closing. may not display for a couple of months, and want to do it using it to promote the Hornby Centre. The display could be trains or meccano. 2) Others. In shops Suitable None Opening and N/A Collectors No Invite collectors of Barbie/Bratz/Top collectors t closing. may not Trumps/card collectors etc to display . want to do it Agenda Item14
Agenda Item14 No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Deliverer Costs Staff Service elsewhere Role Identified Involved 7 Band/Artist Performance Rehearsal In shops N/A Cost of Opening and Youth No Space staff closing. issues. Taking No bands Use premises to allow bands etc to bookings are practice or to perform. Might have to be Hosting the interested. after 5pm. event. Complaints about the noise. Could be unplugged. No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done Page 126 Deliverer Costs Staff Role Involved elsewhere Identified 8 Cleudo/Murder Mystery In shops Need to Cost of Opening and No drama Plays have
find staff. closing. group can been put on We use an amateur dramatic group to interested Hosting the be found in shops in perform a “murder mystery” in a vacant drama event. Coventry. shop for a couple of days. People can group Leeds drop in any time and ask the characters organised the questions. At the end of their visit to the Northern shop they can make an entry as to who Ballet.. really did the crime.
No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Deliverer Costs Staff Service elsewhere Role Identified Involved
9 Craft Displays In shops Need to id Cost of Opening and N/A Might not No interested staff closing. get anyone
cake Taking wishing to We invite local shops/traders to do makers etc bookings display. demonstrations in the shop for an hour Hosting the at a time. This could be cake event. making/pizza making/ clothes making/makeup demonstration/floristry etc. No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Deliverer Costs Staff Role Involved elsewhere Identified Page 127 10 Incubation Space In shops Need to id Cost of Opening and N/A No small Chorley
very small staff. closing. traders can We use a small shop in a good location potential be found to allow small fledging traders to display traders their goods. They would staff the shop. We could also allow small traders from quieter locations to display in order to promote their wares.
Agenda Item14 Agenda Item14 No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Deliverer Costs Staff Service elsewhere Role Identified Involved 11 Mini Plaza (1)
We invite the plaza to show films in In shops The Plaza Cost of Opening Plaza might No a local empty shop. This might be staff and closing. not be better if it was a local history type . interested. film rather than a feature film. The display could be in the shop window or inside the shop.
Plaza could also display the giant film posters and cardboard displays. Page 128 No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Deliverer Costs Staff Role Involved elsewhere Identified 12 Mini Plaza (2)
The Plaza could be invited to assist In shops The Plaza and Cost of N/A If Plaza Yes local community groups to make community equipment cannot do short films about themselves, their groups. it/Community community or their area. All the groups not films could be shown on a big SMBC Possible interested screen at the front of an empty Communications role for shop. The best could be shown at staff make short Comms the Plaza for one day/week before films for the web Staff a feature film. site
No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Deliverer Costs Staff Service elsewhere Role Identified Involved 13 Sefton Youth Orchestra/Bootle Pipe
Band/Seaforth Steel Drum/Waterloo In shops Youth Cost of Opening and Bands may Yes Judo Club etc Bands etc staff closing. not be Hosting interested
event Use premises to allow bands etc to practice or to perform. Might have to be after 5pm. Might be on the street.
No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Deliverer Costs Staff Role Involved elsewhere
Page 129 Identified 14 Shop Decorators (1)
In shops Community Cost of N/A Community Croyden Decorate/paint the outside of local groups materials groups my shops (in a way that is removable). and not be Paint faces/murals/messages. Could be equipment interested done by community groups /some
landlords
might not Agenda Item14
like it
Agenda Item14
No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Deliverer Costs Staff Service elsewhere Role Identified Involved 15 Street Decorators (2)
N/A Community Cost of N/A Community Yes We invite community groups to decorate groups materials groups may public area/trees etc using a shop as and not be workshop. equipment interested.
Planning
type
concerns.
No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Page 130 Deliverer Costs Staff Role Involved elsewhere Identified 16 Halloween Workshop
In shops Community Cost of N/A Community Yes - for A craft workshop where young people groups materials groups not other reasons can bring their pumpkin to decorate/ do and interested. than colouring/make banners etc. equipment Halloween Miss the Halloween date.
No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Deliverer Costs Staff Service elsewhere Role Identified Involved 17 Art Workshops
In shops Community Cost of N/A Community Yes As above but general art work. groups materials groups not
and interested.
equipment
No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Deliverer Costs Staff Role Involved elsewhere Identified Page 131 18 Animal Displays
In shops Animal Cost of Opening and N/A Animal No Ask animal groups to bring along their and on handlers staff closing. groups may pets and animals for people to see and street Hosting not be hold. event interested
Agenda Item14
Agenda Item14
No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Deliverer Costs Staff Service elsewhere Role Identified Involved 19 Shop Window Display Classes
In shops Hugh Baird Staff costs Opening HB don’t Yes Bring professional shop display display and closing want to do it people to Waterloo. Hugh Baird students? Students do this. Let them put a shop display in a window and offer to work with all the other shops in the area offering tips on how to improve their displays.
Page 132 No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Deliverer Costs Staff Role Service elsewhere Identified Involved 20 Photographer
In shops Photographer, Cost of Opening Photographer No Let someone (not a professional and on does not need photographer and not found photographer) take photos of local street to be and closing. people who come into the shop who professional equipment/ want their picture taken. The photos materials could then be displayed on a giant TV screen in the shop window on a rolling basis. People might stand outside waiting for their picture. Photos could be serious/fun/group/individual.
No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Deliverer Costs Staff Service elsewhere Role Identified Involved Deliverer Identified 21 The Iron Man on Tour/ Tea with
an Iron Man In shops N/A Staff costs Opening Iron man No and closing cannot be We put one of the Iron Men not Camera sourced. A. used on Crosby Beach (some were equipment Taking Gormley removed some time ago) into an photographs does not empty shop and you can have your agree photo taken with it.
We take the Iron Man to other areas Page 133 for the same purpose. There must be people who cannot access Crosby beach to get close to an Iron Man, this would be their chance. Perhaps you could have tea in the shop with the Iron Man.
No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Deliverer Costs Staff Role Involved elsewhere Agenda Item14 Identified 22 Pantomime
In shops, Youth/amateur Staff costs Opening Theatre No Invite Sefton Youth Theatre to outside theatre groups and closing groups don’t perform sections of famous pantos shops want to be in shops or shop windows. Hosting the involved event
Agenda Item14
No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Deliverer Costs Staff Service elsewhere Role Identified Involved 23 Farmers Market/Fairtrade event In Shops Market Staff costs Setting N/A Traders not Lincoln Traders up/opening interested
and closing
No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Deliverer Costs Staff role Involved elsewhere
Page 134 Identified 24 Wii Ten Pin Bowling
In and N/A Staff costs Setting Will the No We could put a large screen in a outside and up/opening N/A equipment shop window that is linked to a Wii shops equipment and closing. work through computer player. And use the Hosting shop window remotes outside in the street to play glass computer games such as ten pin bowling/tennis/baseball/etc
No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Deliverer Costs Staff Service elsewhere Role Identified Involved 25 Training Provider Displays In Shops
Hugh Baird Staff costs Opening HB don’t Yes Ask Hugh Baird and others to put on display and closing want to do it a display of what they offer as a students? showcase of their provision in order to increase the participation in the training.
No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Page 135 Deliverer Costs Staff role Involved elsewhere Identified 26 School Enterprise Worksop
Inside Schools Staff costs Opening N/A Schools may No To take a shop for a short period to shops and closing not want to allow local schools to display and do it sell the things they have made in
their enterprise activities. It could be turned into an extension of their studies. Agenda Item14
Agenda Item14
No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Deliverer Costs Staff Se rvice elsewhere Role Identified Involved 27 Fashion Show In Shops
Hugh Baird Staff costs Opening HB don’t Yes To take a shop for a short period to display and closing want to do it allow local college students to put on students? a fashion show displaying their designs. Could also be used in some neighbourhoods to promote participation in training.
Page 136 No Idea/Suggestion Location Potential SMBC SMBC Arts Risks Done
Deliverer Costs Staff role Involved elsewhere Identified 28 Area Committee Meetings A suitable
Inside SMBC Staff costs Opening N/A shop may No Hold committee meetings inside a shops and closing not be found. local shop. and hosting Public access issues.
No Idea/Suggestion Location Deliverer SMBC SMBC Arts Risks Done elsewhere
Identified Costs Staff Service Role Involved 29 Films about shops In shops Cost of N/A Can No equipment appropriate
technical Provide funding to support local support be business communities to make Possible found? short films about themselves role for and their trading area. All the Comms films could be shown on a big Staff screen at the front of an empty shop. The best could be shown at the Plaza for one day/week before a feature film. No Idea/Suggestion Location SMBC Arts Risks Done elsewhere
Page 137 Staff role Involved
30 Secret Art Galleries
In shops None N/A Might not Morecambe/Oswestry Use the windows of empty find suitable shops to display art works artist (Lincoln –schools) although schools and others could display. Agenda Item14
Agenda Item14
No Idea/Suggestion Location Deliverer SMBC SMBC Arts Service Risks Done
Identified Costs Staff Involved elsewhere Role 31 Guerrilla Galleries In shops Cost of Opening Bristol equipment and Renting a unit for a short period to closing stage a graffiti art exhibition. Staff costs and hosting
No Idea/Suggestion Location SMBC Arts Risks Done
Staff role Involved elsewhere Cost of Opening 32 Community Museum equipment and Might not No closing find suitable
Page 138 In shops Staff costs and displays A short term museum with the hosting contents changing monthly, rotating
exhibitions are based entirely on
community submissions.
No Idea/Suggestion Location SMBC Arts Risks Done
Staff role Involved elsewhere Cost of Opening 33 Promotional posters In shops posters and N/A No closing Display of poster promoting the town and its services in shop windows.
Agenda Item 15
REPORT TO: Cabinet
DATE: 29 th October 2009
SUBJECT: Liverpool City Region Employment Strategy (Ces) Funding Opportunities
WARDS AFFECTED: All Wards
REPORT OF: Andy Wallis, Planning and Economic Regeneration Director
CONTACT OFFICER: Claire Maguire, Employment And Skills Manager Ext 2684
EXEMPT/ No CONFIDENTIAL:
PURPOSE/SUMMARY: i) To provide members with an update of a range of Sefton based activities linked to the Liverpool city region City Employment strategy ii) To note progress made on the acquisition of funding through CES to support additional activities related to tackling worklessness and child poverty for the benefit of Sefton residents and businesses
REASON WHY DECISION REQUIRED:
To advise members of resources available for tackling unemployment and responding to the recession through the CES.
RECOMMENDATION(S):
That members:
(i) Note the contents of this report
(ii) Accept the contracts for the resources described in the report.
KEY DECISION: Yes
FORWARD PLAN: No – Rule 15 Form submitted to the Chair of the Overview and Scrutiny Committee (Performance and Corporate Services)
IMPLEMENTATION DATE: Immediately following expiry of the call-in period.
Page 139 Agenda Item 15
ALTERNATIVE OPTIONS: N/A
IMPLICATIONS:
Budget/Policy Framework: There are no direct financial implications arising from this report, as all funds are external to the Council’s overall core budget and are sufficient to cover expenditure related to delivery and any associated exit costs (including redundancy costs) at the end of the projects.
The Employment & Skills team located within Planning and Regeneration Department is responsible for constructing the delivery of the Sefton Employment & Skills Strategy, which aims to deliver actions to contribute to Sefton’s LAA targets, principally NI 153, NI 116, NI 163 and NI 164.
Financial: The total offer of funding outlined in the report is £2,345,705 with £1,529,372 being received in 2009/10 and £816,333 in 2010/11. This is provided under the specific conditions for each funding stream and will be conditional on being utilised for the purposes set out in these conditions. This funding and any associated expenditure related to it sits outside of the Councils revenue budgets and as such will have no direct financial implication on the Councils budgets. Matched funding for the ERDF and ESF schemes will be provided from the Working Neighbourhoods Fund ( Integrated Job Brokerage) allocation. 2009/ 2010/ 2010 2011 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 How will the service be funded post expiry? Future CES funding will be sought, although redundancy provision for staff has been made.
Page 140 Agenda Item 15
Legal: Legal Services have been consulted on the terms and conditions of contracts Risk Assessment: There are terms and conditions attached to each offer of funding. It is expected that these terms and conditions can be complied with, however not meeting these may put the funding at risk.
Asset Management: N/a
CONSULTATION UNDERTAKEN/VIEWS
HR: HR Director has been consulted on delivery arrangements for Future Jobs and on other projects which could carry staffing implications.
FD 194 - The Finance and Information Services Director has been consulted and his comments have been incorporated into this report .
CORPORATE OBJECTIVE MONITORING:
Corporate Positive Neutral Negative Objective Impact Impact Impact 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 and ü Strengthening local Democracy 8 Children and Young People ü
LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT
Cabinet Member for Regeneration Report August 2009 on Future Jobs Fund
Page 141 Agenda Item 15
1. Background
1.1 The Liverpool City Region Employment Strategy is a new approach to the planning and delivery of worklessness and skills services across the city region, and is supported by all Merseyside Chief Executives. A sub-regional CES Board has been established with Local Authorities Director of Planning and Regeneration) providing the appropriate officer representation for Sefton.
1.2 The City Employment Strategy identifies key priorities across the wider city region to tackle worklessness and improve income levels for both working and workless families. A range of funding opportunities has been secured to enable activities to be developed and delivered either across the whole city region, or within specific areas to test out a selection of projects and programmes to inform future policy and delivery arrangements.
1.3 Within the CES portfolio of projects, there are four specific funding opportunities which have the potential to positively impact on Sefton, particularly in the current economic climate. These include Future Jobs Fund, Action Area 4.2 ERDF, Tackling Hidden Disadvantage (ESF), and the SME Pilot.
