Public Document Pack
AGENDA PAPERS FOR
EXECUTIVE MEETING
Date: Monday, 25 January 2021
Time: 6.30 p.m.
Place: Virtual meeting
PLEASE NOTE: A link to the virtual meeting can be found below: https://www.youtube.com/channel/UCjwbIOW5x0NSe38sgFU8bKg
A G E N D A PART I Pages
1. ATTENDANCES
To note attendances, including officers, and any apologies for absence.
2. QUESTIONS FROM MEMBERS OF THE PUBLIC
A maximum of 15 minutes will be allocated to public questions submitted in writing to Democratic Services (democratic.services@trafford.gov.uk) by 4 p.m. on the working day prior to the meeting. Questions must be relevant to items appearing on the agenda and will be submitted in the order in which they were received.
3. DECLARATIONS OF INTEREST
Members to give notice of any interest and the nature of that interest relating to any item on the agenda in accordance with the adopted Code of Conduct.
4. MINUTES 1 - 14
To receive and, if so determined, to approve as a correct record the Minutes of the following meetings:
2nd November 2020 23rd November 2020 14th December 2020
Executive - Monday, 25 January 2021
5. MATTERS FROM COUNCIL OR OVERVIEW AND SCRUTINY COMMITTEES (IF ANY)
To consider any matters referred by the Council or by the Overview and Scrutiny Committees.
(a) OVERVIEW AND SCRUTINY REVIEW OF THE EXECUTIVE'S To Follow DRAFT BUDGET PROPOSALS FOR 2021-2022 To consider a report of the Chair of the Scrutiny Committee.
6. LEISURE STRATEGY REVIEW - PART I 15 - 108
To consider a report of the Executive Member for Culture and Leisure. NOTE: A related report is to be considered in Part II of this agenda.
7. EDUCATION AND EARLY YEARS BASIC NEED AND S.E.N.D. CAPITAL 109 - 122 REPORT
To consider a report of the Executive Member for Children's Services.
8. CORPORATE EQUALITY STRATEGY 2021-2025 123 - 162
To consider a report of the Executive Member for Health, Wellbeing and Equalities.
9. BUDGET MONITORING 2020/21 PERIOD 8 (APRIL TO NOVEMBER 2020) 163 - 194
To consider a report of the Executive Member for Finance and Governance and the Corporate Director, Finance and Systems.
10. UPDATE ON THE LOCAL GOVERNMENT BOUNDARY COMMISSION 195 - 200 FOR ENGLAND REVIEW FOR TRAFFORD COUNCIL
To consider a report of the Chief Executive.
11. URGENT BUSINESS (IF ANY)
Any other item or items which by reason of:-
(a) Regulation 11 of the Local Authorities (Executive Arrangements) (Meetings and Access to Information) (England) Regulations 2012, the Chairman of the meeting, with the agreement of the relevant Overview and Scrutiny Committee Chairman, is of the opinion should be considered at this meeting as a matter of urgency as it relates to a key decision; or
(b) special circumstances (to be specified) the Chairman of the meeting is of the opinion should be considered at this meeting as a matter of urgency.
Executive - Monday, 25 January 2021
12. EXCLUSION RESOLUTION
Motion (Which may be amended as Members think fit):
That the public be excluded from this meeting during consideration of the remaining items on the agenda, because of the likelihood of disclosure of “exempt information” which falls within one or more descriptive category or categories of the Local Government Act 1972, Schedule 12A, as amended by The Local Government (Access to Information) (Variation) Order 2006, and specified on the agenda item or report relating to each such item respectively.
PART II
13. LEISURE STRATEGY REVIEW - PART II 201 - 248
To consider a report of the Executive Member for Culture and Leisure. NOTE: A related report is to be considered in Part I of this agenda.
SARA TODD COUNCILLOR ANDREW WESTERN Chief Executive Leader of the Council
Membership of the Committee
Councillors A. Western (Chair), C. Hynes (Deputy Leader), S. Adshead, M. Freeman, J. Harding, E. Patel, T. Ross, J. Slater, G. Whitham and J.A. Wright
Further Information For help, advice and information about this meeting please contact:
Jo Maloney, Governance Officer Email: [email protected]
This agenda was issued on Thursday 14th January 2021 by the Legal and Democratic Services Section, Trafford Council, Trafford Town Hall, Talbot Road, Stretford M32 0TH.
1.
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EXECUTIVE – VIRTUAL MEETING
2 NOVEMBER 2020
EXECUTIVE MEMBERS PARTICIPATING
Leader of the Council (Councillor A. Western)(in the Chair), Executive Member for Children’s Social Care (Councillor C. Hynes), Executive Member for Communities and Partnerships (Councillor G. Whitham)(part only), Executive Member for Culture and Leisure (Councillor E. Patel)(part only), Executive Member for Environment, Air Quality and Climate Change (Councillor S. Adshead), Executive Member for Finance and Investment (Councillor T. Ross), Executive Member for Health, Wellbeing and Equalities (Councillor J. Slater), Executive Member for Housing and Regeneration (Councillor J. Wright, Executive Member for Public Safety, Governance and Reform (Councillor M. Freeman).
Also virtually participating: Councillors Acton, Blackburn, Boyes, Brotherton, Butt, Carter, Coggins, Cordingley, Duffield, Evans, Holden, Jerrome, Lamb, Lloyd, Newgrosh, Thompson, Welton, Williams, Winstanley and Young.
Officers virtually in attendance:
Chief Executive (Ms. S. Todd), Corporate Director, Place (Mr. R. Roe), Corporate Director, Finance and Systems (Ms. N. Bishop), Corporate Director, Governance and Community Strategy (Ms. J. Le Fevre), Corporate Director, People (Ms. S. Saleh), Corporate Director, Adult Services (Ms. D. Eaton), Corporate Director, Children’s Services (Ms. J. McGregor), Deputy Director of Finance (Mr. G. Bentley), Director of Growth and Regulatory Services (Mr. A. Fisher), Head of Strategic Growth (Mr. S. James), Governance Officer (Mr. J.M.J. Maloney), Governance Officer (Ms. F. Fuschi).
APOLOGIES
Apologies for absence were received from Councillor J. Harding.
178. DECLARATIONS OF INTEREST
No declarations were made by Executive Members.
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179. GREATER MANCHESTER SPATIAL FRAMEWORK (GMSF): APPROVAL OF GMSF 2020 FOR CONSULTATION
The Executive Member for Housing and Regeneration submitted a report which summarised the content of the final draft Greater Manchester Spatial Framework (GMSF), with particular reference to the Trafford allocations and land supply position. The report also sought approval to publish the GMSF for an 8-week consultation and set out the next steps for the GMSF. A revised recommendation 1 had been circulated to Members prior to the meeting; and, in introducing the report, the Executive Member advised of a number of minor amendments, as set out below, to the GMSF and associated documentation, which would be finalised prior to the proposed consultation.
Minor typographical corrections to the text of the GMSF, both policy wording and supporting text Minor corrections to the Green Belt boundary including adjacent to a strategic allocation in Stockport, Oldham and a Green Belt Addition in Wigan Minor graphical changes to maps within the document for clarity and accuracy A correction to the title of the Hyde Bank Meadow allocation in Stockport A correction to the titles of the Green Belt additions in Wigan Corrections to mapping in a number of the Oldham Locality Assessments Amendment to the Statement of Consultation to correct a drafting error and Minor corrections to other background documents. The Leader of the Council advised Members that further detailed discussion of the GMSF was expected at the forthcoming Council meeting; however an opportunity was provided for Members to raise initial issues and queries on the report’s content. These centred on: the extent to which decisions taken at Council in 2019 in relation to the development of a Spatial Options paper and the GM Carbon Budget had been addressed, which the officers would follow up outside the meeting; the potential implications if any of the GM authorities were not to assent to the current proposals; the extent to which housing supply requirements might be met from the existing stock of brownfield land; implications for Green Belt of the proposed Carrington relief road; arrangements for the funding and provision of educational facilities in respect of new housing developments; and clarification of responsibilities for evaluating the potential risks of development in areas susceptible to flooding.
RESOLVED -
(1) That the GMSF: Publication Draft 2020, be approved for publication, including strategic site allocations and Green Belt boundary amendments, and reference to the potential use of compulsory purchase powers to assist with site assembly, and the supporting background documents, for publication pursuant to Regulation 19 of the Town and Country Planning (Local Planning) (England) Regulations 2012 for a period for representations between 1 December 2020 and 26 January 2021.
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Executive (2.11.20)
(2) That it be recommended that Council approve the GMSF: Publication Draft 2020 for submission to the Secretary of State for examination following the period for representations.
(3) That authority be delegated to the Corporate Director of Place, in consultation with the Executive Member for Housing and Regeneration, to approve the relevant Statement of Common Ground(s) required pursuant to the National Planning Policy Framework 2019.
(4) That authority be delegated to the GM Lead Chief Executive for Housing, Homelessness and Infrastructure; in consultation with City Mayor, Paul Dennett, Portfolio Leader for Housing, Homelessness and Infrastructure to make minor or non-material amendments to the GMSF: Publication Draft 2020 and background documents prior to their publication.
180. APPROVAL TO CONSULT ON THE ALL AGE TRAVEL ASSISTANCE POLICY 2021/22
The Executive Member for Children's Social Care submitted a report set out consultation arrangements on a proposal to remove the discretionary criteria to provide travel assistance to pupils travelling to attend a grammar school, including details of the proposed consultation approach and timeline. It was noted that the proposal would allow the Council to continue to meet its statutory obligations and did not change the extended rights to travel assistance for low income families who met the criteria for a free school meal. In response to a question it was noted that the officers would provide further information outside the meeting on the question of location issues in relation to allocation of places to grammar schools; and that the forthcoming consultation would provide an opportunity for any similar concerns to be raised.
RESOLVED -
(1) That the content of the report including the proposed consultation approach be noted.
(2) That approval be granted to commence the consultation.
The meeting commenced at 4.00 p.m. and finished at 4.56 p.m.
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EXECUTIVE – VIRTUAL MEETING
23 NOVEMBER 2020
EXECUTIVE MEMBERS PARTICIPATING
Leader of the Council (Councillor A. Western)(in the Chair), Executive Member for Adult Social Care (Councillor J. Harding), Executive Member for Communities and Partnerships (Councillor G. Whitham), Executive Member for Culture and Leisure (Councillor E. Patel), Executive Member for Environment, Air Quality and Climate Change (Councillor S. Adshead), Executive Member for Finance and Investment (Councillor T. Ross), Executive Member for Health, Wellbeing and Equalities (Councillor J. Slater), Executive Member for Housing and Regeneration (Councillor J. Wright, Executive Member for Public Safety, Governance and Reform (Councillor M. Freeman).
Also virtually participating: Councillors Acton, Blackburn, Boyes, Brotherton, Butt, Carter, Coggins, Cordingley, Evans, Holden, Jerrome, Lloyd, Mitchell, Myers, Newgrosh, D. Western and Young.
Officers virtually in attendance:
Corporate Director, Place (Mr. R. Roe), Corporate Director, Finance and Systems (Ms. N. Bishop), Corporate Director, Governance and Community Strategy (Ms. J. Le Fevre), Corporate Director, Adult Services (Ms. D. Eaton), Corporate Director, Children’s Services (Ms. J. McGregor, Director of Finance (Mr. G. Bentley), Governance Officer (Mr. J.M.J. Maloney), Governance Officer (Ms. F. Fuschi).
APOLOGIES
Apologies for absence were received from Councillor C. Hynes.
181. QUESTIONS FROM MEMBERS OF THE PUBLIC
It was reported that no questions had been received for consideration at the current meeting.
182. DECLARATIONS OF INTEREST
No declarations were made by Executive Members.
183. MINUTES
RESOLVED – That the Minutes of the suspended and resumed meeting held on 22nd and 30th June 2020, and of the meeting held on 26th October 2020, be approved as correct records.
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184. MATTERS FROM COUNCIL OR OVERVIEW AND SCRUTINY COMMITTEES (IF ANY)
Councillor Acton, as Chair of the Pandemic Scrutiny Committee, reported that the Committee had received a number of updates on the Council’s financial position, and reminded Members of the two Budget Scrutiny sessions to be held on 1st and 3rd December 2020. It was further noted that an interim report on the subject of Homelessness was being referred to the Executive (as discussed in the following Minute).
RESOLVED – That the content of the update briefing be noted.
185. INTERIM PANDEMIC SCRUTINY COMMITTEE REPORT
Councillor Acton, as Chair of the Pandemic Scrutiny Committee, introduced a report which, further to the Committee’s meeting on 19th August 2020, laid out a number of recommendations to the Executive relating to the issue of homelessness.
RESOLVED - That the Executive:-
(1) Note the report.
(2) Agree that the council should continue to look at long term solutions to the potential rise in homelessness, due to the ongoing impact of COVID 19.
(3) Agree to provide regular updates on homelessness to the Pandemic Scrutiny Committee and all Councillors.
(4) Agree that there should be a review of the current process for 208 notices to improve performance to ensure that the Council is able to provide support from the commencement of a placement.
186. PLAYING PITCH STRATEGY: LONG TERM SECURITY OF TENURE PROCESS
The Executive Member for Culture and Leisure submitted a report which set out the detail of the Long Term Security of Tenure (LTST) process and sought Executive support with the process of awarding LTST to community sports clubs in Trafford. An opportunity was provided for Members to raise questions on the report, which centred on the applicability of the scheme and arrangements for potential variation of access, which would be set out in any lease arrangement.
RESOLVED -
(1) That the LTST and process of disposal as outlined in the report be supported.
(2) That it be acknowledged that the proposed disposals will be at undervalue but will deliver social benefits to the local communities.
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Executive (23.11.20)
(3) That decision making on future LTST applications be delegated to the Corporate Director, Place, including the grant of leases of up to 25 years at undervalue, under the terms of the report.
(4) That authority to negotiate and agree the terms of the leases be delegated to the Corporate Director, Place.
(5) That authority be delegated to the Corporate Director, Governance and Community Strategy to complete any documents required to give effect to the proposals contained in the report.
187. HIGHWAYS, TRANSPORTATION, ENVIRONMENT AND CONSULTANCY SERVICES (HTEC20) - UPDATE AND PROPOSED NEXT STEPS
The Executive Member for Environment, Air Quality and Climate Change submitted a report which provided an update on progress achieved in ongoing discussions and negotiations in relation to the One Trafford Partnership between the Council and Amey LG in accordance with a contract entered into in 2015. The recommendations set out in the report reflected the progress made since the report to Executive in October 2019 and the impact of Covid-19 and the ongoing financial pressures experienced by the Council on the position in relation to service delivery under the contract. It was noted that a related report was to be considered in Part II of this agenda (Minute 191 refers.)
In discussion, general support was expressed for the undertaking of the proposed 7 Year Review; and the report’s recommendations were provisionally endorsed, subject to whatever discussions ensued in Part II of the agenda.
188. BUDGET MONITORING 2020/21 - PERIOD 6 (APRIL TO SEPTEMBER 2020)
The Executive Member for Finance and Investment and the Corporate Director of Finance and Systems submitted a report which informed Members of the current 2020/21 forecast outturn figures relating to both Revenue and Capital budgets. It also summarised the latest forecast position for Council Tax and Business Rates within the Collection Fund. In introducing the report the Executive Member noted a minor increase to the net revenue budget in respect of the national financial settlement in relation to Public Health. He also drew attention to the improved position in respect of the projected outturn, whilst emphasising that, in view of current uncertainties, no such projection could currently be regarded as definitive. It was noted that a response to a Member’s question would be given outside the meeting.
RESOLVED –
(1) That Council be recommended to approve an increase to the net Revenue Budget of £261k to £175.52m as detailed in paragraph 2 of the report.
(2) That the updated positions on the revenue budget, collection fund and capital programme be noted. Page 7
189. CORPORATE PLAN 2020/21 QUARTER 2
The Executive Member for Public Safety, Governance and Reform submitted a report which provided a summary of performance against the Council’s Corporate Plan, 2020/21, covering the period 1st July 2020 to 30th September 2020. An opportunity was provided for Members to discuss the report’s content.
RESOLVED – That the content of the Corporate Plan Quarter 2 Report be noted.
190. EXCLUSION RESOLUTION
RESOLVED - That the public be excluded from this meeting during consideration of the remaining items on the agenda, because of the likelihood of disclosure of “exempt information” which falls within one or more descriptive category or categories of the Local Government Act 1972, Schedule 12A, as amended by The Local Government (Access to Information) (Variation) Order 2006, and specified on the agenda item or report relating to each such item respectively.
191. HIGHWAYS, TRANSPORTATION, ENVIRONMENT AND CONSULTANCY SERVICES (HTEC20) - UPDATE AND PROPOSED NEXT STEPS
Further to the report considered in Part I of the agenda (Minute 187 refers), the Executive Member for Environment, Air Quality and Climate Change submitted an associated report which provided financial and commercial details regarding progress achieved in ongoing discussions and negotiations in relation to the One Trafford Partnership between the Council and Amey LG. The recommendations set out in the report reflected the progress made since the report to Executive in October 2019 and the impact of Covid-19 and the ongoing financial pressures experienced by the Council on the position in relation to service delivery under the contract. In discussion it was noted the proposed review would allow stakeholders to contribute, and would be subject to regular progress updates to the Executive.
RESOLVED -
(1) That the position be noted in relation to the negotiations conducted with Amey in accordance with the Executive’s decision in October 2019.
(2) That the proposal be noted to initiate a review of the contract in accordance with the provisions relating to a 7 Year Review and that the approach to conducting such a review as set out in the report considered in Part II of the agenda be approved.
(3) That the Corporate Director for Place be required to report back to the Executive on the findings of this review process in due course.
The meeting commenced at 4.00 p.m. and finished at 4.26 p.m.
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EXECUTIVE – VIRTUAL MEETING
14 DECEMBER 2020
EXECUTIVE MEMBERS PARTICIPATING
Leader of the Council (Councillor A. Western)(in the Chair), Executive Member for Children’s Services (Councillor C. Hynes), Executive Member for Adult Social Care (Councillor J. Harding), Executive Member for Communities and Partnerships (Councillor G. Whitham), Executive Member for Covid-19 Recovery and Reform (Councillor M. Freeman), Executive Member for Culture and Leisure (Councillor E. Patel), Executive Member for Environmental and Regulatory Services (Councillor S. Adshead), Executive Member for Finance and Governance (Councillor T. Ross), Executive Member for Housing and Regeneration (Councillor J. Wright).
Also virtually participating: Councillors Acton, Barclay (part only), Blackburn, Boyes, Brotherton, Butt, Carter, Coggins, Evans, Jerrome, Lamb, Morgan, Newgrosh, Welton, D. Western and Young.
Officers virtually in attendance:
Chief Executive (Ms. S. Todd), Corporate Director, Place (Mr. R. Roe), Corporate Director, Finance and Systems (Ms. N. Bishop), Corporate Director, People (Ms. S. Saleh), Director of Finance (Mr. G. Bentley), Head of Governance (Ms. D. Sykes), Governance Officer (Mr. J.M.J. Maloney).
APOLOGIES
Apologies for absence were received from Councillor J. Slater (part of the meeting only).
1. QUESTIONS FROM MEMBERS OF THE PUBLIC
It was reported that no questions had been submitted for consideration at the current meeting.
2. DECLARATIONS OF INTEREST
No declarations were made by Executive Members.
3. MINUTES
RESOLVED – That the Minutes of the Executive’s Budget Meeting held on 12th October 2020 be approved as a correct record.
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4. MATTERS FROM COUNCIL OR OVERVIEW AND SCRUTINY COMMITTEES (IF ANY)
Councillor Acton, as chair of the Pandemic Scrutiny Committee, advised that the Committee had recently held its Budget Scrutiny sessions, and that the resulting report would be referred to the Executive in January 2021. In discussion it was noted that, as agreed by Council at its recent meeting, Scrutiny would revert to its standard structure and pattern of meetings in the New Year.
5. PANDEMIC SCRUTINY COMMITTEE SUMMARY REPORT
Councillor Acton, as Chair of the Pandemic Scrutiny Committee, introduced the report, noting that it represented a summary of the work undertaken during the Committee, following its establishment in response to the Covid-19 pandemic. In response, the Leader of the Council thanked the Committee’s Chair and Members for all the work they had undertaken, and advised that the Executive would consider the report and its recommendations and respond formally to Scrutiny in due course.
RESOLVED - That the report be received and noted, and that a formal response to its recommendations be made to Scrutiny in due course.
6. TRAFFORD COUNCIL POVERTY STRATEGY 2021/22
The Executive Member for Communities and Partnerships submitted a report which provided a summary of the work completed to date and the next steps required to progress the one and three year Poverty Strategy. In discussion, the report was welcomed as a significant contribution to addressing need in the Borough, and that other initiatives could be incorporated as the strategy progressed.
RESOLVED -
(1) That the content of the report be noted.
(2) That the ‘One Year’ Poverty Strategy as detailed in the report be approved.
7. TRAFFORD LOCAL PLAN: DRAFT TRAFFORD LOCAL PLAN - REGULATION 18 CONSULTATION
The Executive Member for Housing and Regeneration submitted a report which presented the draft Trafford Local Plan for approval to commence public consultation. The draft Trafford Local Plan set the vision for what type of place Trafford will be in 2037 and what strategic objectives and planning policies will achieve it. Once adopted, the Local Plan will form part of the overall Trafford Development Plan. In introducing the report, the Executive member laid stress on the issues of housing, carbon neutrality and appropriate control of development; and expressed thanks to all who had been involved in the Plan’s production.
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Executive (14.12.20)
In response to a question regarding the scope of the document, it was noted that the proposed consultation would be divided between themes and areas to facilitate response; and Members were encouraged to participate in the consultation and to feed in a range of issues identified at the meeting.
RESOLVED -
(1) That the draft Trafford Local Plan (Regulation 18) and supporting documents be approved for consultation.
(2) That authority be delegated to the Corporate Director of Place, in consultation with the Executive Member for Housing and Regeneration, to make any necessary minor amendments the draft Trafford Local Plan and supporting documents prior to commencement of public consultation.
(3) That it be noted that, in the event that any substantial changes to the draft Trafford Local Plan are required to be made, a further report is to be submitted to the Executive detailing the changes for approval prior to commencement of public consultation.
8. TRAFFORD CIVIC QUARTER AREA ACTION PLAN (AAP) (REGULATION 19 - PUBLICATION DRAFT)
The Executive Member for Housing and Regeneration submitted a report which set out the background to the development of the AAP and sought approval for the proposed formal public consultation on the Publication Draft CQ AAP (Regulation 19) in line with the Council’s published Statement of Community Involvement and the Local Plan Regulations (2012), scheduled to commence in January 2021. This would provide an opportunity further to involve all interested parties, including local people, businesses and key stakeholders, in the development of the final CQ AAP.
RESOLVED - That the Publication be approved of the Draft Civic Quarter Area Action Plan (CQ AAP), including the Updated Integrated Assessment, for Regulation 19 public consultation for a period of no less than six weeks; and that the Corporate Director of Place be authorised to carry out all necessary steps in relation to such consultation.
9. ELECTRIC VEHICLE (EV) CHARGING POINTS IN TRAFFORD - PROCUREMENT
The Executive Member for Environment and Regulatory Services submitted a report which provided updated information to Members relating to the rollout and options associated with the introduction of EV charge points across Trafford. An opportunity was provided for members to raise queries on the report’s content, which focussed on the timescale for the rollout of charging points and co- ordination with the development of a local car club for electric vehicles. It was agreed that further information on these issues would be incorporated into the next update report to be referred to the Executive.Page 11
RESOLVED -
(1) That the outcome of the soft market testing relating to EV charge points in Trafford be noted.
(2) That authority be delegated to the Corporate Director of Place, in consultation with the Corporate Director for Governance and Community Strategy and the Corporate Director for Finance and Systems, to agree the final form of the procurement documents and commence the procurement exercise.
(3) That it be noted that a further report will be brought back to the Executive on the conclusion of the procurement with a final business case, and to seek approval to award the contract.
10. TRAFFORD CLIMATE EMERGENCY PROGRESS REPORT
The Leader of the Council submitted a report which provided an update on activities that had taken place since the previous report to Executive on 28 September 2020, including the commitment to report back in December 2020 with a Carbon Neutral Action Plan that identified deliverable actions across Trafford, in the short, medium and long terms, through new working and governance arrangements. Thanks were accorded to Councillor Adshead and to the Scrutiny Task and Finish group which had contributed to the development of the plan. An opportunity was provided for Members to raise questions, which focussed on monitoring arrangements for performance across the operational estate, the risks of “silo working”, and the implementation timescales for short term actions proposed. On the latter, it was emphasised that Spring 2022 was intended to be the conclusion date for actions identified in that category.
RESOLVED -
(1) That the progress made since the September meeting of the Executive be noted.
(2) That the Carbon Neutral Action Plan be noted and approved as a working document to be progressed and monitored through the working arrangements detailed in the plan.
(3) That the working arrangements outlined in the report and Action Plan, through establishment of the Climate Emergency and Air Quality Commission, Council-Business Alliance and Climate Emergency Residents’ Panel, be noted and approved.
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Executive (14.12.20)
11. TREASURY MANAGEMENT 2020-21 MID-YEAR PERFORMANCE REPORT
The Executive Member for Finance and Governance and the Corporate Director of Finance and Systems submitted a report which gave Members a summary of the Treasury Management activities undertaken for the first half of 2020/21, with particular reference to debt activity, investment activity and the adherence to Prudential Indicators. Members’ attention was drawn to the impact on Treasury activities of such factors as the airport dividend and the Bank of England base rate. It was noted that during the period in question the Council had complied with its legislative and regulatory requirements and that there had been no breaches of prudential indicators.
RESOLVED – That the Treasury Management activities undertaken in the first half of 2020/21 be noted.
12. REPORT ON COMPLAINTS DETERMINED BY THE LOCAL GOVERNMENT & SOCIAL CARE OMBUDSMAN 2019/20
The submitted a report in compliance with the Council’s statutory duty to report to Members on adverse outcomes of complaints formally investigated by the Local Government & Social Care Ombudsman. The report set out the background to this duty, and provided Members with a summary of complaints determined by the Ombudsman in 2019/20. Members noted the outcome of the Ombudsman’s public interest report, which had previously been notified to the Executive in July 2020; and that the Ombudsman had since confirmed that it was satisfied that the issues in relation to corporate processes and individual complaint remedies had been satisfactorily completed.
RESOLVED – That the content of the report be noted.
The meeting commenced at 4.00 p.m. and finished at 5.10 p.m.
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TRAFFORD COUNCIL
Report to: Executive Date: 25 January 2021 Report for: Decision Report of: Executive Member for Culture and Leisure
Report Title
Leisure Strategy Review – Part I
Summary
The report sets out a new Strategic Outcomes Planning Model (SOPM), aligning the leisure strategy with the Council’s corporate plan to inform decisions on leisure facilities and services. The report revises the leisure investment strategy to take account of current financial challenges faced by the Council and Trafford Leisure and confirms the preferred management option for its delivery.
Due to significant budget pressures the investment strategy has been reviewed to provide an affordable option that would improve the leisure centre facilities and continue to meet the objective improving health and wellbeing outcomes for a greater number of Trafford residents through increasing levels of physical activity.
Recommendations
That the Executive;
1) Notes the outcome of stage 1 and stage 2 of the SOPM and approves the undertaking of stages 3 and 4.
2) Notes a proposed revised leisure strategy in line with a refurbishment programme for the three leisure centres of Altrincham, Sale and Stretford, subject to completion of the SOPM stages 3 and 4 which will be submitted to the Executive in 2021.
3) Notes that Trafford is developing an Active Travel Plan for 2021 that will include integrated walking and cycling strategy and connectivity to the leisure estate.
4) Note that as part of the formulation of the capital programme for 2021/24 this will include for the development and delivery of the business case for three Leisure Centre refurbishments, along with essential maintenance works across the leisure estate.
1 Page 15 5) Approve that Trafford Leisure CIC continue the role of managing Council owned leisure facilities within new Governance arrangements based on a new contract and operating agreement.
6) Delegate authority to the Corporate Director of Place in consultation with the Corporate Director for Governance and Community Strategy to negotiate and agree the terms of new agreements and leases with Trafford Leisure CIC Limited in relation to the use and operation of the facilities.
7) Delegate authority to the Corporate Director for Governance and Community Strategy to enter into and sign and/or seal the said agreements and leases on behalf of the Council.
Contact person for access to background papers and further information:
Name: Chris Jennings – Senior Business Change Manager
Contact: 07890 599557
Background Papers: None
Implications
Relationship to Policy Contributes to the Corporate Priorities: Health and Framework/Corporate Priorities Wellbeing, Successful & Thriving Places, Children & Young People and Green & Connected.
Relationship to GM Policy or The decision relates to the GM Moving strategy in Strategy Framework terms of the aim to increase physical activity levels. Financial As part of the formulation of the capital programme for 2021/24 this will include for the development and delivery of the business case for three Leisure Centre refurbishments (the full programme will be approved by Executive in February 2021) as well as essential maintenance works across the leisure estate. It is proposed to start advanced design work on the refurbishment option during this financial year and this will be funded from within the existing approved capital programme for 2020/21. Legal Implications: Early steps will be required in relation to the approval of these recommendations in terms of negotiation and finalisation of a new operating agreement and contract to be entered into between the Council and Trafford Leisure CIC. Equality/Diversity Implications The redevelopments will be DDA compliant and accessible. A revised Equality Impact Assessment to be submitted with each refurbishment design at RIBA Stage 3.
2 Page 16 Sustainability Implications The redevelopments will be more sustainable than current facilities. Carbon Reduction There is no impact on the carbon footprint of the Council in relation to Strategic Outcomes Planning Model.
The proposal to redevelop Altrincham, Sale and Stretford leisure centres could result in a reduction of carbon emissions due to more efficient buildings.
The refurbishment of an existing building has the potential to reduce the potential carbon cost associated with redevelopment, though a new building may be more efficient in operation.
Carbon reduction will be considered as part of the assessment of the refurbishment works. Resource Implications e.g. Staffing No direct implications / ICT / Assets Risk Management Implications The Executive Report in October 2018 proposed new build leisure centres in Altrincham and Stretford at a cost of circa £46m. This capital investment posed a significant financial risk as repayment was based on increased income and profit of the centres. As a refurbishment, the capital required is significantly reduced and as can be seen from the Move Urmston project, a refurbishment can still have a significant impact on user numbers. Therefore, there is a lower financial risk with the refurbishment option.
The risk with refurbishments is potential unknown costs of redeveloping an older building such as the structural, mechanical and electrical elements. Therefore lessons have been learnt from the Move Urmston project to mitigate this risk and provide greater cost certainty.
Even with the reduced capital required to undertake the refurbishments, the capital will need to be paid back by increased income and profits generated by the centres. To mitigate the risk around this, the Council will commissioning independent due diligence of the business plans as part of our risk mitigation.
3 Page 17 There is a risk associated with inflation and therefore the time lag associated with getting the projects to construction commencement.
Costs associated with getting the projects to the planning stage are a risk to the Council until a successful planning decision, judicial review period and procurement of contractors.
Health & Wellbeing Implications Investment into the Leisure Centres will provide r facilities that encourage physical activity which is a key component to improve the immediate and long term Health and Wellbeing, including mental health for the residents of Trafford. This will be achieved by providing facilities and programmes of engagement that target the inequalities in Trafford, and provide opportunities to reduce the levels of inactivity. Health and Safety Implications A “do nothing option” would result in the leisure centres being closed in part due to health and safety concerns as there are health and safety risks that are being managed in the centres.
The leisure centres could continue to be patched up, but the longer that this continues, the higher the risks become in terms of health and safety.
1 Background
1.1 In October 2018 the Executive approved proposals for the development of new leisure centres in Stretford and Altrincham. Following that approval work was undertaken to develop design proposals for both locations. Subsequent to this, reports to the Executive in September 2019 and Council in July 2020 set out the financial challenge faced by Trafford Leisure CIC and the requirement for the Council to provide financial support by way of loan and grant. The report in September 2020 noted that the Council would be carrying out a full review of the leisure strategy, and this report provides an update on the outcomes of that review.
1.2 Max Associates were commissioned to undertake this review to:
1.2.1 Develop a Strategic Outcomes Planning Model (SOPM) to ensure that there is an evidence base to support the decision making process, including the current and anticipated areas of demand and commercial opportunities within the leisure market, as well as what outcomes are needed for the residents of Trafford to improve health outcomes;
4 Page 18 1.2.2 Consider options for the delivery of leisure services;
1.2.3 Review the investment approach and consider alternative affordable options given both the condition of the current leisure centres and the financial challenge faced by both Trafford Leisure and the Council.
1.3 Within the context of increasing cost pressures on the health and social care system and the emergence of COVID related financial pressures on both Trafford Council and Trafford Leisure, the Strategy was reviewed, to provide an affordable option that would continue to meet the objective to improve the wellbeing and health outcomes for a greater number of Trafford residents through increasing levels of physical activity.
2.0 Strategic Outcomes Planning Model (SOPM)
2.1 The Strategic Outcomes Planning Model (SOPM) and strategic options appraisal / framework is needed to develop a clear approach (determined by local priorities and outcomes) to provide effective and sustainable physical activity and sport opportunities for local communities via investment in its stock of leisure facilities and other place-based interventions.
2.2 It is recognised nationally and locally that the impact of sport and leisure is not simply for sports sake, but that strategically directed services and facilities can have a significant impact on physical and mental health and well-being, economic regeneration, educational attainment and social cohesion.
2.3 The SOPM is based on Sport England guidance, which has been published to assist local authorities to take a clear strategic approach to leisure investment decisions, that is strategically connected to the Council’s priorities.
2.4 The SOPM helps develop a clear approach to providing effective and sustainable physical activity and sport opportunities for local communities via investment in its stock of leisure facilities and other place-based interventions.
