THE CABINET
Venue: Town Hall, Moorgate Date: Wednesday, 8 February 2006 Street, Rotherham Time: 10.30 a.m.
A G E N D A
1. To consider questions from Members of the Public.
2. To determine if the following matters are to be considered under the categories suggested in accordance with the Local Government Act 1972.
3. To determine any item which the Chairman is of the opinion should be considered as a matter of urgency.
4. Minutes of the previous meeting held on 25th January, 2006. (copy supplied separately) - to approve as a true record.
5. Local Area Agreement (report attached) (Local Area Agreement - Final Submission supplied separately) (Pages 1 - 4) - Chief Executive to report. - to approve the agreement.
6. Corporate Services Programme Area (report attached). (Pages 5 - 8) - Chief Executive to report. - to approve the re-naming of the Resources Programme Area to Corporate Services Programme Area.
7. Autistic Spectrum Disorders Strategy - Progress Report (copy attached). (Pages 9 - 24) - Senior Executive Director, Children & Young People’s Services to report. - to note progress on the Strategy Group.
8. Proposals to Create South Yorkshire Destination Management Partnership (report attached) (APPENDIX 2 Supplied Separately). (Pages 25 - 39) - Executive Director, Economic & Development Services to report. - to note progress towards creating a Destination Management Partnership and approve the key principles proposed and delegate the final approval of the Partnership agreement to Cabinet Member for Economic and Regeneration Services.
9. Local Transport Capital Expenditure 2006-2007 (report attached). (Pages 40 - 44) - Executive Director, Economic & Development Services to report. - to note the Local Transport Capital Expenditure Settlements for 2006/2007.
10. Regeneration & Asset Board (Report and Minutes attached). (Pages 45 - 55) - Executive Director, Economic & Development Services to report. - to receive the minutes and note key issues.
11. Exclusion of the Press and Public The following item is likely to be considered in the absence of the press and public as being exempt under the paragraph, indicated below, of Part 1 of Schedule 12A to the Local Government Act 1972:-
12. Anston Parish Council (report attached). (Pages 56 - 57) - Executive Director of Finance to report. - to consider a request for financial support.
(Exempt under Paragraph 7 of the Act – information relating to the financial or business affairs of a Company other than the Authority)
Page 1 Agenda Item 5
ROTHERHAM BOROUGH COUNCIL – REPORT TO MEMBERS
1. Meeting: Cabinet
2. Date: 8th February 2006
3. Title: Draft Final Submission - LAA
4. Programme Area: ALL
5. Summary
Rotherham has been successful in its bid be one of the second wave Local Area Agreement authorities. The attached report describes further progress since the previous report in November 2005 and attaches for Cabinets consideration the current draft of what will be our final submission, which will need to be with GOYH by 24th February. Negotiation and refinement of targets is expected right up to the final signing date at the end of March.
6. Recommendations
a) That Cabinet notes progress to date.
b) That Cabinet considers the attached draft LAA and makes comments on it.
c) The draft submission attached be agreed as a basis for progressing Rotherham’s bid to be signed in March 2006.
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7. Proposals and Details
As described in previous reports to Cabinet, Rotherham MBC in conjunction with Partners is developing a Local Area Agreement. Our bid is in the “second wave” consisting of 66 local authority areas. All remaining authorities who have not agreed one will be required to enter an LAA bid in 2007. This demonstrates central government commitment to the LAA principle and the need for Rotherham to develop as good a LAA document and process as possible.
Attached is a draft of Rotherham’s 3rd Submission. This draft follows on from the 2nd submission that Government office for Yorkshire and the Humber required for 24th November 2005.
Since late December considerable feedback has been received from GOYH and central government departments covering the general direction and vision of the bid as well as detailed comments on each Block and targets.
Feedback and comments have been very positive, in particular the significant input from the Voluntary/community sector, (seen as a general weakness across the other LAA bids) and on the robustness of the Performance Management proposals. Since December officers and Partners have been working to develop the bid further both qualitatively and to respond to any queries or concerns expressed by GOYH, ODPM and/or Partners.
Some elements still need work on and there is a continuing dialogue with GOYH to address the issues especially around stretch targets, (see below) and Freedoms and Flexibilities. We have been advised that we should have robust reasons for requesting any Freedoms and Flexibilities. We have applied a “need” test so that requests are only being made for those that will materially help the delivery of the LAA. This approach has enhanced our credibility with GOYH and thus added weight to those Freedoms and Flexibilities we have actually asked for
Key freedoms and Flexibilities are within the LAA document but are shown at appendix 1 for clarification.
The completed submission will need to be finalised by the first week in February so that all Partners can approve it through their various structures. Our submission needs to with GOYH by 24th February. There will then be a period where clarification and some negotiation is conducted with GOYH and central government departments. GOYH have advised us that this process can go up to the actual date of signing on 24th March 2006. It will therefore be difficult to give a definitive draft prior to this. Members (and Partners) need to understand and agree for officers to undertake technical negotiations and agreements which can only later be ratified by partners, Cabinet and LSP governance arrangements.
Cabinet should be aware that there is a growing pressure on all authorities to include central government department requirements in LAAs. For example, with the Safe Block the Home Office insisted on specific wordings and targets. Whilst pressures will be resisted it may mean that some objectives and targets reflect more national priorities than Rotherham ones. Our understanding is that advice to 3rd wave areas will be even more directive – limiting the scope for a “local” approach still further.
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On 30th January there was a major local consultation event which mirrored the initial launch event in August last year. Comments from organisations and partners have been factored into the draft before members. However, comments reflecting views from other consultation events such as that with Town and Parish councils will need adding later. It is not expected that these will materially affect the main part of the LAA though some targets and/or target dates may need to be reconsidered. Given these provisos, attached to this report is a draft that is considered very close to the final agreement.
LPSA targets
The LPSA2 reward element is being negotiated at the same time as an integral part of our LAA. Government guidance shows that if stretch targets cannot be agreed in time for the LAA launch then we would have to wait a further year before we could start that element.
In order to clarify the position on stretch targets, a meeting was held between GOYH, RMBC and Partners on 20th January. The outcome of this meeting was positive with a greater and clearer understanding as to which Targets would probably gain approval, which needed more work on them, and which needed reconsideration. Again work to finalise the Stretch Targets will continue up to signature date.
8. Finance The LAA in itself does not make any demands on budgets. However, over time there will be increased need to look at increasing partnership working as a result of objectives contained in it. This may affect the way in which budgets are constructed and how they are spent. Partners in the LAA have not attempted to increase “pooling” of budgets but rather stimulate “aligning” further across the life of the agreement. Again this may affect budgets in the medium and long term Funding streams are outlined against each Block together with external funding streams linked to the LAA and paid in monthly instalments from April 06.
9. Risks and Uncertainties The key risk is that the LAA would be rejected by Government. Given comments made by GOYH so far this seems very unlikely. The other key risk is that there will be greater government demands being made to conform to directive advice, thus limiting the ability of the LAA to respond to local need and priorities. This could result in non- Public Sector Partners losing confidence and commitment to the LAA.
10. Policy and Performance Agenda Implications The LAA affects much of the council’s policy and performance agenda as it is aligned to the Community Strategy and, via that, to the Corporate Plan. Therefore many of the targets in the LAA are also Corporate Plan targets. The LAA Performance Management Framework was designed to ensure that systems are as compatible as possible with that of RMBC to avoid confusion or duplication of data catchment.
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Background Papers and Consultation Partner organisations including Rotherham MBC, have been fully involved in developing the LAA. All partners have been involved and or consulted at each step of the process.
Contact Name: Lee Adams Assistant Chief Executive [email protected] extn. 2788
Colin Bulger, Head of Policy and Partnerships, Chief Executives Department [email protected], extn. 2737
Page 4 Page 5 Agenda Item 6
ROTHERHAM BOROUGH COUNCIL – REPORT TO MEMBERS
1. Meeting: Cabinet
2. Date: 8 February, 2006
3. Title: Corporate Services Programme Area
4. Programme Area: Corporate Services
5. Summary
The recent decision to disaggregate the Finance function from Resources Programme Area leads to the need to formally review and change the “Resources” title.
6. Recommendation:
That the Resources Programme Area be renamed as “Corporate Services Programme Area”
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7. Proposals and Details Council Members have agreed the establishment of a separate Finance Department. This means that Finance is no longer part of the Resources Programme Area.
With the removal of the Finance Service from Resources, a new programme area of Corporate Services has been created.
The suggested structure of the new programme area is attached and some of the key activities of the new programme area are set out below.
In summary, the new programme area is taking ownership of the key transformational change agenda over the next five years.
SOME KEY OUTCOMES TO BE ACHIEVED
• Continue improvements in service quality for services within the RBT contract. On 2003/4 prices, the value of the 12-year RBT contract is £202m and BT’s investment is £30m.
• Achieve national agendas and facilitate transformational change in the way services are delivered and customers receive services through the ICT strategy capital investment proposals (capital investment of £18m).
• Progress through the procurement panel, the joining up of the council’s plans for procurement and commissioning and ensuring the RBT procurement plans are delivered (£85m spend on procurement this year and over £2m of savings to achieve).
• Ensure a further four customer service centres and the Maltby PFI scheme are delivered and the customer experience is one of high quality service delivery at the first point of contact. The capital investment for this programme is £6m and of the RBT contract value £48m is for the Rotherham Connect Customer Services Programme.
• Support the office accommodation strategy by increasing new ways of working and management information processes through ICT strategic investment.
• Re-focus the workforce to meet future skill and capacity requirements through planning and development activities.
