You Have a Personal Interest in Any Business of Your Authority Where Either—

CODE OF CONDUCT 2007 Personal interests

8.—(1) You have a personal interest in any business of your authority where either—

(a) it relates to or is likely to affect—

(i) any body of which you are a member or in a position of general control or management and to which you are appointed or nominated by your authority;

(ii) any body—

(aa) exercising functions of a public nature; (bb) directed to charitable purposes; or (cc) one of whose principal purposes includes the influence of public opinion or policy (including any political party or trade union),

of which you are a member or in a position of general control or management;

(iii) any employment or business carried on by you; (iv) any person or body who employs or has appointed you; (v) any person or body, other than a relevant authority, who has made a payment to you in respect of your election or any expenses incurred by you in carrying out your duties; (vi) any person or body who has a place of business or land in your authority’s area, and in whom you have a beneficial interest in a class of securities of that person or body that exceeds the nominal value of £25,000 or one hundredth of the total issued share capital (whichever is the lower); (vii) any contract for goods, services or works made between your authority and you or a firm in which you are a partner, a company of which you are a remunerated director, or a person or body of the description specified in paragraph (vi); (viii) the interests of any person from whom you have received a gift or hospitality with an estimated value of at least £25; (ix) any land in your authority’s area in which you have a beneficial interest; (x) any land where the landlord is your authority and you are, or a firm in which you are a partner, a company of which you are a remunerated director, or a person or body of the description specified in paragraph (vi) is, the tenant; (xi) any land in the authority’s area for which you have a licence (alone or jointly with others) to occupy for 28 days or longer; or

(b) a decision in relation to that business might reasonably be regarded as affecting your well-being or financial position or the well-being or financial position of a relevant person to a greater extent than the majority of other council tax payers, ratepayers or inhabitants of the ward, as the case may be, affected by the decision;

(2) In sub-paragraph (1)(b), a relevant person is—

(a) a member of your family or any person with whom you have a close association; or (b) any person or body who employs or has appointed such persons, any firm in which they are a partner, or any company of which they are directors; (c) any person or body in whom such persons have a beneficial interest in a class of securities exceeding the nominal value of £25,000; or (d) any body of a type described in sub-paragraph (1)(a)(i) or (ii).

Disclosure of personal interests

9.—(1) Subject to sub-paragraphs (2) to (7), where you have a personal interest in any business of your authority and you attend a meeting of your authority at which the business is considered, you must disclose to that meeting the existence and nature of that interest at the commencement of that consideration, or when the interest becomes apparent. (2) Where you have a personal interest in any business of your authority which relates to or is likely to affect a person described in paragraph 8(1)(a)(i) or 8(1)(a)(ii)(aa), you need only disclose to the meeting the existence and nature of that interest when you address the meeting on that business. (3) Where you have a personal interest in any business of the authority of the type mentioned in paragraph 8(1)(a)(viii), you need not disclose the nature or existence of that interest to the meeting if the interest was registered more than three years before the date of the meeting. (4) Sub-paragraph (1) only applies where you are aware or ought reasonably to be aware of the existence of the personal interest. (5) Where you have a personal interest but, by virtue of paragraph 14, sensitive information relating to it is not registered in your authority’s register of members’ interests, you must indicate to the meeting that you have a personal interest, but need not disclose the sensitive information to the meeting. (6) Subject to paragraph 12(1)(b), where you have a personal interest in any business of your authority and you have made an executive decision in relation to that business, you must ensure that any written statement of that decision records the existence and nature of that interest. (7) In this paragraph, “executive decision” is to be construed in accordance with any regulations made by the Secretary of State under section 22 of the Local Government Act 2000(d).

Prejudicial interest generally

10.—(1) Subject to sub-paragraph (2), where you have a personal interest in any business of your authority you also have a prejudicial interest in that business where the interest is one which a member of the public with knowledge of the relevant facts would reasonably regard as so significant that it is likely to prejudice your judgement of the public interest.

(2) You do not have a prejudicial interest in any business of the authority where that business—

(a) does not affect your financial position or the financial position of a person or body described in paragraph 8; (b) does not relate to the determining of any approval, consent, licence, permission or registration in relation to you or any person or body described in paragraph 8; or (c) relates to the functions of your authority in respect of—

(i) housing, where you are a tenant of your authority provided that those functions do not relate particularly to your tenancy or lease; (ii) school meals or school transport and travelling expenses, where you are a parent or guardian of a child in full time education, or are a parent governor of a school, unless it relates particularly to the school which the child attends; (iii) statutory sick pay under Part XI of the Social Security Contributions and Benefits Act 1992, where you are in receipt of, or are entitled to the receipt of, such pay; (iv) an allowance, payment or indemnity given to members; (v) any ceremonial honour given to members; and (vi) setting council tax or a precept under the Local Government Finance Act 1992.

Prejudicial interests arising in relation to overview and scrutiny committees

11.— You also have a prejudicial interest in any business before an overview and scrutiny committee of your authority (or of a sub-committee of such a committee) where—

(a) that business relates to a decision made (whether implemented or not) or action taken by your authority’s executive or another of your authority’s committees, sub-committees, joint committees or joint sub-committees; and (b) at the time the decision was made or action was taken, you were a member of the executive, committee, sub-committee, joint committee or joint sub-committee mentioned in paragraph (a) and you were present when that decision was made or action was taken.

Effect of prejudicial interests on participation

12.—(1) Subject to sub-paragraph (2), where you have a prejudicial interest in any business of your authority—

(a) you must withdraw from the room or chamber where a meeting considering the business is being held— (i) in a case where sub-paragraph (2) applies, immediately after making representations, answering questions or giving evidence; (ii) in any other case, whenever it becomes apparent that the business is being considered at that meeting;

unless you have obtained a dispensation from your authority’s standards committee;

(b) you must not exercise executive functions in relation to that business; and (c) you must not seek improperly to influence a decision about that business.

(2) Where you have a prejudicial interest in any business of your authority, you may attend a meeting (including a meeting of the overview and scrutiny committee of your authority or of a sub-committee of such a committee) but only for the purpose of making representations, answering questions or giving evidence relating to the business, provided that the public are also allowed to attend the meeting for the same purpose, whether under a statutory right or otherwise.

AGENDA ITEM: 5/1

Cabinet: 18th September 2007

______Report of: Interim Manager Regeneration & Estates

Relevant Portfolio Holder: Councillor Ian Grant

Contact for further information: Jayne Traverse (Extn 5110) ______

SUBJECT: WEST LANCASHIRE LAND & PROPERTY & INSPIRE PROJECTS – CLAWBACK/RECOVERY OF GRANT AWARDS ______District wide.

1.0 PURPOSE OF THE REPORT

1.1 To advise Cabinet of the need to clawback/recover grants awarded to businesses under the Pilot Land and Property and Inspire projects, and to consider options and recommendations for a procedural framework for the clawback/recovery of such grants.

2.0 RECOMMENDATIONS

2.1 That the procedural framework to consider the clawback/recovery of grants, as set out in 5.3 and 5.4 of this report be agreed.

2.2 That delegated authority be given to the Portfolio Holders for Regeneration & Planning and Finance and Performance Management, in consultation with the Deputy Chief Executive, the Executive Manager Financial Services and the Interim Manager Regeneration & Estates, to undertake the actions set out in paragraph 5.3 and 5.4 of the report and Constitution 4.3 be updated accordingly.

2.3 That the Deputy Chief Executive be given delegated authority, in consultation with the Portfolio Holder for Regeneration & Planning to use his discretion in determining whether cases involving non-NWDA breaches of grant agreements, including shortfalls in outputs delivery, should be referred. For action under 2.2 above.

3.0 BACKGROUND

3.1 Inspire was approved in February 2005 and launched in April 2005 to deliver district-wide economic regeneration projects throughout the District. Prior to this, the Land and Property scheme piloted the project. Both schemes are supported through the Local Strategic Partnership’s Investing in Business Programme, which is funded by the North West Regional Development Agency (NWDA).

3.2 A major theme of both projects has been the provision of financial assistance to businesses to undertake capital works and security improvements to their premises. To date, 78 projects have been implemented, resulting in a total payout of £1,091,231.

3.3 The possibility of the clawback of grants was reported to Cabinet in April 2004, when authority was given to undertake the grant schemes. Since then, the need has arisen to formulate a procedure to deal with this issue.

4.0 CURRENT POSITION

4.1 There have recently been five potential clawback cases brought to the Council’s attention, some of which involve the disposal of assets. Investigations have commenced in line with the suggested procedure set out in 5.3 below, but there is a need to formalise the investigatory procedure and the clawback determination process.

5.0 ISSUES

5.1 The NWDA require that all assets funded under the Inspire project be recorded in an inventory. In addition, the NWDA requires that the Council monitor the status of such assets until their residual (written down) value reaches £500 or less. If all or part of an asset is disposed of, the Council must (on behalf of the NWDA) claw back the grant in all cases, unless specific written consent for waiver or deferral has been obtained.

5.2 When a grant award is offered to a business, a legal agreement is made between the applicant and the Council. This agreement sets out the responsibilities of both sides e.g. details of the works to be implemented, start/finish dates etc. The agreement also incorporates the asset monitoring requirements of the NWDA, as set out above. Specifically, there are conditions which deal with changes in the location and ownership of assets or the business; bankruptcy; and the redundancy of employees. Other conditions deal with the requirement for grant recipients to supply monitoring information on request. There is also a general condition which deals with breaches of other conditions.

5.3 In cases where there is evidence of a breach of a condition relating to the disposal of all or part of a grant assisted asset, the Council must, in consultation with the NWDA, consider the need for clawback. This process will include a full review of the circumstances of the case. The review will consider such matters as:

● The nature of the breach of the terms of the legal agreement, including individual conditions. ● A detailed explanation of the circumstances leading to the sale of the asset/ business. ● The market value of the asset/property at the time the grant award was made. ● Details of the valuation of the asset/premises at the time of sale. ● An assessment of the levels of employment in relation to those stated in the application.

5.4 If it were decided that clawback is necessary, the NWDA would seek repayment of the grant from the Council. It would then be up to the Council to seek repayment from the grant recipient. In cases such as these, there may be financial implications for the Council if, for some reason, the recipient was unable to repay the grant e.g. if the company had ceased trading.

5.5 There may also be cases where recipients do not achieve outputs claimed in a grant application e.g. the creation of a given number of new jobs. This would be a breach of the legal agreement, which would require consideration by the Council, not the NWDA. In such circumstances, it may be necessary for the Council to take legal action to secure the repayment of some or all of the grant award. Clearly, each case would have to be judged on its own merits.

6.0 PROPOSALS

6.1 The Regeneration & Estates Division implements a formal procedural framework for investigating cases of potential clawback/recovery of grants.

6.2 The relevant Portfolio Holders in consultation with the relevant officers consider cases where the NWDA require clawback and breaches of grant agreements.

6.3 Delegated authority be given to the Deputy Chief Executive in consultation with the Portfolio Holder for Regeneration & Planning to use discretion to determine whether cases involving breaches of grant agreements, including minor shortfalls in outputs delivery, should be referred to the clawback/grant recovery group.

6.4 Cabinet receive update reports on the outcome of cases as appropriate.

7.0 SUSTAINABILITY IMPLICATIONS/COMMUNITY STRATEGY

7.1 By robustly and effectively investigating potential clawback cases the Council will strengthen its standing as a responsible body to run externally funded programmes, ensuring the Districts regeneration continues to benefit from available public funding.

8.0 FINANCIAL AND RESOURCE IMPLICATIONS

8.1 As noted above, the NWDA is at liberty to clawback part or whole grant awards made by the Council under the Land and Property and Inspire regeneration schemes. Such action is discretionary. If the NWDA pursues clawback, the Council can seek to recover an equivalent repayment from the recipients.

9.0 RISK ASSESSMENT

9.1 In order to minimise the risk to the Council, there is a condition in the Legal Agreement between the Council and the applicant company requiring:

The Applicants will notify the Council within one month of the occurrence of any of the following events:

● the transfer of the Premises or the business to new ownership; ● the removal or closure of the business; ● the bankruptcy of the business; ● the redundancy of employees; and, may be required, at the discretion of the Council, to repay grant monies received, until the book value of the asset which is the subject of the grant application has been reduced to £500 or less.

The Applicants agree to repay with interest any grant monies required to the Council within 28 days of the Council submitting a written request to the Applicants.

9.2 In addition, to further minimise the risk, at the start of the project a new formal procedure was set up between the Inspire Project Team and the Non- Domestic Rates Section. This involves the Inspire Team notifying the Non- Domestic Rates Section when a grant is fully paid and the Non-Domestic Rates Section notify the Inspire Team when they are aware that a company has transferred the premises or the business to new ownership, change of business name or has vacated the premises.

9.3 There is a risk that any action to claw back/recover grant awards may not be successful, e.g. if the company is no longer trading. In such circumstances, to avoid any financial burden on the Council, strong representations would have to be made to the NWDA to justify non-payment of the grant award.

10.0 CONCLUSIONS

10.1 The proposals set out in section 6 will ensure that potential clawback/recovery of grants cases are dealt with thoroughly and consistently and, in cases which require the NWDA to be notified, all economic and financial implications are given due consideration.

Background Documents There are no background documents (as defined in Section 100D(5) of the Local Government Act 1972) to this Report.

Equality Impact Assessment There is no evidence from an initial assessment of an adverse impact on equality in relation to the equality target groups.

Appendices 1. Cabinet Report – April 2004

AGENDA ITEM: 5/8

CABINET: 27 April 2004

______

Report of: Executive Manager Regeneration and Property

Relevant Portfolio Holder: Cllr I Grant Contact for further information: Mrs J. Traverse (Extn. 5110) ______

SUBJECT: LAND & PROPERTY ENHANCEMENT SCHEME

______District wide interest.

1.0 PURPOSE OF THE REPORT

1.1 To inform and update Cabinet on the developments of the Council’s Land & Property Enhancement Scheme.

1.2 To seek Cabinet approval to determine grants not exceeding £50,000 under the Council’s Land & Property Enhancement Scheme.