2.5 Trafford along with other Local Authorities are under increasing pressure to meet the growing needs of communities with changing demographics, financial pressures and increasing demands on services such as health, mental health, adult social care and education. The commitment from local authorities to the provision of physical activity and sport opportunities for local communities is an important contributor to delivering an active environment.
2.6 Post pandemic it will become increasingly important to understand the changes in consumer behaviours that have developed and ensure any opportunities to engage in physical activity are maximised to assist with the Covid Recovery Plan.
2.7 The long term effect on leisure services are difficult to predict at this stage, but it is clear that going forward the benefits of being physically active will need to be closely aligned with local priorities to show how physical activity can be an
5 Page 19 integral element of a really effective means of helping the recovery from Covid19.
2.8 Sport England’s guidance shows that having a clear, strategic, and sustainable approach to sport and physical activity is essential to making effective investment into provision – both facilities and services. The below info graphic shows a summary of what the SOPM provides.
2.9 Stages 1 and 2 of the SOPM have been completed and the results feed into this report and the recommendations being sought. Stage 3 (identifies how the outcomes can be delivered sustainably) and Stage 4 (secures investment and commitment to the delivery of the outcomes) are still in progress and will be submitted in full to the Executive in 2021 for approval. Part of Stage 3 is detailed in part II of this report.
3.0 SOPM Stage 1 - Outcomes
3.1 The outcomes have been developed from reviewing the national, regional and local strategies that demonstrate where increasing sport and physical activity can impact. These have been split across the relevant themes and outlined below to be implemented as the strategic objectives for Trafford.
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3.2 Consultation during Stage 1 included local and national organisations and individuals who enabled an understanding of the sustainable and effective interventions that should be put in place to meet the needs and priorities locally.
3.3 Stakeholder consultations undertaken locally included Council wide, Public Health, CCG, Trafford Leisure and also in the specific area of Partington (as part of the Local Delivery Pilot to develop the local outcomes. (Additional Consultation was undertaken during Stage 2)
3.4 The graphic below shows how the Council’s current leisure strategy aligns with the corporate strategies.
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4.0 SOPM Stage 2 – Insight
4.1 Stage 2 of the SOPM focused on understanding the Local Community and Place. This stage considered the barriers, as well as the opportunities for changes in behaviour to highlight where future interventions will make the biggest sustainable impact.
4.2 Consultation was undertaken specifically with members and non-members of Trafford Leisure, including focused disability workshops, who were specifically located within the catchment area for Altrincham Leisure Centre.
4.3 Further consultation has been identified to be undertaken borough wide as part of the revised Physical Activity Strategy to understand further barriers that exist to residents from any form of Physical Activity.
4.4 Specific consultation will take place in the catchment areas for Sale and Stretford with members and non-members to inform the facility mix.
4.5 This stage also covered the wider physical environment and infrastructure in place to understand how people can be more active through ‘active design’ i.e. design and layouts of towns and neighbourhoods, buildings, streets and open spaces that promote participation in sport, physical activity and active lifestyles.
4.6 A new Active Travel Plan for Trafford is being currently being developed that will ensure there is an integrated walking and cycling strategy that includes improved connectivity across the leisure estate.
4.7 Stage 2 of the SOPM identified areas of inequalities including levels of obesity, deprivation and also considers local demographics and population density against current leisure centre use to inform opportunities for future focus.
4.8 The active lives survey undertaken by Sport England provided key information in relation to the current physical activity position in Trafford. In summary, physical activity levels in Trafford are greater than the GM region as a whole. However, 52.5% of children are not meeting the national guidelines and therefore not having the benefits that increased physical activity has on both mental and physical health.
4.9 The cost of inactivity to the NHS in the UK is around £1 billion per year and to Trafford the cost is estimated at £4.8 million. Therefore encouraging residents to be more active is a key objective for Trafford.
4.10 Bringing all these elements together helps to identify the ‘current state position’ for Trafford which then forms a needs analysis that can be used by the Council to identify where it wants to be in the future.
8 Page 22 4.11 Tangible objectives listed below have been identified that will contribute towards the wider local strategic outcomes in Trafford and provide the foundation to support the development of future interventions.
4.12 Following the insight work detailed the info graphics below show the current situation as well as where Trafford want to be in the future.
9 Page 23 10 Page 24 11 Page 25
5.0 Leisure Centres
5.1 The Council’s current approved capital programme includes new build options for Altrincham and Stretford Leisure Centres. This includes significant capital investment from the Council, along with associated financial risks, especially in terms of the financing of the prudential borrowing required to undertake the projects, the realisation of capital receipts, and the development risk from potentially including land in third party ownership. In relation to the proposed new build for Stretford Leisure Centre, various sites have been highlighted as possible solution and the Council have considered acquiring the old B&Q site through Lancashire County Cricket Club.
5.2 At the same time, the Executive approved to undertake a refurbishment of Urmston Leisure Centre which was completed in March 2020. The feedback and performance (including financial performance) of the now rebranded “Move Urmston” centre has been praised by industry, Council officers, users and Councillors especially in light of the unforeseen challenges from the Covid-19 pandemic.
5.3 Since the October 2018 Executive approval to seek to provide new leisure centres in Altrincham and Stretford the financial position of the Council and leisure industry in general has changed significantly.
5.4 The work carried out on the business case and feasibility studies for the redevelopment of Altrincham Leisure Centre to provide a new facility since the October 2018 Executive has also highlighted possible increased costs and difficulty in providing a new build within the vicinity of the current location.
5.5 The option to now refurbish the two leisure centres will result in costs for abortive work which will be reported in the revenue budget monitoring reports to Executive accordingly.
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5.6 During 2020, two national lockdowns have been imposed in order to stop the spread of coronavirus. Leisure centres have been required to fully close during both these lockdowns, which has posed a significant financial challenge to Trafford Leisure CIC. Whilst Trafford Leisure has been working closely with the Council to take action to minimise the losses, they have required additional financial support from the Council, as highlighted in previous reports. At the time of writing this report, the Government has announced a national fund of £100m for leisure companies, however no details have been released on how this funding will be distributed, (applications for bidding opens 1st December) and if any will be available to support Trafford Leisure and offset currently predicted losses.
5.7 In light of the financial uncertainty for Trafford Leisure and the Council, the potential escalating costs and development risks, plus the long term effects of the pandemic on the leisure economy, the previous re-build options for Stretford and Altrincham Leisure Centres are no longer considered financially viable. It is therefore proposed to develop proposals for the refurbishment of Altrincham and Stretford Leisure Centres, along with the addition of Sale Leisure Centre, with the aim of replicating the success of Move Urmston.
5.8 The existing leisure centres do though suffer from a long period of under investment, and have a significant backlog of condition and other essential works. The formulation of the capital programme for 2021/22 will include a review of priorities to identify the short term condition works which need to be addressed in order for all Trafford Leisure facilities to remain open and functional, along with refining the design and costs of the refurbishment of Stretford, Sale and Altrincham. There is £600k included in the current programme for 2021/22 for leisure estate improvement works and this will be further reviewed as part of the current bidding round for capital expenditure accordingly. The full programme will then be approved by Executive in February 2021. It is proposed to start advanced design work on the refurbishment option during this financial year and this will be funded from within the existing approved capital programme for 2020/21.
5.9 It is also important to note that the leisure centres are identified as reception centres in case of an emergency, and therefore have a dual role.
5.10 It is proposed to carry out a further detailed assessment in three parts, and also evaluate any cross overs between them;
the short term works and associated costs required to ensure the centres can remain open and operational for the short term; the works and costs required to address condition issues over the next five years, which will give the centres a further lifespan of at least 25 years; the scope of works and facilities mix for major refurbishments in Altrincham, Sale and Stretford to be carried out in a phased way.
13 Page 27 5.11 In line with evidence from the SOPM, the design and revenue business plans for the overall affordability to deliver each facility is to be developed and reported to the Executive during 2020/21 with works to be undertaken from 2021/22, subject to the affordability of the whole capital programme. Through the work undertaken to adopt the SOPM Sport England have identified Trafford as one of their locations to potentially support with capital investment and this will also be taken into consideration of the financing options.
5.12 Following stage 1 and 2 of the SOPM, the Council has set out its strategic outcomes for leisure and is currently undertaking a detailed analysis on which facility mix is needed for its leisure centre estate. This will include both the evidence base in terms of demand for sports halls and swimming pools, as well as consultation from both users and non-users as to what would encourage them to increase their use of leisure centres.
5.13 A key requirement is that in the long term, the provision of leisure must be at a cost neutral position for the Council, for example that the cost of any prudential borrowing must be able to be paid back through leisure revenue trading.
6 Management and delivery options
See Part 2.
Other options
In terms of the assets:
Do nothing - Doing nothing ultimately means closure of the leisure centres as usage continues to declines due to the extremely poor condition of the existing facilities as well as ongoing costs in relation to ongoing maintenance until closure.
Carry on with current approval to build new sites from the previous Executive decision.
Have a mix of refurbishments and new builds across the leisure estate.
Consultation
The Strategic Outcome Planning Model Stages 1 and 2 details the significant consultation that has already taken place across Trafford. This included a large number of key stakeholders from Public Health, Trafford Leisure, Clinical Commissioning Group and the representatives of the third sector but also existing members and non-members including focused disability workshops who live specifically within the locality of the Altrincham Leisure Centre. Additional consultation will take place with users (members, as well as those who ‘pay and play’) and non-users from across the local communities of
14 Page 28 Stretford and Sale to assist with design of the facilities and programmes of activities within their local leisure centres.
Reasons for Recommendation(s)
We know that physical exercise plays an important part in improving the health and wellbeing of the general population helping people to live longer and in better health. This has a direct impact on reducing the growing burden upon the health and social care system. Research suggests that the proximity and access of a leisure centre to where you live has a bearing upon the amount of exercise taken and leisure centres play an important role within the local community.
Trafford has one of the biggest swimming programmes in the country that is enjoyed by many young school children from an early age and it is considered to be of vital importance to the future health of children in Trafford that these programmes are able to continue. Pools in their own right are not commercially viable when you take account of the capital costs associated so any loss in provision would likely not be met commercially through private sector operators. This would push residents towards more expensive options available in the market and swimming is an important part of maintaining a healthy lifestyle and encouraging young people from an early age to use their local leisure facilities which has been so successful in Trafford through school swimming programmes and family swimming sessions and lessons.
With the facilities in decline the strategic importance of this to the Council’s aims and corporate priorities is paramount. Exempt Information
By virtue of Paragraphs 3 of Part 1 of Schedule 12A of the Local Government Act 1972, as amended by The Local Government (Access to Information) (Variation) Order, the following information has been excluded from Part 1 of this report and included in Part 2 of the report:
3. Information relating to the financial or business affairs of any particular person (including the authority holding that information)
In all the circumstances of the case, the public interest in maintaining the exemption outweighs the public interest in disclosing the information.
Key Decision: yes If Key Decision, has 28-day notice been given? Yes
Finance Officer Clearance: PC Legal Officer Clearance: TR
CORPORATE DIRECTOR’S SIGNATURE:
To confirm that the Financial and Legal Implications have been considered and the Executive Member has cleared the report.
15 Page 29 Appendix Part 1 – Trafford Strategic Outcomes Planning Model (SOPM) Stages 1 and 2 – November 20
16 Page 30 Strategic Outcomes Planning Model – Trafford Council
Trafford Strategic Outcomes Planning Model STAGES 1 AND 2 FINAL
November 2020
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CONTENTS
INTRODUCTION AND BACKGROUND ...... 5 1. Stage 1 of Sport England’s Strategic Outcomes Planning Guidance: ...... 9 2. Stage 2 of Sport England’s Strategic Outcomes Planning Guidance: ...... 27 APPENDIX 1 – National Strategies ...... 69 APPENDIX 2 – Key Stakeholder Consultation Findings ...... 74 APPENDIX 3 – Population Figures, Future Predictions and Housing Development Population Growth Estimate ...... 75 APPENDIX 4 – Leisure Database full report ...... 77
Figure 1 – A map of Trafford detailing the leisure centre sites ...... 7 Figure 2 – Sport England Strategic Outcomes Planning Model Approach ...... 8 Figure 3 – National Priorities ...... 10 Figure 4 – Sport England draft ‘Shaping our Future’ strategy key themes ...... 11 Figure 5 – Key Local Strategies ...... 12 Figure 6 – Key Themes ...... 14 Figure 7 – Members of the Trafford Partnership Board ...... 19 Figure 8 – Members of the Trafford Sports & Physical Activity Partnership ...... 20 Figure 9 – GM - 'our whole system approach' ...... 24 Figure 10 – Key Outcome Themes ...... 26 Figure 11 – UK Chief Medical Officer physical activity guidelines by age ...... 28 Figure 12 – Adult Physical Activity Levels of Trafford compared to England ...... 29 Figure 13 – Children Physical Activity Levels of Trafford compared to England ...... 30 Figure 14 – Sport England Active Lives – September 2018 – July 2019 ...... 30 Figure 15 – Sport England Active Lives – November 2018 – November 2019 (Published April 2020) ...... 31 Figure 16 – Sport England Active Lives – November 2018 – November 2019 ...... 31 Figure 17 – Physical activity levels in Trafford ...... 32 Figure 18 – Local Health Life Expectancy Infographic ...... 33 Figure 19 – Obesity among adults in Trafford ...... 34 Figure 20 – Obesity among children in Year 6 ...... 35 Figure 21 – Map of Multiple Deprivation – Trafford ...... 36 Figure 22 – Trafford Demographics Infographic ...... 37 Figure 23 – Trafford Population Density ...... 38 Figure 24 – Trafford Member Dot Map ...... 39 Figure 25 – Trafford Leisure Members (target) vs Total Trafford Population (base) graph ...... 40 Figure 26 – Trafford Mosaic Group Penetration Summary ...... 41 Figure 27 – Prestige Positions mosaic profile ...... 42 Figure 28 – Family Basics mosaic profile ...... 42 Figure 29 – Urban Cohesion mosaic profile ...... 43 Figure 30 – Vintage Value mosaic profile ...... 43 Figure 31 – Altrincham Leisure Centre stakeholders key themes ...... 45 Figure 32 – Public Consultation – Barriers to the use of Altrincham ...... 47 Figure 33 – Public Consultation – Barriers to the use of Altrincham Leisure Centre 49 Figure 34 – Public Consultation – Encouragement suggestions to make more people more active more often ...... 50 Figure 35 – Disability focus group – points for consideration ...... 51 Figure 36 – Disability focus key findings / interventions include: ...... 51 Figure 37 – Public Priorities vs Stakeholder Priorities ...... 52
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Figure 38 – ukactive Report infographic - participation at facilities changed throughout early 2020, as the spread of Covid-19 intensified...... 54 Figure 39 – Sport England Active Lives Coronavirus Report (published 22 Oct 2020) ...... 55 Figure 40 – Public Transport Accessibility for Trafford ...... 57 Figure 41 – Sport England’s Active Design guidance ten Principles ...... 58 Figure 42 – An example of Active environments ...... 58 Figure 43 – NPPF ...... 59 Figure 44 – The benefits of cycling and walking investment ...... 60 Figure 45 – Department of Transport future vision of cycling and walking in England ...... 61 Figure 46 – Trafford Recent and Planned Cycling and Walking Infrastructure (July 2020) ...... 63 Figure 47 – Altrincham Consultation – Modes of transport ...... 64 Figure 48 – Map of parks in Trafford ...... 66 Figure 49 – Trafford strategic objectives now and in the future ...... 67 Figure 50 – Recommended Level of Activity ...... 69 Figure 51 – National strategies ...... 70 Figure 52 – CMO guidelines 2019 for older adults ...... 72 Figure 53 – Benefits of Activity ...... 73 Figure 54 – Stakeholder Findings ...... 74 Figure 55 – Trafford Local Plan Adopted 2012 – Housing Delivery ...... 75
Table 1 – Altrincham Leisure Centre key stakeholders ...... 45 Table 2 – Altrincham Stakeholder Key Themes & Concerns ...... 46 Table 3 – Executive summary of consultation at Altrincham Leisure Centre ...... 48 Table 4 – Public Consultation events key findings ...... 49 Table 5 – Combined Consultation Considerations ...... 53 Table 6 – Parks in Trafford sport facilities ...... 65 Table 7 – Facility interventions - Altrincham ...... Error! Bookmark not defined. Table 8 – Facility Interventions feedback from Stakeholder Consultation ...... Error! Bookmark not defined. Table 9 – Active Environment Options facility ...... Error! Bookmark not defined. Table 10 – Future service intervention considerations ... Error! Bookmark not defined. Table 11 – Population Predictions ONS 2018 (green indicating an increase, red a decrease) ...... 76
Version Date Comment Completed by No. 1 24th May 2019 Mapping of relevant information L. Lill 2 13th September 2019 Draft SOPM full version L. Lill 3 26th September 2019 Amends as per client’s comments L. Lill 4 24th October 2019 Amends as per client’s comments L. Lill 5 29th October 2019 Updated L. Lill 6 31st October Updated L. Lill 7 July 2020 New format, updated N.Turnbull 8 September 2020 Amends per client’s comments L.Forsyth & N.Turnbull 9 October 2020 Amends as per client meeting L.Forsyth & N.Turnbull 10 November 2020 Amends as per client comments L.Forsyth 11 November 2020 Stage 1 and stage 2 final L.Forsyth & N.Turnbull
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DEFINITIONS & ABBREVIATIONS Active Travel / Active ‘Active travel’ (or active transportation or mobility) means walking or Transport cycling as an alternative to motorised transport (notably cars, motorbikes/mopeds etc) for the purpose of making every day journeys.1 ANOG Sport England’s Assessing Needs and Opportunities Guidance BFS Indoor Built Facility Strategy BMA British Medical Association Centre Includes Leisure Centres managed by Trafford Leisure DCMS Department for Digital, Culture, Media and Sport
Facility (ies) The areas available within a centre such as sports hall, pool, tennis courts, changing rooms etc. Healthy Living The practice of health enhancing behaviours. Leisure Activity Activities people do to relax or enjoy themselves outside of work and other duties. Lockdown Lockdown One refers to the period mid-March to mid-May 2020 when physical activity choice was restricted Lockdown Two refers to the period 5th Nov – 2nd Dec 2020 Members Current leisure centre known users PHE Public Health England Physical Activity Active living, recreational activity, sport, exercise, play and dance. SE Sport England SOPM Strategic Outcomes Planning Model Sport “All forms of physical activity which, through casual or organised participation, aim at expressing or improving physical fitness and mental well-being, forming social relationships or obtaining results in competitions at all levels.” (Council of Europe, 2001). TC Trafford Council TL Trafford Leisure
1 PHE ‘Working Together to Promote Active Travel’ A briefing for local authorities 2016
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INTRODUCTION AND BACKGROUND
I. Trafford Council (TC) requires a Sport England Strategic Outcomes Planning Model (SOPM) and strategic options appraisal / framework to develop a clear approach (determined by local priorities and outcomes) to providing effective and sustainable physical activity and sport opportunities for local communities via investment in its stock of leisure facilities and other place-based interventions.
II. A leisure centre investment strategy was discussed by the Trafford Council Executive on 29th October 2018, which set out the case for investment totalling £46.843m through a mix of capital funding to bring forward new build leisure centres in Altrincham and Stretford because the design and condition of existing facilities are outdated and no longer meet customers’ expectation of what a modern leisure experience should be. The investment formed a borough wide strategy to increase the physical activity levels and help to secure improved health and wellbeing outcomes for residents.
III. Trafford is a thriving, diverse, prosperous and culturally vibrant borough, sitting at the heart of Greater Manchester2. Trafford Council (TC) has bold ambitions which involve re-thinking the traditional problems faced by local authorities to respond to the challenges they face. The strategic role of the Council in the developing and shaping of the future of the local communities, alongside the work with partners, is important to ensure the new plans are implemented and regularly monitored.
IV. Max Associates has been commissioned by Trafford Council (TC) to develop a Strategic Outcomes Planning Model (SOPM).
V. It is recognised nationally and locally that the impact of sport and leisure is not simply for sports sake, but that strategically directed services and facilities can have significant impact on physical and mental health and well-being, economic regeneration, educational attainment and social cohesion.
VI. Trafford Council has an ambition:
Every resident in Trafford will be active and move more, everyday
VII. This is supported by The Trafford Corporate Plan 2018 – 2022;
Priority 2: Trafford has improved health and wellbeing, and reduced health inequalities (everyone to live well and be active for as long possible / fair and accessible services) Priority 6: Maximising our green spaces, transport and digital connectivity (to encourage people to use our green spaces and be more active)
VIII. The SOPM is based on Sport England guidance which has been published to assist local authorities to take a clear strategic approach with a common purpose which is strategically connected to the Council’s priorities and multi-dimensional across the system to maximise the contribution that sport and physical activity makes to its local outcomes. This will help ensure that any local investment made is as effective as possible and is sustainable in the long term.
2 Corporate Plan 2018-2022
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IX. Local authorities are under increasing pressure to meet the growing needs of their communities with changing demographics, budgets and increasing demands on services such as health, mental health, adult social care and education. The commitment from local authorities to the provision of physical activity and sport opportunities for local communities is an important contributor to the active environment, which millions of people access for health, social and sporting benefits and how authorities engage and support the strength in the community.
X. It is worth noting that this report commenced before the Covid-19 pandemic which has had a huge impact on all aspects of UK life and economy, including the unprecedented closure of leisure centres and health clubs across the country. The next stage is in the new ‘normal’ adjusting to people’s consumer confidence, change in behaviour, new habits and attitude to sport and physical activity post lockdown. We don’t necessarily know yet what the effect on leisure services will be under this ‘new normal’, but it is clear that going forward the benefits of being physically active will need to be aligned with local priorities to show how physical activity can be a really effective means of helping the recovery.
XI. Sport England’s guidance shows that having a clear, strategic, and sustainable approach to sport and physical activity is essential to making effective investment into provision – both facilities and services.
XII. Overleaf shows a map of Trafford, and the positioning of the local Council leisure centres.
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Figure 1 – A map of Trafford detailing the leisure centre sites
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XIII. The structure of this report follows the order of the guidance so as to understand the Council’s position within the strategic planning process.
XIV. The Strategic Outcomes Planning Model is based on Sport England guidance as set out below. The guidance is structured around 4 stages:
Stage 1 – Outcomes – Developing shared local outcomes for your place;
Stage 2 – Insight – Understand your community and your place;
Stage 3 – Interventions – Identify how the outcomes can be delivered sustainably;
Stage 4 – Commitment – Secure investment and commitment to outcome delivery.
Figure 2 – Sport England Strategic Outcomes Planning Model Approach
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Stage 1 - Outcomes
Introduction
1. Stage 1 of Sport England’s Strategic Outcomes Planning Guidance: Develop Local Shared Develop shared local strategic outcomes for your place Outcomes for Your Place 1.1 Developing shared local strategic outcomes is the key starting point in developing an approach for sport and physical activity that can make the biggest contribution to a place.
1.2 Understanding from a cross sector perspective what the local needs and priorities are will enable the Council and its partners to have a much wider impact on the community. This will enable them to develop sustainable and effective interventions to meet those needs.
1.3 Taking time to define and communicate the contribution that sport and physical activity can make to wider local strategic outcomes is the key to securing political ‘buy in’ and support for the development of greater insight to inform the emerging approach.
1.4 The four steps within this stage are:
Step 1A - develop an understanding of the wider strategic outcomes for your place;
Step 1B - using a cross-sector approach, identify local community needs and priorities;
Step 1C - establish the contribution sport and physical activity can make;
Step 1D - secure 'buy-in' to the shared local strategic outcomes.
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1.5 This section covers national and local strategies and the priorities the Council has considered when planning its investment in sports, leisure and physical activity facilities and services.
1.6 National Strategic Priorities
1.6.1 A summary of the key strategies and their respective outcomes are detailed in the infographic below.
Figure 3 – National Priorities
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1.6.2 Sport England are currently reviewing their strategy and the ‘big issues’ that are emerging are set out below.
Figure 4 – Sport England draft ‘Shaping our Future’ strategy key themes
1.6.3 Recently and in response to the Covid-19 pandemic the Department of Transport has published – Gear Change ‘A bold vision for cycling and walking’ (2020) vision is; “England will be a great walking and cycling nation. Places will be truly walkable. A travel revolution in our streets, towns and communities will have made cycling a mass form of transit. Cycling and walking will be the natural first choice for many journeys with half of all journeys in towns and cities being cycled or walked by 2030”
1.6.4 A detailed summary is provided in Appendix 1.
1.6.5 National Strategy Summary
1.6.6 Investment in the leisure facilities and improvements in service will help meet the following national outcomes and objectives by:
Improving the active infrastructure by changing the use of an underutilised space; Developing physical confidence and competence from the earliest age by providing opportunities for children of all ages to be active through play;
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Encourage and enable the inactive to be more active by introducing new activities aimed at fun and recreation, rather than just traditional sport; and, Supporting wellbeing and resilience in communities through physical activity and sport – increasing participation in physical activity will contribute to improved health and wellbeing.
1.7 Local Strategies
1.7.1 There are a number of documents, plans and strategies that cover Trafford and the surrounding area. By identifying the direct and indirect references to sport, physical activity, and leisure it will enable a whole systems approach.
1.7.2 The figure below outlines the key strategic documents and plans, which the leisure services have a responsibility to contribute towards. A new Physical Activity Strategy, Active Travel Strategy and Green Spaces Strategy are currently in development, these are shown in a different text colour below.
Figure 5 – Key Local Strategies
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1.7.3 Whilst still recognising the strengths of how a leisure centre facility is currently designed and operated, there is a need to provide a new experience for customers. Trafford Council has stated it wants to move away from the current identity of a leisure centre in order to inspire the whole population to engage in sport or a leisure activity as part of their everyday life3.
1.7.4 The core message running through all of the local strategies is the requirement to ensure adequate, affordable opportunities for residents to ‘move more’ and to drive up participation levels in physical activity. Providing facilities and programmes to help accelerate physical activity will, where appropriate, target the needs of identified groups in specific areas. It is, therefore, essential that facilities are available to the community and that the ‘offer’ reflects local communities’ needs.
1.7.5 Greater Manchester Moving clearly sets out an ambition, that everyone in Greater Manchester is more active, there is an overall drive to secure the fastest and greatest improvement to the health, wealth and wellbeing of the 2.8m people of Greater Manchester4. Trafford will be contributing to this.
1.8 Local Strategic Outcomes
1.8.1 Having considered national and local priorities and consulting with stakeholders, an assessment has been undertaken to understand how sport and physical activity can impact many of these priorities.
1.8.2 These priorities are not just for Trafford Council but for the whole community and have been shared with members of the Trafford Partnership. In order to make the difference Trafford wants to make sure everyone works closely and effectively including partners, residents, businesses and communities, to make this a success.
1.8.3 This is set out in the diagrams overleaf under four (out of seven) key themes which are referenced from Trafford Council Corporate Plan 2018-2022, that sport and physical activity can directly impact.
3 Trafford Corporate Plan 2018-2022 4 GM Moving The Plan for Physical Activity and Sport 2017-2021
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Figure 6 – Key Themes
Public Health England (PHE) wants to see more people being physically active. It states that increasing physical activity has the potential to improve the physical and mental health and wellbeing of individuals, families, communities and the nation as a whole
Sport England’s seven investment programmes 2016-2020 include: Tackling inactivity – to help the 28 per cent of people in England who don’t do any sport or physical activity. Taking sport and activity into the mass market – focusing on the sports and activities that have mass appeal and can get large numbers of people active National Strategies DCMS Sporting Future: A new strategy for an Active Nation (December 2015) KPI 1 Increase in percentage of the population taking part in sport and physical activity at least twice in the last month KPI 2 Decrease in percentage of people physically inactive Index of wellbeing in later life, Age UK - The index measures what is important later in life - Physical activity is cited as the second largest individual direct factor in influencing the Index.
UK Chief Medical Officers’ Physical Activity Guidelines 2019 Published (7th September 2019) the guidelines state that any amount of physical activity is beneficial. The new guidelines for the first time, include tailored advice for pregnant women, new mums and disabled adults and recommendation that over-65s take up dancing, bowls or activities like tai chi in order to help stave off injury and illness in old age. Focus is on “some is good, more is better”, adults are advised to undertake strength-based exercise at least two days a week – which can help delay the natural decline in muscle mass and bone density that starts from around 50.
Trafford Moving (New Sports and Physical Activity Strategy) The strategy supports getting more people involved in physical activity across the borough. It specifically focuses on; Active People, across the life course; Active Places, asset based; Enablers, without barriers. Local Strategies Trafford Health and Wellbeing Strategy, Trafford (2019-2029) The Health and Wellbeing Board (HWBB) is focused on increasing the number of years people spend in good health, which is measured by health life expectancy (HLE). Trafford has a 16 year inequality or difference gap between the most affluent or deprived communities. To improve HLE, Trafford is focusing on preventing poor health & promoting wellbeing, as this will reduce health and social care costs, enhance resilience, employment and social outcomes. Actions required must address ‘wider determinants’ of health such as clean air, housing, transport, employment and the environment we live in, as all of these have a role in driving behaviours. Trafford Together - This plan was put together to set out a new relationship between Trafford Council and Trafford CCG, to collaborate on a scale not seen before to ensure a place based partnership around health and social care delivery, through the establishment of the Joint Commissioning Board. Trafford is a place where residents achieve their aspirations and the communities are thriving. Through working together, they communicate information effectively about the work of the partnership and also record the progress towards achieving the vision and outcomes. This resonates with the joined up approach advocated to deliver the best leisure facilities for the residents of Trafford.
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Taking Charge Together – Greater Manchester Health and Social Care Partnership 2016 The Greater Manchester Health and Social Care Partnership is made National Strategies up of 37 NHS organisations and Councils overseeing devolution. The vision is to see the greatest and fastest improvement to the health and wellbeing of the 2.8million people who live in Greater Manchester. To achieve the vision, it was recognised that a localised environment was required, to enable more of Greater Manchester’s residents to take charge and responsibility for their own health, the health of their families and the health of their communities. Trafford is a key part of this partnership.
G M Moving, the plan for physical activity and sport 2017-2021
Greater Manchester’s vision is of a city fit for the future; a healthy, safe, sustainable place where people want to live, work and visit. The Greater Manchester devolution proposition presents the opportunity to radically upgrade the approach to public health, facilitating system wide collaboration through transformation of services, with prevention at its heart. This will increase the impact of a well-established physical activity and sport culture which will be integral to the city region’s health, growth and prosperity at an individual and population level.
Joint Strategic Needs Assessment (JSNA)
The JSNA for Trafford, describes the current and future health and social care needs of the local community, prepared jointly by the local authorities and the CCG. The focus on mental health and physical Local Strategies inactivity, are key to the relationship with leisure provision. The strategic outcomes are to deliver the improvement in Healthy Life Expectancy and reduction of inequality in Health Life Expectancy.
Report of the Director of Public Health Trafford 2018
The report refers to the increasing population within Trafford and, in particular, that of the over 85 age group. Therefore, more people are living longer in Trafford. For a large proportion this brings increasing physical and mental difficulties and with older age this will involve disabilities and long term health conditions. Trafford is focusing on improving diets, reducing smoking and alcohol intake and increasing physical activity to increase the chance of a long and healthy life.
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Sport England’s Seven Investment Programmes 2016 – 2020 include: Creating welcoming sports facilities with a new Community Asset Fund, and continuing its successful Strategic Facilities Fund, prioritising multi-sport facilities and, where-ever possible, co- locating them with other local services. Public Health England (PHE - Health Matters: getting every adult active every day – Published July 2016) Public Health England (PHE) wants to see more people being physically active. It National Strategies states that increasing physical activity has the potential to improve the physical and mental health and wellbeing of individuals, families, communities and the nation as a whole.
Moving Communities Active Leisure Trends 2019
The report explores key metrics across four areas, through looking at data from the last three financial years. These areas look at the demographic profile of leisure centre users, the most popular times and days to visit, the sports and activities that are taking place, and how these metrics differ by age, gender, and membership status. There is not a seismic shift from year to year, more of a subtle change. Playing Pitch Strategy 2017 (reviewed 2019) - The strategy for Trafford provides a clear framework for all playing pitch providers, it addresses the needs of all identified sports within the local area, population growth issues, regeneration and cross boundary provision. It addresses important factors for a successful and thriving place including: Provides a clear framework for all playing pitch providers, including the public, private and third sectors; Clearly addresses the needs of all identified sports within the local area, picking up particular local demand issues; Addresses issues of population growth, and or major growth/regeneration areas. Addresses issues of accessibility, quality and management with regard to facility provision.
Leisure Centre Investment Strategy October 2018 – Executive Report This strategy gained approval for investment into the development of two new leisure centres in Altrincham and Stretford. Local Strategies Opportunities this investment brings are: Engaging with local suppliers and contractors; Partnership and sponsorship opportunities; Employment opportunities; Workplace inactivity initiatives.
Sport England Local Delivery Pilot - 12 pilots have been undertaken, the aim is to harness local assets to do things differently and in doing so increase the activity levels for different target groups. Greater Manchester is one of these, which includes Trafford. Greater Manchester aims to: improve physical activity levels and reduce physical inactivity, improve mental health and wellbeing, address health and social inequalities, embed physical activity across all sectors and communities, change culture to make physical activity the norm. Using insight and knowledge Partington and Carrington, have been identified as a community of focus, given the numerous health and socio-economic inequalities present. Partington is also the most inactive ward in Trafford according to Active Lives data, and its inequalities span all three of the Local Delivery Pilot’s target audiences. Trafford’s approach and our success comes from clearly understanding local need and breaking our work down into three distinct tiers. Tier 1: Community/Resident led, this is predominantly driven through a place based approach. The community of focus is Partington. 16Tier 2: Inter ward/population group approaches, this tier focuses on Pageprojects 46 and opportunities that cover wards other than Partington or serve multiple population groups. Tier 3: This is system (Trafford and beyond) wide activity
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UK Chief Medical Officers’ Physical Activity Guidelines 2019 The guidelines emphasise the need to encourage good development in babies and children, the new guidelines recommend lots of “tummy time”. As much active play as possible in children under five is also encouraged, and older children are recommended to be active for an average of 60 minutes a day, across the week.
