Public Document Pack
MEETING: CABINET
DATE: Thursday 19th March, 2009
TIME: 10.00 am
VENUE: Town Hall, Southport
Member
Councillor
Robertson (Chair) Brodie - Browne P Dowd Lord Fearn Fairclough Maher Parry Platt 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 26 February 16) 2009
4. Area Police Performance in Sefton Chief Constable Bernard Hogan - Howe and Chief Superintendent Ian Pilling (Area Commander) from Merseyside Police will give a presentation on the Area Police Performance in Sefton
5. Approval of the Refreshed Local Area All Wards (Pages 17 - Agreement 2008 - 2011 32) Report of the Assistant Chief Executive (Management)
* 6. Extended Schools Agenda Working Group - All Wards (Pages 33 - Final Report 68) Report of the Overview and Scrutiny Committee (Children’s Services) Working Group
* 7. Governance Review - Consultation All Wards (Pages 69 - Arrangements 76) Report of the Legal Director
* 8. Business Start Up Project – European All Wards (Pages 77 - Regional Development Fund 84) Report of the Planning and Economic Regeneration Director
3 * 9. Economic Downturn and Proposals for All Wards (Pages 85 - Action 106) Report of the Strategic Director of Regeneration and Environmental Services.
10. 2009/10 Revenue Budget - Update All Wards (Pages 107 - Report of the Finance and Information Services 112) Director
11. Cabinet Member Reports All Wards
a) Cabinet Member - Children's Services (Pages 113 - 120)
b) Cabinet Member - Communities (Pages 121 - 126)
c) Cabinet Member - Corporate Services (Pages 127 - 134)
d) Cabinet Member - Environmental (Pages 135 - 140)
e) Cabinet Member - Health and Social Care (Pages 141 - 142)
f) Cabinet Member - Leisure and Tourism (Pages 143 - 148)
g) Cabinet Member - Performance and Governance (Pages 149 - 150)
h) Cabinet Member - Regeneration (Pages 151 - 152)
i) Cabinet Member - Technical Services (Pages 153 - 156)
12. 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.
13. Disposal of Public Highway at Maple Close Linacre (Pages 157 - to One Vision Housing, Willow House, 162) Seaforth Report of the Strategic Director of Regeneration and Environmental Services.
4 14. River Alt Flood Management Study Manor (Pages 163 - Report of the Strategic Director of Regeneration 170) and Environmental Services.
* 15. Accommodation and Relocation Issues - Derby; Linacre; (Pages 171 - NHS Sefton and Health and Social Care 178) Directorate Report of the Strategic Director of Regeneration and Environmental Services.
* 16. Southport Indoor Market Dukes (Pages 179 - Report of the Head of Tourism 196)
5 This page is intentionally left blank Agenda Item 3 THE “CALL IN” PERIOD FOR THIS SET OF MINUTES ENDS AT 12 NOON ON TUESDAY 10 MARCH 2009. MINUTE NOs 274, 275, 276, 277 AND 282 ARE NOT SUBJECT TO "CALL-IN"
CABINET
MEETING HELD AT THE TOWN HALL, SOUTHPORT ON THURSDAY 26TH FEBRUARY, 2009
PRESENT: Councillor Robertson (in the Chair) Councillors Brodie - Browne, P Dowd, Lord Fearn, Fairclough, Maher, Parry, Platt, Porter and Tattersall
265. APOLOGIES FOR ABSENCE
There were no apologies for absence.
266. DECLARATIONS OF INTEREST
The following declarations of interest were received:
Member Minute No. Reason Action
Councillor 277 - Personal - Took part in the Brodie-Browne Revenue Budget He is the Chair of consideration 2009/10 - the Governors of of the item and Budget Update Farnborough voted thereon. Road Juniors School which is referred to in the report
Councillor 274 - Personal - Took part in the Fairclough Treasury His employer is consideration Management referred to in the of the item and Policy and report voted thereon. Strategy 2009/10
276 - Personal - Took part in the Capital He is the Chair of consideration Programme the South Sefton of the item and 2009/10 - Development voted thereon. 2011/12 Trust, which is referred to in the report
Page128 7 Agenda Item 3 CABINET- THURSDAY 26TH FEBRUARY, 2009
Councillor Lord 281 - Personal - Took part in the Fearn 23-35 He owns shares in consideration Scarisbrick the Royal Bank of of the item and Avenue, Scotland, which is voted thereon. Southport referred to in the report
Councillor 277 - Personal - Took part in the Robertson Revenue Budget He is a member of consideration 2009/10 - Maghull Town of the item and Budget Update Council which is voted thereon. referred to in the report
267. URGENT BUSINESS
The Chair reported that he had agreed that the Cabinet would consider the following items of urgent business:
Royal Garden Party (Minute 278) in view of the urgent need to submit the nominations by the required deadline and Pennington Road Footbridge - Main Contractor Appointment (Minute 282) in view of the urgent need to conclude the legal agreement with the preferred contractor.
268. MINUTES
RESOLVED:
That the Minutes of the Cabinet Meeting held on 5 February 2009 be confirmed as a correct record.
269. CHILDREN'S PERSONAL SOCIAL SERVICES CAPITAL ALLOCATION - ADDITIONAL SCHEMES
Further to Minute No. 104 of the meeting of the Cabinet Member - Children’s Services held on 20 January 2009, the Cabinet considered the report of the Strategic Director of Children’s Services on the proposed scheme to be implemented under the Children’s Personal Social Services Allocation for 2008/09.
This was a Key Decision and had been included in the Council's Forward Plan of Key Decisions.
RESOLVED: That
(1) the proposed scheme detailed in the report be approved; and
(2) the proposed expenditure, to be funded from specific resources, be included in the Children’s Services Capital Programme 2008/09.
Page129 8 Agenda Item 3 CABINET- THURSDAY 26TH FEBRUARY, 2009
270. MERSEYSIDE GYPSY AND TRAVELLER ACCOMMODATION ASSESSMENT AND REGIONAL SPATIAL STRATEGY - PARTIAL REVIEW OF DRAFT POLICIES FOR GYPSIES AND TRAVELLERS AND TRAVELLING SHOWPEOPLE
The Cabinet considered the report of the Strategic Director of Health and Social Care, Planning and Economic Regeneration Director and Environmental Protection Director which summarised the findings of the Merseyside Gypsy and Traveller Accommodation Assessment together with the emerging requirements of the Partial Review of Regional Spatial Strategy. The report examined the likely implications for Sefton in relation to future additional permanent and transit pitch provision and meeting the housing and support needs of Gypsies and Travellers and Travelling Showpeople. It also sought delegated authority for the relevant directors to make representations on behalf of Sefton Council to the Regional Spatial Strategy Partial review consultations and subsequent Examination in Public.
This was a Key Decision and was included in the Council's Forward Plan of Key Decisions.
RESOLVED: That
(1) the report be noted;
(2) it be noted that there is a need to incorporate in the Council’s Core Strategy under the Local Development Framework, additional Gypsy and Traveller and potentially Travelling Showpeople pitch provision in line with the assessed need as identified in the Merseyside Gypsy and Traveller Accommodation Assessment, other relevant studies and the emerging Regional Spatial Strategy policies;
(3) the Planning and Economic Regeneration Director, in consultation with the Strategic Director of Health and Social Care and the Environmental Protection Director be authorised to respond on behalf of Sefton to the consultations around the emerging Regional Spatial Strategy Partial Review policies on Gypsy and Traveller permanent and transit pitch provision and provision for Travelling Showpeople;
(4) it be noted that further research work will be needed to identify suitable sites and engage in consultation work;
(5) further reports be submitted as details emerge as a result of discussions with sub regional and regional partners.
Page130 9 Agenda Item 3 CABINET- THURSDAY 26TH FEBRUARY, 2009
271. PARKING CHARGES – BOOTLE LEISURE CENTRE AND DUNES LEISURE CENTRE
Further to Minute No. 121 of the meeting of the Cabinet Member - Technical Services held on 25 February 2009, the Cabinet considered the report of the Planning and Economic Development Director in the proposed amendments to the parking charges of Bootle Leisure Centre and Dunes Leisure Centre.
RESOLVED:
That approval be given to the revised charges as set out in Appendix 1 of the report.
272. LOCAL LEADERSHIP AND PUBLIC TRUST - COMMITTEE ON STANDARDS IN PUBLIC LIFE
The Cabinet considered the report of the Legal Director on the Twelfth Inquiry of the Committee on Standards in Public Life, which will examine how well the governance arrangements for London and Local Government across the UK do reflect the seven principles of public life with particular emphasis on the principles of leadership, openness and accountability. It is also intended to examine the impact the governance arrangements have had on public trust and confidence in public office holders.
Copies of the report had also been circulated to the Overview and Scrutiny Management Board and the Standards Committee.
RESOLVED: That the report be noted.
273. PROGRAMME OF MEETINGS 2009/10
The Cabinet considered the report of the Legal Director which detailed the draft Programme of Meetings for the 2009/10 Municipal year. This Programme was required to enable the business of the Council to be conducted.
The report indicated that an additional meeting of the Council has been scheduled for 17 December 2009 to enable the Council’s governance arrangements to be determined and to agree the permitted resolution for submission to the Department for Communities and Local Government.
RESOLVED: That
(1) the programme of meetings for Cabinet and Cabinet Members’ meetings for 2009/10 as set out in Annexe D to the report, be approved subject to the meeting of the Cabinet Member - Corporate Services on 6 January 2010 being amended to 13 January 2010;
(2) the programme of meetings for Council, Regulatory Committees, Overview and Scrutiny Committees, Area Committees and
Page131 10 Agenda Item 3 CABINET- THURSDAY 26TH FEBRUARY, 2009
Members’ Briefings for 2009/10 as set out in Annexes A, B and C of the report be recommended to the Council for approval subject to the following amendments to Annexe C:
• Crosby Area Committee - deletion of the venue of Waterloo Primary School and the revision of the meeting scheduled for 17 February 2010 to a date which does not fall within the half-term week.
• Linacre and Derby Area Committee - deletion of the venue of Seaforth Community Centre.
• St Oswald and Netherton and Orrell Area Committee - deletion of the Hub Nub Centre as a venue and the substitution of Bootle Day Centre, Linacre Lane.
• All Area Committees - Deletion of all the meetings scheduled to be held during the month of April 2010, prior to the Council elections in May 2010.
274. TREASURY MANAGEMENT POLICY AND STRATEGY 2009/10
The Cabinet considered the report of the Finance and Information Services Director which provided details of the proposed procedures and strategy to be adopted in respect of the Council’s Treasury Management Function in 2009/10.
RESOLVED:
That the Council be recommended to give approval to:
(1) the Treasury Management Policy Document for 2009/10;
(2) the Treasury Management Strategy Document for 2009/10;
(3) the amendment to Banking arrangements contained within the Financial Procedures Rules of the Constitution;
(4) the Money Laundering Policy Document;
(5) the basis to be used in the calculation of the Minimum Revenue Provision for Debt Repayment in 2009/10.
275. THE PRUDENTIAL CODE FOR CAPITAL FINANCE IN LOCAL AUTHORITIES - PRUDENTIAL INDICATORS
The Cabinet considered the report of the Finance Director on proposals to establish the Prudential Indicators required under the Prudential Code of Capital Finance in Local Authorities. This would enable the Council to effectively manage its Capital Finance Activities, and comply with the Chartered Institute of Public Finance and Accountancy Prudential Code of Capital Finance in Local Authorities.
Page132 11 Agenda Item 3 CABINET- THURSDAY 26TH FEBRUARY, 2009
This was a Key Decision and had been included in the Council’s Forward Plan of Key Decisions.
RESOLVED:
That the Council be recommended to give approval to:
(1) the Prudential Indicators detailed in the report, and summarised in Annex A, as the basis for compliance with The Prudential Code for Capital Finance in Local Authorities;
(2) the amendment of relevant Prudential Indicators in the event that any unsupported borrowing is approved as part of the 2009/10 Revenue Budget; and
(3) delegated authority being granted to the Finance Director to manage the authorised Limit and Operational Boundary for external debt as detailed in Section 5 of the report.
276. CAPITAL PROGRAMME 2009/10 - 2011/12
The Cabinet considered a joint report of the Finance and Information Services Director and the Strategic Directors for Adult Social Services (Health and Social Care), Regeneration and Environmental Services and Children’s Services in respect of 2008/09 and the development of the 2009/10 - 2011/12 Capital Programme in the light of recent resource notifications received from Central Government and the formulation of the Revenue Budget. Appended to the report at Annex A was the Council’s Capital Programme 2008/09 - 2011/12.
This was a Key Decision and had been included in the Council’s Forward Plan of Key Decisions.
RESOLVED:
That the Council be recommended to:
(1) approve the 2009/10 - 2011/12 Capital Programme set out in Annex A of the report subject to the inclusion of an allocation of £50,000 for the 'Pride of Sefton' Narrowboat Project;
(2) note the intention of the Strategic Asset Management Group (SAMG) to review the programme, with particular attention to dormant schemes, with the possibility that resources may be made available for other schemes;
(3) confirm that Cabinet Members may continue to approve schemes from within their specific capital allocations included in Annex A of the report;
Page133 12 Agenda Item 3 CABINET- THURSDAY 26TH FEBRUARY, 2009
(4) approve the use of lease facilities in 2009/10 provided that any revenue consequences can be accommodated within appropriate budgets; and
(5) request that SAMG review the new Starts Programme in light of emerging issues.
277. REVENUE BUDGET 2009/10 - BUDGET UPDATE
Further to Minute No. 252 of the Cabinet meeting held on 5 February 2009, the Cabinet considered a report by the Finance and Information Services Director which provided an update on current issues relating to the completion of the 2009/10 budgetary process.
The Council had to set a Budget and a Council Tax by 10 March 2009, at the latest. In accordance with the Council’s Constitution and Statute, the Cabinet was required to propose a budget for independent assessment by the Overview and Scrutiny Committee (Performance and Corporate Services) in advance of the final budget Council. This assessment had taken place at the Overview and Scrutiny Committee meeting held on 17 February 2009 and a summary of the budget proposals submitted by the three Political Groups was appended to the report at Annex A.
The Finance and Information Services Director circulated a supplementary update note which provided details of the resolution passed by the Overview and Scrutiny Committee (Performance and Corporate Services) on the budget proposals submitted by the three political groups, the precept set by the Police Authority, the precept provisionally set by the Fire and Civil Defence Authority and the Council Tax capping criteria..
The Cabinet was advised of a letter circulated to all Members of the Council by the Association for the Conservation of Energy requesting the Council to lobby the local Members of Parliament to attend the Second Reading of the Fuel Poverty Bill in Parliament on 20 March 2009.
This was a Key Decision and had been included in the Council's Forward Plan of Key Decisions.
RESOLVED: That
(1) the confirmed impact of external levies on the Council Tax be noted;
(2) the Finance and Information Services Director’s assessment on the robustness of the budget proposals submitted by the three Political Groups be noted;
(3) the resolution made by the Overview and Scrutiny Committee (Performance and Corporate Services) be noted;
Page134 13 Agenda Item 3 CABINET- THURSDAY 26TH FEBRUARY, 2009
(4) the budget proposals of the three political groups be submitted to the Council for consideration;
(5) the update provided in respect of precepts required by the Police and Fire and Civil Defence Authorities and the Council Tax capping criteria be noted;
(6) the final Parish Precepts for 2009/10 be noted.
(7) the Chief Executive request the local Members of Parliament to attend the Second Reading of the Fuel Poverty Bill in Parliament on 20 March 2009.
278. ROYAL GARDEN PARTY 2009
The Cabinet considered the report of the Chief Executive which sought the nomination of representatives to attend a Royal Garden Party in July 2009.
It was noted that the Council had been allocated six places, this quota being determined by the population of the Borough. Nominations had to be submitted by Friday 13 March 2009 and the Lord Chamberlain's Office would not accept under any circumstances applications received after the closing date.
RESOLVED: That
(1) the nomination from the Conservative Group to attend the Royal Garden Party in July 2009 be the Mayor and Mayoress; and
(2) that the Leaders of the Liberal Democrat and Labour Groups submit their nominations to the Chief Executive by no later than 10 March 2009.
279. 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 favours exclusion of the information from the press and public.
280. HOUSING MARKET RENEWAL INITIATIVE – DISPOSAL TO PLUS DANE HOUSING ASSOCIATION LIMITED
The Cabinet considered the report of the Housing Market Renewal Director which sought approval to the disposal of the Council's interests in the property 4/6 Wadham Road, Bootle to Plus Dane Housing Association Limited. The report indicated that the site of 4/6 Wadham Road will be
Page135 14 Agenda Item 3 CABINET- THURSDAY 26TH FEBRUARY, 2009 incorporated in the development of 2 Wadham Road to provide three, two bed flats to rent which will support the Housing Market Renewal Initiative.
RESOLVED: That
(1) approval be given to the disposal of the site 4/6 Wadham Road to Plus Dane Housing Association Limited, at less than best consideration reasonably obtainable, on the basis of the terms and conditions set out in the report; and
(2) the Strategic Director of Regeneration and Environmental Services and Legal Director be given authority to negotiate and agree any other detailed terms and conditions, as may be necessary to complete the transaction.
281. 23 – 35 SCARISBRICK AVENUE. SOUTHPORT
Further to Minute No. 212 of the meeting held on 11 December 2008, the Cabinet considered the report of the Strategic Director of Regeneration and Environmental Services on the current status of the refurbishment project at 23-35 Scarisbrick Avenue, Southport and proposals to utilise the ground floor of the development for the provision of an Independent Living Centre.
The proposal was a Key Decision but, unfortunately, had not been included in the Council's Forward Plan of Key Decisions. Consequently, the Chair of the Overview and Scrutiny Committee (Performance and Corporate Services) has been consulted under Rule 15 of the Access to Information Procedure Rules of the Constitution, to the decision being made by as a matter of urgency on the basis that it was impracticable to defer the decision until the commencement of the next Forward Plan because of the current problems associated with the development at Scarisbrick Avenue which is part funded by grant monies from the European Regional Development Fund and the Heritage Lottery Fund.
RESOLVED: That
(1) the report be noted;
(2) it be noted that the development will provide 19 social housing apartments;
(3) approval be given to an Independent Living Centre being located at the development at Scarisbrick Avenue;
(4) the sum of £725,000 be included in the New Start Capital Programme to cover the cost of providing the Independent Living Centre at Scarisbrick Avenue; and
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(5) the Planning and Economic Regeneration Director be requested to ensure that adequate refuse collection facilities are provided in the revised development at Scarisbrick Avenue.
282. PENNINGTON ROAD FOOTBRIDGE - MAIN CONTRACTOR APPOINTMENT
Further to Minute No. 189 of the meeting held on 27 November 2008, the Cabinet considered the report of the Housing Market Renewal Director on the variations to the approved tender sum received in respect of the role of main contractor for the replacement of the Pennington Road Footbridge.
RESOLVED: That
(1) approval be given to the acceptance of the revised contract sum set out in the report;
(2) the Legal Director be requested to prepare a formal contract with the successful tenderer; and
(3) it be noted that the Chair of the Scrutiny and Review Committee (Performance and Corporate Services) has given his consent under Rule 16 of the Access to Information Procedure Rules and Rule 17 of the Scrutiny Procedure Rules for this key decision to be treated as urgent and not subject to "call in" on the basis that the decision cannot be reasonably deferred because there is an urgent need to conclude the legal agreement with the preferred contractor. Any delay in formalising the agreement could result in further increases to the cost of the project.
Page137 16 Agenda Item 5
REPORT TO: CABINET SEFTON BOROUGH PARTNERSHIP EXECUTIVE
DATE: 19 th March 2009 30 th March 2009
SUBJECT: Approval of the refreshed Local Area Agreement 2008-2011
WARDS AFFECTED: All
REPORT OF: Samantha Tunney, Assistant Chief Executive (Management) Ext: 4039
CONTACT OFFICER: Ian Willman, Local Area Agreement Coordinator Ext: 2015
EXEMPT/ CONFIDENTIAL: No
PURPOSE/SUMMARY:
To seek Cabinet approval on Sefton’s refreshed Local Area Agreement 2008-2011.
REASON WHY DECISION REQUIRED:
There is a requirement to ensure that Cabinet, agree the priorities and targets contained within the refreshed Local Area Agreement for submission to Government Office North West.
RECOMMENDATION (S):
Cabinet is recommended to:
(i). Approve the refreshed targets for new Local Area Agreement 2008-2011 (ii). Note that targets relating to the economic downturn have been “parked” until 2010 refresh
KEY DECISION: No
FORWARD PLAN: No
IMPLEMENTATION DATE: Following expiry of the call in of the minutes of this meeting.
Page 17 Agenda Item 5
ALTERNATIVE OPTIONS:
There are no alternative options as the Local Authority with its partners has a statutory duty to prepare the Local Area Agreement 2008-2011.
IMPLICATIONS:
Budget/Policy Framework: The Local Area Agreement is a key-planning document to which the Council and relevant stakeholders must have regard.
Financial: There are no direct financial implications contained in the report, since the resources required for the achievement of all LAA targets are contained in the respective Portfolio budgets already approved by the Council.
2006/ 2007/ 2008/ 2009/ 2007 2008 2009 2010 CAPITAL EXPENDITURE £ £ £ £ Gross Increase in Capital Expenditure Funded by: Sefton Capital Resources Specific Capital Resources REVENUE IMPLICATIONS Gross Increase in Revenue Expenditure Funded by: Sefton funded Resources Funded from External Resources Does the External Funding have an expiry date? Y/N When? How will the service be funded post expiry?
Legal: No
Risk Assessment: The risks of non-achievement of LAA targets will be addressed through the Sefton Borough Partnership performance management framework. Asset Management: No
CONSULTATION UNDERTAKEN/VIEWS Extensive consultation and engagement was undertaken with officers, members and other external partners.
Page 18 Agenda Item 5
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 Sefton’s LAA 2007-2010 LAA Annual Review 2008/09 – 22 nd September 2008 LAA Reward Guidance – 17 th February 2009
1 BACKGROUND:
Page 19 Agenda Item 5
1.1 As Cabinet is aware, as part of the Local Government and Public Involvement in Health Act, the Council and the Sefton Borough Partnership have a statutory duty to prepare a Local Area Agreement (LAA).
1.2 Over the last few months, discussions in relation to the refresh of the Local Area Agreement have taken place in a number of forums including the Thematic Partnerships, the SBP Executive and the SBP Board. The refreshed LAA presents an opportunity to understand the challenges of the borough and those links between issues in the thematic areas, which will help improve the quality of life for the people of Sefton.
2 PROGRESS TO DATE:
2.1 Following extensive negotiations between officers, members of the partnership and our Government Office counterparts the negotiation around the refresh of Sefton’s LAA have now concluded. An additional small number of ‘local’ indicators are still suggested, as they will contribute to the achievement of our LAA priorities (see Annex 1).
2.2 The document at Annex 1 highlights: • Priority • National Indicator Reference • Baseline • LAA Improvement target for 2008-2011 • Lead Partner
2.3 The targets that have been set against the thirty main indicators are believed to be challenging but mostly achievable. Particular concern has been expressed in relation to our Economic targets given the current national and global financial crisis. These targets have been “parked” until the refresh of 2010 when further performance information will be available to determine the challenges ahead.
2.4 Cabinet should be aware that there have been minor amendments to the following indicators based upon updated performance information:
• NI 7 Environment for a thriving 3 rd Sector • NI 20 Assault with injury crime rate • NI 39 Alcohol harm related hospital admission rates • NI 134 The number of emergency bed days per head of weighted population • NI 136 People supported to live independently through Social Services (all ages) • NI 163 Working age population qualified to at least level 2 or higher
The following indicators now have agreed targets due to their deferral last year:
• NI 32 Repeat incidents of domestic violence • NI 53 Prevalence of breastfeeding at 6-8 weeks from birth • NI 110 Young People's participation in positive activities • NI 111 First time entrants to the Youth Justice System • NI 115 Substance misuse by young people • NI 124 People with long term conditions supported to be independent and in control of their condition • NI 171 New Business Registration rate
2.5 The following indicators will no longer be collected due to the national agreement to abolish key stage 3 examinations:
• NI 74 Achievement at level 5 or above in both English and Maths at KS3 • NI 83 Achievement at level 5 or above in Science at KS3
Page 20 Agenda Item 5
• NI 95 Progression by 2 levels in English between KS2 and KS3 • NI 96 Progression by 2 levels in Maths between KS2 and KS3 • NI 97 Progression by 2 levels in English between KS3 and KS4 • NI 98 Progression by 2 levels in Maths between KS3 and KS4
3 NEXT STEPS:
3.1 At the time of this report, the refreshed LAA, due to the timescales and requirements of the Government Office (NW) will have been submitted. However, we have expressed that the document continues to be draft until approval is gained from Cabinet and the Sefton Borough Partnership Executive.