2.0 RECOMMENDATIONS

2.1 That Cabinet continue to support the regeneration activity being initiated under the Land & Property Enhancement Scheme.

2.2 That the Executive Manager Financial Services be given delegated authority, in consultation with the Leader and relevant portfolio holder, to accept offers of external funding amounting to approximately £2,600,000 on terms to be agreed, in respect of the main Land and Property Enhancement Scheme (six mini-projects).

2.3 That the Executive Manager, Regeneration and Property be given delegated authority to award grants not exceeding £50,000 under the Council’s Land and Property Enhancement Scheme.

2.4 That the Executive Manager, Regeneration and Property be given delegated authority to formulate a Land & Property Enhancement Scheme Code of Conduct.

3.0 BACKGROUND

3.1 The Land and Property Enhancement Scheme sets out a five-year programme of activity in the form of six mini-projects to help bring about integrated and holistic regeneration of the district.

3.1.1 Re Style for Rural Businesses

This project aims to stimulate the rural economy by encouraging the development and diversification of businesses located in the rural parts of West Lancashire.

Grant assistance will be provided towards the following capital improvements: • refurbishment and development of under-utilised land, buildings and business units; • preservation and enhancement of architectural and cultural heritage; • machinery/equipment that will assist in fostering business growth and aid competitiveness; • demolition or removal of derelict or unsightly buildings or dangerous materials; • provision/upgrading of business signage and means of illumination; • provision/upgrading of hard/soft landscaping; • works to improve access to places of employment for people with disabilities; • accessibility audits; and • professional fees associated with project costs

3.1.2 Building Refurbishment Grant

The ‘Building Refurbishment Grant’ theme will lead on from the former SRB Re Style project, but has been modified to take into consideration good practice in terms of design/conservation issues, environmental improvements and measures for encouraging a reduction in local unemployment.

It encourages the expansion and growth of existing businesses and aims to stimulate the re-use of vacant or under-utilised land and buildings for business purposes in the urban parts of West Lancashire.

Grant assistance will be provided towards the following capital improvements: • refurbishment and development of under-utilised land, buildings and business units; • preservation and enhancement of architectural and cultural heritage; • machinery/equipment that will assist in fostering business growth and aid competitiveness; • demolition or removal of derelict or unsightly buildings or dangerous materials; • provision/upgrading of business signage and means of illumination; • provision/upgrading of hard/soft landscaping; • works to improve access to places of employment for people with disabilities; • feasibility studies; • accessibility audits; and • professional fees associated with project costs

3.1.3 Secure Business Initiative

The Secure Business initiative also leads on from the former SRB funded Restyle project which awarded grants to businesses in Skelmersdale to enhance their premises and in some instances included security measures.

This part of the Land and Property Enhancement Scheme concentrates wholly on addressing the security needs of businesses located in all areas of the district. This new initiative aims to be more comprehensive than the former Re Style project, since it will encompass good practice in terms of sustainability, crime prevention, design, security/safety advice and measures for encouraging a reduction in local unemployment .

Pre application advice is provided jointly by the Economic Development Section’s project staff and the Lancashire Constabulary’s Architectural Liaison Officer. An initial audit of the business premises informs the recommendations in terms of the security works needed and applicants are invited to apply for grant assistance towards the works identified in the audit.

Grants will be awarded towards the following: • purchase and installation of security grilles; • security signage; • new/upgraded internal/external roller shutters; • landscaping (for security purposes); • security lights; • upgrading and provision of security fencing, walls, railings, gates or doors; • replacement locks and bolts to windows and doors; • initial purchase costs and installation of new/upgraded intruder alarms; • purchase and installation of new/ upgraded CCTV equipment; • anti ramraid security posts; and • professional fees associated with project costs

West Lancashire has already achieved a number of ‘Secure By Design Car Park Awards’ and it is anticipated that the ‘Secure Business Initiative’ will facilitate additional awards in the district. Crime prevention measures and increased networking amongst the local community such as participation in ‘Business Watch’ Schemes are also being encouraged through the project.

Whilst the security scheme endeavours to assist businesses throughout West Lancashire, monies will be targeted where it is most needed, i.e. ‘hot spots’. These areas will be defined as business premises that have been victims of crime in the previous 12 months. Such applications receive additional weighting when their grant applications are scored.

3.1.4 Town Centre Improvements

This theme has two elements. The first involves matching the Council’s existing Ormskirk Town Centre budget (which is extremely limited) with regeneration funds to provide various capital improvements. The Council has previously supported activity such as townscape improvements within Ormskirk town centre through its capital programme. Over the last 5 years capital funds were put in place to carry out the resurfacing and enhancement of Church Street, Ormskirk and to provide match funding in terms of English Heritage monies under a Heritage Economic Regeneration Scheme (HERS).

The works have improved Church Street, reintroducing a traditional finish using natural materials and hard landscaping appropriate for Ormskirk Town Centre Conservation Area. HERS money has supported schemes to improve access to properties/other areas of the town centre, provide better shopfronts and renew the fabric of some buildings.

More recently the Council has approved the roll-out of this work to the Aughton Street part of Ormskirk Town Centre. The regeneration funds under the Land and Property Enhancement Scheme will compliment this budget by providing opportunities for additionality in terms of design quality. It aims to increase the visual and environmental impact for residents, businesses and visitors, thus securing additional economic benefits for the district.

The second part of the Town Centre Improvement theme provides Shop Front Grants to businesses throughout the district. This will encourage the expansion and growth of the retail and service sectors by stimulating the re-use of vacant or under-utilised units. It will also assist in preserving and enhancing the culture and heritage of traditional retail areas within the district, thus acting as a mechanism to attract additional visitors and stimulate economic growth.

Grants will be assessed in terms of economic, design/conservation issues, environmental/image improvements, sustainability and enhancement of architectural/cultural heritage. Grant assistance will be provided towards capital improvements including: • new/upgraded shop fronts; • signage (associated with shop front improvements); • internal/external roller shutters or grilles (associated with shop front improvements). • accessibility audit; and • professional fees associated with project costs

3.1.5 Gateways and Transport Corridors Initiative

This initiative will lead on from the former SRB funded ‘Elements’ Project, which provided public art, landscaping and associated signage in some of the gateway areas and major transport corridors in Skelmersdale. The ‘Elements’ appears to have gone someway to ‘uplift’ the image of the area and stimulate interest from potential inward investors. However, there remains significant potential to further enhance the works implemented under the former programme by providing much needed intrinsic hard/soft landscaping (including on-going maintenance programme) in these areas and by ‘rolling’ out this concept across the remainder of the district.

Under the Land and Property Enhancement Scheme, the Economic Development Section’s project staff will carry out survey work to identify potential gateway and transport corridor sites. Staff will liaise with the officers’ responsible for conducting the market town health checks in terms of identifying potential sites in Ormskirk and Burscough. Once this exercise has been completed, an extensive consultation exercise will be carried out involving the local community and LSP to determine priority sites/projects. This initial work will inform a district ‘Gateways and Transport Corridor Improvement Strategy’ which will be implemented between September 2005 and September 2007 (this may be over a longer period of time if the NWDA request that the project is re-profiled).

3.1.6 Employment Area Improvements

It is widely acknowledged that some of the district’s employment areas are relatively run-down. This is due to the design and construction of some of the properties and is also due to the plethora of individual advertisements boards and signs marketing the services of local businesses and advertising units/properties for sale/let. Unfortunately, this seems to be contributing to the negative image perceived by visitors, the local community and potential inward investors.

The proposed initiatives outlined above will go some way to improve the negative image, particularly through the implementation of property refurbishment, demolition works, landscaping and installation of public art. However, in order to ensure that the Land and Property Enhancement project delivers a programme of holistic, proactive and interconnected economic regeneration activity, it is imperative that communal land/spaces within the employment areas are also targeted. Accordingly, the final theme under the Land and Property Enhancement Scheme will provide the following improvements:

• hard/soft landscaping (including on-going maintenance programmes for the duration of the West Lancashire Investing in Business Regeneration Programme); • re-paving; • improved lighting, particularly adjacent to public footpath links; and • communal estate signage (including provision for advertising vacant units).

Under the Land and Property Enhancement Scheme, the Economic Development Section’s project staff will carry out survey work to identify potential sites. Once the survey work is complete, an extensive consultation exercise will be carried out involving the local community and LSP to determine priority sites/projects. This initial work will inform a district ‘Employment Area Improvement Strategy’ which will be implemented between September 2005 and September 2007 (this may also be over a longer period of time if the NWDA request that the project is re-profiled).

The work implemented under this theme will also complement activity proposed under the ‘Employment Area Re-modelling’ project (subject to a separate bid under the West Lancashire ‘Investing in Business’ Regeneration Programme), which will include a building conditions audit and subsequent re-modelling of employment sites.

The scheme will avoid any overlaps with other funded projects through consultation and will be a funder of last resort only filling the gaps left by other regimes.

4.0 CURRENT POSITION

4.1 The Local Strategic Partnership has approved a pilot project which concentrates on three areas of the Land and Property Enhancement Scheme, namely: - Re Style for Rural Business; - Building Refurbishment Grant; and - Secure Business Initiative

The ‘Investing in Business’ funding awarded to run the three themes under the pilot project is £253,956; this includes project staff and associated costs (total project costs £960,041). The pilot will run until the monies have all been allocated or until the pilot is superseded by the main Land and Property Enhancement Scheme (six mini-projects), which ever is sooner.

4.2 The main Land and Property Enhancement Scheme (six mini- projects) bid is currently being ‘worked up’, since it will take into consideration ‘lessons learn’ through evaluation of the pilot project. Due to the amount of monies being sought under the main bid (approximately £2.6M funding), the bid application needs to be considered by both the Local Strategic Partnership and the Northwest Development Agency. The determination process can take up to several months.

4.3 A West Lancashire Decision Panel has been appointed. The Panel representatives comprise senior officers of the Council (from the Regeneration and Property and Planning and Development Divisions and the Community Safety Section), together with representatives of Job Centre Plus, Business Link and Lancashire Constabulary and other agencies deemed appropriate by the Economic Development Manager. The project team, together with the Council’s Legal Services staff are currently preparing a Code of Conduct for decision panel representatives to clarify issues of confidentiality.

4.4 Grants awarded under the Land and Property Enhancement Scheme are dependent upon how well applications score against eligibility/scoring criteria (assessment of economic, environmental, visual benefits). They are also dependent upon State Aid limitations and the maximum percentage and capped amounts set for each of the mini-projects. Under the Land and Property Enhancement Scheme, the maximum grant that can be awarded per application is up to 50% of eligible costs or £50,000.00 per business, which ever is the lower (subject to State Aid limitations).

5.0 ISSUES

5.1 At present I have delegated authority to approve grants under any schemes agreed by the Council which do not exceed £10,000. Therefore, authority is required to allow me to make decisions on grants exceeding £10,000.

5.2 The time that it takes to process grants is be quite considerable, from the initial contact with a business to the recommendation stage of an application. This timing is often critical to the business community and any significant delays can potentially hamper or halt the improvements. Delegated authority to allow me to make final decisions on applications not exceeding £50,000.00 would significantly help reduce delays associated with the determination of grants to the business community.

6.0 PROPOSALS

6.1 Project staff will provide pre-application advice, score grant applications against eligibility criteria and make grant recommendations to the West Lancashire Decision Panel. The Decision Panel considers the recommendation and any proposed conditions of grant awards.

6.2.1 I will consider all recommendations made by the Decision Panel and will make the final decision on grant awards. Similarly if panel members are unable to agree on grant recommendations I will make the final decision.

6.0 SUSTAINABILITY IMPLICATIONS

6.1 Environmental improvement works will include a maintenance and aftercare plan which will be developed for each landscaped area to ensure sustainability.

6.2 Grant applicants are being encouraged to consider the use of materials from sustainable sources and sustainable modes of transport (travel plans) in their projects. Projects that incorporate sustainability measures receive additional weighting when the grant applications are scored.

7.0 FINANCIAL AND RESOURCE IMPLICATIONS

7.1 Project staffing costs associated with the Land and Property Enhancement Scheme will, wherever possible, be funded through the project costs approved under the ‘Investing in Business’ Regeneration Programme.

7.2 Where this is not possible, the costs will be met from existing budgetary resources (in kind contributions) or be discussed for inclusion within subsequent year’s budgets.

7.3 In exceptional circumstances, where none of these are possible, a report of the individual circumstances will be made to Cabinet.

8.0 RISK ASSESSMENT

8.1 The risks associated with this project are the loss of in-kind support (Economic Development Manager’s time associated with bid development and project management), if the take-up of grants by the business community is not as expected.

8.2 The Northwest Development Agency requires that the Council monitors the status of assets purchased in part or full, utilising grant until the residual (i.e. write down) value in the owners’ books reaches £500 or less. There is also a requirement that the Council respond to potential ‘clawback’ situations throughout and beyond the programme period. Whilst the resource implication in respect of this activity beyond the programme period is expected to be relatively minimal, this area of work will, nevertheless, need to be picked up by economic development/regeneration staff.