DCMS Sporting Future: A new strategy for an Active Nation (December 2015) KPI 4 Increase in the percentage of children achieving physical literacy standards KPI 6 Increase in the percentage of young people (11-18) with a positive attitude towards sport and being active (KPI 4, 5 National Strategies and 6 from Taking Part
Childhood Obesity: A Plan for Action (Jan 2017) Government aims to significantly reduce England’s rate of childhood obesity over the next ten years. Every primary school child should get at least 60 minutes of moderate to vigorous physical activity a day. At least 30 minutes should be delivered in school every day through active break times, PE, extra-curricular clubs, active lessons, or other sport and physical activity events, with the remaining 30 minutes supported by parents and carers outside of school time.
Sport England: Towards an Active Nation Strategy 2016-2026 Dedicated funding to get children and young people active from the age of five
Trafford Children and Young People’s strategy 2014-17 Describes the ambition to improve outcomes for children and young people in Trafford across a range of areas. Drawing attention to the most vulnerable, to provide the best opportunity to progress successfully to adult life.
Trafford Moving (new sport and physical activity strategy)
This sets out a bold ambition to get every resident in Trafford moving more, every day. The strategy supports sports, leisure and activity for all, by investing in leisure facilities across the borough and encouraging more people to get involved in physical activity.
Local Strategies
Public Health England’s Child Health profile for Trafford The profile provides a snapshot of children’s health in Trafford. Comparing local indicators with England averages, the health and wellbeing of children in Trafford is better than the average across England.
Trafford Directory Children and Families Whilst not a strategic document, it is a service which provides a directory of services for children and families, this includes childcare and early education, support services, children centres and early help hubs etc. The relevance to physical activity shows a direct link to users and a possible mechanism to engaging children and families in the future, with regards to leisure services.
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Sport England Towards an Active Nation sets out the vision that everyone in England, regardless of age, background or ability, should feel able to take part in sport or activity for the benefits it brings. Active travel is widely recognised for its role in supporting this. National Strategies
KKP Trafford Playing Pitch Strategy Assessment Report, March 2017. (reviewed 2019) Section 8 of the NPPF deals specifically with the topic of healthy communities. Paragraph 73 discusses the importance of access to high quality open spaces and opportunities for sport and recreation that can make an important contribution to the health and well-being of communities.
The Trafford Corporate Plan 2018 – 2022 mentions in Priority 6 ‘Green and Connected’;
to make it easier to move around the borough; to improve our transport links across the borough; and, to reduce the impacts of climate change in Trafford “Our green spaces are vital to the health and wellbeing of residents. Therefore, we will be encouraging their continued use throughout proper maintenance and promotion of active lifestyles. We will make sure our green spaces, streets, and other public spaces are clean, attractive and safe, and that residents, visitors, and businesses are actively involved in contributing to this. Similarly, a connected transport system is an important Local Strategies component of a good balance between work and family, thereby affecting the wellbeing of residents.”
Trafford Moving (new sport and physical activity strategy) The Partnership’s ambition for Trafford is under pinned by three key themes including: • Active Places: concentrating on the transformation of our places and spaces to make physical activity the easy choice. The Partnership needs to influence the creation of environments where the active choice is the easy choice. Having the right facilities and open spaces is a key determinant of whether people will choose to be active. It is also a crucial factor in determining whether people will engage in Active Travel. Encouraging Active Travel through cycling and walking will not only help embed activity into daily lives and improve people’s health it also has significant benefits to Trafford’s Environment.
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1.9 Identify Key Stakeholders
1.9.1 Trafford Council identified key stakeholders they considered important, to work together with to create effective Trafford based services and facilities, with the focus on delivering positive outcomes for residents. These include the Trafford Partnership Board and Health and Wellbeing Board whose members are outlined in the infographics below and overleaf:
Figure 7 – Members of the Trafford Partnership Board
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Figure 8 – Members of the Trafford Sports & Physical Activity Partnership
1.9.2 There will be some overlap of roles and organisations, but it is important to achieve a shared vision and common purpose to help create a deep understanding of the impact new facilities and sport and leisure can have within Trafford and the wider borough area.
1.9.3 A key role of the partnership going forward will be to support the delivery of the outcomes going forward, and to determine the governance of monitoring how well the outcomes are being achieved.
1.10 Key Stakeholders Consultation
1.10.1 To fully develop shared local outcomes for the area that increasing sport and physical activity can impact, various stakeholder consultations were undertaken Council wide and also in the specific area of Partington (as part of the Local Delivery Pilot).
1.10.2 Council wide
1.10.3 A key stakeholder consultation was undertaken with the following organisations / people, with suggestions and recommendations collated as below: Cllr Liz Patel – Executive Member - Leisure and Culture Dr Yvonne Burke – Trafford GP and Trafford Leisure Board Member Jo Cherrett – Trafford Leisure Donna Sager – Public Health Consultant Karen Samples – Director of Education Jo Gibson – Head of Commissioning, Trafford Council Tom Maloney – Programme Director Health and Care Joy Preston – Strategic Lead Adult & Social Care Dan Shelston – Pulse regeneration, Thrive Rachel Redmond – Youth Sport Trust
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1.10.4 The stakeholder consultation key feedback was as follows;
Health & Wellbeing o High importance for ‘reducing health inequalities’ o Wellbeing is a driver and an intrinsic part of this is physical activity or, looking at it the other way round, increased physical activity is one of the key components of improved well-being o Make children healthier, prepare them for adulthood, make them happier, sport and physical activity a positive diversionary activity/interest o ‘Living well at home in your community’ how can leisure and physical activity be part of achieving this? Leisure teams to go into care homes and support physical activity in these locations o Need to connect communities, sport and physical activity can do this. Look at difference physical activity can make to the individual rather than number of sessions attended o Directly tackle health inequalities, create a healthier population, more connected set of communities, positive impact economically and address mental health challenges of the community o Enhance active travel
Outcomes o For young people to become more active, maintain activity levels and enjoy being active o Vision: to reduce the inequalities in access to and levels of physical activity across Trafford o Increasing physical activity would help - younger adults with mental health issues, particularly from social isolation and deprivation o To enhance the wellbeing and attainment of young people in education, ensuring every child has the opportunity to realise the life changing aspects of playing sport. Physically active pupils have better attainment at school and improved behaviour o Increasing physical activity would help - less frailty in older age groups, tailored physical exercise e.g. sitting/standing classes or just being creative using their hands could make lots of difference and help reduce mental health issues from social isolation o If residents are more active their health and wellbeing is better which means a smaller requirement for support o Better start in life o Voluntary groups to support and assist to develop physical activity o Healthier population means more ready for elected surgery, generating better outcomes and quicker recovery times
Council Services o Physical activity should not be seen as a separate service but be part of every aspect of what the Council does; . Planning . Roads . Green spaces and parks . Climate – good air quality o Adult social care is split evenly across the neighbourhoods. System is 4 years old, community health care, adult social care, supported living, and in-house care service. Important to meet the populations outcomes and make services sustainable.
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o All members of the community across health and social care, gluing together the directorates, improving and complimenting services. Systems thinking approach. Physical activity has not been high up the priority list. o Narrative up to last year, all about prevention and co-production. Since Covid- 19 more collaborative, understanding of inter dependencies is better.
New target groups o Patients that have been almost housebound during lockdown and are frightened to leave home. This means people (mostly older) will be deconditioned as they come into the winter months – need to try and reach these people and support them back into physical activity. o People with autism and learning difficulties. o Missed demographics; . older people suffering dementia and frailty . younger adults with mental health issues, particularly from social isolation and deprivation . In-house supported living service, people living in normal housing in the community, these people find it hard to use the leisure centres
Opportunities o Option for on-line offers – physical activity providers are finding new and different ways of delivering services. o Community link officers are a bridge between adult social care and the community, acting as a friend to the individual. Some links between sites and the community link officer, opportunity for more. Link to social prescribing would really assist if activity is linked to friendship, social engagement and reducing social isolation. o Maximise the link with community hubs, someone to knock on door, assist them to leave house and then link to activity, social value and mental wellbeing. o Older residents have lots of health appointments – run community hub co- located clinics and health services under one roof to allow e.g. blood taking, blood giving, neutral location to meet, chat, coffee, hairdressers, nail bar, chiropodist, sit down mobility/exercise class - maximise their reasons to come. o Provide locations where the community can connect with each other and other communities, reduce isolation in older people. Co-location of facilities such as the community hubs could be replicated within the leisure facilities, get people into building for other reasons. o Get parents and guardians engaged and informed, tap into health visitors. o Not a lot of detail around dual use and joint use. Leisure could make use of the school sport premium. Increased access, get into the communities, engage with communities, incentivise families to get involved – families have to see the benefits and understand it is accessible, could reward for attendance, such as a meal or holiday scheme, outreach, increase messaging around health and wellbeing. Timing must be right for parents to reduce excuses. o Opportunity to work with voluntary services. o Lots of groups engaged with locally delivered activity, in particular for more deprived communities, there needs to be a strategic link to the TL and physical activities. Look at person centred approaches. o Estate locations are going to become more and more important in the future, sport and physical activity to be aware that the estates strategy will need to be part of growth around social value. Sport and physical activity to be considered in design process of new resources within communities and the planning process and active travel.
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o Covid-19 had shown how communities can lead on delivery. Place based working with a systems thinking approach, engage and enable community voices to deliver. o Community hubs set up during Covid-19 have been successful, providing strong and pro-active community groups – need to harness these groups, examples are; . Walking group – Walks for Trafford . Thrive – VCSA – well respected and good source of community groups
Barriers o Peoples’ Confidence – for some people leisure centres are perceived as ‘not for me’. o Terminology – it is suggested to use the terminology of ‘Active Communities’ which is more inclusive and generic rather than ‘sport’ which can be off-putting for some people. The same applies for the phrase ‘leisure centre’, better to focus on ‘health and wellbeing’ to incorporate diversity of uses within a centre. o Covid-19 – there are a cohort of people who are scared and anxious to leave home and need encouragement to do so. o Life pressures, constraints e.g. cost, parents not having time to take kids, rich offer of choice. o Perceptions e.g. parent’s attitude to activity, if negative less likely to take children or encourage participation, lack of parent engagement. o Adult & Social care – some people have had bad experiences of using Leisure Centres, cost will be a barrier in some parts, socio economic, generationally not physically active. o Generationally inactive, high unemployment, long term conditions, kids mirror their parents. o In localities where there are concerns i.e. deprivation, not eating properly, poverty, no open space or little green space these all act as barriers to being physically active. o Delivery – delivered top down rather than asking what community needs or wants, right person, right voice. o Reduce competition – similar organisation doing similar things in similar areas. o Accessibility – transport networks are poor. o Safety – not feeling safe. o School curriculum – difficult to build physical exercise into the day, schools are results driven, PE gets missed off, access to facilities, access to green space, lack of role modelling from peers and teachers. Need larger mass activity rather than individual.
1.10.5 Whole System Approach
1.10.6 The outcome of the stakeholder consultation set out above should be considered within the parameters of the ‘whole system’ approach as shown in the diagram overleaf, and highlights the point that ‘physical activity’ cannot be seen as a separate service, but should be integral as part of wider council service delivery.
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Figure 9 – GM - 'our whole system approach'
1.10.7 Partington
1.10.8 Key stakeholder work has also been undertaken via the Local Delivery Pilot (LDP) project (to increase activity levels as referred in figure 6 above) which puts emphasis on place-based partners, the rationale is that the community is best placed to understand and respond to local needs so helping local engagement and building trust.
1.10.9 The initial Working Group included representation from the Council, Public Health, Trafford Leisure and the VCSE sector.
1.10.10 Using insight and knowledge from their respective fields these partners were able to identify the MSOA of Bucklow St Martins (Partington and Carrington) as a community of focus, given the numerous health and socio-economic inequalities that span all three of the Local Delivery Pilot’s target audiences.
1.10.11 Trafford’s approach comes from clearly understanding local need and breaking work down into three distinct tiers;
Tier 1: Community/Resident led approaches, this is predominantly driven through a place based approach. The community of focus is Partington; Tier 2: Inter ward/population group approaches, this tier focuses on projects and opportunities that cover wards other than Partington or serve multiple population groups; and, Tier 3: This is system (Trafford and beyond) wide activity
1.10.12 In the Trafford Local Delivery Pilot Review March 2020, it identified that in the last sixth months;
Good interaction at Tiers 1 & 2 – stakeholders seeing and appreciating activity; Deeper understanding from place based partners;
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Although not an issue for the progress of the project, we do feel not having broader senior leader buy-in may affect pace; Broader partner ‘buy-in’ would be beneficial for Tier 3 of the work; and, Aim to draw upon with GM Moving and GreaterSport support, utilising best practice from across GM and further afield.
1.10.13 Our deductions from the review of strategic documents and Stage 1 are as follows:
The Council has a comprehensive collection of strategic documents, many of which are focussed on building a healthier borough. The strategies reveal that the Council has a strong evidence base for and good understanding of local socio-economic profiles, population trends, health trends and inequalities, social issues etc. A consultation with key stakeholder and local sports clubs took place to inform the Altrincham Leisure Centre Consultation 2019. Therefore, there are already strong relationships in place that can be developed further to secure key stakeholder ‘buy-in’. Stakeholder and partner work has already taken place as part of the Local Delivery Pilot so, similarly to Altrincham, strong links are already in place which can be developed further. There is a strong belief within the Council, and as part of the Local Delivery Pilot, that it is not just about the Council providing interventions but enabling, empowering, collaborating and working in partnership with the community and partners. This place-based approach is respectful of the people and places within a community and focuses on developing and building on strengths and assets whilst being mindful of the issues that affect them. It seems the continued drive towards developing a community hub model would enable Trafford Council and its partners to develop facilities and services to address the wider objectives and challenges identified within the Corporate Plan 2018-2022. Provision of cost effective, customer focused, inclusive leisure facilities in the Trafford area will work towards healthier local ‘Active Communities’.
1.10.14 The outcomes from reviewing the strategies that increasing sport and physical activity can impact have been split across the relevant themes and outlined overleaf, to be implemented as the strategic objectives for Trafford.
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Figure 10 – Key Outcome Themes
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Stage 2 - Insight Introduction
2. Stage 2 of Sport England’s Strategic Outcomes Planning Guidance: Develop Local Shared Understand your community and your place Outcomes for Your Place 2.1 Identifying current barriers and opportunities for behaviour change in a place will inform where future interventions will make the biggest sustainable impact.
2.2 Taking time to understand what contribution the wider physical environment and infrastructure in a place can make is important. This can enable more people to get active through active design.
2.3 Bringing all the elements developed to date together to identify a ‘current state position’ for a place will form a needs analysis that can be used by the Council to identify where it wants to be in the future.
2.4 This will enable tangible objectives to be identified that contribute towards wider local strategic outcomes in a place and provide the foundation to support the development of interventions.
2.5 The four steps within this stage are: Step 1A – gather insight from the local community and stakeholders to identify barriers and opportunities for behaviour change;
Step 1B – consider the contribution from the wider physical and social environment;
Step 1C - establish where you are now and where you want to be in the future;
Step 1D – agree the objectives needed to contribute to shared local strategic outcomes
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2.6 To recognise what outcomes sport and physical activity need to impact it is important to understand where Trafford is now, who is and is not taking part in physical activity, the local situation and demographics of Trafford.
2.7 It is important to understand the local situation and demographics of Trafford and how they compare to Greater Manchester as a whole. Local community requirements and behaviour change should be considered, which will influence future service and facility requirements. This section focuses on:
Current Levels of Activity; Health Profile; Trafford Catchment and Demographics; Known Users - an assessment of known users who are currently using facilities and thus who are not taking part
2.8 Data reviewed in 2018 highlighted specific issues and hotspots at a very local level which can help future focus and have been included in the following section.
2.9 Significant work has also been undertaken by the Local Delivery Pilot which started in 2017 and has helped identify local areas within Trafford that require support, including work on how to overcome barriers to participation in physical activity.
2.10 Current Levels of Activity - Active Lives Survey
2.10.1 The categories of physical activity follow the guidelines set by the UK Chief Medical Officer (CMO) and are defined below:
Figure 11 – UK Chief Medical Officer physical activity guidelines by age
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2.10.2 The levels of physical activity for adults in Trafford are detailed below with data from November 2018-2019 on the left and May 2019-2020 on the right. The levels are good and better than regional and England averages and there has been a significant increase of active adults in Trafford, but 20.6% of Trafford adults are still not meeting the national guidelines for physical activity.
2.10.3 The May 2019-2020 annual data includes the lockdown period of mid-March to mid- May 2020 when physical activity choice was restricted. Across most of England this resulted in lower activity levels - active adults fell by 7.1%, or just over 3 million (see section 2.15 Covid-19 implications).
Figure 12 – Adult Physical Activity Levels of Trafford compared to England56
5 Sport England Active Lives Data Nov 2018 – Nov 2019 (published April 2020) 6 Sport England Active Lives Data May 2019 – May 2020 (published October 2020)
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Figure 13 – Children Physical Activity Levels of Trafford compared to England7
2.10.4 It can be seen that across Trafford children are more active every day, 47.5% compared to the regional (41.2%) and England average (46.8%). However, there are still 52.5% of children in Trafford that are not meeting the national guidelines.
2.10.5 The graph below demonstrates that those children who are active every day cited they were happier. If 52.5% of Trafford children are not active this would imply they are less likely to be happy. There is scope to increase children’s activity levels in Trafford with a view to encouraging them to continue exercise into adulthood for physical and mental benefits.
Figure 14 – Sport England Active Lives – September 2018 – July 2019
7 Sport England Active Lives Data Nov 2018 – Nov 2019 (published April 2020)
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2.10.6 There is a positive association between activity levels and mental wellbeing, some activity is good, more is better. The Active Lives Survey also highlights the impact of physical activity on mental health and loneliness, the key findings are:
As activity levels continue to increase, people are getting the benefits with regards to mental wellbeing; Those people who are active are more satisfied with their life, happier and feel that the things they do in their life are more worthwhile than those people who are inactive; and, People who are inactive have more anxiety than those who are active
Figure 15 – Sport England Active Lives – November 2018 – November 2019 (Published April 2020)
2.10.7 As can be seen by the diagram below people who engage in sport and physical activity are less likely to feel lonely. In addition, adults who volunteer are less likely to feel lonely than those who don’t.
Figure 16 – Sport England Active Lives – November 2018 – November 2019
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2.10.8 Loneliness is particularly prevalent amongst certain groups with loneliness higher and satisfaction with life lower for8; the youngest and oldest age groups; women 7% (vs men 5%); adults with a disability or long-term health condition (16%); lower social groups (NS-SEC 6-8, 12%) and students/other (NS-SEC 9, 10%); and, adults from mixed (12%), Asian - excluding Chinese (9%), other (9%) and Black ethnic (8%) backgrounds.
2.10.9 Some of these groups are represented in Trafford. These groups have the most to gain through engagement in sport and physical activity.
2.10.10 Work has already been done to identify specific local areas and hotspots which have low physical activity levels so therefore require future focus. As the map below shows there is a large discrepancy between low levels of activity (red) and therefore areas to focus on such as Bucklow St. Martins 34% inactive (2,133) and Stretford and Gorsehill 29% inactive (1,529) and more active areas such as Ashton & Mersey, Brooklands and Hale Central which are 70% active.
Figure 17 – Physical activity levels in Trafford
8 Sport England Active Lives November 2018/19 (published April 2020)
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2.10.11 Cost of Inactivity Physical inactivity costs the NHS in the UK around £1 billion per year9 The annual cost to the NHS of physical inactivity in Trafford Borough is estimated at £4.8m10 therefore encouraging residents of Trafford to be more active is beneficial as authorities with higher physical activity levels tend to have a lower annual cost to the NHS.
2.11 Local Health in Summary
2.11.1 The figure below sets out a comparison of key life expectancy information of Trafford compared to England. This helps inform future priorities for physical activity services.
Figure 18 – Local Health Life Expectancy Infographic
9 Physical activity and the environment - NICE guideline [NG90] Published date: 22 March 2018 10 Sport England mini sports profile Trafford 2016
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2.11.2 As can be seen in the data above, residents of Trafford are physically active but still 57.3% are obese or overweight and 17.7% of Year 6 children are obese. Whilst being physically active will benefit those who have excess weight, signposting with partners to encourage healthy eating would also be beneficial.
2.11.3 The 2018 hotspot data identified areas of obesity amongst adults to be highest in eastern areas of Gorsehill (29%) followed by areas between Broadheath and St. Mary’s (27%) – both in the highest quartile nationally.
Figure 19 – Obesity among adults in Trafford
2.11.4 The 2018 hotspot data identified areas of obesity among children in Year 6. As identified in the map overleaf the areas of Bucklow St. Martins (27%) have the highest obesity levels in this age group followed by eastern Gorse Hill (26%) and northern parts of Longford (25%) all in the highest quintile nationally.
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Figure 20 – Obesity among children in Year 6
2.11.5 Levels of deprivation for Trafford, as depicted in the map overleaf, show the wards with areas of highest levels of deprivation are in Bucklow St. Martins, St. Mary’s followed by Longford, Stretford and Broadheath. As residents from deprived areas are less likely to be active and have entrenched health inequalities it is important that leisure centres encourage low-income groups to participate in physical activity.
2.11.6 This will need to be considered when considering priorities for service provision in relation to residents of deprived areas and whether services provide sport and physical activity provision for low-income residents.
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Figure 21 – Map of Multiple Deprivation – Trafford
2.11.7 Partington Sports Village is close to areas of deprivation in Partington, so is therefore serving residents from low-income households who are able to use the facilities and represented. The LDP is focused specifically in this area due to the high levels of inactivity.
2.11.8 The recently published Sport England Active Lives data revealed that:
Those in routine/semi routine jobs and those who are long-term unemployed or have never worked (NS-SEC 6-8) are the least likely to be active (54%) and most likely to be inactive (33%).
2.11.9 The Covid-19 pandemic has exacerbated inequalities associated with physical inactivity. Recent Sport England research has shown that while intentions and attitudes to exercise are positive during lockdown, inequalities still exist in those who are getting active. Those from lower socio-economic groups, older people, Black, Asian and minority ethnic (BAME) groups and women are all less likely to be active, with these results also seen in activity levels prior to the current crisis.11
11 https://www.sportengln.org/news/surge-appreciation-exercise-and-activity-during-lockdown 22 May 2020
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2.12 Catchment and demographics
2.12.1 The current population statistics are important to set out the profile of the local area. However, projected changes in the profile are equally important to allow consideration for the services going forwards.
2.12.2 The services going forward will need to reflect the future and current population profile of the area. This section sets out current population statistics as well as the projected changes in the profile with a focus on the key leisure centres.
Figure 22 – Trafford Demographics Infographic
2.12.3 As mentioned in the infographic above, the largest increase in age groups is in the 75-79 years with 45-49 years the prevalent age category in Trafford by 2040 compared to 35-39 years being the biggest age group in 2020.
2.12.4 This shift in dominant age combined with increases in the 75-79 years group will impact facility requirement, facility mix and future programming as these age groups are likely to have different leisure interests.
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Figure 23 – Trafford Population Density
2.12.5 There are higher levels of population density pockets within Trafford mainly in Partington to the west, then along the A56 through Altrincham in the south, Sale, Stretford and Old Trafford into the centre of Manchester.
2.12.6 Compared to the England average, Trafford has lower levels of ethnic diversity than in the rest of the UK. Programming still needs to ensure there are activities that cater for all residents to encourage participation e.g. women’s only swimming.
2.12.7 Population figures, future predictions and housing development population growth estimates can be found in Appendix 3.
2.12.8 In summary, the population of Trafford is predicted to increase from 238.8 in 2020 to 248.3 in 2030 to 257.1 by 2040 with a decline in 5-9 years, 20-24 years and 35- 39 years.
2.12.9 The largest increase in age group is 75 – 79 years category (by 51%) but 45-49 years is the prevalent age group by 2040. 35-39 years is the biggest age group in 2020
2.13 Who currently uses the leisure facilities?
2.13.1 To identify which Trafford Borough residents currently use the leisure facilities and who do not use the centres, an analysis was undertaken by Leisure Database. This covered;
Member mapping Demographics Membership analysis
2.13.2 The Local Delivery Pilot has used insight and knowledge to identify the MSOA of Bucklow St Martins (Partington and Carrington) as a community of focus, given the
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numerous health and socio-economic inequalities that span all three of the Local Delivery Pilot’s target audiences. 2.13.3 These target audiences for the LDP are;
Children and Young People aged 5-18 in out of school settings; People out of work, and people in work at risk of becoming workless; and, People aged 40-60 with, or at risk of, long term conditions specifically cancer, cardiovascular disease and respiratory disorders.
2.13.4 Member Mapping
2.13.5 Trafford Leisure manage 10 facilities across Trafford which have over 16,000 members between them. Mapping of the members (users) showed that 88% of the total live within the Trafford local authority area.
2.13.6 The dot map overleaf shows the Trafford Borough, the ten leisure sites and all users. The 12% of users that live outside Trafford primarily come from Chorlton, Northern Moor and Baguley (to the east). There are also small clusters coming from Lymm (south west), Irlam (west) and Eccles and Tyldesley (north).
Figure 24 – Trafford Member Dot Map
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2.13.7 Membership Analysis
2.13.8 Using Mosaic, a detailed segmentation system, each postcode was assigned a Mosaic code. To ensure we are comparing like with like, the leisure centre users have been cut down to just those that live within Trafford and have been compared to the total population in the same area. This provides a demographic profile of leisure centre users and the local population showing how well the Trafford facilities are penetrating the market. Full Leisure Database report details and mosaic montages can be found in Appendix 4.
2.13.9 Key findings of the membership analysis are: 5.9% of the Trafford population currently use one of the leisure centres12. As shown in Figure 25 below, the largest share of population is aged 45 to 54 years; over 35k people in Trafford fall into this age bracket, equivalent to 10% of the total, however, they are under-represented as leisure centre users. The largest share of known users fall into 5-9 years age group, equivalent to almost 35% of the total membership. Around 80% of these 5-9-year-old members are swimming lesson pupils, with around 10% are attending gymnastics courses. 0-14 years are over-represented, this then switches as 15-year olds and upwards are under-represented. The most under-represented age group to use Trafford leisure centres, perhaps not surprisingly, is 85+ year olds. New future facility developments and services would need to include programming that would encourage more of the 15 years upward age groups to participate. Of the members living within Trafford, 55% are female compared to 45% male. In Trafford, the gender split is 51% female vs 49% male. This shows that females have a higher propensity to be members of the leisure facilities, which is positive to overall gender participation levels, and is a common trend seen across the industry.
Figure 25 – Trafford Leisure Members (target) vs Total Trafford Population (base) graph
12 This compares to 15.6% total fitness members, 5.1% penetration rate for public gyms (2019 State of the UK Fitness Industry report) Not directly comparable as for gyms only but provides and idea.
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2.13.10 A mosaic classification has been undertaken for the Council area as well as the members, this is shown below.
2.13.11 The figure below shows that 14,024 leisure members live within Trafford. The total population in this same area is 237,101. This means that 5.91% of the Trafford population currently use one of the facilities managed by Trafford Leisure.
2.13.12 The review shows that: The largest known member group is ‘Domestic Success’ at nearly 27% and is the most prominent group in Trafford accounting for 19.5% of the population. The next largest resident group is ‘Prestige Positions’ at 12.8% but this group is under-represented in leisure centres. ‘Aspiring Homemakers’ make up 10.8% of the population in Trafford followed by ‘Suburban Stability’ with 8.5% of the population, both these groups are over- represented at the leisure centres.
Figure 26 – Trafford Mosaic Group Penetration Summary13
Mosaic UK - Group
Target % Base % Pen Index 0 50 100 150 200
A City Prosperity 120 0.9 2,088 0.9 5.75 97
B Prestige Positions 1,475 10.5 30,245 12.8 4.88 82
C Country Living 23 0.2 670 0.3 3.43 58
D Rural Reality 4 0.0 121 0.1 3.31 56
E Senior Security 1,469 10.5 23,876 10.1 6.15 104
F Suburban Stability 1,452 10.4 20,145 8.5 7.21 122
G Domestic Success 3,779 26.9 46,144 19.5 8.19 138
H Aspiring Homemakers 1,690 12.1 25,650 10.8 6.59 111
I Family Basics 1,123 8.0 21,849 9.2 5.14 87
J Transient Renters 286 2.0 7,622 3.2 3.75 63
K Municipal Challenge 170 1.2 5,405 2.3 3.15 53
L Vintage Value 293 2.1 13,406 5.7 2.19 37
M Modest Traditions 304 2.2 5,270 2.2 5.77 98
N Urban Cohesion 594 4.2 14,752 6.2 4.03 68
O Rental Hubs 1,227 8.7 19,858 8.4 6.18 104 14,024 - - 237,101 - - 5.91 - -
13 The index shows whether it is a comparison. An index of 100 means the percentage of members is equal to the percentage of the population. An index below 100 means the percentage of members is lower than the population; so, the group / type is under-represented (not performing well). An index score above 100 means the percentage of members is higher than the population. This means the group / type is overrepresented (performs well). The bar chart shows the index score – all bars to the right of centre (centre being 100) are over- represented while all bars to the left of centre are under-represented.
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2.13.13 Opportunities for future focus:
The Council has already identified areas of high deprivation and low levels of physical activity and created links and partners within those areas e.g. Partington through the LDP. ‘Prestige Positions’ can afford to pay high prices so historically may prefer to use a premium private health club. People are prepared to pay for a good facility so new future facility developments may be appealing to this group who are likely to pay for good services. Focus on the people within the ‘Family Basics’, ‘Vintage Value’ and ‘Urban Cohesion’ groups as these people will benefit most from increased levels of sport and physical activity. These groups may need to be subsidised. ‘Vintage Values’ – Consider specific programmes for these groups to improve their representation. ‘Vintage Values’ mainly live in towns, option of walk to park, gardening activities, Tai Chi, yoga, 60+ swimming, older people’s network etc.
2.13.14 Further information on the make-up of these groups is shown below;
Figure 27 – Prestige Positions mosaic profile
Figure 28 – Family Basics mosaic profile
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Figure 29 – Urban Cohesion mosaic profile
Figure 30 – Vintage Value mosaic profile
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2.14 Consultation
2.14.1 Trafford Council undertook consultation to investigate attitudes and behavior around physical activity and to find out what the opinions are, and awareness of, Altrincham Leisure Centre and what would encourage residents to use this leisure facility in the future. The consultation comprised of three elements; stakeholder consultation, public community consultation (online and events) and in depth disability focus groups.
2.14.2 Trafford Council is investigating how they can maximise the investment via the facility mix and services that can be offered. Some of the areas for feedback sought was:
Reducing Inactivity – Future facility developments should provide facilities to maintain physical activity amongst the active, but the challenge will be how the investment can increase activity for the currently inactive. Target Audiences - Each of the localities will have different priorities and bespoke plans to target specific groups for intervention will be required. Service Integration - Are there opportunities for co-location and/or integrating services within each locality where possible. Behaviour Change - Can the facility mix, design and services provided influence a change in behaviour? Facility Mix - To look at the inequalities in the levels of in-activities. How to create linkages to the wider physical environment and linking indoor/outdoor spaces14.
2.14.3 The development proposal put forward for the public consultation was aimed specifically in the area of Altrincham although the online consultation was also extended to Trafford Leisure members. Wider borough feedback should also be considered.
2.14.4 Altrincham Stakeholder Consultation
2.14.5 Trafford Council had a one to one discussion with key stakeholders over different topics and stages in relation to shared objectives and concerns. The main outcome was that all stakeholders supported the development of a new leisure centre in Altrincham.
14 Leisure Centre Investment Trafford Council August 2019
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Table 1 – Altrincham Leisure Centre key stakeholders Organisations consulted Trafford Leisure Pennine Care (now Manchester Foundation Trust – MFT) Bluesci Altair Network Rail The Design Council Altrincham Neighbourhood Business Plan Clinical Commissioning Group Trafford Public Health
2.14.6 The key themes that the stakeholders focused on can be see below and include: Working with Manchester Foundation Trust (MFT); Ensuring accessibility; Improving the health and wellbeing of Altrincham by increasing physical activity
2.14.7 The stakeholder leisure centre priorities are shown below with health & wellbeing being the most important followed by inclusion and accessibility, increase participation in leisure activities then to provide excellent facilities and services.
Figure 31 – Altrincham Leisure Centre stakeholders key themes
Health & Wellbeing
Increase Consultation Inclusion and Common participation Themes accessibility
Provide excellent facilities and services
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Table 2 – Altrincham Stakeholder Key Themes & Concerns
Themes Concerns Social prescribing and referrals to Trafford The leisure centre not working in partnership as Leisure in relation to more independent much as they can rehabilitation Physios and how they would use the building The wider locality of working as one in terms of with their patient connectivity and access Flexible space for use by the community, partners and Trafford Leisure Improving levels of physical activity Providing excellent facilities and a building that fits Altrincham
2.14.8 More detailed specific stakeholder themes and concerns can be found in Appendix 2
2.14.9 Public Consultation – Online
Online Questionnaire One – 389 respondents 92% were members of Trafford Leisure Online Questionnaire Two – 203 respondents 85% were non-members of Trafford Leisure
2.14.10 Public Consultation One - members
2.14.11 Activity Rates – of these survey respondents the majority of residents were meeting the Chief Medical Officer (CMO) activity guidelines, which is not surprising as they were members of the leisure centres. There is an opportunity to persuade those inactive respondents to participate and engage and encourage those ‘just starting’:
82% of respondents were active for at least 30 to 60 minutes a few times a week or daily 4% were physically active less than 30 minutes a week which would be classed as inactive 80% of respondents were either “just starting” (15%) or “keeping it going” (65%).