3.2 Cabinet should note that the refreshed LAA is subject to a second year refresh with Government Office (NW) where targets will be reviewed and adjusted accordingly (where necessary) dependent upon performance information available at that time.
3.3 Performance Reward Grant (PRG) will be available for the LAA. Sefton has recently received confirmation that the Performance Reward Grant attributable to the achievement of all these targets is £ 1,954,636.47p dependent upon our success.
3.4 Cabinet should be aware that the stretch targets agreed in the old LAA continue until 2010 when a separate Performance Reward Grant will be paid dependent upon our level of success.
4 RECOMMENDATION(S):
Cabinet is recommended to:
(i). Approve the targets for refreshed Local Area Agreement 2008-2011 (ii). Note that targets relating to the economic downturn have been “parked” until 2010 refresh
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Page 22 ANNEX 1 LAA Indicators ITEM NO.
Indicator(s) including LAA Improvement target including Education Priority Baseline Lead Partner those from NI and early years targets. set
Improved Health and Reduced Inequalities 2008/2009 2009/2010 2010/2011
LAA (main)
Alcohol harm related hospital admission 06/07 NI 39 2048.7 2154.9 2234.7 rates 1771.3
2006 All age all cause mortality rate - Males NI 120 735 715 696 757.03 Sefton PCT 2006 All age all cause mortality rate - Females NI 120 507 493 480
Page 23 490.86
16+ current smoking rate prevalence 2007 NI 123 1079 1175 1233 (quitters) 850 The number of emergency bed days per 06/07 NI 134 201886 197828 193872 head of weighted population 205985
Improving the quality of life of older people and vulnerable groups
LAA (main) People with long term conditions supported Deferred until 2% improvement to be independent and in control of their NI 124 GP Survey Feb 0 0 Sefton PCT Agenda Item5 on baseline condition 2010 People supported to live independently 06/07 NI 136 2909 3045 3181 through Social Services (all ages) 2766 Sefton H&SC Directorate Number of vulnerable people achieving 07/08 NI 141 70.0% 71.0% 72.0% independent living 68.2%
Page 1 of 10 Page No. ANNEX 1 LAA Indicators ITEM NO. Agenda Item5
Indicator(s) including LAA Improvement target including Education Priority Baseline Lead Partner those from NI and early years targets. set
Significantly improve employment and reduce worklessness, especially in priority neighbourhoods
LAA (main)
May 2007 Proportion of children in poverty NI 116 19.3% 18.7% 18.0% 21% Sefton Council (Planning & Economic Regeneration), Working age people claiming out of work 06/07 Jobcentre Plus, Sefton PCT benefits in the worst performing NI 153 31.7% 30.7% 29.7% 32.7% neighbourhoods Working age population qualified to at least 06/07 Page 24 NI 163 73.1% 74.9% 76.8% Learning & Skills Council level 2 or higher 67.5%
LAA (local)
Working age population qualified to at least 2006 NI 164 47.9% 49.7% 51.5% Learning & Skills Council Level 3 or higher 45.9%
Increase business start-ups and promote sustained business growth
LAA (main)
2005-07 2008 2009 2010 Sefton Council (Planning & New Business Registration rate NI 171 40.3 births p.a 40.7 births p.a 41.1 births p.a 41.5 births p.a. Economic Regeneration)
LAA (local)
Increase business survival rates at 1 and 3 Sefton Council (Planning & Local TBC TBC TBC TBC years in LEGI area Economic Regeneration)
Contribute to the sustainability of the environment by reducing waste to landfill and increasing recycling
LAA (main)
06/07 Sefton Council (Environmental Municipal waste land filled NI 193 62.0% 60.0% 55.0% 68% Protection)
Page 2 of 10 Page No. ANNEX 1 LAA Indicators ITEM NO.
Indicator(s) including LAA Improvement target including Education Priority Baseline Lead Partner those from NI and early years targets. set
Responding to the national and international agenda on climate change
LAA (main)
Sefton Council, MWDA, Merseyside Transport Authority, Highways Agency, Merseyside Resilience Forum, Adapting to climate change NI 188 Level 0 Level 1 Level 2 Level 3 Sefton PCT, Sefton CVS, Maritime Coastguard Agency, Environment Agency, Natural
Page 25 England, United Utilities
Increase the availability of decent housing
LAA (main)
07/08 Net additional homes provided NI 154 350 400 500 Sefton H&SC Directorate 236
Improve and increase educational achievement and training opportunities Agenda Item5 LAA (main)
Achievement of a level 3 qualification by 06/07 NI 80 50.2% 52.0% 53.0% age 19 49%
Participation of 17 year olds in education or 07/08 NI 91 82.0% 85.0% 88.0% training 78.5%
Achievement gap between pupils eligible Sefton Council (Children's for free school meals and their peers 07/08 Services) NI 102 21.0% 20.0% 19.0% achieving the expected level at Key stages 21.8% 2
Page 3 of 10 Page No. ANNEX 1 LAA Indicators ITEM NO. Agenda Item5
Indicator(s) including LAA Improvement target including Education Priority Baseline Lead Partner those from NI and early years targets. set
Achievement gap between pupils eligible for free school meals and their peers 06/07 NI 102 30.0% 29.0% 28.0% achieving the expected level at Key stages 31% 4 Page 26
Page 4 of 10 Page No. ANNEX 1 LAA Indicators ITEM NO.
Indicator(s) including LAA Improvement target including Education Priority Baseline Lead Partner those from NI and early years targets. set
Improve the stability of Looked after Children placements
LAA (main)
Stability of placements of LAC: number of 07/08 Sefton Council (Children's NI 62 12.0% 11.0% 11.0% moves 14.0% Services)
Improve the Health of Children and Young people
LAA (main)
Effectiveness of child & adolescent Mental 07/08 Page 27 NI 51 15 15 16 Health 14
Prevalence of breastfeeding at 6-8 weeks 07/08 NI 53 33.0% 33.0% 38.0% from birth 23.9% Sefton Council (Children's Services)
Obesity among primary school age children 07/08 NI 56 18.5% 18.5% 18.5% in yr 6 17.6% Agenda Item5
LAA (Local) Sefton Council (Children's Under 18 conception rate NI 112 TBC 24.8 per 1000 18.5 per 1000 17.0 per 1000 Services)
Page 5 of 10 Page No. ANNEX 1 LAA Indicators ITEM NO. Agenda Item5
Indicator(s) including LAA Improvement target including Education Priority Baseline Lead Partner those from NI and early years targets. set
Enable young people to make a positive contribution
LAA (main)
Young People's participation in positive 08/09 NI 110 67.0% 72.0% 75% activities 67.0%
07/08 First time entrants to the Youth Justice 363 338 313 NI 111 459 System (12.1/100000) (11.3/100000) (10.4/100000) (15.3/100000) Sefton Council (Children's Services) Page 28 08/09 Substance misuse by young people NI 115 14.2% 13.0% 12.2% 14.2%
Change and improve perceptions of the Local Environment
LAA (main)
06/07 L19 L16 L13 L21 Improved street and environmental D23 D21 D18 Sefton Council (Environmental NI 195 D25 cleanliness G8 G7 G5 Protection) G6 F1 F1 F1 F2
LAA (local)
07/08 Sefton Council (Community Perceptions of Anti Social Behaviour NI 17 5.36 5.31 5.26 5.41 Safety Division)
Page 6 of 10 Page No. ANNEX 1 LAA Indicators ITEM NO.
Indicator(s) including LAA Improvement target including Education Priority Baseline Lead Partner those from NI and early years targets. set
Reduce crime
LAA (main)
2008 4.42 per 4.11 4.24 per Assault with injury crime rate NI 20 4.42 per 1000 1000 per 1000 1000 (1200) (1250) (1250) (1164) Merseyside Police
Repeat incidents of domestic violence NI 32 0.0% 0.0% 23.0%
LAAPage 29 (local) Dealing with local concerns about anti- 3 months 08/09 Sefton Council (Community social behaviour and crime by the local NI 21 53.6% 56.6% 59.6% 53.6% Safety Division) authority and police
Rolling cohort Re-offending rate of prolific and priority NI 30 of PPO's per 15% reduction 15% reduction 15% reduction Merseyside Police offenders QTR refreshed
Involve Local Communities in decision-making
LAA (main) Agenda Item5
Environment for a thriving third sector (Based on the results of the 2008 national survey of third sector organisations, it is estimated that the required improvement in 2008 Sefton Council for Voluntary Sefton will be around 4.7 percentage NI 7 0.0% 0.0% Baseline +4.7%. 15.5% Services points. This remains an estimate. The final target will be confirmed once the 2010 national survey of third sector organisations has reported).
LAA (local)
Page 7 of 10 Page No. ANNEX 1 LAA Indicators ITEM NO. Agenda Item5
Indicator(s) including LAA Improvement target including Education Priority Baseline Lead Partner those from NI and early years targets. set
Sefton Council for Voluntary Percentage of people who think they can 2008 NI 4 23% 24% 25% Services (Public Engagment & influence decisions in their locality 23% Consultation team)
Reduce Accidents and Congestion LAA (main) People killed or seriously injured in road Sefton Council (Community NI 47 94 89 81 75 traffic accidents Safety Division) 4.3% + 4.7% + 5.1% + Congestion - average journey time per mile 4.14 (minutes Sefton Council (Planning & NI 167 (4.23 (4.24 (4.25 during the morning peak per mile) Economic Regeneration) Page 30 min.sec/mile) min.sec/mile) min.sec/mile)
Page 8 of 10 Page No. ANNEX 1 LAA Indicators ITEM NO.
Indicator(s) including LAA Improvement target including Education Priority Baseline Lead Partner those from NI and early years targets. set
Statutory Education targets
Achievement of at least 78 points across 06/07 NI 72 51.5% 52.5% 53.5% the EYFS with at least 6 in each of the 48% scales in PSED and CLL Achievement at level 4 or above in both 06/07 NI 73 79.0% 80.0% 81.0% English and Maths at KS2 77.4 % Achievement at level 5 or above in both 06/07 NI 74 75.0% 79.0% 80.0% English and Maths at KS3 71.0% Achievement of 5 or more A* - C grades at 06/07 GCSE or equivalent including English and NI 75 50.5% 55.5% 57.0% 45.5% Maths (threshold)
AchievementPage 31 at level 5 or above in Science 06/07 NI 83 79.0% 83.0% 84.0% at KS3 75.8% 06/07 NI 87 4.90% 4.80% 4.70% Secondary school persistent absence rate 5.4%
06/07 Narrowing the gap between the lowest NI 92 31.5% 30.0% 29.5% 32.1% achieving 20% in EYFS profile and the rest Progression by 2 levels in English between 06/07 Sefton Council (Children's NI 93 89.5% 91.0% 92.0% KS1 and KS2 87.6% Services) Progression by 2 levels in Maths between 06/07 NI 94 82.0% 85.0% 86.0% KS1 and KS2 79.8% Progression by 2 levels in English between 06/07 Agenda Item5 NI 95 27.0% 34.0% 36.0% KS2 and KS3 21.6% Progression by 2 levels in Maths between 06/07 NI 96 62.0% 66.0% 68.0% KS2 and KS3 58.1% Progression by 2 levels in English between 06/07 NI 97 58.0% 63.0% 65.0% KS3 and KS4 53.0% Progression by 2 levels in Maths between 06/07 NI 98 30.0% 35.5% 37.0% KS3 and KS4 25.2% Children in care achieving level 4 in English 06/07 NI 99 42.0% 55.6% 62.9% at KS2 61.5% Children in care achieving level 4 in Maths 06/07 NI 100 42.0% 77.0% 74.0% at KS2 53.8%
Page 9 of 10 Page No. ANNEX 1 LAA Indicators ITEM NO. Agenda Item5
Indicator(s) including LAA Improvement target including Education Priority Baseline Lead Partner those from NI and early years targets. set
Children in care achieving 5 A* - C GCSE 06/07 (or equivalent) at KS4 (including English NI 101 5.3% 20.0% 25.0% 5.3% and maths) Page 32
Page 10 of 10 Page No. Agenda Item 6
REPORT TO: CABINET
DATE: 19 MARCH 2009
SUBJECT: FINAL REPORT - EXTENDED SCHOOLS AGENDA WORKING GROUP
WARDS AFFECTED: ALL
REPORT OF: LEGAL DIRECTOR
CONTACT OFFICER: Michele Wainwright Tele: 0151 934 2666
EXEMPT/ NO CONFIDENTIAL:
PURPOSE/SUMMARY:
To formally present the final report of the Extended Schools Agenda Working Group to the Cabinet for consideration
REASON WHY DECISION REQUIRED:
The Working Group has made a number of recommendations requiring consideration and approval by the Cabinet for further action.
RECOMMENDATION(S):
That the Strategic Director (Children’s Services) be requested:
1 To communicate the benefits and achievements of the Extended Schools Programme to all Members of the Council, partners and local residents.
2 To ensure that there are robust Service Level Agreements with schools in place to sustain the continued support and commitment for the Extended Schools programme, following the devolution of the grant funding.
3 To ensure that mainstream funding is available post 2011 to sustain the work being undertaken.
4 To consult with the Overview & Scrutiny Committee (Children’s Services) regarding the plans for the introduction of charges for some local services.
5 To report to the Overview & Scrutiny Committee (Children’s Services) in 2010/11 to consider the proposals for post 2011.
Page 33 Agenda Item 6
KEY DECISION: Yes
FORWARD PLAN: Yes
IMPLEMENTATION DATE: Following the expiry of the call-in period following the publication of the Cabinet minutes
ALTERNATIVE OPTIONS:
None
Corporate Objective Monitoring
Corporat Positiv Neutr Negati e e al ve Objectiv Impact Impac Impact e t 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 34 Agenda Item 6
Financial Implications
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?
There are no financial implications arising out of this report.
Departments consulted in the preparation of this Report
Children’s Services
List of Background Papers relied upon in the preparation of this Report
Page 35 Agenda Item 6
THIS PAGE IS INTENTIONALLY LEFT BLANK
Page 36 Agenda Item 6
SEFTON COUNCIL
OVERVIEW AND SCRUTINY COMMITTEE (Children’s Services)
Extended Schools Agenda Working Group
FINAL REPORT
Page 37 Agenda Item 6
Foreword
Everybody this Working Group spoke to about the Extended Schools Agenda believed it to be worthwhile and positive for children and families. Extended schools in Sefton are successful, working well and ahead of many other parts of the country, and thanks are due to Officers of the local authority, staff in schools and children’s centre for making things happen.
The Working Group heard much about the range of activities on offer and encountered great enthusiasm for delivering effective Extended Schools. Members are concerned, however, about the level of sustained funding available for the programme following the end of grant funding in 2011.
Finally I would wish to thank Ruth Harrison and Michele Wainwright for their support and assistance and my fellow Working Group Members, Councillors Howe, Booth, Doran and Mrs Sandra Roberts for their input and commitment.
Cllr Paul Cummins Lead Member January 2009
Page 38 Agenda Item 6
Contents
Section
1 Extended Schools Agenda Review - Membership - Terms of Reference - Site Visits
2 The National Context - Background - Definition of an extended school - National/Regional Targets - Delivering the outcomes
3 Sefton – Extended Schools Agenda - National Leader - Current Position
4 Sefton Children’s Trust Arrangements
5 Site Visits - Linaker Children’s Centre - Springwell Park Children’s Centre
6 Conclusion - Findings - Acknowledgements - Supporting Information
7 Recommendations
APPENDIX A Scoping Document
APPENDIX B List of Witnesses
APPENDIX C The Gormley Educational Arts Project – Extended Schools
Page 39 Agenda Item 6
1.0 EXTENDED SCHOOLS AGENDA REVIEW
Further to Minute No. 5 of 12 June 2007, the Scrutiny and Review Committee (Children’s Services) considered the report of the Legal Director on the Work Programme to be determined by the Committee in respect of Working Groups. It was resolved that a new Working Group be appointed as follows.
1.1 Membership
Councillors Cummins (Lead Member), Booth, Doran and Howe and Mrs. S. Roberts.
1.2 Terms of Reference and Objectives
1. To investigate the current level of service in respect of the extended schools agenda within Sefton.
2. To explore the plans for the future provision of service.
3. To understand the links between Sefton Children’s Trust and the Primary Care Trust for the delivery services relevant to Children’s Health.
4. To investigate the process by which the Extended Schools/Children’s Centre joint-funded services are commissioned.
5. To comment on the relevance of, and possible impact on the Children’s Centres externally funded project resulting from the Sefton Major Service Review.
At its inaugural meeting held on the 17th July, 2006 Members felt that the aim of the review would move the extended schools agenda forward to achieve better results and greater opportunity for the young people of Sefton.
The Working Group submitted an interim report on 12 February 2008 which set out its findings and initial recommendations. The Scrutiny & Review Committee (Children’s Services) agreed to extend the review to allow the Working Group to also address the following:
6. To explore the relationship between Children’s Services and the Children’s Trust/LSP Arrangements.
7. To further investigate the range of funding streams for Extended Schools and address any issues that may arise.
Page 40 Agenda Item 6
1.3 Meetings / Site Visits
• Tuesday, 17th July, 2007 - Working Group Meeting – Southport. • Tuesday, 21st August, 2007 - Working Group Meeting – Bootle. • Tuesday, 25th September, 2007 – Linaker Children’s Centre. • Tuesday, 30th October, 2007 – Springwell Park Children’s Centre. • Thursday,17 th January 2008 – Working Group Meeting – Bootle • Thursday, 31 st January 2008 – Working Group Meeting, Bootle
In addition to the above meetings / visits individual Members of the Working Group, as part of their ongoing Ward work, took the opportunity to conduct their own visits to Children’s Centres and gather information of relevance to the review.
Page 41 Agenda Item 6
2.0 The National Context
2.1 Background
The extended schools prospectus, Extended Schools: access to opportunities and services for all, published in 2005 set out the vision for extended schools. Schools are typically at the heart of the community they serve and are therefore ideally placed to offer access to a range of services that can have a positive impact on standards and life chances of children, young people and families. The extended schools programme contributes to the delivery of the outcomes of the Every Child Matters Agenda, which aims to raise standards and ensure that children:
- are healthy. - stay safe - enjoy and achieve - make a positive contribution - achieve economic well-being
The extended schools programme can improve outcomes for children and young people by:-
- tackling barriers to learning - providing the basis for early intervention - improving integration of children’s services focused on the needs of the child and family - giving pupils more opportunities through extended services
2.2 What is an extended school?
“An extended school is a school that recognises that it cannot work alone” (DfES, 2004).
An extended school works with the local authority and other partners to offer access to a range of services and activities that support and motivate children and young people to achieve their full potential. Schools will be expected to meet the following full core offer:
- a varied menu of activities (including childcare facilities in primary schools) to be offered beyond schools hours - high quality childcare provision - swift and easy access (referral) to targeted and specialist services - wider community access to school facilities - parenting support
Page 42 Agenda Item 6
National evaluation of the second year (2004/5) of the full service extended schools shows that extended services can have significant positive effects on children, adults and families. These effects can also benefit schools - improving pupil attainment and exclusion rates.
Ofsted evaluations have suggested that extended services are helping to enhance self-confidence, improve relationships, raise aspirations and produce better attitudes to learning. The evaluations have also found that services are effective in meeting the Every Child Matters outcomes for children, increasing their awareness of healthy eating and the importance of taking regular exercise as well as enjoying a range of activities and achieving greater confidence in their abilities.
2.3 National/Regional Targets
By 2010 all schools are expected to deliver the Extended Schools ‘Core Offer’. Interim targets were set as 50% of primary schools and 33% of secondary schools to deliver the ‘core offer’ by September 2008.
THE EXTENDED SCHOOLS CORE OFFER
• A varied range of activities including study support, sport and music clubs, combined with childcare in primary schools.
• Provision of high quality, ‘wrap around’ childcare.
• Swift and easy access to targeted and specialist services.
• Community access to facilities including adult education, family learning, ICT and sports facilities.
• Parenting and family support.
2.4 Delivering the outcomes
The Extended Schools Agenda can only be delivered effectively through the delivery of joined up services. The primary mechanism for achieving this is through the operation of the Children’s Trust Partnership, which brings together all relevant providers in order to agree funding and service delivery issues. This Partnership then agrees upon the commissioning of accessible services according to need.
Page 43 Agenda Item 6
The Extended Schools Agenda forms part of the wider strategy for delivering the Every Child Matters Agenda. The strategic and operational activities are set out within the:
- Community Strategy; - Children and Young People’s Plan (CYPP); which is a single, strategic overarching multi agency plan for all services within a local authority that affect children and young people - Local Area Agreement; which enables local authorities to receive linked budgets to deliver outcomes, including extended services
Page 44 Agenda Item 6
3.0 Sefton – Extended Schools Agenda
3.1 National Leader
Sefton was one of the pilot pathfinders in 2005 and has become a national leader within the extended schools agenda through the achievement of the following criteria of good practice requirements:
- mapped provision in local areas in relation to data and analysis of need
Extensive consultation process and mapping exercise has taken place. Also childcare provision in out of school and holiday times is well mapped. Extended schools team have provided information for any mapping exercises being undertaken, for example childcare sufficiency and contact point assessments are made on all schools progress to Extended School status and an audit is taken on current provision and gaps identified. Any activities taking place are based on local need and informal networks have been set up in local areas, for example community reference groups and multi-agency forums
- set out a clear and resourced strategy for developing sustainable extended services, following consultation with all stakeholders
Funding is committed until 2011. It is critical that this funding is used during this period in a way that creates sustainable services and it is expected that much of this funding will be devolved to schools with the local authority maintaining a planning and co-ordination role. Charges may have to be made to sustain some of the activity, while considering that it is particularly important that disadvantaged children have access to activities. It is vital that Extended Services are embedded in schools improvement/development plans and this process is dealt with in Quality assurance monitoring visits. A new way of planning which involves all major stakeholders has been developed recently by the TDA and is being piloted in 15 schools in Sefton. Much of this funding is devolved directly to schools through personalisation funding and sustainability funding for the purpose of taking forward and sustaining the extended schools agenda.
- joined up extended schools with the strategy for children’s centres
The Extended schools and Children Centre’s have a linked strategy and there is an Extended Schools development worker linked with each of the Children’s Centres. Currently there are 16 phase 1 and 2 centres which have been in place since mid 2008.
Page 45 Agenda Item 6
- joined up plans with other agendas such as those for youth and health
There are many examples of joined up work and plans including the following agencies: • Study Support Framework • Healthy Schools • Youth • Culture and Tourism • Music Service • Family Learning
- encouraged cluster working to promote the sharing of provision and expertise between schools
• Science of sweets – secondary school working with feeder primaries • Children’s Centre Road-shows - children’s centres working with primary schools within their reach to provide the same multi – agency activities • “A” team –young people from local primary, secondary schools and community youth centre meet to provide shared activities and community regeneration projects. • Community networks of schools looking at shared extended services and holiday provision and training
- promoted the engagement of the voluntary and community sector and the private sector in the delivery of services and activities,
• Childcare provided by many voluntary and private organisations, for example Fun 4 Kids, Brunswick Youth Centre • Opera –providing alternative therapy training to young people • Multi –agency Health days • Parenting 2000 Speak Easy and shared plus courses • Involvement of local artists and dramatists in Face to Face project • WRVS fruit and veg bags • A Children ‘s Centre providing health activities from the May Logan Centre • Feelgood Factory involved in Children’s Centre road shows
3.2 Current Position
In the Training Development Agency’s (TDA) recent performance report Sefton is viewed as a ‘green light’ authority in every aspect of the Extended Schools agenda and the TDA have used the work undertaken across Sefton as a national example of best practice. Within Sefton the current statistics are as follows:
Page 46 Agenda Item 6
• 74 schools (70%) are meeting the full core offer (Nat: 65%, NW: 63%)
• 51 Primary schools (67%), 15 Secondary schools (71%), 5 Special schools (100%) and 3 Nursery school (75%) are meeting the full core offer
• Sefton has met both the 2008 Primary and Secondary interim targets.
• 9 of the 31 outstanding schools are close to delivering the Full Core Offer with just one element remaining to be delivered
• 7 of these 9 schools have yet to be updated in 2008
• Of the 7 primary schools lacking only one element of the core offer, 4 schools are yet to fully deliver the requirements for Parenting Support
• 92 Full Core Offer schools are needed to meet the minimum 2009 trajectory of 85%. It has been agreed with the TDA that Sefton will focus on 15 schools in 2009 and the remaining 15 schools in the final year of the programme. The TDA has noted that the planning for achieving targets within Sefton is exemplary.