Background Documents The following background documents (as defined in Section 100D (5) of the Local Government Act 1972) have been relied on to a material extent in preparing this Report: Re Style for Rural Business Guidance Notes; Building Refurbishment Grant Guidance Notes; Secure Business Initiative Guidance Notes; Grant Application Forms; Draft Code of Conduct

AGENDA ITEM: 5/2

CABINET: 18 SEPTEMBER 2007

______

Report of: Executive Manager Community Services

Relevant Portfolio Holder: Councillor J Baldock

Contact for further information: Paul Charlson (Ext.5246) ______

SUBJECT: RESULTS OF CONSULTATION EXERCISE: THE CLEAN NEIGHBOURHOODS AND ENVIRONMENT ACT 2005 ______CA28/CAL

District wide interest

1.0 PURPOSE OF THE REPORT

1.1 To inform Members of the results of the consultation exercise in relation to the designation of Dog Control Orders.

2.0 RECOMMENDATIONS

2.1 That, as previously detailed to Cabinet, Dog Control Orders be designated as follows:

• For the whole District in relation to the offence of “failing to remove dog faeces” • For all roads (and adjacent footways) with a speed limit designated 40 mph and above for the offence of “not keeping a dog on a lead” • For the whole District in relation to the offence of “not putting, and keeping, a dog on a lead when directed to do so by an authorised officer” • For land open to the air in relation to the offence of “taking more than a specified number of dogs onto land”. With six dogs being the specified number within West Lancashire.

3.0 BACKGROUND

3.1 Members will recall previous Reports to Cabinet in relation to the Clean Neighbourhoods and Environmental Act 2005, one of which asked Cabinet to approve a consultation exercise in relation to the adoption of parts of the Act relating to Dog Control Orders.

3.2 It was also proposed that Dog Control Orders would be designated as follows:

• For the whole District in relation to the offence of “failing to remove dog faeces” • For all roads (and adjacent footways) for the offence of “not keeping a dog on a lead” • For the whole District in relation to the offence of “not putting, and keeping, a dog on a lead when directed to do so by an authorised officer” • For all enclosed children’s play areas in relation to the offence of “permitting a dog to enter land from which dogs are excluded” • For land open to the air in relation to the offence of “taking more than a specified number of dogs onto land”. With six dogs being the specified number within West Lancashire.

3.3 With respect to the offence in relation to children’s play areas, this proposal has encountered some difficulties relating to the availability of specific and detailed maps for each area. Members have approved new budgetary provision to obtain these legally required documents, and therefore a consultant surveyor has been employed for this purpose. The results of these surveys will be available for the next session of Cabinet.

3.4 In order to designate areas and offences under the legislation a notice must be published in one locally circulating newspaper. Also where specific areas of land are to be designated a notice must be placed on that area of land. It is also recommended that the website is utilised to raise awareness. All notices etc must advise the public how to make representations regarding the proposals. The notice also has to be circulated to various Authorities, which either have the power to make their own orders or have land that would be affected by the Councils order. These Authorities were identified as Natural England, Lancashire County Council, Lancashire Local Access Forum and the West Lancashire Parish Councils.

3.5 On 15 June 2007 the Authorities were sent the notice and asked by letter to give the Council their views on the proposed draft orders, which were made available on the Council’s website. On the 18 July 2007 a notice was published for the public’s benefit in the ‘Champion’ newspapers. From this time the notice and the draft orders were also available on the Council’s website.

3.6 The notice advised the public and the Authorities of the proposals and highlighted that the full proposals could be viewed on the Council’s website, or at the Customer Service Point, 52 Derby Street, Ormskirk. Representations were invited either via the website or in writing to the Executive Manager Community Services.

4.0 CURRENT POSITION

4.1 In total 6 representations from the public and 10 from the other Authorities were received in relation to the introduction of the Dog Control Orders.

4.2 The public’s Dog Control Order representations were generally supportive of the stance being taken by the Council. Several comments were made in relation to specific issues in the individual’s own locality. These specific issues have been addressed by the Public Protection and Licensing Manager. The representations can be summarized as follows: 2 representations asked questions about the proposed orders without venturing an opinion, 1 was not relevant as it did not address the consultation and 3 were broadly supportive but called for major amendments to an Order. (These Letters and emails are contained in the Appendix attached to this report).

4.3 Most of the public consultation replies were broadly supportive, but it is clear that there is some resistance to the ‘Maximum Number of Dogs on Land’ order. The maximum number of dogs specified in DEFRA guidance is 6 and the draft Order follows this line.

4.4 Five of the Other Authorities Dog Control Order representations were supportive of the stance being taken by the Council, although the proposal for all roads in relation to keeping dogs on a lead was generally felt to be to wide. This initial feedback was very helpful in the fine tuning of the wording which was used for the ‘public’ part of the consultation, specifically to limit the Order to 40mph roads (and above).

4.5 There were also some general comments made in relation to greater enforcement being undertaken, however, it is worth noting at this point that the Police Community Support Officers, (of which the District now has 22), will shortly be able to enforce the fouling provisions of any Dog Control Order issued. Additionally, several comments were made in relation to specific issues in the Authority’s own locality. These specific issues have been addressed by the Public Protection and Licensing Manager. The rest of the representations can be summarized as follows: 2 representations asked questions about the proposed orders without venturing an opinion, 2 were supportive but did suggest minor amendments and 1 was broadly supportive but called for major amendments to the order. (These Letters and emails are contained in the Appendix attached to this report).

5.0 PROPOSALS

5.1 Due to the general support for the suggested Orders, it is proposed that they be implemented unchanged from those now on the Council’s Website. Once the decision is taken the Orders can be brought into effect after 7 days.

6.0 SUSTAINABILITY IMPLICATIONS/COMMUNITY STRATEGY

6.1 Improving the local environment will have a direct impact on the quality of resident’s lives.

7.0 FINANCIAL AND RESOURCE IMPLICATIONS

7.1 The extensive implications of the Act have been outlined in previous reports. It is not therefore thought that this report increases further any financial implications for the Council as a result of the Act. Members will recall that no specific resources have been made available by Central Government in relation to the implementation of the Act. It is also worth re-iterating that despite the use of, and increased amounts for, the fixed penalty notices, the implementation and ‘policing’ of the Act will not be self funding.

8.0 RISK ASSESSMENT

8.1 The risk associated with not adopting the proposals will be that there the potential for the further control of dogs within the District will be lost.

9.0 CONCLUSIONS

9.1 Due to the absence of any substantive objections to the Council’s intentions they should be approved in order to improve the local environment for residents.

Background Documents

The following background documents (as defined in Section 100D (5) of the Local Government Act 1972) have been relied on to a material extent in preparing this Report.

Sixteen responses received via the Website and by letter between 06.07.07 and 18.08.07

Equality Impact Assessment

There is no evidence from an initial assessment of an adverse impact on equality in relation to the equality target groups.

Appendices

Appendix 1 - Letter and Email responses to the Consultation Notice and Draft Dog Control Orders.

AGENDA ITEM: 5/3

Cabinet: 18 September 2007

Internal Overview & Scrutiny 25 September 2007 Committee:

Report of: Assistant Chief Executive

Relevant Portfolio Holder: Councillor A Owens

Contact for further information: Peter Hamlin (Ext.5268)

SUBJECT: QUARTERLY PERFORMANCE INDICATORS

District Wide Interest

1.0 PURPOSE OF THE REPORT

1.1 To present quarterly performance monitoring data for the quarter ended 30 June 2007.

2.0 RECOMMENDATIONS TO CABINET

2.1 That the overall trends shown by the performance indicator data for the quarter ended 30 June 2007 outlined in the report be noted.

2.2 That the report be forwarded to the Internal Overview and Scrutiny Committee.

2.3 That call-in is not appropriate as this report is to be considered by the Internal Overview and Scrutiny Committee.

3.0 RECOMMENDATIONS TO INTERNAL OVERVIEW & SCRUTINY COMMITTEE

3.1 That the overall trends shown by the performance indicator data for the quarter ended 30 June 2007 outlined in the report be noted.

4.0 BACKGROUND & CURRENT POSITION

4.1 Attached as appendix A to this report is a schedule showing performance monitoring data in relation to a number of indicators for the quarter ended 30 June 2007. The schedule shows that 13 out of 30 indicators reported in Q1 are on target for this quarter or show an improvement in performance on the same quarter last year (two PIs do not report in Q1).

Members will be aware that it will become ever more difficult to improve upon previous performance and so achieve increasingly challenging targets for those of our indicators where our performance is already amongst the best in the country.

Some of the key points worth noting are as follows:

• The PIs for housing services continued a strong performance, both meeting target and improving on the same quarter last year in all but BVPI 66a (Proportion of rent collected) that narrowly failed to meet target. • Both PIs reported this quarter within Community Services improved on the same quarter last year. • Both PIs reported this quarter for Street Scene show improvement on the previous Q4, although falling short of the target set for Q1. The ambitious target for removing fly-tips would only have been met once in the last nine quarters (WL 06) • In planning, WL 88 (percentage of decisions delegated to officers) continued to perform above target, whilst BVPI 109b (percentage of minor applications in 8 weeks) narrowly missed target. BVPI 109c (percentage of other applications in 8 weeks) was at its lowest performance level since Q2 2003/04. • Benefits did not meet the targets set for the quarter, however processing times have improved on the same quarter last year and JE has significantly affected resources due to the number of Benefits staff involved in the process. • WL 101 (% of searches in 10 working days) has consistently hit 100% since Q3 2002/03. • Customer services has not met its targets, with a slight worsening in performance on Q4. • Sickness absence has failed to meet the more stringent target set for this year. • Revenue and payments narrowly missed the Q1 target on both of their PIs, and also fell just short of improving on the previous year’s Q1 result, in both cases to a decimal point and below. • Visits and use of the council’s website continue to show a general trend of increase.

Positive action to address those areas that have missed their target by 5% or more and failing to improve on the same quarter last year is being taken through improvement plans either already in place and underway, or in new or revised plans submitted at Appendix B

5.0 SUSTAINABILITY IMPLICATIONS/COMMUNITY STRATEGY

5.1 The information set out in this report aims to help the Council to improve service performance and is consistent with the Sustainable Community Strategy aim of providing good quality services that are easily accessible to all.

6.0 FINANCIAL AND RESOURCE IMPLICATIONS

6.1 There are no financial or resource implications arising from this report.

7.0 RISK ASSESSMENT

7.1 Monitoring and managing performance information data helps the authority to ensure it is achieving its objectives and reduces the risk of not doing so.

8.0 CONCLUSIONS

8.1 The performance indicator data for the first quarter of 2007/08 appended to this report reflects a trend of overall decline in performance for this quarter, although several areas continue to demonstrate sustained improvement.

Background Documents

There are no background documents (as defined in Section 100D(5) of the Local Government Act 1972) to this Report.

Equality Impact Assessment

There is no evidence from an initial assessment of an adverse impact on equality in relation to the equality target groups.

Appendices Appendix A – Quarterly Performance Indicators for the first quarter 2007/08. Appendix B1 – Cases processed correctly Appendix B2 – % of cases solved at the first point of contact Appendix B3 – Average time to remove Fly Tips Appendix B4 – % of Major Planning Applications in 13 weeks Appendix B5 – % of "Other Planning Applications in 8 weeks Appendix B6 – % Building Regs Decided within 5 weeks Appendix B7 – Average number of Days lost Sickness Absence

Appendix A QUARTERLY PERFORMANCE INDICATORS

Key 3 = Performance on target for the quarter DATA FOR 1ST QUARTER 2007/8 ☺ = Performance improved on same quarter last year (or 100%)

= Action Plan required: performance not improved on same SERVICES FIRST quarter last year and is 5% or more short of the target

Action Plan previously agreed: performance not improved on last year’s quarter and is 5% or more short of the target - = None of the above

Performance 05/06 2006/07 2007/08 Comments Indicator 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 1Q Result Target Housing Services (for more information contact Bob Livermore - 01695 585201) Repairs: appointments 99.9 100 100 100 98 98 100 100 99.69 99 made & kept (%) 3☺ (WL 102)

Proportion of rent 99.5 98.3 99.9 98.3 98.4 98.5 97.8 99.8 98.2 98.7 collected (%) - (BVPI 66a) Average time taken to 14.0 15.2 17.2 14.3 16.6 19.7 18.3 16.9 12.36 18 re-let Council dwellings days days days days days days days days days days 3☺ (normal void) (WL 47)

Right to Buy offers 99 95 98 90 98 100 100 100 100 99 issued in time (%) 3☺ (WL 78) Performance 05/06 2006/07 2007/08 Comments Indicator 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 1Q Result Target Community Services (for more information contact Dave Tilleray - 01695585202)

No. of complaints re: 45 73 69 69 72 67 70 72 70 65 Improved on Q1 last stray dogs or fouling year, but >5% short of target for this quarter. (WL 7a) ☺

Incidents of dog fouling * 2.78 1.79 1.82 * 2.89 4.89 2.0 * 2.66 *Collected thrice-yearly. per kilometre (WL 7b) Not reported for Q1. -

Use of leisure and 234.5k 248.5k 232.5k 288.5k 253.8k 295.7k 255.9k 283.2k 284.9k 287.5k cultural facilities (swims and visits) (WL 18) ☺

Street Scene (for more information contact Graham Concannon - Ext 167) No. of missed bins per 49 74 69 70 79.6 96.2 136.3 97.8 79.3 70 The service is beginning

100,000 collections to return to a more usual ☺ level of performance as (WL 01) residents become more accustomed to AWC’s. % of relevant land and * 8 19 19 * 17 18 7 * 12 *Collected thrice yearly. highways assessed as Not collected in the first - not being clean or quarter. predominantly free of litter/detritus (BVPI 199a)

Improvement measures Average time taken to 1.51 1.48 1.41 1.34 1.46 1.52 1.65 1.74 1.69 1.4 remove fly-tips (days) have been implemented to address response (WL 06) time.