• Ensure the Government’s national pay and reward strategy is in place through the implementation of Job Evaluation and Single Status contracts. Effective TU negotiation and management of employee relations will be key to the successful delivery of this task.
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• Achieve service transformation – starting with the RBT and customer service agendas and then delivering efficiencies in linked back office functions and joining up with health and police.
• Implement the expected new statutory requirements for electoral registration and elections.
• Ensure the Schools PFI programme reaches a successful conclusion (£92m of investment) and the Leisure/JSC PFI contract negotiations result in significant new investment in leisure facilities and high quality customer service (£30m of investment approx).
• Ensure that the Neighbourhoods programme area achieves best value in its contracts for waste management (approx £50m) and cemeteries and crematoriums (£2m) through key advice and support from the partnerships team.
It is clear from the sample of activities detailed above that the Corporate Services programme area will have significant challenges to address to help the council achieve its Corporate Plan targets by 2010.
To reflect the change in programme area name, the Executive Director of Resources Carol Mills will now take on the job title of Executive Director of Corporate Services.
8. Finance None
9. Risks and Uncertainties There is a risk of misrepresenting the role of the programme area should the Resources title be retained.
10. Policy and Performance Agenda Implications The revised title will bring clarity to the programme area function and assist Inspection regimes in their review and understanding of the Council’s structure and performance.
11. Background Papers and Consultation Reports to Cabinet on the future of the Finance function
CONTACT Mike Cuff, Chief Executive, Ext 2770 Corporate Services Structure
Director of Corporate Services ------strategic support for Culture and Leisure Services
Head of Strategic HR Head of Legal & Democratic Services Head of Partnerships
- HR Strategy & Policy - Monitoring Officer - PFI contract management - Workforce planning, - Legal Advice and Representation - RBT Contract Management - Employee development, - Democratic Support - Customer Services strategy - Employee involvement, - Committee services - ICT Strategy delivery - IIP, - Electoral & Elections Services - Procurement Strat. delivery Page 8 - Workforce equalities, - Partnership contracts supp. - Occupational health, - Pensions, - Employment stats reporting - Corporate consultation and negotiation - Job evaluation & Equal Pay
Page 9 Agenda Item 7
ROTHERHAM BOROUGH COUNCIL – REPORT TO MEMBERS
1. Meeting: Children & Young People’s Services Cabinet Member & Advisers
Cabinet
Children & Young People’s Board 2. Date: 7th February 2006
8th February 2006
1st March 2006 3. Title: Autistic Spectrum Disorders Strategy – Progress Report 4. Programme Area: Children & Young People’s Services
5. Summary:
A report on the local strategy to address Autistic Spectrum Disorders (ASD) was presented to Cabinet Members and Advisers in November 2003. Following that report, and the adoption of the next phase of the local Autism Strategy, previously time-limited funding for ASD provision was mainstreamed. In addition, and in line with national good practice guidance, an Autistic Spectrum Disorders Strategy Group was established to coordinate and steer local provision involving all key partners and stakeholders. A progress report on the Autism Strategy was scheduled for autumn 2005.
The Strategy Group has since undertaken a wide programme of consultation as well as working to refine its proposals. This report presents an overview of the Autistic Spectrum Disorders Strategy Group’s work and priorities for the next phase of the Autism Strategy arising from the work undertaken since the previous report.
6. Recommendations:
• That the report is received. • That the structure and terms of reference of the Strategy Group (Annex 1) are approved. • That the priorities identified by the Strategy Group are approved. • That annual progress reports from the Strategy Group are submitted to the Children & Young People’s Board.
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7. Proposals and Details:
ASD Strategy Group
The National Autism Plan for Children indicated the need for a multi-agency coordinating group to monitor and steer developments in provision for ASD to be a long-term feature of local strategy. Its responsibilities include: • strategic planning and the facilitation of informed developments; • planning, overseeing and reviewing the local referral pathway(s) for the assessment and diagnosis of ASD audit and evaluation; • local area training for parents, carers and professionals; • academic and training links to inform local practice. (NAPC paras 4.2.1.3 & 4.4)
The membership of the ASD Strategy Group in Rotherham is consistent with that recommended by the National Autism Plan for Children and is now operational. Formal approval to fulfill the remit outlined in the NAPC is requested.
The Strategy Group’s priorities are to: • Develop a multi-agency team to assess and identify school aged children with ASD and reduce waiting times for diagnosis in line with NAPC guidelines • Develop responses to children with complex learning difficulties and those with mental health needs • Develop schools’ capacity to meet the needs of children with ASD • Develop support for parents and carers post-diagnosis • Develop and deliver a coordinated training & development strategy • Develop a coordinated and consistent method of collecting data • Monitor statistics, project trends and plan for the deployment of resources • Improve support at transition points • Identify emerging issues and monitor action to address these issues • Plan & monitor the ongoing implementation of the Autism Strategy
Current Provision
The consolidation of provision at Kilnhurst Primary School and Swinton Community School has enabled an increase in provision made locally. There is still, however, demand for extra-district placements which are a significant pressure on the SEN (E08) Budget. Current provision, compared to the 2003 position is as follows:
2005 2003 Independent Special Schools 24 27 Maintained Special Schools 52 29 Non-maintained Special Schools 1 1 Enhanced Pre-school Provision 1 Kilnhurst Primary (Resourced) School 22 17 Swinton Community (Resourced) School 14 3 Other Rotherham Primary Schools 53 96 Other Rotherham Secondary Schools 27 28 Educated Otherwise 3 School Action or School Action + 115 47
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The data indicates continuing high numbers of children diagnosed with ASD, a small reduction in extra-district placements and pressure on local provision towards local provision.
The Autism & Communication Team (ACT) is fully operational and has been extended from within existing resources by the Learning Support Service Leader. This team is targeting support towards children with more challenging and complex needs in mainstream schools, with the Learning Support Service acting as first point of reference for other children with ASD. This approach is intended to develop the confidence of schools to provide more effectively for children with ASD and reduce pressure on more specialist provision. The present ACT caseload stands at 157, compared to 44 at 27.6.03. Of this number, 72 do not have statements and a provisional target of 20 of these cases has been set for referral back to LSS by 31.3.06
Proposed Provision
As children leave extra-district placements, it is recommended that the funds released are channelled into the extension of provision available locally so that, in the long term, Rotherham places the absolute minimum of children in extra-district provision. Cabinet Member and Advisers (Lifelong Learning) received a report (Annex 2) by the Acting Strategic Leader Inclusive Learning Communities in July 2005 recommending that the capacity of Newman School be extended to meet the needs of pupils with Autistic Spectrum Disorders. Support for the school in addressing this issue should be coordinated by the Strategy Group. An update report on the details of this proposal will be brought to members and the Children and Young People’s Board in 2006.
8. Finance:
There are no additional financial implications associated with the operation of the ASD Strategy Group and the current provision in Rotherham.
9. Risks and Uncertainties:
Although significant progress has been made in establishing provision for pupils with ASD locally, this needs to be consolidated and extended through the next stage of the Autism Strategy. Action plans (Annex 3) to implement the strategy are attached. If these priorities are not addressed, there is a high probability that costs of provision will escalate.
10. Policy and Performance Agenda Implications:
The adoption of the Autistic Spectrum Disorders Strategy Group’s priorities will help to ensure that the requirements of the National strategies set out by DfES and DoH are met. This will contribute significantly to inspection through the Joint Annual Review and OFSTED inspection of schools
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11. Background Papers and Consultation:
• National Autism Plan for Children, DfES/DoH,2002 • Autistic Spectrum Disorders Good Practice Guidance, DfES/DoH,2002 • Children Act 2004 • Removing Barriers to Achievement, DfES, 2004 • Every Child Matters: Change for Children • SEN & Disability Project Brief • National Service Framework for Children: Standard 8
Contact Name: Peter Rennie, Transitions Manager, Inclusion Voice & Influence Telephone: (01709) 822677 E-mail: [email protected]
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Annex 1: Autistic Spectrum Disorders Strategy Group Terms of Reference & Membership
TERMS OF REFERENCE & RESPONSIBILITIES
1. To be the local multi-agency coordinating group to oversee the development of local area ASD services consistent with the recommendations of the National Autism Plan for Children
2. To liaise with and advise local commissioning agencies
3. To plan, coordinate and quality assure local area training in ASD
4. To coordinate academic and training links within a regional network to ensure that new developments inform local practice
5. To maintain and supervise data in respect of the incidence of, and provision for, ASD
6. To audit the effectiveness of local identification, diagnosis and intervention services
7. To coordinate service planning and new developments informed by local clinical need and within the framework of the local strategic partnership for Children and Young People’s Services
8. To develop and plan specific support / intervention services within both specialist and mainstream settings on a local or regional basis and within the framework of the local strategic partnership for Children and Young People’s Services
9. To ensure the voice and influence of service users in service planning and review
10. To support the provision of funding for, and access to, tertiary clinical services and to establish close links with specialist services to meet tertiary needs
11. To convene, and participate in, sub-groups to assist the Strategy Group on specific pieces of work as and when required
12. To resolve issues of disagreement
13. To facilitate communication within the partner organisations and where barriers are identified
14. To report to the Children and Young People’s Board via the Executive Group for Children and Young People
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GROUP MEMBERSHIP
Membership will be consistent with the recommendations of the National Autism Plan for Children
CHAIRPERSON
Peter Rennie, Transition Manager, Inclusion Voice and Influence (representing Helen Longland, Acting Strategic Leader, Inclusion Voice & Influence)
VICE CHAIRPERSON
Steve Mulligan, Principal Educational Psychologist
MEMBERSHIP
Voluntary Sector Representative, to be identified Angela Ward, Service User Representative Margaret Murphy, Children’s Planning & Development Manager, Rotherham PCT Yvonne Weakley, Children’s Services Manager, Rotherham PCT Marie Noone, Team Leader, Children’s Disability Team Alison Davies, Consultant Child & Adolescent Psychiatrist – Clinical Lead Chatham House & Maple House Helen Gee / Jo Pollard Speech & Language Therapist (representing Susan Dent, Speech and Language Therapy Service Manager) Jo Hindley, Geraldine White, Consultant Clinical Psychologist, Children with Learning Disabilities Gill Capaldi, Advisory Teacher for ASD Allan Walton, Head Art Therapist /Therapy Services Team Leader Dr Eisawl Nagmeldin, Consultant Paediatrician, PCT
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Annex 2: Report to Cabinet Member and Advisers (Lifelong Learning) Developing the Role of Newman School within the Continuum of Specialist Provision for Pupils with SEN and / Disabilities in Rotherham
ROTHERHAM BOROUGH COUNCIL – REPORT TO MEMBERS
6. Meeting: Cabinet Member and Advisers (Lifelong Learning)
7. Date:
8. Title: Developing the role of Newman School within the continuum of specialist provision for pupils with SEN and/or disabilities in Rotherham 9. Programme Area: Children and Young People’s Services
5. Summary:
As a result of the increase in the numbers of pupils with physical disabilities attending mainstream schools, there is an opportunity for a successful school such as Newman School to develop a new role within the continuum of provision for pupils with SEN and/or disabilities in Rotherham. This would support Rotherham’s response to meeting current and predicted pupil needs and delivering the national recommendations on the future role of special schools through:
• The pilot of an outreach service for pupils with complex physical, medical and communication needs who attend mainstream schools • Developing the school’s capacity to meet the needs of pupils with Autistic Spectrum Disorders.