2.14.12 The survey identified the main reasons people used the facility were; Swimming, lessons, children’s activities, classes and the gym
2.14.13 Respondents cited that the most important facilities are; pools, gym, classes, sports halls and badminton
2.14.14 Barriers to participation - The survey identified the following reasons and barriers why residents are not using the leisure centres; poor condition and cleanliness of the facilities; parking (charge / poor condition); and, opening times that the facilities are available, especially the water space
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Figure 32 – Public Consultation – Barriers to the use of Altrincham
2.14.15 Encouragement factors - The survey found that the main encouragement factors to start using the local leisure centres are;
More and better facilities, classes; Local groups at the leisure centre including taster sessions; and, Cost - Free or cheaper charges for children and over 65s.
2.14.16 New Facilities wish list - the most common requests regarding new facilities were:
Main (25m) pool – 88% of respondents; Kids pool – 71% of respondents; Gym / Fitness suite – 56% of respondents; Sports hall – 40% of respondents; Fitness classes – 40% of respondents; Wellbeing spa – 39% of respondents; and, Café – 30% of respondents.
2.14.17 Public Consultation Two – non-members
2.14.18 Activity Rates – of these survey respondents the majority of residents were meeting the CMO activity guidelines (whilst they were not members of TL, the questionnaire was self-selection, so likely to be undertaken by those with an interest in sport / fitness). There is an opportunity to persuade those inactive respondents to participate and engage and encourage those ‘just starting’.
77% of respondents were active at least 30 to 60 minutes a few times a week or daily. 9% were physically active less than 30 minutes a week which would be classed as inactive.
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83% of respondents were either “just starting” (9%) or “keeping it going” (73%) which is similar to the Trafford Leisure members Some people did not have a desire to use a leisure centre to keep active but preferred to use the outdoor environment for their physical activity.
2.14.19 Barriers to participation - The survey identified the following reasons and barriers as to why residents are not using the leisure centres;
poor condition of the facilities; the time that the facilities are available (same as the members survey above); lack of single sex facilities; and, personal time restrictions, competition from other providers and lack of motivation
2.14.20 Encouragement factors - The survey found that the main encouragement factors to start using the local leisure centres are;
Cheaper cost and options; More, better and varied facilities; Single sex facilities; Local groups at the leisure centre including taster sessions; and, The respondents suggested facilities that would encourage more physical activity including skate parks and physio rooms
2.14.21 The table below highlights the common themes between the Trafford Leisure member and non-member consultations. As can be seen the barriers and encouragement factors are very similar which can be taken into account for future programming and leisure provision.
Table 3 – Executive summary of consultation at Altrincham Leisure Centre
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2.14.22 Public Consultation – Events
2.14.23 Questions were asked at two public events in June / July 2019. The key findings are outlined below;
Table 4 – Public Consultation events key findings Theme Feedback Barrier to use Cost, condition, online options, pool temperature, accessibility (raised as being limited for both participants and spectators), changing room set up, pay and play options and size of facility Encouragement Cost, quiet time discount, pool availability, family option, free for carers, factors accessibility, teenage options, fitness / weight club option, older person options Wider Site Linking the leisure centre to the wider site so it will work as one site along with good parking (free to leisure centre users) Leisure Centre Use Service received from staff, proximity of parking, variety of facilities were seen as important along with pool space / availability and good changing facilities Facilities Pools were the most important aspect followed by parking, café and spa. A wide variety of other facilities and services were mentioned (see quotes below) Look and Feel of Teaching aids built into design, greenery on the outside, modern, facility comfortable, clean, maintained, active public realm, welcoming, safe, large
2.14.24 Barriers to use – the feedback in the table above is reiterated by the following comments with cost, cleanliness, condition of facilities mentioned as barriers to using the leisure centre.
Figure 33 – Public Consultation – Barriers to the use of Altrincham Leisure Centre
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2.14.25 Encouragement factors – As highlighted in the comments below cost, youth, pensioner and disability provision were all seen to be factors that would encourage people to be more active.
Figure 34 – Public Consultation – Encouragement suggestions to make more people more active more often
2.14.26 Many of these barrier and encouragement factors can be addressed through tailored interventions e.g. programming, pricing which will be included in stage 3 of the report.
2.14.27 In Depth Focus Group Findings – Disability
2.14.28 Trafford Leisure hosted a number of disability workshops to find out barriers to participation and what factors and recommendations would encourage them to use the leisure centre more.
2.14.29 Key Findings - The main feedback from these workshops were; basic accessibility of buildings not being up to modern accepted standards; poor maintenance resulting in ineffective procedures and frustrating experiences; and, car park surfaces being uneven and disabled spaces being too small
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2.14.30 Points for Consideration – Barriers to participation raised in the disability focus groups and practical suggestions that would encourage them to use the leisure centre more can be seen below.
Figure 35 – Disability focus group – points for consideration
Figure 36 – Disability focus key findings / interventions include:
Existing Improvement Suggestions Car parking, not enough disability spaces and not wide enough Consider drop off fully – test and learn when being designed Broken pavement / rubble / potholes No accessible toilets / hoists that are fit for purpose Noisy / no quiet space or space for enjoying as a complete family Lifts broken or not big enough Nowhere to store wheelchair if did manage to get in pool or activity Better promotion of activities on offer, promote through charities (where people with disability are already connected) Pool temperatures (too cold) Fear of falling is a major concern – basics such as shelf for shower gel / shampoo / rails New design, programming, building recommendations Hydro pools – Could really help with managing conditions Opening up facilities from the educational sector – Would increase the availability of vital facilities Training staff – All staff need an awareness on best methods to engage and support as well as having specialists Space in all areas such as café – The whole building needs to be accessible for all Physios – Need access to a flexible space and access to the other facilities to promote a positive transition to independent rehabilitation Lighting and noise can have a significant impact on the experience of an individual using the leisure centre. Dimmed lights, lower volumes and no tannoy can open up access to a building
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Activities need to be opened up by Trafford Leisure making reasonable adjustments such as gymnastics Fitness equipment kit that is designed to be accessible would increase the accessibility of a fitness suite Digital technology needs to have an equalities impact assessment to ensure that this development does not make facilities less accessible, for example for people with a visual impairment Flooring, wall covering, glass, signage etc. also needs to be considered in terms of contrast, feel, light and accessibility impacts
2.14.31 Consultation Summary
2.14.32 As noted previously the consultation was specific to Altrincham so a wider Borough consultation would be beneficial. The information gathered from the series of consultations is useful in gauging stakeholder opinion and buy-in and recognising the attitudes of residents towards participation in physical activity.
2.14.33 The image below shows the differences and similarities between the stakeholder and public priorities. As can be seen health & wellbeing, increase participation, excellent facilities and services are common themes for both.
Figure 37 – Public Priorities vs Stakeholder Priorities
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2.14.34 The consultation provides useful feedback on barriers and encouragement factors to increase participation which can be addressed through tailored interventions e.g. future programming and pricing policies, these will be set out in Stage 3 - ‘interventions’. The consultation suggestions for a future facility mix and leisure provision are also included in the ‘interventions’ section of this report.
2.14.35 Both the public consultations showed that cleaner, improved and quality facilities with increased opening times would encourage people to use them more often. ‘Prestige Positions’ who are currently under-represented may be persuaded to use a new leisure centre and pay for good facilities and services.
2.14.36 Accessibility (both inside and out) was another key theme that transpired from the consultation for all users, in particular the disability focus group. Parking was an important aspect of accessibility highlighted by respondents as access to the leisure centre is mainly by car. However, there is scope for more people to use Active Travel options to visit the leisure centres with residents commenting and appearing to be open to the idea of linking a leisure centre to walking, cycling routes etc. if the infrastructure is provided, which is encouraging. This would need to be incorporated into the wider plan.
Table 5 – Combined Consultation Considerations
Theme Conclusions / Considerations Inclusion Focusing on enabling use by people with a disability.
Focus on improving health and wellbeing and increasing participation levels as well as ensuring inclusion and accessibility, especially for key groups; (5 - 18 age group, 40 - 60 age group with long term conditions and adults in long term unemployment or at risk of short-term unemployment). Wider Site Focus on linking an active outside space and using the outside space and environment to increase physical activity levels.
Masterplan is required to ensure that the wider site works together, linking design into the wider plan.
A transport survey has been commissioned and is underway.
Investigation of parking cost for customers as well as location and route to leisure centre to improve journey. Partnership / Partnership working is fundamental in terms of allowing the facility to work to its Co-Location maximum capacity and be effective
Maximising the community use including the café space / other space / usage of building by partners by for example physios, GPs, clinics etc. Operational / Facility Effective Charging Structure
Excellent Facilities and Service
Swimming is key and increasing capacity of the water space is critical.
Maximising flexibility of change areas to allow single sex change option.
Modern fitness suite keeping up with the trends with variety of different fitness classes scheduled for all to increase accessibility for all.
A spa focusing on health and wellbeing is important to the community and it being multi-functional for other consultations.
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2.15 Covid-19 Implications
2.15.1 The consultations above took place before Covid-19 lockdown one restrictions which has changed how people are physically active. The consultation work is still relevant but will need to be taken in a pre-lockdown context as residents’ activity habits are likely to have changed.
2.15.2 The infographic below documents the different physical activity participation pre lockdown (impact), during lockdown (response) and post lockdown (recovery) which is useful to shed some understanding on people’s behaviour in relation to sport and activity over the course of lockdown.
2.15.3 The next stage is how and when centres and clubs reopen in the ‘new normal’ adjusting to people’s consumer confidence, change in behaviour, new habits and attitude to sport and physical activity post lockdown. There is emerging data on the impact on the leisure market which will be addressed in stage 3 and 4 of this report.
Figure 38 – ukactive Report infographic - participation at facilities changed throughout early 2020, as the spread of Covid-19 intensified.
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2.15.4 Sport England Active Lives Report - Covering the period from mid-March to mid- May, the recent Sport England Active Lives May 2019-20 coronavirus report provides the picture of sport and physical activity during the early stages of the coronavirus (Covid-19) pandemic.
2.15.5 This report reveals that, despite large numbers of adults switching into alternative activities, the overall number of regularly active adults did fall due to the disruption caused by the pandemic when there were fewer opportunities to be active.
2.15.6 During the mid-March to mid-May (phase 1 – full lockdown one) period, the number of active adults fell by 7.1%, or just over 3 million, whilst inactivity levels rose by 7.4% or 3.4 million adults as shown below.
Figure 39 – Sport England Active Lives Coronavirus Report (published 22 Oct 2020)
2.15.7 Gender - However, the negative impact on activity was lower for women across the mid-March to mid-May period: Women saw a smaller drop in activity levels (- 1.2m/-5.4%) than men (-1.8m/-8.9% active) compared to 12 months earlier. Indications are that women found it easier to adapt to online and at-home alternatives and are also more likely to walk, so levels remain unchanged. Conversely, men are more likely to take part in team and racket sports than women, both of which were severely restricted during this period and saw large drops.
2.15.8 Ages - 16-34 With a drop of 10.1% or 1.4m people, the 16-34 age group has been hit hard by the pandemic. The proportion who were active dropped to below two- thirds during this period. Whereas activity levels amongst the 35-54 age group have shown more resilience than other age groups.
2.15.9 The 55-74 and 75+ age groups were seeing strong growth in activity levels until the pandemic hit, and both groups saw a sizable drop across the mid-March to mid- May period as a result of it.
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2.15.10 Social Economic - The negative impact of the pandemic over the initial phase of lockdown disproportionately impacted those from lower social groups (NS-SEC 6- 8).
2.15.11 Disability - With disabled adults and those with a long-term health condition asked to shield, their activity levels decreased.
2.15.12 Ethnicity - The pandemic has widened the inequalities observed between ethnic groups. Drops in activity levels were larger amongst those from Asian (excluding Chinese), Black and other ethnic backgrounds - indicating they have found it harder to find new ways to stay active.
2.15.13 It is worth Trafford Leisure monitoring these trends to see if the groups of people mentioned above return and are represented in Trafford leisure centres on re- opening.
2.16 Consider the wider environment where people choose to be active
2.16.1 This section looks at how the wider physical environment and infrastructure in Trafford Borough can enable more people to get active through active design. This is considered in three ways: Connectivity of the town, Active Travel Routes; cycling, walking and public transport. Active Design - How the environment within the local authority district will support and encourage sport and physical activity, particularly using the opportunities of the many open spaces. How future transport links and methods can contribute to ease of access to a local leisure centre.
2.16.2 The wider active environment is relatively well-mapped in Trafford with references in various strategies to Active Travel, Transport and Recreation. This is important for both local communities and workers accessing leisure facilities.
2.16.3 In the light of Covid-19, Trafford Council has announced more active travel initiatives. Any new replacement leisure centres should include an Active Travel Plan as transport and accessibility to any leisure centre is key to encouraging more use of leisure facilities. This should be extended to focus on working with existing stakeholders who have an interest in the active environment, active design (e.g. parks and open spaces, and planning).
2.16.4 As depicted in the figure overleaf, Trafford has mixed accessibility to public transport. However, within Stretford and Altrincham there are high levels of accessibility which will contribute to supporting links to the local leisure centres.
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Figure 40 – Public Transport Accessibility for Trafford15
2.17 Active design
2.17.1 Sport England provides a number of best practice tools and guidance for Planning for Sport. Sport England’s Active Design guidance (soon to be superseded by Active Environments), has been developed in partnership with Public Health England, https://www.sportengland.org/facilitities-and-planning/active-design/. It provides ten principles to inspire and inform the design and layout of cities, towns, villages, neighbourhoods, buildings, streets and open spaces to promote participation in sport, physical activity and active lifestyles.
15 Trafford Data Lab https://www.trafforddatalab.io/explore/#zoom=11.668963612858887&latlng=53.41476512629909%20- 2.360248245966117&dataset=public_transport_accessibility
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2.17.2 The ten principles are shown in the diagram below:
Figure 41 – Sport England’s Active Design guidance ten Principles
2.17.3 The environment where people choose to be active can be any place or space. How these spaces are designed and connect together to provide a coherent environment really matters. Place based thinking around a strategically planned physical environment can, in itself, encourage physical activity. In creating Active Environments there is a need to consider both the Physical and Social/Activation. An example of Active environments is shown below:
Figure 42 – An example of Active environments
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2.17.4 The National Planning Policy Framework (NPPF) sets out the requirement of local authorities to establish and provide adequate and proper leisure facilities to meet local needs. Paragraph 96 outlines the planning policies for the provision and protection of sport and recreation facilities.
Figure 43 – NPPF “Access to high quality open spaces and opportunities for sport and recreation can make an important contribution to the health and well-being of communities. Planning policies should be based on robust and up to date assessments of the needs for open space, sports and recreation facilities and opportunities for new provision. The assessments should identify specific needs and quantitative or qualitative deficits or surpluses of open space, sports and recreational facilities in the local area. Information gained from the assessments should be used to determine what open space, sports and recreational provision is required”.
2.17.5 Planning policies and decisions should aim to achieve healthy, inclusive and safe places (paragraph 91) which: a) promote social interaction, including opportunities for meetings between people who might not otherwise come into contact with each other – for example, through mixed-use developments, strong neighbourhood centres, street layouts that allow for easy pedestrian and cycle connections within and between neighbourhoods, and active street frontages; b) are safe and accessible, so that crime and disorder and the fear of crime, do not undermine the quality of life or community cohesion – for example, through the use of clear and legible pedestrian routes and high quality public space, which encourage the active and continual use of public areas; and c) enable and support healthy lifestyles, especially where this would address identified local health and well-being needs – for example, through the provision of safe and accessible green infrastructure, sports facilities, local shops, access to healthier food, allotments and layouts that encourage walking and cycling.
2.18 Active Transport
2.18.1 The National Planning Policy Framework February 2019, ‘Promoting Sustainable Transport’, mentions that transport issues should be considered from the earliest stages of plan-making and development proposals, so that: ‘opportunities to promote walking, cycling and public transport use are identified and pursued’
2.18.2 In April 2017, the Government published its first Cycling and Walking Investment Strategy16, setting out the Government’s ambition to make walking and cycling the natural choices for shorter journeys or as part of a longer journey. The ambition of the strategy is to deliver Better Safety, Better Mobility and Better Streets by 2040.
2.18.3 The strategy detailed the need to prepare a Local Cycling and Walking Infrastructure Plan (LCWIP)17 to take a strategic approach in improving conditions for, and thus increasing, walking and cycling.
16 Local and Walking Infrastructure Plan, Department for Transport, April 2017 17 Local Cycling and Walking Infrastructure Plans Technical Guidance for Local Authorities, Department for Transport 2017
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2.18.4 The recent Department of Transport – Gear Change A bold vision for cycling and walking (2020) highlights the many benefits of cycling and walking investment as seen in the infographic below.
Figure 44 – The benefits of cycling and walking investment18
2.18.5 Department of Transport – Gear Change ‘A bold vision for cycling and walking’ (2020) vision is;
“England will be a great walking and cycling nation. Places will be truly walkable. A travel revolution in our streets, towns and communities will have made cycling a mass form of transit. Cycling and walking will be the natural first choice for many journeys with half of all journeys in towns and cities being cycled or walked by 2030”
18 Infographic from DFT (2018) Government Response to Call for Evidence Cycling and Walking Investment Strategy: Safety Review (2018). Available at: https://assets.publishing.service. gov.uk/government/uploads/system/uploads/attachment_ data/file/758519/cycling-walking-investment-strategy- safetyreview.pdf
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2.18.6 The vision extends to healthier, happier and greener communities, safer streets, convenient and accessible travel as shown below. It also highlights the importance of active travel with better cycling and walking infrastructure being at heart of all transport policy and planning.
Figure 45 – Department of Transport future vision of cycling and walking in England
2.18.7 Important considerations for new facilities and services are transport links, and opportunities for ‘Active Transport’.
2.18.8 Greater Manchester
2.18.9 The Mayor’s ambition for Greater Manchester is for it to be “the best place in the UK to grow up and grow old in, to live and work in and to get on in life”.
2.18.10 The Made to Move report19 was published by the Greater Manchester Combined Authority (GMCA). It set out a 15-step plan to transform Greater Manchester and was unanimously adopted by the region’s ten district leaders.
2.18.11 The stated goal of the Made to Move strategy is: “To double and then double again cycling in Greater Manchester and make walking the natural choice for as many short trips as possible. We must do this by putting people first, creating world class streets for walking, building one of the world’s best cycle networks, and create a genuine culture of cycling and walking.”
2.18.12 On 29 March 2018, GMCA agreed to allocate £160 million of Greater Manchester’s Transforming Cities Fund to develop a Mayor’s Cycling and Walking Challenge Fund (MCF)20.
19 Made to Move, Greater Manchester Combined Authority, December 2017 20 Transforming Cities Fund, Greater Manchester Combined Authority, March 2018
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2.18.13 The Bee Network21 was published in June 2018 and is a vision to make Greater Manchester an easier place for people to get around on foot or by bike, by having a fully joined-up walking and cycling network.
2.18.14 Greater Manchester’s Cycling and Walking Commissioner states that the development of the “network is not for people who already cycle or walk for the majority of their journeys. Its focus is to enable the two thirds of people who currently use their car as their main mode of transport to walk or cycle more.”
2.18.15 This forms part of the Greater Manchester Transport Strategy 2040, originally published in February 2017, and was subsequently updated in October 201822 incorporating the walking and cycling infrastructure proposals. This includes Streets For All, a series of projects to make our streets more focused on people and places, rather than just vehicle traffic. 2.18.16 Trafford 2.18.17 Trafford Council recognises the importance of Active Travel and is currently developing a Trafford walking and cycling strategy. This strategy will align with the physical activity strategy and SOPM work. 2.18.18 The Trafford Corporate Plan 2018 – 2022 identifies actions under Priority 6 ‘Green and Connected’; to make it easier to move around the borough; to improve our transport links across the borough; and, to reduce the impacts of climate change in Trafford 2.18.19 The Corporate Plan also explains that; “Our green spaces are vital to the health and wellbeing of residents. Therefore, we will be encouraging their continued use throughout proper maintenance and promotion of active lifestyles. We will make sure our green spaces, streets, and other public spaces are clean, attractive and safe, and that residents, visitors, and businesses are actively involved in contributing to this. Similarly, a connected transport system is an important component of a good balance between work and family, thereby affecting the wellbeing of residents. It is therefore a priority to continue to improve our links of public and private transport.”
2.18.20 The Trafford Together document specifies under the ‘Green and Connected’ priority: Develop new cycling and walking routes through the Made to Move programme e.g. Beelines
2.18.21 The Trafford Health & Wellbeing Strategy ‘Live Well’ priority states ‘To reduce physical inactivity’ will be ‘through improved urban design, increasing activity in daily life, through active travel and promotion of sporting and leisure activities.’
2.18.22 As mentioned above more recently (21 May 2020)23, Trafford Council announced plans to support safe and greener boroughwide travel by creating a cycle lane along
21 Bee Network, Greater Manchester Combined Authority, June 2018 22 Greater Manchester Transport Strategy 2040 Progress Report (Feb 2017 – Oct 2018), Greater Manchester Combined Authority, October 2018 23 https://www.trafford.gov.uk/residents/news/articles/2020/20200521-Trafford-Council-announces-ambitious- plans-to-support-safer-and-greener-borough-wide-travel.aspx
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the A56 through the borough as part of its plan to improve cycling and walking options for residents and commuters.
2.18.23 This scheme received money from the Greater Manchester Mayor’s Cycling and Walking Challenge Fund. This is in response to the Covid-19 pandemic to help ensure people make essential journeys safely and also to deliver its longer term ambitions for a cleaner and greener transport network that will support and encourage more active travel and a reduction in car journeys.
2.18.24 The key focus will be on shifting road user priority away from motor vehicles and towards safer and more environmentally friendly ways to travel.
2.18.25 This is reinforced by a £21m scheme to improve facilities for walkers and cyclists across Trafford under the Transport for Greater Manchester (TfGM) proposals, £10.4m will be spent to create a safe, high-quality and attractive walking and cycling route linking Sale town centre, Sale Moor and Sale Water Park, connecting with Chorlton (Manchester) . West Trafford will also benefit from the Bee Network scheme, with an £11.5m proposal announced for the Urmston area. A range of improvements are planned, from upgraded crossings to improved signage24.
Figure 46 – Trafford Recent and Planned Cycling and Walking Infrastructure (July 2020)25
2.18.26 Trafford Council also promote a ‘Lift Share’ policy. Lift Share enables organised car sharing by connecting people travelling in the same direction so they can arrange to travel together and share the costs, whilst reducing congestion and pollution at the same time.
24 2nd July 2019 https://www.trafford.gov.uk/residents/news/articles/2019/20190702-Transport-bosses- announce-scheme-to-improve-Traffords-walking-and-cycling-facilities.aspx
25 Map taken from the draft Trafford walking & cycling strategy 2020
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2.18.27 The Altrincham Consultation 2019 asked several questions about the modes of transport to Altrincham Leisure Centre with car/motorbike being used the most (59%) followed by walking, run or self-powered (29%). When asked at public consultation events as to how people would like to travel to Altrincham Leisure Centre the adjacent comments were made.
Figure 47 – Altrincham Consultation – Modes of transport
2.19 Outdoor activity
2.19.1 The Borough wide key stakeholder consultation identified the importance of opportunities within green spaces e.g. Sale Waterpark, Mersey meadows, City of Trees and Altrincham Golf Course to help increase physical activity.
2.19.2 The consultation also noted that during lockdown Wigan undertook activities within housing estates, for example with Yoga at your Gate, and these types of activities would be beneficial going forward.
2.19.3 There are opportunities around the overall sites to improve outdoor facilities for physical activity and to promote activity across the generations. As cited in The Trafford Corporate Plan 2018 – 2022 highlights action in Priority 6 ‘Green and Connected.’ to encourage people to use our green spaces and be more active;
2.19.4 The Trafford Sport & Physical Activity Strategy outlines the Partnership’s ambition for Trafford which is under pinned by three key themes, one of which is; Active Places: concentrating on the transformation of our places and spaces to make physical activity the easy choice.
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2.19.5 Parks in Trafford Borough
2.19.6 There are numerous parks that are open to the public across Trafford. With the Green Flag Award scheme awarded to 11 of these parks in 2019/20 (see those with asterisk below). 7.8% of Trafford is covered by green space, 1.01% of this is open to the public (public parks, gardens and green space) which equates to 106.8 hectares, this is higher than the England average (0.8%).26
2.19.7 Parkruns are established in Longford Park (Stretford Parkrun), Sale Water Park and Seymour Park, with Walk for Health Trafford offering regular organised walks in the area to encourage physical activity within Trafford.
2.19.8 Couch to 5k has been successful with people starting at Sale Leisure Centre – 150 people and 70 completed, free of charge and very positive
Table 6 – Parks in Trafford sport facilities
Parks in Trafford Abbotsfield Park (tennis, bowling green) Lostock Park* (football, bmx, skate park) Ashton Park (tennis, basketball, bowling, Marje Kelly Park (football) football) Broadway Park (football) Moor Nook Park (basketball, bowling, football) Cross Lane Park (bowling, football, bmx, Moss Park (basketball, football) skate park) Dainewell Park (bmx) Navigation Park (bowling, football) Davies Road Newton Park (outdoor gym, football) Davyhulme Park* (tennis, basketball, Pickering Lodge (tennis, basketball, bowling, football, stake park) bowling, football) Denzell Gardens* Seymour Park (basketball, football) Flixton Park* Stamford Park (tennis, basketball, bowling, football) Golden Hill Park (bowling, football) Victoria Park* (tennis, basketball, bowling, football) Gorse Hill Park (basketball) Walkden Gardens* Halecroft Park (tennis, football) Walton Park* (tennis, bowling, football) Hullard Park* (bowling, football) Weathercock Farm (football) John Leigh Park* (tennis, bowling) Woodheys Park* (football) King George V Pool Woodsend Park (football) Longford Park (tennis, basketball, Woodstock Park bowling, football) Worthington Park* (bowling)
26 Source: OS data © Crown copyright and database right 2017. Ordnance Survey (OS) publish the locations and extent of green spaces that are likely to be accessible to the public. The data include the following types of green spaces: allotments or community growing spaces, bowling greens, cemeteries, religious grounds, golf courses, other sports facilities, play spaces, playing fields, public parks or gardens and tennis courts.
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Figure 48 – Map of parks in Trafford
2.20 Establish where you are now and where you want to be in the future
2.20.1 Following the insight gathered in this section combined with the outcomes identified in figure 10 these have been expanded in the table overleaf which sets out where Trafford is now and the future direction of travel.
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Figure 49 – Trafford strategic objectives now and in the future
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APPENDIX 1 – National Strategies
This section covers national strategies and the priorities to be considered when investing in sports, leisure and physical activity facilities and services and the outcomes that should be delivered.
Public Heath England recommendations for the amount of physical activity adults should undertake, as well as the actual levels of activity, are set out in the infographics below.27
Figure 50 – Recommended Level of Activity
27 PHE Health Matters: getting every adult active every day July 2016
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As shown, there is a wide gap between the recommended levels of activity and what the nation is actually achieving. In response to this, DCMS and Sport England have developed their own sports strategies and investment programmes to positively impact the levels of activity across England with particular focus on the inactive. We have taken the most relevant KPIs from the DCMS strategy.
Figure 51 – National strategies
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UK Chief Medical Officers' Physical Activity Guidelines – September 2019. These updated guidelines include recommendations for at least 150 minutes of moderate intensity activity per week, or 75 minutes of vigorous activity or a combination of both. For the first time, the guidelines also provide information on physical activity for: Disabled adults: physical activity provides the same benefits for disabled people as the rest of the population, such as improving fitness, making daily tasks easier and creating new opportunities to meet people. Any myths about physical activity being inherently harmful for disabled people should be dispelled. Pregnant women: specific benefits include reduction in hypertensive disorders, improved cardiorespiratory fitness, lower gestational weight gain, and reduction in risk of gestational diabetes. Women after childbirth: specific benefits include reduction in depression, improved emotional wellbeing, improved physical conditioning, and reduction in postpartum weight gain and a faster return to pre-pregnancy weight.
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Figure 52 – CMO guidelines 2019 for older adults
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British Medical Association (BMA) ‘Get Moving Report’, October 2019 - Steps to increase physical activity levels in the UK. This briefing examines the wide range of benefits of physical activity (see diagram below), the current low levels of physical activity in the UK and the significant inequalities that exist in levels of physical activity within the population. Policy recommendations are across four core parts of people’s lives – travel (increased investment in active travel), leisure (access to open spaces and recreation facilities), school (physical education recognised and protected as an essential part of the school curriculum) and work (encourage active travel).
Figure 53 – Benefits of Activity
DCMS School Sport and Activity Action Plan, July 2019. The government has three overarching ambitions for this plan: All children and young people take part in at least 60 minutes of physical activity every day. As set out in the Childhood Obesity Plan, at least 30 minutes should take place in schools, and the remaining 30 outside the school day. Children and young people have the opportunity to realise developmental, character-building experiences through sport, competition and active pursuits. All sport and physical activity provision for children and young people is designed around the principles of physical literacy, focuses on fun and enjoyment and aims to reach the least active.
The recent Department of Transport – Gear Change A bold vision for cycling and walking (2020) highlights the many benefits of cycling and walking investment as seen in the infographic below.
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APPENDIX 2 – Key Stakeholder Consultation Findings
Figure 54 – Stakeholder Findings
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APPENDIX 3 – Population Figures, Future Predictions and Housing Development Population Growth Estimate
Figure 55 – Trafford Local Plan Adopted 2012 – Housing Delivery
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Table 7 – Population Predictions ONS 2018 (green indicating an increase, red a decrease)
2018 2020 2025 2030 2035 2040 0-4 14,701 14,325 13,810 13,960 14,170 14,770 5-9 16,663 16,694 15,906 15,321 15,464 15,720 10-14 16,174 17,013 17,666 16,802 16,192 16,328 15-19 13,156 13,220 15,389 15,861 15,031 14,584 20-24 10,431 10,024 9,094 10,417 10,926 10,409 25-29 12,690 12,789 12,359 11,616 13,165 13,766 30-34 15,094 14,941 15,293 14,597 13,811 15,574 35-39 17,198 17,621 17,439 17,784 16,915 16,053 40-44 16,659 17,305 18,992 18,993 19,315 18,359 45-49 17,631 17,196 17,265 18,907 19,002 19,290 50-54 17,335 16,857 16,316 16,352 17,900 18,041 55-59 15,387 16,272 15,785 15,234 15,243 16,688 60-64 12,473 12,999 14,923 14,539 14,013 14,023 65-69 10,935 10,771 11,821 13,597 13,313 12,833 70-74 10,362 10,623 9,777 10,773 12,442 12,261 75-79 7,488 7,840 9,464 8,770 9,730 11,306 80-84 5,932 6,056 6,282 7,639 7,160 8,036 85-89 3,829 3,841 4,109 4,359 5,374 5,127 90+ 2,232 2,425 2,613 2,875 3,195 3,925 All ages 236,370 238,813 244,303 248,396 252,357 257,092
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APPENDIX 4 – Leisure Database full report
Full Leisure Database report sent to client separately
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Disclaimer
Although the information in this report has been prepared in good faith, with the best intentions, on the basis of professional research and information made available to us at the time of the study, it is not possible to guarantee the financial estimates or forecasts contained within this report.
Max Associates cannot be held liable to any party for any direct or indirect losses, financial or otherwise, associated with any information provided within this report. We have relied in a number of areas on information provided by the client and have not undertaken additional independent verification of this data.
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TRAFFORD COUNCIL
Report to: Executive Date: 25 January 2021 Report for: Decision Report of: Deputy Leader of the Council and Corporate Director Children’s Services
Report Title
Education and Early Years Basic Need and SEND Capital Report
Summary
The Council has a statutory duty to provide sufficient places in schools and early years settings and a duty to meet the needs of children and young people with special education needs and disabilities (SEND). To support the achievement of this duty, and to meet any risks in relation to school conditions and access, the Council has received Basic Need capital funding (for expansion of pupil places) of £18.102m for 2019/20, £0m for 2020/21 and an allocation of £7.842m for 2021/22. An allocation of £1.752m SEND Capital for 2018/19 to 2020/21. This report further details and updates on the progress that has been made on existing projects to meet demand for places predicted in 2019. To ensure sufficient primary school places in Sale for the 2020 academic year, the LA negotiated:
25 additional reception places in the Sale area as an emergency measure;
35 places in Year 5; and
15 places in Year 6.
Section 7: Proposed Options, sets out the Council’s proposals to address the shortfall of Primary and Secondary places along with the proposals for the SEND Capital Grant. All proposals are at the budget estimate stage and will be met from within the grant allocation available.
Recommendation
That the Executive agrees the proposals contained within this report as the detailed capital programme for 2020/21, specifically -
1. Agree to the reallocation of funding streams of Egerton High School and Page 109 1 Delamere School in order to carry out work to improve the facilities and expand provision for pupils with special education needs and disabilities (SEND) detailed in Appendix A: Proposed Capital Projects, SEND Capital Programme, Table 2. 2. Note the demand for primary and secondary school places, Section 2 and 3 and approve the proposal to expand Firs Primary from 2FE to 3FE as detailed in Section 7. 3. Note and agree the completion of previous schemes and the demand for early years places, Section 5.