Performance 05/06 2006/07 2007/08 Comments Indicator 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 1Q Result Target

Planning and Development Services (for more information contact Steve Byron - 01695 585165) Percentage of major 0 45.5 81.8 75 69 37.5 60 77 30 65 Long term sickness and planning applications in vacancies have had a detrimental impact on 13 weeks (BVPI 109a) service delivery. The relatively low number of Major Applications that the Council determines makes it inevitable that performance fluctuates through the year. Percentage of minor 55 73 69.2 69.1 76 86.7 82.8 85 74 75 applications in 8 weeks - (BVPI 109b)

Percentage of other 88.5 89.4 92.4 91 91 91 95.6 91 85 90 applications in 8 weeks (BVPI 109c) Percentage of 93.1 94 93 91 93.5 95.7 93.9 93 93 90 3 decisions delegated to officers (WL 88) Long term sickness and Building Regs: % 65 50 60 45 40 63 59 56 51 60 decided in 5 weeks vacancies have had a detrimental impact on (WL 24) service delivery. A range of possible improvement options are being considered.

Performance 05/06 2006/07 2007/08 Comments Indicator 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 1Q Result Target Financial Services (for more information contact John Gardner - 01695 585097) Benefits - average time 22.4 17.7 18.2 43.95 36.57 26.32 24.07 27.7 29.4 25 Improved on Q1 last to process new claims days days days days days days days days days days year, but >5% short of ☺ target for this quarter. (BVPI 78a) However, we are still performing as `excellent` in CPA scoring range (under 30 days).

Benefits - average time 12.7 8.5 8.9 24.69 24.39 14.11 12.61 15.1 18.7 9 Improved on Q1 last for change of days days days days days days days days days days year, but >5% short of ☺ circumstance target for this quarter. However, we are still (BVPI 78b) performing as `good` in CPA scoring range (under 20 days).

Benefits - % of cases 100 95.2 97.6 96 100 97.60 97.60 96.8 92.8 99.00 8 minor errors identified for which calculation out of quarterly sample of 125 cases. Benefits was correct Quality Team reviewing (BVPI 79a) errors.

Legal and Member Services (for more information contact Gill Rowe - 01695 585004) % of searches in 10 100 100 100 100 100 100 100 100 100 100 working days (WL 101) 3☺

Performance 05/06 2006/07 2007/08 Comments Indicator 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 1Q Result Target

Customer Contact (for more information contact Kim Webber - 01695 585005) % of calls to contact 97.8 98.1 98 97.9 96.9 94 92 96.4 94 96 Performance affected by centre (577177 unreliability of agency staff and agency staff - number) which were leaving for new jobs, answered (WL 90) inevitable delay in % calls answered within 81.4 81.4 84.3 81 73.1 62.7 54.3 73.0 62 80 recruitment, and staff 10 seconds (Contact sickness Centre) (WL19a(ii)) % calls answered within 85.6 78.7 78.0 79.0 78 71 79 70.8 69.3 80 10 seconds (Direct Dial) (WL19b(ii)) Telephones: % calls 84.5 79.2 79.7 79.6 76.4 68.6 70.9 71.4 67.7 80 answered within 10 secs (All) (WL19) % Cases solved at 1st 63.5 65.7 71 59 62 58 67 62 61.6 65 Performance affected by point of contact unreliability of agency staff and agency staff (WL92) leaving for new jobs, inevitable delay in recruitment, and staff sickness Calls Received - 53.2k 51.4k 46.5k 58.5k 57.9k 56.0k 54.0k 61.7k 54K - Contextual info only – no Contact Centre target set (WL19a(i)) Calls received – Direct 141.7k 194.3k 114.3k 119.3k 119.8k 136.6k 102.6k 169.6k 198.3k - Contextual info only – no Dial (WL 19b(i)) target set No. of services in front 49 69 74 75 83 86 93 103 103 - Contextual info only – no office (Contact Centre) target set (WL91)

CORPORATE PERFORMANCE

Performance 2005/06 2006/07 2007/08 Comments Indicator 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 1Q Result Target Sickness Absence (for more information on following indicator contact Clive Walsh – 01695 585019) Average no. of days 1.76 2.17 2.48 2.03 2.24 2.13 2.73 3.01 3.09 2.00 As anticipated target is lost per employee proving very difficult to meet. Very disappointing (BVPI 12) results, a revised action plan will be provided in September. Divisional Managers all personally addressed. Some results uncontrollable eg post operative recovery. Revenue Collection and Payments (for more information on the following indicators contact John Gardner - 01695 585097) Proportion of Council 30.47 58.35 86.40 98.2 30.29 57.78 85.93 97.1 30.24 30.5 Tax collected (%) - (BVPI 9) Proportion of invoices 96.53 97.1 96.26 97.01 96.65 96.33 95.78 97.54 96.55 97.5 settled in 30 days (%) - (BVPI 8) Web Usage (for more information on the following indicators contact Kim Webber - 01695 585005) Council’s website use: 136.3 183.9 179.2 223.3 259.3 220.1 217.0 287.5 339.2 250 No. of Visits (‘000) 3☺ (WL 85a) Usage of online forms 630 689 868 954 1321 1454 1237 1755 1433 1500 (WL 85b) ☺ Payments made online 851 788 808 692 1021 1018 1287 991 1600 1250 (WL 85c) 3☺

APPENDIX B1

PERFORMANCE IMPROVEMENT PLAN

Indicator BVPI 79a (now Performance Measure 6) – Accuracy rate

Reasons for not meeting target

8 minor errors identified in benefit claim processing out of required sample of 125 taken during Quarter 1

Brief Description of Proposed Remedial Action

Looking at pre-emptive approach to identifying errors during quarter to enable correction before end of Quarter report submitted. The Benefit Services’ newly formed Quality Team have a rigorous ongoing programme of quality checking to identify errors, weaknesses in processes 7 training requirements

Resource Implications

None

Priority

High

Future Targets Achieve 99% minimum accuracy rate Action Plan Tasks to be undertaken Completion Date

APPENDIX B2

PERFORMANCE IMPROVEMENT PLAN

Indicator WL 92 % of cases solved at the first point of contact

Reasons for not meeting target

• Continuing strong demand for service. • Less resource available in 2007/08 for addressing peaks in workload. • Resource and operational problems associated with employing temporary agency staff including quality, availability, reliability and cost. • Sporadic sickness problems within the section.

Brief Description of Proposed Remedial Action

• Continual efforts made in recruiting and retaining quality agency staff . • Sickness problems being addressed by Customer Relations Manager in accordance with Sickness Absence Management policy.

Resource Implications

Despite taking the above remedial actions it is anticipated that target will not be met this year without additional resources.

Priority

High

Future Targets

• Ensure agency budget utilised to maximum potential. • Minimise staff sickness to lowest possible levels.

Action Plan Tasks to be undertaken Completion Date

As above Ongoing

APPENDIX B3

PERFORMANCE IMPROVEMENT PLAN

Indicator WL 6 – Average time to remove fly tips

Reasons for not meeting target

The service has recently suffered from the loss of key personnel due to long term sick.

The target response time of 1.4 days may be unattainable with the current available resources.

Problems with the current database system have identified relating to the accuracy of information. The system presently includes Saturday and Sunday as response days.

Brief Description of Proposed Remedial Action

Improvements in the information flow from receiving the service request to ensuring front-line staff receive the relevant details are being undertaken. Weekly monitoring of this performance will also be undertaken.

Resource Implications

None

Priority

High

Future Targets Achieve1.4 day average response time. Action Plan Tasks to be undertaken Completion Date

APPENDIX B4

PERFORMANCE IMPROVEMENT PLAN

Indicator Percentage of major planning applications in 13 weeks

Reasons for not meeting target • Performance on this indicator has always been volatile on a quarter by quarter basis because of low numbers of applications involved (e.g. in August 07 2 major applications were determined at a 100% performance against target) • Sickness earlier in the year has affected performance in this quarter • The rising demands on case officers in dealing with applications is stretching the resources available and more recent absences of staff will challenge us on meeting targets in the forthcoming quarter

Brief Description of Proposed Remedial Action • In the short term - review the approach to handling the volume of telephone calls to provide more "action" time for case officers during the working day - review the distribution of work to case officers to create more effective working arrangement - working with HR to reduce the number of days lost due to sickness • In the medium term - consider what additional resource is needed to support service delivery and cover for known impending gaps in staff resource

Resource Implications

• Some additional staffing resource may be needed over the medium term

Priority Very High

Future Targets (Give details of any proposed revision to the approved quarterly targets)

• 2007/8 – 65% • 2008/9 – 70% • 2009/10 – 70%

Action Plan

Tasks to be undertaken Completion Date

Implement improved operational arrangements End of September 2007 relating to call handling and work distribution

Review with relevant Members the scope for Mid – October 2007 providing additional resources to support service delivery

APPENDIX B5

PERFORMANCE IMPROVEMENT PLAN

Indicator Percentage of other planning applications in 8 weeks

Reasons for not meeting target • Performance on this indicator has generally been consistently very good over a long period but has recently been affected by the rise in workload demands on case officers and some sickness. • More recent absences of staff will challenge us on meeting targets in the forthcoming quarters.

Brief Description of Proposed Remedial Action • In the short term - review the approach to handling the volume of telephone calls to provide more "action" time for case officers during the working day - review the distribution of work to case officers to create more effective working arrangements - working with HR to reduce the number of days lost due to sickness • In the medium term - consider what additional resource is needed to support service delivery and cover for known impending gaps in staff resource

Resource Implications

• Some additional staffing resource may be needed over the medium term

Priority Very High

Future Targets (Give details of any proposed revision to the approved quarterly targets)

• 2007/8 – 90% • 2008/9 – 90% • 2009/10 – 90%

Action Plan

Tasks to be undertaken Completion Date

Implement improved operational arrangements End of September 2007 relating to call handling and work distribution

Review with relevant Members the scope for Mid – October 2007 providing additional resources to support service delivery

APPENDIX B6

PERFORMANCE IMPROVEMENT PLAN

Indicator Proportion of Building Regulations applications decided within 5 Weeks

Reasons for not meeting target

• Vacant post (Assistant Building Control Manager) since February 2007 • Increase in queries on majority of applications increases agent’s response time beyond 5 weeks (max 2mths allowable)

Brief Description of Proposed Remedial Action

• Review make-up of Plan Vetting team • Increase flexibility of staff to manage peaks in demand for plan vetting • Both the above to help reduce our initial response time after receipt of application

Resource Implications

• No planned additional staffing • Employing external Building Control Consultant Surveyor

Priority

• High

Future Targets

• 2006/07 60% • 2007/08 62% • 2008/09 65%

Action Plan Tasks to be undertaken Completion Date

Vacant post to be filled New postholder to start 28.8.07

APPENDIX B7

PERFORMANCE IMPROVEMENT PLAN

Indicator BVPI 12 Sickness Absence

Reasons for not meeting target

Anxiety, Depression and Stress related illnesses accounted for 1212 days sickness. Within this absence category there is a mix of work related stress and home related stress.

The next highest reason for sickness was Operation/Post Operative Recovery accounting for some 1108 days lost.

Despite having made excellent inroads into reducing sickness in the previous three years, there has now been a significant increase in the level of sickness during the last financial year. All of the control measures previously used are still in place. These two reasons for absence accounted for over a third of the total sickness for the last financial year.

The above two reasons for absences are notoriously difficult to deal with. Following most operations, there is a prescribed period of recovery and there is little scope, in the main, for improving the return to work date following an absence for this reason.

Stress is proving to be a particularly difficult absence to deal with. Some redeployments have been successful achieved where stress has been cited as work related but others have been extremely problematic with allegations of bullying to deal with alongside the absence.

Brief Description of Proposed Remedial Action

We are currently revisiting actions in respect of managing attendance. The existing Absence Management Control Policy is being revised. In relation to short term absence, consideration is being given to more formal action being taken against employees who have persistent short term absences. Two employees were dismissed in the last financial year for lack of capability to fulfil the employment contract for reasons of poor attendance. It is envisaged that this will become a regular occurrence as we tighten up our procedures.

In relation to long-term sickness, we have appropriate control measures in place and following a benchmarking exercise with neighbouring authorities we have been shown to have an excellent track record in managing long term sickness. However, with additional resources, it may be possible to make further improvements possibly in the speed that these cases are dealt with.

Training will be given to all managers in respect of the revised policy.

A large amount of quality statistical information is now coming on line which will allow the AHRM to analyse and breakdown the reasons for absence. Consideration needs to be given as to the best use of available resources in managing absence. The HRM/AHRM have been looking at new ways of tackling the increasing sickness rates and dialogue has taken place with a number of private sector companies who provide positive intervention methodology in managing attendance.

Resource Implications

To spend the amount of time required to target problem areas of sickness would either require increased resources in HR which, longer term, would more than likely be cost effective. Alternatively, a diversion of existing resources into managing the problem more forcefully would mean that other important tasks would have to fall by the wayside.

In addition, it is envisaged that from the experiences of other local authorities who have implemented job evaluation, there is likely to be an increase in sickness during and continuing on after the process.

The target that has been set for average days lost for employee sickness for the period 2007/08 in realistic terms is unachievable. This is the opinion even before you factor in the likely increase for JE, and factoring in the figures for the first quarter, we are already showing an increase on last years figure.

Priority

To analyse the data, focus on hot-spots and prioritise the resources available to target the areas of high sickness that are most likely to yield results in terms of achieving a reduction in absence rates.

Future Targets

By revisiting the absence management process it is envisaged that we will be able to reduce sickness and get the Council back into the upper quartile for sickness and improve on the previously reported figures.

Action Plan Tasks to be undertaken Completion Date

All of the above Ongoing

AGENDA ITEM: 5/4

CABINET: 18 SEPTEMBER 2007

______

Report of: Council Secretary & Solicitor

Relevant Portfolio Holder: Councillor G.M. Roberts

Contact for further information: Mrs. S. Griffiths (extn. 5017) ______

SUBJECT: RECOMMENDATIONS FROM SEASONAL WORKERS PANEL ______District wide interest

1.0 PURPOSE OF THE REPORT

1.1 This report advises Cabinet of the resolutions of the Seasonal Workers Panel at its meeting on 12 July 2007 and seeks a response to the Panel’s recommendations.