6. Recommendations:
That the report recommendations are received and approved by Members.
7. Proposals and Details:
The attached report (discussed with staff and governors of the school) demonstrates that:
• Newman School is a successful school as demonstrated in the recent Ofsted inspection which can make a valuable contribution to the further development of the continuum of provision for pupils in Rotherham.
‘Newman is a good school and provides good value for money. The school has some very good features and it is effective in ensuring pupils achieve well. Teaching & learning are good. Leadership & management are good….. There
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has been a good improvement in nearly ever area of the school’s work since the last inspection….’ September 2004
• As the Council’s commitment to increasing the opportunities for all pupils to access education in their local school is implemented, numbers at Newman School are predicted to reduce substantially during 2005-9 from 61 to 34 pupils.
Pupil numbers taking into account those leaving at age 19 (Y13)
July 2004 61 July 2005 57 July 2006 55 July 2007 53 July 2008 43 July 2009 34
In addition pupils may leave at any time from the end of Y11 and there may be some mobility amongst younger pupils.
• SEN panel are not receiving requests for placement as parental preference is for mainstream placements. The requirements of the Disability Discrimination Act, availability of Access Initiative funding and building projects such as PFI, means that provision is now available in mainstream schools for pupils who would previously have been unable to attend their local school. This raises questions of whether in the future the school will be judged to give value for money and what role it might develop within the continuum of specialist provision in Rotherham. • Currently the school is being funded for 82 places, a response to the provision review( 2003) when it was agreed to leave flexibility in staffing to develop an outreach role. . This level of funding will be maintained until March 2006 and will be reviewed for the financial year 2006-7. . • In response to the recommendations of the 2003 review into provision in Rotherham for children with physical difficulties and in light of the national recommendations on the future role of special schools, the school is exploring the development of outreach links with mainstream schools: Communication Aids Project; developing curricular opportunities for pupils with physical, medical and communication needs; Newman Development Nursery. There is no evidence so far that this alone will provide a long term future direction for the school.
The proposal is that:
• During 2005-6 a review group considers the potential of the school admitting pupils will needs other than physical difficulties and that their findings and recommendations are shared with parents, staff, governors, Local Authority officers and elected members. The need for additional specialist provision is for Rotherham children who are on the Autistic Spectrum and for whom the current option may be education out of the Borough.
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• During the period of the review a programme of awareness raising about meeting the needs of children with Autistic Spectrum Disorders would be provided for staff. • The recommendations of the review group would form the basis of further consultation about the school’s role within the continuum of provision within Rotherham
8. Finance:
The school is currently funded for 82 places (61 pupils on roll) and has £55,000 potential funding available to support the first phases of the review process and, after consultation, any agreed developments which might need to be undertaken in 2005- 6.
9. Risks and Uncertainties:
If the Council does not review and refocus service provision in the light of data on the nature and level of pupil need it will not deliver a Best Value service to children, young people and families. The specialist provision in Rotherham is monitored and reported on through Ofsted inspections which will consider the issues of the value for money provided by special schools.
10. Policy and Performance Agenda Implications:
Development of a continuum of provision for children and young people with SEN & Disabilities contributes to delivery of the Community Strategy and Corporate Plan (Rotherham Learning and Rotherham Achieving), the Council’s Inclusion Plan and the Every Child Matters priorities which underpin Children & Young People’s Services (Enjoying and Achieving). Detailed annual plans for this are set out and reviewed as part of the Education Development Plan (School Improvement Plan) and the Inclusion Strategic Plan.
11. Background Papers and Consultation:
Contact Name : Helen Longland, Acting Strategic Leader Inclusive Learning Communities Norfolk House 01709 822676 [email protected]
Page 18 Annex 3: Implementation of the Autism Strategy September 2005 – July 2006
Action Plan A: Provision
ASD Strategy – Provision Sub-group – Draft Action Plan September 05→December 06
Audit Activity Timescale Milestone Lead Commentary
The group has met To work on the statistical September 05 → Quarterly data MH on two separate data of pupils with a December 06 occasions and diagnosis/ statement/support highlighted a with ASD/Aspergers. number of key areas. st
To establish and produce a September 05 → 1 Meeting – October SM/MH Page 19 feasibility study re: the future December 06 14th role of Newman School.
To work with the heads on September 05 → Meeting August 05 SM issues related to ASD/SLD. December 06 PL
To work with Special September 05 → Agenda items SM Schools heads to maximise December 06 Special School the support/challenge of Heads SALT.
To produce evaluation of the Ongoing MF? range of local/extra district ASD provision.
To establish exit and entry September 05 → Check criteria with SM criteria for a range of ASD December 06 schools provision.
To contribute to the update December 05 → PR of the ASD Strategy for July 06 CYPS.
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Action Plan B: Training & Continuing Professional Development
ASD Strategy – Training Sub-group – Draft Action Plan September 05→December 06
Audit Activity Timescale Milestone Lead Commentary
The group has met To produce and maintain a September 05 → Quarterly data G.C. on two separate record of ASD training which December 06 occasions and has been delivered to highlighted a schools across Services in number of key order to highlight those areas. schools which have not accessed training (or need refresher courses) and also to avoid duplication of training. Page 21 LSS to take over September 05 → Autumn Term 06 DC/GC responsibility for the delivery December 06 of the Basic Awareness Training (ASD) within their own schools/ clusters. EPS to continue to deliver Ongoing GC/CT 3X1day ASD training through CPD but to adapt one of the days to focus on Secondary schools. To ensure that all primary Dec 05 – Feb 06 Materials emailed to GC/CT schools with Y6 pupils with all relevant primary ASDs receive copies of the SENCos by February ‘Transition to Secondary half term School for Pupils with ASD’ materials for use during Spring/Summer term
To evaluate the impact and Oct 06 – Dec 06 Questionnaires to GC efficacy of the Transition Parents/pupil, Primary materials feeder school & receiving Secondary school who have used Transition Package Six trainers from across Nov 05 – Feb 06 First delivery of GC agencies accredited to programme by end of deliver Earlybird Plus parent Summer Term 06 programme (National Autistic Society) ACT to develop & deliver Ongoing First delivery of GC training packages on packages by end of ASD/learning strategies for Spring Term 06 TAs working in Primary & Secondary schools. Page 22
To work with head teachers September Basic Awareness GC on issues related to 05→December Training delivered to ASD/SLD 06 Kelford School staff
Action Plan C: Assessment & Diagnosis
ASD Strategy – Assessment & Diagnosis Sub-group – Draft Action Plan September 05→December 06
Audit Activity Timescale Milestone Lead Commentary
The group has To look at statistics of September 05 → Quarterly J.P./ CAMHS rep. met on four assessment and December 06 data separate diagnosis of ASD occasions and across Rotherham identified a (from pre-school number of key through to Secondary issues aged pupils) To map out pathway of September 05→ September 05 CDC M.Murphy/J.P Needs follow up.
assessment for pre- December 06 assessment group Page 23 school and school-aged workshop to identify (Y.W. now in post). This activity has been children (Process issues around affected by difficulties in mapping). waiting list for ASD Rep. from CAMHS securing representation assessments at from CAMHS. CDC
To identify gaps in September To implement the ASD Strategy Group services for children 05→December role of Key Worker and families across age 06 for children and phases. families (as recommended in NAPC & NSF guidelines) To consider issues September 05 → Ongoing J.P/ G.W. around assessment Dec. 06 and diagnosis of pupils with a learning disability
To establish clear and September 05 → First delivery of ACT/STEPS/CAMHS consistent post- December 06 Early Bird Plus diagnostic packages of parent programme support for parents. (NAS) in Spring term 2006
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Page 25 Agenda Item 8
ROTHERHAM BOROUGH COUNCIL – REPORT TO MEMBERS
1. Meeting: Cabinet
2. Date: 8th February 2006
3. Title: Proposals to create South Yorkshire Destination Management Partnership 4. Programme Area: Economic and Development Services
5. Summary
To provide an update on the progress towards creating a Destination Management Partnership (DMP) for the promotion and development of tourism pan-South Yorkshire. Further to seek approval for the key principles proposed, and included in the Partnership agreement, and to delegate the final approval of the Partnership agreement to Cabinet Member for Economic and Regeneration Services.