Contact person for access to background papers and further information:
Name: Sarah Butters, Head of Service – Early Years and Access Karen Samples, Director of Education Standards, Quality & Performance
Extension: 912 1056 / 912 5100
Background Papers: None
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Relationship to Policy Ensuring a fair start for all children and young Framework/Corporate Priorities people Supporting our residents when they need it most
Relationship to GM Policy or Not Applicable Strategy Framework Financial The estimated capital cost of the schemes, now recommended for approval in Appendix A, is £5.180m which can be financed by capital grant from the DfE. Legal Implications: All changes to schools’ status, closure, expansion and amalgamation, and new schools, are subject to statutory processes, which will need to be adhered to as appropriate for each scheme. In addition, the Council has statutory duties in relation to the provision of school and early education places, including using its planning powers to secure provision. Equality/Diversity Implications Schools are subject to current legislation regarding Equality and Diversity Sustainability Implications School buildings are procured requiring successful contractors to meet required sustainability criteria. Resource Implications e.g. Staffing School buildings are assets that need to be / ICT / Assets maintained Risk Management Implications Operational risk of buildings closing if capital maintenance works not undertaken and insufficient school places Health & Wellbeing Implications The condition of School buildings affects the Health and Wellbeing of all staff and pupils. Health and Safety Implications All building work is subject to appropriate current Health and Safety/CDM regulations. Failure to respond to condition issues, which have health and safety implications, will find the Council in breach of the Health and Safety at Work Act.
1.0 Background
1.1 There has been a rolling programme of capital expansion across Trafford Schools in order to ensure that the Council is able to meet its statutory duty in relation to the provision of school and early years’ places. The Executive have previously approved the following schemes to increase capacity and the Table below shows progress to date.
Page 111 3 CAPITAL PROJECTS – PREVIOUSLY APPROVED SCHEMES
EXPANSIONS Additional School Description Progress Places 2 Schools Completed Sept 2010 140 3 Schools Completed Sept 2011 420 3 Schools Completed Sept 2012 203 2 Schools Completed Sept 2013 210 4 Schools Completed Sept 2014 770 5 Schools Completed Sept 2015 553 Oldfield Brow Expand from 1 to 2-FE Completed Oct 2016 210 Relocate to Cherry Manor Brentwood Completed Sept 2016 50 site and expand to 150 Worthington Expand from 40 to 1.5-FE Completed Sept 2016 35 Park Road, Sale Expand from 45 to 2FE Completed Sept 2017 105 Broadheath Expand from 2FE to 3FE Completed April 2018 210 Brooklands Expand from 70 to 3FE Completed Sept 2018 140 Gorse Hill Expand from 50 to 2FE Completed June 2019 70 Worthington Expand from 45 to 2FE Completed Nov 2020 105 Blessed Thomas Expand to PAN 290 On target Oct 2021 400 Holford CC Sale High Expand from 198 to 210 Ongoing 60
Total: 3,681
CONDITION / SUITABILITY ISSUES Two additional classrooms St Vincent’s to replace 2 very small first Complete Dec 2017 - floor classrooms.
1.2 Most of the schemes detailed have been completed to target date and on budget. There has been a small delay in some projects due to COVID-19, however projects in progress are all on target to complete in line with the revised agreed timetable.
1.3 The Council sets its priorities for the allocation of capital resources using these key principles:-
Ensuring there is an appropriate level of school places so every child has a school place and parental choice is maximised; Taking account of emerging and changing demographics, including inward migration; Supporting “Good” and “Outstanding” schools;
Page 112 4 Using the learning environment efficiently to enhance the provision of vulnerable pupils; Ensuring health and safety issues are identified, prioritised and addressed; Supporting growth and economic investment; Making judicious use of public resources including supporting infant and junior school amalgamations and promoting full forms of entry into infant, junior and primary schools.
2. School Place Demand – Basic Need – Primary
2.1 Primary Overview
In the 2020 admission round oversubscription was most prominent in Sale. On national offer day (16th April) 11 applicants, that had applied on time, could not be allocated a place at any of their preferred schools and could not be allocated a place at any other school within a reasonable distance because all those schools were oversubscribed. All 11 children lived in the Firs catchment area. In addition the LA received 39 late applications from Trafford residents. 4 of these lived in Sale and, again, they could not be allocated a place at any other school within a reasonable distance.
It was hoped that, as in previous years, sufficient vacancies would arise to enable local children to be accommodate. However, all the allocated places were confirmed as accepted. As a result, Trafford approached Worthington Primary School, where a planned expansion of 15 places for reception 2021 was already under way, to request that the school admit 15 additional pupils into the reception class. Worthington Primary School agreed to the measure and all 15 additional places were allocated. This did create some movement, allowing already allocated children to move to a preferred school. However, the 11 children in Sale East could still not be allocated a place at a local school. Instead places were allocated at St. Anne’s C.E. Primary School in Sale West, and at Broadheath and Navigation Primary Schools in Altrincham.
It did become clear that sufficient movement was not going to happen and that a number of the 11 children affected were amongst the most vulnerable children in the area. In an emergency measure the LA approached Firs Primary School, and it was agreed that the LA would fund an additional teacher in order to allow the admission of up to 10 additional children without contravening infant class size Regulations. The 10 additional children are currently accommodate in the existing open plan reception class area although a more permanent accommodation will be required as the class moves through the School.
In upper year groups oversubscription is also an issue in Sale East and West. In the Sale East Planning area, 35 additional places have been accessed early in Year 5, 20 at Brooklands Primary School and 15 at Worthington Primary School. 15 additional places have been accessed in Year 6 at Worthington Primary School.
2.2 Stamford Park Schools Update
In January 2018, outside the presumption to amalgamate process, the LA began discussions with staff and Governors of Stamford Park Infant and Junior Schools Page 113 5 regarding a proposal to amalgamate the two schools on the basis that the LA would discontinue (close) both Stamford Park Infant School and Stamford Park Junior School and replace those schools with a new 3 form entry school in a new building. This was to be funded from Trafford’s Basic Need Allocation which had been granted to provide additional places in the area. In February 2020 the school buildings were designated Grade II listing. As result, the proposed expansion to 3 form entry could not take place and, as a result, the proposal was abandoned. The LA is now undertaking consultation on the amalgamation of the 2 separate schools although the proposal does not provide any additional places. A review of options to enable the expansion from PAN 70 to 3FE is still underway. The £8m Basic Need funding approved for the expansion by Executive in June 2019 remains allocated to the provision of additional places and will be subject to a further, separate report to Executive outlining the available building options.
3. School Place Demand – Basic Need – Secondary
3.1 As in the primary sector, oversubscription in Sale West continues in the secondary sector and, every year, a number of vulnerable children from that same area affected by primary oversubscription, cannot achieve a place at the nearest non-selective school.
Based on the LA’s annual SCAP submission the DfE have calculated that there is a short fall of 424 secondary school places across Altrincham and Sale. This is equivalent to 84 places in every year group. The LA has a general duty to provide sufficient places for all the children in its area. However, the DfE’s calculations are based on the number of children attending a school in an area, whether they are Trafford residents or not. Since Trafford, and Altrincham in particular, is a net importer of pupils from outside the area the calculation is skewed towards Altrincham. However a significant number of pupils from Sale do seek places in Altrincham because they cannot achieve places at the preferred non selective school in Sale.
In the 2020 admission round 84 pupils resident in M33 were allocated places at Altrincham College or North Cestrian School. Officers are at the initial stage of exploring options for provision of additional places to ensure provision into the future.
4. Special Educational Needs and Disabilities (SEND) Provision Capital funding
4.1 In March 2017 the Department for Education (DfE) announced all LA’s would receive a share of the special provision fund, to make capital investments in provision for pupils with special educational needs and disabilities.
4.2 The allocation will support Trafford LA to create new places or improve facilities at existing schools and special educational needs providers. The funding is intended to improve provision for children and young people with education, health and care (EHC) plans. The funding can be invested in mainstream schools and academies, special units, special schools and academies, early years settings, further education colleges or to make other provision for children and young people aged from 0-25.
Page 114 6 4.3 Trafford LA allocation of SEND Capital Funding Allocation was originally £1,032,415. This was to be paid over three years from April 2018 onwards - £344,138 per year. In May 2018, additional top up funding was announced for 2019/20, equating to another £240,096. Again, in December 2018, a second top up allocation was announced for 2019/20, equating to a further £480,193. Trafford’s overall SEND Capital Funding allocation totals £1,752,704, with £344,138 in 2018/19, £1,064,427 available in 2019/20 and £344,138 in 2020/21.
4.4 As per DfE Guidance consultation has taken place between 13 March 2019 and 26 April 2019 with parents and carers, schools and all other providers who offer special education provision to children and young people in Trafford including Trafford parent forum. Feedback from the consultation shows a good level of support for the schemes outlined by the LA. 55 young people attended the 2019 Let’s Talk SEND conference. Each young person had the opportunity to comment on 3 individual questions. 91% agreed with individual scheme proposals, 9% disagreed with individual scheme proposals. 28 online responses were received in 2019. Again, each person had the opportunity to comment on 3 individual questions. 96% agreed with individual scheme proposals, 4% disagreed with individual scheme proposals.
4.5 In 2017/18 Trafford completed a review of small specialist class provision in primary schools and was pleased to find that children are well supported and outcomes are good. However there is a recognised gap for children moving into secondary provision. Discussions with special schools have also highlighted a small number of condition issues and improvements needed in special educational needs provision.
4.6 The 2019 proposals were in line with the consultation feedback received from the 2018 consultation around supporting development of the Secondary sector. A further consultation round was undertaken in March/April 2019 with the same stakeholders and will help inform the SEND Capital priorities for 2019/20 and 2020/21.
The consultation document included a further three proposed schemes:
a) Expression of Interest requested
New Small Specialist Class in a further mainstream secondary school to support pupils with Autism Spectrum Condition (ASC). This would be for between 10 to 15 pupils per class with additional support from Educational Psychology, Speech and Language Therapy, Occupational Therapy and Healthy Young Minds
b) Egerton High School Increase provision from 56 to 65 places by Sept 2020. Provision of mobile accommodation to support increase in pupil numbers. The additional accommodation will allow School to develop a fitness suite and further therapy suite.
c) Manor Academy
Page 115 7 Increase provision by 25 places, including a change in the sixth form age range to include a 3rd year (age 16-19). Redevelopment of existing Sale West Development Centre into 4 classrooms to allow multi-use of this area and support increase in pupil numbers and age range.
4.7 The consultation document also included an update on the 2018 schemes.
a) Delamere School – hydrotherapy pool.
Following the outcome of the feasibility study to ascertain as to whether it is possible to refurbish or extend the existing pool or whether the development would require a new hydrotherapy pool, the preferred option is for a new hydrotherapy pool to ensure the School have fit for purpose facilities.
b) Pictor Academy
Further phase of additional hoists in the KS2 area to support the geographical primary special school model.
c) Gorse Hill Studios
Following a revised bid. The scheme for the contribution to create an accessible training kitchen and redevelopment of music studio is recommended for approval.
4.8 Building works have been completed for the schemes at Egerton High School, Manor High School, Pictor Academy and Gorse Hill Studios.
4.9 Building works are currently on site at Delamere School to provide a new fit for purpose hydrotherapy pool. However, in order to progress the scheme with the cost increase there is a request to re-allocate the Egerton High scheme from SEND capital to Basic Need in order to release further SEND capital for the scheme at Delamere. The adjustment to funding streams is detailed in Appendix A: Proposed Capital Projects, Table 2.
4.10 There are ongoing discussions between Officers and Schools for the further Secondary SSC provision.
5. Free Early Education Places
5.1 The Council has a statutory duty under the Childcare Acts 2006 and 2016 to secure free early years provision for eligible 2, 3 and 4 year old children in their area. This entitlement is a part time place of 15 hour per week for the 40% most disadvantaged 2 year old children and all 3 and 4 year old children.
5.2 The statutory duty was extended by the Childcare Act 2016 to include an additional 15 hours per week entitlement for eligible 3 and 4 year old children. This 30 Hours Free Childcare scheme is for working families and it came into effect in September 2017.
5.3 Capital funding was secured for two schemes to ensure sufficient places for 30 Hours Free Childcare. Both schemes are complete and EFA funding has been Page 116 8 claimed. Our Lady of the Rosary RC Primary School created a new 52 part time place nursery and Wellfield Infant and Nursery School expanded their existing nursery from 52 to 104 part time places.
5.4 Capital funding was secured for a scheme at Kings Road Primary School to secure the ongoing provision of early education places for vulnerable 2 year old children alongside expanded nursery provision to meet increased demand brought about by 30 Hours Free Childcare. This is being jointly funding from the corporate capital scheme and an early years capital grant. The scheme will see an increase of 52 part time places in the nursery class for 3 year old children alongside continued provision of 40 part time places for 2 year old children which are delivered in partnership with a private provider on site. The scheme has recently been completed.
5.5 Trafford has a buoyant childcare market and despite the challenges of Covid 19 it is anticipated that in the majority of localities the private, voluntary and independent sector will be able to meet demand. More in depth sufficiency and sustainability monitoring is taking place to ensure Trafford continues to meet its childcare sufficiency duties across the different parts of the early years sector in light of the changing economic landscape.
6. Financial Implications
6.1 The allocation of Basic Need grant for 2017-18 was £6.273m (of which £6.220m was committed in the 2016 Education and Early Years Capital Report). Trafford has Basic Need allocation for 2019-20 of £18.102m, nil for 2020-21 and an allocation of £7.842m for 2021-22. Grant allocations are based on projections of pupil numbers across both the primary and secondary sectors. Although this is not a ring-fenced grant it is a Council priority to ensure sufficient primary and secondary school places exist.
6.2 The projects proposed in this report are at the budget estimate stage and are yet to be fully costed, the estimated capital expenditure of £5.180m can be financed from the following funding streams;
Basic Need Capital Grant 2021-22 SEND Capital Grant 2018-2021
As detailed in Appendix A: Proposed Capital Projects, Tables 1 & 2.
7. Proposals
7.1 The Council has expanded a number of primary schools and added 3681 new places during the last ten years including new accommodation set to open in November 2020.
7.2 Since the last report to Executive dated 24th June 2019 there have been no minor basic need schemes. There has however been an emergency provision introduced at Firs Primary to meet the demand for places for September 2020, along with bringing the places online early at Worthington Primary once the new accommodation was available in November 2020.
Page 117 9
7.3 Following a thorough analysis of the options it is recommended to proceed with the following:
a) Firs Primary School
The Expansion of Firs Primary School from 2 forms of entry to 3 forms of entry providing 30 additional places in Sale West in each year group. In the first instance this will consolidate the 10 emergency places already allocated and provide places to meet the demand brought about by the proposed redevelopment of the Sale West estate. This proposal is planned to provide 170 to 267 additional affordable housing units within the Firs catchment area. The School is centrally placed within the Sale West area and is located on a public transport route which allows direct transport from Sale East and West Timperley, to the School. This means that, in addition to ensuring places for children living in the Firs catchment area and the joint Firs/Woodheys catchment area, in year applicants from other parts of Sale and Timperley can be accommodated within the requirements of reasonable travel times when other schools are oversubscribed. The School’s site has the capacity to accommodate additional buildings and an expansion would enable the removal of a temporary building which is currently being used to accommodate permanent provision.
b) The revision of funding streams for SEND Capital Grant investment to be agreed in order for all approved schemes to progress. The schemes will create new places or improve facilities at existing schools and special educational needs providers to improve the provision for children and young people with education, health and care (EHC) plans. (See Appendix A: Proposed Capital Projects Table 2).
8. Legal Position
8.1 It is important to note that the Council has a general duty under Section 14 Education Act 1996 to ensure that there are available in its area sufficient schools in number, character and equipment to provide for all pupils the opportunity of appropriate education (s. 14 (2)). This general duty has been characterised as a target duty in Meade v London Borough of Haringey [1979], rather than absolute, though the Council must be able to show a reasonable cause i.e., an emergency, as to why it cannot fulfil the duty and it must take all statutory steps to overcome obstacles to its fulfilment (R v Inner London Education Authority ex parte Ali and Another [1990] COD 317). 8.2 In addition, the Education and Inspections Act 2006 amends Section 14 of the 1996 Act by inserting a new subsection (3A) to require LAs in England, when exercising their powers on the provision of schools in their area under that section, to do so with a view to securing diversity in the provision of schools and increasing opportunities for parental choice. 8.3 The Council has a statutory duty under the Childcare Acts 2006 and 2016 to secure free early years provision for eligible children in their area.
8.4 Under the Children and Families Act 2014 Section 27 the Council has a duty to keep education and care provision under review and consider the extent to which the
Page 118 10 provision is sufficient to meet the educational needs, training need and social care needs of the children and young people concerned.
8.5 In addition Section 42 of the Children and Families Act 2014 places a duty on the Council to secure special educational provision in accordance with a child’s or young person’s Education, Health and Care Plan.
8.6 The Council has a general duty under Section 2 of the Health and Safety at Work Act 1974 to provide a safe working environment and hence respond to condition issues, which have health and safety implications.
9. Other Options
9.1 When considering the expansion of a school, the LA must consider the impact on neighbouring schools. The option to expansion Firs Primary School will meet the needs of both current and future catchment area children and allow the LA to accommodate in year applicants that cannot achieve places elsewhere. This option will create the least impact on other schools.
9.2 If the revision to funding streams for SEND capital schemes are not approved then improvements cannot be made to school buildings and facilities. There would continue to be a gap in local provision which could result in more pupils having to travel considerable distances to often more costly out of borough provision.
9.3 None of the Capital grants are ring-fenced and could be used for other Council priorities; however they meet the Council’s Corporate Priorities of “ensuring a fair start for all children and young people” and “supporting our residents when they need it most”.
10. Consultation
10.1 Further consultation will be required as changes to schools’ status including closure, expansion, amalgamation and new schools are subject to statutory consultation processes and these will be complied with for each scheme.
10.2 Individual consultation on the larger schemes has been carried out with appropriate Heads. Further, more detailed, consultation will be carried out with Heads and Governors if the schemes contained within the report are agreed.
10.3 There was a consultation for Special Educational Needs and Disabilities (SEND) Provision Capital Fund 2018-2021 from 13 March 2019 – 26 April 2019 to help inform the SEND Capital priorities for 2019/20 and 2020/21. The online survey was circulated to early years providers, schools, Trafford College, parents (Trafford’s Parent Forum) and Young People, and available on the Trafford Council website for Trafford residents to comment. Feedback from young people was also received via the Let’s talk SEND conference held on 7 March 2019.
11. Reasons for Recommendation
11.1 To ensure compliance with the Council’s statutory duties as highlighted in Section 8 - Legal Position. Page 119 11
11.2 To enhance facilities and expand the local offer of special educational provision in Trafford schools for children and young people with Education, Health and Care Plans.
11.3 To support Trafford’s vision of Excellence in Education and ensure that pupils are able to thrive and achieve their educational outcomes through fit for purpose and high quality learning environments.
Key Decision: Yes If Key Decision, has 28-day notice been given? Yes
Finance Officer Clearance …..PC…… Legal Officer Clearance .…TR……
CORPORATE DIRECTOR’S SIGNATURE (electronic) Jill McGregor
To confirm that the Financial and Legal Implications have been considered and the Executive Member has cleared the report.
Page 120 12 Appendix A – Proposed Capital Projects
BASIC NEED CAPITAL PROGRAMME – TABLE 1 £m
Allocation c/f from previous report (June '19) 1.297
Savings from previous schemes 1.047
2021-22 allocation 7.842
Total 10.186
Estimated School Work Cost £m
Firs Primary School Expansion in PAN 60 to 90 4.500 Revise the funding stream from SEND capital Egerton High School 0.340 to Basic Need
Total Cost of schemes 4.840
Total Available 10.186
Balance still to allocate 5.346
Page 121 13
SEND CAPITAL PROGRAMME – TABLE 2 £m
Allocation including two additional DfE ‘top-up’ allocations 1.752 Allocated in previous Executive Reports -1.752 Re-allocation of Egerton High scheme as a Basic Need funded project 0.340 Total Allocation available 0.340
Estimated School Work Cost £m Delamere – new Previous reports have approved £0.620m 0.340 Hydrotherapy Pool Estimated cost is now £0.960m
£m
Total Cost of schemes to be undertaken in 2020/21 0.340 Total Allocation Available 0.340 Balance still to allocate 0.000
Page 122 14 Agenda Item 8
TRAFFORD COUNCIL
Report to: Executive Date: 25th January 2021 Report for: Decision [Draft] Report of: Executive Member for Health, Wellbeing & Equalities
Report Title
Corporate Equality Strategy 2021 to 2025
Summary
1. Trafford Council and Trafford Clinical Commissioning Group (CCG) are committed to challenging inequality, discrimination and disadvantage and have been working together to produce a Corporate Equality Strategy outlining the work being undertaken now and in the future to improve equality of opportunity for our residents, colleagues and partners.
As public bodies both the Council and the CCG have to meet legal obligations under the Equality Act 2010 for the benefit of their employees, residents and service users. 2. In practice this means the Council and CCG have to consider employees and service users in all the protected characteristic groups which are: disability, race, age, religion or belief, sex, sexual orientation, gender reassignment, pregnancy and maternity marriage and civil partnership, when carrying out their public functions. 3. The Strategy outlines how we will do this as a Provider, Commissioner, Employer, Regulator and Partner.
Recommendation(s)
1. That the contents of the report are noted; 2. That the Executive approves the Corporate Equality Strategy 2021-2025
Contact person for access to background papers and further information:
Name: Eleanor Roaf Extension: 1201 – Mobile 07581 344078
Background Papers: Trafford’s Corporate Equalities Strategy
Page 123 1
Relationship to Policy This is a strategy to deliver the Council’s Equality Framework/Corporate Priorities duty and its corporate priorities; particularly those relating to health and wellbeing, children and young people, and successful and thriving places, as increased equality will give benefits to all of these Relationship to GM Policy or The Strategy is in line with GM and national Strategy Framework equality strategies and frameworks Financial There are no direct financial implications arising from this report Legal Implications: Outlined in the body of the report Equality/Diversity Implications The aim of the strategy is to meet our equalities duty Sustainability Implications There is nothing in the report that would undermine our sustainability plans Resource Implications e.g. Staffing none / ICT / Assets Risk Management Implications This reduces the risk of the Council being exposed to discrimination claims caused by failure to demonstrate compliance with equalities legislation Health & Wellbeing Implications Health and wellbeing will be improved through the implementation of this strategy through improved access to services and opportunities. In addition, by monitoring of outcomes among protected groups, we will be able to target interventions effectively. Health and Safety Implications none
1.0 Background
1. Trafford Council and Trafford CCG are committed to challenging inequality, discrimination and disadvantage and have been working together to produce a Corporate Equality Strategy outlining the work being undertaken now and in the future to improve equality of opportunity for our residents, colleagues and partners.
2. As public bodies both the Council and the CCG have to meet legal obligations under the Equality Act 2010 for the benefit of their employees, residents and service users
3. The Council, in carrying out their functions, must have due regard to the need to achieve the objectives as set out in the Equality Act 2010 Public Sector Equality Duty. These objectives are: to eliminate discrimination, harassment, victimisation and any other conduct that is prohibited under the Equality Act 2020; to advance equality of opportunity between persons who share a relevant protected characteristic and persons who do not share it
Page 124 2 to foster good relations between persons who share a relevant protected characteristic and persons who do not share it
4. In practice this means the Council and CCG have to abide by The Public Sector Equality Duty (Section 149 of the Equality Act 2010) and consider employees and service users in all the protected characteristic groups which are: disability, race, age, religion or belief, sex, sexual orientation, gender reassignment, pregnancy and maternity marriage and civil partnership when carrying out their public functions 5. The Strategy outlines how we are doing this as a Provider, Commissioner, Employer, Regulator and Partner 6. Furthermore the Strategy recognises the needs of other groups such as: carers, people who are homeless, ex-military personnel, people who live in poverty as well as other non-protected characteristics.
7. The Council and the CCG are also legally required to publish key Equality Objectives and have agreed the following which are included in the Strategy:
Inclusive and Informed Leadership Improving our Workforce Data Collection Reducing Health Inequalities Reducing Hate Crime.
8. In addition there are a number of outcomes and success measures relating to our equality objectives detailed in the Strategy.
9. The Strategy includes a brief overview of the work to ensure equality which is being carried out by our Human Resources Team, our Commissioning, Regulatory, Enforcement and Licensing Teams, Adult and Children’s Social Care, Education, Access Trafford, Public Health and Trafford Partnership Team. All these areas have signed up to workable success measures to improve equality, address inequalities and ensure we are providing a more inclusive services and working environment for our customers and employees.
10. More recent events such as the Covid-19 pandemic and Black Lives Matter have highlighted the areas of health inequalities and systemic disparities in life opportunities and experiences of many of our residents. There are success measures and actions included in our Strategy to address the needs of our local communities and to improve the diversity of our workforces at all levels over the next few years.
11. There is a supporting action plan for the Strategy which will be further developed with the support and advice from external equality specialists who will be undertaking an equality review in February 2021. Advice will also be taken from the Staff Groups.
12. We will be reporting annually on the work of the Strategy to the Executive of the Council and to the CCG Governing Body. A joint Equality Steering Group with our Executive Portfolio Holder, and senior management representation from both the Council and the CCG will meet regularly to oversee the equality work programme.
Page 125 3 Other Options
We have a statutory duty to ensure that we address inequalities in the borough, so by publishing our strategy we are able to be more easily be held accountable for its delivery. If this strategy is not approved then we could revise it so that we have an acceptable strategy. However, we see this as an iterative document with built in scope for development and improvement.
Consultation The strategy has been developed in discussion with relevant stakeholders, and will be further developed with stakeholders, including input and review by an external specialist team.
Reasons for Recommendation
There is a requirement for us to publish our Equality Objectives. We have developed this strategy together with the CCG in order that we are consistent with our key partner for Health and social care commissioning in the work we will undertake to meet our objectives. By publishing our strategy our plans for delivery are clearly and widely communicated, that they can be more easily debated and discussed and that we can be better held to account.
Key Decision (as defined in the Constitution): Yes
If Key Decision, has 28-day notice been given? Yes
Finance Officer Clearance (type in initials)……GB………… Legal Officer Clearance (type in initials)……SL…………
CORPORATE DIRECTORS SIGNATURES :
Sara Saleh, Corporate Director of Strategy ad Resources
Diane Eaton, Corporate Director for Adult Services
To confirm that the Financial and Legal Implications have been considered and the Executive Member has cleared the report.
Page 126 4 Corporate Equality Strategy – FINAL – 15.12.20
Corporate Equality Strategy 2021 to 2025
1 Page 127 Corporate Equality Strategy – FINAL – 15.12.20 This strategy can be made available in a range of languages and formats on request, such as Easy Read, Braille, Urdu, Polish etc. As a provider we have a contracted translation and interpretation service available for face-to-face and written communications with our customers.
Foreword by Councillor Jane Slater – Executive Member Health, Wellbeing and Equalities
I am extremely pleased that we are now able to bring forward our joint Equality Strategy for the next four years. Trafford is a diverse and vibrant borough where we celebrate all of our communities. Our workforce should fully reflect our diverse communities to enable us to delivery first class services to residents. The events of 2020 have driven home the inequality that exists across the country. We want to make Trafford Council and the CCG exemplars of good practice, beacons in these difficult times and service providers that are committed to changing and improving to support all our residents. I look forward to continually reviewing our strategy as it evolves and looking at our progress in 2025.
Councillor Jane Slater
2 Page 128 Corporate Equality Strategy – FINAL – 15.12.20 Joint Foreword by Sara Todd – Chief Executive for Trafford Council and Martyn Pritchard - Trafford CCG Accountable Officer
It gives us great pleasure to share our Corporate Equality Strategy with our residents, colleagues and partners. Improving equality across everything we do is a key priority for us and the unequal impact of Covid.19 has shone a light on areas where inequalities need to be tackled urgently. At home and abroad, there has been growing recognition that too many people and communities in our society face systemic inequalities that need to be addressed. This, along with the evident disparities in health outcomes for some communities, has reinforced the need for us to work harder to address those inequalities.
As employers, we strive to be inclusive and we are committed to creating an environment that values and respects the diversity and richness that differences bring. By being inclusive, we can then better understand our residents and businesses and, in turn, serve them better.
This strategy outlines the steps we are taking to become more inclusive employers and to deliver high quality services that recognise the different needs of our residents, as well as promoting community cohesion in our diverse neighbourhoods in Trafford. We very much look forward to working with everyone who has a stake in our Borough to bring it to life.
Sara Todd Martyn Pritchard Trafford Council Trafford CCG
3 Page 129 Corporate Equality Strategy – FINAL – 15.12.20 Contents Page No.
Executive Summary 6
1. Introduction 8 1.1 - Equality Mission Statement 1.2 - Accountability
2. Meeting Our Public Duty 9 2.1 - Trafford Council and Trafford CCG’s Duty under the Equality Act 2010
3. Our Equality Objectives for 2021-25 10 3.1 - Equality Objective 1: Inclusive Leadership 3.2 - Equality Objective 2: Improving Equality Workforce Data Collection 3.3 - Equality Objective 3: Reducing Health Inequalities 3.4 - Equality Objective 4: Reducing Hate Crime
4 Our Population 13 4.1 - Trafford population and deprivation 4.2 - Understanding our protected groups in Trafford 4.3 - Sex and Age 4.4 - Ethnicity 4.5 - Disability 4.6 - Religion 4.7 - Other protected groups 4.8 - Other groups at known disadvantage 4.9 - Summary – what the make-up of our population tells us
5. Leadership Actions 18
5.1 - Trafford Partnership 5.2 - Partnership Working to Tackle Health Inequalities 5.3 - Role of the Trafford Partnership Board 5.4 - Role of Trafford Council Corporate Leadership Team 5.5 - Role of Trafford CCG Primary Commissioning Committee
6. Our role as an Employer: Workforce 19
6.1 - Trafford Council Equality Monitoring, Facts & Figures 6.2 - Trafford Council’s People Strategy 6.3 - Trafford CCG Equality Monitoring, Facts & Figures 6.4 - Trafford CCG Values & Behaviours 6.5 - Greater Manchester’s Good Employment Charter 6.6 – Staff Networks
7. Our role as a Commissioner of Services 22
4 Page 130 Corporate Equality Strategy – FINAL – 15.12.20
8. Our role a Provider of Services 23
8.1 - Access Trafford & Libraries 8.2 - Adult Social Care 8.3 - Adult Social Care and Equalities 8.4 - Early Help & Children’s Social Care 8.5 - Education & Young People 8.6 - Place and Environment 8.7 - Place Services – Equalities
9. Regulatory & Environmental Services 27
9.1 - Licensing 9.2 - Trading Standards 9.3 - Building Control 9.4 - Bins & Recycling 9.5 - Interpretation and translation
10. Trafford Community Engagement 29
11. Community Cohesion 29
12. Our Response to COVID-19 30
13. George Floyd and Black Lives Matter 30
14. Conclusion 30
15. Appendices
5 Page 131 Corporate Equality Strategy – FINAL – 15.12.20 Executive Summary for Corporate Equality Strategy 2021 to 2025
Welcome to our Corporate Equality Strategy for Trafford Council and Trafford Clinical Commissioning Group (CCG).
As two of the largest employers locally, and providers and commissioners of a wide range of services for our residents, Trafford Council and Trafford CCG are committed to challenging inequality, discrimination and disadvantage. We are working hard to ensure that equality and inclusion good practice is implemented and embedded in all areas of our working practices in relation to policies, service delivery, employment, community engagement and partnership working.
The Strategy outlines how we are doing as a Provider, Commissioner, Employer, Regulator and Partner. In particular, our key Equality Objectives are:
Inclusive and Informed Leadership Improving our Workforce Data Collection Reducing Health Inequalities Reducing Hate Crime.
Our Strategy shows how we are working to meet our Public Duty within the Equality Act 2010 with regard to people in the nine protected characteristics which are: disability, race, age, religion or belief, sex, sexual orientation, gender reassignment, pregnancy and maternity marriage and civil partnership. It is important to note that while we are working to serve our employees and customers/clients within protected characteristics, we are also mindful of the needs of other groups such as: carers, people who are homeless, ex-military personnel, people who live in poverty as well as other non-protected characteristics. This Strategy should be read in conjunction with the Trafford’s Poverty Strategy which specifically focuses on how we are working to mitigate the impact of poverty in Trafford. We have included a snapshot of the data we hold on our population in relation to our geographical localities i.e. North, South, West and Central Trafford which helps us ensure that our services can be tailored to meet access, cultural and identity needs as required. We are keen to be accountable and evidence our commitment to promoting equality so we have an Equality Action Plan that supports this Strategy detailing the specific areas where we will endeavour to make significant improvements over the next four years. Below are some of the outcomes which we hope to achieve.
Joint outcomes that the Council and the CCG will aim for as Leaders:
An accountability framework, so our leaders are aware of their roles and responsibilities around EDHR (Equality, Diversity and Human Rights). Senior leaders regularly meet with and support our equality staff groups.
6 Page 132 Corporate Equality Strategy – FINAL – 15.12.20 Joint outcomes that the Council and the CCG will aim for Employers:
Improving the quality of the staff protected characteristic data collected by encouraging staff to update their electronic staff records The CCG will support the Council to embed the principles of the mandated and non- mandated NHS equality standards e.g. Workforce Race Equality Standard, Workforce Disability Equality Standard, and the Equality Delivery System.
Health outcomes Trafford Council will aim for:
To reduce the impact of poor mental health To reduce physical inactivity To reduce the number of people who smoke or use tobacco To reduce harms from alcohol To improve cancer prevention and screening. To improve healthy weight
Health outcomes Trafford CCG will aim for include:
We will hold comprehensive and up to date demographic data, from a wide variety of sources, including patient information, to inform the provision of services to the Trafford community The CCG will seek assurances from providers, through contract monitoring, that screening, vaccination, health promotions and other commissioned health services benefit all local communities, including people from protected/vulnerable groups.