2.0 RECOMMENDATIONS

2.1 That the Seasonal Workers Panel be renamed as the Migrant Workers Panel;

2.2 That the functions of the Panel be revised as follows:-

a. to consider and comment on issues concerning and arising from the practice of employing migrant workers in the District. b. to develop and monitor the action plan which will support provision of Council and partner delivered services and enable further enhancement of community cohesion locally c. to investigate ways to promote community cohesion in the District d. to report and make recommendations to Cabinet

2.3 That the Membership of the Panel be revised to include 4 Conservative Group representatives and 2 Labour Group representatives.

2.4 That the future membership of the Panel be determined.

3.0 BACKGROUND

3.1 At its meeting on 12 July 2007 the Seasonal Workers Panel considered the report of the Assistant Chief Executive on Migrant Working in West Lancashire and resolved as follows:-

“5. FUNCTIONS OF THE PANEL

Members considered the original functions of the Panel and proposed that they be amended in order to reflect migrant working across West Lancashire.

AGREED That Cabinet be requested to consider:

(A) renaming of the Panel to the Migrant Workers Panel (B) updating the Functions of the Panel to include migrant working across West Lancashire (C) amending membership of the Panel to represent migrant working across the District with 2 Members remaining on the Panel from the Northern Parishes

6. MIGRANT WORKING IN WEST LANCASHIRE

Consideration was given to the above-mentioned report of the Assistant Chief Executive as circulated and contained on pages 3 – 9 of the Book of Reports in which she reminded Members of the background to the establishment of the Panel and the supporting Multi Agency Officer Group. She went on to report the work undertaken by the Group from 2003-2006 and explained how its remit had been broadened to look at migrant working across West Lancashire.

She further reported that the Group had reviewed and completed actions contained within the original action plan and attached a draft revised action plan relating to access to services; cohesion; resources and knowledge base for consideration by the Panel.

During the ensuing discussion Members raised the following comments:-

• Effects of increase in numbers of migrant workers/inclusion of family units • How to direct migrant workers to benefits/contributions • Effect of migrant workers on availability of jobs for school leavers • Full welcome packs to be available on the Council website • Summary of welcome pack to be given to employers • Encourage employers to handout/explain welcome packs • Liaise with the Housing Directorate regarding register of accommodation in West Lancashire/definition of agricultural workers caravans • Define agricultural working/make distinction between this and other industries • Links to the landlord accreditation scheme

AGREED (A) That the broadening of the remit of the Multi Agency Group be noted.

(B) That the contents of the latest draft action plan of the Multi Agency Group on Migrant Working in West Lancashire be endorsed

4.0 COMMENTS OF THE ASSISTANT CHIEF EXECUTIVE

4.1 As the situation regarding migrant workers has changed, I fully endorse the recommendations above in relation to re-naming the Panel and the expansion of its functions to include the whole of the District. It is therefore appropriate to review the membership of the Panel.

4.2 Currently membership of the Panel is as follows:

11 Members (9 ward plus 2 Labour)

Councillors Ashcroft (Chairman) & Forshaw – Hesketh with Becconsall Councillors Baldock and Vickers – North Meols Councillors Mrs. Evans, Kay and Mee (Vice Chair) – Tarleton Councillor Fowler – Scarisbrick Councillor Griffiths – Burscough West

2 Labour Members – Councillors Bullen and Pendleton.

Background Documents

Minutes of the Seasonal Workers Panel 12 July 2007 (also attached as an Appendix)

Equality Impact Assessment

There is no evidence from an initial assessment of an adverse impact on equality in relation to the equality target groups within this report

Appendices

Minutes of the Seasonal Workers Panel 12 July 2007

SEASONAL WORKERS PANEL HELD: 12 JULY 2007 Start: 7.30pm Finish: 8.30pm PRESENT

Councillor Ashcroft (Chairman) Mee (Vice Chairman)

Mrs. Evans Kay Forshaw Pendleton Fowler

Officers Assistant Chief Executive Policy & Performance Officer (Research) Senior Member Services Officer (SG)

1. APOLOGIES

Apologies for absence were submitted on behalf of Councillors Baldock and Vickers.

2. MEMBERSHIP OF THE PANEL

There were no changes to the membership of the Panel.

3. URGENT BUSINESS, IF ANY, INTRODUCED BY THE CHAIRMAN

There were no items of urgent business.

4. DECLARATIONS OF INTEREST

Councillor Forshaw declared a personal but non-prejudicial interest in agenda item 6 (relative provides rented accommodation to migrant workers).

5. FUNCTIONS OF THE PANEL

Members considered the original functions of the Panel and proposed that they be amended in order to reflect migrant working across West Lancashire.

AGREED That Cabinet be requested to consider:-

(D) renaming of the Panel to the Migrant Workers Panel (E) updating the Functions of the Panel to include migrant working across West Lancashire (F) amending membership of the Panel to represent migrant working across the District with 2 Members remaining on the Panel from the Northern Parishes SEASONAL WORKERS PANEL HELD: 12 JULY 2007

6. MIGRANT WORKING IN WEST LANCASHIRE

During the ensuing discussion Members raised the following comments:-

AGREED (A) That the broadening of the remit of the Multi Agency Group be noted.

(B) That the contents of the latest draft action plan of the Multi Agency Group on Migrant Working in West Lancashire be endorsed

……………………….. CHAIRMAN

AGENDA ITEM: 5/5

CABINET: 18 September 2007

______

Report of: Council Secretary and Solicitor

Portfolio Holder: Councillor I Grant

Contact for further information: Mr G Martin ______

SUBJECT: Development Policy Review Update ______District wide interest

1.0 PURPOSE OF THE REPORT

1.1 To advise Cabinet of the decision of the Executive Overview & Scrutiny Committee in relation to the above item, which was called in following the Cabinet’s decision in July 2007.

2.0 RECOMMENDATIONS

2.1 That the Executive Manager Planning and Development Services make the draft document available to members for a short period to enable them to comment.

3.0 BACKGROUND

3.1 The report of the Executive Manager Planning and Development Services in relation to this item was considered at the Cabinet meeting on 10 July 2007.

3.2 The Cabinet’s decision is as follows (minute 44 refers):

“Councillor Grant introduced the report of the Executive Manager Planning and Development Services which provided an update on the situation with respect to housing land supply and residential development policy in the light of the emerging Regional Spatial Strategy for the North West and recent government advice published in Planning Policy Statement 3: Housing. The report also sought approval to prepare an interim residential development guidance note to inform developers and other stakeholders of the Council’s intended strategy with respect to managing housing land supply in the District, and to keep this document under review as circumstances change.

In reaching the decision below, Cabinet considered the details set out in the report before it and accepted the reasons contained in it.

RESOLVED A. That the current position in the District with respect to housing land supply and new policy guidance on provision of housing land be noted.

B. That delegated authority be given to the Executive Manager, Planning and Development Services, in consultation with the Portfolio Holder Regeneration and Planning, to prepare an informal interim residential development guidance for use by the District Council to inform the planning control process, and to provide guidance for developers.”

4.0 CURRENT POSITION

4.1 The decision shown at paragraph 2.2 above was called in for consideration by the Executive Overview & Scrutiny Committee on 24 July 2007 and the decision of that Committee is set out below (minute refers):

“Consideration was given to the report of the Council Secretary and Solicitor, as contained on pages 165 to 174 of the Book of Reports, giving details in relation to a decision of the Cabinet called in by 5 members of this Committee. She advised that the decision in question related to the West Lancs Development Policy Update (minute 44 of Cabinet, 10 July 2007 refers).

Members noted the reason for the decision being called in and went on to debate the alternative decision included with the notice of call in, namely that members should have a direct involvement in the preparation of interim residential development guidance. In this respect members heard that the intention of the decision of the Cabinet was to enable officers to prepare the guidance based on the Council’s existing policy rather than to seek approval of revised or new policies.

RESOLVED That this Committee does not wish to seek a different decision from the Cabinet in this matter, but would ask that if possible, members be given the opportunity to comment on the draft guidance prior to its approval and publication in accordance with the decision taken by the Cabinet.”

4.2 the Executive Manager Planning and Development Services advises, in relation to the Committee’s request, that he sees no difficulty in making available to members a copy of the draft guidance for a short period to enable members to comment on the document.

Background Documents

There are no background documents (as defined in Section 100D(5) of the Local Government Act 1972) to this Report.

Equality Impact Assessment

There is no evidence from an initial assessment of an adverse impact on equality in relation to the equality target groups.

Appendices: none

AGENDA ITEM 5/6

CABINET: 18th September 2007

Report of: Assistant Chief Executive

Relevant Portfolio Holder: Councillor Owens

Contact for further information: Chris Isherwood (Extn. 5083)

SUBJECT: PROGRESS ON THE ICT AND E-GOVERNMENT PROGRAMME 2006/07 AND THE PROPOSED DEVELOPMENT PROGRAMME 2007/08

District Wide Interest

1.0 PURPOSE OF REPORT

1.1 To update Cabinet on progress on ICT and e-Government projects in 2006/07.

1.1 To inform Cabinet of the ICT and e-Government development programme for 2007/08.

2.0 RECOMMENDATIONS

2.1 That Cabinet endorse the ICT and e-Government development programme detailed in this report, taking account of the capital funding available in 2007/08.

3.0 BACKGROUND

3.1 The Council has continued to make good progress on ICT and e-Government initiatives since March 2006 when the Council hit the Government target of achieving the BVPI 157 requirement that 100% of services should be delivered electronically, where practicable.

3.2 The national e-Government process also required the Council to report progress to date in fulfilling the requirements of the Priority Outcomes document published by the ODPM in April 2004 – “Defining e-Government Outcomes to support the delivery of priority services and National Strategy transformation agenda for local authorities in England – Version 1.0’. The Council made excellent progress on all priority outcomes.

3.3 Proof of the Council’s success in using technology to further enhance the quality of services to the customer, was confirmed by the Council being shortlisted for the Local Government Chronicle ICT and e-Government award in March 2007, where we received a commendation. In addition, the Council website was rated the top district council website in the country and equal second overall in the annual SOCITM ‘Better Connected’ report on council websites.

3.4 The Council’s investment in e-Government has been informed by Citizens’ Panel research on contacting the Council. Our investment has taken account of residents’ access to technology at home, their experience of using new technologies, current methods of contacting the Council, and feedback on new and easier ways of contacting the Council.

3.5 The Council continues to investigate and evaluate new technologies to assist with service transformation in our efforts to drive down costs, but drive up service quality.

4.0 CURRENT POSITION

4.1 The Council has continued to develop and improve the various access channels for citizens, under the banner of “Click, call or come in” and this was recognised as strength in the Council’s recent CPA inspection. Our channels include:

• The Council’s Customer Contact Centre, using the Northgate Information Solutions ‘Front Office’ CRM solution. The Contact Centre now provides over 100 services that are available at the first point of contact. This has led to a step-change improvement in the way we deal with customers’ calls – vitally important, given that telephone contact is the preferred method for the majority of local residents.

• The Council’s Customer Service Points (CSP) in Ormskirk and Skelmersdale. These provide face-to face access to customers using the Northgate CRM solution, enabling access to a first class service with a personal touch, backed by all the technology available in the Contact Centre.

• The Council web site www.westlancsdc.gov.uk has been the subject of continuous development and improvement. As a self-service access channel, available 24/7, the website is the cheapest way of accessing Council services.

• An interactive kiosk provides a ‘hole in the wall’ facility at the Council’s Skelmersdale CSP, giving access, via the Council website, to all Council services. This has proven to be very useful for customers who seek information outside the CSP’s opening hours.

4.2 ICT and e-Government Programme 2006/07

Detailed below are the projects that feature in the ICT and e-Government programme and the progress made by 31st March 2007.

4.2.1 Website Improvement Programme

The website has undergone continuous development during 2006/07. This has resulted in the website being rated the top district council website in the country and the equal second of all councils in the annual Society of Information Technology Managers (SOCITM) ‘Better Connected’ website survey.

To further improve the website and to provide increased interactivity, citizen access to personal information and integration with new back-office systems, it has been necessary to replace the existing website Content Management System (CMS). Following a tender and evaluation exercise, the Immediacy CMS system was purchased and a new Council website is under development with a go-live date planned for later this year.

Expenditure £59,500

4.2.2 ICT Equipment and Training for Members

We are using technology to enhance the role of Councillors in the community. Members have been issued with laptop PCs, printers and broadband access, providing them with an e-mail address and access to the Internet and the Council’s Intranet. Member ICT training has been provided by an external training company, with additional training being made available to Members as required.

Expenditure £4,000

4.2.3 Planning, Building Control, Land Charges, Gazetteer Management System (GMS) and Geographical Information System (GIS)

A fully integrated Planning, Building Control, GMS and GIS system from CAPS/ESRI was implemented in 2006/07. The development was part funded from both the Planning Delivery Grant and the ICT development capital programme.

The new planning system now has full integration with the website Planning Portal allowing for the planning process to be completed on-line. The new GIS and GMS systems enable map and property gazetteer based information to be available to any property-based system. The Land Charges module is due to go live in September 2007.

Expenditure £15,000

4.2.4 Paylink – Pre-payment Module

Paylink is an additional module of the current payments system and allows pre-payments to be made available for services such as Planning and Pest Control. Paylink is accessible via the Contact Centre, face-to-face or website.

Expenditure £17,000

4.2.5 Licensing Update

The system hardware has been updated to improve the speed and accessibility of data.