6. Recommendations
• Note progress made on the establishment of a DMP for South Yorkshire
• Cabinet to approve key terms of the Partnership agreement
• Delegate final detail and agreement to Cabinet Member for Economic and Regeneration & Cabinet Member for Lifelong Learning Culture and Leisure in discussion with Head of RiDO
• Recommend representation on DMP board to be Head of RiDO
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7. Proposals and Details
Context
Tourism is the UK’s fifth largest industry; it generates £74 billion to the UK economy and employs 2.1 million people. Tourism contributed £4.2 billion to the Yorkshire and Humber region in 2003.
Yorkshire Forward has targeted an increase in the value of tourism earnings in the Yorkshire and Humber region by 5% per annum to £5.9 billion by 2010. South Yorkshire has an opportunity and potential to exploit a growth in tourism earnings for the South Yorkshire economy, however, we will need to take a co-ordinated and strategic approach across the sub-region to achieve this.
The strategic responsibility for tourism in Yorkshire and Humberside rests with Yorkshire Forward, Yorkshire Forward sees that tourism development will be driven through two delivery routes:-
Yorkshire Tourist Board which is broadly responsible for attracting visitors to the region; a new Board and re-structured organisation has been in place since April 2005;
Co-operative sub-regional arrangements to be in place by April 2006, with each sub-region determining its own way forward.
The DMP will be the co-operative arrangements in South Yorkshire. The DMP will not replace all existing tourism management arrangements in the four South Yorkshire districts, it will bring oversight and co-ordination and access to funds not otherwise available to the four districts. It will be complementary to local delivery structures and support and enable them to deliver more effectively. The DMP may also deliver some tourism services on a sub-regional basis in order to avoid duplication and maximise efficiency.
Earlier in 2005 Yorkshire Forward funded consultancy activity from KPMG, this resulted in a proposal to establish a Destination Management Partnership in South Yorkshire. The proposal envisaged that the DMP would be a partnership of the four Councils and the private sector and that it would be hosted by one of the four Councils. The Leaderships agreed that Sheffield should act as the lead authority on tourism for the four Councils and therefore should host the DMP within its own structure. The DMP will not be a separate legal entity but there is an option to go down this route should the four Council Partners wish to at some stage in the future.
The benefits of a South Yorkshire DMP will be as follows:-
It will enable the sub-region to access funding from Yorkshire Forward and Objective One to support tourism activities, both Yorkshire Forward and Objective One are clear that these resources (£2m over four years from Yorkshire Forward and £1.15m by June 2008 from
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Objective One) must be routed through co-operative sub-regional arrangements.
It will be a vehicle for the four Councils to co-ordinate their tourism activities and to seek synergies.
It will be a vehicle for strategic and operational engagement between the tourism private sector and the public sector across the sub-region.
The DMP will assist the delivery of some priorities in the City Regional Development Plan. Tourism responsibility for the South Yorkshire part of the Sheffield City Region rests with Yorkshire Forward, the responsibility for the other parts of the City Region rests with the East Midlands Development Agency. Whilst the DMP will not be a City Regional DMP it will enable the tourism sector in South Yorkshire to develop an integrated strategic plan for tourism across the sub-region and provide a strong base for stretching this strategic planning across the Sheffield City region and into the Peak Park.
It will enable South Yorkshire to have a stronger regional voice and influence on tourism issues with Yorkshire Forward and Yorkshire Tourist Board.
Progress on Establishing the DMP
In April 2005 the four South Yorkshire Chief Executives agreed that officers should develop proposals for a South Yorkshire DMP based on the KPMG proposals. A set up team of four senior officers (one from each Council) has worked to develop the proposals to a position where formal proposals can be presented to the respective Councils for approval. The set up team has worked with a ‘Shadow Board’ of private sector tourism representatives, the terms of reference and the membership of the Shadow Board is attached at Appendix One.
Progress can be summarised as follows:-
The four Councils have developed a partnership agreement which will be the legal basis for the DMP to operate, (Appendix Two supplied separately).
As recommended by KPMG a Chair for the DMP Board has been appointed, he is Chris Welsh who was previously Chair of the Board at Magna. The position was openly advertised and Chris Welsh was appointed following a competitive selection process.
The bidding process to draw down funds from Yorkshire Forward and Objective One is underway with the objective of beginning to draw down Yorkshire Forward resources from 1st April 2006 and Objective One resources as soon as is practicable.
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An activity plan for tourism development, promotion and marketing activity for the initial life of the DMP has been agreed, (copy attached at Appendix Three).
The DMP, Yorkshire Forward and Yorkshire Tourist Board have clarified their respective roles as regards tourism activity, (copy attached at Appendix Four).
The DMP has opened discussions with Yorkshire Tourist Board on a new approach to membership of Yorkshire Tourist Board for both Councils and the private sector, this new approach would enable organisations to join the South Yorkshire DMP and access all Yorkshire Tourist Board services.
Consultants have been appointed to draw up a business plan for the DMP, as a minimum the plan will cover the period until April 2007, this will allow time for the Board to be appointed and for a Chief Executive being appointed (subject to accessing Yorkshire Forward resources), they will then take forward the business planning process from then onwards.
The Next Steps in the DMP’s Development
For the DMP to move to its next stage of development the four Council Partners must approve a partnership agreement to enable Sheffield to act as host and accountable body for the DMP, without this the DMP has no legal basis from which to operate and the Councils have no formalised arrangements which set out how the shared rights and liability issues will be managed. The form of the partnership agreement has been the subject of negotiations with officers of the other authorities. Whilst the version attached has not been formally agreed by the other authorities and some of the schedules need to be updated, negotiations are well advanced and it is anticipated that the agreed version of the partnership will not be substantially different to that which is attached to this Report. Approval of the Partnership arrangement by Sheffield City Council and the other local authorities involved will enable the DMP to be established. It will mean that Sheffield City Council will be the host and accountable body, that a DMP Board will drive the DMP’s future activities, that funding proposals will be submitted to Yorkshire Forward and Objective One and that some Council tourisms functions may be delivered through the DMP partnership arrangements(subject to the DMP Business Plan and further Council approval).
The partnership agreement provides for the Council to be represented on the DMP Board. Officers from the four Councils are recommending to their respective Members that each Council should nominate a senior officer as the Council representative on the Board. It is envisaged that the DMP will be a small organisation that will drive the majority of its activities through other delivery organisations, the Councils will be key delivery agencies. Therefore, it is proposed that the Council representatives on the DMP Board, should be senior officers who will have delivery and management authority on tourism matters. It is proposed that the officer will carry out this role on the basis of consultation with an appropriate
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Cabinet Member as determined by the Council.
If the partnership agreement is agreed by the four Councils, a bid for Yorkshire Forward resources will be submitted into the Yorkshire Forward evaluation process. If approved this bid will enable the DMP to draw down resources against the business plan to allow for the employment of a Chief Executive for the DMP. It is intended that Yorkshire Forward resources will be in place from 1st April 2006 and the Chief Executive as soon as possible thereafter.
In the meantime, DMP activities will be shaped by the DMP Shadow Board until the full Board can be recruited by the DMP Chair in consultation with the four Councils, and advised by the Shadow Board.
The full Board and the Chief Executive will then need to address more medium-term issues such as tourism development, marketing strategy, brand strategy and the long-term security and viability of the DMP.
As Sheffield is the host and accountable body for the DMP, the partnership agreement proposes that the local authority scrutiny function for the DMP should rotate round the other three South Yorkshire Councils on a basis to be agreed. The partnership agreement envisages that the DMP Chair and Chief Executive will submit an annual report to the appropriate scrutiny process, Members of Sheffield City Council will be advised when this scrutiny meeting is to take place.
8. Finance
The financial risks for the Council to consider are:-
That the DMP may not meet the output requirements of funders, primarily Yorkshire Forward and/or Objective One and will then have to meet a proportion of clawback as outlined in the partnership agreement. A business planning and approval process which requires the four partner Councils to approve the plan before it is approved by the Board should help to reduce the risk of this becoming a reality. The Councils will also be represented as the DMP Board and the DMP Board is accountable to a local authority scrutiny process.
That the DMP may not achieve income targets or overspends resources resulting in financial losses which have to be shared by the four Council partners. It is believed that the business planning process and other measures outlined above should minimise the risk of this becoming a reality.
The Council may be required to supply existing staff and/or other resources to the DMP as part of its commitment to its development and future operations. If this is the case such action will only be taken on the basis of a decision being made within the Council’s decision making processes, these will address any financial implications. Council officers will be expected to contribute support to the DMP as part of normal operational arrangements, e.g., DMP Board members,
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there will not be an additional cost issue for the Council, the provision of this support will be built into routine operational plans.
9. Risks and Uncertainties
Risk of not securing funding from Yorkshire Forward and Objective 1 will lead to South Yorkshire not benefiting from Tourism opportunities as identified in the report - mitigated by preparation of business plan which is well underway.
Risk of not reaching agreement on establishment of DMP lead to dispirited approach to tourism promotion in South Yorkshire and non-realisation of opportunity – mitigated by involvement of all parties in development of agreement and business plan.
Risk of lack of private sector engagement in delivering our tourism offer – mitigated full engagement of private sector through Shadowboard and proposed board representation, along with wider private sector consultation group.