The table below demonstrates the performance of Sefton against the core offer elements, in comparison to national and regional performance.
NW Full/Sustainable Sefton Region National Core Offer
Varied Menu of 97% 80% 84% Activities
Childcare 95% 78% 78%
Swift & Easy 85% 85% 89% Referral
Community Access 84% 73% 78%
Parenting Support 77% 72% 78%
Page 47 Agenda Item 6
The Working Group was also informed that the extended schools agenda is closely linked with the strategic objective in respect of the Building Schools for the Future programme and it has been recognised that the concept of schools at the heart of communities, delivering a range of services is crucial to the future development of school buildings in Sefton. It is envisaged that the design of new schools will reflect this concept.
Extended Schools Team Support for delivering the extended schools programme is provided through a central team of 12 staff, comprising of an Extended Schools Remodelling Advisor, 8 Development Workers (split into mini area based teams), one Children’s University Co-ordinator and 1 .5 equivalent Administration Workers.
The team has been re-structured into mini-teams (south, middle, north) in line with Sefton’s three-area approach and every school has a dedicated Extended Schools Development Worker, who also links with the Children’s Centres in their area. The Middle Team covers the Wards of Harrington, Raven Meols, Manor, Blundell Sands, Victoria, Park, Sudell, and Molyneux. The North Team covers the Wards of Cambridge, Meols, Norwood, Dukes, Kew, Birkdale and Ainsdale. The South Team covers the Wards of St Oswald’s, Ford, Church, Linacre, Derby, Litherland and Netherton/Orrell
All posts are grant funded and funding is guaranteed until 2011.
The recent TDA report found that Sefton’s success in delivery of the extended schools programme is derived from a number of factors but the quality of the Extended Schools Team has been critical. Feedback from schools has also been very positive about the centrally employed team, with the Audit Commission’s School Survey rating the Extended Schools Team as a 1 (the highest rating).
Appendix B illustrates the level of activities undertaken by local projects and supported by the Extended Schools Team.
Funding Arrangements Nationally the Government committed a total of £680 million to support the development of extended schools from 2006 to 2008. The majority of this funding has been routed through grants and distributed by local authorities, who are able to prioritise the allocation of resources according to need and their plans for the development of extended schools. £250 million has been provided directly to schools as part of their schools standards grant.
In addition to the £680 million the Government earmarked funding of just over £1.3 billion between 2006-08 for schools, to support personalised learning during and beyond the school day, which could also be used for extended services. This was also routed through grants.
Page 48 Agenda Item 6
With effect from 2008 / 09 there are now two main revenue components to extended schools funding, as follows:
- Start Up Grant - Sustainability Grant
The Start Up Grant will be used to support local authority strategic development and support to schools and local authorities will determine how this grant is spent. The Sustainability Grant will be devolved to schools with the local authority maintaining a planning and co-ordination role. Currently the Extended Schools Team are monitoring and supporting schools to make effective use of their allocation
Funding between 2008 and 2011 will be provided as follows:
Year Extended Schools Start Extended Schools Up (Area Based Grant) Sustainability Grant
2008-09 £523,887 £403,599
2009-10 £908,602 £738,559
2010-2011 £374,067 £1,040.572
In addition to grant funding the extended schools team works to secure funding and resources from a range of different sources and provides support to schools to put in bids for other funding for example Awards for All and Community chest and any successful bids go straight to the school or the parent group if set up as a charity and does not come in through the local authority.
Funding for extended schools is essentially grant-driven – and external funding sources also play an important role in supporting projects developed locally by schools.
Monitoring Impact The Working Group recognised that it was difficult to evidence the impact of the programme upon the long term objectives of improved achievement and life chances for children and their families but felt that more priority should be given to the development of providing evidence based outcomes of the impact of the programme. As has been indicated earlier in the report, all schools are required
Page 49 Agenda Item 6
to meet the core offer by 2010 and work is undertaken on a regular basis to assess progress and determine future requirements in respect of extended schools and there has been some monitoring of participation of young people and adults who have been involved in activities. For the period June 2005 to October 2007 the participation figures were 21,592 children and 3,914 adults. In the last reporting period of April 2008 – September 2008 (6 months) 8,482 children and 1,948 adults have been involved in extended activities and services initiated by the Extended Schools Team
However these only include those activities initiated by the Extended Schools development workers and funded through the Extended Schools Start –Up grant Much of the development workers role is to broker arrangements for schools and partner agencies, voluntary and statutory organisations. People involved in these activities are not included in the given figures but are outputs for the particular organisation.
Recent Ofsted comments on extended services have praised the programme, and graded the programme as mostly ‘outstanding’. The following are extracts from Ofsted comments:.
“…Coupled with pupils’ “…Pupils take on “Extra-curricular “The outstanding links active participation in responsibilities and activities include sports with parents, the local environmental contribute well to their clubs and residential community and outside activities and work with school and the wider visits for older agencies provide other school, it is no community through, for students. Provision for excellent support for surprise pupils achieve example, the school the performing arts is pupils.” (Ofsted – so well in their council, eco committee excellent and this 25/06/08) learning.” (Ofsted - and their work in makes a remarkable 27/11/08) collecting for various contribution to charities.” (Ofsted– personal 05/11/08) development.” ((Ofsted – 11/06/08)
“The schools works “Highly effective “The school continues “The wide range of very closely with other partnerships have to create a real cultural external agencies agencies to offer been established with shift in the local involved in working students, and often work based learning community.” (Ofsted – with the school make a their families, an providers and other 23/01/08) good contribution to exemplary level of employer the well-being of ongoing care, organisations so that a students.” (Ofsted – guidance and support wide choice of work 14/11/07) that convinces placements and students that they can opportunities are achieve well.” (Ofsted available.” (Ofsted – – 08/05/08) 23/01/08)
Page 50 Agenda Item 6
4.0 SEFTON CHILDREN'S TRUST ARRANGEMENT
Sefton MBC was one of the first local authorities in the UK to integrate its education and children’s social care services and establish a single Children’s Services Authority.
A strategic partnership for children and young people organised at borough level is required by the Children Act 2004 with a key focus on commissioning improved outcomes for children and young people through a local delivery network. The Children Act 2004 also places a statutory duty of co-operation on a range of key partners (Primary Care Trust, Police, Connexions, Learning Skills Council, Probation Service) to deliver Children’s Trust arrangements. However, Sefton’s Partnership also includes many non-statutory partners, including schools, colleges, voluntary sector and fire service necessary in order to deliver successful outcomes for children and young people. Children’s Trust arrangements have been in place in Sefton since 2005 (the formal implementation date for CT arrangements was 1 st April 2008). Sefton is adopting the three Area Working Partnership model as our local delivery network.
The Children’s Pan published in December 2007 requires the local authority, and its partners, to take Children’s Trust Arrangements to the next level, embracing all systems from the strategic partnership board to co-located front line delivery. The Children’s Trust will commission services to deliver the priorities within the Children and Young People’s Plan, taking an over-arching view of all services for children and young people within Sefton. The Trust will also lead the continued integration of services, together with the reconfiguration of services for CYP across Sefton into a three-area delivery model (North, Middle and South). To ensure Sefton Children’s Trust Arrangements are fit for purpose, the partnership has been undertaking some initial work to review existing arrangements and develop a new governance structure. The proposals set out in the diagram below were agreed by the Children and Young People’s Thematic Group at its meeting on 30 th September 2008. There is currently a consultation process (November 2008 – March 2009) across the partnership to agree how best to implement the new governance arrangements which includes how the three area working model can be supported to provide an accurate locality based needs analysis to inform commissioning and service delivery.
As outlined in the Children and Young People’s Plan it is envisaged that:
“The developments will shift the focus from dealing with the consequences of difficulties in children and young people’s lives to actually preventing things reaching crisis point; and ensure services are responsive to the needs of our children, young people, parents, carers and the wider Sefton community.”
Page 51 Agenda Item 6
Also below is a diagrammatic description of how the governance arrangements for the Extended Schools programme fits in with the wider governance and commissioning arrangements.
Page 52 The New Governance & Commissioning Structure
Sefton Borough Partnership
Children’s Services & Other Partner Agencies Decision Making Bodies, e.g. Local Council, Cabinet, PCT Board and Children & Young People’s Thematic Group Safeguarding Children Board other Thematic Groups Children’s Trust Board
Children’s Trust Commissioning Group Children’s Trust Executive Group Page 53
Children’s Trust Performance Management Sub -Groups stakeholders Be Healthy Stay Safe Enjoy & Achieve Achieve Economic Well- Make a Positive • Safe from maltreatment, neglect, being Contribution violence and sexual exploitation • Physically healthy • Ready for school • Engage in further education, • Engage in decision making and • Safe from accidental injury and employment, or training on support the community and • Mentally & • Attend and enjoy school leaving school environment death Stakeholders emotionally healthy • • Achieve stretching national • Ready for employment • Engage in law-abiding and positive • Safe from bullying and Sexually healthy discrimination educational standards at primary behaviour in and out of school school • Live in decent homes and Agenda Item6 • • Healthy lifestyles • Safe from crime and anti-social sustainable communities Develop positive relationships and • behaviour in and out of school Achieve personal and social choose not to bully and discriminate • Choose not to take development and enjoy recreation • Access to transport and
• illegal drugs • Have security, stability and are cared material goods Develop self confidence and • Achieve stretching national successfully deal with significant life for • educational standards at secondary Live in households free from changes and challenges school low income • Develop enterprising behaviour
Service Management Early Intervention Improve Outcomes Communications Improved Information Sharing and Management Transitions Partnership Links Narrow Gaps in Outcomes between Identified Groups CYPP Accommodation Commissioning Set Up Workforce Reform
Area Working Partnership Network South Area Working Partnership Network Area Working Partnership Network Central North Agenda Item6
Extended Services Governance Children’s and Young People’s Executive
Group(Sefton Children’s Trust) Sefton Council Corporate
Be Staying Sefton CS Leadership/ Cabinet member Healthy Safe Page 54 Making a Economic Enjoy & Positive Wellbeing Achieve Extended Schools’ Steering Group Contribute
Head Teachers & Head Teachers & Managers’ Forum Head Teachers & Managers’ Managers’ Forum (N) Central Forum (S)
Local governance models Local governance models Local governance models Phases 1 /2/3 Children’s Phases 1/ 2/3 Children’s Centres Phases 1/ 2/3 Children’s Centres Centres
Agenda Item 6
5.0 SITE-VISITS
Site Visit 1:
Linaker Children’s Centre – 25 September 2007
The Children’s centre is recognised as a national centre of excellence with over 1.5 thousand people accessing services there. The mid-wife located at the centre receives referrals from a cross section of partner organisations such as community mid-wives, G.P’s, Health Visitors, Social
Services etc. The speech therapist at the centre felt that the centre took away the clinical feel of a hospital and clients seemed to be more relaxed at attending sessions there and children were taken away from school for half days/full days. He also stated that referrals could be pre-empted rather than re-active. Both witnesses were of the opinion that providing the health dimension within the Children’s Centre were pivotal to providing integrated services through a one-stop shop approach to health services and child care including family support and parenting support.
Site Visit 2:
Springwell Park Children’s Centre – 30 October 2007
Springwell Park offers a wide-range of after school activities and is open 8am to 8pm each week night. The centre is full in terms of capacity and children are at the heart of everything they do. The purpose built facility offers a fantastic environment where a child can learn and play and progress on from the nursery into the primary school. The centre provides joined up services for families with young people.
70% of clients assessing the service are in receipt of Tax Credit, this illustrates that the provision is a much needed one within the area. The centre has been successful in attracting mothers and babies who may live outside the area but work in the area.
Staff at the Centre believe that if they could extend the centre they would fill it to capacity.
The main point the Working Group Members concluded was in relation to the funding streams.
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6.0 Findings
- Sefton is performing very well and is on track to meet national targets - Continuation of funding is essential for delivering outputs and long term outcomes, and there is concern about the grant funding available post 2011 - Schools and governing bodies need to demonstrate budgetary commitment and support to the agenda - A key feature of the extended schools agenda is the delivery of health services which are located within the local community - Need to address the accessibility to services by low-income families when inevitable charges are made - Priority needs to be given to monitoring the outcomes of the programme for children and their families - The commissioning of joint funded and co-located services is being reviewed through the Children’s Trust arrangements
6.1 Acknowledgements
The Working Group is grateful to all those witnesses and other persons who assisted with its research and provided information. Particular thanks to Pauline Sanderson, Extended Schools Remodelling Advisor.
6.2 Supporting Information
During the process of this review, the Working Group has gathered a substantial amount of information and data, which has been invaluable in helping it to form its conclusions and recommendations.
Any background information required is available on request from Michele Wainwright, Overview & Scrutiny Team (telephone 0151 934 2666) e-mail: [email protected]
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7.0 RECOMMENDATIONS
That the Strategic Director (Children’s Services) be requested:
R1 To communicate the benefits and achievements of the Extended Schools Programme to all Members of the Council, partners and local residents.
R2 To ensure that there are robust Service Level Agreements with schools in place to sustain the continued support and commitment for the Extended Schools programme, following the devolution of the grant funding.
R3 To ensure that mainstream funding is available post 2011 to sustain the work being undertaken.
R4 To consult with the Overview & Scrutiny Committee (Children’s Services) regarding the plans for the introduction of charges for some local services.
R5 To report to the Overview & Scrutiny Committee (Children’s Services) in 2010/11 to consider the proposals for post 2011.
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Page 58 Agenda Item 6
APPENDIX A
SEFTON COUNCIL
SCOPING EXERCISE
EXTENDED SCHOOLS AGENDA WORKING GROUP JULY 2007
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MEMBERSHIP
Councillors Cummins (Lead Member) Booth, Doran and Howe, and Mrs Roberts.
Extract:
SCRUTINY AND REVIEW COMMITTEE (Children’s Services)
Meeting of 12 June 2007. Minute No. 5
WORK PROGRAMME - KEY DECISION FORWARD PLANS – 1 JUNE 2007 TO 30 SEPTEMBER 2007
The Committee considered the report of the Legal Director detailing the Committee’s programme of work and including the Key Decision Forward Plans for the above periods. The Plans contained all the Key Decisions which the Executive would take between 1 June and 30 September 2007. The Committee was advised of its right to pre-scrutinise any key decision which fell under its remit.
RESOLVED: That
(1) the Key Decision Forward Plans for the above mentioned period be noted; and
(2) the following topics for review be included on the Committee’s Work Programme for the current Municipal Year :-
• to examine the authority’s provision for gifted children; and • to investigate the Sefton MBC Extended Schools Agenda (to include Sefton Schools and all Children’s Centres – including Health and other facilities )
(3) Membership of the Working Groups as follows:
Provision For Gifted Children:
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Councillors Ibbs (lead member) and Shaw. Labour Group nomination to be advised to Scrutiny Support Officer in due course.
Extended Schools Agenda: Councillors Cummins (lead member) and Howe, and Mrs Roberts (parent governor representative). Conservative Group nomination to be advised to Scrutiny Support Officer in due course – Councillor Doran.
TERMS OF REFERENCE AND OBJECTIVES
1. To investigate the current level of service in respect of the extended schools agenda within Sefton.
2. To explore the plans for the future provision of the service.
3. To understand the links between Sefton Children’s Trust and the Primary Care Trust for the delivery services relevant to Children’s Health.
4. To investigate the process by which the Extended Schools / Children’s Centre joint-funded services are commissioned.
5. To comment on the relevance of, and possible impact on the Children’s Centres externally funded project resulting from the Sefton Major Service Review.
METHODS OF ENQUIRY
Investigative techniques/site visits
1. The Working Group will formally meet on an ad-hoc basis to consider policy documentation, officer reports and strategy documents, and any subsequent updates, relevant to the extended schools agenda.
Members will also question witnesses (administrative officers, centre workers, service users) to gather information on service development and gain a practical understanding of how the extended schools agenda is performing.
Meeting venues will be decided on an ad-hoc basis and will include site visits to existing extended school / children’s centre facilities.
2. Delegated powers. Ad-hoc meetings of individual members of the Working Group, witnesses and support officers may take place - with the
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agreement of the Lead Member - to assist in the preparation of papers for consideration by the Working Group.
3. Formal report to the Scrutiny and Review (Children’s Services) Committee.
TIMESCALES See Planning Chart
Members have indicated that the review report should be presented to Scrutiny and Review Committee (Children’s Services) at its meeting of the 4 Dec 2007.
OFFICER SUPPORT Named Officers
Lead Officer: Andrew Windsor, Assistant Director (Strategic Support) Children’s Service
Other Named Officers: Jean Massam, Children’s Trust Director Olive Carey, Head of Family and Community Learning Pauline Sanderson, Extended Schools Manager, Sefton MBC
Scrutiny Support Officer: Patrick Sebastian / Debbie Campbell
OTHERS WHO WILL BE INVOLVED
Witnesses - residents, stakeholders, tenants, other public sector organisations to
call as witnesses, consultants etc.
ARRANGEMENTS FOR REPORTING TO CABINET/COUNCIL Timetable of committees, link into the planning chart, type of report/minute
It is the intention of the working group to formally present its report at the meeting of the Scrutiny and Review Committee (Children’s Services) 4 Dec 2007.
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PLANNING CHART
The Planning Chart is an example of the way reviews could/should be planned.
It is recommended that realistic time frames in which to carry out tasks should be considered including possible delays for public holidays and Council business. Effective planning suggests that more planning time be built into the chart.
Activity Jul Aug Sep Oct Nov Dec
Scoping XXXX
Consider XXXX XXXX XXXX Documents
Witnesses XXXX XXXX XXXX
Site Visits XXXX XXXX XX
Initial XX XXXX Findings
Draft Report XX XXXX
S&R Cttee XX Considers
Submit to XX Cabinet (if appropriate)
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Ten Step Process Flow Chart
Committee agrees Working Group membership and appoints Chair.
Working Group complete scoping document determining terms of reference & timetable.
Working Group submit scoping paperwork to Scrutiny Committee for approval.
Background research undertaken and evidence collected.
Working Group meet to determine questions they wish to ask witnesses.
Working Group make any necessary visits & additional evidence obtained.
Witness hearings take place & responses written up by support officer.
Working Group review headings for the final report.
Working Group and support officer draft final recommendations and approve final report.
Scrutiny Committee receives final report and recommendations and how they should be taken forward.
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APPENDIX B
THE GORMLEY EDUCATIONAL ARTS PROJECT – EXTENDED SCHOOLS In 2005 South Sefton Development Trust (part of South Sefton Partnership) commissioned Sefton Extended Schools Team to develop an educational arts project that would create a legacy from the Antony Gormley installation “Another Place”.
The following Schools took part in the project:-
Ø Linacre Primary School, Bootle
Ø William Gladstone CE Primary School, Seaforth
Ø Bootle High School
Ø Forefield Infant School, Crosby
Ø Ursuline Catholic Primary School, Crosby
Ø Great Crosby Catholic Primary School
Ø St. Ambrose Barlow Catholic College, Netherton
Ø The Grange Primary School, Netherton
Ø Our Lady Star of the Sea Catholic Primary School
Ø St. Joan of Arc Catholic Primary School
Ø Beach Road Primary School
Ø Great Crosby Catholic Primary |School
Ø Waterloo Primary School
The vision of the project was to create a programme that would mean messy hands, muddy feet and memories that would last forever. The Extended Schools team worked with Sefton Arts Development to bring together a group of artists who could engage and develop both pupils and staff. They wanted to leave a legacy that would enhance the curriculum and provide resources for even more children to get involved. Schools’ own ideas were matched with visual artists, dramatists, music and dance specialists.
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Listed below are some of the activities that the project delivered:-
Ø Window of opportunity A stained glass window is set within an entrance door at St. Phillips Primary School, Litherland, a symbol of the Iron Men – pupils have created a delicate, lasting piece of artwork for future pupils to enjoy. Ø The Shoemakers Pupils created a link with the beach using everyday objects, feathers, leaves and twigs which were regularly walked on by thousands of visitors. Items, once laminated, are cut into shape and laced together, fit to grace tiny feet. Ø Living in a box Shoeboxes were crafted to carry the beautiful shoes on their travels to another place. Ø Naturally Man Made Mobiles that hang from the trees of Aintree Davenhill Primary School show how nature’s resources can be recycled and used in Art, and highlight the contrast and harmony between man made materials and the environment Ø Breaking the Mould Antony Gormley’s use of his body for casting inspired young artists to follow suit and so they were able to design there own sculpture. Ø Message in a Teabag Pupils emptied tea bags in order that they act as delicate pockets for treasured memories of times gone by. One contains a school badge another a piece of school tie, photographic evidence of school football matches or friends smiling together. Preserved with special glue and then fused together to create a wall hanging that tells the story of each school. Ø Ted – Unveiled with Pride 276 young artists took part in making a larger than life size replica of a Gormley figure affectionately known as Ted. The figure was finished with a mosaic pattern graphically illustrating the broad theme of the work – Respect. Each group created a symbol – a tree on the sculpture’s back highlights the importance of the environment and his legs feature doves for peace and unity.
The above are just a few examples of how the Extended Schools Agenda is working successfully in Sefton, through the hard work and commitment from the Extended Schools Team and all the Schools involved.
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APPENDIX C
Witnesses
Thanks to all those who have contributed to the compilation of this report, including:
Andy Windsor Assistant Director
Pauline Sanderson External Schools Manager
Olive Carey Acting Assistant Director
Liz Johnson Partnership and Communications Manager
Mid-wife – Linaker Primary School and Children’s Centre
Speech Therapist – Linaker Primary School and Children’s Centre
Head – Linaker Primary School and Children’s Centre
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Page 68 Agenda Item 7
REPORT TO: Cabinet Member – Performance and Governance Cabinet Overview & Scrutiny (Performance & Corporate Services)
DATE: 18 March 2009 19 March 2009 31 March 2009
SUBJECT: Governance Review – Consultation Arrangements
WARDS All AFFECTED:
REPORT OF: Legal Director
CONTACT Caroline Elwood 0151 934 2032 OFFICER:
EXEMPT / No CONFIDENTIAL:
PURPOSE / SUMMARY:
To report to Members on the need to take reasonable steps to consult local government electors and other interested persons within the Authority’s area before drawing up any proposals to change its governance arrangements.
REASON WHY DECISION REQUIRED:
S33E of the Local Government & Public Involvement in Health Act 2007 requires the Council to take reasonable steps to consult on this issue.
RECOMMENDATION(S):
That Members note the report, and subject to any comments by Members of the Council’s Overview & Scrutiny (Performance & Corporate Services) Committee, approve the proposed consultation arrangements.
KEY DECISION: Yes
FORWARD PLAN: Yes
IMPLEMENTATION DATE: Following the expiry of the “call-in” period for the Minutes for this meeting
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ALTERNATIVE OPTIONS:
There is a statutory requirement to consult on the options for governance.
IMPLICATIONS:
Budget / Policy Framework: The outcome of the consultation will be reported to Council.
Financial: £50k has been earmarked for the consultation process
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 When? date? Y/N How will the service be funded post expiry?
Legal: There is a statutory requirement under the Local Government & Involvement in Public Health Act 2007 to move to a new form of governance
Risk Assessment: The formal resolution must be passed by 31 December 2009 or the Council runs the risk of
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Government intervention.
Asset Management: Not applicable
CONSULTATION UNDERTAKEN / VIEWS
Governance Review Working Group – February 2009
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
Local Government & Public Involvement in Health Act 2007
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3.0 Background
3.1 The Local Government and Public Involvement in Health Act 2007 requires the Council to review its governance arrangements and move to either a directly Elected Mayor and Cabinet or a new single Leader and Cabinet. The Council must undertake appropriate consultation and draw up and publicise proposals for new executive arrangements. The change can only be made by a resolution within the ‘permitted resolution period’ which for Metropolitan Districts must be before 31 st December 2009. There is a Council Meeting currently scheduled for 17 th December 2009 which would be the final date upon which the formal resolution must be passed.
3.2 The Council is required to take reasonable steps to consult upon its proposed new arrangements but is not required to hold a referendum since its current arrangements were not approved by a referendum. It may however choose to do so as part of its approved consultation process. Alternatively a referendum will be necessary if the Council receives a valid petition for the election of a Mayor and the Government is currently out to consultation on whether to reduce the percentage of electors required to sign any petition. The current requirement is 5% which equates to 10,500 electors within Sefton.
3.3 The guidance on consultation is not prescriptive but the emphasis is on giving the local community the opportunity to choose between directly Elected Mayors and indirectly Elected Leaders.