Expenditure £3,500

4.2.6 Electronic Document and Records Management (EDRM) and e-Mail Archiving

E-Mail archiving software is currently being rolled out within divisions and will assist with the introduction of EDRM within the authority. Once fully implemented it will assist the authority in accessing email data for Freedom of Information requests,

Expenditure £13,500

4.2.7 Technical Training

Due to the continued development and implementation of new software and hardware systems, additional technical training has been required to provide support and maintenance.

Expenditure £2,500

4.2.8 North West e-Government Group (NWeGG) Membership

The membership of NWeGG consists of all 46 North West local authorities. NWeGG runs regular workshops and meetings on a whole host of initiatives relating to the e-Government and the transforming local services agenda.

Expenditure £1,500

4.2.9 ICT Technical Assistants

Three temporary ICT Technical Assistant’s posts were funded from the ICT Development Programme until 31st March 2007. Two posts had been funded since April 2006 and one post from January 2007. These posts enabled senior staff to move away from daily PC support work and allowed them to concentrate on important project work. Following a successful revenue growth bid two Technical Assistant posts were made permanent in April 2007.

Expenditure £42,500

4.2.10 CRM Development

2006/07 has seen an increase in the number of services provided via the Northgate ‘Front Office’ CRM system, with other 100 services now being delivered in both the Contact Centre and the CSP’s. We have continued to integrate the CRM system with EDM and back-office systems to deliver efficient and cost effective services to the customer.

4.2.11 Disaster Recovery and ICT Business Continuity

A number of North West authorities, on behalf of the North West e- Government Group (NWeGG), tendered for the provision of an ICT disaster recovery and business continuity solution. Following evaluation of the tenders, SunGard Availability Services (UK) Limited were chosen as the preferred supplier. Working with NWeGG on this project has resulted in an 80% saving over the cost of stand-alone solution. The Council signed contracts with SunGard in December 2006. Work is now underway on the development and testing of disaster recovery plans.

4.2.12 Lancashire Community Portal

The Lancashire Community Portal, http://www.lancashirehotspot.co.uk/ has been developed with funding from the Lancashire e-Government Network (LeN) and Lancashire local authorities. The portal is currently available and provides links to all Council websites within Lancashire.

4.2.13 Citizen and Business Account Development

This project was an item on the ICT Development Programme 2006/07. This has not progressed in part due to the non-delivery of the national Government Connect project. This project would allow us to provide a website single sign- on with registration and authentication for citizens and businesses, giving them access to personal information. The Council has investigated other options to provide these facilities, however, given the need to prioritise current project work, further development is planned for 2008/09.

4.2.14 Telecommunications Development

A number of telecommunications projects have been implemented during 2006/07. Including:

• Network Redesign - Under the old network design all area offices were connected by analogue circuits so that all inter site calls would be free of charge. However, now that call charges are so low it was more cost effective to remove these links completely and pay for inter site calls. 12 links in total were removed saving approximately £12,000 per year in rental charges.

• Independent Connectivity – instead of using service providers such as BT to link smaller area offices and paying an annual rental for the life of the link we now have the skills and knowledge to link sites ourselves with alternative technologies such as radio links. Radio links can be installed at capital cost only. A small maintenance charge applies afterwards. This was used to replace links at MAPS, Chapel Gallery and Civic Hall saving approximately £5,000 per year in rental charges.

• BT Access Credit Scheme – implementing this has given us approximately. £6,000 rebate per year on BT call spend.

4.2.15 Detailed below is a breakdown of the ICT and e-Government capital spend during 2006/07.

Funding 2006/07 Expenditure 2006/07 ICT and & e-Government 376,000 capital available Web Improvement Programme 59,500 Members ICT training and 4,000 hardware Planning, Building Control, 15,000 GMS and GIS Paylink – pre payment 17,000 software Licensing system upgrade 3,500 EDRM and email archiving 13,500 Technical training 2,500 North West e-Government 1,500 Group ICT Technical Assistants 42,500

Total 376,000 159,000

4.2.16The sum of £217,000 has been carried forward as slippage into the 2007/08 ICT Development Programme. The Land Charges element of the programme has slipped an additional £37,000, made up of funding held in reserve and cash received from the settlement with MIS on the old Land Charges system. Therefore the total available funding carried forward into 2007/08 is £254,000.

4.3 ICT Development Programme 2007/08

Detailed below are the projects that have been identified to enable the Council to move forward with the ICT development agenda in 2007/08 and beyond.

4.3.1 Planning, Building Control, GMS and GIS Systems

The Planning, Building Control, GMS and GIS system from CAPS/ESRI were implemented in 2006/07. Funding for the final payments on these systems was carried forward into 2007/08

Estimated cost: £56,500

4.3.2 Land Charges

The new Land Charges system has a planned go-live date of September 2007. This system is an additional module of the CAPS/ESRI Planning, Building Control, GMS and GIS system that was recently installed and replaces a manual system. Funding for this project had previously been approved and rolled forward into 2007/08.

Estimated cost: £64,000

4.3.3 CRM/Website Integration

To provide joined up services for the CRM system and website, a number of existing technologies will be used including, GIS, EDM, and SMS text messaging, Knowledge Management and back-office system integration. These technologies will enable the design of the appropriate solution and to assist in the rollout of new and current OR projects. The capital costs will be accounted for within the report produced at the end of each OR project, thereby ensuring the delivery of net savings/efficiencies.

Estimated cost £20,000

4.3.4 Website Improvement Programme

A brand new redesigned Council website is currently under development using the Immediacy CMS and will go-live later this year. Although the current website has been rated the top district council website in the country, the new one will allow us further improve on that. New features will include integration with the Contact Centre CRM system and back-office systems. Links to the new GIS system will enable property-based information to be displayed on maps. More and better on-line consultation will be made available, together with the development of SMS text and e-Mail alerts.

A website promotion and take-up campaign will be carried out to further raise awareness and publicise new developments to drive up website usage. The introduction of a prize draw for on-line form and e-payment users is key within these initiatives. Others include press releases, publications, leaflets and messaging via the Contact Centre phone system. We are also making the Council website more accessible to members of the public who do not have Internet access at home. Four Community Resource Centres (CRCs) have been developed in Digmoor, Tanhouse, Birch Green and West Skelmersdale in partnership with Lancashire County Council and Skelmersdale College, where computer and free Internet access are available. It is intended that the CRCs are widely publicised as Council Service Access Points. In addition, free Internet access is available from all local libraries, where approximately 100 PCs are available and where access to the Council website is currently advertised. We will also work with the County Council and other partners to find ways of further promoting the Council website as the main self-service access channel.

The Immediacy CMS system will enable us to provide a ‘Web in a Box’ facility that will enable Councillors to develop their own websites. We have investigated other options for Councillor website development, but these had proven to be costly, in excess of £15,000 per annum, whereas the ‘Web in a Box’ facility is an integral part of the new CMS system. This facility will be available later this year. Prior to rollout, we will update the protocol on the use of ICT by members to include Member website development. ‘Web in a Box’ will also be available, free of charge, to Parish Councils and voluntary and community organisations within West Lancashire.

Estimated cost: £20,000

4.3.5 Server Virtualisation and Consolidation

This project will enable the Council to reduce the number of servers needed, thereby providing efficiency and cost savings. Following a number of successful pilots during 2006/07, we plan to further develop the underlying infrastructure to enable us to make best of use of virtualisation technology such as V-Motion. We will also investigate the feasibility of installing a Storage Area Network (SAN) to further develop the virtualisation infrastructure. SAN enables data to be stored on central storage devices rather than on individual servers, resulting in improved reliability and efficiencies in the retrieval and securing of data. Project costs will be evaluated against potential savings and the project will only proceed if costs can be recouped within a reasonable payback period.

Estimated cost £30,000

4.3.6 Wireless Technology and Remote Working Solutions

We are currently in the process of upgrading the very popular wireless Internet service at the Investment Centre. We will be evaluating the rollout of further wireless hot spots via the community centres, which can be used by members of the public and Council mobile workers. From the mobile workers perspective, staff would be able to access corporate systems using wireless technology when near or inside a community centre, removing the need to return to the office to upload or download information. Project costs will be evaluated against potential savings and efficiencies and will only proceed if we can recoup costs over a reasonable payback period.

Estimated cost £15,000

4.4 ICT Infrastructure Capital Programme

This ensures that the ICT infrastructure can be maintained and improved as we continue to develop and implement new technologies. This will involve the replacement of ageing servers and network equipment, to ensure that we continue to provide a reliable, cost effective and efficient service.

Estimated cost: £52,000

4.5 Electronic Document Management (EDM) Capital Programme

EDM has been introduced into a number of sections including, Council Tax, Business Rates, Benefits, Planning, Building Control and Electoral Registration. EDM will be evaluated as part of an Organisational Re- engineering project during 2007/08, to look at how we can further improve its use within the Council as a corporate management tool. This will be funded from the EDM capital programme

Funding available: £54,000

4.6 Telecommunication Development

ICT Services will continue to evaluate new technologies in both voice and data communications. Current plans include:

We have already taken steps towards convergence of voice and data (Voice over Internet Protocol – VoIP) and independent connectivity. The forward plan is to further develop the technologies used here to creatively redesign the voice and data networks and ultimately completely converge the two. This is a project which will span 2 – 3 years.

Once successful the foundations will be in place to move from two separate networks for voice and data consisting of up to 30 to 40 links back to the centre, to a single intelligent access pipe to a service provider’s core network. This has the potential to provide significant savings on annual rental costs for network services such as leased lines and should further reduce call costs with outbound VoIP services replacing ISDN30.

4.7 Disaster Recovery / ICT Business Continuity Plan

The disaster recovery plan will continue to be tested and documented during 2007/08. This project will continue over future years and whilst resource intensive, is vital to the authority in the event of a disaster or the loss of vital ICT systems or data.

4.8 Benchmarking the ICT Service

During 2006/07 the ICT Service completed part one of a two-part exercise to benchmark the ICT Service using the SOCITM benchmarking service. The first part looked at the performance, resourcing and management of the ICT Service. Twenty-six local authorities participated in the exercise (including eight district councils). Key results include the fact that the Council procure and support PCs at a lower cost than the other district councils and are upper quartile in the acquisition time for a PC.

The second part of the exercise will benchmark customer satisfaction of the ICT Service and will be completed in 2007/08. This will enable the Council to compare the quality of the service with the cost and performance data from part one. This will assist us in continuing to provide a high quality, efficient and cost effective service.

4.9 Additional ICT Staff Resources

The resources required to support new systems has increased significantly over the last three years due to the increased intricacy and sophistication of the systems. The number of software releases needing loading and testing has increased, as has the time taken to do them. The continued support and maintenance of existing systems always takes the highest priority.

The additional support requirement has meant that senior ICT staff have to provide day-to-day desktop support for users, resulting in a pressure to work overtime, which cannot be sustained. The knock-on effect is that progress has slowed on projects such as telecommunications infrastructure development, which can deliver significant savings.

The funding is enabling us to recruit an ICT Technical Assistant and an Assistant Systems Analyst on 12-month temporary contacts to backfill on the day-today tasks currently being done by senior staff. This will enable us to deliver the projects described above and provide the appropriate level of support and maintenance on corporate and divisional systems. Should it be envisaged that this support is needed into 2008/09 then this will be subject to a resource bid.

Estimated cost £50,000

4.10 Future Years Contingency

There are a number of technologies that we have identified but do not have the resources to evaluate further in 2007/08. These include:

Citizen and Business Accounts – see 4.2.13 - these will allow a single sign-on via the website, providing a registration and authentication solution for citizens and businesses, to allow access to personal or business information. These facilities would encourage self-service which would increase usage of the website, which is the cheapest access channel. This technology is due to be made available by the national Government Connect project, although timescales and costs for implementation are currently vague. Eventually the Government Connect project aims to provide access to all central government and health services e.g. tax forms, driving licence applications, NHS, using the same user id and password. Once resources are available, the Council could speed up the implementation of citizen and business accounts by purchasing a stand-alone system and integrate with the Government Connect project when their products become available.

Digital TV – The closure of analogue TV in the North West in 2009/10 and the move to digital TV, would provide an additional access channel for Council services. Digital TV could offer citizens access 24/7 to Council services in a similar format to the Council website, but without the need to own a computer. Migrating citizens to Digital TV will encourage self-service, improve efficiency and reduce costs.

It is intended to build these areas of development into the work programme for 2008/09 and beyond, and to carry forward a contingency to assist these and other developments in future years.

Contingency fund: £68,500

5.0 PROPOSALS

5.1 That the projects detailed in this report form the basis of ICT development in 2007/08, taking account of available capital funding.

6.0 FINANCIAL AND RESOURCE IMPLICATIONS

6.1 Detailed below is funding for 2007/08 together with details of estimated project costs.

Funding Estimated 2007/08 Expenditure 2007/08

B/fwd 2006/07 ICT and e-Government 254,000 Funding ICT and e-Government Capital 70,000 Programme 2007/08 ICT Infrastructure 52,000 Electronic Document Management 54,000 (EDM)

ICT Development Programme GIS/GMS, Planning Building Control 56.500 (funding committed to project in 2006/07) Land Charges (funding committed to 64,000 project in 2006/07) CRM, Website, EDM, SMS text 20,000 messaging, GIS, Knowledge Management and back-office system integration * Website improvement programme * 20,000 Server virtualisation and consolidation 30,000 * Investigation and implementation of 15,000 wireless technologies and remote working) Additional staff resources 50,000 Roll forward / contingency – for future 68,500 years development. Project likely to include Citizen and Business account development and Digital TV *

324,000

ICT Infrastructure 52,000

Electronic Document Management 54,000

Total 430,000 430,000

Note: * indicates projects that will continue into 2008/09.

6.2 All projects identified within this report can be funded from existing budgets. A number of these projects will identify savings, which would be brought forward as part of the budget process.