2. CES Projects and Contracts
Members are asked to note the following contracts which have been successfully won through the City Employment strategy pathfinder by Sefton MBC Employment and Skills team ( PERD)
Project Funding Total Output Summary Contract Source contract Period value Future Jobs Department £690895 ( in 107 jobs phase 1 Phase 1 – until Fund of Work and phase 1) March 2010 Pensions Phase 2 – 153 jobs phase 2 Until March 2011 Sefton ERDF 4.2 £1,036,467 850 Businesses assisted Until end Employer 150 business receiving December 2010 Liaison intermediate support Support 375 individuals assisted into employment 125 Individuals gaining employment 6 months after an intervention 90 individuals remaining in employment after 6 months
Tackling Pathfinder £322,050 150 starts Until December Hidden Enabling 50 jobs 2010 Disadvantage Programme (European Social Fund )
Page 142 Agenda Item 15
SME shared Pathfinder £296293 60 companies receiving Until end service pilot Enabling support December 2010 Programme (European Social Fund)
3. Future Jobs Fund
3.1 A previous cabinet report (August 2009) entitled Future Jobs outlined the CES approach to bidding for these new Government resources.
3.2 A city sub regional bid was submitted to DWP on 30 th June, signed off by Councillor Round from Knowsley MBC under delegated authority given via the Liverpool City Regional Cabinet at its meeting in early June 2009. This bid was successful resulting in an initial contract of £16,687,010 to support 2,570 placements over the first six- month period.
3.3 The Sefton allocation for the first 6 months is 107 starts with a total allocation of £690,895 commencing 1 st October 2009 to 31 st March 2010. It is anticipated that the contract will be extended after this period subject to satisfactory performance.
3.4 The Future Jobs Fund forms part of the government’s Young Persons’ Guarantee and therefore must demonstrate a community benefit, with the creation of a job that does not already exist being offered to unemployed benefits claimants. Much work has been undertaken with officers and key partners within the borough to identify an appropriate delivery mechanism to delivery this new national initiative. Detailed discussions are taking place with Sefton CVS to provide the lead in the contracting and performance management of Future Jobs across the VCF sectors within Sefton. It is anticipated that other Future Jobs created in the public sector will be directly managed by PERD Employment & Skills Team and Sefton@work .
3.5 Much groundwork has been undertaken to identify appropriate opportunities across Sefton in order to deliver the first 107 Jobs for local residents.
4. Action Area 4.2 ERDF
4.1 Through a joint CES bid directly to the NWDA, ERDF resources have been secured for Sefton equating to a grant of £466,410 to March 2011. This funding will be utilised to support a number of staff from business facing team within PERD, as well as key staff with Sefton@work . This will support over 800 local businesses, by providing information and advice, and give over 500 of these businesses more in depth support relating to access to funding, recruitment, workforce advice and skills development. Matched funding to this grant is being funded from the Working Neighbourhoods Fund (Integrated Job Brokerage) allocation.
4.2 Specifically, this resource will help to support the team within Sefton@work that have led on the recent recruitment programme for Tesco in Litherland, and Asda in Bootle, demonstrating the added value that Sefton MBC can bring ensuring local people benefit from job creation and job growth occurring locally.
Page 143 Agenda Item 15
5. Tackling Hidden Disadvantage
5.1 Additional ESF resources have been secured through CES to provide additional Information, Advice & Guidance activity in areas of Sefton that are seeing significant percentage increases in the volume of worklessness. The ESF funding secured for Sefton equates to £161,165 which will be contracted out to Sefton CVS to continue important IAG through the Workzone project, which has been established in the Southport area and provide an important additional service to mainstream activity such as Jobcentre Plus. Matched funding to this grant is being funded from the Working Neighbourhoods Fund (Integrated Job Brokerage) allocation.
5.2 The acceptance of this contract will ensure that in excess of 150 individuals will receive support, with over 50 moving into employment. The funding will also provide additional resources to support individuals in accessing training, travel, childcare, tools, clothing and equipment support to take up both training and education.
6. SME Pilot
6.1 Funding has been secured through NWDA and ESF resources allocated to the CES to pilot a new approach to working directly with SMEs in the borough. The aim is to improve the health and wellbeing of employees to aid with retention and long term sustainability of the businesses. Advice to businesses relate to the development of a range of policies linked to HR and recruitment including support in accessing occupational health services, smoking cessation and other health related initiatives. It will help businesses to develop policies to maintain a health and productive workforce. Matched funding to this grant is being funded from the Working Neighbourhoods Fund (Integrated Job Brokerage) allocation.
6.2 The project will also aim to capture any vacancies from these local businesses, and wherever possible, fill these from individuals seeking work through Sefton@work and other partner agencies. The project will run the Sefton@works Employer Liaison team, and ties in with both the ERDF project and mainstream IAG services. The results of this pilot will help to identify successful service offers that could potentially be rolled out across the wider city region. Organisations successfully engaging in this project will benefit by receiving funding towards Sefton Chamber fees. This will provide not only additional networking opportunities for local businesses, but provide an ongoing level of support through the services offered via the Chamber. It will also provide an additional membership revenue stream for the Chamber, important in the current economic climate.
7. The Impact of these contracts - Responding to the Recession
7.1 These additional funds demonstrate how resources are being channelled to not only address the needs of jobseekers and workless households in Sefton, but also to businesses that could benefit from additional support and workforce skills development in the current economic climate.
7.2 Non acceptance of these contracts will result in lost opportunities to Sefton, as resources will be reallocated across the wider city region. These lost opportunities could include loss of jobs, loss of resources targeted at deprived areas and lack of support for local companies in improving business processes and procedures, reducing the impact of the ‘service offer’ to workless Sefton residents actively
Page 144 Agenda Item 15
seeking employment. These external resources have been competitively bid, and won, for Sefton, and in this current economic climate, demand for services is higher than ever.
7.3 It is therefore requested that these contracts be formally accepted in order to implement services across the borough. In the case of the Future Jobs Fund contract offer, members should note that the initial contract of 6 months will be extended to cover the full 18 month period as outlined in the bid to March 2011.
7.4 Provision has been made to cover any ongoing costs related to exit costs (including redundancy payments which may be payable to staff) should the projects come to an end. This would be funded through a specific contingency budget identified within the single employment programme, to be drawn down in the event of termination of contracts or funding expiry. There will be no ongoing revenue implications for the Council of non-staffing related items as all expenditure will be picked up from the external sources outlined.
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Page 146 Agenda Item 16
REPORT TO: Cabinet Member for Regeneration Cabinet
DATE: 28 th October 2009 29 th October 2009
SUBJECT: Empty Property Strategy (Housing)
WARDS AFFECTED: Borough Wide
REPORT OF: Alan Lunt - Housing Market Renewal Director
CONTACT OFFICER: Neil Davies - Strategy Manager – 0151 934 4837 Robert Cannon – Environmental Health Manager – 0151 934 4517 EXEMPT/ CONFIDENTIAL: No
PURPOSE/SUMMARY:
To seek approval to a new Empty Property Strategy (Housing)
REASON WHY DECISION REQUIRED:
This is a new Policy, and the Housing Market Renewal Director has no delegated authority to approve such a policy
RECOMMENDATION(S):
That Cabinet Member note and Cabinet approve the new Empty Property Strategy (Housing), attached to this report
KEY DECISION: Yes
FORWARD PLAN: Yes
IMPLEMENTATION DATE: Following expiry of the call-in period for the minutes of the meeting
Page 147 Agenda Item 16
ALTERNATIVE OPTIONS: Cabinet approved a new Borough Housing Strategy at its meeting on the 1 st of October 2009. This contained an Action Plan with 38 separate Actions. This included an Action (33) to “Review Sefton Council’s Empty Homes Strategy”. Therefore the Council is committed to this and there is no other relevant option
IMPLICATIONS:
Budget/Policy Framework: There are no immediate Budget implications arising from this report. This is a new Policy, which would replace the existing Empty Property Strategy approved in 1998. This Policy is a sub-strategy, which fits with the new Borough Housing Strategy, and Private Sector Housing Strategy
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:
Many of the enforcement actions proposed in this Policy would require the Council to utilise its existing legal powers.
Risk Assessment:
The Audit Commission undertook an Inspection of Strategic Housing Services in 2008. Their report (July 2008) stated “…. the ten year old Empty Homes Strategy is out of date”. Therefore, unless it is updated the Council risks further Audit Commission criticism in the future.
Page 148 Agenda Item 16
Asset Management: N/A
CONSULTATION UNDERTAKEN/VIEWS - Consultation with the Director of Environmental Protection, Executive Director for Health and Social Care, and Cabinet Member Regeneration - Consultation with HMR RSL partners who participate as practitioners in the Delapidated Buildings Group - When the consultation about the Private Sector Housing Strategy was undertaken, 80% of respondents favoured the Council taking a ‘risk-assessment’ approach to empty homes. 60% also favoured the Council working with partner agencies, and helping them to acquire and refurbish empty properties. - The Private Sector Housing Strategy was the subject of an extensive consultation with the Area Committees, and public via the consultation finder facility on the Council’s web site. This strategy and consultation covered the principles of this Empty Property Strategy, and was conducted between November 2008 and February 2009. Overview and Scrutiny Committee (Regeneration and Environment) were also consulted.
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 Borough Housing Strategy, approved October 1 st 2009 Private Sector Housing Strategy, approved April 2009 Audit Commission, Strategic Housing Inspection Report, July 2008
Page 149 Agenda Item 16
1.0 BACKGROUND
1.1 The Audit Commission’s report of July 2008, following their inspection of Sefton’s Strategic Housing Services, found that: the Council’s approach to empty properties (dwellings) outside of the Housing Market Renewal Area was unclear. The existing, ten year old empty property strategy is now outdated and is not relevant to current activity or policy.
1.2 The Council has responded to the Audit Commission’s report by developing an Action Plan of activities. This included a commitment to review and renew the Council’s Empty Property Strategy. This Action Plan has been developed further and incorporated into the new Borough Housing Strategy. Both the Action Plan and the Housing Strategy have previously been approved by Cabinet. Both contain a commitment to introduce a new Empty Property Strategy.
1.3 Clearly, the Audit Commission will require auditable evidence that the Council has fulfilled this Action as part of any future inspection of Sefton’s Strategic Housing Services, and possibly as part of the Corporate Area Assessment process.
2.0 SUMMARY
2.1 The existing Empty Property Strategy was approved in 1998. Since then housing market conditions have changed, new legislation has been introduced (primarily the 2004 Housing Act) and good practice among Local Authorities has moved on. Hence, the Council’s Strategy needs to be updated.
2.2 The Strategy provides a current ‘snapshot’ of the level of empty homes. The Strategy proposes that future actions and intervention should focus on longer-term void property, that is, those that have been empty for more than 6 months. The Strategy shows trends in the level of such properties over recent years. This shows Sefton has a relatively, slightly higher level of vacant properties, with the greatest concentrations in the HMRI area, followed by Dukes-Cambridge wards in Southport.
2.3 Empty properties can be a source of nuisance to residents, and can undermine a local housing market. Empty homes are a wasted resource, particularly in a borough with a high level of housing need. For the first time, the strategy proposes that intervention and action is based upon a ‘risk assessment’ approach. Officers would categorise long-term empty properties into one of four Categories based on a set of criteria; with the most problematic properties in Category A. Officers would further refine the risk analysis for properties in Categories A and B to further prioritise actions. Given limited resources available within the Strategic Housing services, this will help ensure attention is given where it is most needed.
2.4 The Strategy proposes that, wherever possible, officers work with the owners of empty properties. However, where owners are unwilling or unable to act, the Strategy sets out a number of Enforcement Actions, which will be considered and the most appropriate taken. The Strategy recognises that if the Council is to intervene and take actions, it will require an adequately resourced service delivery. Every effort will be made to maximise the level of staff resources, though this may depend upon the outcome of a future re-organisation of Strategic Housing Services, and the Council’s wider Budget Review. Future implementation will also require a number of procedures and new practices to be developed by officers.
Page 150 Agenda Item 16
SEFTON METROPOLITAN BOROUGH COUNCIL EMPTY PROPERTY STRATEGY 2009-2012
1) Introduction
2) The Challenge
3) Empty Homes In Sefton
4) Links to other Strategies
5) Strategy Objectives
6) Sefton’s Approach • Preventative Action • Risk Assessment • Enforcement Actions
7) Service Delivery
Page 151 Agenda Item 16
1. INTRODUCTION
This document outlines Sefton Council’s recognition of the problems associated with empty privately owned residential properties, having particular regard to the current housing market within Sefton, and asserts the Council’s continued commitment to return such properties to occupation.
Sefton has long experienced difficulties within it’s housing markets. As a result, it was declared part of the Newheartlands Housing Market Renewal initiative in 2003, which aims to tackle the oversupply of obsolete and low demand housing within the south of the borough. However, the housing market dysfunction demonstrated within Sefton can be traced back to the late 1960’s and early 1970’s when families began to move to more suburban areas, leaving the inner areas of Bootle in particular, far less popular than before. Areas in Southport have become more unpopular recently, due to the large number of poor quality larger properties that are split into flats and the transient nature of the seasonal workforce who work during the summer months but who leave during winter-time.
Sefton has a long history of working effectively with private sector and RSL partners to bring empty residential properties back into use. For example, during 1996, the Council worked with partner RSLs and private owners to reduce the high number of vacant properties in Linacre Ward. The Council were presented with the Most Innovative Empty Property Strategy in 1998 by the Empty Homes Agency.
Since 2003, the housing market nationally and locally has experienced a boom, but like most parts of the country Sefton is suffering the impact of the recession and housing market slow down that has been experienced since 2008. It is still too early to judge whether this has had any significant impact on the levels of empty properties, but the Council is taking the opportunity to reconsider its strategy for addressing such properties.