4.0 Code of Recommended Practice on Local Authority Publicity 1988
4.1 The current code of practice on Local Authority publicity is currently being reviewed under one of the series of Consultation Papers issued under the White Paper ‘Communities in Control: real people, real power’ with responses sought by 12 th March 2009. In the meantime the original code of practice remains in force and should guide the Council’s approach to issuing any publicity or consultation under the governance review.
4.2 The code stresses the need for all publicity to be cost effective and lays down the following general guidelines:-
• Publicity should not unnecessarily duplicate publicity produced by Central Government or other public body • In determining the nature, scale and cost of the publicity it will be relevant to consider if the publicity is statutory or discretionary and the purpose to be served • Any publicity describing Council policies and aims should be as objective as possible, concentrating on facts or explanations or both
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• Publicity commenting or responding to policies and proposals of Central Government should be objective, balanced, informative and accurate • If issues are controversial or if there are arrangements for or against views or policies this should be handled with particular care and should not ever simplify facts, issues or arguments • Public funds should not be used to persuade public to hold a particular view on a question of policy • Information of publicity must be made available to all who want or need it • Leaflets and publicity distributed unsolicited from house to house is more intrusive than publicity available on application to the Council. Material containing controversial issues should only be distributed unsolicited if there is a strong case and no other equally effective method is available. • Advertising is not generally an appropriate means of explaining policy or commenting upon proposals. • Timing of publicity – particular care should be taken when issuing public immediately prior to an election
5.0 County Councils – experience
5.1 Different sectors of Local Government have been given different timescales within which to pass their permitted resolutions. County Councils where required to have undertaken the exercise by 31 st December 2008. Enquiries have therefore been made as to the methodology adopted in relation to consultation. The primary methods appear to have been:-
• Publicity and email comments sought through the Council’s website • Public advertisement in newspapers circulating in the area • Article within Council newspapers
5.2 In reality little or no responses appear to have been received although this may also have partly been because in most instances the model adopted was already a ‘Strong Leader’ model and it therefore made little practical difference to adopt the Indirectly Elected Leader model.
6.0 Sefton Council – possible options
6.1 At their meeting on the 27 February 2009 the Governance Review Working Group considered a number of options and have recommended that the following be adopted:-
• Tax Bills – The opportunity has been taken to send out information with all Council Tax Bills. The Bills will be distributed to all households in
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mid March. There has been no additional charge in undertaking this exercise as space was available within the leaflet. This has meant that all households will have some information directly delivered to them which has signposted them to obtain additional information. A copy of text is attached for information. • Web Site – information on the Council’s website with mention on the homepage for a defined period. This could be linked to the Council Consultation Forum ( www.consultationfinder.com/sefton ) with electronic responses for comments. The possibility of pod casts will also be explored. • Public Notice – formal public notice within newspapers circulating in the area • Press Release – formal press release/information provided to local newspapers • Local Libraries / One Stop Shops – hard copy information will be provided to Libraries, One Stop Shops and Civic Buildings throughout the consultation period for those residents without access to the Council’s website. • Area Committees – Factual reports to Area Committees and the Executive of the Borough Partnership during the consultation period and explaining the consultation arrangements.
6.2 A limit of £50k has been provisionally set aside for consultation and the suggested options have not yet been costed against this budget figure although it is not anticipated this figure is not likely to be exceeded. Any strategy for public consultation will need to comply with the aims of the draft Public Engagement and Consultation Framework Plan recently approved by the Council. The strategy will therefore be formally reported to the next Public Engagement & Consultation Panel on 3 rd April 2009. Prior to that meeting the report will be considered at the meeting of Overview & Scrutiny (Performance & Corporate Services) on the 31 March 2009 and Cabinet is requested to endorse the suggested Consultation Strategy subject to their comments.
6.3 There is no minimum period for the consultation to take place. It is anticipated that the consultation period will run during June, July and August 2009. The Council must then draw up its proposals ensuring that the proposals, if implemented, would be likely to assist in securing continuous improvement in the way the Local Authorities functions are exercised, having regard to a combination of economy, efficiency and effectiveness. After drawing up proposals there is a further requirement to publicise the final proposals in one or more newspapers circulating within the area.
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LEADER OR ELECTED MAYOR FOR SEFTON?
Consultation
All Councils are required by the Government to undertake a review of the way we currently work and to implement one of two new options. The choices are to have either an Elected Mayor or to appoint a Leader of the Council, who would be chosen from existing Councillors but serve a four year term of office. Before drawing up its proposals the Council must take reasonable steps to consult people in the area.
The Council currently has a Leader and Cabinet model of constitution, but at present our Leader is elected on an annual basis. All three Parties are currently represented on the Cabinet on a proportionate basis.
We will shortly be formally consulting on the new arrangements and are interested to hear your views and comments. You can find out more information by visiting www.sefton.gov.uk . Documents may also be inspected at Southport or Bootle Town Hall reception areas, the Council’s One Stop Shops and Libraries during the formal consultation period, which will run during June, July and August 2009.
Please email or post your comments to Caroline Elwood at Southport Town Hall or [email protected] . We look forward to hearing from you.
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Page 76 Agenda Item 8
REPORT TO: Cabinet Member Regeneration –18 th March 2009 Cabinet 19 th March 2009
SUBJECT: Business Start Up Project – European Regional Development Fund 4.1
WARDS AFFECTED: All
REPORT OF: Andy Wallis, Planning & Economic Regeneration Director
CONTACT OFFICER: Mo Kundi– 3447
EXEMPT/ CONFIDENTIAL: No
PURPOSE/SUMMARY: To inform Cabinet Members of the Business Start Up Project, as part of the North West Operational Programme.
REASON WHY DECISION REQUIRED: To comply with standard portfolio reporting procedures, and to seek Members agreement for delivering this project and for complying with the tendering and procurement procedures as stipulated by the Regional Development Agency.
RECOMMENDATION(S):
It is recommended that Members agree that:-
1. Sefton Council enter into an agreement to deliver the Business Start Up Project as outlined in this report, 2. Sefton Council’s Contract Procedure rules with regard to tendering be waived as far as they relate to this project, 3. Legal Director be instructed to draw up a legal agreement with the Regional Development Agency, and other service providers, and 4. Regular progress reports be presented.
KEY DECISION: Yes
FORWARD PLAN: Yes
IMPLEMENTATION DATE: Immediately following the call in period for the minutes of these meetings.
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ALTERNATIVE OPTIONS: Members approval is necessary in order to ensure that as recipient of £1.5 m of grant, Sefton Council applies with all the tendering and procurement procedures as stipulated by the funding body, namely North West Regional Development Agency. The alternative option is not accept the grant.
IMPLICATIONS:
Budget/Policy Framework: N/A
Financial: There are no additional financial implications for the Council resulting from this project, as the cost of the project is being met in full by ERDF grant (North West Operational Programme, the Regional Development Agency, and the Working Neighbourhood Fund.
2008/09 2009/10 2010/11 2011/12 £ £ £ £ CAPITAL EXPENDITURE Gross Increase in Capital Expenditure Funded by: Sefton Capital Resources (LTP) Specific Capital Resources REVENUE IMPLICATIONS Gross Increase in Revenue £300,00 £3000,0 £300,00 £300,00 Expenditure 0 00 0 0 Funded by: Sefton funded Resources Funded from External Resources £300,00 £300,00 £300,00 £300,00 0 0 0 0 Does the External Funding have an expiry date? When? Y/N How will the service be funded post expiry?
Legal: N/A
Risk Assessment: N/A
Asset Management: N/A
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CONSULTATION UNDERTAKEN/VIEWS Finance Dept and, Legal Dept.
CORPORATE OBJECTIVE MONITORING:
Corpora Positive Neutral Negative te Impact Impact Impact Objectiv e 1 Creating a Learning Community / 2 Creating Safe Communities / 3 Jobs and Prosperity / 4 Improving Health and Well-Being / 5 Environmental Sustainability / 6 Creating Inclusive Communities / 7 Improving the Quality of Council Services / and Strengthening local Democracy 8 Children and Young People /
LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT North West Operational Programme – Investment Framework for Action Area 4.1
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1.0 Introduction
1.1 Members may be aware that the North West Operational Programme, the successor programme to the European Objective 1 Programme that came to an end on 31 st December 2008, has a number of action areas to improve the economic performance of the region and the sub-region. One of the areas targeted for action under measure 4.1 is to stimulate enterprise in disadvantaged communities and under-represented groups. The programme allows for practical support to be provided for those people wishing to start new businesses. The North West Operational Programme is being delivered by the North West Development Agency (Agency).
1.2 The funding for the Business Start Up Project comes from the ERDF element of the North West Operational Programme, and the Agency. The Agency has indicated that Sefton has been allocated approximately £1.5m to deliver the project under a co-financing agreement between the Agency and Sefton Council. The reason for this is that the Agency will directly match fund (co- finance) the ERDF grant. The proposed method will also enable the Agency to tackle targets identified in the Regional Economic Strategy (RES) and ensure a consistency of delivery throughout the region.
1.3 Sefton Council, as the co-financing authority will have to provide some funding for programme (such as WNF, LEGI, LABGI). The NWDA have agreed that 80% of the ERDF/NWDA funding must be targeted on RES priorities the remaining 20% and all of the local authority’s co-funding being targeted on local priorities, providing that they fall within the scope of the Business Support Simplification Programme.
1.4 This report sets out the management and delivery arrangements, and critically the tendering and procurement procedures that Sefton Council needs to comply with in the delivery of this project.
2.0 Management and Delivery Arrangements
Co-Financing Agreement
2.1 The project will run for 5 years from 1 st April 2009, however the Agency has indicated that funding agreement will be for an initial period of 3 years, 1 year in detail and 2 further years indicative budget.
2.2 The terms of the Agreement e.g. annual grant amounts, targets groups, demand for provision, outputs, other deliverables etc. would be reviewed annually in January of each year for implementation during the subsequent April to March period.
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Funding
2.3 The Agency has allocated approximately £1.5m ERDF/NWDA funding to Sefton to delivery the Business Start Up Project. As part of the Working Neighbourhood Fund initiative to assist businesses, Sefton Council is in the process of agreeing to allocate approximately £250,000 to the delivery of Sefton Integrated Business Support project, which will enhance, and complement the ERDF/NWDA funded 4.1 project, and critically satisfy the Agency’s requirement for funding support from the co-financing authority.
Targets
2.4 The targets for the programme are comprised of RES priorities, to which 80% of the ERDF/NWDA funding will be allocated and agreed Local Priorities to which 20% of the ERDF/NWDA funding will be allocated. The agreed RES and local priorities are as follows:-
NWDA/RES Priorities Agreed Local Priorities Women 50 years+ BME Ex-offenders Social Enterprise White Males Disabled IB Claimants RES priority Areas
2.5 Officers are currently in discussions with the Agency on finalising the apportionment of targets within the RES and Local Priorities categories for Sefton.
Delivery Model
2.6 Provider Panel: The Agency has procured the services of a variety of business start up providers known as the ‘Panel’ by means of a Pre Qualification Questionnaire (PQQ) exercise. The PQQ exercise advertised for business start up providers who in turn completed questionnaires detailing their specialisms, delivery experience, performance record, proposed geographical areas of delivery etc. The completed questionnaires were appraised by the Agency using previously agreed appraisal criteria. Successful applications will form a Provider Panel.
2.7 Only providers on the Panel will be able to deliver ERDF Co-financed activity. The Panel will only be ‘refreshed’ once during the lifetime of the programme. The Agency will unveil the Provider Panel w/c 23 rd February.
2.8 Invitation to Tender: Co-financed authorities will be able ‘to call off’ providers from the Panel by means of an Invitation To Tender (ITT). The ITT will have specific timetable, is likely to be for specific services and will be appraised by the Co-financing authority. The appraisal criteria must reflect the
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PQQ appraisal criteria, though it can be weighted differently to meet local needs and wants. Local Authorities will then enter into delivery agreements with each of the successful providers.
2.9 Documentation: All documentation for the programme will be drawn up by The Agency’s Legal Department and must to be used by co-financed organisations. Sefton Council’s Legal Department will have to sanction the usage of the paperwork but cannot change it. The justification the Agency has stated for this is to ensure a consistency of delivery through out the region and to ensure smooth contract novations (if required).
2.10 Delivery Agreement Novations: This is likely in the first year as it is envisaged that co-financed Local authorities will not be in a position to call off providers from the panel for a 1 st April start date. As a consequence and to ensure delivery on the ground the Agency envisage that it will have to enter into agreement with service providers from the panel on behalf of the co- financed authorities and novate the contract over to the local authority once the co-financing agreements are in place.
Administration
2.11 The administration for the programme will be divided up between the Agency, the Co-financing Authority and an intermediary appointed by the Agency to manage the day-to-day operations. It is envisaged that the intermediary will act as the Regional Project Management Service. The key roles and responsibilities of each are:-
A) The North West Agency
• Procuring the Provider Panel • Issuing and managing the Funding Agreements with Co-financing local authorities • Annually Review of Funding Model and Delivery Agreements • ERDF BSSP linkages and compliance
B) Regional Project Management Service
• Monitor the programme (outcomes, expenditure, take up), • Implement quality management measures, and • Ensure programme compliance.
C) Local Authority
• Procuring provision via mini tenders (issuing ITT an appraising responses) • Issuing and managing contract agreements with providers • Processing Provider claims and ensuring Provider compliance
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• Compiling claims and reporting performance and outcomes to the RPMS
3.0 Summary
3.1 The North West Operational Programme, being delivered by the North West Development Agency allows for support to be given to those people wishing to start new businesses, as part of measure 4.1 of the programme. The Agency has allocated a certain amount of grant to each local authority that is wishing to participate and deliver this element of the programme. For Sefton the amount allocated is approximately £1.5m.
3.1 The Agency has developed very strict arrangements for the delivery of the project, including the way participating local authorities are able to procure service providers relating the project. Sefton Council has no option but to comply with Agency’s procurement procedures, as set out in Paragraph 2.0 above . It is therefore necessary for Members to waive the Council’s Procurement Regulations to enable compliance with Agency’s Procurement procedures.
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Page 84 Agenda Item 9
REPORT TO: Cabinet Member – Technical Services Cabinet Member - Regeneration Cabinet
DATE: 11 March 2009 18 March 2009 19 March 2009
SUBJECT: Economic Downturn and Proposals for Action
WARDS All AFFECTED:
REPORT OF: Alan Moore – Strategic Director of Regeneration and Environmental Services
CONTACT Mo. Kundi 3447 OFFICER: Stuart Waldron 4006
EXEMPT/ No CONFIDENTIAL:
PURPOSE/SUMMARY: To inform members of the implications of the economic downturn, and proposals for action in the short and medium terms.
REASON WHY DECISION REQUIRED: To seek Members’ agreement to a number of measures to assist local businesses and residents affected by the economic downturn in Sefton.
RECOMMENDATION(S): It is recommended that the Cabinet support the proposed action plan:-
1. Immediate action to protect town centres in Bootle, Southport, East Sefton, Formby and Crosby: • Approve free use of all Southport Park and Ride services at weekends and during public holidays for a period of 12 weeks • Approve free parking on Saturdays only at Council operated car parks in Crosby from 10.30am onwards for a period of 12 weeks • Agree that where possible the introduction of barrier parking in Crosby be brought forward • Agree that subject to funding support from Area Committees and Parish Councils maps of shopping centres and parades in Formby and East Sefton be developed, and erected at these locations. • Support the marketing and promotion campaign as outlined in Annex A of this report • Agree that consultation be carried out with retail centres not covered in the above • Agree that Sefton Business Village Partnership work with
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property owners of vacant shops to facilitate ‘window dressing’
2. Support major employers at risk, and minimise the impact of unavoidable closures or disinvestment: • Authorise PERD to monitor all corporate employers in the borough and detect early warning signs requiring action. • Authorise PERD to establish a rapid response team with expertise in employee counselling, jobsearch, transitional employment and post-employment support, operating within the Regional Response Framework
3. Consult and advise businesses regularly on the problems they face and the help they can access : • Issue a regular newsletter, in conjunction with Sefton Business Village Partnership, the Chamber and Federation of Small Businesses, to keep the business community informed of news and opportunities. • Implement a “Real Help for Sefton Businesses”, based on and extending the national campaign, to provide a complete picture of what help is available and from where. • Agree that Director of Finance be requested to provide regular up date reports on Sefton Council’s performance against its prompt payment targets. • Agree that opportunities to increase flexibility in localising procurement and increasing the competitiveness of local suppliers be explored further and reported back.
4. Develop appropriate support for those recently entering the labour market: • Jobcentre Plus, Sefton@work and our local independent providers will assess the needs of new entrants to the labour market in Sefton and agree an immediate plan for supporting clients that complements the Regional Response Framework and makes use of local resources and opportunities.
5. Co-ordinate support services to minimise the impact of the recession on the families and communities most affected : • The Council and its VCO partners review the impact of the recession on personal and community support services, with a view to assessing and mitigating the risks posed to social cohesion, and bringing forward a plan of action.
KEY DECISION: Yes
FORWARD PLAN: No. Rule 15 form sent to Chair of Overview and Scrutiny Committee (Performance and Corporate Services) IMPLEMENTATION DATE: Immediately following the call-in period for the minutes of these meetings
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ALTERNATIVE OPTIONS: The United Kingdom is now officially in recession, and all sectors of the economy are suffering. Sefton is not immune to this downturn as can be seen from the number of business closing down, the increase in unemployment rate, and the increased demand on services provided by Sefton Council, its partners and the voluntary sector. This report provides a number of short and medium term options and measures that if implemented provides some confidence building steps. Failure to act now would not only be seen as a failure to provide leadership at a particularly difficult economic times, but would also tarnish Sefton Council’s reputation.
IMPLICATIONS:
Budget/Policy Framework: The impact of the car parking proposal will be met from existing car parking budget. The cost of marketing and promotion campaign is expected to be met from the Area Committees, Parish Councils, and the private sector. Financial:
2008/ 2009/ 2010/1 20011 2009 2010 1 /12 CAPITAL EXPENDITURE £ £ Gross Increase in Capital Expenditure Funded by: Sefton Capital Resources Specific Capital Resources REVENUE IMPLICATIONS Gross Increase in Revenue 2,000 28,000 Expenditure Funded by: Sefton funded Resources 2,000 28,000 Funded from External Resources Does the External Funding have an expiry When? date? Y/N How will the service be funded post expiry?
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Legal: Please see paragraph 3.0 of this report.
Risk Assessment: N/A
Asset Management: N/A
CONSULTATION UNDERTAKEN/VIEWS Finance Dept, Legal Dept, Environmental Protection, Sefton CVS, NHS Sefton,
CORPORATE OBJECTIVE MONITORING:
Corpor Positive Neutral Negativ ate Impact Impact e Objecti Impact ve 1 Creating a Learning Community / 2 Creating Safe Communities / 3 Jobs and Prosperity / 4 Improving Health and Well-Being / 5 Environmental Sustainability / 6 Creating Inclusive Communities / 7 Improving the Quality of Council / Services and Strengthening local Democracy 8 Children and Young People /
LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT Cabinet Report entitled ‘The Council’s Response to the Current Economic Situation’ dated 27 th November 2008
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1.0 Introduction
1.1 Nationally the rapidly deteriorating global economy and the continued difficulties businesses are facing in accessing credit will push the economy deeper into recession in 2009.
1.2 The CBI predicts that the recession, which began in the third quarter of 2008, will last throughout 2009. The economy is expected to contract by 3.3 per cent and unemployment will reach close to 2.9 million by the end of the year. The forecasts are that the economy is expected to stabilise early next year with the recovery building throughout 2010.
1.3 However consumers worried about losing their jobs will be spending less and saving more, dampening household spending. The impact of which will be felt across all sectors of the economy.
1.4 The North West Development Agency, and its partners have a produced a report, ‘Local Responses to the Economic Downturn in the North West’, in which it states that the current economic recession has a number of important potential impacts, including:-
• Slowing or even reversal of economic growth • Increase in unemployment • Fall in property and land values and property driven economic growth • Rise in repossessions and demand for social housing • Fall in business start ups and potentially an increase in insolvency rates • Fall in income for local authorities locally, e.g. through planning fees • Pressure on existing schemes to support people back into work as unemployment rises • Demand for some public services may increase, e.g. demand for social housing • Negative impact on capital led regeneration schemes, e.g. Housing market Renewal Pathfinders • More pressure on local communities in tackling the social issues presented by the recession in particular on young people
1.5 A joint report by the Local Government Association and the National Council for Voluntary Organisations, entitled ‘ Backing Communities: local solutions – councils and voluntary and community organisations supporting people through the recession’ stated that Voluntary and Community Organisation (VSOs) have already seen a growing demand for debt, housing, and employment advice services. The report goes on to state that ‘we can also sadly expect to see an increase in other service areas such as mental health, family breakdown and domestic violence’.
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2.0 Local Impact
2.1 Oxford Economic has produced the first post-credit crunch forecast of local impacts. Its ‘Vulnerability Score’ predicts an initial industrial impact in financial services, real estate, other business services, construction, retail, and other consumer services. On the Vulnerability Index Sefton is the 50 th most vulnerable area, with Liverpool at 91 st . This is out of some 380 areas considered by Oxford Economic.
2.2 Since September 2008, 16 known company closures have been recorded, and a further 11 cases where there are press reports of threatened redundancy or closure. On 16 th January 2009, the Southport Visitor reported the closure of 10 retail outlets alone. The impact of recession on both consumer demand and the financial position of marginal traders is felt most intensely in the borough’s town centres, and local shopping parades. In January 2009, Woolworths closed stores in Crosby, Maghull, Bootle, and Southport with the loss of 250 jobs. In Southport, the sub-region’s premier resort destination, the proportion of shop voids on Lord Street is approaching 20% of all units. In addition, empty units left by Woolworths and USC opposite the Chapel Street train station create a strong visual impression of decline and diminishes confidence in the town centre’s vitality. A recent study undertaken by Capita Symonds suggests that borough wide there are 124 empty shops out of a total ofapproximately1684 .
2.3 The closure of businesses is clearly having an impact on the employment figures. The January 2009 unemployment data indicates that the number of people out of work reached a 30 year low in 2005, then stabilised, before a sharp increase in unemployment in quarter 3 of 2008 as the recession spiralled out from finance and construction sectors into the wider economy. There are now 7,076 claimants on Job Seekers allowance in Sefton, a rate of 4.4%. This compares with a rate for the North West of 3.95, and 3.4% for England and Wales.
2.4 The number of claimants in Sefton has increased by 36% in the last 12 months. The Liverpool City Region is performing better than national figures and its North West neighbours. In the North West the overall percentage increase in unemployment is up to 10.4%. Nationally, the number of people claiming JSA increased for the 12 th consecutive month to 1.28m, a rise of 11.2% and the worst figure since 2000.
2.5 Based on current economic trends, the forecasts are that the economic recession is likely to be far worst and last a lot longer than originally predicted. The Cabinet has already considered a report entitled ‘The Council’s Response to Current Economic Situation’ at its meeting on 27 th November 2008, which set out the implications of the economic downturn and how the Council can assist residents and businesses particularly relating to housing debt, potential homelessness, prompt payment of invoices to SME’s. Members agreed, inter alia, to a one off
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contributions of £20,000 to Sefton CAB, so that it could address increased demand from local residents.
2.6 The aim of this report is to further explore, short, and medium terms actions and measures that Sefton Council can progress with its partners at sub-regional and local levels that would minimise the impact of the economic down turn on local businesses and residents affected by it. Where appropriate the report makes reference to other local authorities that may be taking similar actions.
3.0 Legal Powers to Take Action
3.1 By virtue of section 2, Local Government Act 2000, local authorities have the power to do anything, which they consider is likely to achieve the promotion or improvement of the economic, social and environmental well-being of their area. This power may be exercised in relation to, or for the benefit of, the whole or any part of the authority's area or all or any persons resident or present in their area.
3.2 The section 2 power includes power for a local authority to, inter alia, give financial assistance to, enter into an agreement with, or provide staff, goods, services or accommodation to, any person. However, the well-being power does not enable the authority to raise money, nor to do anything, which it is unable to do by virtue of any existing statutory prohibition, restriction or limitation on its powers.
3.3 Section 142, Local Government Act 1972 as amended by section 38, Local Government & Housing Act 1989 provides that a local authority may assist voluntary organisations to provide individuals with information and advice concerning their rights and obligations and to provide assistance to those individuals in asserting those rights and obligations.
4.0 Leading the Local Response
4.1 The principal challenge is to lead and communicate a clear response to the recession. An inter-agency group under the Deputy Chief Executive and Strategic Director has been convened to begin the process of drawing together the Council, Sefton NHS, the Community & Voluntary sector and other key players. The Sefton Borough Partnership will also have an important role in co-ordinating public, private and voluntary/ community responses.