Outcomes for Reducing Hate Crime that Trafford Council will aim for:
Keeping People Safe Reducing Harm & Offending Strengthening Communities & Places
Community Cohesion
Trafford Council and Trafford CCG are committed to promoting community cohesion amongst the diverse communities we work with; and to valuing and including the skills, talents and local knowledge of our voluntary community sector in order to enhance the provision of services wherever possible for the residents of Trafford.
The Impact of Covid-19 and Inequalities.
Work started on the Corporate Equality Strategy prior to the onset of Covid-19 in the UK. Since then the Council and the CCG have been working hard to respond to Trafford residents’ needs during the pandemic. Both organisations will be capturing information about the impact of Covid-19 on people in all the protected characteristic groups and making plans to mitigate the effects and improve services in the future from lessons learnt.
7 Page 133 Corporate Equality Strategy – FINAL – 15.12.20 1. Introduction This Corporate Equality Strategy for Trafford Council and Trafford CCG outlines the steps we will take to promote equality, diversity and inclusion in all of our work. We are committed to reducing inequalities through adopting the highest standard of service delivery and employment practice. Despite this, we know we have some way to go to realise our ambition. Through this strategy we will take the steps needed to address inequality in the workplace, in the development of our physical infrastructure and in relation to access to services and outcomes. Within our strategy we are reviewing our roles as leaders, regulators, commissioners, providers, and employers to ensure that we are addressing inequality consistently and across everything we do. Our strategy is underpinned by our equality policies for human resources as well as our approach to commissioning, spatial planning, partnership working and community cohesion. A Corporate Equality Steering Group has been established to steer the work programme with representatives at Director and Senior Management level from both Trafford Council and Trafford CCG. The Equalities Steering Group has identified leadership, the workforce, reducing hate crime and tackling health inequalities as being the key areas of focus. This strategy is supported by an action plan, detailing the work that our organisations and the directorates within them will deliver over the next three years to reduce inequalities and improve our population’s outcomes.
1.1 Equality Mission Statement As two of the largest employers locally, commissioners and providers of a wide range of services for our residents, Trafford Council and Trafford CCG are committed to challenging inequality, discrimination and disadvantage. Equality of opportunity for all sections of the community is an integral part of our commitment. We know that the diversity of our population is one of our greatest strengths and assets but currently some groups are at systemic disadvantage and we must do more to address this.
1.2 Accountability The work of our Equality Strategy is overseen by the Corporate Equality Strategy Steering Group which reports to the Joint Leadership Team for the Council and the CCG which, in turn, reports to the Council’s Elected Members and the CGG Governing Body.
8 Page 134 Corporate Equality Strategy – FINAL – 15.12.20 2. Meeting Our Public Duty: understanding the legal framework and using underpinning policy and guidance 2.1 Trafford Council and Trafford CCG’s Legal Duty under the Equality Act 2010 The Corporate Equality Strategy outlines how Trafford Council and Trafford CCG are working to ensure that they meet their statutory obligations in the Equality Act 2010 to the benefit of their employees, residents and services users.
The Act refers to a series of ‘Protected Characteristics’ and we ensure that we give consideration to those groups who share the protected characteristics. The protected characteristics are:
- Race - Disability - Age - Religion or belief - Sex - Sexual orientation - Gender reassignment (Transgender) - Pregnancy and maternity - Marriage and civil partnership
We know that there are other groups in our population that can also suffer significant disadvantage and this can be a cause of poverty and health inequality. We will be mindful of their particular needs when designing and delivering services, and in our day to day operations. These groups include but are not restricted to:
People who are homeless People who are ex-military personnel People who live in poverty People who are long-term unemployed People with substances misuse dependences People with limited family or social networks People who are geographically isolated People who are carers It is important to recognise that being in more than one of the protected groups, or having additional barriers such as living in poverty, may exacerbate the inequalities that people experience.
The Public Sector Equality Duty 2011 (PSED) (Section 149 of the Equality Act 2010) (https://www.legislation.gov.uk/ukpga/2010/15/contents) applies to public bodies delivering public services. The duty requires local authorities and public bodies to
9 Page 135 Corporate Equality Strategy – FINAL – 15.12.20 consider employees and service users in all the protected groups. This means that in the exercise of our functions we must have due regard to the duty to:
1. Eliminate unlawful discrimination, harassment, victimisation and other prohibited conduct 2. Advance equality of opportunity between people who share a protected characteristic and those who do not. 3. Foster good relations between people who share a protected characteristic and those who do not. There are a number of other legal duties in relation to equality that the Council and the CCG must meet. These are detailed in Appendix 1 which contains links to our internal policies relating to reducing inequality.
3. Our Equality Objectives for 2021-25
Working together, the Council and the CCG have chosen the following equality objectives for 2021-25:
Inclusive and Informed Leadership Improving our workforce data collection Reducing health inequalities Reducing hate crime
Further details of the Council objectives can be found here. https://www.trafford.gov.uk/about-your-council/strategies-plans-and-policies/equality- and-diversity/our-equality-objectives.aspx
3.1 Equality Objective 1: Inclusive Leadership - Equality is Everybody’s Business
This objective is to ensure that senior leaders use their influence to promote equality, diversity and human rights and are effective in the delivery of this agenda across the Council and the CCG. Without senior managers showing consistent leadership, we will not see the changes we need.
Promotion of the message ‘Equality is Everybody’s Business’ will ensure that everyone takes ownership to promote equality in all aspects of service delivery. The strategy will be championed by Elected Members, the CCG Governing Body Members, Corporate and Senior Leadership Teams, as well as all managers and staff.
10 Page 136 Corporate Equality Strategy – FINAL – 15.12.20 Success measures:
Uptake of training on mandatory Equality, Diversity & Inclusion (EDI) course ‘ Equality as a Leader’ Uptake of training on mandatory EDI course, ‘Equality is Everybody’s Business for all staff Uptake of training on Human Rights by CCG staff and CCG Governing Body. Uptake of mandatory training on EPIC Manager - Equality, Diversity and Inclusion.
3.2 Equality Objective 2: Improving Equality Workforce Data Collection and improving the representativeness of our workforce
To embed effective equalities working practices in all our employment and service delivery To address the need to improve recruitment, selection, training and promotion opportunities for all protected groups, and in particular for the disabled and BAME (Black and Minority Ethnic) members of our workforce.
The Council and the CCG are required to hold data on the protected characteristics of their workforces. Having complete and accurate information is vital if we are to understand inequalities within our workforce, and to take effective steps to address these. We recognise that some members of staff have concerns about sharing this information, and so we need to do more to understand and allay these concerns. To this end we are raising awareness of the importance of this data through adverts on the Staff Intranet page and our Staff Networks and asking managers to encourage their staff teams to keep their equality profile information up-to-date and complete.
Success measures
Increase in successful applicants from protected groups Increase in uptake of mandatory equality and diversity in recruitment training for managers and directors. Increase in recording of all protected characteristics Diversity in interview panels.
3.3 Equality Objective 3: Reducing Health Inequalities
Addressing health inequalities is a key objective for the Council and the CCG because of the large gap in life expectancy between residents living in different areas of Trafford. Healthy Life Expectancy (that is, the number of years lived in good health) in the most deprived 10% of areas in Trafford is around 16 years lower than in the least deprived 10%.
Areas of deprivation tend to see the highest rates of illness, and deprivation levels are higher in many of our protected groups. The steps we take to reduce the impact of deprivation will support us to deliver our many Equalities objectives, and more details of these steps are included in our Poverty Strategy. The Health and
11 Page 137 Corporate Equality Strategy – FINAL – 15.12.20 Wellbeing Strategy’s overarching goal is to reduce Trafford’s inequality in healthy life expectancy, through education and work in the following priority areas:
To reduce the impact of poor mental health To reduce physical inactivity To reduce the number of people who smoke or use tobacco To reduce harms from alcohol To reduce the impact of poverty To improve healthy weight To tackle climate emergency To tackle domestic violence.
By ensuring that we include monitoring of improvements for our protected groups as well as for our more deprived populations, we will start to narrow the existing gaps in outcomes for a number of causes of premature mortality in Trafford, such as cancer and cardio vascular diseases. The Trafford Joint Strategic Needs Assessment (JSNA) states that, "over 30% of circulatory disease and many cancers could be avoided by stopping smoking, improving diet and increasing levels of physical exercise".
Success measures
Accurate recording of protected characteristics by services (including primary care) Narrowing the gap in uptake of key preventative services such as screening and immunisation Reduced gap in premature mortality including for people with serious mental illness Reduced gap in relation to smoking, physical activity and obesity.
Source for above: http://www.traffordjsna.org.uk/Trafford-JSNA.aspx
3.4 Equality Objective 4: Reducing Hate Crime
Trafford has a diverse community, with many faiths and cultures across our borough. We have strong community relations, and Trafford is the safest borough in Greater Manchester. However, we recognise that more could be done to improve social inclusion of isolated and vulnerable residents, reduce hate crime, prevent radicalisation, and ensure people with different faith and cultures live together positively and without fear. Trafford’s Hate Crime Action Plan is aligned with the Greater Manchester Standing Together Plan with a local focus on the following priorities.
Keeping People Safe – Partnership approach (working with Greater Manchester Police and the Voluntary Community Sector) to reduce hate crime incidents includes: awareness-raising in communities, promoting services to keep people safe, staff training, referrals for support.
12 Page 138 Corporate Equality Strategy – FINAL – 15.12.20 Reducing Harm & Offending - Ensuring an effective responsive where hate crime occurs with victim support, early intervention with perpetrators to prevent escalation and swift enforcement where appropriate.
Strengthening Communities & Places - Community Cohesion work, support for grass roots community groups through grant funding, work with schools, supporting community and faith groups around the issue of hate crime
The GM Standing Together Plan can be found at: https://www.greatermanchester-ca.gov.uk/media/1268/police-and-crime-plan- standing-together.pdf
4. Our Population
4.1 Trafford population and deprivation
Trafford Council and Trafford CCG provide services for a population of approximately (at mid-2019) 237,354 residents. Trafford has a number of distinct neighbourhoods, often with quite different populations and needs.
For much of our service delivery, we divide the borough into four ‘neighbourhoods’: North, South, West and Central, as the map below shows and the associated electoral wards for each.
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By national standards, Trafford is average in terms of deprivation, which means that it is more affluent than almost every other borough in the North West. However, this hides huge inequalities throughout the borough. For example, the proportion of children 0-15 living in deprived households was 39% in Bucklow St Martins compared to 4.3% in Timperley[i].
Locality Electoral Wards Population Estimates North Stretford, Longford, Gorse Hill & Clifford 48,205
South Hale Central, Timperley, Hale Barns, 78,602 Altrincham, Bowdon, Broadheath & Village
Central Ashton upon Mersey, Brooklands, Priory, 56,076 St Mary’s & Sale Moor
West Davyhulme, Urmston, Flixton and Bucklow 5,610 St Martins
People living in areas of deprivation sometimes experience the higher levels of illness because of differences in the ‘wider determinants’ of health, such as housing, education and employment. Therefore, it is important that we understand the health outcomes for our protected groups as this helps us to design services that can reduce the negative impact for these groups.
14 Page 140 Corporate Equality Strategy – FINAL – 15.12.20 4.2 Understanding our protected groups in Trafford
The potential negative impact of being a member of a protected group can be increased for people either by belonging to more than one of the groups, or by having other characteristics that increase any negative impacts. For example, the experience of being black, female and pregnant will be very different if you are on a low income compared to being in a well-paid professional job: although there will be some common aspects. In addition, people’s protected characteristics can change over time.
4.3 Age and Sex
The resident population of Trafford at mid-2019 is estimated at 237,354. This is made up of:
• 60,956 people aged 0-19 years (25.7% of the total population) • 135,215 people aged 20-64 years (57% of total) • 41,183 people aged 65 or more years (17.4% of total).
Source for above: (http://www.traffordjsna.org.uk/About-Trafford/Key- demographics/Population-estimates.aspx).
The mid-2019 population estimates for Trafford residents by gender are: Females: 121,276 and Males: 116,078. Source: https://www.nomisweb.co.uk/datasets/pestsyoala
4.4 Ethnicity
At the last Census in 2011, 14.5% of the Trafford resident population (or 32,744 people) reported belonging to a BAME group, very similar to England as a whole (14.6%). However, there is wide variation within Trafford in the proportion of the population belonging to BAME communities.
In addition, the BAME population in Trafford has a younger age structure than the population as a whole. Among children and young people aged under 20 more than 1 in 5 (21.9%) belongs to a BAME group, compared to around 1 in 20 (4.8%) among those aged 65 years and over.
A small number of our BAME population do not speak English as their first language. Overall, 94.5% of people living in Trafford speak English, but it is estimated that we have a further 62 languages spoken, including Polish, Urdu, and Gujarati, (Trafford Census Demographics). Supporting children to be bilingual in English and their mother tongue has been shown to deliver both social and educational advantages, so maintaining this language diversity is of huge benefit. However, we also need to ensure that everyone living in Trafford (whether from a BAME background or not) is well supported to develop their English language skills, as this will both help them socially and also to achieve high quality employment.
15 Page 141 Corporate Equality Strategy – FINAL – 15.12.20 4.5 Disability
There are 38,603 disabled residents in Trafford (17%), as defined by those who have a health (including mental health) problem or a physical, cognitive or sensory impairment which limits their day-to-day activities. Determining the exact number of Trafford residents living with a disability is difficult and often based on national prevalence. For example:
1 in 20 children have an impairment Estimates show that 1.1% of the general population will have an autistic spectrum condition 4,288 adults have a learning disability In 2015/16, 530 adults were receiving long–term support from Trafford Council because of a learning disability As at mid- 2016/17, 944 individuals were on a GP learning disability register A third of people with a learning disability will have a dual diagnosis of autism
According to results from the Annual Population Survey for the year ending March 2019 it is estimated that the number of disabled people in work is:
EA core (current disability) or work-limiting disabled people: 27,000 EA core disabled (current disability): 24,800 Work-limiting disabled people: 20,200
EA Core disabled includes those who have a long-term disability which substantially limits their day-to-day activities. Work-limiting disabled includes those who have a long-term disability which affects the kind or amount of work they might do. Sources for the above are: http://www.infotrafford.org.uk/lab/jsna/about-trafford/overview https://www.surreyi.gov.uk/dataset/annual-population-survey-economic-activity-by
4.6 Religion
According to the 2011 census, of those people who declared their religion, 143,639 residents (87.4%) stated they were Christian. The second largest religious group were Muslims with 12,994 residents (7.9%). The dominant religious group in all wards is Christian except for Clifford where Muslims form the largest faith group 48%). There is also a significant minority of Muslim residents in Longford ward (30.1%) and Jewish residents in Hale Barns (13.2%).
4.7 Other protected groups
Sexual orientation – capturing accurate data is problematic as we need to develop people’s confidence in disclosing their sexuality, however, we do have the following data, and we can extrapolate from this to estimate figures for Trafford. Greater Manchester is home to an estimated 215,000 LGBT people - https://lgbt.foundation/actionplan 16 Page 142 Corporate Equality Strategy – FINAL – 15.12.20 In 2018, there were an estimated 1.2 million people aged 16 years and over identifying as LGBT. Men (2.5%) were more likely to identify as LGBT than women (2.0%) in 2018. Source - https://www.ons.gov.uk/peoplepopulationandcommunity/culturalidentity/sexuality/bull etins/sexualidentityuk/2018#sexual-orientation-data
Gender reassignment – we recognise that this is a data gap and we will work with partners to develop our knowledge and get the best data available Pregnancy and maternity – Data on this is well collected for our staff and it is included in decision making as relevant and in accordance with the law e.g. taking into account the needs of young parents and our staff who may be pregnant and / or on maternity leave. Part time and flexible working opportunities are offered to men and women as well as shared paternity/maternity leave. Success measure higher take-up by men of maternity leave Marriage and civil partnership – for the year, April 2019 to March 2020 there were 112 religious marriages, 429 civil marriages and 11 civil partnership formations. Source: Trafford Council Registration Service (BDM – Birth, Death, Marriages)
4.8 Other groups at known disadvantage
Carers
According to the 2011 Census, 23,509 (10.4%) people were providing care in Trafford. The JSNAi states that: ‘there is evidence that many carers are “hidden” from services. For example the JSNA shows that,
Only 2,900 people are recorded by their GP practice as a carer Around 5,000 carers are known to Adult Social Care and around the same to Trafford Carer’s Centre 2,300 are claiming carer’s allowance.
4.9 Summary – what the make-up of our population tells us
Using data and other sources to understand our population helps us ensure that our services can be tailored to meet cultural and identity needs. It is recognised that there is a need to remove barriers to accessing services for disabled people and ensuring prompt support is available and offered to carers. It is also clear that there is a need to prepare for the increase in numbers of older people needing adult social care in the future, and to adapt some of these services so that they meet the needs of a more diverse population than at present. Furthermore our Poverty Strategy aims to reduce the impacts and harms of poverty on health and equality.
17 Page 143 Corporate Equality Strategy – FINAL – 15.12.20 5. Leadership actions
5.1 Trafford Partnership
The Trafford Partnership enables the Council, its partners and communities, to achieve better outcomes than would be achieved by working alone. It works to develop positive and mutually beneficial engagement between residents, voluntary and community organisations, businesses and public services, and promote and celebrate activity and success through our communication channels. For further information please see http://www.traffordpartnership.org/thematic- partnerships/Docs/TP-Annual-Report-2019web.pdf
5.2 Role of the Trafford Partnership Board The Board brings together leaders from across sectors and themes which form three strategic boards for: Health and Wellbeing, Strong Communities and Inclusive Growth together with the Public Service Reform Board. This enables a dynamic set of voices, to provide advice, support and constructive challenge to strategic delivery, as well as overseeing progress and the ‘state of Trafford’; what it’s like to live and work in Trafford and its diverse communities. Part of the Partnership Board’s role is to assure that the priorities are being achieved in all neighbourhoods and communities, reduce inequality and maximise local strengths. For further details, please see: http://www.traffordpartnership.org/partnership-board/Trafford-Partnership- Board.aspx As part of the Partnership, the Joint Council and CCG Leadership Forum are responsible for the Equality Strategy. The CCG have an Equality Steering Group. The Council’s elected members and non-executive board members have a strong community advocacy and influencing role. Councillor Jane Slater is our Executive Member for Health, Wellbeing and Equalities and Councillor Barry Winstanley leads the Elected Members’ Disability Task and Finish Group. We also have staff equality groups each of which have a senior responsible officer from the Corporate Leadership Team.
5.3 Role of the Council Corporate Leadership Team
Trafford Council’s Corporate Leadership Team operates in accordance with Article 13 of the Council’s Constitution which states that all decisions of the Council will be made in accordance with the following principles:
Respect for human rights The public sector equality duty and general equality duties.
18 Page 144 Corporate Equality Strategy – FINAL – 15.12.20 5.4 Role of the CCG Primary Commissioning Committee
Trafford CCG Primary Care Commissioning Committee’s Terms of Reference state that the CCG has duties with regard to reducing inequalities as set out in Section 14T); Chapter A2 of the NHS Act which are to:
(a) Reduce inequalities between patients with respect to their ability to access health services, and (b) Reduce inequalities between patients with respect to the outcomes achieved for them by the provision of health services.
The CCG also delivers the following actions as part of the equality, diversity and inclusion work programme:
Produce an Equality and Inclusion annual report in line with the Public Sector Equality Duty Produce an Accessible Information Standard report annually Distribute a monthly Equality and Diversity awareness bulletin to staff.
The Committee receives and reviews regular reports on developments, performance and the quality of primary care services from the CCG Primary care team. It ensures that all proposed changes and developments are supported by Equality Impact Assessments and support all reviews of service delivery and monitors all initiatives to improve service outcomes for individuals and groups with protected characteristics.
6. Our role as an employer: Workforce
Both the Council and the CCG hold data on the protected characteristics of their workforces but are aware that we have to work to improve some incomplete datasets s mentioned above in our Equality Objective 3: ‘Improving Equality Workforce Data Collection’.
We are keen to work to improve recruitment, retention, promotion and training opportunities for the disabled staff and the Council has an additional focus for improvement for the BAME members of its workforce.
6.1 Trafford Council Equality Monitoring, Facts & Figures The table below show the data the Council hold for Black and Minority Ethnic and Disabled employees in senior positions as a proportion of Trafford residents.
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Trafford Council Equality Monitoring, Facts & Figures Total Staff Headcount as of 31 March 2020 – 2469
No of BAME No. BAME Staff No BAME No of No Disabled No Staff in Senior Residents in Disabled Staff in Disabled Positions Borough Staff Senior Residents Positions 9.44% 3% 32,744 3.93% of 4% *38,603 residents in those residents in in Top 5% Trafford declared Trafford (27.18% prefer Salaries (14.5%)* (36.98% not (17%) not to state) known) *Census 2011 Source: https://www.trafford.gov.uk/about-your-council/strategies-plans-and- policies/equality-and-diversity/facts-and-figures.aspx
6.2 Trafford Council’s People Strategy
Trafford Council’s People Strategy ‘EPIC YOU – Building a Winning Culture 2020 to 2022’ outlines the values and behaviours which showing how:
We Empower – we inspire and trust our people to deliver the best outcomes for our customers, communities and colleagues. We are People Centred – we value all people, within and external to the organisation and give those around us respect. We are Inclusive – we are committed to creating an environment that values and respects the diversity and richness that differences bring. We Collaborate – we build relationships, collaborate; treat people as equal partners and work together to make things happen.
Source: http://www.trafford.gov.uk/about-your-council/strategies-plans-and- policies/equality-and-diversity/docs/People-Strategy.pdf
6.3 Trafford CCG Equality Monitoring, Facts & Figures
Trafford CCG Equality Monitoring, Facts & Figures Total Staff Headcount as of 31 March 2020 – 133
% of BAME %. BAME Staff % BAME % of % Disabled % Disabled Staff in Senior Residents in Disabled Staff in Residents Positions Borough Staff Senior Positions 19.62% 20% in Top 5% 32,744 6.5% 0% in top 5% *38,603 Salaries residents in of salaries residents in 0.9% prefer Trafford (10.2% Trafford not to state) (14.5%)* prefer not to (17%) say) *Census 2011
20 Page 146 Corporate Equality Strategy – FINAL – 15.12.20 6.4 CCG values & behaviours
Compassion: We will treat everyone fairly with compassion, dignity and respect. Support: we will value and support each other to be the best we can. Integrity and openness: We will be transparent in our actions and decision- making. Partnership: we will work with patients, their families, our communities and partners to improve the health of our population.
For full details of the CCG values & behaviours please see Appendix 3.
Joint HR Success Measures for the Council and the CCG
Ensure we fully understand the composition and needs of our diverse workforces starting by improving the quality of the staff protected characteristic data collected by encouraging staff to update their electronic staff records
The CCG will support the Council to embed the principles of the mandated and non- mandated NHS equality standards e.g. Workforce Race Equality Standard, Workforce Disability Equality Standard, and the Equality Delivery System.
6.5 Greater Manchester’s Good Employment Charter
We support Greater Manchester’s Good Employment Charter which details seven ‘Good Employment Principles’ which have an equality and inclusion thread running through them. They are:
• Extending secure work • Extending flexible work • Working towards paying a Real Living Wage • Improving workplace engagement and voice • Developing excellent recruitment and progression • Improving people management • Developing a productive and healthy workplace
6.6 Staff Networks
The Council has four staff networks: the BAME (Black, Asian and minority ethnic) Staff Network, Staff Disability Group, Carers’ Support Group, and the LGBT (Lesbian, Gay, Bisexual and Transgender) Staff Network. They all meet according to the needs of each group and have sponsors from the Trafford Council Corporate Leadership Team. CCG employees are supported by their Senior Leadership Team to join the staff networks if they wish. All groups meet within work time, as agreed by the Corporate Leadership Team.
The networks connect employees who have a common identity and experience and enable their voices to be heard to inform the organisation. The staff groups work with 21 Page 147 Corporate Equality Strategy – FINAL – 15.12.20 directors of HR, the head of health and safety and the trade unions, to address and improve employment practices. This joint working has taken place during the Council’s and CCG’s response to COVID-19, to support staff working from home and inform the organisation’s plans for the safe return of staff to the workplace.
Success Measures
Implementation of agreed actions suggested by the staff forums Confidence in the approaches to reducing inequalities as fed back by staff groups 7. Our role as a Commissioner of Services
Trafford CCG and Trafford Council are committed to providing, commissioning and procuring cost effective services that improve outcomes for all of our diverse population. This requires monitoring of the services provided and the development of service specification and design to reduce inequality.
Trafford Together for Health and Social Care is our combined approach for the Council and Trafford CCG to deliver a holistic person-centred health and social care service to our residents.
Trafford CCG and Trafford Council are responsible for the design and improvement of services. Our commissioning decisions are informed by the needs of individuals and groups in our communities, defined by population, locality, and by protected characteristic or shared interest. This enables us to design services which are truly based on supporting residents to live healthy lives.
We also commission using the principles of asset-based working and co-production, using local people and communities’ skills, knowledge, and understanding of their needs to design our health and social care services. Asset based commissioning relies on understanding what local communities can do for themselves, need help with, and what they want statutory bodies to provide for them. This approach starts to shift power through working with local people and groups and having devolved budgets to local people and communities. The ultimate aim is communities controlling their own resources
Data quality remains an issue for some services and improving our data collection is a key action for all.
Success Measures
Monitoring of uptake of services by protected groups Explore ways to monitor the outcomes by different groups for the various services they receive.
22 Page 148 Corporate Equality Strategy – FINAL – 15.12.20 8. Our role as a Provider of Services 8.1 Access Trafford & Libraries
Trafford Council’s Contact Centre takes calls from residents Monday – Friday in line with corporate opening times dealing with queries, relating to council tax, benefits, adult social care, planning and building control, pest control, elections and blue badges applications. The Contact Centre receives around 5,000 calls per year.
Some staff are bilingual, but all staff have access to an interpreting service if required.
There are 11 libraries in Trafford and 99% of the population is within 2 miles of a library. There is no age restriction to people joining the library and all libraries have disabled access. Work over the next year will ensure libraries become Autism friendly. All libraries are open Monday to Friday, and on Saturday. Please see link below for opening times. http://www.trafford.gov.uk/residents/SearchResults.aspx?search_keywords=library% 20opening%20times
There are computers in all libraries that are free to use and have free Wi-Fi.
We commission Age UK Trafford to provide a Home Library Service which delivers books to residents who may find it hard to get to a library; and to carers who may have difficulties accessing a library due to their caring responsibilities. Also, our Talking Book service posts talking books out to customers who may have difficulty reading print due to a sight or other impairment and is free of charge via Royal Mail.
Success Measure
Feedback from customer surveys
8.2 Adult Social Care
Trafford Council’s Adult Services Directorate provides assessment, advice and guidance to all adults, and their carers who request an assessment or may be perceived to have care and support needs (as defined by the Care Act, 2014 - http://www.legislation.gov.uk/ukpga/2014/23/contents/enacted). We currently have four integrated Neighbourhoods (North, West, Central & South) and a collaborative partnership with our health colleagues in Trafford Local Care Organisation (TLCO) within Manchester Foundation Trust (MFT) to ensure that our responses are localised, proportionate and timely.
We also offer several specialist Borough wide Services which include: Complex Need Adults (Learning Disabilities), Safeguarding and the Deprivation of Liberty Safeguards (DoLS) teams.
23 Page 149 Corporate Equality Strategy – FINAL – 15.12.20 8.3 Adult Social Care and Equalities – key objectives, approach and training
Our social care provision for adults considers a wide range of access needs for people with physical and mental disabilities, sensory impairments, religious and cultural needs. Personalisation helps formulate individual tailor-made care plans together with developments geographically located to be in the centre of our localities with our Extra Care Provision at: Limelight in Old Trafford, Elkin Court at Partington, Fiona Gardens at Sale and New Haven in Timperley. There is more work to be done to reach out to and support our Black and Minority Ethnic (BAME) clients in order to capture information about their diverse needs with regard to faith and culture to ensure they receive the quality tailored social care suited to their individual needs.
Success measures
Engagement of voluntary sector and faith groups to support BAME service users and their families Council able to offer support to more carers especially those likely to be linked to BAME communities. Focus on meeting faith/cultural needs of all individuals at assessment as these are often excluded Improved Advocacy/translator services especially in North Trafford Improved data collection of equality profile of adult social care clients to enable improved tailored provision of care to meet needs especially with regard to identity, ethnicity, religion etc. Improve our knowledge of social care clients experiencing hate crime and exploitation.
8.4 Early Help & Children’s Social Care
Social Work England sets the professional standards for social workers, (see Appendix 2) and standard 1 specifically addresses equality and diversity as follows:
Professional standard Number 1 is ‘Promote the rights, strengths and wellbeing of people, families and communities’ states that as social workers and all other professionals working in children’s social care will:
1.1 Value each person as an individual, recognising their strengths and abilities.
1.2 Respect and promote the human rights, views, wishes and feelings of the people I work with, balancing rights and risks and enabling access to advice, advocacy, support and services.
1.3 Work in partnership with people to promote their wellbeing and achieve best outcomes, recognising them as experts in their own lives.
1.4 Value the importance of family and community systems and work in partnership with people to identify and harness the assets of those systems.
24 Page 150 Corporate Equality Strategy – FINAL – 15.12.20 1.5 Recognise differences across diverse communities and challenge the impact of disadvantage and discrimination on people and their families and communities.
1.6 Promote social justice, helping to confront and resolve issues of inequality and inclusion.
1.7 Recognise and use responsibly, the power and authority I have when working with people, ensuring that my interventions are always necessary, the least intrusive, proportionate, and in people’s best interests.
Success Measures
Evidence against the seven standards above Feedback from children and families Fostering and adoption outcomes for diverse groups Improved data collection of equality profile of children in social care to enable improved tailored provision of care to meet needs especially with regard to identity, ethnicity, religion etc. Improve our knowledge of social care clients experiencing hate crime and exploitation such as CCE, trafficking and modern day slavery. 8.5 Education & Young People
Trafford’s education system is performing well with 96% of schools being rated ‘Good’ and ‘Outstanding’ and high educational outcomes for children. ‘Closing the gap’, particularly for disadvantaged pupils and young people with Special Educational Needs has been, and remains, an area of focus at all levels. Areas for improvement are addressed through the following:
The Education Strategy and the work of the Education Board
The Education Strategy has helped to unify the system and use resources as effectively as possible. Effective team working throughout the Education Department enables combined intelligence to be utilised to identify schools that require support.
The Special Educational Needs Action Plan
The purpose of the SEND (Special Education Needs and Disabilities) Strategy is to ensure there is a well-planned provision that meets the needs of children and young people with SEND and their families. Integrated services across education, health and social care will work closely with parents and carers, to ensure that individual needs are met. It also means a strong commitment to early intervention and prevention so that early help is provided in a timely way
The 0-5 Strategic Plan
The work of the 0-5 Multi-Agency Strategic Board is to increase the proportion of children who are ready for school at the end of the Early Years Foundation Stage and narrow the gap for the most disadvantaged children. 25 Page 151 Corporate Equality Strategy – FINAL – 15.12.20 Success Measures
All Trafford children and young people attend settings and schools which are good or better by Ofsted and they are educated in the provision best suits their needs. The aspiration of all children and young people with a particular focus on the most vulnerable pupils is raised, so that they have the skills and confidence to lead successful lives so that the attainment gap between disadvantaged pupils and their peers is reduced at all milestones. Children with Special Educational Needs achieve strong outcomes as evidenced in attainment outcomes which are above national expectations and there are reduced numbers of school exclusions
8.6 Place Services – Equalities
Place-based services carry out a number of activities that support the Council’s equalities agenda. These include:
Working with disability groups to improve the accessibility of our town centres When determining planning applications, ensuring the Council’s duties under the Equalities Act 2010 are discharged The emerging Design Guide will include guidance on improving accessibility in developments for all the community The Head of Service is a committee member of Women in Planning North West – which seeks to promote diversity and inclusivity in planning and to ensure that women’s voices are heard Older Person’s Housing Strategy developed to address the needs of older people in Trafford Supported Housing Strategy being developed to identify the housing and support needs of people with a learning disability and/or autism; people living with mental health; people with substances dependencies; people with a physical/sensory impairment; young people (aged under 18) including Care Leavers and offenders Homelessness Strategy incorporates all residents of Trafford who are homeless or threatened with becoming homeless.
Success Measures
All town centres are accessible Monitor access to housing by protected group Reduce homelessness
26 Page 152 Corporate Equality Strategy – FINAL – 15.12.20 9. Regulatory Services and Environmental Health
Trafford has a flourishing and diverse range of restaurants and takeaways which contributes to the richness and attraction of our town centres. In order to ensure that all business operators understand the environmental health requirements we have published these requirements in to a range of languages.
The Safer Food Better Business manual commonly used by the food businesses, is available on the Food Standards Agency’s website in alternative languages (www.food.gov.uk). Officers from Regulatory Services make available to businesses detailed allergens guidance which has been translated into 13 languages commonly spoken in Trafford. Success Measures
Cleanliness standards in restaurants/takeaways by area Enforcement re allergens
9.1 Licensing
Taxis – Wheelchair accessible vehicles
Whilst it is a requirement in Trafford that all hackney carriage vehicles, licensed by the Council, must be wheelchair accessible there are far more licensed private hire vehicles to which this requirement does not apply.
We aim to amend a range of policies around regulation of the taxi trade in Trafford. We will implement the provisions of section 167 of the Equality Act 2010. This gives the local authority the power to make publicly available lists of wheelchair accessible vehicles (“designated vehicles”). Once designated, the drivers of those vehicles are legally obliged to carry passengers in wheelchairs, provide assistance to those passengers and are prohibited from imposing any extra charges. Drivers are also be conditioned by licence to carry a passenger’s assistance animal and allow it to remain with the passenger in the vehicle (travelling in the front foot well if trained to do so) and not make any charge for doing so.