10. Policy and Performance Agenda Implications
This proposal supports the delivery of the Community Strategy, Corporate Plan, Regeneration Plan by:- • Increasing economic activity through growth of tourism sector • Broadening mix of businesses in South Yorkshire • Raising the profile of the borough through South Yorkshire promotion • Efficient use of resources by working in partnership to achieve greater impact
11. Background Papers and Consultation
Tourism Panel – involved in discussions to date Legal Services – review of partnership agreement KPMG report
Contact Name : Richard Poundford, Head of RiDO, ext 2971, [email protected]
6 Page 31 Appendix One
South Yorkshire DMP – Shadow Board
Terms of Reference
1. To act as a sounding board for the DMP set up team to test the views of private sector representatives on the establishment of the DMP.
2. To comment and advise upon the DMP partnership agreement to be established between the four Councils.
3. To advise the set up team on the process for identification and appointment of a Chair for the DMP.
4. To advise and assist the Chair and the DMP set up team on DMP issues including:-
the process to appoint a DMP Chief Executive; staffing arrangements; one-year interim tourism plan; early stage DMP activities; on the process for the election/appointment of Board members.
5. To act as the Shadow Board for the DMP until Board members have been formally appointed/elected.
Membership of the Shadow Board is as follows:
Steve Walmsley, Sheffield City Council Caroline Wilson, South Yorkshire Tourism Manager Cheryl Sadler, Lakeside Retail Village, Doncaster David Petherbridge, Barnsley Chamber of Commerce Doreen Marsh, Doncaster Council Hermann Beck, Holiday Inn Sheffield John Silker, Hellaby Hall Jon Wigfield, Cubley Hall Matthew Beck, Magna Trust Richard Poundford, Rotherham Council Sharon Bennett, Robin Hood Airport Steve Cann, Business Link South Yorkshire Tom Waldron-Lynch, Hilton Hotel Sheffield Graham Noble, Barnsley Council
Jo/SW/misc/2005SYDMPShadowBoardTOR/27.7.05. Appendix Three
ACTIVITY BUSINESS CASE OUTPUTS/OUTCOMES LINK TO REGIONAL STRATEGY
Research There is currently very limited 1.Baseline research for • link into to YTB research and information on the current performance monitoring intelligence function 1. Current tourism activity, tourism activity in the subregion purposes and to update the spend, etc so we have no baseline. strategy for the subregion • Collection of data for regional tourism intelligence 2. Into future target growth No accurate research into who 2. Better understanding of our areas our visitors are and where they current market – more targeted come from. Establish areas for campaigns better use of 3. Inbound tourism potential and future growth budgets methods of exploiting the markets, through international Being informed about current 3. New high spend visitors research including demographic and future demands to guide staying in area. Increase and
investment decisions, private secure jobs. Page 32 4. Unexploited tourism products and public within the sub region 4. New tourism offerings for Need to attract new international subregion attract new visitors to 5. Public Transport Provision – business to increase the value area – increase tourism spend mapping exercise of tourism. High spend visitors. Investments in the right places, 6. Brand perception and future Develop new products including jobs, SMEs etc brand strategy. What brands will work for South Evidence to inform marketing Yorkshire? strategy.
Jo/SW/misc/2005/DMPShawodBoard/DMPActivity/20.10.05. ACTIVITY BUSINESS CASE OUTPUTS/OUTCOMES LINK TO REGIONAL STRATEGY
Destination Management Would provide a central platform More and more bookings made • Long term goal for one System from which to market the online platform across the subregion. It would ensure that region everyone is working from one Encourage small businesses to database – avoids duplication get it enabled • In short term need to ensure DMS supports Make products more transparent YTB’s Nexus
Can be linked up to new Better use of new technologies technology ie: kiosks , mobile phones, etc. Access to local information globally Page 33 Online Booking system enabling visitors to book direct with Easier to Keep information accommodation providers, uptodate attractions etc. Gives simplified last minute availability and Better marketing makes the purchase easier for Better usage of data to inform the customer decision making eCRM system – can manage More sales, more repeat customer database and target customers market customers. Capture customer data for research purposes
Connects all the local websites enabling each area to keep their own identity
Jo/SW/misc/2005/DMPShawodBoard/DMPActivity/20.10.05. ACTIVITY BUSINESS CASE OUTPUTS/OUTCOMES LINK TO REGIONAL STRATEGY
Branding and image of South Develop a national identity and Cohesive Image – how does this • Sub regional brands part Yorkshire a framework to build other fit in with Sheffield City of regional brand themes. Find a hook, such as Region(Northern Way) and architecture Robin Hood etc other branding that has already taken place in Doncaster, Need to be modern as well as Sheffield etc. reflect history. – Not reflected in YTB strategy More coherent product/subregional working Needs to be bold highlighting the green space in south Improve perception of S Yorks – Yorkshire and modern city/town increase visitors
centres – not just the industrial Page 34 history. More visibility and credibility will lead to more visitors coming to Improved visitor knowledge of the sub region and thus more regional geography - increasing income for large and small chances of movement within the businesses, safeguarding and region and sub region as creating jobs and encouraging opposed to remaining static new start up resulting in lack of interest and no repeat business
Jo/SW/misc/2005/DMPShawodBoard/DMPActivity/20.10.05. ACTIVITY BUSINESS CASE OUTPUTS/OUTCOMES LINK TO REGIONAL STRATEGY
Marketing of South Yorkshire Business Tourism main growth Increased value of tourism • Complement Regional market - Sub region wide, business including Higher yield Tourism Marketing Conference destination benefits many organisations, not for retail, hospitality and hotels Strategy just tourism, highest yield of Key leisure areas tourism segments Creates jobs and higher income • Local promotion, day trip esp for lifestyle businesses and market and visitor Product Packaging and the Builds destination profile SMEs management provision of dynamic packaging of products (suggested selection Leisure tourism is not a strong Encourages new businesses to • Link to Regional Events of variety of segment now, needs a big push. start Strategy accommodation/leisure
opportunities) Encourage extenders from Increased number of leisure Page 35 business trips and events visitors benefit both the small Sector orientated and price and larger businesses linked, i.e., It will help to build the destination profile Pilgrim fathers very targeted a) student packages, music market but would encourage venues, hotel, transport We have good Airport + American market – a new transport links new to change market to be researched and b) Sightseeing, seamless the perception of where SY is piloted transport and located accommodation Need to improve hotel and c) ‘High’ end leisure packages conference standards and Increase bedspace. This can be d) Leisure/outdoors, etc, eg, encouraged on the back of a golf, climbing, walking marketing campaign e) History, eg, Industrial History Leisure – improve marketing of outdoor pursuits ie: Transpennine trail, national park, humberhead peatlands.
Jo/SW/misc/2005/DMPShawodBoard/DMPActivity/20.10.05. ACTIVITY BUSINESS CASE OUTPUTS/OUTCOMES LINK TO REGIONAL STRATEGY f) Inbound Tourism - Robin Gardens, heritage, churches. Hood, Pilgrim Fathers, Climbing, riding, cycling, golf. Industrial History. Need to package products ie: g) Cultural Offers. above and theatres, shows etc h) Events/Sport. Shopping – Meadowhall, frenchgate, individual shops ie: designer fashion, markets. Develop farmers markets more
Build on History ie: Pilgrim Fathers - trails, targeted marketing campaigns Page 36
Sheffield steel
‘Unknown’ cultural offers in South Yorkshire
Jo/SW/misc/2005/DMPShawodBoard/DMPActivity/20.10.05. ACTIVITY BUSINESS CASE OUTPUTS/OUTCOMES LINK TO REGIONAL STRATEGY
Events strategy and schedule Festivals – should be linked Destination profiling and brand Link to Major Events strategy across region and subregion – building through events build up a team who specialise promotion increasing visitor in this area. numbers
Avoid peaks and troughs of More vibrant feel to subregion event calendar Maximising income through better planning
Exploitation of key events into wider tourism opportunities, eg,
Milk Race → cycling festival. Page 37
Establish a tourism Better communication with the Industry is better engaged and communication network industry and between partners kept up-to-date with changes and opportunities Establish an events list to help increase leisure sales. Removal Better sharing of ideas and best of possible conflict of dates practise across the subregion
Increase understanding of Better advice for clients, more product by all across the sub business to the industry region, through familiarisation days, etc
Business and Tourism Critical to future DMP Clear and targeted plan to A key contribution to regional Planning activity and viability. address tourism issues in South tourism growth targets. Yorkshire, growing volume and Person needed to produce value of activity. 05/06/07 plans.