4.2 The key is good intelligence. On behalf of the Merseyside local authorities, The Mersey Partnership is commissioning a City Region Economic Assessment to evaluate the effects of the credit crunch and economic downturn on the city region economy, and the prospects for recovery and growth. The study will help assess the risk to businesses, communities and individuals of the current downturn, and prioritise investment in preventative action.
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4.3 Intelligence needs to be both collected and supplied. The Council and its partners including, Sefton Business Village Partnership, and Sefton Chamber for Commerce & Industry, have held joint consultation events to identify business concerns. A Business Survey is planned for April to question companies on the lending policies and practices of their banks, and their awareness, use and satisfaction with a range of business support services and products. Further listening events are planned. Important news will be communicated to businesses and advisory bodies through an email newsletter from the Council and its business partners.
4.4 The Council and its partners have an important lobbying role, to advise central government how policies and programme need revising in the light of redundancies, personal debt, corporate liquidity problems and reduced public expenditure. The recent Ministerial Visit to Sefton by the Secretaries of State for Communities & Local Government, and Culture Media & Sport, was used to spell out the case for additional local flexibilities and the need for continuing support for the reduction of longstanding social and spatial inequalities, especially in the deprived communities of Sefton.
4.5 In addition, the Merseyside Brussels Office is tracking the EU Economic Recovery Plan. The Commission is expected to approve changes to the Structural Funds in April 2009 that will allow expenditure to be brought forward and for a wider range of projects including housing energy efficiency to be supported.
5.0 Supporting Local Businesses
Support for SME’s
5.1 The central gateway to business support is provided by Business Link North West . Members may be aware that Business Link, a government funded agency operated in the region by the NWDA, provides free business advice and support services. They are available online and via a freephone number. Businesslink.gov.uk can broker third-party support into companies, whether they are start-ups, already operating, or looking to grow and develop.
5.2 The Regional Joint Plan agreed between the NWDA, Her Majesty’s Revenue & Customs and ACAS sets out how customers can access a range of direct support through Business Link when handling redundancies, liquidity problems, or adapting to changing markets. This is delivered under the “Real Help for Business” brand.
5.3 Business Link also offers financial assistance to businesses, such as:-
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• Small Loans for Business offers loans of up to £50,000 to small to medium sized businesses which have viable business plans but have been refused bank finance.
• Finance for Business offers flexible finance solutions such as loans and equity finance for businesses with viable business plans that are unable to get support from commercial banks and investors.
• Grant for Business Investment (GBI) provides capital to support business investment or job creation projects and is part of the government's Solutions for Business portfolio. Grant amounts begin at a minimum of £10,000 - there is no maximum limit.
5.4 To help businesses through the economic downturn Central Government has introduced a new package of financial measures to help businesses that have short-term working capital constraints or are looking to invest in order to grow. These include:-
• A guaranteed lending through the new Enterprise Finance Guarantee (EFG) is open to businesses with an annual turnover of up to £25 million who are currently not easily able to access the finance they need. This will enable businesses to secure loans of between £1,000 and £1 million
• Working Capital Scheme (WCS) - making available to banks guarantees of up to £10 billion, which will support bank lending of up to £20 billion. The purpose of this facility is to release capital which banks can redeploy in order to increase all types of lending above their current plans to businesses with a turnover of less than £500m.
• The launch a £75 million Capital for Enterprise fund (CFE) with £50 million of Central Government funding which will allow companies to fund business development by selling debt in exchange for an equity stake in their business. The fund will provide equity and quasi-equity of between £250,000 and £2million for companies with turnover of up to 50 million euros, who have viable business models and growth potential in need of long term capital.
• The establishment of a multi-million pound equity finance scheme, Enterprise Capital Funds (ECFs), to enable funding, of up to £2 million, for businesses that require investment that falls within the 'equity gap' – more than business angels can supply and less than venture capitalists would consider.
5.5 The Council offers a complementary enterprise and business growth service in the more economically deprived areas of Sefton. Businesses
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in these areas coping with the downturn can turn to qualified business advisors and further financial and other support:
• Linacre & Derby wards – assistance from Stepclever Enterprise Gateway, and associated projects for accessing public procurement supply chains, winning construction contracts, becoming self-employed or starting a social enterprise.
• Rest of Sefton – business advisors for starting a business and growing an existing business will match businesses with appropriate support including job-related investment grants.
5.6 New economic development programmes are about to start that will also benefit companies seeking support:
• EU funds will start to flow from April 2009 to stimulate new business creation across Sefton and Merseyside, accessed via the Council’s InvestSefton team.
• The Objective 2 Rural Development Plan for the NW includes financial provision for rural businesses to diversify or enter new markets.
Support for Social Enterprises
5.7 Within Sefton there are approximately 1200 social enterprises and voluntary organisations in operation, employing some 8718 people (Sefton CVS/ CEN State of the Sector Report 2008), with Sefton CVS providing an overall co-ordinating and advisory role for such organisations. Sefton CVS also provides a specialised strand of support to individuals and community groups who want to enter the social enterprise sector, perhaps to invest a redundancy lump sum, or to bring an unused asset back into productive community use.
5.8 Capacitybuilders has allocated an additional £25,000 across Greater Merseyside to enable infrastructure organisations (CVS’s etc.) to support frontline Third Sector services to increase their ‘resilience’ to the effects of the recession. Sefton CVS will be facilitating a Sefton Third Sector Conference towards the end of April. The conference will consider ways to increase Third Sector resilience and further support Third Sector organisations to address the negative impacts of the recession. Sefton CVS will also further enhance its Community Accountancy service and further develop the Merseyside Funding Information Portal with specific information, advice and guidance on ‘recession busting’ fundraising strategies.
5.9 In addition, the recently established South Sefton Development Trust provides a local gateway to both generic business support, and to assistance customised to the needs of social businesses, such as different legal structures or social accounting.
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Support for Town Centres
5.10 According to Business Link North West, which has acquired a commercial risk tool from Experian for tracking ‘distressed businesses’, it estimates that Sefton has 27% of businesses classified as at ‘maximum risk’, the highest risk rating available. This is based on the proportion of businesses trading with a high value of unsatisfied CCJs, accounts overdue, proprietor with adverse data, or maiden accounts showing loss. This exposes the knife-edge on which a quarter of all businesses are operating, mainly independent traders serving local markets. The retail sector in Sefton in particular employs thousands of local people, and Southport relies heavily on its retail sector and the fact that it is a seaside resort attracting millions of visitors per year. However, Liverpool One provides an attractive local alternative shopping destination for visitors to the resort as well as Sefton residents.
5.11 Recognising these problems, Sefton Business Village Partnership decided in late December 2009 to undertake a consultation exercise with representatives of the retail sector, and working in partnership with Sefton Council try to identify possible short term measures that could be supported both financially and in kind by the private and the public sector. These consultations took place on 23 rd January 2009 for Southport, 4 th February 2009 for Formby, 5 th February 2009 for Crosby, and East Sefton, and 6 th February 2009 for Bootle. As a result of this meeting, a range of key issues and ideas were identified, mainly around parking, (Lambeth LBC) promotion, and events, with the dual aims of keeping local residents shopping in Sefton and attracting visitors/shoppers from within about 90 minutes drive.
5.12 The result of this exercise undertaken by Sefton Business Village Partnership, together with proposed actions is attached as Annex A to this report. Members may wish to note that Southport Area Committee at its last meeting agreed to contribute £5250 towards the marketing and promotion campaign in Southport.
Support for Businesses Trading with the Council
5.13 A key concern expressed by local businesses is the time it takes for suppliers to pay their outstanding invoices. The general practice is that an invoice should be paid as soon as possible but no later than 30 days. This lack of timely payment is having a major adverse impact on company’s cash flow situation. Sefton Council as at 31 st December 2008 pays 81% of invoices within 30 days of receipt, but clearly needs to improve this further. The Finance & Information Services Department is working closely with service departments to speed up the time taken to forward authorised invoices to the Accounts Payable
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team, and when received that team is currently processing invoices within 1.5 days. 5.14Local Authorities are being urged to follow Central Government lead in paying invoices within 10 days. The Local Government Chronicle (LGC), who contacted 332 English Councils stated that just 60 councils indicated that had changed policies or targets to make payments to small firms more quickly. To change payment times to small businesses from 30 days to 10 days would have significant cost implications to the council, and therefore it is proposed that the Finance Director be requested to keep this situation under review whilst concentrating resources on ensuring that wherever possible all invoices are paid within 30 days of receipt.
Support for Local Businesses to access Public Procurement
5.15 Sefton Council spends about £170m each year procuring goods and services from third party suppliers. Under the Stepclever Programme, Sefton Council and Liverpool City Council, together with Liverpool Chamber of Commerce are undertaking a project, Step Up to Supply, to make public procurement more SME-aware, and encourage and equip local businesses to be in position to bid for public sector contracts.
5.16 In addition, Sefton Council is currently bringing forward the implementation date of the ‘Glover Report’ whereby an e-business portal (known as the ‘Chest’) will be established in June 2009, and Council’s contract opportunities information will be made available on it for potential suppliers. In order to encourage local suppliers, it is proposed that information be sent to all suitable suppliers within Sefton alerting them to this portal, and where possible provide demonstration opportunities on how to use the portal. By assisting local businesses to be ‘fit to bid’, and local authority’s tender information available to local suppliers it should be possible to increase the amount of work, goods and services awarded to local businesses either directly or indirectly. Member, however should be aware that there are strict regulations, both national and European, relating to procurement and anti- competitive practices, which the Council must adhere to.
6.0 Supporting Local People
Support for the Redundant and Unemployed
6.1 The impact of recession on the wider community has been both slow and hidden, such as the increase in mortgage debt since 2007; and sudden and overt, as in the 1,200 redundancies announced by Shop Direct in January 2009.
6.2 The impact of the recession on individuals, their families and communities includes less money for food and rent, increased personal debt, stress and ill-health associated with job loss, home repossession,
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homelessness, restricted opportunities for children and young people, and a greater risk of alienation and anti-social behaviour.
6.3 The aim of early intervention is to prevent the short-term unemployed becoming the long-term unemployed, as a host of personal, social, health and monetary problems become more intense as duration of unemployment increases.
6.4 Immediate support is available for the unemployed and newly redundant via the national Jobcentre Plus service, marketed under the “Real help for People” brand. Through the Regional Response Framework, individuals can benefit from provision made available in conjunction with the Learning & Skills Council: • Benefit checks • Job guidance and counselling • Access to re-employment programmes such as Flexible New Deal, or to Train 2 Gain if under threat of redundancy.
6.5 JCP and LSC have held events to brief partners on the emerging support package, and to clear the lines for rapid response in the case of large job loss. These arrangements were first tested in Sefton when a rapid response team was assembled in January to manage the consequences of the Shop Direct redundancies. We are hopeful most of those affected who want to work will be found employment elsewhere.
6.6 Complementary local employment services are co-ordinated by the Council and allow residents of any part of the borough, but especially the areas of highest worklessness, to access more intensive support than is available through JCP, independent of benefit status and free at the point of need: • Sefton@work liaises with employers to capture vacancies and prepare individuals for work, and assembles customised training- and-recruitment packages for larger employers • Opportunities Shop provides an Information Advice and Guidance service to individuals and offers a training grant to employers • WorkZone operates in Southport and matches jobseekers with education, training and employment opportunities.
Support for Families and Communities
6.7 Support for the wider impact of recession is often more effectively provided through the Voluntary & Community sector. VCO organisations provide activities, services and support, often for some of the most vulnerable groups in society. As promoters and facilitators of volunteering opportunities they also enhance the social bonds, skills and confidence of those who work with them, adding to the virtuous cycle of increasing social capital and community well-being. These organisations and others in the wider ‘third sector’ (including social
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ent erprises, housing associations, co-operatives and credit unions) will be important local partners in response the downturn.
6.8 The Government has announced a ‘Real Help for Communities: Volunteers, Charities and Social Enterprises’ package for the voluntary sector, which includes a £42.5 million recession fund. The package includes:
• Volunteer Brokerage Scheme – up to £10 million to help up to 40,000 unemployed people into volunteering in local communities (from April 2009).
• Community Resilience Fund – a £15.5 million fund to provide grant funding to small and medium providers in the most deprived communities. Organisations offering services that specifically relate to needs resulting from the recession, such as debt advice, family breakdown services and skills development programmes, will be prioritised (from April 2009).
• Modernisation Fund – a £16.5 million fund to help organisations restructure and become more resilient and efficient (from Summer 2009).
• School for Social Entrepreneurs – a £0.5 million investment to double the number of people it trains to become social entrepreneurs, particularly those working in deprived communities.
6.9 Clearly the impact of the recession is likely to increase the number of Sefton residents presenting further demand on the services provided by the public and voluntary sectors. Whilst Sefton Council has already a very close working relationship with Sefton CVS, further consultation and joint planning is required to determine what further measures are needed.
Support for Well-Being
6.10 Turning to the health consequences of the downturn, NHS Sefton, at its Trust Board meeting on 27 th November 2008 considered a report, which stated that aside from the obvious impact of increasing levels of unemployment and under-employment on income levels, self-esteem and security of tenure, recession will exacerbate levels of fuel poverty, anxiety and other forms of mental ill-health, access to leisure pursuits and certain dietary options and family tensions. Evidence demonstrates that the impact of an economic downturn - potentially the most severe for several decades - is most severely felt by the most marginalised, vulnerable and needy members of society. This can lead to a marked exacerbation of health inequalities.
6.11 The Board agreed that any mitigating action should be identified and progressed in partnership with Sefton Borough Council, the local
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voluntary sector and other partners where appropriate. This recognises the cross-cutting impact of recession and the collective commitment and contribution to health and well-being locally.
7.0 Proposals
7.1 Whilst it is clear that there are major world-wide economic forces at play it is still vital that Sefton Council is seen to be doing what it can to support businesses. To this end this paper has prioritised some immediate "quick win" solutions, which are high profile and show the Council to be doing all in its power right now to alleviate the impact of the downturn. The medium to long term proposals will also have considerable impact but will take longer to implement fully.
In light of the above it is proposed that Members agree to support a rapid response plan:
1. Immediate action to protect town centres in Bootle, Southport, East Sefton, Formby and Crosby: • Approve free use of all Southport Park and Ride services at weekends and during public holidays for a period of 12 weeks • Approve free parking on Saturdays only at Council operated car parks in Crosby from 10.30am onwards for a period of 12 weeks • Agree that where possible the introduction of barrier parking in Crosby be brought forward • Agree that subject to funding support from Area Committees and Parish Councils maps of shopping centres and parades in Formby and East Sefton be developed, and erected at these locations. • Support the marketing and promotion campaign as outlined in Annex A of this report • Agree that consultation be carried out with retail centres not covered in the above • Agree that Sefton Business Village Partnership work with property owners of vacant shops to facilitate ‘window dressing’
2. Support major employers at risk, and minimise the impact of unavoidable closures or disinvestment: • Authorise PERD to monitor all corporate employers in the borough and detect early warning signs requiring action. • Authorise PERD to establish a rapid response team with expertise in employee counselling, jobsearch, transitional employment and post-employment support, operating within the Regional Response Framework
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3. Consult and advise businesses regularly on the problems they face and the help they can access : • Issue a regular newsletter, in conjunction with Sefton Business Village Partnership, the Chamber and Federation of Small Businesses, to keep the business community informed of news and opportunities. • Implement a “Real Help for Sefton Businesses”, based on and extending the national campaign, to provide a complete picture of what help is available and from where. • Agree that Director of Finance be requested to provide regular up date reports on Sefton Council’s performance against its prompt payment targets. • Agree that opportunities to increase flexibility in localising procurement and increasing the competitiveness of local suppliers be explored further and reported back.
4. Develop appropriate support for those recently entering the labour market: • Jobcentre Plus, Sefton@work and our local independent providers will assess the needs of new entrants to the labour market in Sefton and agree an immediate plan for supporting clients that complements the Regional Response Framework and makes use of local resources and opportunities.
5. Co-ordinate support services to minimise the impact of the recession on the families and communities most affected : • The Council and its VCO partners review the impact of the recession on personal and community support services, with a view to assessing and mitigating the risks posed to social cohesion, and bringing forward a plan of action.
8.0 Financial Implications
8.1 The support of the proposed three-month retail promotions in Southport and Crosby could impact on the Parking Services budget by in the order of £30,000. The impact of the proposals on the Parking Service budget will mainly fall in 2009/10, although reduced income in 2008/9 will further add to existing reductions as a result of the poor weather conditions throughout the 2008 summer season and the economic downturn.
8.2 Members will recall that one of the aims of the Parking Plan, approved in November 2008, was to permit developments of the service to be funded and delivered from April 2009 onwards. Hence, to support the wider retail promotions, it is proposed that the cost of the parking discounts be accommodated within existing Parking Service budgets. The Southport proposals will hopefully have longer-term benefits in increasing patronage of the service as a quick, reliable and sustainable mode of access to the town centre.
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8.4 ‘Pay on Exit’ schemes were identified for the Crosby and Southport Council run off-street car parks in the Parking Plan reported in November 2008, and are to be progressed and funded within the overall approved budget. The request of the Crosby and Waterloo Business Village to bring forward for earlier introduction the scheme for Crosby, are subject to further discussions that would require an amendment to the funding package.
9.0 Executive Summary
9.1 The United Kingdom is in recession, and Sefton like similar size conurbations is feeling the impact of this recession. At this stage it is difficult to predict the severity or the duration of the recession, however all indicators appear to point to a worst possible scenario. The fallout of this economic down turn is already being felt by all sectors of the economy. Within Sefton the number of businesses closing down is on increase as is the unemployment rate.
9.2 Whilst Sefton, together with Merseyside sub-region is perhaps in a better position to avoid the worse affects of the downturn because of existing European and national funding programmes, together with tried and tested business and social support arrangements and partnerships. However it cannot be complacent. It needs to take action in conjunction with its partners, based on sound and up to date evidence.
9.3 The process of engaging its partners has already started, particularly relating to the retail sector. This has lead to the development of a number of quick wins, which if implemented should provide some confidence to local businesses operating in shopping areas, and to local residents and visitors.
9.4 There are other actions identified above, such as prompt payment, which requires more assessment before any action plan can be developed. Similarly, more engagement and consultations need to be undertaken with partner organisations such as Sefton CVS, NHS Sefton, Merseyside Police, the RDA, GONW, and Merseyside local authorities, in order to ensure that where resources are available these can be drawn down successfully, and used most effectively.
9.5 Finally, it is vital that monitoring and assessment systems are established, not only to determine the effectiveness of any measures implemented, such as quick wins proposals above, but also the impact of the economic downturn on Sefton’s economy, particularly those geographical areas and sectors which are most vulnerable.
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Annex A Sefton Retail Shopping Areas
Area Key Issues Raised Proposed Action Estimated Source of Future Cost Funding Potential Marketing and promotion Car Actions Parking Southport • Business climate –Customer morale “I Southport” Loyalty Scheme Free Park Marketing Southport Vacant Shop and confidence very low. Customers Details; & Ride at and Area monitoring thinking twice before purchases. o Recruit 40 large, medium, and weekends promotion Committee Extension of • Council Support – Suggestion for small retailers are to contribute £25 for three campaign has provided the marketing some relaxation of current parking each to provide a £1,000 prize. months, would be £5250 to and regime ranging from free on street o 10,000 Branded scheme folder will This can be limited to cover promotion
Page 102 parking to free park and rides. be made available to customers at linked to £5250 marketing campaign – if Meseytravel should reduce train participating stores, TIC, P&R , etc, retail budget. and successful fares. • Participating stores would have Marketing/ promotion Vacant Shop • Street scene – Make the area more poster logo etc. in window Loyalty campaign. ‘window attractive, and dress up empty shop • To be eligible for prize, customer scheme. dressing’ windows otherwise would encourage must attach 5 receipts of at least Monitoring anti-social behaviour. £25 each from any participating For car park street scene • Marketing and Promotion – Need to stores in the scheme folder, The cost of proposals - Regular encourage residents to shop locally, correctly answer a question and introducing none at the meeting with and more visitors. submit folder to SBE, and other free weekend moment local agreed locations. parking at businesses o Winning folder, complete with Council’s Collating receipts and correctly answered Park and information, question, wins £1,000 prize. Ride sites for and working o Scheme can be run once during 12 weeks is with three month P&R period, but can estimated as businesses to be continued thereafter as it almost £20,000. develop other self-financing. ideas
Formby In both Formby and East Sefton, the Comprehensive maps of the areas None Still being None, but it is Regular and East Council does not operate a fee charging showing location of all the shopping developed proposed that meeting with Sefton parking regime, and therefore no parades, and where possible this be local Area Key Issues Raised Proposed Action Estimated Source of Future Cost Funding Potential Marketing and promotion Car Actions Parking actions are required. However concerns businesses operating from them. These implemented businesses expressed regarding the fragmented maps would then be erected in subject to Collating shopping parades, which are not shopping centres and parades. relevant Area information, obvious and as a result are suffering. It Committees, and working was recognised that both Formby and and Parish with East Sefton could benefit from Councils businesses to comprehensive maps of the their areas funding it. develop other showing the location of all shopping ideas parades, and where possible businesses operating from them. These maps would then be erected in shopping centres and parades. Page 103 Crosby • Business climate – Customer • Shop local campaign Free The cost of For Market Extension of morale and confidence very low, • Traders to take out local ads Saturday the marketing and the marketing and this is made worst by lack of • Traders to provide prizes in any parking in and Promotion and development coming forward, marketing and promotion Council promotion campaign - it promotion empty shops, and demolished competition operated campaign is is proposed campaign – if building area surrounded by • Why I love Crosby campaign, and car parks still being that this be successful unsightly hoardings. Competition seek residents views from developed. implemented Vacant Shop from Aldi. • Promote individual stores similar to 10.00am subject to ‘window • Council Support – Suggestion for Altside column in Maghull onwards Crosby Area dressing’
free parking on Saturdays. Need a for 12 Committee, Monitoring Agenda Item9 bus service linking Hall Road station weeks and local street scene with Waterloo station via the Village businesses Regular and Little Crosby. Bring forward the The cost of funding it. meeting with introduction of ‘barrier parking’ providing free local • Street scene – Make the area more parking on For free car businesses attractive, and dress up empty shop Saturdays for parking Collating windows otherwise would encourage 12 weeks is proposal - information, anti-social behaviour. Streets need estimated as none at the and working more cleaning, better village sign to £10,000. moment with Agenda Item9
Area Key Issues Raised Proposed Action Estimated Source of Future Cost Funding Potential Marketing and promotion Car Actions Parking shopping area, drains blocked, street businesses to lights not working (Clifton Av.), night- develop other time dark and dingy, need more ideas, police presence, pigeons particularly everywhere, events • Marketing and Promotion – Need to encourage residents to shop locally, and more visitors. More street events required
Page 104 Bootle • Business climate – Based on the ‘Love is in the Air’ took place leading No change The cost of N/A Vacant Shop latest information available the up to Valentine’s Day. If successful this this monitoring, Strand has actually increased its would be rolled out for Mother’s Day, campaign will particularly footfall for January by 15%, when Father’s Day etc. be met from adjacent to compared with the same month for the Bootle the Stand last year, and year on year footfall In the medium, and long term it was Town Centre Extension of has increased by 5.3%. This is agreed that the following suggestions Stepclever the marketing reflected in increased car parking be explored:- project. and usage, and income. promotion Notwithstanding the above, retailers • Food Festival campaign – if outside the New Strand are • Children’s and Adult’s Rides, successful suffering as a result of the possible on South/North Park Vacant Shop economic downturn • Christmas Markets ‘window • Ice Ring dressing’ • Council Support – Should have • Ski-slope Monitoring regular meetings to monitor the • Closure of Stanley Road to street scene situation, and to enable appropriate accommodate some of the Regular measure to be developed jointly with above events meeting with the Strand and other local local businesses. No change to existing businesses parking regime. Collating information, Area Key Issues Raised Proposed Action Estimated Source of Future Cost Funding Potential Marketing and promotion Car Actions Parking • Marketing and Promotion – Need to and working encourage residents to shop locally, with and more visitors by having more businesses to marketing and promotion campaigns develop other and events. ideas, particularly events Other N/A N/A N/A N/A N/A Consultation Shopping to be carried Parades with local such as retailers, with
Page 105 Marion the aim of Square, developing Seaforth, actions Waterloo etc.