This Empty Homes Strategy is a key document that supports the delivery of renewal and regeneration within the Borough and underpins both the Private Sector Housing Strategy and the overarching Housing Strategy.
2. THE CHALLENGE
The direct problems associated with empty properties have been widely publicised in recent years. The impact of empty properties can vary by degree but, where they are most problematic, can have a deleterious effect on an area and in particular can:
• Attract vandalism with associated arson attacks • attract illegal dumping of refuse with associated vermin infestation • attract anti social activities such as drug and solvent abuse • accelerate the deterioration of the building and adjoining properties • accelerate abandonment of other properties • reduce the attractiveness of the area and discourage new residents • have a negative impact on property values • represent a wasted housing asset • result in a loss of Council Tax income to the Council.
Page 152 Agenda Item 16
The overall effect of these factors can be to reduce the confidence, pride and popularity of an area and have a resultant negative financial and environmental impact on property and property values. The Council aims to reduce the number of empty homes by responding to the concerns from local residents, providing advice and support to the owners of such properties who intend to bring their homes back into use, and take enforcement action when owners are unwilling to act.
Sefton has a large identified housing need, and in this context a high number of empty homes represents the loss of valuable housing assets. The Strategic Housing Market Assessment (SHMA) conducted in 2008, identified a clear and significant unmet housing need, which, together with the limited availability of building land, makes it vital that all available existing housing is utilised.
Targeting empty homes is essential to preventing housing market failure and ensuring communities are sustainable in the future. Highly visible empty homes can create an aura of insecurity in an area and by bringing them back into use can contribute to the feeling of safety and well being in that community.
3. EMPTY HOMES IN SEFTON
The total number of dwellings in Sefton is 124,479 of which 6965 (5.6%) are empty at any one time. The Sefton Housing Strategy Statistical Appendix for 2009 indicates that there are 3227 dwellings (excluding properties awaiting demolition) of the 6965 figure, which have been empty for more than six months (long term voids). This figure of 3227 represents 2.6% of the total housing stock. This compares to the national average of 1.31% and the North West average of 1.99%.
However, a greater part of the problem revolves around the concentration of empty properties within specific areas, particularly where this coincides with known issues of anti social behaviour. The 2008 Housing Stock Condition Survey reveals that empty dwellings were concentrated into two main areas; the Housing Market Renewal area comprising 967 long term vacants (30% of the total) and the Dukes/ Cambridge wards in Southport comprising 350 long term vacants (12.5%)
Officers continue to monitor the levels of vacant properties across the borough, particularly the level of long-term vacant properties. Council Tax data is utilised on a six monthly basis (April and October) that also provides some trend data. This is analysed in a Housing Market Report that shows the data for the borough as well as at Local Area committee level.
Long-Term Vacant properties The diagrams below show the levels of long-term vacant properties across the borough have increased slightly from 2.2% to 2.6%, between April 2005 and October 2008. Most areas display levels of long-term voids, and patterns in change of levels, similar to the borough level, though Formby and Sefton East parishes are significantly below the borough level. In these cases there is little difference between total long-term void levels and private sector long-term voids.
There are two areas displaying clearly different patterns: In Linacre & Derby over the same period, total long-term voids have fallen from 5.1% to 4.0%, and private sector long-term voids are higher but have also shown a fall from 6.5% to 5.5%. In St Oswald & Netherton &
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Orrell whilst the level of voids tracks roughly the borough level until April 2007, this drops off to just 1.4% by October 2008.
As set out above, long-term vacant properties are those that have been empty for more than 6 months. Hence, for properties to be recorded as such in April, they would have had to be vacant from at least October 2008. This may still be a date too early to assess whether there has been any impact from the recession and housing market downturn resulting in repossessions, which in turn could lead to increases in long term vacant homes.
Figure 1 – % All Long-Term Voids – April 2005 to April 2009
6.0
5.0 Crosby Formby
4.0 Linacre & Derby Litherland & Ford 3.0 Sefton East Parishes Southport
2.0 St Osw ald & Netherton & Orrell Sefton HMRI Area 1.0 Sefton
0.0 Apr-05 Oct-05 Apr-06 Oct-06 Apr-07 Oct-07 Apr-08 Oct-08 Apr-09
Figure 2 – % Private Sector Long-Term Voids – April 2009
8.0
7.0 Crosby
6.0 Formby
Linacre & Derby 5.0 Litherland & Ford 4.0 Sefton East Parishes Southport 3.0 St Osw ald & Netherton & Orrell 2.0 Sefton HMRI Area
Sefton 1.0
0.0 Apr-05 Oct-05 Apr-06 Oct-06 Apr-07 Oct-07 Apr-08 Oct-08 Apr-09
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The Council’s Neighbourhood Planning Unit can identify specific smaller areas where there are high levels of ‘Crime and fly tipping and associated activity that need addressing. A key feature of these smaller areas is the number of empty homes, which can give rise to or attract, the crime and grime problems. A small pilot project was undertaken in the Knowsley/Peel Rd area with some success in reducing the impact of such properties by;
• Co-ordinating the activities of the Council and neighbourhood RSL partners • Persuading vacant property owners to make their properties fit for occupation • Uniform specification for securing vacant properties instigated by the Council
The experience from that project has been used to develop the approach across the remainder of the HMRI area (which includes the Linacre& Derby area).
4. LINKS TO OTHER STRATEGIES:
This strategy is a sub strategy of the Private Sector Housing strategy, adopted by the Council in April 2009. This sets out and describes the links with National, Regional and local policies and strategies
Sefton’s Sustainable Community Strategy
This Strategy: ‘A Vision for Sefton’ demonstrates Sefton’s commitment to work in partnership to improve the quality of life for everyone residing in the borough. Its main objective is to; “ make Sefton a great place in which to live, work, learn visit and do business”.
Empty homes have a significant impact on these Aims. People, especially elderly residents, living in close proximity to empty homes can feel afraid and apprehensive of the future of their community. They want to see action to reduce the negative affect such properties can wield. In addition the problems of vandalism and vermin infestation can have a serious impact on both the mental and physical health of residents. In some instances empty properties can be a beacon for criminal activity, drugs, substance abuse and stolen property and also attract younger residents within the sphere of criminal activity. Such properties will stifle housing market sales in specific areas. By promoting effective action to reduce the levels of voids the policy will have a positive impact on the viability of both the housing market and local economy.
Corporate Housing Strategy
The Housing Strategy details the Council’s approach to housing as an enabler, and links directly to the Community Strategy. The Strategy outlines a number of Strategic Priorities:
Strategic Housing Priority 1 To provide affordable and sustainable homes in neighbourhoods where people want to live.
Strategic Housing Priority 2 To enable people to live at home independently and improve their health
Strategic Housing Priority 3 To deliver and sustain a balanced housing market
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Strategic Housing Priority 4 To ensure equal access to housing and services
By taking action to reduce the number of empty properties in the Borough, we will help achieve these Strategic Housing Priorities in the following ways:
• To Meet the Housing Needs of all Sefton’s Residents by maximising the availability and use of existing housing by minimising the number of long term vacant houses
• To Develop and Empower Local People to Play an Active Role in their Communities. By working together with the local community the Council will seek to remove the blight caused by such properties
• To Ensure an Adequate Supply of Affordable Housing by ensuring that long term properties are brought back into use to satisfy the first time buyer market and /or accredited rental accommodation
• Work to Create Communities that are Safe from Crime and Fear of Crime, and are Safe Places to Live by reducing the numbers and concentrations of such properties, which are targets for environmental problems, and criminal activity, which add to feelings of insecurity and uncertainty.
Comprehensive Area Assessment
The Comprehensive Area Assessment requires Local Authorities to report on their performance across a number of indicators. Many measure the satisfaction of residents with the quality of the where they live. Hence the level of problematic empty homes may have a detrimental effect on their perceptions.
5. STRATEGIC OBJECTIVES.
Sefton Council recognises the problems created by empty residential properties and remains committed to working with owners to bring such properties back into use. Whilst co-operation and dialogue will always be the preferred approach, where owners are unwilling or unable to work with the Council, or have abandoned the property and cannot be traced, the Council will use the full range of enforcement powers available within the resources it has available.
In particular, the main objectives are to: -
• Minimise the immediate impact of individual empty properties on the local area
• Increase the availability of good quality housing accommodation by returning empty residential properties into use.
• Remove the blight of long-term empty properties by focussing on the worst properties in the Borough.
• Endeavour to intervene at an early stage to prevent higher risk long-term empty properties deteriorating to a state where they are causing blight and having a negative impact on the local area.
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• Promote the restoration to residential use of under-utilised accommodation space over shops
• To work with various partner agencies to tackle anti social behaviour by reducing the number of vacant properties
6. SEFTON’S APPROACH
The Council has developed an approach in recent years that directly reflect the main objectives. In particular, officers take a proactive stance to identifying, categorising and dealing with empty properties at an early stage, but remain committed to focussing efforts on the worst properties in the Borough. To enable the normal market process to continue, and maximise the impact officers have, the policy only addresses empty properties that are long- term and high risk. Although every effort is made to work with owners to agree a solution, in extreme cases where owners are non co-operative, properties will be subject to a variety of enforcement actions which could result in the properties being available for purchase by preferred partners or sold on the open market, subject to a comprehensive building license agreement to ensure the property is renovated and reoccupied. This approach is shown in detail in the summarised procedure document ‘Empty Property Strategy in Practice’.
Preventative Action
The Council wishes to take the necessary action to prevent vacant properties remaining vacant longer than necessary. The Council has an enabling role in working with owners of vacant dwellings to ensure such properties become occupied in the shortest time possible and this will be easier when owners are willing to work in co-operation. The Council will use persuasion and encouragement to assist owners to bring their empty homes back into use. This will include
1) Identifying Properties. It will be essential for accurate baseline information to be collected and updated in the form of a register of Empty properties. This will be done with the assistance of Council Tax information plus local information from the public, neighbourhood partners and Council Officers. Information would also be available for the general public to inform the Council of the presence of an empty property
2) Advice/assistance. Once identified the owners of empty homes must be provided with advice and assistance as is appropriate by the Council’s Officers. This would include information on rights and responsibilities, signposting to letting agencies or information on improvement or disrepair.
3) The Provision of Rent Deposit Bond schemes Rent Deposit schemes can be targeted and provide an alternative option for an owner. This would assist the owner by providing a deposit for an intending tenant thus allowing the property to be occupied. This also assists the Council in meeting identified housing needs within the borough The Council is also investigating the potential for extending it’s ‘Homesearch’, Choice Based Letting scheme in future to offer suitable private rented accommodation to households registered with the service.
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4) Landlord Accreditation/Landlord Forum. The Council’s Private Sector Housing Strategy contains Actions to develop an Accreditation Scheme and Landlord Forum. Such schemes will provide a platform for improved communication between the Council and private landlords. The accreditation schemes will endorse the better landlords who have ensured that their properties have achieved the approved standards. Inexperienced landlords would be able to access the system of advice and assistance, which would help to reduce empty homes. In future the Council may look to work with accredited Landlords who wish to acquire empty properties
5) Neighbourhood Partners. A number of Registered Social Landlords (RSL’s) are working with the Council’s Housing Market Renewal team as Neighbourhood partners. The RSL’s have access to resources, which can be used for the acquisition of empty properties, which will be improved, either for sale or for rent.
Risk Assessment
The Council will wish to ensure that it focuses its limited resources and attention on the most problematic empty properties. To assist with this approach the Council will use a 2-stage process to identify the most high risk empty properties. Firstly each empty property will be placed into one of four broad categories, then those in the high risk categories will then be scored using a new scoring system, to identify those empty properties at greatest risk.
The Council will initially begin to develop a database of all long-term vacant dwellings within the borough. Officers will then focus on those areas, which the recent Stock Condition Survey has indicated had the greatest concentrations of long-term vacant properties, for instance, the Housing Market Renewal area and Dukes/Cambridge wards in Southport. All such properties within these specific areas (or sub areas within them) will be surveyed, documented and categorised into one of the four categories below. The main focus of the policy and procedures will be on Category A properties, though some category B properties, which are problematic, will be targeted too.
This approach does not preclude the Council taking appropriate action outside the geographic areas mentioned above, for properties which would be classified in Category A and B.
Stage 1 In determining the categorisation of properties officers will concentrate on the following principle factors:
1) Length of Time the property has been vacant 2) If the property is in a Prominent Location 3) Condition of the property 4) The Impact the property has on the Neighbourhood and Environment
Officers will judge the severity of the problems associated with each factor, and place a property into one of the following Categories.
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CATEGORY A. A property which is judged to be in a seriously dilapidated/derelict/structurally unstable condition, which has been having a major detrimental impact on the neighbourhood for a long time, and is in a very prominent location.
CATEGORY B. A property which is judged to be in a very poor condition or is ruinous/dilapidated, which has been having a seriously detrimental to the amenity of the neighbourhood for a considerable time, and is in a prominent location.
CATEGORY C. A property judged to be in a poor condition but not generally deemed to be ruinous /dilapidated nor seriously detrimental to the amenity of the neighbourhood, and is in a less prominent location.
CATEGORY D. A property that is judged to be in a reasonable condition though vacant, nor is it seriously detrimental to the amenity of the neighbourhood, and is in a less prominent location.
Stage 2
The categorisation process can be further refined so that priority can be given to the worst properties within any given category, but mainly those in Categories A & B. This will be based on such factors as property type, ownership, location, other vacant properties in the same location, the amount of time vacant and levels of crime and Anti Social behaviour in the area. This refinement will be based on the Weighting Matrix system of assessment, set out below
Empty Homes Weighting Matrix Address Initial Visit
Criteria Type Score
Property Type Detached/Flat 5 Semi Detached 10 Terraced 15
Ownership RSL 10 Private Ownership 10
Location Not Prominent Site 5 Prominent Site (Main RD) 10 Regeneration Area 15
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Other Voids In None 0 Area 1 Other empty house in adjoining terrace or two other 5 empty houses in same street 2 or more empty houses in same terrace or 3 empty 10 houses in same street 3 or more empty houses in same terrace or 4 or more 15 empty homes in same street
Time vacant Less than 6 months 0 6-12 Months 5 12-24 Months 10 More than 24 months 15
Property Marketed or Managed carefully 0 Standard Not Managed 20
Crime and ASB High 20 Medium 10 Low 5
Officer …………………………………………..