Jo/SW/misc/2005/DMPShawodBoard/DMPActivity/20.10.05. TOURISM: REGIONAL SUB REGIONAL ROLES Appendix Four
RDA Tourism experts panel Regional tourism body Sub regional arrangements YORKSHIRE FORWARD YORKSHIRE TOURISM COUNCIL YORKSHIRE TOURISM Agreed remit strategic responsibility for tourism provide a communication channel to development and implementation of regional tourism marketing planfacilitate and encourage product development RES debate and advise on key tourism regional tourism brand management visitor management strategic framework for tourismissues facing the region and on research and intelligence co-ordination and interface with related sectors headline objectives & funding packagesother tourism strategy & policy regional information provision & data management system co-ordination of local and sub regional promotions issues development & promotion of skills & training main industry interface promotion & development of quality agenda engage with SRIP process and agree investment priorities voice of tourism industry provision of intelligence to YF & others to assist policy decisions support & advice on partnerships across region ACTIVITIES
Product development strategic coordinator on product development tourism market advice & intelligence to assist decisions Area Tourism Plan (identifying priorities) link to improvement of public realm marketing support for new products encouraging & facilitating product development with partners link to events, culture, sport link to Yorkshire Culture; YF Sport & Leisure Action Plan emphasis on quality of place (destination) and public realm input on all tourism projects in SRPs Agreeing investment priorities in SRIP ensure engagement with Yorkshire Culture: YF and/or leisure plan
Marketing & promotion funding support for Regional Tourism regional Tourism Marketing Plan (market segments) sub-regional tourism plan which will compliment regional plan - Marketing Plan & regional campaigns regional tourism brand management (brand mapping) business tourism and events/sport as priorities link with Northern Way regional PR development of sub-regional brands regional marketing campaigns attracting visitors to the region sub-regional promotion, PR and product promotion Yorkshire Tourism to ensure the above "fit" with sub-regional visitor management activity link with Northern Way and City Region Development Plan Page 38 Research & intelligence Regional Tourism Satellite Accounts research & intelligence to support all activities including product utilise regional tourism body research & intelligence function as link with Yorkshire Futures development & marketing appropriate inform strategic & policy decisions collection of data as agreed with regional tourism body (occupancy survey; visitor attraction monitor; business outlook; dissemination of findings to tourism industry tourism development monitor; destination benchmarking; as appropriate may also do:- customer satisfaction surveys etc) research & intelligence to support all activities including product dissemination of findings at regional level development & marketing All the above must be subject to satisfaction on quality and cost inform strategic & policy decisions (occupancy survey; visitor attraction monitor; business outlook; tourism development monitor; destination benchmarking; customer satisfaction surveys etc)
Tourism information Tourism Information Provision strategy 2003 working with TICs & partners on implementing action plan development and implementation of DMS inc. on-line booking provision Re-start implementation when appropriate and development of hub & spoke network work with partners on hub & spoke network funding package to support implementation encourage most appropriate management of TICs York TIC - Why only York?
Data Management regional input to EnglandNet data sharing for benefit of sub region/region longer term objective for one platform across region work towards one platform across the region regional data management protocols
Skills & training identify priorities & funding package ? Private sector representative on source Welcome to Excellence course material identification of skills/training priorities Regional Skills Alliance conduit for accessing skills training work with skills training providers to deliver sub-regional priorities represent at People 1st (sector skills Council)
Jo/SW/misc/TourismSubRegionalRoles/11.8.05. TOURISM: REGIONAL SUB REGIONAL ROLES Appendix Four
RDA Tourism experts panel Regional tourism body Sub regional arrangements YORKSHIRE FORWARD YORKSHIRE TOURISM COUNCIL YORKSHIRE TOURISM
Quality identify priorities enhance NQAS provision for the region adopt inspected only policies - seek clarification link to quality destinations link NQAS with Accessible and Business Support work with partners on improving quality of destinations engage non public sector consortium or groups to inspected only work with partners on improving public realm Are these YTB roles? Need to discuss the above Membership must be managed sub-regionally Tourism industry possible elected representation manage payment collection process first point of contact provision of core services (to be defined) conduit for regional tourism body services work with local tourism associations re. payment & services provision of additional services - charged work with local tourism associations re. payment & services
Partnerships funding for sub regional mechanisms possible representation on Council support sub regional mechanisms links with: local authorities; sub regional economic partnerships & SRIP; other sub regional tourism support arrangements; renaissance local tourism associations
Visitor management consider visitor management in Area Tourism Plans and information provision work with partners to achieve visitor management priorities Page 39 Related sectors internal links possible representation on Council develop sub regional links with transport; food; others as appropriate
strategic framework
Jo/SW/misc/TourismSubRegionalRoles/11.8.05. Page 40 Agenda Item 9
ROTHERHAM BOROUGH COUNCIL – REPORT TO MEMBERS
1. Meeting: Cabinet
2. Date: 8th February, 2006
3. Title: 2006/2007 Local Transport Capital Expenditure Settlement 4. Programme Area: Economic and Development Services
5. Summary
South Yorkshire's overall performance has been rated as 'fair'. The Annual Progress Report for 2005 is considered to be a marked improvement on the 2004 Report. Small scheme delivery is generally good and even more promising is the progress made on spend, with a marked improvement on last year. Progress towards targets still remains an area of concern with just over half the targets being on track to be met. However, this improvement in performance has been reflected in a reduction of 5% in the integrated transport block allocation for South Yorkshire, which means Rotherham has been allocated less than in 2005/2006.
Rotherham has been successful in receiving an additional amount of £2.310m specifically allocated to maintenance improvements for the A6123 Great Eastern Way, Parkgate.
6. Recommendations
That Cabinet notes the Local Transport Capital Expenditure Settlements for 2006/2007.
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7. Proposals and Details The LTP was submitted to Government in July 2000 and contains an integrated transport strategy and a costed programme of measures to improve local transport over a five year period, across South Yorkshire (Minute 1 of Cabinet Member and Deputy Meeting of 7 August 2000 refers). The APR for 2004/2005 and the provisional LTP2 was submitted to Government Office for Yorkshire and the Humber on 31 July 2005 (Minute 16 of Delegated Powers Meeting, 6 June 2005 refers).
The settlement letter sets out decisions regarding how well the provisional LTP2 and APR has been received and assessed as well as detailing the authority's 2006/2007 funding allocations for major schemes, maintenance, integrated transport and the supplementary bid to support the Objective 1 Programme.
The Department for Transport has assessed both the LTP2 and APR submissions and applied a “performance funding” weighting to the assessment.
The provisional LTP2 document could have been rated as “very promising” (which attracts +12.5% funding), “promising” or “needing substantial improvement”, the latter two categories mean that no adjustment is made to the allocation. The South Yorkshire LTP has been assessed as “promising” resulting in no adjustment being made to the allocation.
The APR document could be scored as “excellent” (which attracts +12.5% funding), “good” (which attracts +5%), “fair” (which results in a deduction of 5%), or “weak” (a deduction of 12.5%). The South Yorkshire APR has been assessed as “fair” resulting in a deduction of 5% in the allocation.
In addition SY has been awarded a supplementary allocation to support the Objective 1 Programme. Again, this has been affected by the APR assessment, resulting in a 5% reduction in the original figure allocated to the 3 Objective 1 areas in the UK.
(a) Funding Allocations Overall, South Yorkshire has been awarded a total block allocation of £37,592,000 for 2006/2007, made up of £18.907m for integrated transport, £15.538m for maintenance and £3.147m supplementary. This and Partner's allocations are detailed in the tables below.
Integrated Supplementary Maintenance Total Transport Bid Barnsley 2.452 3.244 5.696 Doncaster 3.205 3.063 6.268 Rotherham 2.798 3.917 6.715 Sheffield 5.725 5.314 11.039 SYPTE 4.727 3.147 0 7.874 Total 18.907 3.147 15.538 37.592
The maintenance settlement is split into highway and bridge maintenance and these figures are shown in the following table:
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Highway Bridge Primary Exceptional Total Maintenance Maintenance Route Bid Award Structures Barnsley 2.239 0.605 0.400 3.244 Doncaster 2.262 0.801 3.063 Rotherham 1.212 0.395 2.310 3.917 Sheffield 3.883 1.281 0.150 5.314 Total: 9.596 3.082 0.550 2.310 15.538
The maintenance allocation follows the national formula, with structures on the Primary Route Network added on separately. The integrated transport allocation has been split according to the agreed percentages for South Yorkshire, which are based on the populations for each District.
The £2.310m exceptional bid award to Rotherham is specifically for work on A6123 Great Eastern Way, Parkgate to remove the expanding slag from the carriageway and footways.
The supplementary bid has been allocated to the SYPTE, pending an agreement on how best to allocate it to Partners, depending on commitments, state of readiness etc.
We retain full freedom to 'teem and ladle' between IT and Maintenance (providing it is in pursuance of targets in the LTP) but the supplementary award can only be used in support of transport schemes and projects linked to the Objective 1 programme.
(b) Major Schemes (schemes costing over £5m)
The settlement letter confirms allocations for the two ongoing major schemes, Sheffield Inner Relief Road, Stages II & III and Barnsley Interchange.
Rotherham’s two existing majors are still at the provisionally approved stage, although A631 West Bawtry Road scheme should move to conditional and full approval early in 2006. No announcement has yet been made on the Councils’ bid for additional funding for the A57 Improvement; likewise there is no decision on the Waverley Link Road scheme. Announcements on these schemes is likely in Spring 2006, following receipt of regional advice, via the new Regional Transport Board.
(c) Provisional LTP2 Feedback
The provisional second LTP for South Yorkshire has been assessed as ‘promising’.
The DfT comments that the “Plan provides clear evidence that a strategy for delivering improved bus services and bus patronage growth has been integral to the development of options in the Plan. There is also good evidence of plans to develop voluntary or statutory quality partnerships with bus operators. The Plan includes a thorough analysis of road safety trends and issues in relation to casualty groups and deprived areas. However, the Plan does not yet provide a Page 43
robust strategy for addressing congestion and air quality issues and the potential for managing road traffic demand needs to be explored further. The Plan would also benefit from further consideration of value for money issues”.
(d) APR Feedback
The DfT comments that “South Yorkshire’s most recent APR demonstrates that in 2004/05 fair progress has been made towards implementing the first LTP. Small scheme delivery is generally good although some major schemes are progressing slower than originally planned. Even more encouraging is the progress made on spend, which is a marked improvement on last year. However, progress towards targets still remains an area of concern with just over half of South Yorkshire’s targets being on track to be met”. It should be remembered that we did not adjust the targets in LTP1 when we received lower than expected settlements in previous years, based on advice we received at the time. The overall score for the APR has improved from 58% last year to 75% this year.