Agenda Item9
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Page 106 Agenda Item 10
REPORT TO: Cabinet
DATE: 19 March 2009
SUBJECT: 2009/10 Revenue Budget - Update
WARDS AFFECTED: All
REPORT OF: Paul Edwards Finance and Information Services Director
CONTACT OFFICER: Paul Edwards Lynton Green 0151 934 4082 0151 934 4096
EXEMPT/CONFIDENTIAL: No
PURPOSE/SUMMARY:
To highlight that Service Directors are to report individual budgets for 2009/10 (with specific budgets identified for more focussed budget monitoring) to appropriate Cabinet Member meetings and to inform Cabinet of the impending Strategic Budget Review.
REASON WHY DECISION REQUIRED:
This report highlights the need to identify Departmental budgets and improve budget preparation / monitoring for 2009/10 and future years, in order that spending can be contained within agreed budgets.
RECOMMENDATION(S):
Cabinet is recommended to:
1. Note the intention to provide an update of the Medium Term Financial Plan 2010/11 – 2012/13 at the next meeting of Cabinet; 2. Request that Service Directors report individual service budgets to the next cycle of Cabinet Member meetings; 3. Request that Service Directors re-assess, and report to the next cycle of Cabinet Member meetings, the risk based items that need to be monitored as part of the monthly budget control process throughout 2009/10; and 4. Note that a Strategic Budget Review is to be undertaken over the coming months.
KEY DECISION: No
FORWARD PLAN: No
IMPLEMENTATION DATE: Following the expiry of the call-in period for this meeting.
ALTERNATIVE OPTIONS: The Cabinet could choose not to approve the report, however, this could have an adverse effect on budgetary control.
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IMPLICATIONS:
Budget/Policy Framework: The budget is derived from the MTFP, which sets the policy framework for future years financial planning.
Financial: There are no direct Financial consequences as a result of this report, however the review of budgets and in particular risk based budgets will help to improve existing controls.
2009/ 2010/ 2011/ 2012/ 2010 2011 2012 2013 CAPITAL EXPENDITURE £ £ £ £ Gross Increase in Capital Expenditure N/a N/a N/a N/a Funded by: Sefton Capital Resources N/a N/a N/a N/a Specific Capital Resources N/a N/a N/a N/a REVENUE IMPLICATIONS Gross Increase in Revenue Expenditure N/a N/a N/a N/a Funded by: Sefton funded Resources N/a N/a N/a N/a Funded from External Resources N/a N/a N/a N/a Does the External Funding have an expiry date? Y/N When? How will the service be funded post expiry?
Legal: None
Risk Assessment: A thorough Risk Assessment is required by each Service Director in relation to their individual service budgets.
Asset Management: None
CONSULTATION UNDERTAKEN/VIEWS
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CORPORATE OBJECTIVE MONITORING:
Corporate Positive Impact Neutral Impact Negative Objective Impact 1 Creating a Learning Community √ 2 Jobs and Prosperity √ 3 Environmental Sustainability √ 4 Health and Well-Being √ 5 Children and Young People √ 6 Creating Safe Communities √ 7 Creating Inclusive Communities √ 8 Improving the Quality of Council √ Services and Strengthening local Democracy
LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT
Approved Revenue Budget for 2009/10
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1. Introduction and Background
1.1. The Council approved its Revenue Budget and set the Council Tax for 2009/10 on 26 February 2009. The budget was approved in the context of the Authority's Medium Term Financial Plan (MTFP) for the period 2009/10 to 2011/12.
1.2. The Medium Term Financial Plan for 2010/11 – 2012/13 was due to be presented at this meeting of Cabinet. The report was intended to update the previous MTFP for known/anticipated changes, including assumptions for inflation, external income, and effects of the Capital Programme. A number of issues still require clarification and other matters are still emerging; consequently the Finance Director considers it prudent to allow more time to review the assumptions that will support the MTFP. It is therefore intended to provide an updated MTFP at the Cabinet meeting on 16 April.
1.3. This report sets out the actions that need to be undertaken by Service Directors in the coming weeks to assist in improving the budgetary control process for 2009/10. The longer-term strategic development of preparing/setting budgets and further improving budgetary control is to be considered over the coming months. This Strategic Budget Review (SBR) is still in its early stages and is referred to in this report. The process will be comprehensive and will involve both officers and Members.
2. Budget 2009/10
2.1. Whilst the overall budget for the Council has been formally approved, the budgets for individual services have not. Departments have been informed of the growth and savings that were approved at Council on 26 February. Service Directors are required to report individual Department budgets to their relevant Cabinet Member in the next cycle of meetings.
2.2. The Council’s budget for 2008/09 has been challenged in a number of areas from demand led pressures for additional spending and issues regarding the level of resources required to meet existing demand – indeed the 2009/10 budget has recognised this through £3.25m of additional resources targeted at demand led priority services. In the past this has led to significant overspends on demand-led services being identified during the year, the consequential need to identify one-off (and ongoing) savings and in 2008/09 the introduction of a freeze on non-essential spending. It is anticipated that the Council will overspend its budget at the year-end, which will require the utilisation of earmarked reserves to balance the budget.
2.3. As a result of the pressures experienced in 2008/09, improved key controls for the new financial year need to be in place by 1 April. The need for Departments to control budget spend cannot be over-emphasised. The starting point for all Departments for 2009/10 is that net expenditure must be managed within budgeted resources and Service Directors and Cabinet Members should be held accountable for keeping spending within these set levels. The extent and implications of this accountability will form part of the SBR.
2.4. It is suggested that initially Service Directors are requested to review the areas of risk that are specifically highlighted in the current monthly budget monitoring exercise, in order that a closer focus is given to areas of expected volatility. Should Page 110 Agenda Item 10 issues arise during the year, which warrant other areas of the budget being classified as a risk (as deemed by the Service Director), they should also be added to the list. The items initially to be included in the budgetary monitoring forms for 2009/10 need to be approved by Cabinet Member meetings in the next cycle.
2.5. The budget for 2009/10 includes provision of £0.5m for “Budget Pressures” although it is hoped that the spending position in the current year will allow a further, as yet undefined, contribution from the Insurance Fund. Council has approved this resource for issues arising from the current economic climate, inflation and demand led budget pressures. The detailed utilisation / availability of this resource has not yet been agreed and will need to be considered as part of the Strategic Budget Review (see below).
3. Strategic Budget Review 2010/11
3.1. As mentioned above, concerns have previously been raised in relation to the control of spending across a number of services. In addition, weaknesses have been identified in budget preparation / setting. A Strategic Budget Review is to be undertaken over the coming months; this is intended to review existing methodology / processes to identify where improvements can be made.
3.2. It is anticipated that there will be a requirement to change both systems and culture within the Council in order to produce improvements to:
a) The strategic approach to Council budgets, which involve a longer-term approach to resource planning and allocation. b) Three-year budgets that better reflect relative priorities. c) A Three-year “efficiency plan” which manages assists in the identification and achievement of major service and corporate efficiencies. d) A Performance Management Framework that aligns Financial and Performance Management. e) Introduce a culture of living within available resources and actively seeking efficiencies and improving performance.
3.3. The first meeting of officers (led by the Chief Executive) will take place on 31 March; however, the intention is to also involve Members. The future process needs to be robust to not only meet the challenges the Council is currently facing but also needs to anticipate future issues. It is intended that a progress report will be presented to future meetings of Cabinet and other Member groups.
4. Recommendations
4.1 Cabinet is recommended to:
1. Note the intention to provide an update of the Medium Term Financial Plan 2010/11 – 2012/13 at the next meeting of Cabinet; 2. Request that Service Directors report individual service budgets to the next cycle of Cabinet Member meetings; 3. Request that Service Directors re-assess, and report to the next cycle of Cabinet Member meetings, the risk based items that need to be monitored as part of the monthly budget control process throughout 2009/10; and 4. Note that a Strategic Budget Review is to be undertaken over the coming months.
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Page 112 Agenda Item 11a
CABINET REPORT
COUNCILLOR COMMITTEE DATE
Cabinet Member Peter Dowd 19 th March 2009 for Children’s Services
HARINGEY RESPONSE
As a result of the death of Baby P and subsequent publication of the Ofsted JAR report into Children’s Services in Haringey, Sefton Children’s Services have taken a number of steps to ensure the safety of children: • All children on child protection plans have been visited, all visits recorded • Staff have been reminded of guidance for these visits - child to be seen alone (where age appropriate), sleeping arrangements to be seen etc • Other ‘cases of concern’ have been reviewed • Letters have been sent to elected members, Strategic Directors, Head Teachers, GPs, Health Visitors and other health practitioners delivering frontline services to children, childcare providers, voluntary sector organisations to remind them of their responsibility to safeguard children and referral routes • Participation in Merseyside wide peer review with Police and PCTs on child protection cases • Weekly briefing with Lead Member, briefing with spokespersons for Children’s Services and Leaders • Planned Safeguarding training for Strategy Directors and other partner organisations • Weekly multi-agency meetings, chaired By Bryn Marsh to review progress
Outcome
This exercise has not resulted in a significant rise in referrals, however other activity, such as steps taken by Courts in Family Law cases, caution by Social Care staff in starting and ending children protection plans has resulted in a huge increase in workload. Child protection plans have increased by 50% in last 12 months
Conclusion
As a result of the failed Fostering Inspection in March 2008, Children’s Services had already identified a number of areas for development within Social Care. The Haringey response has brought some of this work forward,
Page 113 Agenda Item 11a
however there remains significant potential weakness in the system. Safeguarding will be a key feature in all forthcoming inspections of local authority services and there is a clear need to identify the ‘golden thread’ and ensure we have a systematic, joined up approach to safeguarding Sefton residents of all ages.
REPORT FOR SMASH SERVICE
• A new strategic group has been formed to bring together all partners involved in the delivery of NI 115 for Sefton. SMASH is an integral part of this group. • 2nd Annual Needs Assessment for National Treatment Agency has been completed and submitted for scrutiny. • Young person’s Substance Misuse Treatment Plan due to be written and submitted by end of January 09. • Meeting arranged in January with senior nurses from local A&E depts. To try to ensure that Sefton young people attending hospital following a substance misuse related incident receive either information or referral into SMASH. • A senior practitioner has been internally appointed to help monitor and maintain good performance. • Children of Substance Misusing Adults post is already showing improvements for some children in contact with the service. These include improved school attendance, behavioural improvement and better family communication. • Progress is being made with refurbishment of a base in North Sefton and should be completed by end of February. • SPORT & RECREATION SECTION BRIEFING (FROM LEISURE SERVICES ) Autism Friendly Initiatives
• Quiet Nights at Splash World have continued to grow in popularity for children and young people with a diagnosis on the Autistic Spectrum • Acclimatising the children to the setting is progressing well, maintaining a core group of attendees while attracting new families each month. Due to the success of the Quiet Nights, additional evenings named “Splashability” were launched for pan disabilities at the end of January. • Autism friendly screenings at the Plaza Cinema have been running successfully and are set to continue, increasing in frequency to monthly events.
Free & Active
• Calculating the success of the Free & Active programme since it’s inception in 2005/06, more than 80,000 children and young people have attended resulting in a 500% increase in attendance since 05/06
Page 114 Agenda Item 11a
equating to a 17.8% year on year reduction in reports of anti social behaviour.
• The programme is due to commence again in the February half term offering children and young people a range of activities free of charge to encourage participation in physical activity.
Sound Waves
• Sound waves continue to run at Splash World with a regular attendance, offering children and young people positive activities during a traditionally busy time for anti social behaviour occurrences
Active Sports Unlimited
• The new Sport Unlimited brand was launched on the 3 rd November to meet with the challenging targets of the five-hour offer. The programme, which is proving very popular, offers children and young people the chance to take part in numerous sports free of charge.
Night Vision Project
• Run in partnership with Sefton Youth Services, this project is designed to engage young boys aged between 13-16, who are at high risk of social exclusion, with positive diversionary activities.
Active Outdoors
• Successfully attracting full attendances. The Active Outdoors programme has successfully secured a YOF bid to secure the future of the club.
CHILDREN WITH DISABILITIES
Drama Group/YOF bid
• A group of disabled young people have, with Positive Futures support, been successful in their YOF bid for £2,490.00 to develop a drama club for disabled young people at Netherton Activity Centre following a successful pilot drama group during the summer holidays.
Pan-Disability Football Academy
• Positive Futures are supporting the Football Devolvement Team in their development of a pan-disability football academy to take place at Litherland Sports Park offering children and young people with a disability the opportunity to take part in football based activities.
Page 115 Agenda Item 11a
SEN
• Initial consultation at Presfield with parents, staff and governors was received positively with much support for the change of designation to secondary ASD provision. Similarly a meeting with parents at Rimrose Hope re change of designation for resourced provision with parents was positive. Leaflets have been circulated to parents at Waterloo - no feedback as yet.
• A meeting with parents of pupils in the resourced base at Thornton was well attended and parents indicated that they would like children to transfer as a group - probably to Rimrose Hope - this can be accommodated. The timing of the move needs to be confirmed.
• A proposal to co-locate staff at the Netherton Activity Centre through DCSF grant funding is being prepared – a report will be completed this week. This adds value to existing proposals on this site and will offer a centre to promote the health and well-being agenda for children and young people aged 8+
SUCCESSION PLANNING
Sefton Authority has taken up the challenge presented by the burgeoning crisis in school leadership recruitment. It is considered that Sefton is big enough and good enough to provide many future leaders from its own teacher workforce and a Continuing Professional Development (CPD) programme is being provided to capitalise upon this inherent strength.
The DCSF is rightly concerned that nationally relatively few deputy and assistant headteachers are currently applying for positions as headteachers. The overall national age profile for headteachers shows that this problem could become much more serious in the next few years. Whilst the position in Sefton is not as serious as many other parts of the country there have been some occasions when the small number of applicants has meant that some vacancies have had to be re-advertised in Sefton.
The National College of School Leadership agreed to support the Sefton CPD programme as part of their national strategy to ensure that more deputy and assistant heads with the requisite competences and skills are persuaded that aspiring to become a headteacher would benefit both themselves and schools.
A strategic group has been set up with officers and headteacher representatives working together with NCSL to produce and provide a programme of training that will focus on skills and knowledge in key areas of school leadership. Governors can play an important role in the development of “tomorrow’s leaders” by encouraging and supporting teachers to develop to their full potential.
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The most important task a governor undertakes is the appointment of a headteacher and the Authority is ensuring that governors are well equipped for this important task by including them in this training initiative. The Authority hosted a conference at Aintree Race Course Conference Centre on 20 January, 2009. Once again, Sefton worked with other Authorities with Liverpool and St Helens participating in this event.
The conference was attended by over fifty delegates. The conference was led by NCSL with excellent presentations and workshops which allowed governors to examine the important issue of succession planning, exchange views and experiences with governors from the neighbouring Authorities and consider the position in their own schools. The NCSL provided all governors with an excellent toolkit which was extremely well received.
Cllr Peter Dowd opened the conference and Alan Potter closed the conference. Feedback was very positive with governors from the three Authorities confirming:-
They had a greater understanding of the national and local drivers for an increased focus on leadership.
They were clearer on the roles of the governing body, headteacher and Local Authority/Diocesan Authority in responding to the challenge. The toolkit was well structured and extremely useful. They were more confident about developing action plans for leadership planning in their own schools.
They also confirmed that they had greatly enjoyed the session!
SCHOOL ADMISSIONS
• All Secondary School places were allocated on schedule (2nd March 2009).
• The Primary allocation is on schedule for 20 th April 2009
• Sefton families that have applied for and been allocated their first choice High School has increased by 1% from last year (91% 2008 – 92% 2009 )
• The percentage of all applications receiving their first choice High School in Sefton (Sefton residents and those outside of Sefton applying for a Sefton School) has also increased by 1% (90% 2008 –91% 2009 )
STUDENT SUPPORT
The Service Level Agreement targets and Sefton Transitional Plan targets to maintain the Local Authority service levels during the Government centralisation of the Student Loans function have all been met for 2008-09.
There has been a small but noticeable increase in applications for support with Free School Meals this academic year.
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YOUTH SERVICE PERFORMANCE RESULTS 2007 - 2008
We have just received the results from our annual report from the National Youth Agency (NYA), which benchmarks performance across all LAs. Unfortunately some of the results contain inaccuracies so we are only disseminating information we can rely on.
As you can see our fabulous results for last year highlight Sefton as a leading Youth Service nationally across many of our outcomes. Alongside other indicators, these results clearly evidence the tremendous progress that we have all made over the last couple of years. These results include all programmes supported through Youth Service funding:
Local Authority Youth Service SLAs and partnership arrangements with voluntary youth sector Leisure Services Connexions Voluntary sector infrastructurebodies - Sefton CVS and MYA Extended schools Duke of Edinburgh Schools
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Outcomes % against Actual % against benchmar Rank Median number benchmark k 2007- average 2007-08 2006-07 081[3] Recorded 4 of 4,414 267% 103% 129% outcomes 120
Accredited 8 of 1,361 165% 77% 112% outcomes 121
Unfortunately we still rank in the bottom half of the table for expenditure on youth service activity. This will obviously be a considerable barrier to meeting our expected LAA target for Positive Activities. The Youth Service budget is matched as prudently as possible against the budgets of organisations listed below to ensure we reach as wider a group of young people as possible. Clarification on final ABG allocation would however be appreciated.
Expenditure Median 2007-08 Rank 2006-07 average Expenditure on youth service as % education 0.97% 68 of 110 1.04% 0.91% expenditure2[1] Grant aid to VCS % of youth service 11.9% 19 of 92 4.71% 1.2% expenditure
Capacity to improve is increasing with the investment in workforce development. Considerable investment has been made in the Youth Workforce as can be seen below. The effects of this against qualified staff will feature in next year’s results.
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Workforce Median 2007-08 Rank 2006-07 average
Professionally qualified youth workers (FTE) to 28% 82 of 119 34% 22% total staff3[2] ratio
Total CPD expenditure as % 2.9% 28 of 112 1.4% 3.2% total youth service expenditure
Page 120 Agenda Item 11b
CABINET MEMBER – COMMUNITIES
Report to Cabinet - 19 March, 2009
Values Statement Park Lane Estate, Netherton There is significant regeneration taking place in the Park Lane Estate, Netherton. New houses are being built; there are upgrades to services and safety measures, the completion of a £2.1m Neighbourhood Centre and new employment, health and educational opportunities.
To further strengthen this work the Park Lane Neighbourhood Management Team, in conjunction with Sefton Equalities Partnership, have developed a “Values Statement” which is aimed at all those who live, work and play on the Park Lane Estate. The statement seeks to highlight the positive ways in which those that use and live on the Park Lane Estate are valued and respected. The Statement seeks to make the Estate a welcoming Community for everyone. A copy of the full statement is attached. It was formally launched at a signing off ceremony held at the Netherton Park Neighbourhood Centre, Chester Avenue on 10th February 2009.
The event, which coincided with the Equalities Partnership week of events on Hate Crime, received backing from me as Cabinet Member-Communities, local Councillors, the Chief Executive of Sefton CVS, Merseyside Police, Youth Service, Fire and Rescue Service, and most importantly local residents. It highlighted some of the positive work on-going on the Park Lane Estate with young people, including poetry reading from a local Award Scheme Development and Accreditation Network supported group, songs from the local after school club and the local choir “The Hoodies”. Publicity from the event has now begun to filter back to residents in the wider Estate through the latest edition of the ParkLife Newsletter.
Next Steps –
• Park Lane Neighbourhood Management Team and the Equalities Partnership are seeking an early meeting with local Head teachers to see if the Statement can be brought into lessons under the National Curriculum. • A series of training opportunities and seminars for local resident groups and the Youth Service are being planned, which will use the Values Statement as a key aspect of the sessions. • A further set of training is planned for staff who are employed in the various “Hate Crime Reporting Centres” across Sefton. • Discussions are to begin in the near future in seeking effective and best ways in which this work can be rolled out across the whole of Sefton, and a report detailing plans and seeking support, is planned to be taken to the Communities Committee meeting in June 2009.
Page 121 Agenda Item 11b
Community Safety Department
The following is a brief synopsis of some of the activity and performance of the Community Safety Department and the wider Safer and Stronger Communities Partnership over the previous 3 months
The work of the department has been very much focussed on the achievement of the priorities associated with the Local Area Agreement (LAA) and how the LAA is delivered locally to address local priorities.
Environmental Crime: ‘Saturday Skips’ (NI 21/195) The Community Safety Area Partnerships are instrumental in the delivery of NI 21 (addressing local concerns of crime and anti-social behaviour). One of the key issues identified in the SIA (Strategic Intelligence Assessment) was the issue of fly-tipping that was an acute problem in small areas of South Sefton MBC
In an effort to address this, and with the close co-operation and support of colleagues in the Cleansing Department the CSAP piloted a ‘Saturday Skip’ programme.
Selected streets identified through the analysis in the SIA were selected and officers from the Community Safety Section distributed leaflets to each household informing them that there would be skip available for them to use to dispose of non-recyclable material on the following Saturday
The Police Community Support Officers were also given the locations of the skips to ensure that there was a ‘presence’ to prevent or minimise the potential for unauthorised use.
The pilot ran for 6 weeks and has just concluded. The results are excellent with over 16 tonnes of material being removed from areas associated with fly- tipping and associated environmental crime.
The programme complemented, but did not duplicate the current programme of providing community skips, which are normally provided during the week.
A full evaluation will be provided
Environmental Crime: Dog Fouling (NI21/195) In an effort to address this CSAP and SIA priority the Community Safety Department have been working with colleagues in Probation, and those offenders (under strict supervision) sentenced to undertake Community Payback. These offenders spend a set number of hours delivering a programme of works that address local priority issues. In this case the issue is dog fouling. Over 30,000 hrs of unpaid work could be delivered to the benefit of Sefton residents
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In close co-operation with colleagues in Cleansing and Environmental Protection the Community Safety Department, with funding from the SSCP, have provided colleagues in Probation with 3 ‘street vacs’ that allow offenders to remove dog fouled material from streets, previously audited by Probation as ‘hot-streets’ for dog fouling. This complements core service.
Residents in the streets are informed as to what will be happening with over 2000 leaflets distributed to residents by community payback offenders (again under supervision).
In the few short weeks since the operation went live over 60 bin-bags of material have been removed from the street scene in just 24 streets using the street vacs.
In addition 60 dog walkers have been approached by officers from Environmental Protection as well as by PCSO’s to ensure they are aware of the fact that they have a responsibility to remove dog fouled material. Of the 60 spoken to just 15 had no bag with them to remove any material. Bags and advice were provided and only 1 fixed penalty.
Following the exercise officers from community safety do a follow-up exercise with local residents asking them about the programme.
A full report will be provided.
Domestic and Sexual Violence: (NI 32) The MARAC provides a multi-agency response to the multiple needs many victims of domestic violence present. No one service area has all the answers and so the MARAC (as a partnership of up to 20 agencies) meet bi-weekly to review high risk referrals From Dec 2008 to Feb 2009 the MARAC reviewed 74 referred cases and put in place appropriate interventions and support. Part of this support includes the ‘target hardening’ of properties and the Community Safety Department, supported by the Police, have implemented enhanced security at over 100 properties since March 2008 as part of the services we offer in Sefton. As a result of this wide range of interventions the repeat referral of cases back to the MARAC is well below that predicted by the national model, testament to the work and support of partner agencies, especially those in the Community and Voluntary Sector.
Anti-Social Behaviour (NI 17) NI 17 is based on ‘perceptions’ and not on reports of ASB made to the Police. At the Sefton wide perspective the Safer Tracking Survey in January suggests that 78% of respondents questioned did not feel that ASB was a serious problem, however we know that there is significant variation across the Borough.
Underage drinking is still one of the critical issues that fuels this concern with 25% of respondents in January reporting that this was a very/fairly big problem. In conjunction with this 25% reported that they believe that drunk and rowdy behaviour is also a very/fairlyPage big 123 problem Agenda Item 11b
In terms of reports of ASB made to the Police we have seen a year on year decrease (2007-08-09) however there are indications that we are approaching a lower threshold and the significant reductions enjoyed in previous years will be harder to achieve. All projections associated with the LAA ‘with reward target’ suggest a positive conclusion at this stage.
NI 21: Local Concerns of Crime and Anti-Social Behaviour Again using the Safer Tracking Survey in January this year 9.6% of respondents stated that burglary was a very/fairly big problem along with 5.3% of respondents who stated that robbery/mugging was a very/fairly big problem.
The Local Community Safety Area Partnerships (CSAPs) are the partnerships that drive forward the SIA and the NI21 agenda and have over the year seen some real gains in performance with many of the SIA priority issues seeing positive gains and uplifts in performance.