Enforcement Action
While it is the Council’s primary aim is to work with and encourage owners of vacant properties, the Council recognises the need for Enforcement action in those cases where the owner refuses to cooperate or meet their legal obligations. Sefton Council has developed an enforcement toolkit, which it will use to reduce the numbers of Empty Homes.
The types of Enforcement actions that the Council will include in the toolkit are;
1) Tracing and identifying owners Using local knowledge, Council Tax and Land Registry. This will be necessary to ensure correct advice/assistance is targeted at the legal owners. It is also necessary to ensure that any formal action is instigated correctly, work in default is carried out and debt recovery is pursued.
2) Enforced Sales Procedure. The Law of Property Act 1925 gives the Council the statutory power to recover costs it has incurred in undertaking works in default by forcing the sale of the property to an organisation committed to ensuring that it is improved and occupied.
3) Empty Dwelling Management Orders. The Housing act 2004 introduced this power, which allows councils to secure occupation of a long-term empty property and take over its management control. Such an action requires the approval of a Residential Property Tribunal. Sefton Council and other Merseyside
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Councils have entered into an arrangement with a local Residential Social Landlord to manage such properties on behalf of the Council.
4) Compulsory Purchase Orders. This power can be used for the acquisition of properties without the agreement of the owner. The power can be used if the property is required
I. To meet local housing needs II. If it has a detrimental affect on an area III. If it is part of a wider redevelopment programme
An application to the Secretary of State must show that all other reasonable steps have been taken to address the issue. It is regarded as being the ultimate sanction. If the Council successfully secures the CPO it will need to transfer the property to a preferred partner who will carry out the required refurbishment. The Council must ensure that the property is used to meet local housing needs.
The Council will also have a wide range of other legal remedies to help control empty properties and these are;
I. Prevention of Damage by Pests Act 1949. This can be used to require the owners of land to deal with and remove any vermin infestation and to ensure that all waste which may provide food and/or harbourage is removed
II. Building Act 1984. Sections 76-79 gives Local Authorities the power to carry out works to or demolish properties, which are in a dangerous or potentially, dangerous condition or are ruinous and dilapidated and seriously detrimental to the amenity of a neighbourhood.
III. Environmental Protection Act 1990 Sections 79-82. This gives the Local Authority the power to take action against an owner or occupier if the premises give rise to a statutory nuisance or are prejudicial to health.
IV. Housing Act 2004. This gives the Local Authority powers to repair, close or demolish houses by implementing the Health and Housing Safety Rating System. Closing Orders are statutory tool which prevents premises being used for habitation until the Council are satisfied that all remedial works which would make the house suitable for occupation have been carried out. Demolition Orders could be considered by the Council in the case of detached, semi detached or end terraced properties where it has been determined that this is the most satisfactory course of action.
V. Town and Country Planning Act 1990 Section 215. This gives the Local Authority power to take action against an owner if the exterior of the vacant property is adversely affecting an area.
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7. SERVICE DELIVERY
The adoption of this strategy by the Council will require adequate resourcing to ensure its effectiveness and success. This will require adequate funding both for officer time and additional activities such as developing partnerships, publicity and other forms of interventions.
This service will aim to;
• Provide a readily identifiable and accessible service for the public • Develop and implement the Priority Rating system for Empty Homes • Gather information and intelligence concerning empty homes and monitor them • Provide information and advice which will assist owners of empty properties to bring them back into use • Develop the necessary enforcement actions which will have to be used if cooperation with property owners is not successful • Develop partnership arrangements with Registered Social Landlords building on the framework started by the HMR Team • Develop policies within the strategy to address the problems caused by Empty Homes • Develop Service standards concerning complaints from the public • Develop and promote advisory literature on behalf of the Council • Monitor and review the strategy on a regular basis • Represent the Council on any inter authority working group
At the time that this Strategy has been developed, the Strategic Housing Services in Sefton are likely to be reorganised, which may have an impact on the level of staff resources to pursue and implement this strategy. However, given this position, it is possibly more important that the strategy is geared toward identifying and then tackling the worst empty properties.
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REPORT TO: Cabinet
DATE: 29 th October 2009
SUBJECT: Hightown Sea Defences – Phase 2 Procurement Strategy
WARDS AFFECTED: Harrington, Manor, Blundellsands, Church
REPORT OF: Mike McSorley, Head of Regeneration and Technical Services
CONTACT OFFICER: Graham Lymbery – Project Leader Coastal Defence Tel: 0151 934 2960 Michael Whieldon (Capita Symonds) Ext 4208
EXEMPT/CONFIDENTIAL: NO
PURPOSE/SUMMARY:
The proposed Hightown scheme, that will deliver both Coastal Defence and Environmental benefits, is located within an area highly designated for its environmental value. Given this the Environmental Impact assessment that will be required in support of any Planning Application must include construction methods, this requires early contractor involvement. This report describes the reasons for this procurement route and the detail of the procurement method.
REASON WHY DECISION REQUIRED:
Due to the nature of the scheme, early contractor involvement is required. This requires a different procurement method to a “standard” tendered contract.
RECOMMENDATION(S):
1. To approve the method of procurement detailed in the report.
KEY DECISION: No
FORWARD PLAN: N/A
IMPLEMENTATION DATE: Following the expiry of the "call-in" period for the Minutes of this meeting.
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ALTERNATIVE OPTIONS: Procure the Contract using a traditional Bill of Quantities tender using NEC3 Option B: Priced Contract with Bill of Quantities. Either of these options would lead to risks in relation to gaining planning approval and in undertaking the works in a manner that reduces the risk to the environment.
IMPLICATIONS:
Budget/Policy Framework:
Financial: There are no direct financial implications arising from this report therefore the Finance Director has not been consulted.
2006/7 2007/8 2008/9 2009/10 £ £ £ £
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: Legal Services will need to ensure the necessary legal arrangements required to appoint the Contractor are put in place. Risk Assessment:
Asset Management: N/A
CONSULTATION UNDERTAKEN/VIEWS
There are no financial consequences and therefore the Finance Director has not been consulted.
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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
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1.0 Background
1.1 At its meeting of 6 th August 2009, Cabinet was presented with a report to update the Members in relation to the Crosby to Formby Coastal Strategy Study and the proposed works arising from the Study. It also provided an outline programme for the delivery of the proposed works and requested approval to take the Hightown project up to detailed design and tender stage. Cabinet agreed to place the Hightown project on the Capital programme and approved the funding up to detailed design stage.
1.2 The project will be fully funded from the Broseley’s Section 106 developer contribution. The current estimate for the capital cost of the project is circa £700,000.
2.0 Procurement Philosophy
2.1 The major part of the works involves the movement of a large quantity of sand (approximately 66,000 tonnes) from Crosby (between Mariners Road and the Marine Lake) and the site area in Hightown.
2.2 The location of the works are within the following nature conservation sites:
Ribble and Alt Estury Special protection Area Sefton Coast Special Area of Conservation Altcar Sand Dunes and Foreshore RAMSAR site Altcar Sand Dunes and Foreshore SSSI
Thus any works require appropriate measures for protection of these environments
2.3 The process for approval of measures is through the planning application. The Merseyside Environmental Advisory Service (EAS) based in Sefton, are advisors to Sefton’s Planning department. EAS have produced a draft Habitat Regulations assessment Screening Report, latest version dated September 2009, which includes proposals for this scheme.
2.4 This report recommended “preparation implementation and compliance with a Construction Environmental Management plan… to be secure through an appropriate legal mechanism (eg planning condition)”
2.5 In practice, to ensure the information provide in the Construction Environmental Management plan is realistic and is compatible with the preferred method of the contractor the procurement method will include early selection of a contractor and hence early contractor involvement (ECI).
2.6 The alternative method would involve the selection of a contractor based on a tender process with documentation prepared by Sefton. In this scenario, a construction method or approach may be imposed on the contractor which the contractor believes is inappropriate. In addition the benefits of contractor expertise are unavailable at the time of preparing the Construction Environmental Management plan. A method whereby the contractor is involved early and “buys in” to the construction methods is considered the best solution.
3.0 Procurement Method
3.1 The overall strategy is to obtain tenders from contractors to be evaluated on a quality:cost basis. This will be followed by early contractor involvement in the determination of a target cost to be used in a target cost contract. This strategy follows the principals of Sir Michael Latham’s 1994 report “Constructing the Team” and Sir John Egan’s 1998 report “Rethinking Construction” and the current guidance from the Office of Government Commerce and the Centre for Construction Innovation North West.
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3.2 A similar strategy has been operated successfully within Technical Services for the delivery of schemes, namely, Lord Street Phase 2, The One Stop Shop, Roberts and Orrell replacement School and Southport Aquapark.
3.3 The form of contract will be NEC3 Option C: Target Contract with Activity schedule. This operates on a basis whereby the contractor is paid actual costs. However at the completion of the scheme, the actual costs are compared to the target cost and the difference is allocated in predetermined manner to the contractor and the Council. This provides incentive to the contractor to control costs. Further, as the contractor is involved in forming the target cost, it will discourage speculative claims for additional payments during the contract period as a result of an underpriced tender.
3.4 Contractor Selection
3.4.1 The contractor selection procedure is described in detail in the following paragraphs.
i. It is proposed to select a contractor by evaluating a quality and cost submission. The tender will therefore comprise both a quality submission and a cost submission which will be based on preliminary scheme information.
ii. Three contactors selected from Constructionline will be invited to tender. The use of Constructionline for contractor selection is approved in the Constitution. There is no requirement to advertise for Contractors in the OJEU as the total scheme costs fall below the required threshold.
iii. The major part of the quality submission will comprise information for the Construction Environmental Management plan including a traffic impact assessment. In addition, it will include information on contract methodology, contract administration, contract organisation and management, health and safety, programme, previous work, and references.
iv. The cost submission will include prices for site preliminaries (provision and maintenance of site compound, security and accommodation), on site attendance for own labour items and subcontractors, and head office overheads and profit.
v. The tender will be evaluated on the basis of quality and cost in the ratio 70:30
vi. At this stage the preferred contractor will be selected as the one with the highest scoring tender. In addition a reserve contractor will be selected on the basis of tender results and willingness to undertake the work described in paragraph viii below.
vii. The preferred contractor will be invited to undertake further work including arranging for mini-tenders to appropriate subcontractors in order to determine the Target cost. Capita Symonds staff on behalf of the Council will monitor this process and this will allow a target cost to be agreed with the successful contractor which is within the funding available. The involvement of both contractor and Council representatives will ensure a realistic target cost is determined. This target cost will be reported to Cabinet at a future date and approval will be sought to enter into a contract with the preferred contractor for this sum.
viii. Concurrently, the reserve contractor will undertake a similar exercise. This is to ensure a contractor is selected, if for any reason the further work of the preferred contractor is not acceptable to the Council.
4.0 Summary
4.1 This strategy follows current best practice for procurement. It aims to provide increased cost certainty, as the contractor will have been closely involved in the determination of the target
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cost. Further it will discourage speculative claims for additional payments during the contract period.
4.2 The philosophy and method described above will permit early contractor involvement in this project. This will provide benefit regarding experience and the preparation, implementation and compliance with a Construction Environmental Management plan to ensure the protection of the effected nature conservation sites.
4.3 Any further financial commitment over and above that already approved by Cabinet on the 6 th of August will be the subject of a further report at the appropriate time.
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REPORT TO: Cabinet
DATE: 29th October 2009
SUBJECT: Farmhouse and Barns, Homer Green, Lunt – Disposal of Properties
WARDS AFFECTED: Manor
REPORT OF: Mike McSorley - Head of Regeneration and Technical Services
CONTACT OFFICER: Andy Bond Tel: 0151 934 2755 [email protected]
EXEMPT/ CONFIDENTIAL: No
PURPOSE/SUMMARY:
Following the sale of part of its agricultural estate in Lunt to the Environment Agency, to create a managed wetland adjoining the River Alt, the farmhouse and adjoining barns at Homer Green have reverted to the Council, with vacant possession. This report seeks authority to dispose of these properties.
REASON WHY DECISION REQUIRED:
Cabinet has delegated authority.
RECOMMENDATION(S):
1.That the farmhouse and barns at Homer Green, Lunt be declared surplus to requirements.
2. That the Council’s consultants, Capita Symonds, be authorised to make the necessary arrangements to sell the properties at Auction.
KEY DECISION No
FORWARD PLAN: No
IMPLEMENTATION DATE: Following the expiry of the call-in period for the minutes of the Cabinet Meeting.
ALTERNATIVE OPTIONS:
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Retain the farmhouse and barns and let them for agricultural/storage purposes. This would Involve significant capital expenditure to bring them up to the necessary standards.
IMPLICATIONS:
Budget/Policy Framework: No impact.
Financial: The disposals will generate capital receipts for the Council anticipated to be in the region of £400,000 to £500,000.
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: The Legal Director will draw up the necessary documentation and complete the sales following the Auction. Risk Assessment: Until such time as the premises are sold the Council will have ongoing liability for their maintenance and security.
Asset Management: In line with the Council’s Asset Management Strategy.
CONSULTATION UNDERTAKEN/VIEWS
THE FINANCE DIRECTOR HAS BEEN CONSULTED AND HAS NO COMMENTS TO MAKE ON THE REPORT ( FD 191 ).
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THE LEGAL DIRECTOR HAS BEEN CONSULTED AND HAS NO ADDITIONAL COMMENTS TO MAKE ON THE CONTENTS OF THE REPORT.