Success Measures
Feedback on Council webpage and for the list of accessible vehicles from customers Feedback from survey with the public and disabled groups on other information about accessibility
27 Page 153 Corporate Equality Strategy – FINAL – 15.12.20 9.2 Trading Standards
Trading Standards – Support for vulnerable residents and those with additional needs.
Trafford iCAN system is a messaging system that is intended for residents who would like to be made aware of the latest cons and scams. Trading Standards’ iCAN alerts are included in Trafford’s Talking Newspaper for visually impaired residents. Regular awareness raising sessions are delivered with Henshaws, the charity that supports visually impaired people of all ages. In addition a regular programme of talks to social groups and sheltered accommodation schemes goes on every year for older residents and Trading Standards have established links into the Social Services’ safeguarding system along with Greater Manchester Police (GMP) who refer the most vulnerable of scam victims through to Trading Standards.
9.3 Building Control
The Building Control service ensure that both residential and non-residential new build, or extended and altered existing commercial buildings, meet the Building Regulations requirements relating to access and facilities for disabled persons to access buildings. The service also applies design standards for people with disabilities to large commercial buildings and sports facilities.
9.4 Bins & Recycling
We offer an assisted collection service to any resident who are unable to place their bins out for collection and return. All communications will have a pictorial element to reduce any language or literacy barriers.
Households needing further support to recycle will be visited by advisors. We have found that engaging with householders on the doorstep and the pictorial leaflets enable communities to better understand the recycling service.
Success Measures
Feedback from users Monitoring for satisfaction by different protected groups A reduction in the amount of recycling rejected at the tipping hall
9.5 Interpretation and translation
For all our service delivery we provide a full language interpretation and translation service through an approved provider to our customers as requested. This includes, language interpretation, transcriptions, British Sign Language and other alternative formats. In the past year, (April 2019 – March 2020) our most frequent requests have been for the following languages: Punjabi, Mandarin, French and Arabic.
28 Page 154 Corporate Equality Strategy – FINAL – 15.12.20 10. Trafford Community Engagement
Trafford Partnerships Team lead on projects such as the Trafford Poverty Strategy, Trafford Together Locality Plan, healthy weight, school readiness, period poverty and the Working Well Early Help Programme.
Examples of active community engagement are:
Trafford’s Sport & Physical Activity Strategy Trafford’s Armed Forces Covenant Voluntary Community Service Engagement (VCSE) sector Delivery of the Inclusive Neighbourhood Grants scheme and supporting small VCSE organisations to deliver projects and events in their communities Leading on community engagement across the borough through networks such as Vision 31, town centre partnerships and the Old Trafford Conversation Supporting community initiatives such as Partington Women’s Group, The Bread and Butter Thing, Ear4U Centre and Our Sale West. Success Measures Development and implementation of the Trafford Poverty Strategy Delivery of Trafford’s Armed Forces Covenant and commitments Monitoring the delivery of projects and events through community grant schemes to demonstrate positive impact Sustainability of VCSE organisations through capacity building and emergence of new VCSE organisations Increased level of resident and partner engagement in community initiatives and partnership networks supported by the team Sustainability of the Community Response Hubs and the creation of neighbourhood networks connected to these Hubs
11. Community Cohesion
Trafford Council has established a Community Cohesion Forum. The resident-led forum brings together representatives from local voluntary and community organisations, faith groups and youth groups alongside partner agencies, to understand cohesion in the borough and join up the efforts to tackle challenges and take opportunities to work more effectively in partnership. The Forum meets quarterly and is currently co-chaired by the Mayor and a Trafford resident. For 2020/2021, the Forum is focusing efforts to tackle knife and hate crime in the communities.
29 Page 155 Corporate Equality Strategy – FINAL – 15.12.20 12. Our Response to COVID-19
At the time of writing this document we encountered the COVID-19 global pandemic. Changes were made to services and policies to support Trafford’s most vulnerable groups through our service delivery, for example, in our care homes and through our community hubs. Information has been available in alternative formats and in other languages so that everyone has access to the information that they need. In terms of employment there has been a focus on staff health and wellbeing and supporting staff through the change in physical work environment and shift in job role in response to urgent priorities throughout the NHS and local authorities.
Success Measures
Reach of messaging into communities Uptake of support by population group
13. George Floyd and Black Lives Matter
As a result of the murder of George Floyd there has been a global, national and local response to the need to address the structural racism and inequality that exists in our society and institutions. In response, Trafford Council and CCG are committed to strengthening the dialogue with all communities and exploring together ways of reducing race inequality.
It is important to keep the conversation going as the fight for justice continues which is why we wanted to share a short but very informative rap about why black lives matter by Fleur East, (who is of mixed-heritage) and a former runner-up of the X Factor. Please see the link below. https://planetradio.co.uk/hits-radio/entertainment/celebrity/fleur-east-rap-roulette- black-lives-matter/
14. Conclusion
Trafford is committed to equality, diversity, inclusion and human rights for all. We recognise we still have some way to go to achieve our equality goals but we have set out in this Strategy our plans for making progress. We would very much welcome comments on the Strategy from our residents, staff and partners going forward and we will continually consult, respond and implement improvements as our Strategy will evolve as our communities and their needs evolve.
We will conduct an equality review working with external equality specialists who will help us shape our action plan to achieve this Strategy
We will continually report on the action plan through our various governance processes and to our Joint Leadership Team 30 Page 156 Corporate Equality Strategy – FINAL – 15.12.20 Appendix 1
Additional Legal duties and meeting Mandated Equality Requirements
In addition to the Equality Act 2010 Trafford Council and the CCG are also subject to other legal and mandated requirements. These include:
The Health and Social Care Act 2012
CCG’s must in the exercise of their functions have due regard to the need to:
Reduce inequalities between patients with respect to their ability to access health services and Reduce inequalities between patients with respect to the outcomes achieved for them by the provision of health services.
The Act also requires the Council and CCG to follow the Accessible Information Standard. This Standard sets out a specific, consistent approach to identifying, recording, flagging, sharing and meeting the information communication needs of patients, service users, carers and parents with a disability, impairment or sensory loss, and ensure they receive the following:
‘Accessible information’ (information which can be read or received and understood by the individual or group for which it is intended) and ‘Communication support’ (support which is needed to enable effective, accurate dialogue between a professional and a service user to take place). Workforce Race Equality Standard (WRES)
The Workforce Race Equality Standard (WRES) is within the NHS standard contract. It focuses on race equality as a priority area and follows published research which has highlighted disparities in the number of Black, Asian and Minority Ethnic (BAME) people in senior leadership positions across the NHS, as well as lower levels of wellbeing and satisfaction amongst BAME staff. The CCG publishes its results annually along with an action plan and is responsible for ensuring that providers of commissioned services provide their results.
Workforce Disability Equality Standard (WDES)
The Workforce Disability Equality Standard (WDES) enables NHS organisations to compare the experience of disabled and non-disabled staff. Like the WRES, an annual action plan is required to enable progress to be demonstrated. The WDES also seeks to improve the representation of disabled people at Board level. Currently the CCG is not required to complete the WDES, but it does need to ensure that providers of commissioned services provide evidence of their results including an annual action plan. It does this through quarterly meetings with large providers such as Manchester Foundation Trust and Greater Manchester Mental Health Trust and with smaller service providers through contract management arrangements.
31 Page 157 Corporate Equality Strategy – FINAL – 15.12.20 The Equality Delivery System (EDS)
The Equality Delivery System (EDS) is a tool that helps NHS organisations improve the services they provide for the local community and better working environments, free from discrimination, for those who work for the NHS. It outlines requirements in health outcomes, improved patient experience, a diverse workforce and inclusive leadership.
Equality Impact Assessments (EIA’s)
Under the Public Sector Equality Duty within the Equality Act 2010, the Council has to show that it has given ‘due regard’ or consideration to the impact that a decision or change in policy has on groups that share a protected characteristic. One method of doing this is to carry out an equality impact assessment (EIA). This helps us to ensure that the different needs of people are taken into account as far as possible and that any potential negative impact on people is mitigated where possible.
Trafford Council carries out EIAs on a wide range of policies, functions and procedures to ensure that equality is taken into consideration in every area of our work. For further information on EIAs please visit our website: https://www.trafford.gov.uk/about-your-council/strategies-plans-and-policies/equality- and-diversity/equality-impact-assessments.aspx
The CCG use a similar process which is referred to as an Equality Impact and Risk Assessment (EIRA). This process provides a framework for undertaking a robust equality risk and human rights impact assessment and is the primary source for demonstrating how the CCG has considered its legal duties, including the Equality Act 2010, the PSED, and the Human Rights Act 1998. Assessments are carried out for the following:
Change in service-commissioning or decommissioning Policy development or review Strategy development Change in work practices.
Progress on EIRAs is included in our Equality and Inclusion annual report and EIAs are available on request.
All staff in Early Help & Children’s Social Care work to the six agreed professional standards of Social Work England which can be found here: https://www.socialworkengland.org.uk/media/1640/1227_socialworkengland_standar ds_prof_standards_final-aw.pdf)
32 Page 158 Corporate Equality Strategy – FINAL – 15.12.20 Appendix 2
Internal policies to support Equality and Diversity
Trafford Council has an overarching Equality and Diversity in Employment Policy Statement which details our vision to ensure that everyone has equal opportunity to succeed. This can be found on our website. (http://www.trafford.gov.uk/about-your- council/strategies-plans-and-policies/equality-and-diversity/equality-and- diversity.aspx
Trafford Council has a Service Delivery Policy Statement to demonstrate our commitment to providing services to local people that respond to the diverse needs of service users and this can be found at: http://www.trafford.gov.uk/about-your- council/strategies-plans-and-policies/equality-and-diversity/service-delivery-policy- statement.aspx
Appendix 3
NHS Trafford CCG Values & Behaviours
Compassion: We will treat everyone fairly with compassion, dignity and respect
We will always find the time to listen and value the views of others We will be polite and respectful of our colleagues and team mates We will not bully, discount or ignore anyone We will always consider our colleagues’ feelings and think of our impact on others Support: We will value and support each other to be the best we can
We will be someone that colleagues can rely on, whoever they are and whatever their role We will respect other people’s time as being as valuable our own We will contribute to a safe and tidy work environment and won’t expect others to tidy up after us We will constantly strive to simplify processes and eliminate waste, whilst always improving quality Integrity and Openness: We will be transparent in our actions and decision making
We will involve colleagues in the work we do with, or for them, so they know what’s happening We will ask open questions and keep people informed We will speak up for and defend our standards when others don’t follow them, and appreciate them when they do We will take responsibility for our action
33 Page 159 Corporate Equality Strategy – FINAL – 15.12.20 Partnership: We will work with patients, their families, our communities and our partners to improve the health of our population
We will work with others to innovate and solve frustrations We will make the best use of available resources We will always look and behave appropriately for our audiences You can see our values… in how we behave every day
Compassion: We will treat everyone fairly with compassion, dignity and respect
I will always find the time to listen and value the views of others I will be polite and respectful of our colleagues and team mates I will not bully, discount or ignore anyone I will always consider my colleagues’ feelings and think of my impact on others Support: We will value and support each other to be the best we can
I will be someone that colleagues can rely on, whoever they are and whatever their role I will respect other people’s time as being as valuable my own I will contribute to a safe and tidy work environment and won’t expect others to tidy up after me I will constantly strive to simplify processes and eliminate waste, whilst always improving quality Integrity and Openness: We will be transparent in our actions and decision making
I will involve colleagues in the work I do with, or for them, so they know what’s happening I will ask open questions and keep people informed I will speak up for and defend our standards when others don’t follow them, and appreciate them when they do I will take responsibility for my actions Partnership: We will work with patients, their families, our communities and our partners to improve the health of our population
I will work with others to innovate and solve frustrations I will make the best use of available resources I will always look and behave appropriately for my audiences
34 Page 160 Corporate Equality Strategy – FINAL – 15.12.20 You can see our values… in how we behave every day
Compassion: We will treat everyone fairly with compassion, dignity and respect
We will always find the time to listen and value your view We will be polite and respectful to you We will not bully, discount or ignore you We will always consider your feelings and think of our impact on you Support: We will value and support each other to be the best we can
We will be someone that you can rely on, whoever you are We will respect your time as being as valuable our own We will contribute to a safe and tidy work environment and won’t expect you to tidy up after us We will constantly strive to simplify processes and eliminate waste, whilst always improving quality Integrity and Openness: We will be transparent in our actions and decision making
We will involve you in the work we do with, or for you, so you know what’s happening We will speak up for and defend our standards when others don’t follow them, and appreciate them when they do We will ask open questions and keep you informed We will take responsibility for our actions Partnership: We will work with patients, their families, our communities and our partners to improve the health of our population
We will work with you to innovate and solve frustrations We will make the best use of available resources We will always look and behave appropriately for you and our audiences Our values and behaviours- for colleagues - As a commissioning organisation, our values and behaviours are key to help us deliver an effective service
Appendix 4
For details about the Women in Planning Committee please see: https://www.womeninplanning.org/north-west
35 Page 161 Corporate Equality Strategy – FINAL – 15.12.20
36 Page 162 Agenda Item 9
TRAFFORD COUNCIL Report to: Executive Date: 25 January 2021 Report for: Information Report of: The Executive Member for Finance and Governance and the Corporate Director of Finance and Systems Report Title:
Budget Monitoring 2020/21 – Period 8 (April to November 2020).
Summary:
The purpose of this report is to inform Members of the current 2020/21 forecast outturn figures relating to both Revenue and Capital budgets. It also summarises the latest forecast position for Council Tax and Business Rates within the Collection Fund.
Recommendation(s)
It is recommended that the Executive: a) note the updated positions on the revenue budget, collection fund and capital programme. b) note the movements in earmarked reserves.
Contact person for access to background papers and further information:
David Muggeridge, Finance Manager, Financial Accounting Extension: 4534
Background Papers: None
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Page 163 Relationship to Policy Value for Money Framework/Corporate Priorities Relationship to GM Policy or Strategy Not Applicable Framework Financial Revenue and Capital expenditure to be contained within available resources in 2020/21. Legal Implications: None arising out of this report Equality/Diversity Implications None arising out of this report Sustainability Implications None arising out of this report Resource Implications e.g. Staffing / ICT / Not applicable Assets Risk Management Implications Not applicable Carbon Reduction Not applicable Health & Wellbeing Implications Not applicable Health and Safety Implications Not applicable
Other Options
Not Applicable
Consultation
Not Applicable
Reasons for Recommendation
Not Applicable
Finance Officer Clearance …GB…………… Legal Officer Clearance …………JLF……
CORPORATE DIRECTOR’S SIGNATURE …………
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Page 164 EXECUTIVE SUMMARY
The approved budget for 2020/21 is £175.52m; as at Period 8 an underspend of £2.108m is forecast (overspend £220k at Period 6). See Table 1.
The positive movement since the last monitoring report of £2.328m mainly relates to the reforcasting of in-year demand on children’s and adult placements and release of contingency budgets. (Table 2 provides detail of all the service variances).
It is fair to say there still remains significant risk and therefore caution needs to be attached to these projections. At the time of drafting this report, the Government has just announced the latest national lockdown commencing on 5th January 2021. It is now likely that further pressures will be experienced, particularly regarding income from traded services. Some of these pressures will be offset by the various packages of Government support already in place, such as the Sales, Fees and Charges Compensation Scheme. In addition, as mentioned in the previous monitor, the Council received an additional £2.23m to accommodate winter pressures relating to COVID-19. Due to the uncertainty surrounding the increased costs related to this latest announcement, the full amount of the additional grant is held in a contingency reserve to cover the expected pressures.
Gross Covid-19 financial pressures are estimated at £51.212m, representing a small reduction from period 6. The net impact after Government support and other contributions is £4.574m (See Para 28) which have been offset by other potential savings across other service and corporate contingency budgets, such as adult placement costs and staffing vacancies, which if fully realised should help mitigate the overall Covid-19 pressures to arrive at a net underspend of £2.108m. Council Tax - forecasting a deficit of £5.307m which is an adverse movement of £580k from Period 6. Improvements have been seen in collection rates, however this has been offset by pressures in our tax base due to an increase in discounts and reliefs. (See Para 8.) Business Rates continues to be a complex area and prone to variation which has been exacerbated by the impact of Covid-19. An in-year deficit of £3.5m is still forecast. (See Para 17). The Government has issued exceptional guidance duing the year which allows authorities to spread the full deficits on the collection fund balances for council tax and business rates over the next three financial years and will therefore have a neutral impact in the current year. Without this flexibility the pressure on the Council’s budget in 2020/21 would have been a further £8.8m. Reserves Movements – Any final in-year underspend in 2020/21 will be transferred to the Budget Support Reserve; in addition work is continuing with GMCA over the release of other reserves. These will be used to mitigate the risks on the budget in future years. (See Para 4).
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Page 165 Capital Programme - Minor rephasing to the general programme of £2.5m; projected capital expenditure is £40.3m in 2020/21 (See Para 33). At this stage of the year (97%) of the budget has now been committed or is programmed to start in the year. This is an improved position compared to previous years in part due to the approval of the full programme in February 2020, particularly on highways, corporate building repair and parks programmes.
REVENUE BUDGET
1. Detailed below in Table 1 is a summary breakdown of the service and funding variances against budget, with Table 2 providing an explanation of the variances:
2020/21 Forecast Forecast Percent- Budget * Outturn Variance age Table 1: Budget Monitoring (£000’s) (£000’s) (£000’s) results by Service Children’s Services 42,095 41,477 (618) (1.5)% Adult Services 49,385 49,596 211 0.4% Public Health 12,381 12,404 23 0.2% Place 29,360 36,612 7,252 24.7% Strategy and Resources 5,128 7,701 2,573 50.2% Finance & Systems 7,900 7,673 (227) (2.9)% Governance & Community 6,518 6,689 171 2.6% Strategy Total Directorate Budgets 152,767 162,152 9,385 6.1% Council-wide budgets 22,755 15,984 (6,771) (29.8)% Net Service Expenditure 175,522 178,136 2,614 1.5% variance
Funding Business Rates (65,792) (65,792) Council Tax (103,990) (103,990) Reserves Budget Support (4,524) (4,524) Reserves to Support COVID-19 (4,722) (4,722) Collection Fund surplus (1,216) (1,216) Funding variance (175,522)* (180,244) (4,722) (2.7)%
Net Revenue Outturn variance 0 (2,108) (2,108) (1.2)% Dedicated Schools Grant 139,392 140,858 1,466 1.1%
Budget Adjustments and Virements
* There have been a number of virements across Directorates since Period 6, as detailed in Appendix 1.
Main variances, changes to budget assumptions and key risks
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Page 166 2. The main variances contributing to the projected overspend in service budgets of £2.614m, any changes to budget assumptions and associated key risks are highlighted below:
Table 2: Forecast Main Variance variances (£000’s) Explanation/Risks Children’s (618) Projected outturn variance £618k favourable; a favourable Services movement of £1.316m since period 6. The coronavirus pandemic continues to have an impact on the service both in terms of changes to its service delivery and finances. The estimated pressures are outlined below:
The overall savings target for the service of £1.611m, is anticipated to be achieved; Anticipated increase in overall demand in placements/early support of £782k, a favourable movement of £1.024m (Note 1); Underspend on staffing budgets of £1.724m, an adverse movement of £151k (Note 2); Additional transport costs of £425k, a favourable movement of £214k (Note 3); £321k under budget on other running costs and income across the service; a favourable movement of £159k (Note 3); Loss of income due to COVID of £220k, a favourable movement of £70k, mainly seen at the two nurseries and those service areas unable to provide face to face training; Note 1 Current projections indicate there is an estimated overspend of £782k on children’s placements, a favourable movement of £1.024m; The service has not seen the increase in demand it had anticipated due to the Coronavirus pandemic and has therefore revised its projections this year. At this stage it is felt that the potential impact from the pandemic may fall into the following financial year and if this arose would need to be financed from contingency budgets. The numbers of children as at the end of November 2020 are as follows:- children in care 391, an increase of 4; child protection is 229, an increase of 11; children in need 748, an increase of 76.
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Page 167 The above position assumes that £1.611m of the original savings target will be achieved in full and as at the end of September 2020 £1.540m of this has been achieved. A contingency of £551k is also included to cover any further demand and potential timeline changes to the anticipated reductions mentioned above. Note 2 There are underspends in staffing of £1.724m; this is an adverse movement of £151k which is mainly due to a temporary extension of agency staff. These staffing delays this year are one-off in nature as the service undertakes its service redesign which will be in place in 2021/22. Note 3 The adverse variance in running costs across the service is £58k; a favourable movement of £396k. The reasons for this favourable movement are as follows:- Home to School transport favourable movement of £214k. This includes a favourable movement of £200k on business as usual due to new contracts being negotiated in September, and a favourable movement of £14k for social distancing requirements which are less than originally anticipated. Additional grant/income favourable movement of £144k
Minor variances favourable movement of £38k.
Adult 211 Projected Outturn variance £211k adverse, a favourable Services movement of £649k since period 6. The coronavirus pandemic is continuing to have a significant impact on the service both in terms of changes to its service delivery and finances. The areas of estimated pressures are outlined below: The overall savings target for the service was £1.348m, of which £949k is not anticipated to be achieved, no movement; Payments to care providers of £1.469m to meet additional costs, no movement; £2.840m below budget on Adult clients; a favourable movement of £1.590m. (Note 1); £407k below budget due to vacancies and one off savings, favourable movement of £59k (Note 2); Additional Personal Protective Equipment £518k of which £478k is recovered from the CCG and £40k is met by the Council, no movement to the Council; £1.0m support to the disabled facilities grant for 21/22 (Note 3).
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Page 168
Note 1 Adult Clients currently projects a £2.840m favourable variance; £1.590m favourable movement since period 6. This budget has and continues to increase in both its complexity and volatility as a result of the coronavirus pandemic. The movement from P6 is due, in part (£590k), to the amount previously estimated from those packages of care that have either transferred to the CCG as continuing health care (CHC) or from client contributions, once financial assessments have been undertaken, is higher than anticipated. In addition to this the P6 monitoring report included provision for an anticipated increase in client demand of £1m following the isolation of many vulnerable people within the population both due to increased physical need and mental health support. The P8 monitoring has indicated that the anticipated pressure has not presented itself as early as was anticipated and it is now felt that the increased pressure will be realised over the medium term. The provision for this has therefore been removed. The current forecast cost for those care packages still awaiting determination as outlined above is £1.048m. At this stage an estimate has been included of £241k (just over 20%) as to the amount that will either transfer to the CCG as continuing health care (CHC) packages or from client contributions once financial assessments have been undertaken. It should be noted that this estimate again has the potential to vary due to the individual needs and financial circumstances of each client who has been in receipt of a COVID-19 funded care package which are not known at the time of calculating the estimate. Within the projection there is a contingency of £418k set aside for additional increases in demand/cost pressures throughout the rest of the financial year. Note 2 The current forecasts indicate there is a favourable variance of £407k; a favourable movement of £59k. This is due to the following:-
£296k favourable variance on staffing due to vacancies; favourable movement of £33k; £159k favourable variance on client equipment and maintenance due to the impact of COVID-19; favourable movement of £26k; £48k adverse variance on contracts; no movement.
In addition to this there are further estimated costs as outlined below:- £9.188m which will be met by the CCG from their allocation given by NHSE for hospital discharges;
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Page 169 £4.246m for infection control for care providers which will be met by government grant; £133k for the clinically extremely vulnerable which will be met by government grant. Note 3 Due to an anticipated demand and therefore additional pressures on the capital budget for disabled facilities grants in 21/22, £1.0m of the adults underspend this year will be set aside in the capital reserve to support this budget in 21/22.
Public 23 Projected Outturn variance £23k adverse, adverse movement of Health £1k from P6. All of this variance, £23k, is projected as COVID-19 related council spend on staffing. An adverse movement of £1k from P6. Currently there is a projected underspend on business as usual of £393k which is as a result of a refund from the Pennine contract last year of £205k and a projected reduction in costs for activity based areas of £188k e.g. sexual health services. However, discussions with Manchester Foundation Trust on the community contract for 2021/22 have yet to take place and therefore this underspend is to be ring-fenced in a public health reserve until final contract negotiations have been finalised. In addition to this there are further estimated costs due to COVID-19 of £1.457m for the test and trace service which will be met by a specific government grant. Place 7,252 Projected outturn variance £7.252m adverse, an adverse movement of £430k since period 6. The forecast pressures include:
COVID-19 related income losses are £5.863m, a reduction of £299k mainly related to Leisure. The overall loss includes Parking fees and fines £929k, property rentals £813k, outdoor media advertising £568k (reduction of £43k), planning fees £560k (increase of £2k), licencing fees £239k, building control fees £168k, highways permits and grants £161k (reduction of £3k), street trading £114k, pest control £33k (£5k reduction) and trade waste £117k. The figures also include the potential requirement to support Trafford Leisure which has estimated trading deficits for 2020/21 due to the various COVID-19 restrictions from the Government to date and assumed for the remainder of the year, as reported previously. Trafford Leisure are working closely with the Council to monitor finances and mitigate the budget pressures as far as possible within the various operational restrictions; COVID-19 expenditure pressures are £1.139m and have increased by £31k overall. The overall pressure includes
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Page 170 £555k in expected additional waste disposal costs based on latest tonnage estimates and £215k related to waste collection, £140k for rough sleepers, £50k for inclusive neighbourhoods, £50k for high street reopening, £35k traffic management, £22k play areas, £61k operational buildings (increase of £31k) and £11k staff overtime. There are also additional costs of £193k fully offset by additional specific COVID-19 grants of £107k for “COVID Marshals”, £20k for Rough Sleepers and £66k for Public Protection. Other non-COVID-19 forecast pressures include £262k relating to property costs, including those awaiting disposal or redevelopment, and also provides for £94k of aborted development costs relating to Altrincham and Stretford Leisure Centres. There is a shortfall in building control income £161k, following on from the end of 2019/20, and community safety CCTV £34k. These are offset by additional income above budget for Altair £120k and other rents £19k; There is an overall staffing underspend of £546k relating to actual and forecast vacancies for the year (excluding the ring- fenced Planning account), which is approximately 8.5% of the staffing budget. This is £52k higher than last reported; The Planning service is a ring-fenced account and has a forecast underspend of £238k in staffing and running costs which can be utilised to offset the COVID-19 income pressure for Planning application fees above. The Strategic Investment Property Portfolio will deliver a net benefit to the revenue budget in 2020/21 of £6.71m. This is £721k lower than budgeted due to economic factors affecting some of the income particularly from the town centre investments (see paragraph 44 for further details).
Strategy 2,573 Projected outturn variance £2.573m adverse, a favourable and movement of £153k since period 6. Resources This includes COVID-19 pressures of £2.680m, a favourable movement of £186k since period 6:
Trading losses in the overall outturn includes £2.047m in Catering (reduction of £107k) and £15k in Cleaning (reduction of £35k) and £336k in the Music Service (reduction of £47k). The net loss of income from staff parking is now £185k (reduction of £21k) and there is also £6k loss of other SLA income (unchanged); Cost pressures include £46k relating to Stop Gap staffing (increase of £26k) and £45k for COVID-19 related communications (reduced by £2k).
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Page 171 Other Variances £107k favourable, an adverse movement of £33k since period 6 including:
Forecast staff costs are £155k below budget across the Directorate based on actual and projected vacancies across the year (2.4% of the staff budget), an adverse movement of £33k; Bereavement Services net additional income after costs of £79k, favourable movement of £9k; These are offset by the budgeted Directorate-wide efficiency saving target of £126k, which is projected to be achieved in full.
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Page 172 Finance & (227) Projected outturn variance £227k favourable, a favourable Systems movement of £24k since period 6. COVID-19 Forecast Pressures £153k, adverse movement of £16k since period 6: This relates to additional unplanned ICT expenditure directly related to the COVID-19 pandemic. There are also additional costs funded by additional specific COVID- 19 grants totalling £580k to date in both ICT and Exchequer Services. This includes £147k relating to ICT staff and equipment, Exchequer spend of £218k Emergency Assistance Grant, £118k Winter Grant scheme, £33k Self-isolation payments, £64k Local Housing Allowance. Other Variances £380k favourable, a favourable movement of £29k
Forecast staff costs are £333k less than budget across the Directorate based on actual and forecast vacancies across the whole year, which is 4.0% of the total staffing budget, and £23k higher than last reported. This includes £181k in Finance and Exchequer Services and £152k in ICT; General running costs are forecast to be underspent by £219k, an increase of £15k. The underspend mainly relates to reduced ICT systems and maintenance costs pending major capital investment; Other additional income is £16k above budget, favourable movement of £1k. These are offset by the budgeted Directorate-wide efficiency saving target of £188k, which is expected to be achieved in full.
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Page 173 Governance 171 Projected outturn variance £171k adverse, a favourable & movement of £237k since period 6. Community Strategy COVID-19 Forecast Pressures £571k, a favourable movement of £68k since period 6 (losses of income £414k and additional unplanned expenditure £157k):
Forecast income losses include £178k relating to Sale Waterside Arts Centre and £65k for events including at Flixton House. Land charges income is projected to be £42k less than budget (reduced by £11k) and Registrar’s £77k (increase of £47k). There is also a £53k loss of income expected from library lettings (increase of £17k); Additional expenditure includes £307k of legal costs related to fees and additional agency staff required due to the increase in caseload, which has reduced by £121k due to difficulties in recruitment to increase capacity. This is offset by £150k saving from the local election being deferred until 2021 as previously reported. All forecasts reflect the latest COVID-19 restrictions, since last reported, and are now assumed to the end of the financial year. Other Variances £400k favourable, favourable movement of £169k:
Forecast staff costs are £672k below budget across the Directorate, an increase of £131k, based on actual and projected vacancies reviewed across the year (11.4% of the staff budget). This includes £231k in Legal Services, £187k in Access Trafford (contact centre), £215k in Partnerships and Communities and £39k in Arts and Culture; General running costs are overspent by £12k, favourable movement of £27k, mainly due to reduced library ICT costs and legal court fees; There is a shortfall in income of £67k compared to budget excluding the COVID-19 pressures above, a favourable movement of £11k. This includes a £37k shortfall in capital fee income which is related to staff vacancies, and a £27k reduced forecast of grants in Democratic Services. The net overall underspend of the above is offset by the reduced budgeted Directorate-wide efficiency saving target of £193k.
Council- (6,771) Projected outturn variance £6.771m favourable, a favourable wide movement of £236k since period 6 budgets COVID-19 Support Grant – favourable £10.587m, no change since period 6. The Government has announced various general packages to support the financial impact of COVID-19. All of these generic support grants have been
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Page 174 accounted for in Council-wide as a centrally held resource for monitoring purposes; COVID-19 Sales, Fees and Charges Compensation Scheme – £3.575m favourable - alongside the announcement of the 3rd COVID-19 support grant in July 2020, the Government announced a compensation scheme for lost income from Sales, Fees and Charges. Further details are shown in paragraph 30. It is now estimated £3.575m will be reimbursed by the Government, a £13k improvement since period 6; this has been accounted for in Council-wide in the same manner as the support grants. Provision of £2.234m to accommodate winter pressures relating to COVID-19. Due to the uncertainty surrounding the financial impact of COVID-19 going forward, a contribution to a contingency reserve of £2.234m has been included in the Council-wide forecast; £5.142m adverse variance on Treasury Management – due to the impact of COVID-19 on the economy the budgeted MAG Dividend of £5.597m is no longer expected. Also, there is a reduction in investment income due to lower interest rates of £169k, offset by additional income from strategic investments of £624k, no change since period 6;
The Housing Benefit budget - at period 8 there is a significant pressure on the net Housing Benefit budget (payments made, less subsidy, overpayment recovery and use of reserves) of £387k, £203k relating to Trafford’s share of the AGMA-wide Trafford Park Mortuary facility set up in response to the COVID-19 pandemic, no change; £100k relating to Trafford’s share of the increased costs of the South Manchester Coroners’ service due to the COVID- 19 pandemic, no change; £50k saving relating to Members Allowances. In addition, a number of Council-wide contingencies and provisions relating to service savings not being achieved and doubtful debts have been reviewed. It is considered appropriate at this stage of the year, after taking account of un-budgeted one-off costs to release £625k of these, an additional £250k since period 6. In addition the Council has received within its General Fund a Council Tax Hardship Grant of £1.56m. In previous monitors it had been anticipated that the full grant would be transferred to the Collection Fund to offset the costs of Hardship awards and Local Council Tax Support Scheme pressures. The rules allowing the transfer of the grant to the Collection Fund have been clarified and only the costs of
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Page 175 Hardship awards can be met. To date the Hardship Awards are estimated at £815k, which will subsequently result in an undercomittment of £746k on the grant. This will be transferred to a Council Tax Risk Reserve to support potential ongoing pressures within the Collection Fund relating to Hardship awards.
Dedicated 1,466 Projected outturn variance £1.466m adverse, an adverse Schools movement of £368k since period 6. Grant DSG is expected to be £1.466m over spent, this is an adverse variance of £368k from period 6. Of this £1.525m is within the High Needs Block (HNB) offset by under spends in the Early Years & Central Schools Services Blocks. The HNB has seen an increase in demand for places and additional top-ups within Special Schools, increasing numbers and complexity of Education Health Care Plans and increasing costs and numbers of placements made out of borough. Although there are overall DSG reserves to cover this deficit, the HNB reserves on their own are not sufficient to cover their overspend. The HNB task and finish group has been re-established and is looking at how to manage the current deficit and also at the longer term strategies required to alleviate the pressures on this budget.
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Page 176 MTFP SAVINGS AND INCREASED INCOME
3. The 2020/21 budget is based on the achievement of permanent base budget savings and increased income of £10.055m. At this stage the latest forecast indicates that there is a projected shortfall in the savings programme of £1.72m, and this includes a number being affected by COVID-19. There has been no movement since period 6.