Whilst performance remains positive in relation to both crime and ASB we are monitoring closely any impact the current economic climate has on reported crime/ASB and perceptions of crime and ASB
LAA: With reward Indicators At the time of writing all the current 4 ‘with reward targets’ are on track and have a green status. This is naturally assessed against their interim target. Only one of the 4 indicators (volunteering), whilst still on target, is running close to the interim position.
Cllr.B.Porter Cabinet Member - Communities
Page 124 Agenda Item 11b
We believe
Everyone has a right to live a safe and secure life
Everyone has the right to be valued
and
Everyone has the right to receive equitable treatment and services regardless of
age gender race transgender status religion or belief inter sex status disability sexual orientation ethnic origin HIV status nationality membership of any minority group marital / parental status criminal record
We reject the politics of hatred in all its forms, and we will not support extreme views and attitudes .
We value all people and see the differences that the people in our community bring as something that will support the community in developing.
We support the right and freedom of people to live, work and play in our community as long as they respect other people’s freedoms .
We believe in a community spirit that involves and includes everyone , and we will foster and promote it to the benefit of all.
TThhiiss iiss oouurr ccoommmmuunniittyy…….. aanndd wwee wwiillll wwoorrkk ttoo mmaakkee iitt aa wweellccoommiinngg ccoommmmuunniittyy ..……ffoorr eevveerryyoonnee..
Park Lane Tenants and Residents Association
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Page 126 Agenda Item 11c
CABINET MEMBER - CORPORATE SERVICES
Report to Cabinet – 19 March 2009
LEGAL & ADMINISTRATIVE SERVICES DEPARTMENT
A. Legal Services Division
1. The Child Care and Social Services Team are dealing with a much increased case load (6 new cases of Child Care work issued by 20 th February. Last February the Team issued just 1). The Team has two new Legal Assistants commencing in early March who will be able to assist with attending Court in the place of some of the Solicitors. The Team Leader, Dave McCullough, has been asked to join a Pan Merseyside Working Group (to progress the implementation of the Government’s transforming social care and individualization agenda). The Group will consist of Service Managers, Operational Managers and Lawyers from all the Merseyside Boroughs. The first meeting has been arranged for early April. Dave McCullough also attended a Government Office North West Meeting in Preston recently to discuss the arrangements of Child Death Overview Panels which are a Sub-Group of Local Safeguarding Childrens Boards. The Sub-Group considers the details of all child deaths in the Borough with a view to identifying any trends or areas for further analysis by the LSCB in order to reduce such deaths in the future. Due to the relatively low numbers of child deaths in Sefton, data is collected on a Merseyside wide basis.
2. The Planning, Environmental and Technical Services Legal Team have been very busy recently.
The very high profile case of Mr Geoffrey Dornan, the elderly roller-blader, was heard at the North Sefton Magistrates Court on 24 th February 2009. The Council presented its evidence and the Magistrates viewed cctv footage of Mr Dornan’s skating in Chapel Street. The Magistrates’ view was that Mr Dornan was guilty of a contravention of the by-laws and that his skating had caused a danger to members of the public and fined Mr Dornan £300 and ordered that he pay the prosecution costs of almost £1,800.
The matter was very high profile and ITV and BBC had the items on both their local and national news bulletins.
The Team have also successfully prosecuted under other by-laws and Control of Dangerous Dogs Act. The Team have also issued a number of enforcement notices and have drafted several Section 106 Agreements and Contracts.
Page1 127 Agenda Item 11c 3. The Property and Land Services Legal Team have been advising on a number of disputes with the British Water Board (BWB) and on the Party Wall Act and dangerous buildings.
Work on finalizing the Development Agreement for the Water Centre is ongoing, as is the necessary work to buy interests required to develop the Southport Cultural Centre. In addition, work is ongoing regarding the title interests needed to enable the Switch Island Road Improvement Scheme to proceed.
The Voluntary Registration Team have also been very busy recently and have been nominated as the Legal Department’s “Team of the Year”.
Administrative Services Division
4. Electoral Services
The European Parliamentary Elections will he held on Thursday 4 June 2009 and preparations for the election are well under way.
Electoral Registration Officers are now subject to Performance Standards and we have had to submit a self-assessment against a series of 10 National Indicators. In terms of the indicators we are just below on track, but in all cases, what is being asked of the ERO has a significant impact upon resources, both in terms of staff and financially.
Work is under way to match property data with the National and Local Land and Property Gazetteer, the deadline for matching all data and ensuring every property in the electoral register database has a Unique Property Reference Number (UPRN) is the 1 December 2009.
5. Committee & Member Services
Questionnaires were recently circulated to all Members of the Council to ascertain the Learning and Development Needs of Members and to enable a Member Development Programme for 2009/10 to be produced in prioritised order for consideration by the Member Development Working Group.
At the present time, 55 questionnaires have been received equating to 83.3%. Further efforts will be made to achieve an improvement on the response.
The Group will discuss the proposed way forward on the delivery of the training needs at its next meeting on 16 March 2009 and the Roles and Responsibilities for Members will be reviewed at the same meeting.
Audio Visual Seminar - The need for PA/loop systems to be installed in the Council Chambers at Bootle and Southport and for improved furniture, PA/loop / visual aid equipment to be provided for meetings in the Assembly Hall (Bootle) and Birkdale Room (Southport) has been identified during the Equalities Impact Page 2128 Assessment exercise undertaken by the Committee andAgenda Member Services Item Team 11c and the Civic and Mayoral Services Team and through recent discussions with Andy Wallis / Jim Alford.
Arrangements are currently being made for a representative of a firm specialising in such systems to visit Bootle and Southport Town Halls in due course to discuss requirements and submit recommendations and costings for consideration.
6. Overview & Scrutiny
The Overview & Scrutiny Management Board recently recommended an approach to performance measurement of the function that combines both self-evaluation (leading to an annual improvement planning process) and the use of headline performance indicators. By adopting this approach the function will be able to demonstrate effective management by Members, and will enable the Management Board to prepare and manage for the number of potential legislation changes which suggest an increased expectation of the Overview & Scrutiny function.
The Overview & Scrutiny Team facilitated the first self-evaluation workshop for the function on 12 th February 2009. This session was extremely well attended by Members and has provided the basis for the Overview & Scrutiny Improvement Plan for 2009/10. The Improvement Plan will be presented to all O&S Committees before the end of this year Municipal Year for further opportunity to comment.
The Overview & Scrutiny Team is currently working with Members to complete any outstanding reviews for this year. Preparations are also ongoing for the 2008/09 Annual Report.
PERSONNEL DEPARTMENT
A. Pay & Grading Review/Equal Pay
1. A discussion paper has been presented to the last meeting of this Group and to the Leaders regarding the Pay & Grading review. Following from this a report will be submitted to the Corporate Services Cabinet Member in April recommending, amongst other things:
• A Strategic Director to drive the implementation of the review by 1.4.2010 - Bryn Marsh
• A negotiating team - Bryn Marsh, Bill Milburn and Mike Fogg
• A Pay & Grading Review Sub-Committee comprising six Elected Members and with the brief to provide political oversight and mandate the negotiating team
2. With regard to equal pay claims, the position within the Council remains much the same, as previously reported. The main focus of attention has been providing support to New Directions under the Department’s SLA with the Company. There are some 380 challenges promoted by UNISON and the GMB covering unfair Page3 129 Agendadismissal, Item protective 11c awards, breach of contract, victimisation and equal pay. This is an extremely serious situation that could mark the demise of the Company with, consequently, some 500 redundancies.
B. Establishment Control, Pensions, Payroll & HR Transactional Services
3. The weekly Client meetings continue and we are progressing in several areas including the introduction of new process and improving data quality.
4. The OFSTED inspection commenced on 02.03.09 and OFSTED have requested 3 personal files to date which have been provided.
5. New guidelines for managers looking to recruit are currently in development and will be issued shortly.
6. The Commissioning Officer is currently producing a SLA for schools to run from 01.04.09 for a period of 3 years.
7. arvato have now registered with CRB and are currently in the process of setting up their lead and authorised signatories. Once this is complete, further information relating to this subject will be made available. A further internal initiative is about to begin relating to the processing of CRB and this will be managed by the Establishment Control Team.
8. The Establishment Control Team are also in the process of preparing Workforce Data that will be published to all Service Directors on a regular basis.
9. The Pensions Officer is currently working closely with the policy team to develop pension policies.
C. Health & Safety Unit
10. The Corporate H&S Forum, chaired by the Chief Exec, next meets on 29 April to review the improvements identified by the work done by the Heath Unit during 2008-09, and agree the Unit's plans for the following year. The emphasis remains on Sefton's responsibilities for assessing the H&S management standards in schools and by contractors.
11. On 1 April, some staff resource is being transferred away from reactive and audit work, to preventive health promotion and earlier intervention in sickness absence cases.
Page 4130 D. Corporate Learning & Development Unit Agenda Item 11c
Foundation to Management Programme
This new programme is aimed at managers who have the knowledge and expertise in their field of work but who have had no formal management training or those aspiring to be a manager who need to develop their managerial skills and knowledge. The Foundation to Management Programme is designed to give such managers the core knowledge, understanding and skills to help them develop into a confident and competent Sefton Manager.
The programme is made up of management events that have been well established to:
• Incorporate management best practice • Support Sefton’s HR policies and procedures • Form part of the preparation to enter Sefton’s Management Development Programme (MDP)
The programme also maps to the NVQ Level 3 in Management as it underpins both the mandatory and optional units. Whilst the programme can lead to a qualification it is not compulsory as the learning benefits are the same.
The programme comprises:
(1) Introductory Briefing - Participants attend a short briefing session with their line managers. The aim of the session is to explain the objectives of the programme, its content and issue the programme schedule. It also gives participants and line managers the opportunity to deal with any queries about the programme and NVQ.
(2) Off the job events Participants will attend 8 training events (if they have not already been attended within the last 2 years) they are:
• Management Theory & Practice • Time Management • A Managers Role in Developing Staff • Managing Staff Performance • Recruitment & Selection • A Managers Role in Managing Stress • Discipline, Grievance & Capability • Managing Absence
(3) Equality & Diversity ‘e’ learning - as part of the Recruitment & Selection event managers will be required to complete the Equality & Diversity ‘e’ learning package prior to attending the course.
(4) NVQ Candidates Only If managers decide to work towards the NVQ Level 3 in Management an appointment will be arranged through our partnership-training provider Asset Training. An assessor will meet with the manager to make an initial assessment Page5 131 Agendaon Itemtheir eligibility 11c for funding and register them for the NVQ. As an NVQ candidate managers will be required to produce evidence that shows the knowledge, understanding and behaviours, which underpin effective performance. An electronic portfolio eliminates the need for a candidate to have a portfolio as all the evidence collection and managing of the portfolio is completed on line using the Internet.
Timetable The programme is between 12 - 15 months consisting of 16 days off-the-job training. NVQ candidates will be assessed at the work place on a regular basis.
Costs The costs of such a programme are considerable. However, all costs will be met by CLDU with one condition. Should the manager withdraw from the Programme or fail to complete the Programme successfully, a maximum of £1,600 may be charged back to their Department. The potential for cost re-charge is not there as a penalty. It is simply to underline the importance of the Foundation to Management Programme as a building block in improving the overall management performance in Sefton. For those candidates registered for the NVQ Level 3 in Management who do not attract funding, their department will meet any or all costs agreed with Asset Training.
FINANCE & INFORMATION SERVICES DEPARTMENT
Following the successful completion of the Major Service Review, the Department is currently reviewing the structure of the support services provided to the retained Departments of the Council. Additional flexibility has been retained following the recent retirement of the Council’s Chief Internal Auditor, John Ainsworth, who’s post has been filled by Geoff Hudson on a temporary secondment basis while the roles and structure of the professional accounting and audit functions is reviewed.
Further reports will be presented to the Corporate Services Cabinet Member as the review develops.
Budget/Savings Targets
The Council approved a budget on 26 February. This budget confirmed a Council Tax rise of 2.69% (the lowest yearly increase since Council Tax was introduced).
The current year budget position remains overspent despite the identification of a significant number of underspendings. As a consequence the revenue spending freeze has been retained until the end of the current Financial Year. This will need to be reflected in the revised budgetary control procedures for 2009/10.
A review of the way the budget setting process works for 2010/11 onwards is underway and will be subject to further reports at the earliest opportunity.
Page 6132 ICT Services. Agenda Item 11c
There have been a number of ICT related problems in recent weeks. The causes of these are many and varied but the attention of the Client Unit and arvato continues to be focussed on rectifying and improving the situation.
Management Changes
Following the successful transfer of a range of services to arvato Government Services on 1 st October 2008, a review of the senior management structure of the department has taken place. As a result of that review, the following changes have been/or being made: a) With effect from 5 th January 2009, the Internal Audit Section reports directly to Lynton Green, and the Central Purchasing Unit reports to John Farrell. b) From 30 th March 2009, it is proposed that the Specialist Transport Unit will report directly to John Farrell.
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Page 134 CABINET MEMBER – ENVIRONMENTALAgenda Item 11d PORTFOLIO ISSUES - 19 MARCH 2009
AWC rollout successfully completed. ROLL-OUT OF The first repeat delivery of plastic sacks in those areas not operating on the AWC ALTERNATING twin wheelie bins system was successfully completed in February. Very little in WEEKLY the way of complaint was received by the Contact Centre during the delivery period COLLECTION and the plastic sack system now appears to be working well in most areas. An (AWC) SYSTEM update report on the introduction and progress of the AWC system was well received by the Overview & Scrutiny Committee on 3 February 2009. This was the first Christmas with the whole of the Borough on the new AWC/4-day week collection arrangements and revised collections over Christmas/New Year period were provided to residents via the delivery of new collection calendars CHRISTMAS covering 2009 and 2010. The calendars show actual dates of collection for both REFUSE years and highlighted the changes for the festive period, when for the first time COLLECTION collection days were brought forward. Overall, and despite the impact of snow ARRANGEMENTS during the “catch-up” period, the new arrangements worked well and normal collection schedules resumed w/c 5 January with green waste collections resuming the following week. Again, very little in the way of complaint was received regarding the revised collection arrangements. TRADING A copy of the latest Trading Standards Community Newsletter is attached for STANDARDS Members information. The newsletter is widely circulated in the local community COMMUNITY and this issue focuses on Scam-busting, Online banking, Internet fraud, Car boot NEWSLETTER 15 sales and Doorstep selling. Following a request from a Spokesperson, a report on the current euthanasia policy when dealing with stray dogs was considered at the Cabinet Member meeting on 11 February. The report identified the circumstances where a stray dog might be put to sleep by the RSCPA (acting on behalf of Sefton Council), i.e. dogs displaying temperamental problems where it would not be safe to offer them for re-homing, including pitbull or pitbull type dogs, or more rarely other breeds banned by legislation; or dogs with serious health problems where it would not be possible for the RSPCA to fund extensive veterinary treatment and where a vet advises euthanasia on humane grounds; or very old dogs that have been in kennels for a long time and where it would cause further distress to keep the animal in a kennel environment long term. The report identified that on average for dogs taken into the RSCPA kennels there is a 33% split between those being reclaimed, re-homed or put to sleep. In STRAY DOGS comparison to this Sefton’s reclaim rate is above average, currently 43-60% EUTHANASIA (daytime and out-of-hours respectively), while destructions are below average at POLICY 29%. Sefton also has a better reclaim rate than the other Merseyside authorities using the out-of-hours service. Sefton currently sends approximately 200 dogs per year to the kennels at RSPCA Halewood, adopting a no destruction policy would require 50-60 dogs per annum to be accommodated indefinitely, at a very rough cost of £10 per dog per day this equates to ~£180,000 per annum at the lower number of dogs, with year-on-year costs rising if dogs live longer than 12 months (i.e. by the end of Year 2 it may be that 100-120 dogs are being accommodated). After consideration of the report the Environmental Protection Director was advised that the Cabinet Member, whilst sympathising with the issues contained in the report, considers that in the light of the significant financial implications that there should be no change to the current policy regarding stray dogs. However, the specification for the new out-of-hours contract will include a statement of intent, requiring the successful contractor to strive where possible “ not to put healthy dogs to sleep ”.
Councillor D Tattersall Cabinet Member Environmental - 19 MarchPage 2009 135
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Page 136 Agenda Item 11d
Trading Standards Combating Scams
A North West Scam Busters Team is “Be Careful –dodgy dealers and due to be set up to raise public scammers want to part you from awareness of scams being carried out your money” in the area and to investigate “Rogue Trader” activities. Research by the Office of Fair Trading estimates that 3.2 million adults in the UK They will then have the power to fall victim to a scam involving deceptive prosecute and recover assets from unsolicited mailing, phone calls, texts or fraudulent actions. emails every year Contact Consumer Direct to report any scams or get advice on what to do Many of them are elderly and vulnerable consumers who are repeatedly taken in by bogus lotteries, deceptive prize draws, fake psychics and “Miracle” health cures. Many lose their life savings and suffer depression and ill health as a result.
Sale and Rent Back
Some of the most common scams The Office of Fair Trading has recommended that the sale and rent x Lotteries back sector needs statutory regulation x Bogus charity collections with better protection for consumers. x Premium rate phone scams x Credit card debts cleared Sale and rent back arrangements x Sell and rent back your home involve homeowners selling the x Bank and investment scams property at a discount in return for the option to remain in the home as a On-Line Banking tenant. This may sound appealing if Advice you have mortgage arrears. But selling your home for thousands of pounds less than it is worth is not an attractive Advice from the UK banking industry to help prospect Users stay safe online is available at: www.banksafeonline.org.uk Advice can be found on: www.moneymadeclear.fsa.gov.uk This website above gives advice on types of scams, how to spot scams and protecting yourself. Page 137 Issue No. 15 Winter update 2008 Agenda Item 11d Recognising phishing scams and fraudulent e-mails
Phishing is a type of deception designed to steal your “You’ve won the Lottery” valuable personal details, such as bank details, credit card numbers, passwords and Ids The lottery is a common phishing scam known as advanced fee fraud. One of the most common forms is a message that claims that you have won a large amount of money. Some lottery scams even use a genuine address on their mailings. They ask for bank details or money to be sent to an agent. Remember if you haven’t entered you haven’t won.
Very often you will notice spelling and grammatical mistakes. See below: Dear Lucky Winner
Accept our sincerely apology, for the slight delay in responding to your mail, I acknowledged your message and that is why I decided to contact you about the lottery prize claims, I must say that you should count yourself extremely lucky to have emerged as one of our winners in this year third quarter Yahoo/Msn Microsoft Lottery. As you already know your email address was randomly selected along with others from over 100,000 website on the internet of which your email address was attached to a ticket number, and it was selected along with others as winners.
You have therefore been approved for a lump sum pay out of £200,000.00 (One hundred thousand pounds sterling) in cash credited to file Winning number YM09788. We have finally verified your winnings and it's exactly with what Phishing scams might appear to come from your bank is present on our Database. Your particulars or financial institution, a company you regularly do have been documented for record purposes. business with, such as Microsoft, or from your social networking site. Phishing mail often includes official Note that if you want to come down to United looking logo’s taken directly from legitimate websites Kingdom to claim your Winnings funds yourself, and may include convincing details about your you have to let the audit of this lottery board personal information found on your social networking know so that we can send some our staff to pages. pick you up in the air-port, this is our Address: Baley House, Har Road Sutton, Greater London Often phishing scams rely on placing links in e-mail SM1 4te United Kingdom .so that you can messages, on websites, or in instant messages that collect your winnings FUNDS and our lawyer we seem to come from a service that you trust, like your give you all the document that you need clear bank, credit card provider or social networking site. all the Tax Board, Because they can as you for tax fees, An example of a phishing e-mail message above that Please be informed that the Yahoo/Msn links to a scam website and an example of a lottery Microsoft Lottery is for real, edeem your winning scam. now !You are to provide the following information to enable the board verify your Businesses should not ask you to send passwords, winning details; Full legal Name, Country, Sex , login names, or personal information such as date of Age, occupation and contact phone number birth, social security numbers, or maiden names Congratulations once again from all the staff Page 138 here,Thanks for your anticipated co-operation and understanding SCAMNESTY IS COMINGAgenda Item 11d
Sefton Council Trading Standards will be producing yellow bins outside the One Stop Shops in Bootle and Southport for residents to drop their scam letters into.
Every year three million people in the UK lose money to mass marketed scams they receive by mail, email, text or over the phone that are designed to con victims out of their cash. The advice to anyone who receives a possible scam offer is to:
“Stop think and think again. Don’t be too eager to part with yourPage Money” 139 Agenda Item 11d Markets and Car Boot Sales
Each weekend, all over the UK, markets and Car Boot Sales are awash with fake sportswear, perfume, cigarettes, CDs, DVDs and household products
33% of buyers of pirated DVDs purchase them at car boot sales and markets
29% of pirated CDs brought from car boot sales or markets
Any shoppers who buy fake goods will be shocked to learn that their money is going to organized criminals whose activities are the damaging local community through their links to organised crime, anti social behaviour and exploitation.
Doorstep Selling
Trading Standards Officers in Sefton have welcomed new regulations to protect residents from buying goods and products from doorstep sellers. The new rules came into force on the 1st October 2008 and give people a legal right of seven days in which they can change their minds. Previously they only had these cancellation rights if the trader’s visit was not pre-arranged, “unsolicited”. The ‘doorstep selling’ regulations are part of a package of measures from the Government to crack down on rogue traders. The new regulations will make things simpler for business that sell at the doorstep. They will no longer need to supply different contracts for “solicited and unsolicited” sales. Sefton Council Trading Standards Manager, Andrew Naisbitt said “Every year we see sales take place in home across the borough. Sadly some unscrupulous traders have taken advantage of the distinction between solicited and unsolicited calls – duping or DOORSTEP SELLERS pressuring customers into buying products BEWARE! without the chance to You are not welcome change their minds. Honest businesses, as well as customers in Sefton are the real winners here. The regulations will put an end to underhand tactics used by rogues who take advantage of current loopholes in the law”.
Know Someone Dodgy?
www.ripofftipoff.net You can use this site to report any dubious website businesses, counterfeit alcohol and cigarettes, cowboy builders and aggressive selling.
Page 140 Agenda Item 11e
Cabinet Member - Health and Social Care
Report to Cabinet -19 th March 2009
Drug Treatment System Change Pilots
Sefton Drug Action Team (DAT) has recently submitted a proposal to the Government to become a Pilot Area under the Drug Treatment System Change Programme. If we secure pilot status, then from April this year we will be allowed a range of funding and operational flexibilities, which we can use to test out new approaches to the delivery of drug treatment in Sefton. The two year pilot would allow Sefton DAT to be truly innovative in its approach and to develop new practices which could eventually help re-shape drug treatment across the whole country.
One of the main proposals affects the Health & Social Care Directorate. For far too long drug users have been marginalised in specialist drug treatment services, often with little or no engagement with mainstream health and social care. In the past this factor has been a major barrier to recovery and social re-integration. Marginalisation also encourages a negative mind-set, which prevents some individuals from entering treatment and holds back many who are already engaged. We intend to challenge the status quo and deem drug users to be clients of the Directorate. This will help raise their self-esteem and give them access to all of the benefits that other client groups will enjoy as a result of the emerging transforming social care agenda.
The opportunity to apply for pilot status is by invitation only and it is to Sefton DAT's credit that we are one of only a handful of DAT partnerships in England that have been invited to submit proposals. A cross-government panel, including representatives of The Cabinet Office, Home Office, Ministry of Justice, Department of Health, Department of Communities and Local Government, Department of Children, Schools and Families, will meet in February to consider our proposals and we will be informed of their decision in early March.
Reform of Health and Social Care Complaints
st From 1 April 2009, a single conjoined complaints system must be introduced for all Health and Local Authority Adult Social Care Services in England.
The new legislation aims to remove the rigid process-based arrangements that currently apply to NHS and Social Care complaints handling and unify, simplify and make arrangements more flexible with a particular focus on good outcomes for users and swift resolutions. The system will centre on people’s needs and wishes and will make the arrangements more accessible.
Page 141 Agenda Item 11e
The new legislation also states that local NHS bodies and Local Authorities with social services responsibilities should work together to improve complaints handling and customer relations. The Directorate, in partnership with NHS Sefton, is exploring the possibility of a more joined-up approach and the potential for co-location of their respective complaints posts, which would lead to greatly increased levels of partnership working and information sharing.
Accommodation
Following the break down, for good reasons, in the proposed co-location in St. St. Hugh’s House, NHS Sefton have agreed to a proposal to co-locate to Merton House. This is a more efficient and effective option and has the advantage of Health co-locating with Children’s Services, as well as Health and Social Care. NHS Sefton plan to move to Merton House by 1 st July, 2009.