CORPORATE OBJ ECTIVE 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
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Farmhouse and Barns Homer Green Lunt
1.0 Background
1.1 Minute 297 of Cabinet, at its meeting on 19 th March 2009, resolved that
(1) approval be given to the sale of the Council’s freehold interest in the land to the Environment Agency on the terms detailed in the report;
(2) the Strategic Director of Regeneration and Environmental Services and Legal Director be authorised to negotiate any further conditions to complete the documentation.
1.2 The Legal Director completed the sale of the land to the Environment Agency on 6 th August 2009.
2.0 Current Position
2.1 Following completion of the sale, the farmhouse and barns at Homer Green, shown edged red on the attached plan, which were previously included in an agricultural tenancy let to Mr Barlow, reverted to the Council with vacant possession.
2.2 As part of the negotiations with the Environment Agency, the Council’s tenant Mr Barlow was suitably compensated and has since acquired a flat in Formby.
2.3 The remainder of the farmland has subsequently been let to the agricultural contractor who farmed Homer Green for Mr Barlow and Mr Roughley, one of the Council’s existing tenant farmers.
2.4 This leaves the farmhouse and adjoining barns in the Council’s possession. Planning permission has previously been obtained for the redevelopment of the barns into two four bed roomed semi detached properties.
2.5 The barns will be sold with the benefit of this planning permission.
3.0 Proposal
3.1 The farmhouse and barns are surplus to requirements and will generate substantial capital receipts for the Council on disposal. It is proposed that they be sold as separate Lots on the open market, by way of Auction.
3.2 This method provides the Council with the certainty that, if the guide prices allocated to each of the Lots are met at Auction, the sales will complete within a short period of time, usually one month from the date of the Auction, or else the purchasers’ lose their deposits.
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CABINET REPORT
COUNCILLOR COMMITTEE DATE
Cabinet Member Peter Dowd October 2009 for Children’s Services
• The new Strategic Director, Peter Morgan, took up position on 21 st September 2009 • The new Children’s Social Care Director, Colin Pettigrew, took up position on 28 th September 2009 • A recent unannounced OFSTED inspection took place in regard to Safeguarding. Updates will be announced when the official letter is received. • BSF – refreshed document now submitted.
School Admissions • There has been an increase in the take up of on-line admission applications for school places for 2011. This is due to the marketing campaign undertaken this year and the newly designed information booklet. • The Admissions team is currently undertaking a test/trial period of processing in- year admission applications for Sefton Secondary Schools. This process is the new statutory duty that will have to be implemented by the Admissions Team before September 2010.The number of in-year admissions applications currently being processed is greater than originally expected but has given the team some insight as to the workload that will be envisaged for next year. • Consultation has now taken place with the staff and relevant Unions in relation to the proposed new structure, which will support the section in fulfilling this new statutory duty from next year.
Student Support • There has been a significant increase in Free School Meals and Clothing Allowance applications before the start of the 2009 academic year as follows: Applications received before the start of the 2008 Academic year – 3383 Applications received before the start of the 2009 Academic year – 3942 This shows an additional 559 applications compared to this time last year. • All the Free School Meals applications have now been prioritised and processed to ensure families and schools are informed of free meal allocations before the start of the 2009 academic year. • Due to the nationally recognised difficulties being encountered by the Student Loans Company (national press articles and news reports). The Student Support Section is receiving many complaints and telephone calls requesting help for first year students, which had impacted adversely on the processing of our own returning students applications. This, and the increase in free school meals applications have meant that we are slightly behind schedule with the processing our own 2 nd and 3 rd year student loan applications.
Office Services • Internal confidential shredding service now embedded within Bootle Town Hall. • Office Services Team have also made a substantial contribution to the administration of Free School Meals and Student Loan applications. Page 175 AgendaSchool Item Organisation 19a & Capital Programme Team • Building Schools for the Future – The amended Readiness to Deliver document was approved by the Project Board and resubmitted to DCSF/PfS by the due date with the outcome expected in the autumn. The interim Project Director, Richard Coates, and Project Manager Alison Roberts, are working on the Project Initiation Document and liaising with other officers and stakeholders in moving forward. A meeting with senior personnel and officers from Wirral MBC is arranged for 16 October to continue to explore the possibility of a joint LEP. • Primary Capital Programme – All nine schemes are progressing well with St Elizabeth’s, St Robert Bellarmine and St Luke’s Halsall on site. Other schemes that will be on site early in the New Year include Lander Rd, Aintree Davenhill (phase 1), St Oswald’s, Christ Church and St Philip’s. The scheme at Our Lady of Walsingham has been delayed due to ongoing discussions with the school and Archdiocese about the capacity of the school once single-siting has been achieved. • Other capital schemes are progressing well and the newly completed Rimrose Hope and All Saint’s Catholic Schools plus the extended and refurbished Thomas Gray building have proved extremely successful with staff, pupils and parents.
Leisure Services
Sound Waves • Sound Waves events have continued to run successfully at Dunes Splash World on a Saturday evening for children and young people across Sefton. Witnessing hundreds of teenagers enjoying music, sports, coaching, swimming and other activities the events have proven successful amongst their young audience. • Running once a month the events have continued to attract large audiences and are set to continue organised and run by the Positive Futures team in partnership with Sefton leisure services. • During the Summer period, Sound Waves events have been running each weekend with a notable decrease in “youth causing annoyance calls” to the police and decrease in vandalism on the nights of the events, which, it is hoped, with the support of Merseyside Police, will continue. Figures for the summer period illustrate that there has been a reduction in anti social behaviour levels within each area of:
Area July August Crosby 21.7% reduction 27.6% reduction Linacre Derby 27.6% reduction 1.6% reduction Litherland Ford 13.5% reduction 35.6% reduction Maghull 22.3% reduction 27.1% reduction Southport 43.4% reduction 41.3% reduction (Figures obtained from the Analysis & Intelligence Management Team of Community Safety)
• Utilising Bluetooth technologies to communicate with children and young people (as research has indicated that this is their preferred method of communication) there has been a 63% return on requests for information about the MOVE IT website designed for children and young people during one two week campaign run by the Leisure Services sport & recreation and Positive Futures teams.
Free & Active • Free & Active has been running throughout Summer at a range of Sefton leisure venues providing free access to a number of sports and leisure activities for children and young people aged 8-18. • Partnering with the Sefton Youth Service, the summer programme of activities is the largest range of activities that have been offered since the programme Page 2176 commenced this year offering a range of activities from FamilyAgenda Fun Days, ItemSport 19a Specific Camps and Sport Specific sessions, led by expert coaches, ranging from Tae Kwon Do, and Water Polo, to Golf and Dance, whilst also keeping the more traditional aspects of the programme alive. Numerous special events were also scheduled in leisure centres within the borough, providing Lazer Quest and ‘It’s a Knockout’ style competitions. • Throughout the summer programme, more than 40,000 visits were recorded with an estimated 160,000 hours of physical activity undertaken by children and young people, saving residents an estimated £340,000. • While providing summer activities the programme has witnessed a total reduction in incidents of anti social behaviour of an estimated 20.5% during the five weeks the programme ran resulting in an overall decrease of anti social behaviour incidents this year of 14%. • For the 2009 Free & Active summer programme, Leisure Services have developed the partnership with local sports clubs, to provide high quality sessions for the children and young people participating on scheme with links now developed with Aintree Golf Centre, Blundellsands Archers, Champion Tennis Club, Formby Football Club, Formby Ravens Fencing Club, North Meols Lawn Tennis Club, Marshside School of Dance, Southport Tae Kwon Do, Southport Water Polo, and Waterloo Judo Club, and all activities have been extremely popular. • Also new for summer 2009, is the Free & Active Boot Camp for the 7-16 age groups. This programme primarily targets children and young people who are above their ideal weight, to get involved in more sport and physical activities. The demand for this programme went above and beyond our own expectations, with 25 participants currently involved on the two-week camp. • Free and Active has also helped to support the 2009 Street Games Festival, by highlighting talented participants from the Street Cheer and Athletics camps, to represent Sefton. • While providing summer activities the programme has witnessed a total reduction in incidents of anti social behaviour of an estimated 20.5% during the five weeks the programme ran in addition to 14% achieved this year so far.
5 X 30 Olympic Weekend • Celebrating the Olympics coming to the UK, Sefton Leisure Services hosted an Olympic weekend at Litherland Sports Park, identified as an Olympic training venue, to show residents how easy it is to access sport and physical activity and successfully complete 5 sets of thirty minute exercise each week as recommended by the Department for Health. • Providing all ages and abilities with a range of activities to participate in, the event attracted families from across the borough to participate in the 5 x 30 programme of activities on offer and start their “Move More” journey.
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Page 178 Agenda Item 19b CABINET REPORT – COMMUNITIES PORTFOLIO October, 2009
Sefton Equalities Partnership
Equality Framework for Local Government The Council is recorded as being at 95% of level four of the old standard and work is underway on migrating into the new framework at the working towards excellence level.
Equalities Monitoring The annual monitoring census of access to services is currently underway. The outcomes of the process will be available in January and will inform the new customer contact strategy for Sefton to improve access to services for all our residents.
Diversity and Inter-Faith Weeks 9 th – 20 th November 2009 The diversity and inter faith weeks will be held in November for which this year’s theme is Peace and Reconciliation. The weeks will consist of a wide range of events including the main Conference, Thursday 19 th November with key note speeches from Colin Parry from Warrington Peace Centre and Cannon Reverend Dr Ron Garner followed by a series of workshops; the Sefton Shining Stars Awards on Monday 9 th November, Imagine – Sefton Schools celebrating peace and reconciliation on the evenings of 11 th , 12 th and 13 th November, the positive about disability into jobs fair.
Gypsy and Travellers Work has progressed with addressing the needs of our gypsy and traveller community including an environmental assessment of the site as part of the redevelopment of the play area, the housing needs assessment, the site management and license arrangements.
Merseyside Police Award Sefton Equalities Partnership has received an Award from Merseyside Police, Merseyside Police Authority and the Merseyside Black Police Association for the significant contribution made to equality, diversity and addressing hate crime across our communities in Sefton .
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Community Safety Department
This update builds on some of the work of the wider partnership and this report focuses on the work of the Community Safety Area Partnerships (CSAP’s) and the work to be delivered/ being delivered to cover the Mischief Night and Bonfire Night period
Page 179 Agenda Item 19b CABINET REPORT – COMMUNITIES PORTFOLIO October, 2009
The CSAP process continues to demonstrate how collaborative working between agencies and organisations continues to deliver reductions in priority crime and disorder issues across Sefton.
Priorities are identified and agreed by partners every three months, using a balanced combination of information provided by the Strategic Intelligence Assessment, combined with findings from perception data generated by the Safer and Stronger Perception Survey. By using this dual approach to set priorities, knowledge of the negative impacts that affect our communities (crime statistics) are combined with understanding (perception survey) to increase the insight into our communities, which in turn helps partners to plan and deliver effective and visible interventions to reduce the crime and disorder harms affecting them.
CSAP’s are held every month in each Area Committee Area and continue to be well attended by all invited agencies and organisations. Recently, new partners have attended, for instance, Connexions, Sefton’s Parenting Practitioners and Area Managers from Children’s Services. Below is a brief synopsis of some of the work undertaken in each Area Committee:- Southport Tackling football related Dramatic reductions in nuisance calls to Police service. Street Games provided in the area by Leisure Services.
Police operations Activity focussed on tackling under age addressing any under- drinking in Southport 18s found in licensed Town Centre premises. When found, 48hr-banning orders are being issued to discourage young people from returning.
Proactive targeting of Over 900 dog walkers dog walkers to reduce stopped and spoken to by incidence of dog Dog Wardens and fouling. Operation PCSO’s. Approximately Collar in place for 2 100 did not have bags. months involving Dog Qualitative reports from Wardens and PSCO’s Councillors report that talking to dog walkers there has been a and enquiring whether significant reduction in they have bags to the amount of dog fouling collect their dog’s in the area. fouling
Page 180 Agenda Item 19b CABINET REPORT – COMMUNITIES PORTFOLIO October, 2009
Formby Tackling youth related Reduction in calls to ASB - Climbing wall and service. 30 young people performance trailer per week attending made available at Soundwaves . Formby Pool. Management of Formby Pool invited to CSAP meeting.
Crosby RESPECT week in Over 300 young people King’s Park area engaged in positive activities. 331 hours of Community Payback time delivered. Deep clean of area and all graffiti removed. Tackling ASB 33% reduction in prevalence of ASB through Police work and diversionary activity. Sefton East Parishes Diversionary activities Reduction in calls to provided in Glenn Park service. 37% increase in to tackle ASB satisfaction levels relating to youth disorder since February 2009.
Tackling mini-moto Planned installation of issues on Leeds – gate to prevent vehicular Liverpool canal banks access. Linacre and Derby Police using a Significant reduction in combination of high- calls to Police Service visibility patrols and attending and dealing with young people causing nuisance in key locations ASBO issued for persistent offender Tackling street drinkers
Page 181 Agenda Item 19b CABINET REPORT – COMMUNITIES PORTFOLIO October, 2009
St Oswald, Netherton Police targeting key Perpetrators identified and Orrell locations to tackling and arrested. Police long term theft from Spotlight report indicating motor vehicles issue “green” for 2 months since arrests made
Multi-agency work to Merseyside Fire and tackle ASB at Bootle Rescue ASB advocates Cemetery working regularly in the area. Litherland and Ford End of Section 30 Order Celebration lunch held in in Violet Road local park. Police ASB Task Force in place until end of October.
40% reduction in calls to Police since April 2009
Outcomes
The work of CSAP’s focuses specifically on the outcome National Indicator NI 21 – Dealing with local concerns about anti-social behaviour and crime by local council police.
The following table compares the levels of reported anti-social behaviour between June and August 2008 and the same period in 2009.