RESERVES
4. The balance brought forward as at 1 April 2020 of usable reserves was £91.35m, including schools and capital reserves. In February 2020, a figure of £4.53m was agreed to help support the 2020/21 revenue budget.
5. In light of the budget pressures stemming from the impact of the COVID-19 pandemic a full review of all reserves was undertaken with both service management and the Corporate Leadership Team as part of the preparation of the draft budget for 2021/22. This was done primarily to identify balances which could be used to support any longer term financial impacts of the pandemic. In undertaking the review, close consideration was given to the reasons the reserves are held and due regard has been placed on ensuring any remaining reserves remain sufficient to cover the range of risks faced by the Council. Full details of the review can be found in the draft budget report.
6. In addition to the review of reserves undertaken as part of the preparation of the draft budget, the following significant movements are also proposed as a result of the latest monitoring. Some of the figures will change depending on future monitors, however the principles surrounding the transfer will remain:-
The general underspend, currently estimated at £2.108m to go to Budget Support Reserve to provide a buffer against future budget uncertainty. The positive General Fund components of the Business Rates budget of £1.75m (see para 35) be transferred to Business Rates Risk Reserve to provide a buffer against future rates volatility. The Business Rates Growth Pilot/No Detriment Payment no longer required by Greater Manchester Combined Authority of £2.72m (para 36) be transferred to the Budget Support Reserve to resource an increase in the future general contingency budget for robustness purposed over the medium term. The surplus of uncommitted Council Tax Hardship Grant of £746k (see Council Wide narrative) be transferred to a new Council Tax Hardship Reserve to be used for a potential increase in Hardship cases/ discretionary support. £1.0m of the adults in-year underspend be transferred to the Capital Reserve to support anticipated demand and therefore additional pressures on the capital budget for disabled facilities adaptations in 2021/22.
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Page 177 Application from the Major Projects Reserve of £292k to cover the accumulated deficit of St Antony’s RC School which transferred to a sponsored academy.
7. Therefore based on the above there will be significant bolstering of reserves which will give the Council sufficient confidence in meeting its legal requirements in preparing a robust budget given the economic and financial volatility likely to be experienced over the short to medium term.
COLLECTION FUND
Council Tax
8. The table above summarises the pressures and movements on the Council Tax Collection Fund. The Fund is shared between the Council (82%), the Police & Crime Commissioner for GM (13%) and GM Fire & Rescue Authority (5%).
Movement Period 6 Period 8 Period 8 Table 3 P8 to P6 Full Full Trafford (improvement) Collection Collection Share Summary of Council Tax /deterioration Fund Fund Collection Fund Movements £000 £000 £000 £000 (Surplus) Brought Forward (1,121) (1,121) 0 (931) Distribution of estimated surplus 1,466 1,466 0 1,216 Over Distribution of Prior Year - 345 345 0 285 Collected in 21/22 (Para 20) In Year Position Shortfall in Tax Base (Para 23) 325 634 309 519 Reduction in Cash Collection (para 3,948 3,718 (230) 3,041 21) Local Council Tax Support Scheme 563 620 57 507 Hardship Awards 1,107 816 (291) 667 Other Movements (Backdated 0 (10) (10) (8) discounts etc.) Sub-total In Year Position before 5,943 5,778 (165) 4,726 hardship grant (Para 21) Contribution from Hardship Grant (1,561) (816) 745 (667) (Para 22) Sub-Total In Year Position (Para 4,382 4,962 580 4,059 24) Deficit Carried Forward 4,728 5,307 580 4,344
9. As reported in previous periods, there was an overpayment on the surplus brought forward as at 1 April 2020. This will be made good in 2021/22 by the three preceptors. Trafford’s share is £285k and was set aside in 2019/20 in an earmarked reserve for this purpose.
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Page 178 10. During the first half of the year the challenges faced by COVID-19 have placed considerable pressure on the Council Tax Collection Fund, largely related to a reduction in collection rates and increase in Council Tax Support. In addition, an increasing trend in claims for discounts and reliefs (such as Single Person Discount) has placed further pressure on our business as usual activity. There is currently a forecast deficit of £5.778m. This is an improvement of £0.165m on the estimated deficit of £5.943m at period 6 largely due to continued improvements in collection rates and reductions in the our assumptions on the award of hardship support.
11. The Council has received within its General Fund a Government sponsored COVID-19 Council Tax Hardship Grant of £1.561m which can be used to compensate losses in the Collection Fund. In previous periods, it was anticipated that the full grant would be transferred to the Collection Fund, to meet pressures in our Local Council Tax Support Scheme and Hardship. However it has now been clarified that it can only be applied to meet Hardship Awards. Hardship awards relating to COVID-19 are estimated at £0.816m and application of the grant will be used to offset this pressure. This will reduce the in-year deficit to £4.962m, compared with £4.382m at Period 6. The remaining balance of the Hardship Grant is yet to be committed as reported in Council Wide and will be transferred to an earmarked reserve if this remains so at year end.
12. As mentioned in para 20, there is an underlying pressure included in the projections relating to an increasing trend of properties attracting single person discount. It is difficult to separate these pressures from other Council Tax base pressures, such a delays in new properties coming on line due to COVID-19, however it is becoming apparent that there is a recurrent pressure. As such, our assumptions on the tax base have been adjusted in future budget plans.
13. As highlighted in paragraph 8, the Government announced changes, enabling local authorities to spread their tax deficits over three years rather than the usual one. In the previous monitor, the deficit associated with COVID-19 was identified separately from the business as usual pressures. Details of the scheme have now been released and the total in year deficit of £4.962m (COVID-19 and business as usual) must now be treated as one and spread equally over three years.
14. In addition to spreading the deficit, the Government has also announced a Council Tax Income Compensation Scheme, where it will meet 75% of specific losses on the Collection Fund. This grant may be received in the current financial year, however will be transferred to a suitable reserve to be drawdown to meet the requirements assumed in the budget for 2021/22.
15. Although there has been an improvement in cash collection rates since period 6, there remains potential uncertainty in the projections due to the unknown impact any further lockdown, however the extension of the Government Job
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Page 179 Retention Scheme until April 2021 should provide some stability in the forecasts.
16. In summary, as at period 8 the forecast year-end balance on the Council Tax Collection Fund is a deficit of £5.31m (£4.73m at period 6), consisting of an overpayment of £345k in the brought forward balance plus an in year shortfall of £4.96m. The Council’s share of this is £4.34m, of which £285k has been identified in an earmarked reserve leaving a balance of £4.06m. The new requirement for local authorities to spread their tax deficits over three years will reduce the financial impact of the full deficit, in 2020/21, to a neutral amount, however this will need to be recovered between the periods 2021 to 2023.
Business Rates
17. The 2020/21 budget included anticipated growth in retained business rates, related S31 grants and redistribution of prior year surpluses of £11.35m. Projecting business rates is by its nature complex and prone to variation, in addition the impact of COVID-19 has added further uncertainty to the accuracy of projections.
18. In order to support businesses with the impacts of COVID-19, the Government has provided various rate relief packages. The largest relief has been awarded to all retail and leisure sites who have been granted a 100% rates holiday until 31 March 2021. These reliefs, which are currently estimated at £90.79m, will result in an equivalent reduction in the rateable income paid into the Collection Fund and therefore a substantial deficit in the current year. However, this loss will be fully compensated via a Section 31 Grant paid into the Council’s General Fund.
19. The level of reliefs represents approximately 50% of the total rateable income with the remaining 50% largely relating to non-retail sites. The ability of both retail and non-retail businesses weathering the impact of COVID-19 will be unknown for some time, adding to the uncertainty in forecasting rateable income for the year. As already mentioned, the Council is compensated for the Government sponsored 100% retail rates relief. However, if there is a fall in retail occupancy due to an economic downturn during the year this may lead to an increase in vacant properties/insolvencies and a requirement to repay the grant.
20. During the first quarter of the year, all recovery and billing activity was suspended, which added a further level of uncertainty in forecasting collection rates. Recovery activity has recommenced and is being used to inform collection rates over the remainder of the year. As the year has progressed, collection rates have improved over our initial assumptions.
21. In previous reporting periods, a broad estimate was made that there would be a reduction in income from non-retail businesses of 5% over the year, resulting in a shortfall of approximately £3.5m. A similar figure is also projected at Period 8, however there have been a number of significant
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Page 180 factors since Period 6 which are worthy of comment and are discussed in the following paragraphs.
22. Underlying Rateable Value - The underlying Rateable Value (RV) provides a useful indication of the health of the rates baseline. At period 6, the RV was showing a positive movement compared with budget, however an unexpected appeal relating to a large site retail store has recently been approved which resulted in a significant reduction in the RV at this one site by over £0.6m. Indications suggest that other large stores will also follow suit and the provision for appeals has been adjusted accordingly. This change not only affects the current year’s outturn, but will have a recurring impact on future year’s budget assumptions. There is also a high level of uncertainty regarding the impact on the long term RV as a result of COVID-19. This continues to highlight the level of risk associated with business rates and the need to maintain a suitable level of risk reserve.
23. Appeals Provision – Since period 6, a detailed review of our provision for appeals has taken place. This involved examining the rate of successful appeals compared with budget assumptions, the level of historic appeals set aside relating to major infrastructure schemes which have now been completed (e.g. metrolink/M60 roadworks disruption), the impact of the large stores appeals mentioned in the previous paragraph and ultimately business disruption caused by COVID-19. The net impact of the above has resulted in an increase in appeals provision of £1.05m from Period 6.
24. Collection Rates - Due to the impact of COVID-19, additional support measures were introduced by the Government in March 2020 to enable local authorities to offer financial support to local organisations to pay business rates. This included a 100% rates holiday to all retail and leisure sites until 31 March 2021 along with special payment arrangements to defer 2020/21 instalments for non-retail sites. This has had a direct impact on the collection rates for the first 6 months, however assumptions used in previous periods have been updated to reflect improved collection of non-retail income.
25. The overall impact of the above components is a shortfall in business rates income of £3.57m compared to £3.49m at Period 6. The shortfall consists of a deficit on the Collection Fund of £5.32m which is offset by various positive General Fund components (section 31 grants, GM Pilot payments) of £1.75m. The Government has announced changes, enabling local authorities to spread their tax deficits over three years rather than the usual one. This will reduce the financial impact of the collection fund deficit of £5.32m in 2020/21 to a neutral amount, however this will need to be recovered between the periods 2021 to 2023. In addition, the positive outturn within the General Fund of £1.75m is proposed to be transferred to the Business Rate Risk Reserve to help absorb any future business rates volatility.
26. Furthermore the above figures include a payment to Greater Manchester Combined Authority (GMCA) of £2.72m relating to the benefit of the Business Rates Growth Pilot sharing scheme. GMCA has recently clarified that due to COVID-19 pressures across GM Authorities, they now longer require the
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Page 181 payment. With this in mind and given, the volatility in the rates budgets, it is proposed to transfer this amount to the Budget Support Reserve.
27. In a similar manner to the Council Tax Income Compensation Scheme, the Government has also announced support of 75% of budgeted losses on business rates. This grant may be received in the current financial year, however will be transferred to a suitable reserve to be drawdown to meet the requirements assumed in the budget for 2021/22.
Impact of COVID-19
28. During the course of 2020/21 the implications of Covid-19 have had a major and unprecedented impact on the Council’s finances. The net pressures being felt in 2020/21 have been detailed in the service narratives and a summary is shown in Table 4, along with the grant funding, CCG and earmarked reserves contributions, with the remaining balance being the subject of ongoing discussions with Government Departments in meeting the substantial and ongoing impact in 2020/21.
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Page 182
Table 4 – Impact of COVID-19 on Period 6 Period 8 Change Services 2020/21 2020/21 P6 to P8 £000 £000 £000 Estimated Gross Service Pressures 43,277 41,166 (2,111) Estimated Funding Pressures (Council 8,205 10,046 1,841 Tax and Rates) Gross COVID-19 Pressures 51,482 51,212 (270) CCG contribution – PPE – Adults (435) (478) (43) Services CCG contribution - Hospital Discharges (8,883) (9,188) (305) Infection Control (Care Homes) Grant (4,246) (4,246) 0 Public Health – Test and Trace Grant (1,457) (1,457) 0 Council Tax Hardship Grant (1,277) (667) 610 Total Specific Grants and Recharges to CCG (16,298) (16,036) 262
COVID-19 Support Grant 2nd Tranche (6,539) (6,539) 0 COVID-19 Support Grant 3rd Tranche (1,814) (1,814) 0 COVID-19 Support Grant 4th Tranche (2,234) (2,234) 0 Contain Management Outbreak Grant (1,899) (2,339) (440) COVID-19 Support SFC Income Loss (3,562) (3,575) (13) Support Total Government Support (16,048) (16,501) (453)
COVID-19 Support Reserve (Bal of 1st 0 (4,722) (4,722) Tranche held in reserve) Strategic Investment Property Risk (900) 0 900 Reserve Council Tax Deficit removed and (3,440) (4,059) (619) recovered 2021 onwards Business Rates Deficit removed and (3,488) (5,320) (1,832) recovered 2021 onwards Total Reserves and Funding (12,550) (14,101) (1,551) Contribution Net COVID-19 Pressures 2020/21 6,586 4,574 (2,012)
Net COVID-19 related pressures are estimated at £4.574m at period 8 (£6.586m at period 6), these have been offset to a degree by favourable movements across other services to arrive at a net underspend of £2.108m.
29. Since the period 6 monitor, the Government has announced a further details of COVID-19 support measures, including: A Contain Outbreak Management Fund – this scheme was announced at the time of drafting this period 6 monitoring report to support proactive
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Page 183 containment and intervention measures. To date the Council has received grant of £2.338m and plans are being developed how this resource will utilised. For the purposes of monitoring, this grant and the estimated additional costs are assumed to be neutral in the forecasts at this stage. Further instalments of funding are expected over the next few months. On 12 October 2020, the Government announced a further £900m of support to councils to meet additional COVID-19 related pressures over the winter period plus a further £100m support for Local Authority Leisure Centres. Trafford will receive a £2.234m share of the £900m allocation and will be used to contribute to a contingency reserve in the immediate term due to the uncertainty surrounding any potential increase in costs associated with a second wave. Details of the Leisure Centre support fund have also been released and the Council is in the process of developing a bid for submission in January 2021. The Government has also announced details of a Council Tax Income Compensation Scheme and Business Rates Income Compensation Scheme, where it will meet 75% of specific losses on the Collection Fund. These grants have an estimated value of £4.8m and will be used to meet the requirements assumed in the budget for 2021/22 to 2023/24. It is not clear if the grants will be received in the current financial year, however if so, they will be transferred into a suitable reserves to be drawn down over the next three years. They have been assumed as neutral impact in 2020/21.
30. At the time of the provisional settlement, the Government also announced additional COVID-19 support package for 2021/22. This covers the allocation of £1.55 billion of unringfenced grant; £670 million to enable councils to continue reducing council tax bills for those least able to pay; and an extension of the Sales, Fees and Charges income support scheme (SFC Scheme) on a pro-rata basis to June 2021. Our budget assumptions for 2021/2022 will be adjusted to reflect these resources. 31. At the time of writing this report, the Government has just announced a national lockdown with effect from 5th January 2021. The financial impact of the second wave is difficult to forecast and will depend on many variables such as the length of time of a local lock down, including the closure of schools, the sectors affected and the impact on the local economy and consequent job losses. It is likely that the Council will see further reductions in council tax collection rates, increases in applications under the Local Council Tax Support Scheme and additional impact on income from Sales, Fees and Charges as well as increased demand in services. The period 8 forecasts are largely based on assumptions made for Tier 3 restrictions before the latest restrictions were announced. It is anticipated that any new pressures can be met from the winter pressures contingency reserve (see para 39), however will be detailed further in the next monitor.
32. Whilst the Service Areas have reported their COVID-19 related pressures separately, the COVID-19 Support Grant (1st, 2nd, 3rd and 4th tranches) and Contain Management Outbreak Grant have been accounted for in Council- wide as a centrally held resource for monitoring purposes. Likewise, the estimated income of £3.562m from the Sales, Fees and Charges
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Page 184 compensation scheme will also be accounted for in Council-wide. The Council Tax Hardship Grant along with the Rates Relief Grants are also accounted for in Council-wide, however these will be utilised to offset pressures felt within Council Tax and Business Rates in the Collection Fund.
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Page 185 CAPITAL PROGRAMME 33. The revised programme for 2020/21 for the general Capital Programme and the Asset Investment Fund is £179.78m, a small net reduction of £1.30m since the last monitoring report.
Table 5 - Capital Approved Current Change in Investment Programme Programme Changes Programme Period 2020/21 £m £m £m (P6-P8) Service Analysis: Children’s Services 8.64 (0.48) 8.16 (0.48) Adult Social Care 1.84 (0.05) 1.79 0.00 Place 29.98 (1.28) 28.70 (0.12) Governance & Community 0.00 0.08 - 0.08 Strategy Finance & Systems 2.26 (0.66) 1.60 (0.70) General Programme Total 42.80 (2.47) 40.33 (1.30) Asset Investment Fund 139.35 - 139.35 Total Programme 182.15 (2.47) 179.68 (1.30)
34. Amendments to General Capital Programme
Re-profiling of Budgets to Future Years (£1.30m) Children’s Services Basic Needs (£480k) – This element of resources is held as a contingency for basic need issues needing immediate resources to resolve and to assist in any cost pressures on active schemes, It is envisaged that these resources will not be needed in this financial year and will be used to support the future basic need programme. Place Parks Infrastructure (£29k) – A small number of schemes within park infrastructure are now planned on being delivered within the new financial year. Integrated Transport – (£93k) – There has been a number of small schemes that have now been delayed while consultation works take place to develop the schemes, with works expected to take place once this has been completed Finance and Systems ICT Schemes – (£700k) there are a number of schemes where delivery has been limited as a result of ICT pressures across the Council due to new ways of working and the shifting environment around ICT needs as a result of the Covid-19 impact. The needs of ICT is continually under review with resources being utilised to best deliver the needs of the Council
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Page 186 35. Resourcing of the capital investment programme is made up of both internal and external funding. Details of this are shown in the table below.
Table 6 - Capital Investment Approved Current Resources 2020/21 Programme Changes Programme £m £m £m External: Grants 17.27 0.05 17.32 Contributions 3.21 (1.12) 2.09 Sub-total 20.48 (1.07) 19.41 Internal: Receipts requirement 6.02 (1.12) 4.90 Borrowing 154.99 (0.20) 154.79 Reserves & revenue contributions 0.66 (0.08) 0.58 Sub-total 161.67 (1.40) 160.27 Total Resourcing 182.15 (2.47) 179.68 Forecast Capital Receipts 1.91 - 1.91 Shortfall in Capital Receipts (4.11) (1.12) (2.99)
36. The land sales programme is under continuous review with an active programme of work to dispose of assets to realise receipts as soon as possible at an appropriate value to assist with the funding of the capital programme. Currently within the overall capital programme over the three year period until 2023/24 there is an anticipated deficit of £2.57m. This level has not changed since the P4 monitor but it is to be noted that there are a number of pressures on receipts from both straight forward disposals and self- development schemes that will continue to be monitored and will be reflected within the programme as more certainty is reached. Clearly a deficit of this level will factor into the assessment of the current bidding round for new capital programmes and also inform any level of short term borrowing required to maintain the current programme.
37. It is currently anticipated that the 2020/21 capital receipts will be £2.99m below those levels required within this financial year. The shortfall in capital receipts is partially due to the Council taking forward a number of proposals for the self-development of sites rather than a straightforward disposal, which had generally been the case previously. This is expected to generate an increase in the returns from the sites, however, their longer term nature will have an impact on the short term funding of the current capital programme.
38. If there is no re-phasing of schemes funded by receipts or capital receipts are not realised in advance of what is currently assumed, there will potentially be the requirement for short term borrowing to fund this deficit for the next two years. This would have an additional revenue costs of approximately £30k not currently budgeted for. This carries a risk that if receipts are not realised over the longer period, or at all, then borrowing will then need to be paid for on a longer or more permanent basis and will result in a revenue budget pressure in the Medium Term Financial Plan.
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Page 187 39. Work is currently being undertaken to see if any properties currently within the Land Sales Programme can be sold in advance of current assumptions. This is to assist with the current in year shortfall in receipts and reduce the need for short term borrowing.
Status and progress of projects 40. As part of the monitoring process a record of the “milestones” reached by each project is kept to show the progress of the scheme from inclusion in the Programme through to completion. The table below shows the value of the programme across the milestone categories.
Current Percentage Table 7 - Status on 2020/21 Projects Budget of Budget £m Already complete 21.48 53% On site 13.50 33% Programmed to start later in year 4.30 11% Not yet programmed 1.05 3% Total 40.33 100%
41. The first three categories give a good indication as to the level of confirmed expenditure to be incurred during the year. As can be seen £39.28m (97%) of the budget has now been committed or is programmed to start in the year. This is an improved position compared to previous years in part due to the approval of the full programme in February 2020, particularly on highways, corporate building repair and parks programmes.
42. Currently within the main capital programme, there have not been any specific schemes identified that will have a significant impact on the forecast levels of delivery and the current capital receipts position. This is under constant review with service areas and any issue that a rise will be reported here.
ASSET INVESTMENT PROGRAMME
43. In February 2020 approval was given to increase the Asset Investment Fund to £500m, supported by prudential borrowing, to support the Council’s Investment Strategy. The transactions that have been agreed by the Investment Management Board to date have a total committed cost of £376.99m. The facility agreement at The Crescent (£44.32m anticipated outlay) is due to be repaid this year, meaning the balance of the approved £500m which is available for further investment is £167.33m (table 8).
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Page 188 Prior Table 8 : Asset Investment 2020/21 Commitment Years Total Fund £m £m £m £m Total Investment Fund 500.00 Cost K Site, Stretford:- Equity in Trafford Bruntwood LLP 10.69 0.21 1.35 12.25 Development Loan to Bruntwood 10.69 0.21 1.35 12.25 Sonova House, Warrington 12.17 12.17 DSG, Preston 17.39 17.39 Grafton Centre incl. Travelodge 10.84 10.84 Hotel, Altrincham Trafford Magistrates Court 4.10 0.19 4.10 The Fort, Wigan 13.93 13.93 Sainsbury’s, Altrincham 25.60 25.60 Brown Street, Hale 3.34 1.53 2.62 7.49 The Crescent, Salford (*) 39.67 4.65 (44.32) 0 CIS Building, Manchester 60.00 60.00 Stretford Mall & Stamford Qtr Stretford Mall, Equity 8.82 8.82 Stamford Quarter, Equity 16.69 16.69 Acquisition Loan to Bruntwood 25.57 25.57 The Hut Group 30.20 37.30 67.50 Former sorting office, Lacy Street, Stretford 0.86 0.01 0.09 0.96 Various Development Sites 0.29 0.20 0.49 Castle Irwell, Salford 0 3.89 15.11 19.00 Total Capital Investment 260.65 41.08 13.59 315.05 Albert Estate Treasury Investment 17.62 17.62 Total Investment 278.27 41.08 13.59 332.67 Balance available 167.33
44. These investments are forecast to generate a net benefit to the revenue budget this year of £6.71m, which is an adverse variance of £721k compared to the budgeted target of £7.43m. The key variances are made up by the below: The Strategic Investment Property Portfolio is being closely monitored and there are pressures forecast, due to COVID-19, in achieving the budgeted levels of income at the Streford Mall, Stamford Quarter and the Grafton Centre. These shortfalls are anticipated to be £707k in 2020/21.
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Page 189 An equity investment is required to support the cash flow at the Lumina Village LLP (K Site) until new leases are agreed and land disposal start to take place in 2021. The cost of this investment is estimated to be £250k. The Council is currently carrying the cost of the former Sorting Office at Lacy St, Stretford, while the site awaits redevelopment. This is forecast to be £53k in 2020/21. Due to the current economic climates, there has been a reduction in the EU Reference Rate and UK LIBOR. This has impacted on the variable interest elements of the Council’s loan facility at the CIS Tower and its corporate loan to Bruntwood. This is forecast to result in an income shortfall in 2020/21 of £149k. This shortfall will be met through a reduction in the forecast contribution to the Council’s risk reserve from these assets. This year there are two new debt facilities, agreed at Investment Management Board; an early drawdown of the agreed debt facility for the Hut Group to support new regeneration, and a facility at Castle Irwell to support a residential development. This additional income, forecast to be a net £634k in 2020/21.
45. The Council has set aside a Risk Reserve to mitigate against potential unforeseen cost or income pressure and to finance future investment in the Council’s assets. At the start of the financial year this reserve stood at £3.9m and is forecast to rise by £1.4m this year, giving a year-end balance of £5.3m.
46. There are a number of self-development schemes that are currently being undertaken to generate resources to support the capital programme. There is significant progress being made on these. Below is an update on the current schemes either currently on site or where progress has been significantly made; Brown Street This scheme is on site and is progressing well, it is still anticipated that completion of the 10 townhouse and 12 affordable apartments will be in June 2021. The townhouses are to be sold on the open market and current advice given from the development partner’s in house sales and marketing team is that the properties will achieve the market values assumed with the financial model for the scheme. The 12 affordable are to be sold to a Housing Registered Provided (RP). A number of offers had been received from RP’s through a formal tender process and a preferred partner had been identified. Unfortunately this RP has now withdrawn from the process sighting pressures and uncertainty within the market. The Council is reviewing the others bids received and also if a new bidding process will need to be undertaken. Currently the scheme is forecasting a return of £1.1m which is an IRR of £13%. Sale Magistrates A formal planning application has now been submitted with the Planning Authority and this process is now expected to be completed by March 2021. There has been a reduction of two properties within the scheme as a result of issues around building over a drainage systems which has recently been
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Page 190 identified. This will potentially have a slight impact on the anticipated return for the scheme but an exercise is underway to mitigate this as far as possible and it is still expected that this will still be delivered within the current assumptions in the capital programme, with a development return of £3.0m which is an IRR 13%. Jubilee Centre The architect has been appointed for this scheme and with the rest of the design team being appointed imminently it is anticipated that consultation will start on the scheme in the New Year.
Issues / Risks 47. The main risk in the area of the capital programme is the timely delivery of the programme and the timely generation of receipts. These will continually to be closely monitored and any issues will be reported as and when they arise. 48. Risk around the investment strategy is assessed when investment options are appraised and approved with appropriate provision being made to mitigate elements of risk, including through the use of the Council’s Risk Reserve. Recommendations 49. It is recommended that that the Executive:
a) note the updated positions on the revenue budget, collection fund and capital programme. b) note the movements in earmarked reserves.
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Page 191 Appendix 1
Strategy & Resources (was Governance People & Finance & Traded & Community Council Children’s Adults Place Services) Systems Strategy -wide Total Service Review/Virements (£000’s) (£000’s) (£000’s) (£000’s) (£000’s) (£000’s) (£000’s) (£000’s)
Period 6 Report 42,142 61,774 29,340 5,105 7,900 6,458 22,803 175,522
Page 192 Page Virements: 0.75% Pay Award adjustment (47) (8) 23 (23) 55 0 Re-align Political Assistants posts x 80 (80) 0 2 Re-align Making Tax Digital budget 23 (23) 0 0.25 FTE Sports relationship 14 (14) 0 Manager post Part fund a new Domestic Violence 6 (6) 0 post in the Safer Communities team Total movements (47) (8) 20 23 0 60 (48) 0
Period 8 Report 42,095 61,766 29,360 5,128 7,900 6,518 22,755 175,522
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Page 193 This page is intentionally left blank Agenda Item 10
TRAFFORD COUNCIL
Report to: Executive Date: 25 January 2021 Report for: Information Report of: Chief Executive
Report Title
Update on the Local Government Boundary Commission for England Review for Trafford Council
Summary
This Report provides an update on the review of the Council now underway by the Local Government Boundary Commission for England (LGBCE). It explains the two stage process of the review, progress so far and timetable for the next steps. The report is for noting only as decision making on these matters is the responsibility of the Council’s Chief Executive
Recommendation(s)
It is recommended that the Report be noted
Contact person for access to background papers and further information:
Name: Adrian Fisher (Director of Growth and Regulatory Services) Email: [email protected]
Name: Dan Walsh (Business Change Analyst) Email: [email protected]
Background Papers: None
Page 195 1 Implications:
Relationship to Policy The Review is critical to the working of the Council Framework/Corporate Priorities as a whole and will shape its future operation. It is designed to ensure that the Council runs effectively and properly represents the communities within the Borough. It thus aligns with Objectives to secure successful and thriving places and pride in our area. Relationship to GM Policy or None directly, but all of the other Districts within Strategy Framework Greater Manchester have either completed a review recently or have one underway. Financial The costs of the review primarily relate to officer time and programme management and will be covered from existing resources Legal Implications: The Local Democracy, Economic Development and Construction Act 2009 established the Local Government Boundary Commission for England and it has a responsibility to undertake reviews of the electoral arrangements of local authorities: the number of councillors, the names, number and boundaries of wards, and the number of councillors to be elected to each. The Commission is responsible for putting any changes to electoral arrangements into effect by submitting a Statutory Instrument for consideration by Parliament. Equality/Diversity Implications Consideration of the distinctiveness and diversity of different communities is factored into the submission alongside ensuring fair and transparent representation of residents. Sustainability Implications The Review needs to ensure that the Council’s wards and membership are fit for purpose for the future. The Review forecasts the borough’s population up to 2026 and it considers whether the proposed ward boundaries will be suitable for Trafford beyond then.2026 Climate Change Implications None as a consequence of this report. Resource Implications e.g. Staffing Existing resources have been identified to support / ICT / Assets the delivery of the review across several services. Risk Management Implications The Council needs to ensure robust responses are made within the timetable set out by LGBCE Health & Wellbeing Implications None as a consequence of this report. Health and Safety Implications None as a consequence of this report.
1.0 Background
1.1 The purpose of this report is to provide an update on the progress of the Boundary Review and to summarise the case we are presenting to the Boundary Commission regarding the future size of Trafford Council.
Page 196 2 1.2 Trafford’s boundaries have not been reviewed since 2003. The population of Trafford has increased approximately 11% since then. This is a timely opportunity to review the current wards for the borough.
2.0 Key Stages
2.1 The project timeline for the Boundary Review has been revised due to the demands of responding to the pandemic. 2.2 The first phase of the Review determines the future size of the Council in relation to the number of councillors and wards. Officers are currently compiling all of the necessary electorate, housing and council activity information for the Boundary Commission. This will be supported by a business case for what we consider the appropriate Council Size to be. The Boundary Commission will then assess this information and agree the future council size.
2.3 The second phase of the Review demarks the future ward boundaries. It should be noted that the Boundary Commission start this exercise with a ‘blank map’, as opposed to altering the existing ward configuration in Trafford. There will be an extensive consultation exercise on the future ward pattern.
2.4 The Boundary Commission will then publish a draft recommendation of the ward boundaries and names. This is subject to a further public consultation before the Commission makes its final recommendations.
2.5 An order is then laid and the new wards will be implemented for the 2023 Council elections.
3.0 Next Steps and Timescales
3.1 The deadline for the Council Size submission is 2 February 2021. This submission will be made by the Chief Executive and is currently running to schedule. Members are being updated on its development through a cross-party committee chaired by Cllr. Tom Ross.
3.2 The consultation on warding patterns is led by the Boundary Commission. This is scheduled to run between 15 June –24 August 2021. This will include inputs from Council, political groups and the general public.
3.3 The Boundary Commission’s draft recommendations will be published on 30 November 2021. This is followed by a second public consultation which is scheduled from the 30 November to 8 February 2022.
3.4 The Boundary Commission will issue its final recommendations on 5 April 2022. This will then be enacted through a parliamentary order in the summer of 2022.
3.5 The new wards will be implemented for all-out elections in May 2023.
Page 197 3 4.0 Initial Findings
4.1 The final submission will be made at the beginning of February, however at this point it is possible to set out the initial findings and broad conclusions on the first stage of the process.
4.2 From the work undertaken so far and the evidence gathered it is considered that there is a good basis for maintaining the current Council Size of 63 Councillors and 21 wards. This will establish the basic form of the Authority - the drawing of detailed ward boundaries is undertaken by the Boundary Commission during the next phase of the Review.
4.3 The Council’s case is based on four key points, namely:
It was noted by the Boundary Commission that Trafford has a relatively low ratio of electors to members (when compared nationally and with CIPFA statistical neighbours). However, the electorate of Trafford is forecast to grow 3.2% between now and 2026. This will readjust the ratio of electors to members to close to the Boundary Commission’s average. We argue that a series of vital economic, transport and cultural assets for Greater Manchester and the North West are located in Trafford. These include Trafford Park, Trafford City, Old Trafford football and cricket stadia, the proximity of Manchester Airport and of the new the HS2 station. These all contribute significantly to the work of the Council but are not accounted for its electorate size. We do not envisage any significant cost savings from reducing the size of the Council as it would likely entail increased officer time to support members with their increased caseloads and/or increased allowances for members to compensate for the additional Council work they would have to undertake. There is a broad consensus among senior officers and Council members that the current electoral arrangements are appropriate for Trafford. Hence we will argue in favour of retaining three member wards and 21 wards across the borough.
4.4 These findings will be submitted in more detail to the LGBCE supported by relevant evidence, but it is hoped that these principles will underpin an appropriate and sustainable form of Council for the coming years.
5.0 Other Options
5.1 All Local Authorities are obliged to undergo a periodic Boundary Review. There is no alternative to undertaking the Review
6.0 Reason for the Recommendation
6.1 The Report is for information only – the submission of the Council’s proposal is the responsibility of the Chief Executive
Key Decision: No
If Key Decision, has 28-day notice been given? N/A
Finance Officer Clearance ……………PC… Page 198 4 Legal Officer Clearance …JL……
CORPORATE DIRECTOR’S SIGNATURE
To confirm that the Financial and Legal Implications have been considered.
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