7.0 COMMUNITY STRATEGY/SUSTAINABILITY IMPLICATIONS

7.1 There are no community strategy or sustainability implications relating to this report.

8.0 RISK ASSESSMENT

8.1 Each project within the programme will be subject to its own risk assessment.

Background Documents

There are no background documents (as defined in Section 100D(5) of the Local Government Act 1972) to this report.

Equality Impact Assessment

There is no evidence from an initial assessment of an adverse impact on equality in relation to the quality target groups.

Appendices

None

AGENDA ITEM: 5/7

CABINET: 18th September 2007

______Report of: Assistant Chief Executive

Portfolio Holder: Councillor G.M. Roberts

Contact for further information: Kim Webber (Ext. 5005) ______

SUBJECT: COMPREHENSIVE PERFORMANCE ASSESSMENT – FINAL REPORT ______District wide interest

1.0 PURPOSE OF THE REPORT

1.1 To advise Members of the content of the Final Report produced by the Audit Commission following their inspection in March.

1.2 To propose an action plan in response to the areas identified for future improvement and/or attention.

2.0 RECOMMENDATIONS

2.1 That Members note the contents of the Final Report, and the ‘Excellent’ score received by the Council.

2.2 That the action plan set out in Appendix 1 is agreed as the Council’s response to the CPA inspectors report for 2007/08.

3.0 BACKGROUND

3.1 Members will recall that in March a team of four Inspectors visited the Council to undertake a corporate assessment. Preceding the onsite week the Council provided a self assessment and background documentation, conducted inspectors on a tour of the District and a survey of key stakeholders was undertaken by the Commission.

3.2 During the onsite week, inspectors held a series of focus groups with partners, staff and Members, conducted a range of one to one interviews and observed meetings of the Council and its partners.

3.3 The final report of the inspectors was published on 10th July, and the Council’s ‘score-card’ has currently been updated on the Audit Commission website.

4.0 SUMMARY OF THE CPA REPORT

4.1 The main conclusion of the report was that the Council should now be rated as ‘Excellent’. This is a significant achievement as only 15% of District Councils nationally are rated ‘excellent’. A further 36% are rated ‘good’, 36% ‘fair’, 3% ‘poor’ and 11% ‘weak’.

4.2 The report concludes that the Council has made significant progress since the last corporate assessment in 2003. The Executive Summary highlights the key strengths of the Council as perceived by inspectors. In brief:

The Council is highly ambitious, with a well articulated commitment to improving the area and the quality of life of all its residents. The Council has been particularly successful with its partners in reducing fear of crime, creating jobs across all areas and making impressive progress towards achieving decent homes. The Council with partners has strengthened the clarity and relevance of ambitions (in the SCS 2007 – 2017), and this provides a strong sense of place, underpinned by a challenging but realistic vision. Leadership by Councillors and officers is clear and often high profile, and strikes the right balance between local and strategic issues. Community engagement, consultation and communication are effective. Clear priorities and values underpin the vision and these are well understood by officers and Councillors, and regularly reviewed. The organisation is well led and well managed; capacity to deliver is good, with effective risk management and extensive external funding. Value for money is being delivered. A culture of openness and mutual respect exists between staff and Councillors. Performance management is driving improvements and a culture of performance management is embedded across the Council. A great deal has been achieved on customer access, safer communities, regeneration and economic development. Where performance does not yet achieve these high standards, plans are in place to address it. The Council successfully focuses its attention across the whole District. Significant, noticeable improvements have been delivered in Ormskirk and Burscough, with good progress on plans to revitalise Skelmersdale.

4.3 In terms of areas for improvement in the future, the report suggests:-

that the Council needs to consistently raise the quality of its environment services and reinvigorate its plans for housing; the Council should press ahead with further efficiency savings across services to improve value for money; the Council’s contribution to broader issues such as health, transport and children and young people is sometimes underplayed, and the Council should examine its role on these to make its current contribution more explicit; further refinement of performance management is possible; wider Councillor challenge of performance can be improved as can the way outsourced services are performance managed.

4.4 Members will be aware that plans are already in place to deal with most of these observations, however there is always scope for further improvement. A summary of the actions planned in 2007/08 against the points referred to by inspectors as opportunities or areas for improvement is detailed in the appendix.

5.0 PROPOSALS

5.1 It is proposed that the action plan set out in Appendix 1 is agreed as the Council’s response to the CPA inspectors report, for 2007/08.

6.0 SUSTAINABILITY/COMMUNITY STRATEGY IMPLICATIONS

6.1 There are no direct implications arising from this report.

7.0 FINANCIAL AND RESOURCE IMPLICATIONS

7.1 There are no direct implications associated with this report.

8.0 RISK ASSESSMENT

8.1 Agreeing an action plan in response to the CPA Inspection report will enable the Authority to track its progress on areas needing improvement. It also enables the Council to demonstrate how it has responded to inspectors’ recommendations, and mitigates against the risks of doing less well in future inspections.

9.0 CONCLUSION

9.1 The Council and its partners can be proud of the results of the inspection, as this represents a hard test against the benchmarks identified for Councils, and one which has become harder since 2003 since we were first inspected.

9.2 The Council is ambitious to improve still further however, and an action plan setting out improvements against inspectors’ observations is set out in Appendix 1.

Background Documents

The following background documents (as defined in Section 100D (5) of the Local Government Act 1972) have been relied on to a material extent in preparing this Report.

West Lancashire District Council Corporate Assessment Report, July 2007. Audit Commission.

Equality Impact Assessment

There is no evidence from an initial assessment of an adverse impact on equality in relation to the equality target groups.

Appendices

Appendix 1 – CPA Improvement Plan 2007/08.

KWCabCPAFinalReport18Sept07 Appendix 1 West Lancashire District Council

Improvement Plan 2007/08

Theme Strengths Areas of opportunity or Action Planned in 2007/08 Source possible improvement Ambition (3) Performing well More could be done to further Adopt and commence implementation Draft Highly ambitious with strong improve engagement with of revised Community Engagement Community and consistent officer and black and minority groups Strategy including:- Engagement member leadership Explore partnership approach to Strategy 2006/9 Clear ambitions – relevant engaging consultants to carry out and address national and consultation and establish a group local priorities involving local BME residents to Clarity of goals generally which the Council/partners can use good/strengthened through for future consultation SCS Further develop web pages for Success with partners e.g. older people incorporating online in community safety, job forms and publicise the website to creation, decent homes older people, including working in Diversity and Equality partnership with other effectively tackled organisations, to maximise e- Balanced approach to usage/consultation for this age market towns, rural areas group and disadvantage – Consider establishing a young especially in Skelmersdale people’s panel in partnership with Ambitions are well Lancashire County Council understood and owned Ensure youth representation on Internal and external LSP is maintained. Establish communication a strength Children and Young People’s Good community leadership Thematic Group involving young locally and regionally people Good reflection of local needs via community engagement

Theme Strengths Areas of opportunity or Action Planned in 2007/08 Source possible improvement Prioritisation (3) Performing well Examine role in wider Review corporate priorities and ACE DSAP Clear priorities and values – partnership areas e.g. health/ consider how to make contribution to reflecting needs transport/children and young wider partnership areas more explicit. Good contribution to people using LSP as a improving quality of life starting point – Contribution is Establish and co-chair a new Health Community Priorities well understood not currently explicit or and Wellbeing Thematic Group of the Services internally recognised by partners LSP Priorities regularly reviewed and informed by Establish a new Health Service data/intelligence Consultation Committee of Members to Redirection of resources to improve partnership arrangements – clear priorities/non- generally and to deal with Health priorities related consultations specifically Work with partners to deliver community priorities Contribution to broader issues e.g. health, young people, transport, children is mainstreamed Resource planning is innovative Re-engineering redirects resources Robust approach to DSAPs Capacity (3) Performing well Opportunities exist through Deliver agreed value for money and Finance/ Attraction of external OR to improve services and OR programme in 2007/08 ACE DSAP funding achieve greater efficiency and Encourages innovation improve VFM Continue to explore opportunities for Robust financial standing Councillor challenge outside joined up working and in particular:- Strongly led and well Cabinet can be improved work in partnership with other ACE DSAP managed authorities in Lancashire to Staff are well supported and develop enhanced two-tier working motivated and joined up approaches to policy Cabinet grasp strategy and and service delivery performance undertake table top exercise with Work effectively with other Kendric Ash in relation to possible Lancashire partners opportunities for joined up working Councillors and officers work together effectively Strong focus on priority issues 2 Theme Strengths Areas of opportunity or Action Planned in 2007/08 Source possible improvement Capacity (3) Clear and comprehensive Continue to deliver further HR DSAP (Cont’d) arrangements for scrutiny opportunities for Member training Risk management is and development under the steer effective of the Member Development Asset management effective Commission Value for money is being achieved and quality of services is generally good Comprehensive training opportunities for Councillors Working with others on workforce planning Works effectively with the voluntary sector and parishes Partnership used to improve efficiency and cost effectiveness ICT is effectively supporting the delivery of priorities Performance Performing well New SCS is a good Support and facilitate the ACE DSAP Management (3) Robust and consistent foundation to establish long development and operation of the performance monitoring term ambitions, and LSP, including the launch and which addresses under- outcomes delivery of the Sustainable performance Opportunities to improve Community Strategy Culture of performance performance management – management is embedded outsourced services across the Council Clear focus on strategic issues Arrangements are driving improvement Role of Councillors good and developing Effective LSP PM structures now in place Overall Partnership PM is sound Well publicised complaints procedure used to improve service quality

3 Theme Strengths Areas of opportunity or Action Planned in 2007/08 Source possible improvement Performance Good links between SCS, Management (3) CPP, DSAPs and staff (Cont’d) targets Realistic and challenging targets Targets are driving improvement Generally responds well to external challenge Achievement (3) Performing well Need to consistently raise the Fine-tune recycling collection CPP Leading role in extensive quality of environmental regime to suit participation levels regeneration and economic services and target promotion works in development Need to press ahead with those areas of under-performance Highly regarded customer efficiency savings to improve Put in place a new contract for CPP access VFM Grounds Maintenance Improvements in Skelmersdale Vision is a Commence rolling programme of Housing DSAP/ perceptions of safety crucial opportunity to tackle detailed local housing needs CPP Rises in quality of life disparities in unemployment, assessments and develop an measures e.g. street resident concerns about Affordable Housing Strategy and cleanliness access to services and Action Plan Resident satisfaction deprivation Develop and deliver the annual Finance/ACE improving in many priority Need to re-invigorate plans VFM and OR programme DSAPs areas for affordable housing Continue to deliver the Achievement across a range Skelmersdale Vision project in line DCE of PI’s is good with the project plan Good progress on “protecting/improving the street scene and environment” Recycling and street cleanliness notable improvements High profile approach to crime/fear of crime Excellent performance in some areas – crime reduction and fear External funding supporting community safety e.g. SSCF

Theme Strengths Areas of opportunity or Action Planned in 2007/08 Source possible improvement Achievement (3) Delivering sustained (Cont’d) improvement in “quality jobs” priority Successful stimulation of ED with high yield on external funding Noticeable regen. improvements across the district – Ormskirk, Burscough, Skelmersdale Meeting DHS standards in private sector Progress being made towards DHS on own stock Good record of achievement on homelessness Further significant improvement from high levels in “cost effective services, accessible to all” Particular strengths are the contact centre and CSPs, partnership working across service boundaries and the website Good range of outcomes being delivered on “opportunities for leisure and culture” Includes leisure centres, CRC’s, play areas Balanced access for rural, deprived and needs of different communities Effective partnership in Leisure Trust – improved quality and usage Improvement Plan 2007 08

AGENDA ITEM: 5/8

CABINET: 18th September 2007

Executive Overview and Scrutiny Committee: 4th October 2007

th Council: 12 December 2007

______

Report of: Assistant Chief Executive

Portfolio Holder: Cllr Adrian Owens

Contact for further information: Cath McNamara (x5380) ______

SUBJECT: Corporate Priorities 2008/9 ______

District wide interest

1.0 PURPOSE OF THE REPORT

1.1 To seek Cabinet’s approval for the draft Corporate Priorities Statement 2008/9 to be forwarded to Council for adoption as the Council’s Corporate Priorities for 2008/9.

2.0 RECOMMENDATIONS TO CABINET

2.1 That Cabinet consider the draft Corporate Priorities Statement 2008/9 (attached, Appendix A), giving particular thought to the suitability of the Key Targets and Initiatives identified as being most important in terms of achieving the Council’s Vision and Priorities.

2.2 That Appendix A be forwarded to the Overview and Scrutiny Committee for consideration, following any amendments agreed at this meeting having been made.

2.3 That Appendix A be forwarded to Council with a recommendation from Cabinet that it should be agreed and adopted as the Council’s Corporate Priorities Statement 2008/9.

2.4 That the Vision and Priorities should inform the budget setting process and the corporate and service planning processes for April 2008 to March 2009.

2.5 That call-in is not appropriate for this item as it is being considered at the next meeting of the Overview & Scrutiny Committee.

3.0 RECOMMENDATIONS TO OVERVIEW AND SCRUTINY COMMITTEE

3.1 That the Committee considers the Vision and Priorities set out in Appendix A and comments as appropriate to Council.

4.0 RECOMMENDATIONS TO COUNCIL

4.1 That, subject to consideration of any views from the Overview and Scrutiny Committee, the Vision and Priorities set out in Appendix A be approved and adopted as the Council’s Corporate Priorities Statement for 2008/9.

5.0 BACKGROUND

5.1 Each year, the Council publishes a set of Corporate Priorities that make explicit the vision and key aims of the Council and how it will go about achieving them. They set the strategic direction for all the work that will be undertaken across the Divisions for that year.