All ASB No. Of Incidents Reported Jun to Aug 2008 Jun to Aug 2009 Change % Change 3577 3060 -517 -14.5
There is also evidence that this reduction in ASB is recognised by residents. The following table, using data from the perception survey demonstrates significant changes in residents’ opinion about crime and disorder and how it affects them.
Percentage of people who do NOT think that the following is a problem… Aug 08 Aug 09 % Change Crime 79.3 81.6 -2.3 Community ASB 70.5 73.2 -2.7 Environmental 77.8 79.1 -1.3 ASB
Page 182 Agenda Item 19b CABINET REPORT – COMMUNITIES PORTFOLIO October, 2009
These results underline the and suggest the success of the CSAP process and the commitment demonstrated by all of the agencies involved to tackle issues and reduce the negative impacts of crime and disorder on communities in Sefton.
Mischief Plans/Bonfire Night
The CSAP’s and the partners have been working to produce a detailed programme of education, prevention and enforcement activity designed to address the potential activity associated with the mischief period.
Below is a very brief synopsis of some of the activity being undertaken by colleagues to minimise the potential for risk and harm associated with this period.
Programmes of activity will commence on Monday 26 th Oct that will include
• Half-Term ‘Free and Active Programme’ • Work with Community and Faith Sector through the Community Empowerment Network to provide activity based programmes • Supermarkets leafleted re sale of material (eggs/flour) to minimise impact of missiles being thrown • Schools Fire Works programme delivered in 19 schools in Sefton • Sefton Security to enhance their 24 hr monitoring of the public sector CCTV cameras • Safer Schools Partnership Officers (Police) to deliver information on the risks associated with fireworks in their schools • Additional skips provided • Additional and focussed ‘probation’ payback activity
Councillor Porter Cabinet Member - Communities
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Page 184 Agenda Item 19c
CABINET – 29 th OCTOBER 2009
CORPORATE SERVICES – CABINET MEMBERS' REPORT
LEGAL & ADMINISTRATIVE SERVICES DEPARTMENT
1. The Property and Land Services Legal Team
Items of work within the Team that are noteworthy.
• Venus Resource Centre
Negotiations are continuing to ensure Venus' relocation on an agreed basis. This should prevent the need for court action which is unlikely to be in either the council's or Venus' best interests.
• Sale of Palmerston Avenue
Documentation for the disposal from the Council has been agreed. Unfortunately, the capital receipt is now likely to be minimal as detailed site investigations have discovered significant site contamination which will reduce the price.
• Empty Shops Initiative
As Members will be aware, this is a Council initiative to minimise the consequences that the recession has had on the Borough's major shopping centres. Therefore, rather than simply having empty shop windows the Council is entering into leases with the shop owners to enable decoration of empty shop windows to improve consumer confidence and to make our shopping hubs more attractive and vibrant.
• Southport Market
A standard lease agreement for use by stall-holders in a refurbished market have been drafted and the Team is working closely with the Council's market consultant to ensure that disruption is kept to a minimum.
• Homer Green Farm
The hearing before the adjudicator has taken place in relation to an application against the Council for adverse possession.
• Housing Market Renewal and Land Referencing
The work on the Land Referencing is going well and it is hoped that this work will be completed by the end of October. The Team's willingness to take on this new area of work will result in significant savings to the Council. Officers attended a CPO workshop run by the Council's consultants, Hill Dickinson, and are in the process of mapping out the timetablePage for any 185 future CPOs. Agenda Item 19c
2. The Planning, Environmental and Technical Services Legal Team
The Team continued to be very busy and have conducted a number of prosecutions in the last quarter. The prosecutions include offences relating to Planning, Environmental Protection, failing to license HMO’s, Benefit Fraud and Building Regulations.
3. The Child Care and Social Services Team
The effect of the increase in care cases over the last twelve months has impacted on the Team. Child care cases are now very paper intensive with the average case having a Court bundle of between three and five lever arch files and one case recently had ten lever arch files - all have to be copied at least five times. The number of child care cases continues to increase considerably over the same period last year.
4. Electoral Services
The Electoral Services Team are progressing well with the annual canvass for the 2010 register of electors. The current response rate is 73% against an overall target of 93%. It has been noticeable that the number of requests for postal vote application forms is up significantly with a rise of almost 100% in the last two years.
The statutory exercise to populate the electoral register property database with data from the Local Land and Property Gazetteer by the 1 December is almost complete.
Preparations for the local elections on the 6 May 2010 are progressing along with those for the next Parliamentary General Election.
5. Committee & Member Services
School Admission Appeals
During the period 3 July to 15 October 2009, 99 School Admission appeals (74 High School and 25 Primary School) were organised. The hearings were clerked by the Section with assistance from a colleague in the Legal Section.
Members’ ICT Issues
During the period from 3 September to 15 October 2009, the Members’ ICT Support Officer has provided training on IT issues to 12 Councillors and dealt with 89 requests for IT support from Councillors .
Committee Agendas and Minutes
Page 186 As part of the roll-out of the Modern.gov Committee ManagementAgenda System Itemand the 19c Council’s sustainability policy, the protocol for the distribution of hard copy agendas was implemented on 5 October 2009. Hard copy agendas will only be sent to the members of the appropriate Committee and email alerts will be sent to Substitute Members. Email alerts will be sent to all Members following the publication of the minutes of the various Committees.
6. Overview & Scrutiny
Visit to Tameside
At the request of Members of the Overview & Scrutiny Management (O&S) Board, the planned visit to Tameside Council has now been extended to include all O&S Members. This has raised the numbers who have indicated they intend to attend. The Scrutiny Team will also attend. Tameside is considered to be a beacon Council in terms of overview & scrutiny and it is anticipated that discussions will take place on good working practices, etc. The visit will take place on Monday, 19 th October 2009.
O&S Committee (Performance & Corporate Services)
The meeting for this Committee, scheduled for 6 th October 2009, took place at the Fire Authority HQ in Aintree, rather than the usual Town Hall venue. Members were given a demonstration prior to the meeting on the work undertaken by fire officers when freeing a trapped motorist from a car. Feedback on using this alternative venue has been very positive.
O&S Committee (Health & Social Care)
A site visit to the Hesketh Centre took place on the morning of 7 th October 2009, which several Committee Members attended. This provided a useful insight into the services offered for people suffering from mental health problems
A site visit to Ashworth Hospital took place on 15 th October 2009. Due to the high security at the Hospital, the visit was restricted to the Chair plus one other Member from each Political Group. This proved to be a fascinating visit and challenged many of the popular perceptions of the venue.
General
The Overview & Scrutiny Team hope to be able to produce an electronic newsletter in the next couple of months, which will be circulated to all Members, officers and our partners.
7. Coroners
Mr Sumner was on Granada Reports on Monday evening. The interview with Claire Fallon was recorded from the Birkdale Room last Friday.
Mr Sumner was commenting on a case which dates back to 2000. Christopher Traynor was found dead in a squat in Paris and there is some question as to how he died, and that the French Police were not particularly thorough in their investigations. Page 187 AgendaWinnie Item Traynor, 19c Christopher's mother, has campaigned for 9 years to have the French Police re-open the case. Joe Benton has been involved and the case was heard yesterday in Westminster, and it looks as though someone has taken this on board and will approach the French authorities as regards this.
PERSONNEL DEPARTMENT
A. Pay & Grading Review/Equal Pay
1. At its meeting on 8 th September 2009, the Pay and Grading Committee confirmed the “No Gaps” pay model as the basis for negotiation with the Trade Unions. Committee also agreed to give consideration to a revised implementation date taking effect from 1st October, 2010.
2. Consultation with the Trade Unions is continuing and further clarification concerning the grading structure has been provided. On economic grounds the Personnel Director has formally rejected Unisons request that ‘winners’ be given 6 years retrospective pay on implementation of the review. Further work is being carried out on ways to mitigate the cost of the review and to cushion the impact on employees.
3. Preparation for the Tribunal hearings in respect of equal pay cases is continuing and the Council’s capacity to respond to claims has been significantly improved by the appointment of a new Assistant Personnel Director with legal responsibilities.
B. Establishment Control, Pensions, Payroll & HR Transactional Services
4. The weekly Client meetings continue and we are progressing in several areas including the introduction of new process and improving data quality.
5. An interim report has been produced by external audit regarding Payroll & Transactional HR. The relevant recommendations have now been shared with arvato and these have been actioned.
6. The Establishment Control Team is now involved in updating ResourceLink with frozen/deleted/vacant posts following vacancy panel meetings.
7. The Establishment Control Team is in the process of preparing Workforce Data that will be published to all Service Directors on a regular basis.
8. The Pensions Officer is currently working closely with the policy team to develop pension policies.
C. Health & Safety Unit
Page 188 9. There are no significant issues on the Unit's work to report.Agenda However, a reviewItem of 19c the functions carried out by the Health Unit is beginning, prompted by the Strategic Budget Review and possible changes to the Council's structure.
D. Corporate Learning & Development Unit
10. Apprenticeships, Work-Based Learning and Skills for Life:
• Sefton currently has 26 apprentices and 86 adult apprentices undertaking qualifications in a range of occupational areas. • 55 staff are being funded through Train to Gain to achieve occupational qualifications. • 31 employees from Cleansing have recently “signed up” for an NVQ in Waste Management or Street Services • 5 members of staff are undertaking Skills for Life training in either numeracy or literacy • 25 staff are undertaking their ITQ (NVQ IT qualification) • A Customer Service Programme has been delivered for Leisure Services: this includes 11 staff who will be undertaking an NVQ in Customer Service • CLDU has employed a Business Admin. Apprentice to “lead by example” • Amanda McNally, the Learning and Skills Co-ordinator (which is a joint union/Sefton appointment) is now fully operational. Amanda is working with departments and Union Learning Representatives (of whom there are now 10) to embed Skills for Life and lifelong learning in general as well as supporting staff undertaking work-based learning.
11. Management Development:
• MDP14 have recently begun their programme – CLDU are maintaining their target of three groups beginning each year. • The Foundation to Management Programme continues apace with 4 groups currently in progress: 40 of them have “signed up for the NVQ Level 3 in Management. • 21 graduates from MDP 7/8/9 are nearing completion of the conversion of their award to the ILM Level 5 Certificate in Leadership, with a further intake of up to 15 graduates from MDP 10/11 planned for January 2010 • Management Network for MDP graduates and current participants hosted by Margaret Carney. The event was very successful and will be repeated in November for those unable to attend originally. • The Merseyside sub-regional training programme “Coaching Skills for Managers” has been launched successfully. The first of six 3-day Programmes is complete with programmes two to four underway. Delegate feedback is excellent.
Page 189 Agenda Item 19c FINANCE & INFORMATION SERVICES DEPARTMENT
Final Accounts
The Council’s Auditors PricewaterhouseCoopers have completed their review of the Council’s final accounts for 2008/09. They gave the accounts an unqualified opinion (a clean bill of health) and this was reported to the Council’s Audit & Governance Committee on 30 September 2009.
Budget Issues/Spending Freeze
The department continues to be heavily involved in the Strategic Budget Review. Work is ongoing to assess real budget pressures faced by the Council, in particular we are working closely to review the demand-led pressures on Adult and Children Social Care.
The current year budget is still under pressure, and a spending freeze remains in place. At the request of Members, Internal Audit have been carrying out a review of expenditure to ensure that the freeze in being adhered to across the whole Council, ensuring that the message has reached down within all parts of the organisation. In addition Members have requested a fundamental review of the current year which also includes reviewing all provisions and reserves, challenging the current year forecasts and looking to identify whether actions taken in previous years can be taken again in the current year. All these strands of work are being pulled together to enable an officer-led review to take place with an aim of reporting a consolidated position to Members in November.
Specialist Transport Unit
Following a recruitment exercise an appointment has been made to Head of Specialist Transport, and the successful applicant, Garry Lewis, commenced a 12 month contract at the beginning of September.
A number of cost saving initiatives are planned and an update report will be considered by Cabinet on 29 October 2009.
Insurances
The annual renewal of the Council’s insurance policies has been completed, resulted in a saving of £94,000 compared with premiums in 2008.
Client Unit - ICT
After a considerable period of planning, confirmation has been received that the Council has now satisfied the requirements of Government Connect, and as part of that process security software (Wraptor) is in the process of being installed on secure data sticks to enable access to systems remotely through the Council’s Portal.