It is disheartening that despite good progress being made in delivery, the score rising from 58% to 75% and the more encouraging progress on spend the only recognition is a 5% reduction in the Integrated Transport block allocation.
8. Finance South Yorkshire is receiving a total block allocation for 2006/07 of £37.592m (excluding major scheme funding). Rotherham has been allocated £3.917m for Maintenance (including a specific allowance for an exceptional bid) and £2.798m for Integrated Transport. The funding for transport schemes and projects that support the Objective 1 programme has yet to be apportioned to the Partners.
For comparison purposes, the equivalent figures for last year (2005/06) are £39.327m, £2.291m and £2.868m. In addition Rotherham received £2.215m to support the Objective 1 programme. Notwithstanding year on year comparisons, the overall trend on Maintenance funding in Rotherham is still downward.
9. Risks and Uncertainties Many of these have been alluded to earlier. We have discretion to 'teem and ladle' to suit our own plans and priorities. However, it is important that we spend and deliver on transport schemes and projects that enable us to meet the objectives and targets set in the LTP. This includes progress on the two 'major' schemes in Rotherham; the A57 and A631 Improvements. Failure to deliver will inevitably lead to financial penalties in the form of claw back and/or reduced allocations.
It is worth noting that the DfT have provisionally set future financial guidelines for South Yorkshire upto 2011 and these are detailed below: -
2007/08 2008/09 2009/10 2010/11 Integrated Transport 19.293 20.164 21.075 22.025 Objective 1 3.226 3.388 3.557 3.736 Total 22.519 23.552 24.632 25.761
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These provisional figures are subject to adjustment (up or down) on the basis of the DfT’s assessment of the LTP1 Delivery Report, to be submitted in July 2006. As the assessment of this report will be based in part on our performance against the targets it may be very difficult to achieve a high score and thus secure the indicated funding.
The actual level of funding in 2007/08 and beyond will also be affected by assessment of the full LTP2 which will be submitted in March 2006.
10. Policy and Performance Agenda Implications Transport and the LTP/APR 'score' are crucial to the Councils CPA and CA assessments. As a means to various ends, accessibility and high quality transport systems and infrastructure are vital if we are to achieve the aims of the Community Strategies and the Corporate Plan. Reduced funding will affect our transport related BVPIs.
11. Background Papers and Consultation South Yorkshire Local Transport Plan 2001-2006 Provisional South Yorkshire Local Transport Plan 2006-2011
South Yorkshire Local Transport Plan APR 2004/2005 Letter to Chief Executive from Margaret Jackson GOYH - dated 14 December 2005 - 2006/2007 Local Transport Capital Expenditure Settlement
Contact Name: Dave James, Local Transport Plan Delivery Manager, Planning and Transportation Service, extension 2954, [email protected] Page 45 Agenda Item 10
ROTHERHAM BOROUGH COUNCIL – REPORT TO MEMBERS
1. Meeting: CABINET
2. Date: 8th FEBRUARY, 2006
3. Title: REGENERATION AND ASSET BOARD – minutes of meeting held on 18th January, 2006 4. Programme Area: ECONOMIC AND DEVELOPMENT SERVICES
5. Summary
The minutes of the meeting of the Regeneration and Asset Board held on 18th January, 2006, are submitted to Cabinet for consideration.
6. Recommendation:-
(1) That the minutes of the meeting held on 18th January, 2006, be received.
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7. Proposals and Details
Further to Minute No. 5 of the meeting of the Cabinet held on 25th May, 2005 and Minute No.16 of the meeting of the Council held on 25th May, 2005, it was resolved that the former Property Board and Regeneration Board be combined to form the Regeneration and Asset Board to oversee the Council’s capital assets, future use of land and property and regeneration issues.
8. Finance
The decisions of the Regeneration and Asset Board will have an impact on the Capital Receipts accruing to the General Fund resulting in a revision of the Council’s capital programme.
9. Risks and Uncertainties
As with all property transactions the capital receipt cannot be guaranteed until the sale is completed
10. Policy and Performance Agenda Implications
The sale of surplus assets supports the Council’s priorities by releasing capital from unwanted/underused property assets. The sale of assets recycles buildings for alternative uses and land for brownfield development.
11. Background Papers and Consultation
A copy of the minutes of the meeting of the Regeneration and Asset Board held on 18th January, 2006 is attached.
Contact Name : Adam Wilkinson, Executive Director, Economic and Development Services ext 3801
Page 47 1F REGENERATION AND ASSET BOARD - 18/01/06
REGENERATION AND ASSET BOARD Wednesday, 18th January, 2006
Present:- Councillor Smith (in the Chair); Councillors Boyes, Ellis, Robinson and Wardle.
Apologies for absence were received from Councillors Wyatt and R. S. Russell.
98. MINUTES OF THE PREVIOUS MEETING HELD ON 7TH DECEMBER, 2005
Resolved:- That the minutes of the previous meeting of the Board held on 7th December, 2005, be accepted as a correct record.
99. MATTERS ARISING
There were no matters arising not covered on the agenda.
100. MINUTE NO. 91 OF THE MEETING OF THE PERFORMANCE AND SCRUTINY OVERVIEW COMMITTEE HELD ON 11TH NOVEMBER, 2005
Consideration was given to the resolutions set out at Minute No. 91 of the meeting of the Performance and Scrutiny Overview Committee held on 11th November, 2005, regarding:-
(i) Performance and Scrutiny Overview Committee’s opinion that the Board had disregarded the views of scrutiny and the Ward Members in respect of its decision re: Land at Golden Smithies Lane.
(ii) the request by the Performance and Scrutiny Overview Committee that the Board review its Terms of Reference.
It was noted that the Chairman of the Regeneration and Asset Board had spoken to the Chair of the Performance and Scrutiny Overview Committee about these issues.
The Board stated that it was very clear about its Terms of Reference and those of the other Committees of the Council, and in this particular case the remit of the Planning Board, and emphasised that the role of the Regeneration and Asset Board was to raise capital for the Council’s projects.
It was pointed out that in June 2005 the Board’s Terms of Reference had been reviewed and these had now been included in the Council’s Constitution as Delegated Powers. The Board expressed the view that it was not normal procedure to review the remit of Council Committees until at least twelve months had elapsed.
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The Board confirmed that, in its discussion of the issue re: land at Golden Smithies Lane, it had considered a range of issues including:-
- current use and designation in the Unitary Development Plan; - adjacent land ownership; - access options; - the planning process and guidance on greenfield development;
(Minute No. 73 of the meeting of the Regeneration and Asset Board held on 19th October, 2005 refers),
and in its further consideration (Minute No. 83 of the meeting of the Regeneration and Asset Board held on 9th November, 2005 refers) had taken account of issues such as economic well being and the views of Scrutiny and the Ward Members.
101. ACTION PLAN TO PROMOTE SOCIAL AND ECONOMIC WELL-BEING IN THE TOWN CENTRE
Further to Minute No. B163 of the meeting of the Cabinet held on 30th November, 2005, consideration was given to a report, presented by the Policy Officer, relating to a proposal to develop and implement a social and environmental well-being action plan to complement the Town Centre Renaissance programme.
Members were provided with a map which illustrated the area which had been designated as the Town Centre based on the Housing Market Renewal area development framework boundaries and also an Inner Area which was an area within one mile of the centre (based on ODPM Home Office definition)
It was reported that a needs analysis had identified the following key points:-
- small town centre population - young population - large Pakistani minority and higher than average proportion of people from other ethnic groups - health problems - lack of qualifications and skills - high unemployment - high crime rate - a level of general deprivation
The establishment of a task and finish officer group, proposed timescales and consultation were noted. It was hoped to present the Action Plan to Cabinet by March 2006.
Resolved:- That the report, and proposal to develop an Action Plan to promote the social and economic well-being of the Town Centre, be Page 49 3F REGENERATION AND ASSET BOARD - 18/01/06
noted.
102. EXCLUSION OF THE PRESS AND PUBLIC
Resolved:- That, under Section 100A(4) of the Local Government Act 1972, the press and public be excluded from the meeting for the following items of business on the grounds that they involve the likely disclosure of exempt information as defined in those Paragraphs, indicated below, of Part 1 of Schedule 12A to the Local Government Act 1972.
103. GARAGE SITE AT MOORLANDS CRESCENT, WHISTON
Consideration was given to a report, presented by the Strategic Property Manager seeking approval for the disposal of the above-mentioned former garage site which had been declared surplus to the requirements of Neighbourhoods. A plan illustrating the 0.19 acres site was appended to the report.
Reference was made to the following access issues:-
- Whiston Parish Council’s wish to safeguard pedestrian access to its allotment site. - Provision of rights of vehicular and pedestrian access over the site to permit residential development on part of a garden of an adjoining property.
The capital receipt would support the Housing Revenue Account/HIP.
The views of the Head of Planning and Transportation and Head of Legal and Democratic Services were also contained within the report. It was noted that the site was designated for residential use in the Unitary Development Plan and that four expressions of interest had already been received.
Members discussed the site’s configuration and noted the Head of Planning and Transportation’s view that any development should have regard to the amenity of the area and had suggested a single storey development.
Resolved:- (1) That approval be given to the disposal of the asset as set out in the report now submitted.
(2) That the Head of Rotherham Investment and Development Office markets the site.
(3) That the Head of Legal and Democratic Services completes the necessary documentation.
(Exempt under Paragraph 9 of the Act – land and property issues)
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104. LAND TO THE REAR OF NOS. 37 TO 45 ROWMS LANE, SWINTON
Consideration was given to a report, presented by the Strategic Property Manager, seeking approval for the disposal of the above mentioned site which had been declared surplus to the requirements of the Economic and Development Services Programme Area. It was reported that the land had been retained for a future traffic scheme. However the proposed highway improvements had now been abandoned.