Safeguarding Adults
The current review of ‘No Secrets’, launched by the Minister for Social Care on 16 th October, is the most significant opportunity in eight years to address the way adult local safeguarding activity is supported and directed by national guidance/legislation.
The ‘No Secrets’ consultation document asks many questions about how agencies work together,. The emphasis on the consultation is that safeguarding is everyone’s business. Therefore, we will be contacting staff, providers, users and carers to commit on the document, and how we operate a safeguarding service now and in the future.
If you wish to look at the document, the link is: http://www.dh.gov.uk/en/Consultations/Liveconsultations/DH_089098
Councillor Vincent Platt Health and Social Care Cabinet Member
Page 142 Agenda Item 11f CABINET MEMBER – LEISURE AND TOURISM
REPORT TO CABINET – 19 MARCH 2009
LEISURE SERVICES DEPARTMENT
ALL THINGS ARTS
The Atkinson Art Gallery and the Botanic Gardens Museum have recently been 'Accredited' by the Museums Libraries and Archives Council. This is the highest level of external assessment of a service available in this sector and reflects the professionalism of, and hard work by Gallery and Museum staff.
The applications for external funding for the Southport Cultural Centre are progressing very well thanks to confirmation from the Authority of its financial commitment to the project.
Folkport, a celebration of contemporary folk music and the season's first arts festival, took place over the weekend of the 14th February. The festival was a sell-out and the event is now a high profile feature on the regional folk music circuit.
The Ministerial visit to the Cultural Centre went very well with praise from the two Ministers about the level and quality of services in Sefton.
The Sefton writing competition is launched this week with categories to suit every interest and every age. Details can be found on the Arts Development page of our website which is www.seftonarts.co.uk .
The Reverberate project returns after a short break to give young people who want to play in a rock band an opportunity to meet like minded people. This project is a collaboration with the other Merseyside authorities and creates a number of venues where the bands, and their fans can enjoy performing and listening to music safely. A further development is the provision of training for young promoters who are interested in the business side of this enterprise.
LOUIS FERRANTE AT THE BREAKING CULTURES WORKSHOP
Louis Ferrante is a former teenage gang leader and mafia insider, who committed some of the most lucrative robberies in US history. A self-educated man, Ferrante read his first book in prison and went on to successfully appeal his own conviction in a case that is cited in US courtrooms. He is now a successful author. Sefton’s Library Service was successful in a bid to bring him to Sefton. He spoke to a group of offenders at HMP Kennet and at an event organised by the Positive Futures team and the Library Service. He talked about the dangers of gang culture, highlighted the injustices that gangs inflict upon local communities and encouraged reading as a way towards self-improvement.
WORLD BOOK DAY
Over 1000 children attended an author event at Crosby Civic Hall organised by the library service to celebrate World Book Day. Debi Gliori, Joseph Delaney and Mark Waldren spoke to the children about their writing and illustrations. The highlight was a performance of Joseph Delaney’s ‘Spook’s Apprentice’ by the Paul Nicholas acting school.
PLAY BUILDER PROJECTS
The first tranche of ‘Play Builder’ sites is currently under construction. The six new ‘natural’ play areas, featuring grassed mounds, rocks, trees and adventurous play equipment, started on site in January, and are progressing well, due for completion in the spring. The initial six sites (at Ainsdale, Formby, Crosby, Netherton, Litherland and Bootle), will be joined by several others which will be completed during the next two years of the Government –funded programme.
Page 143 Agenda Item 11f TOURISM DEPARTMENT
MARKETING
PR Media coverage for ‘I love Southport’ retail campaign being planned. It will include both local coverage and regional competitions (prizes of hotel and shopping breaks to be won).
Southport / Classic Resort coverage for 2009 so far has included: Travel Trade Britain (group travel), Beautiful Britain (consumer), Yorkshire Living (consumer), Incentive Travel (conference), Today’s Golfer (golf), Lancashire Magazine (consumer).
Media trip to push Southport as England’s Classic Resort planned for weekend of 24-26 April.
Irish Sports media are on a familiarisation visit early April. They will attend the Grand National as well as golfing in Southport.
Print 2009 Short Breaks & Holiday Guide distribution plan underway
2009 Southport Pocket Guide delivered and distribution underway
Over 50,000 of the England’s Golf Coast / 2008 Royal Birkdale Open have been distributed since June, the balance to be distributed by June this year.
Advertising / Promotion
Direct Mail campaign (via Paul Raybould marketing) underway, responses being received and fulfilled
Spring advertising campaign booked, will include Daily Mail, Daily Express, Independent & Marks & Spencer Magazine
Visitsouthport.com website updated and launched on 26 February. New design and colours have been well received.
There are to be three Golf tour operator familiarisation visits during March and April (American, Canadian and UK operators).
STBN STBN membership is now 111
Resort , Golf, Events, Restaurateurs, Retail and Group Travel sub groups have all met this year
The next Alliance meeting is on 21 May 2009.
Splash World Group sales now over £19,000
Branding Research and branding work / workshops ongoing. Arkenford Research and Locum Consulting to present the next stage of their work on 17 March.
Page 144 Agenda Item 11f EVENTS
Food & Drink Festival - The third Southport Food & Drink Festival will take place from 14 th – 17 th May 2009. The hub of activity takes place on the Town Hall Gardens, with additional activity taking place on Lord Street and Chapel Street. This will be supported by around 50 events and special offers held in bars, restaurants, coffee shops and hotels across the town.
Jazz Festival – Headliners at the Arts Centre include Jon Cleary, Curios, Manteka and Jacqui Dankworth. Another festival highlight is Strictly Come Dancing's favourite couple Vincent and Flavia appearing in the Ballroom at the Prince of Wales Hotel. Over 60 fringe gigs have now been confirmed in various venues throughout the resort.
Summer Classics – A second concert has now been confirmed for Friday 24 th July Magic of Motown a spectacular show celebrating 50 years of Motown Music. Saturday 25 th July will see the Royal Liverpool Philharmonic Orchestra perform popular classics with conductor Vasily Petrenko and soloist Emma Morwood.
Airshow - Liverpool John Lennon Airport have again agreed to be associate partners of the Airshow. This will include use of the airport for accommodating aircraft plus substantial support with PR and marketing.
British Musical Fireworks Championships – The competitors for 2009 have recently visited Southport for a site visit and to go through all the competition rules and regulations. Planning of the various displays is now underway and the operational plans are currently being produced.
Comedy Festival - this is in the early planning stages however some acts have already been confirmed including Improv Allstars at the Floral Hall and Potted Pirates Childrens’ Comedy and Pluck Comedy Strings Trio at the Arts Centre.
Visitor Economy
Funding - ERDF Development & Appraisal form submitted through TMP for Action Area 3.3 Grant for tourism revenue funding 2009 - 2012. The project is not likely to begin until June 2009 due to delays in the appraisal process.
Sefton's Natural Coast Landscape Partnership Project (LSP) HLF bid – Tourism & Communication task group has now been charged with overseeing the access, interpretation, audience development & communications elements of the programme. All work is being implemented in conjunction with coastal land managers and the LSP Project Manager. Stage 2 bid is to be submitted in October 2009.
Investment Strategy - Locum are finalising first draft of branding & product development strategy for England’s Classic Resort in conjunction with the Southport Brand Partnership. The work will underpin much of the work to be undertaken in terms of implementing the Visitor Economy theme of the Southport Investment Strategy that will include leisure, retail and business support activities.
Kings Gardens presentation made to HLF & Big lottery in February. Initial feedback is that the submission was well received and with stage 2 decision being made on 25 th March.
New Technology - New strategy being developed to align ITC initiatives with NWDA Tourism Information Strategy
Skills – TMP have been commission to evaluate research project incorporating 40 tourism businesses in Southport. The findings of the report will help the Tourism Department & Sefton@Work identify further training gaps as a means of improving service, employment levels and profitability within the industry.
Page 145 Agenda Item 11f BUSINESS TOURISM
2007-2009 Business Plan Targets
Health Check
Overall 2 year Achieved as Achieved as target April 07 - confirmed confirmed to Differential to Mar 09 2007/08 date 2008/09 Total to date date No Conferences 48 35 22 57 +9 Revenue £53,000.000.00 £46,400,000.00 £22,000,000.00 £68,400,000.00 +£15.4
Quarterly Performance Review 08/09
Business Plan – Targets & Achievements: Target – Conferences: 24 Conferences. Achieved 22 conferences Target – Revenue: £26,900,000.00 Achieved £22,618,900.00
Period Conference Achieved Revenue Target Achieved Perform- Performance - Target per per period ance – Revenue period Conf 1 6 5 £6,725.000.00 £15,409.400.00 -1 +£8,684.400.00 2 6 4 £6,725.000.00 £1,960.200.00 -4 -£4.764.800.00 3 6 7 £6,725.000.00 £5,249.300.00 +1 -£1,475.700.00 4 6 6 £6725.000.00 £4,671,310.00 - -£2,053,700.00 TOTAL 24 22 £26,618.900.00 £22,618.900.00 -2 -£4,000,000.00
The figures outlined above are the achievements to date. There is still one month of the final quarter to go and it is likely that the targets for the 08/09 period will be achieved.
DISPERSAL OFFICER
Ambassador Awards - The Southport Ambassador Awards ceremony aims to recognise and reward those in the tourism, hospitality, leisure and retail sectors who go that extra mile to give exceptional service to the public - Received a record 800 nomination forms from members of the public as well as employees. - Following a judging process, the awards ceremony is taking place Wednesday 24th March 2009 at the Southport Theatre and Convention Centre
TMP Familiarisation visits - Approximately 35 TMP staff attended the 2 Sefton Familiarisation visits which took place on Friday 30th January and Friday 6th February - Feedback received was excellent, with staff being very impressed with the new hotel and guest accommodation offer.
Quality in Tourism - TMP arranged a Quality in Tourism Workshop (24th February) to help 3 star guest accommodation providers in Southport improve their offer to 4 star. - 3 Star Guest accommodation providers were invited to the Ambassador Townhouse (4 star guest accommodation) whereby QIT presented various ways to improve quality and service. - Feedback received from attendees very positive.
Green Tourism & Making the Most of Online - TMP have arranged a joint workshop for Sefton businesses to help improve their business through Green Tourism and online marketing. - Workshop being held on Tuesday 31st March at the Vincent Hotel. Page 146 Agenda Item 11f Cruise North West - To encourage cruise passengers arriving at Liverpool Docks to disperse across the region, TMP are co-ordinating Cruise North West CDs and Familiarisation visits for cruise liners and ground handlers. - Information and images have been supplied on potential Sefton itineraries to TMP which will be included in above. - The first use of these CDs will be seen at the Annual Cruise Conference in Miami, March 2009.
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Page 148 Agenda Item 11g
CABINET MEMBER - PERFORMANCE AND GOVERNANCE
REPORT TO CABINET – 19 MARCH 2009
COUNCILLOR IAIN BRODIE-BROWN
Comprehensive Area Assessment
The joint workshops were successfully undertaken as well as a more broadly-based one involving a wide range of partnership stakeholders which looked at both the CA and the Sustainable Community Strategy.
The product of this work as well as raised awareness has been a significant amount of material which will be used to meet the requirements of the CAA process, including the dialogue with the audit Commission and the self-assessments which will be prepared.
Preparation has now split into two processes. The Organisational Assessment which will be based largely on the Use of Resources judgement is being prepared by Finance with input from technical services and performance management.
The area assessment preparation process which involves key partners, will respond to the dialogue established by the Audit Commission which is essentially a conversation where both parties agree the evidence which the final assessment will be based on through a process of exchange of opinion as well as the submission of the self- assessment.
Sefton Borough Partnership
There are a number of key projects being undertaken with support from the LSP team. The revision of the Sustainable Community Strategy is underway and will be aligned to the production of the Public Health Annual Review and Children and Young People Plan, approximately May 2009. Current progress includes the development of a number of agreed high-level measures with discussion being undertaken for the inclusion of measures relating to housing and transport.
There is a section of the governance review relating to the Sefton Borough Partnership, the team are actively supporting the review and seeking to strengthen the partnership in the areas identified.
Local Area Agreement, the team, specifically through the LAA Co-ordinator, has supported an effective refresh and is seeking to develop a performance management framework of the LAA in line with the governance review; building on the strength of the SPRINT reporting system and a new focused Board and Executive.
At the partnership day a need for better understanding of sustainability arose, Chris Carlsen is now delivering his regional project from the LSP team using ‘Plan-it’ to embed a broad understanding of sustainability and the impact in Sefton.
Performance Management Arrangements within Departments
The Chief Executive has tasked the Performance & Partnerships Team with providing an evidence base of performance management arrangements within Departments. To this end, an evidence base template comprising of Key Lines of Enquiry (KLOE) has been circulated to departments, and awareness will also be raised at the Service and Strategic Directors Meeting on 6 th March 2009.
Departments will have a deadline of 20 th March to return completed templates to the Team, before we produce a findings report for the Chief Executive by 27 th March 2009. Page 149 Agenda Item 11g
The findings from this report, coupled with the piece of work around the timeliness of information relating to the National Indicator Set, will directly inform and influence performance management arrangements and reporting moving forward into the new financial year.
Performance Monitoring
Quarter 3 monitoring, including Departmental, Annual Plans and National Indicators, was completed in January, and all updated crystal reports have been issued to departments and published on the Intranet. The Performance & Partnerships Team are in the process of developing new systems which will involve the escalation of issues of concern for non-compliance or poor performance and will involve the Team in supporting departments to swiftly develop action-plans to turn poor performance around. The first report was presented to Performance and Governance on the 18 th February.
Reports have been shared in advance with officers to ensure complete adherence to the Performance Framework.
Place Survey
The Place Survey was to be released on the 9 th March. The DCLG have delayed the publication of the results authorities will be notified of the new publication date shortly.
Final CPA Score
Sefton’s final CPA Score states Sefton is a council that is improving well and demonstrating a 4 star overall performance.
The Direction of Travel shows the progress Sefton Council has made in the last year. The following summary has been provided to support the 2008 direction of travel assessment: Sefton Council is improving well.
“The Council continues to improve services in its priority areas. Physical regeneration schemes have improved parts of the borough and participation in cultural and leisure activities has increased. Support for local businesses and improved job opportunities have contributed to increasing employment and reductions in benefit claims. Crime levels and the fear of crime are reducing and resident concerns about anti-social behaviour have fallen. Outcomes for children and young people are assessed as good and educational attainment has improved. Council services for older people show improvement and hospital admissions have reduced. Recycling levels have improved with the roll out of alternate weekly collections but the cleanliness of the local environment has deteriorated. The Council achieves good value for money with services that generally perform well at below average cost. The Council has good knowledge about local communities and engages well with more vulnerable residents. It works well with partners and is making good progress in developing plans to deliver future improvement in the borough.”
Page 150 Agenda Item 11h
CABINET MEMBER REPORT
Councillor Committee Date
Ian Maher Cabinet Member March 2009 Regeneration
1. Kirkby
We have been advised that the Secretary of State expects to make her decision on the Call In Inquiry on or before 27 th November 2009.
2. Local Development Framework
Major studies to provide evidence base for the LDF relating to housing and employment land availability are concluding and will be subject to consultation over the coming weeks. Options for the core strategy that will underpin the Framework have been discussed at various consultation meetings with Members prior to moving to wider consultation phases in the Spring/Summer. The challenge to deliver this is not underestimated.
3. Working Neighbourhoods Fund
These are a few of the achievements of WNF in quarter three: q Number of people getting jobs = 77 q Number of people currently receiving advice on starting a business = 13 q Number of businesses supported = 8 q Number of young people participating in programmes or on placement = 85 q Number of people receiving training = 25 q Number of out of school / childcare places = 146 q Parents who were supported to stay in employment = 144
4. Help for Workless and Working Parents
Our capacity to tackle child poverty has been significantly enhanced by the announcement on 17th February that Sefton is one of 10 local authorities to receive funding under the DCSF Local Authority Child Poverty Innovation Pilot scheme. This grant is worth £1.04 million to Sefton for the period 2008-11. A local partnership of Sefton MBC and Sefton CVS has developed an innovative work-focussed approach to parents in and out of work, with a spatial focus on Southport as an isolated coastal labour market. Sefton is also participating in
Page 151 Agenda Item 11h
the Liverpool City Region City Employment Strategy Pathfinder, and it's Child Poverty Programme will provide strategic context for interventions in Sefton.
5. Housing Market Renewal
We still await an announcement on the level of HMR funding available for 2009-10. The indicative allocation of £10.19 million is subject to variation of up to + or – 10%, to be decided by Ministers in conjunction with the Homes and Communities Agency (HCA). The variance is potentially £2.02 million which makes strategic planning impossible. Regrettably, there is unlikely to be a decision on funding for 2010-11 either.
At the request of Joe Benton MP, the Housing Market Renewal Director met with Joe and with Junior Housing Minister Iain Wright MP, to discuss the implications of lack of certainty on future funding. A positive and wide ranging discussion took place with the Minister complimentary about Sefton’s ability to deliver regeneration outcomes despite the downturn.
Work continues on the Sefton |Integrated Investment Strategy (SIIS) which seeks to put in place a clear strategic approach to delivery of key outcomes and objectives, related to the ‘sustainable communities’ agenda, when the funding regime for regeneration ends in April 2011 when there will be a single investment allocation for activity such as HMR, provision of affordable housing, other housing matters and acquisition and remediation of land. The SIIS will form the basis of Sefton’s ‘single conversation’ with the HCA upon which future allocations will be made, so it’s importance cannot be understated. The draft SIIS will be ready for consultation in draft form in mid March, with Cabinet / Sefton Borough Partnership approval sought following consultation.
Ministerial Workshop - 26th February 2009
Hazel Blears (SoS, Communities & Local Government) and Andy Burnham (SoS, Culture Media & Sport) visited Sefton last week. In Southport, they met party leaders at the Southport Arts Centre for small intensive workshop sessions with officials, business people and members of the community and voluntary sectors, looking at the future prosperity of the town and lifting barriers to its improvement. Later in the afternoon, they discussed youth issues with 6 Young Advisors in a coach transfer to the “Feelgood Factory” in Netherton, where a second round of workshops focussed on the challenges of urban regeneration. A follow-up summary of action points has been submitted to Ministers to sustain the impact of the visit and ensure an effective dialogue.
CM Report 19.3.09.doc
Page 152 Agenda Item 11i CABINET MEMBER REPORT
COUNCILLOR COMMITTEE DATE
Councillor John Fairclough Cabinet Member March 2009 Technical Services
1. Thornton Switch Island Link
Progress to appointing a Contractor/Consultant consortium under the Early Contractor Involvement (ECI) procurement process is on programme for a Cabinet decision in May 2009.
Under EU procedures a prequalification exercise, involving advertising the scheme in European Journals, has been completed. Eight full submissions were received that have been assessed and a short-list of four determined. These four bidders have now received the full contract tender documents with a submission date of the 26 th March 2009.
These will be fully evaluated and a report presented to Cabinet on the 7 th May 2009, with a recommendation of the preferred contractor.
There are major benefits in progressing the scheme through the process. Having the expertise of the contractor involved at an early stage, aids subsequent delivery of the scheme, gives greater cost accuracy as the scheme progress and enables certain steps in the Department for Transport’s Gateway process for major schemes to be combined or omitted. Once a contractor is appointed the first step will be a full review of the programme and cost, but submission of the Planning Application is expected towards the end of the year and cost estimates are still considered robust.
2. Access to Port of Liverpool The North West Leaders Forum (4NW) on the 20th February 2009, approved the retention of the A5036 Port Access Improvement within the Regional Funding Advice programme a start of construction anticipated in 2015/16. As there has been a significant increase in projected costs we will be pressing the Department for Transport to carry out a full review covering all modes of travel and to include more detailed assessments of the potential to upgrade the existing route than considered in previous studies.
3. Local Transport Plan – South Sefton As part of a review of our transport strategy for the south of the Borough we have involved young people to contribute. Primary and Secondary Schools in the South of the Borough were invited to attend workshops at Netherton Neighbourhood Centre to tell us their views on transport in their local area. The participants provided an excellent insight into issues they find important such as safety and security and the availability of buses. The results of the consultation will be used to help formulate local transport plans for the area.
4. Sefton Travel Team Sefton’s Travel Team was set up in 2007 as part of the ERDF funded Merseyside wide Let’s Get Moving project. Since that time, the team has helped more than 1200 people with travel advice, information and practical assistance to get to jobs, training and education. Working closely with partners such as Job Centre Plus, Sefton @ Work and Connexions, the travel team has made a real difference in helping people to get jobs. Funding to enable the travel team to continue for a further two years has recently been secured. Page 153 Agenda Item 11i 5. Southport Cycle Town i) Tour Series 2009 Following the success of the Cycling Festival in September, Southport will host one of the tour Series races in 2009. This will be held in the town centre on Thursday 11 th June and will involve a series of cycle races featuring national and international cyclists. Southport is one of only 10 towns and cities to secure the event, which has evolved from the hugely popular Tour of Britain race. For more information on this and anything else on the cycle town, visit www.southportcycletown.gov.uk
ii) Discussion Forum/Cycle Parking In order to determine what would encourage more cycling in Southport, a discussion forum has been established to obtain the needs of current non cyclists and those with many years experience. This will help shape the detail of the project over the coming months. Similarly specific views on cycle parking facilities are being sought.
6. Bridge Repairs Bridge Repairs – Crosby & Waterloo Three key railway bridges in the Crosby and Waterloo areas have recently been repaired and strengthened in partnership with Network Rail. A total of about £680k has been spent on the bridges on Mersey Road, South Road and Crosby Road South (5 lamps). The strengthening works have enabled the removal of weight restrictions that had been imposed on the bridges.
7. Stocks of grit are now fully replenished after the recent cold spell which with some assistance from Wirral Council we just scraped through without reducing our approved gritting programme. A full review will be undertaken later in the year.
8. Strategic Partnership with Capita Symonds Summary Since the ‘go-live’ date of the 1 st October Capita Symonds has been working across a range of areas to ensure that the transition of staff and services was as seamless as possible. Due to the contract negotiations being more protracted than originally envisaged the partnership began with out the benefit of a transition period. While this resulted in some significant pressures during the first couple of months new working practices and cultures are starting to be adopted and bed in.
Continuity of service delivery without disruption was the primary initial objective and it is believed that this has been achieved.
Protocols and processes for managing and monitoring the partnership have been developed and are being implemented.
Reviews of service areas and benchmarking against other partnerships are underway and will result in proposals for improving service delivery in Sefton over the next year.
Progress on delivery of the Council’s key objectives has been a priority and the progress made in this regard is detailed in the report and is largely in line with the originally proposed programme
Page 154 Agenda Item 11i Progress in delivering on the commitments made by Capita is as follows: Significant Revenue Savings • Savings on the services £105,000 for the period October 08 to February 09 Capital Investment • ICT – we are developing a detailed IT Strategy to cover the short, medium and long term requirements of the partnership. The strategy will include our investment proposals and plan for delivery • The Council’s ‘Protect’ system is currently being designed following consultations on the system functionality • Capita Symonds has introduced its own systems across Sefton, including financial, management and communications systems • Senor Capita staff, Ian Halton (Highways) and Mark Dunne (Property), have been assigned to assist the Service Managers to deliver improved services, innovation and growth in Sefton • Mentors in each of the service areas have been working with the new Capita Symonds’ service managers through the transition period and in to ‘go-live’ developing improvement plans for service delivery
Improve Performance • Detailed work plans are now in operation and being monitored to deliver the Core Services to Sefton Council • Service improvement groups (SIGs) have been established and have now developed detailed Service Improvement Plans (SIPs) in each of the 6 service areas working together with the client team – these are now being implemented and the outcomes measured against the KPIs • Key Performance Indicators have now been agreed across the partnership and benchmark data is being established Work to Stay in Sefton • Capita Symonds is actively engaged in discussions with developers and landlords to finalise the location looking for new accommodation, to ensure that Magdalen House is vacated by year 2, in Bootle • Best practice is being shared from our other partnerships to help deliver improved services in Sefton to ensure that all work can be delivered in Sefton • Relationships are developing with Sefton@work to keep work in Sefton for Sefton’s residents
Job Security • Detailed recruitment plans have been developed to identify staff required for service improvement/continuity and growth • To date 5 new appointments have been made across the business including a finance manager and a number of technical staff • Additional recruitment needs have been identified and are planned across the year • Business plans have been developed for each of the 6 business streams and have identified the growth areas and sales plans • Commissions have been secured with external bodies including the Highways Agency and United Utilities as well as major schemes for Sefton client departments including the Southport Cultural Centre which is being delivered using a multi- disciplinary team from Capita Symonds across the north and led by Sefton
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