Page 190 CABINET MEMBER – ENVIRONMENTALAgenda Item 19d PORTFOLIO ISSUES - 29 OCTOBER 2009
The proposed arrangements for refuse and recycling collections over the Christmas and New Year 2009/10 period and the methods for communicating the revised CHRISTMAS AND collection arrangements were published on 21 st October. Following the success of NEW YEAR REFUSE the collection and communication arrangements used last year it is proposed that a AND RECYCLING similar approach is followed this year. Collection calendars, distributed just prior COLLECTION to last Christmas, contain the collection dates that will apply for collections prior to, ARRANGEMENTS during and following the Christmas/New Year holiday period. For households that 2009/10 are on the clear plastic sack service a direct mail of the revised collection dates during this period will be distributed, the same as last year. The collection arrangements will also posted on the Council’s web site. In 2005 and 2007, Trading Standards North West (TSNW) commissioned a survey of young people and alcohol use. The findings helped inform a strategy for dealing with the sale of alcohol to young people. A further survey undertaken in early 2009 ALCOHOL SURVEY to monitor any changes in behaviour provides further insight into the sale of OF YOUNG PEOPLE alcohol. Results from the 2009 Survey indicate: a steady decline in the percentage (TRADING of Sefton 14-17 year olds claiming to drink alcohol once a week or more; a steady STANDARDS increase in the proportion claiming never to drink alcohol, from 5% in 2005 to 12% NORTH WEST / in 2009; and a fall in the number drinking alcohol outside (33% in 2007; 25% in SEFTON TRADING 2009, 5% below the North West average). Unfortunately the survey also indicates, STANDARDS) a rise in the proportion of 14-17 year olds who do drink claiming to consume more than 30 units of alcohol per week (up to 10% compared with 7% in 2007) although this is also lower than for the North West overall (15%). The intelligence from the survey will inform future enforcement/educational interventions The North of England Tackling Illicit Tobacco for Better Health Plan covers the three north of England regions The plan identifies that that smoking is responsible for 84,000 deaths annually and is a major contributor to health inequalities, responsible for half the difference in life expectancy between deprived and more affluent areas. The report further recognises that price is one of the most effective tobacco controls (every 10% rise in price reduces smoking prevalence by 4%), however price and other tobacco control measures (e.g. age-related sale controls) NORTH OF are undermined by the supply of illicit tobacco. Criminal activities of smuggling ENGLAND and counterfeiting lead to tobacco availability at less than half the tax-paid price in TACKLING ILLICIT many deprived areas, this maintains smokers in their habit and encourages young TOBACCO FOR people to start smoking. In response the plan seeks to: reduce the availability BETTER HEALTH (supply) of illicit tobacco, thus keeping real prices high; and reduce the demand for PLAN illicit tobacco using appropriate, effective tools. As part of this a dedicated regional Illicit Tobacco enforcement team, funded by Smoke Free North West and the Department of Health, is to be established. The team will work across the North West region under the guidance of the Trading Standards North West Executive, to address the supply of smuggled and counterfeit tobacco. This team will improve co- ordination of enforcement activity within the region and will target criminality outside the remit of any single Local Authority. The latest edition of the Trading Standards Community Newsletter been published, these quarterly newsletters aim to: raise awareness of local consumers and TRADING businesses about the role of the Trading Standards Service and inform them of the STANDARDS assistance available to them; provide important product news and information about COMMUNITY forthcoming events; provide contact details; and educate the local community about NEWSLETTER Consumer Law. The latest Newsletter contains articles on: the creation of Sefton’s new Approved Trader Scheme; Cold Calling Zones; Digital Switchover; Teenager Alcohol Survey Results; and the Best Bar None scheme.
Councillor D Tattersall Cabinet Member Environmental - 29 OctoberPage 2009 191 This page is intentionally left blank
Page 192 Agenda Item 19e
Cabinet Member - Health and Social Care Report 29 th October 2009
Transforming Social Care Update
On 14 th October, the Cabinet Member approved a report, which gave an update, against agreed targets, for the end of the second quarter of 2009/10.
The target areas are:
• Assisted Assessments • Direct Payments • Engagement with Voluntary Sector • Number of registered Carers • Number of Learning Disability Service Users moving into tenancies • Assistive Technology • Business Transformation
Despite a challenging climate, the Head of Adult Services was able to report that, at the end of September 2009, all targets are projected to be achieved by March 2010. The Head of Adult Services also reported that, in September, the Government launched a series of “Milestones” which will be used to performance manage Local Authorities in relation to the “Transforming Social Care Agenda” – this will be the subject of a further report.
Health and Social Care Directorate Service Inspection Older People\Safeguarding Adults
In December the Care Quality Commission will be inspecting the above services. The dates of the of the on site inspection will be the 1 st ,2 nd , 3 rd , 8 th , 9 th and the10 th of December
The scope of the inspection will focus on the following areas:
Safeguarding – All adult groups Improved quality of life for older people Increased choice and control for older people
The inspection will focus on safeguarding across all adult service user groups. There will be a focus on selected outcomes from the national outcomes framework for older people.
The inspection will seek the experiences of people who are (or eligible to use) services and their carers. Their experiences will be evidenced via interviews, questionnaires, public forums. Evidence will be sought from casework files, a self assessment, leaflets, other relevant reports and statistical data.
The inspection fieldwork visit will be a maximum of six days. It will involve a team of 2 CQC inspectors. An Expert by Experience – a person with direct experience of relevant services – will join the team for 3 days.
Page 193 Agenda Item 19e
There will be a programme for visits and meetings over the 6 days. These will include:
• Meeting with users/carers • Meeting with advocacy groups • A public forum meeting • Independent sector and voluntary • Meeting elected members • Visit to a ‘flagship service’ (Carers Centre) • Meeting with frontline managers and social workers • Meeting with Safeguarding Board
The first official feedback will be on the 18 th December 2009 to the Senior Management team in Health and Social Care with reports to elected members early in 2010.
Councillor Barry Griffiths Health and Social Care Cabinet Member
Page 194 Agenda Item 19f
29 th OCTOBER 2009 CABINET MEMBER LEISURE AND TOURISM
LEISURE SERVICES DEPARTMENT
Play Facilities Team Award
Leisure’s Play Facilities Team in Landscape Development and Management recently scooped the foremost award for the management of play facilities. The Royal Society for the Prevention of Accidents (RoSPA) awarded the team its Quality Play Operators Award – the first time this prestigious award has been given to a Merseyside local authority. Currently only one other local authority in the North West holds this level of accreditation. RoSPA’s Head of Safety indicated that Sefton’s application was one of the best he had ever seen.
Jacqueline Wilson Visits Sefton
Over 400 children, their parents and library staff were thrilled by a recent visit from former Children’s Laureate Dame Jacqueline Wilson. Jacqueline spoke at Crosby Library and Civic Hall complex as part of the publicity tour for her latest novel.
After the formal talk, 150 families selected via a prize draw, were given the opportunity to meet Jacqueline, who signed books for over an hour and took time to speak to each family and have a photograph taken with them.
Library Service Summer Reading Challenge Awards Ceremony
Over 250 children from 10 local schools joined the Mayor and Mayoress of Sefton at Bootle Town Hall to celebrate the end of the Summer Reading Challenge 2009 – Quest Seekers.
The Challenge has been the most successful summer reading challenge ever in Sefton, with over 4,5000 children joining up and well over 3,000 completing the Challenge, which required them to read at least six library books during their summer holidays. Staff across the borough gained support from all but two of Sefton’s primary schools for Summer Reading.
Ministerial Litter Pick
Dan Norris, Minister for Rural Affairs, visited Derby Park, Bootle to help clear litter from the park as part of the Keep Britain Tidy campaign – ‘The Big Tidy Up’ – a nationwide blitz on litter and grime. The Minister met and worked alongside Keep Britain Tidy officials, ward councillors, officers from Leisure Services and Regeneration, police community support officers, the Council’s Liveability Team, members of the Friends of Derby Park Group, park rangers and young Eco Rangers from Bedford Park Primary School.
Crosby Lakeside Adventure Centre
A few weeks after Cabinet asked Leisure Services to take over the operation of Crosby Lakeside Adventure Centre, a tremendous effort by the Sport and Recreation Team has enabled us to welcome the local clubs back on site to use the new facility. There has been an excellent response from the clubs, with over 150 members signing up to join the centre on its opening weekend.
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A whole programme of training, national events and sports development opportunities, including several conferences and training days, is being planned in conjunction with the national governing bodies for water sports.
Free and Active saves £340,000
Record levels of visitors attended the summer Free and Active programme at Sefton leisure centres. Children and young people enjoyed more than 160,000 hours of physical activities which are conducive to a positive healthy lifestyle.
Run free of charge to the participants, the programme saved cash-strapped parents more than £340,000 and with more than 40,000 visits recorded, the reduction in incidents of anti-social behaviour is estimated at 20.5% during the five week programme.
5k Challenge
The third annual Active Workforce 5k challenge took place this year at the new Crosby Lakeside Adventure Centre. 240 entrants took part from across the Council, NHS and other Active Workforce partners and declared the new venue a resounding success as they ran, jogged or walked through the picturesque route.
Sound Waves
Sound Waves events have continued to run successfully at Dunes Splash World on Saturday evenings for children and young people across Sefton.
The events, running once a month, have consistently attracted large audiences, with hundreds of teenagers enjoying music, sports, coaching, swimming and other activities organised and run by the Positive Futures team in partnership with other Leisure Services staff.
A notable decrease in vandalism and “youth causing annoyance calls” to the police has been seen during the summer period on the nights of the events, which it is hoped with the support of Merseyside Police will continue.
TOURISM DEPARTMENT
MARKETING
PR – Media visit arranged for weekend of 16-18 October. Five publications are attending: Birmingham Post & Evening Mail, Hartlepool Mail, Glasgow Herald, Worcester News & Eastern Daily Press
Advertising – Ads have been booked to promote Southport as a short break destination for the autumn. These will appear in the Daily Mail, Daily Express and Independent newspapers. Paul Raybould direct mail campaign for 2010 booked (2009 campaign produced just under 7,000 requests for the Holiday Guide.
Print – 2010 Holiday guide to be signed off by the end of October – will feature new branding. Pocket guide to be complete by the end of November. Work starting on 2010 Eating Out Guide in conjunction with Southport Restaurateurs Association.
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Golf – Golf sub group met 24 September. Update from Charlie Grimley on England’s Golf Coast. Secretaries meeting Canadian golf media during visit in October (26-30 October)
STBN – Group travel and Resort marketing group met in September. Business Tourism Steering Group meeting set for 20 October.
Website – The visitsouthport.com website will move to the new platform (Enterprise) in 2010. Work about to commence on the redesign to make the most of the enhanced functionality.
Group Travel - Familiarisation visit planned for Northwest Masters weekend. 12-15 coach operators / travel trade media will be invited to Southport / Aintree over Northwest Masters weekend (20-22 November)
BUSINESS TOURISM
A final draft of the new business tourism business plan has now been distributed to STBN partners for their buy-in and is currently being instigated. A new Meeting Schedule has been established in accordance with the plan and the first Business Tourism Steering Group is due to meet on the 20th October - agenda items include approval of new reporting procedures etc. The previous two quarterly reports will be presented as follows:
Quarter 1 - April - June 2009
Confirmed Provisional Dates Dates Familiarisation Future conferences reservations Offered Released Visits taken Familiarisation place Visits 6 4 1 6 13 6
Quarter 2 - July - September 2009
Confirmed Provisional Dates Dates Familiarisation Future conferences reservations Offered Released Visits taken Familiarisation place Visits 6 2 5 2 13 9
Short listing for the role identified by the Business Plan (Researcher/Administrator) happens on Tuesday 13th October with interviews taking place the following week.
Southport has hosted a number of extremely successful conferences during this period and feedback from both organisers and delegates has been excellent.
EVENTS
The Southport Air Show took place on 26th & 27th September - over 16000 tickets were sold in advance and large crowds attended on both days - attendance is estimated at over 80,000.
The British Musical Fireworks Championships took place on 9th, 10th & 11th October with two successful and busy evenings on the Friday and Saturday, however due to
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strong winds, the Sunday evening had to be cancelled for health and safety reasons. A winner was announced based on the five displays that took place and the two competitors due to fire on the Sunday evening have been invited back to the 2010 event.
The Southport Comedy Week is due to take place this month with headline artists including Jimmy Carr, Alan Parsons and Tom Wrigglesworth.
Arrangements are well underway for the Southport Christmas Lights Switch On and Parade, which will take place on Sunday 15th November.
Business plans are currently being prepared and initial planning meetings are taking place for the 2010 events programme.
DISPERSAL OFFICER
ICT - At the recent Liverpool City Region New Media Meeting on 24th September presented the Sefton ICT development plan, and raised ICT issues. With some support from TMP, now in process of liaising with NewMind and Avarto to implement the plan to enhance the visitor websites, improve customer loyalty, introduce new technology and digital signage - to meet customer expectations.
Southport Ambassador Awards - due to take place on Wednesday 3rd March, nomination forms and boxes now out in tourism businesses. Already received approximately 100 nomination forms. The Committee is currently in the process of appointing an AV and Production team and looking at promoting skills initiatives in line with awards.
NW Masters - Assisting Haydock Park and Aintree Race course in promoting the NW Racing Masters, a weekend of racing. Saturday 21st starts the weekend off on a high with one of the most exciting jump fixtures of the season at Haydock Park, St.Helens. Sunday 22nd November Aintree offers a taste of the festive season for all the family at the home of the Grand National. Sefton Tourism assisting in promotion of the event via website, brochures, groups newsletter and arranging a Groups Fam visit for group organisers to Southport / Aintree.
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REPORT TO CABINET – OCTOBER 29th 2009
COUNCILLOR IAIN BRODIE-BROWN Cabinet Member for Performance and Governance
COMPREHENSIVE AREA ASSESSMENT
The Comprehensive Area Assessment is at the final stages of negotiation around the content of the draft narrative and judgement. The evidence guillotine for the final submission was the 13 th October.
A draft-embargoed report was issued by the Commission on the 19 th October. The Borough Partnership, guided by the Cabinet, had to decide whether it wanted to challenge the final judgment on any red flagged areas of the draft Area Assessment within a prescribed period. After consulting Cabinet Members, and the Chair of the SBP, the view at the time of writing this report was that there would be no challenge made.
Organisational Assessment
The Organisational Assessment judgement is based on combining the use of resources score (1-4 scale) and the managing performance score (1-4 scale, giving an overall scored judgement known as the Organisational Assessment Score.
The Council has received the pre-publication reports under embargo from the Audit Commission. At the time of writing this report, the Cabinet is in the process of being consulted on whether it wishes to appeal either the use of resources score and/or the managing performance score and had until 23 rd October 2009 to decide.
Outside of the review process, the Audit Commission may agree changes to the wording of the assessments to improve clarity and address any remaining concerns the Council/SBP may have.
A final copy of both the Area and Organisational Assessment will be sent to the Council (Organisational Assessment) and Area Assessment (Chair of the SBP) by 5pm on Friday 4 th December, under embargo until the 10 th December. Both documents will appear on the Oneplace website (Audit Commission) on 10th December.