A plan illustrating the 0.127 acres of land was appended to the report. Details of the usage and current lease agreements were also set out in the report.
It was noted that the site already had planning permission for use as a storage facility and for car parking. It was reported that the Head of Planning and Transportation had no objections to its disposal for this purpose.
Reference was made to the historical and heritage value of this site as the location of the former Don Pottery Yard.
Resolved:- (1) That, subject to the satisfaction of the Head of Planning and Transportation regarding any conservation and heritage issues at this site, approval be given to sell the above asset as detailed in the report.
(2) That the Head of Rotherham Investment & Development Office negotiates the terms of the disposal.
(3) That the Head of Legal & Democratic Services completes the necessary documentation.
(Exempt under Paragraph 9 of the Act – land and property issues)
105. LAND ADJACENT TO NO. 19 MOOR ROAD, WATH UPON DEARNE
Consideration was given to a report, presented by the Strategic Property Manager, seeking approval for the disposal of the above mentioned site which had been declared surplus to the requirements of Culture, Leisure and Lifelong Learning Services. A plan illustrating the 0.035 acres of land was appended to the report.
It was reported that planning permission had recently been acquired for residential development which extends to the boundaries of the site and the developer required this area of land to construct a pedestrian access/amenity space.
Reference was made to the adjacent site of Wath Swimming Pool which would be declared surplus when a new facility had been built and whether this had any implications on the proposed sale of this land.
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Resolved:- (1) That approval be given to sell the above asset as detailed in the report submitted.
(2) That the Head of Rotherham Investment & Development Office negotiates the terms and conditions of the disposal.
(3) That the Head of Legal & Democratic Services completes the necessary documentation.
(Exempt under Paragraph 9 of the Act – land and property issues)
106. SALE OF ASSETS AFTER EXCHANGE OF CONTRACTS
Minute No. 91(3) of the Regeneration and Asset Board held on 7th December, 2005, consideration was given to a report, presented by the Strategic Property Manager, detailing options available in dealing with the sale of assets, after exchange of contracts, particularly with reference to timescales and possible revaluation.
The report covered the background to this issue, and in particular reference was made to the situation at Flash Lane. In regard to delays in the planning process Members were asked to consider whether any significant delay should be covered by the insertion of a clause in the contract, which served to review the offer, following a given period of e.g. six months.
Members were advised of the risks and uncertainties surrounding this proposal and noted the changing nature of the land and property market.
Resolved:- (1) That the report be received.
(2) That approval be given to the inclusion of a clause giving the Council the option to review purchase prices in all future contracts for sale, and the Head of Legal and Democratic Services constructs a suitable clause for inclusion in future contracts for sale.
(3) That the Valuation Manager reviews purchase prices after a period of six months and submits recommendations to the Board as part of the normal update reporting process.
(Exempt under Paragraph 9 of the Act – land and property issues)
107. AUCTION RESULTS
Consideration was given to a report, presented by the Principal Officer, detailing the outcome of an auction of three surplus assets.
Members noted the overall good return.
Resolved:- That the report be noted.
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(Exempt under Paragraph 9 of the Act – land and property issues)
108. LAND AND PROPERTY BANK: CAPITAL RECEIPTS UPDATE
Consideration was given to a report, presented by the Strategic Property Manager, updating the Board of changes to the forecast of capital receipts accruing to the General Fund resulting in a revision of the Council’s capital programme.
Reference was made to:-
- legal costs and expenses - forecast for 2007/08 and for 2008/09 - issues in respect of the identification of future assets for sale
Resolved:- That the position on the current status of the capital programme be noted.
(Exempt under Paragraph 9 of the Act – land and property issues)
109. MAGNA CONFERENCE AND EVENTS SPACE JOINT AGREEMENT FOR DELIVERY
Further to Minute No. 168 of the meeting of the Cabinet Member for Economic Regeneration and Development Services held on 9th January, 2006, consideration was given to a report, presented by the Partnership Implementation Officer, relating to a proposal for a joint legal agreement to be drawn up with Magna Trust for the delivery of the Conference and Events Space project at Magna, to enhance Rotherham’s offering in the event and conference market.
Information was given, and discussion took place, on the following:-
Sources of funding and timescale Procurement issues Delivery through Rotherham Construction Partnership (RCP) Advantages of the proposed solution Risks Council support for Magna and realisation of the Council’s corporate objectives Sustainability of Magna
Members commented on the need to maximise the benefits of developments and tourism opportunities at Magna and to link these with the town centre.
Resolved:- (1) That the report and the “in principle” decision of the Cabinet Member be noted.
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(2) That a further report be submitted to the Board when the legal and financial details have been agreed.
(3) That possible links between Magna and the town centre to maximise the economic and tourism benefits be examined and a report submitted to a future meeting.
(Exempt under Paragraph 9 of the Act – land and property issues)
110. REQUEST FOR RERF CONTRIBUTION BY MAGNA TRUST
Further to Minute No. 156 of the meeting of the Cabinet Member for Economic Regeneration and Development Services held on 19th December, 2005, consideration was given to a report, presented by the Economic Strategy Manager relating to the rejection of an application from Magna Science Adventure Centre for Rotherham Economic Regeneration Fund monies.
Members were referred to the reasons for this decision, which were explained in the report.
It was noted that Magna had since secured other sources of funding for their Aqua Tek project and that the facility was due to open at Easter 2006.
Resolved:- That the application and decision of the Cabinet Member be noted.
(Exempt under Paragraphs 5 and 8 of the Act – financial assistance and expenditure)
111. RERF APPLICATION - PROVISION OF CAR PARK ON SHEFFIELD ROAD
Further to Minute No. 129 of the meeting of the Cabinet Member for Economic Regeneration and Development Services held on 28th November, 2005, consideration was given to a report, presented by the Economic Strategy Manager, relating to the approval of a request for REFR capital funding to provide a temporary long and short stay, pay and display off street surface car park on the site of the now demolished Sheffield Road public baths.
It was noted that at this stage all the costs were being requested from RERF until a decision about a funding application to Transform South Yorkshire was reached later in January, 2006, which if successful would contribute funding towards the costs of this project and enable the return of the stated amount to RERF.
A request was made for an update on the discussions with the Chapel Walk Mosque Trust re: car parking.
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Resolved:- (1) That the report and the decision of the Cabinet Member be noted.
(2) That an update on the car parking issues on Chapel Walk be submitted to a future meeting of the Board.
(Exempt under Paragraphs 5 and 8 of the Act – financial assistance and expenditure)
112. DATE, TIME AND VENUE OF NEXT MEETING
Resolved:- That the next meeting of the Board be held on Wednesday, 22nd February, 2006 at 8.45 a.m. at the Town Hall, Rotherham.
(The Chairman authorised consideration of the following items in order to update Members of the current position.)
113. LAND TRANSACTIONS
Consideration was given to a report, presented by the Development Surveyor, detailing the current position regarding major land transactions throughout the borough.
Members were asked to note the position in respect of:-
Zamor Crescent, Thurcroft Flash Lane, Bramley Daneshill, Moorgate Brookfields Park – Phase II and Phase III Manvers West – Express Parks Lakeside South – Limes Development
Resolved:- That the position on the current status of land sales be noted.
(Exempt under Paragraph 9 of the Act – land and property issues)
114. ASTON AND AUGHTON CUSTOMER SERVICE CENTRE
Consideration was given to a report and accompanying maps, presented by the Asset Manager, relating to the results of an initial appraisal of two alternative council-owned sites being considered for the joint location of a proposed Customer Service Centre and Health Centre to serve the communities of Aston, Aughton and Swallownest.
Sites considered included:-
- Mansfield Road (a greenfield site) - Mill Stone Quarry Site - Main Street/Rotherham Road Page 55 9F REGENERATION AND ASSET BOARD - 18/01/06
It was reported that the PCT and GP Practice favoured the Mill Stone Quarry Site. Details of anticipated preliminary works that would be required to this site were set out in the report, together with an indication of costs.
Members were asked to consider the allocation of funding for survey work to be carried out from the capital allocation approved for the Swinton Customer Service Centre, and were assured that this would not compromise the Swinton project.
A brief update was also given to Members re: the progress in respect of the Swinton and Rawmarsh Customer Service Centres.
Resolved:- (1) That a full site and ground condition survey be carried out at the Mill Stone Hill site and the implications of the results of the survey be reported back to a future meeting of the Regeneration & Asset Board.
(2) That the site and ground condition survey, at a budget cost of £21,500.00, be funded from the capital allocation approved for the Swinton Customer Service Centre, to enable the survey to be carried out in the current financial year.
(3) That concurrent with the survey, the Parish Council, Ward Members and community be consulted through the Council’s Community Engagement Manager.
(Exempt under Paragraphs 8 and 9 of the Act – finance/land and property issues)
115. UPDATES RE: VARIOUS SITES
The Executive Director, Economic and Development Services updated the Board on the following issues:-
(i) Brookfields Park:- end user and job creation. (ii) Bestobell site:- remediation and reclamation activity. (iii) Guest and Chrimes:- formulation of three separate collaborative agreements between the developer and the PCT, RCAT and the Council; the commissioning of architects and commencement of stakeholder involvement in respect of the design. (iv) the YES project:- awaiting details to satisfy the Highway Agency and then progress to Planning Board.
Resolved:- That the updates be noted.
(Exempt under Paragraphs 8 and 9 of the Act – finance/land and property issues)
Page 56 By virtue of paragraph(s) 7 of Part 1 of Schedule 12A Agenda Item 12 of the Local Government Act 1972.
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