Ongoing developments as a result of the initial discussions on the Comprehensive Area Assessment
Knowing and Understanding Communities The CAA process initially raised a red tag on knowing and understanding our communities. Sue Holden was seconded to the Performance and Partnerships Team to lead, on a number of workstreams, including demonstrating that the Council and Partners do know and understand their communities. It was however accepted that further action needed to be taken to improve collaborative working to improve this area of work. The Cabinet Member for Performance and Governance and the SBP Executive agreed that two groups be established (one internal to the Council and the second incorporating all partners). A first piece of work, collating a wide range of evidence available about Sefton was then commissioned. This will provide, in very early November a single evidence base, on which to base understanding of Sefton at a Council and partnership level. Though it is recognised this will be an ongoing piece of work, with more sophisticated evidence bases being developed incrementally (over the next three years) with the support of both groups. The CAA recognised this was a
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robust approach and subsequently removed the red tag, though continued action will be necessary.
This evidence base, and the Area Management service mapping, will help Members refresh understanding of priorities within the Borough, which will assist in the refresh of the Corporate Plan. The evidence base will be used to support the prioritisation by the SBP around the Sustainable Community Strategy.
Responding to the Recession The CAA had initially raised the partnership response to the recession as a potentially red-tagged area. A short-term resilience action plan with partners from a range of service providers has been developed. Work to date has included a partnership event, which was held on the 14 th July, and a second event was held on the 19 th October. This activity has enabled the development of a joint resilience action plan which has been agreed by the SBP. The action plan will be monitored by the SBP Executive whereas the overarching impact of the recession will be reviewed by the SBP Board via an electronic ‘recession tracker’ which is being taken forward by the Economic Development and Sustainability Thematic Group. Provision is currently being made for the transfer of the responsibility of the action plan and monitoring of the recession to the Economic Development and Sustainability Thematic Group who will manage this in the long term. The audit commission will keep this work under review.
Older Peoples Strategy A very early issue raised by the Audit Commission was the lack of a co-ordinated approach across the Partnership on a strategic approach to delivering for older people. A partnership strategy for older people has now been developed by the Sefton Partnership for Older Citizens. The draft strategy is based on evidence and specific consultation with older people. The strategy is in a consultation phase and the SBP is being monitoring progress.
GOVERNANCE REVIEW
The Governance Review is progressing well and in accordance with the project plan timescales. The Cabinet has considered and made recommendations to Council in relation to the form of executive and the changes to the Constitution arising from this went to Council on 22 nd October. Notable progress in other workstreams, includes but not exclusively:
1. Governing Partnerships/Outside Bodies
One element of the governance review is assessing the governance arrangements of the partnership arrangements we are involved with as a Council. This essentially consists of two parts, identifying all the arrangements then finding out details of the significant partnerships. Departmental representatives have been identified and have started giving responses to the first template (is it a partnership) this has identified 22, at the moment, which are partnerships and are significant. A small review group, chaired by Sue Holden and comprising of legal and finance senior officers, has agreed the partnerships that are also significant should be the focus of initial further review. There is a second template departmental officers will be asked to complete, asking details of the work the partnership and the governing arrangements of the partnerships. Further development of this area of work is looking towards an electronic database to hold all the information accessible to search by Members, Officers and appropriate partners, with a small number having administrative rights to the database. There is also a need for some intensive work to look at the governance arrangements of the partnerships that are significant in the first instance.
The workstream on Outside Bodies, dovetails with this workstream and officers are working closely. All the existing Outside Bodies to which Members are appointed have Page 200 Agenda Item 19g been included in the ModGov System, and where available, links have been made to the appropriate Outside Body website which helps to improve transparency of Outside Body appointments.
2. Sefton Borough Partnership
An ongoing workstream of the governance review is a review of the SBP Board and Executive. Recommendations from the small review group were made to the SBP Executive and the next step will be using the evidence base referred to within knowing and understanding to inform the vision for the SBP, which will inform further development of the structure and function.
There is a review group meeting set for the 3 rd November, which should be able to consider the evidence base.
This workstream dovetails with the Area Management workstream and officers are working closely together. The structure of the Thematic Groups, Executive and Board, needs to be mindful of the structure of Area Management arrangements, and can not be finally resolved until this has been considered by Members.
3. Area Management
The Area Management workstream is led by the Neighbourhoods Division, and significant progress has been made in mapping all services, and understanding what partnerships currently link to the area committee arrangements. The Leaders and Area Committee Chairs will be advised of progress and a steer sought in relation to further progression of this workstream at their meeting on 5 th November.
4. Performance Management Framework
A revised framework is under development, and will need, subject to the steer given by the aforementioned meeting, to make provision for area performance management, as well as taking account of the developing role of overview and scrutiny in relation to wider partners.
Linked to this workstream, is the development of a revised risk management framework, which is being led by the Finance and Information Services Director.
Data Quality Annual Review
Use of resources KLOE 2.2 focuses predominantly on arrangements for using fit-for- purpose information and securing data quality. Auditors undertake spot checks of selected data, based on their knowledge of local risks, as evidence to support this KLOE judgement. The Use of Resources report made the following statements.
“Governing the Business
Arrangements for collecting, recording and reporting data are integrated into business planning and management processes, supporting the day-to-day work of staff. The Council clearly defines data requirements (within the 'data quality policy and strategy'), and these focus on strategic objectives and service and people needs. The Council considers risks to securing data quality as part of its risk management arrangements and takes appropriate action to manage any risks identified.”
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“Data Quality
As part of the Use of Resources work, data quality spot checks have been undertaken. Five performance indicators were tested against the definitions and guidance available, as well as the management arrangements being considered. We noted that for two of the performance indicators tested the outturn reported on the Council’s internal SPRINT performance management system was found to be different from the actual externally reported figure. We also proposed an adjustment to one performance indicator based on our audit. The control weakness and errors noted have been reported to the performance and partnerships team. Performance and Partnerships team has spoken to the relevant officers who have made the required changes.”
Performance Monitoring
Quarter 2 2009/10 monitoring has been completed in respect of Corporate, Departmental, Annual Service Plans and National Indicators. For information all monitoring reports where published on the Intranet. Quarter 3 2009/10 monitoring will begin on the 31 st December 2009.
Places Analysis Tool (PAT)
The Places Analysis Tool (PAT) enables ongoing and consistent monitoring of trends and performance of Local Strategic Partnerships (LSPs) against the National Indicator Set, including those indicators, which have been targeted in Local Area Agreements. PAT compares Sefton’s latest available performance both regionally and nationally.
The PAT data has been shared with all departments as part of the quarterly monitoring and escalation policies, and with the Overview and Scrutiny Management Board to help inform their work programme planning.
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CABINET MEMBER REPORT
Councillor Committee Date
Ian Maher Cabinet Member October 2009 Regeneration
HMR Update
The visit of John Healey MP, Minister for Housing and Planning took place as planned on 16 September 2009. The Minister was impressed with what he saw and particularly in how the Council are using the tools intended to keep the housing market moving. He handed over the keys to a new house to a young couple who had purchased their home on St Elizabeths Place phase 2 from Bellway, using the Government’s Homebuy Direct initiative.
Robert Napier, Chair of the Board of the Homes and Communities Agency, visited Merseyside on 1 October 2009. The visit included a tour of the three Local Authority areas. The theme of the visit was to demonstrate the great success of HMRI action to-date but to point out there was still a significant amount of activity outstanding for which funding beyond March 2011 would be required.
Activity to acquire dwellings on Klondyke estate is moving at a pace, with more than 23 purchases already agreed since July and a further 40+ offers currently with owners. The inclusion of two more streets into the voluntary acquisition zone leaves only 50 properties to acquire on Marion Road and Menai Road and a further 25 on Hermitage Grove/Cinder Lane. Reasonable funding allocations in 2011-12 and 2012-13 may enable the Council to achieve it’s objective (set out in Supplementary Planning guidance) of assembling the whole of the Klondyke estate by Christmas 2012, which would be an achievement given the difficulties there have been economically and in the housing market which have influenced funding decisions from Government.
Work continues with the Newheartlands Pathfinder and Liverpool City Council to develop a series of Joint Investment Plans which not only acknowledge that activity in one local authority area will have an impact on adjoining areas and should thus be co-ordinated and carefully planned, they reflect the key objectives of the City Region Housing Strategy and the City Region Multi Area Agreement ‘Key Asks’ in relation to housing. Working collaboratively with neighbours and focussing upon holistic regeneration will hopefully positively influence allocations of resources post 2011.
Remediation work has now commenced on Tannery and Penpoll sites.
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Bellways bid for ‘Kickstart’ resources from Government, to start the stalled development of the former Orrell Sports Ground site has failed. This will not now realise a significant ‘Section 106’ payment towards improving playing fields adjacent to the Netherton Activity Centre. Officers are working hard to try and resurrect the scheme.
Responding to the Recession
InvestSefton undertook a major survey of 829 businesses in May/June 2009 to ascertain how they had been affected by the recession and see what type of future support they would require over the next 6-12 months. A further aim of the survey was also to improve the way in which the council both engages and consults with Sefton businesses.
A final report was completed in September 2009 which provided some encouraging results over future business prospects with businesses indicating immediate (within 6 months) and medium-term (within 12 months) support in a range of areas of which the top four were:
• Employing People • Business Growth • Accessing Finance • Sales & Marketing
Invest Sefton, Sefton@work and its partners Business Link and Sefton Chamber of Commerce)have formed a task group to oversee the response to those respondents (78%) who required specific support. Given the overall response to the survey it was also felt that by extrapolating these results, to the rest of the Sefton business community, actual demand is likely to be much higher.
The task group has implemented a range of follow up actions including direct contact and establishing a business help line. It was also agreed to extend the planned 17 November Sefton Economic Forum event to include a series of specialist one to one meetings between businesses and expert advisers alongside small seminars on key topic areas.
The follow up work is being facilitated jointly by Invest Sefton and Sefton@work under their respective business support and employer engagement projects, the latter of which has secured ERDF 4.2 financial support.
Tesco recruits local jobseekers in Litherland
Previous reports have referred to a major customised training and recruitment programme for the new Tesco store at Litherland. Recruitment is continuing but upwards of 120 residents will find employment in the new workforce thanks to a collaboration of Sefton@work and Jobcentre Plus with the company. Sefton@work is planning a graduation event at the Linacre Mission for 30 October, inviting ward councillors, Cabinet Members, local MP, the Mayor and the Council’s Chief Executive to appreciate the hard work put in by programme completers.
Page 204 Agenda Item 19i CABINET MEMBER REPORT COUNCILLOR COMMITTEE DATE
Councillor John Fairclough Cabinet Member October 2009 Technical Services
1. Thornton Switch Island Link
The Commissioning Report for Phase 1, i.e. detail programme to submission of the Planning Application, revised Project Management arrangements and revised spend profile have been approved by Cabinet.
Traffic and topographical surveys have been completed and geotechnical and environmental investigations are underway. Consequently, progress to developing a detailed scheme is well underway and the target date of the 1April 2010 for the submission of the Planning Application is on programme.
2. Southport Cycle Town Project
Proposals for a Southport East-West Cycle route from the Kew area to the Town Centre/Seafront centred on the Portland Street route, have been subject to consultation with residents and businesses over recent weeks. This being the main infrastructure scheme of the Cycle Town Project.
The results of residents and businesses questionnaires/submissions are being evaluated and the many concerns raised during the consultation fully evaluated.
The consultation results and proposals to address the matters raised will be discussed with Ward Councillors and Cabinet Member Technical Services in preparation for a report to the Southport Area Committee in November 2009.
3. Local Transport Plan 3 (LTP3)
Work on developing LTP3 for April 2011 has commenced, as reported to Cabinet on 1 October 2010. Workshops are being held with City Region Partners and various stakeholder groups to raise awareness of the scope of the new plan and the outline programme.
Key issues will be strengthening the link to the Local Strategic Partnership and integrating development with the emerging Core Strategy for the Local Development Framework. Throughout the process the thirteen core priorities that have been identified to enhance transport in Sefton will be promoted.
4. Network Rail – Northern Route Utilisation Strategy
Network Rail have launched a study to review the strategic direction of the rail network over the coming 30 years. This will build on recent strategies at more local sub-regional level with limited time horizons of 2015-2020.
Network Rail are currently seeking comments on what are the key issues to be considered, hence a report to Cabinet Member Technical Services has identified the following:
Access to Southport particularly from the east to support the Southport Investment Strategy hence promoting the town’s economy and particularly tourism.
Any study must take account of the 4NW DaSTS (Delivering a Sustainable Transport System – Government Transport Planning Initiative) Access to Port of Liverpool study that has recently commenced and due for completionPage 205 in October 2010. Agenda Item 19i 5. Strategic Partnership with Capita Symonds
The first anniversary of the Council’s partnership with Capita Symonds was on 1 October 2009.
A summary of the progress in delivery against the Council’s five key objectives is as follows:
Significant Revenue Savings - Savings on the services of £356,000 for the period October 08 to August 09.
Capital Investment - The Council’s ‘Protect’ system (SWORD) is being rolled out following a successful demonstration to the Council. The go live date is at end of October. Additional resources are in Sefton to provide business development support. A detailed IT strategy has been completed and investments identified and are being implemented to improve service performance
Improve Performance - A new full time ‘Service Manager’ has been appointed to assist with service delivery and improvement across the property and architecture businesses. The new protocol for dealing with Member’s queries is now active.
Work to Stay in Sefton - Capita Symonds are in negotiations with landlords for new accommodation to ensure that Magdalen House is vacated by year 2 and are developing detailed options appraisals. Recruitment in underway for additional staff to assist with communication and support services maintenance businesses in Sefton to ensure that the knowledge and skills required to deliver the Council’s programme of work are available ‘in- house’
Job Security - To date 11 new appointments have been made across the business. Business plans have been developed for each of the 6 business streams and have identified the growth areas and recruitment needs. Capita Symonds continues to provide additional expertise and support to deliver the Council’s BSF programme
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