5.2 The draft statement of Corporate Priorities for 2008/9 has been developed following consideration of the Council’s performance in recent years, detailed statistic analysis of the needs of the district and the outcome of Comprehensive Performance Assessment. A Policy & Performance Unit Research Paper, providing detailed statistical analysis of the needs of the District and other contextual information, is attached (Appendix B).

5.3 The draft Corporate Priorities 2008/9 have also been developed in line with the aims and objectives of the Sustainable Community Strategy 2007-17.

5.4 The statement builds upon the Corporate Priorities for 2007/8, which detailed a number of longer-term targets that the Council aimed to achieve. The baseline information for these targets has been updated where this is available.

6.0 CURRENT POSITION

6.1 In order to allow Cabinet to compare the 2008/9 draft corporate priorities with those for 2007/8, where amendments have been made to the 2007/8 priorities, these are underlined on the Corporate Priorities 2008/9 document (Appendix A). In addition, the statement of priorities for 2007/8 is given in Appendix C.

6.2 Following the approval of the Corporate Priorities 2008/9, Service Action Plan Guidance for Managers will be updated, and the action plans will then in turn inform individual work programmes. In doing so, the Council ensures that there is a ‘golden thread’ between the Corporate Priorities and the day-to-day running of the authority. It also helps staff to understand how what they do contributes towards achieving the Corporate Priorities.

6.3 The draft Corporate Priorities 2008/9 statement also contains key targets and initiatives to be undertaken/achieved in 2008/9. These initiatives are those recommended by OMB as being the most important in terms of achieving the Corporate Priorities. There are also some longer-term initiatives that have been identified as priorities in previous years that progress should continue to be monitored against until their completion. Targets are the longer-term targets set in previous years that the Council continues to work towards achieving.

6.4 Once agreed, the Corporate Priorities 2008/9 will inform all budget, action planning and decision-making processes for 2008/9.

6.5 The Corporate Priorities 2008/9 including the full statement incorporating targets and key initiatives, will be published on the Council’s website and officially ‘launched’ through press releases and a public leaflet in April 2008, to coincide with Divisional Service Action Plans and the new financial year.

7.0 ISSUES

7.1 There is a need to agree the Corporate Priorities 2008/9 as soon as possible so that they inform the budget setting process and work can commence on drafting the Service Action Plans that will support their delivery.

7.2 In the light of the feedback received in CPA as reported in an earlier report on this agenda, Members may wish to consider whether or not to make the work the Council does in contributing towards partners’ priorities in relation to health and well-being more explicit, within the priorities.

8.0 PROPOSALS

8.1 Appendix A provides the draft statement of Corporate Priorities 2008/9. It is proposed that this draft statement be approved and adopted by Council.

9.0 SUSTAINABILITY IMPLICATIONS/COMMUNITY STRATEGY

9.1 The draft Corporate Priorities 2008/9 have been developed in line with the aims and objectives of the draft Sustainable Community Strategy 2007-17. As such, the Council will contribute/lead wherever possible and appropriate, in terms of the key aims and projects contained within the Strategy. An example of this would be the Affordable Housing Strategy, which is identified as a priority in both the Corporate Priorities 2008/9 and Sustainable Community Strategy 2007-17. In doing so, the Council is proactively assisting the LSP to achieve the aims of the Sustainable Community Strategy.

10.0 FINANCIAL AND RESOURCE IMPLICATIONS

10.1 Financial and resource implications arising from the Corporate Priorities will be highlighted and addressed through the budget and service action planning processes.

11.0 RISK ASSESSMENT

11.1 The most significant risks associated with this report would be the non- achievement of the Council’s Corporate Priorities and the needs of the District not being met through the priorities. To mitigate against these risks, the priorities are informed by detailed statistical analysis of the state and needs of the District. The Corporate Priorities are also supported by a robust corporate and service planning system, which is aligned to the budget setting process. A strong performance management system ensures that any potential barriers to achievement are identified at the earliest possible stage.

Background Documents

There are no background documents (as defined in Section 100D(5) of the Local Government Act 1972) to this Report.

Equality Impact Assessment

There is no evidence from an initial assessment of an adverse impact on equality in relation to the equality target groups.

Appendices

Appendix A: Draft Corporate Priorities Statement 2008/9 Appendix B: Policy & Performance Unit Research Paper – State of the District Appendix C: Corporate Priorities Statement 2007/8

Appendix A

DRAFT

WEST LANCASHIRE DISTRICT COUNCIL CORPORATE PRIORITIES 2008/9

Our long-term vision is:

‘Putting CUSTOMER SERVICES FIRST – building a community second to none’ As an excellent Council our aim is to strive for even further improvement to deliver the excellent services West Lancashire deserves.

OUR VALUES We will deliver this by being an ambitious organisation which: • Puts customers and frontline services first; • Listens to, informs and consults local people; • Is open and accountable in the way we make decisions; • Embraces innovation and partnership as a way of bringing about step change improvement in our services; • Promotes equality of opportunity and values the diversity of our communities; • Values and develops our employees; • Ensures local services offer the best possible value.

OUR PRIORITIES Our values are at the heart of the way we deliver our six priorities: • Protecting and improving street scene and the environment; • Combating crime and the fear of crime; • Working to create good quality jobs for local people; • Improving housing and ensuring that there is affordable housing available for local people; • Delivering cost-effective services that delight the customer and are accessible to all; • Providing opportunities for leisure and culture. ACHIEVING OUR PRIORITIES Over the next few years, our targets and key initiatives for achieving these priorities are:-

Protecting and Improving Street Scene and the Environment:

Key Targets:- • To increase recycling/composting from 38% in 2006/7 to 43% by March 2010. Our ultimate aim is to be top quartile for recycling and composting in relation to our family group by March 2009; • To decrease the proportion of land with significant deposits of litter/detritus from 14% in 2006/7 to 9% by March 2010. Our goal is to be in the top quartile of Councils within our family group in terms of street cleansing by March 2009; • To be close to the average in terms of the cost of these services by March 2009; • To achieve 74% and be in the top quartile of Councils in terms of satisfaction with street cleanliness by March 2010.

Key Initiatives:- • Review service delivery across waste and recycling, looking for improved working methods and ways of increasing productivity while driving down fuel usage.

Combating crime and the fear of crime:

Key Targets:- • Reduce the number of crime incidents per 1,000 population from 66 in 2006/7 to 65 in 2008/9, and in the longer term sustain this performance; • Ensure that the percentage of people feeling that West Lancashire is a safe and secure place to live is maintained at a minimum of 78%.

Key Initiatives:- • To deliver the Crime and Disorder Reduction Strategy in partnership with other organisations and agencies; and • Lead on the Strategic Crime Reduction Board.

Working to create good quality jobs for local people:

Key Targets:- • Help to reduce unemployment from 2.7% in 2006/7 to below the national average by March 2009.

Key Initiatives:- • Commence implementation of ‘Vision for Skelmersdale’ plan; • Deliver Year 6 of the Investing in Business Programme.

Improving housing and ensuring that there is affordable housing available for local people:

Key Targets:- • Reduce the proportion of non-decent Council homes from 14.97% as at 1st April 2006, to Zero percent by December 2010 and our aim is to maintain the Decent Homes Standard at Government target levels for the future; • Seek to ensure that at least 30% of homes allowed in Ormskirk/Aughton and Burscough to be subsidised low cost and RSL homes, in line with the Local Plan.

Key Initiatives:- • Deliver the Affordable Housing Strategy; • Deliver sustainable housing regeneration projects in Skelmersdale, commencing the Tanhouse Estate Regeneration Pilot Scheme by 2009.

Delivering cost-effective services that delight the customer and are accessible to all:

Key Targets:- • Achieve year-on-year affordable Council Tax rises, in line with inflation, and with targeted investment in key corporate priorities; • Achieve top quartile performance (60%) in relation to the satisfaction of residents with the overall service provided by the Council (as measured through the BVPI survey) by 2010; • Reduce staff sickness from 10.76 days per annum in 2006/7 to 8.29 days per annum (top quartile) by March 2010 and in the longer-term, maintain top quartile performance; • Achieve annual efficiency and cost savings in excess of 2.5% per annum; • Increase the percentage of customers who normally contact the Council via the website to 30% by March 2009 (measured through Citizen’s Panel Survey. The percentage of people who normally contact the Council via the website in 2004/5 was 6.1%).

Key Initiatives:- • Investigate a range of shared service initiatives with other Councils and partners in the public and private sector; • Publish and deliver an updated Customer Relations and Access Strategy, including the development of integrated approaches to service access with public sector partners; • Provide new Council offices within a package of mixed development by 2009/10; • Deliver a rolling programme of Value for Money and Organisational re-Engineering reviews of the Council’s services.

Providing opportunities for leisure and culture:

Key Targets:- • Increase satisfaction with sports and leisure facilities from 55% in 2006/7, with the aim of being above average, achieving 65% by March 2010; • Increase satisfaction with parks and open spaces from 62% in 2006/7, with the aim of being top quartile, achieving 78% by March 2010; • Increase the percentage of playgrounds meeting our local policy from 18.64% in 2006/7 (11 of 59) to 38.78% by March 2009 (19 of 49).

Key Initiatives:- • Continue the refurbishment of our formal parks including considering the results of a feasibility study into a new visitors’ centre at Beacon Country Park.

State of the District

West Lancashire District Council

August 2007

Policy & Performance Unit Research Paper

INTRODUCTION

This “State of the District” report brings together a variety of information about West Lancashire, covering the following :-

Executive Summary – of main achievements and issues facing the Council over the last year Existing vision and corporate priorities – our publicly stated long- term vision and priorities Customer feedback – a summary of what our customers/residents have told us about their priorities and our services Performance – a summary of how we are currently performing against our annual performance indicators. Inspection feedback – a summary of what inspectors have told us. 2001 Census and other contextual data Major projects and achievements during the past year

The last five years have been the most successful period in the history of West Lancashire District Council. Performance across almost every service area has improved (and in many instances in a step change fashion). Importantly too this improvement has been recognised by our residents as particularly shown in the People’s Panel surveys. Over the last few years we have been building a strong record of success in winning awards and accreditation that recognise quality and improvement, culminating in the Audit Commission’s recent assessment of the Council as “Excellent”. All this shows that we are well on our way to achieving our ambition of being among the very best District Councils in the Country and that we are delivering our vision of putting our customer services first.

EXECUTIVE SUMMARY

The following highlight some of the key achievements and issues indicated in this “State of the District” report :-

• 54% of local residents are satisfied with the way the Council runs things, the third highest proportion for district councils in Lancashire. In 2003 the proportion was 60% in West Lancashire and this fall in satisfaction appears to reflect the downward trend in the average for district councils nationally. • The proportion of residents satisfied with recycling facilities (80%) is the third highest in Lancashire and in the top quartile for district councils nationally. • Although still below the national average, there has been a step change improvement between 2003 and 2006 in the proportion of residents satisfied with sports/leisure facilities and events (from 48% to 55%). • Almost three-quarters of People’s Panel members agree that affordable housing is an issue in West Lancashire. Only 28% agree that the Council should encourage more to be built if this means allowing development in the green belt. • “Combating crime and the fear of crime” is seen as the top priority by panel members followed by “protecting and improving street scene and the environment”. • Our performance has been very strong in terms of the annual Best Value Performance Indicators and Local Performance Indicators relating to protecting and improving street scene and the environment. We have exceeded the target for the proportion of household waste recycled. • We have also met or exceeded our targets against more than half of the crime indicators. • Local Indicators show that 383 jobs were created through inward investment over the last year whilst local unemployment has fallen. • We have exceeded or met our targets against more than two-thirds of the housing indicators. Although the target for affordable housing development has not been met, that for properties meeting the decent homes standard has been exceeded. • Performance has generally been strong in respect of the indicators relating to delivering cost-effective services that delight the customer and are accessible to all. Our targets are being exceeded in respect of overall usage of the Council’s website and use of online forms and payments. • Local Indicators show exceptional numbers of visitors to the Chapel Gallery and countryside events and activities. • Beacon Country Park has recently been given “Green Flag” status -the highest standard for parks and green spaces. • The Council’s website was recently assessed as the best district council website in the country. • The Council has received a favourable assessment from the Audit Commission in respect of Use of Resources. • The Audit Commission has recently assessed the Council as Excellent “with a well articulated commitment to improve the area and the quality of life of all its residents”.

EXISTING VISION AND CORPORATE PRIORITIES

Our long-term vision is :-

“Putting CUSTOMER SERVICES FIRST- building a community second to none”

Good is not enough. Our aim is to be among the very best District Councils in the Country- not only serving our customers, but delighting them.

Our priorities are :-

• Protecting and improving street scene and the environment • Combating crime and the fear of crime • Working to create good quality jobs for local people • Improving housing and ensuring that there is affordable housing available for local people • Delivering cost-effective services that delight the customer and are accessible to all • Providing opportunities for leisure and culture

CUSTOMER FEEDBACK

1. Best Value User Satisfaction General Survey 2006

Every three years, all local authorities in England are required to carry out a Best Value User Satisfaction General Survey which asks residents about a range of issues relating to how satisfied they are with their local authority and the services it offers. Included in the survey are questions to collect a number of BVPIs. The latest survey was carried out during the Autumn of 2006 and 1,506 West Lancashire residents took part.

Main results Appendix 1 provides specific comparisons of the West Lancashire and English Districts BVPIs between 2000 and 2006. However, set out below are the views of local residents with regard to various issues (including BVPI) covering their local area, District Council performance, information about the Council and its services, contacting the Council and local decision-making :-

• 79% are satisfied with their local area as a place to live. In 2003 the comparable proportion was 84%. • In terms of their local area, over half (54%) indicate that activities for teenagers most need improving (42% indicated this in 2003). • The proportions of residents feeling safe both walking in their neighbourhoods (88%) and in their own home (98%) have increased since 2003 (from 84% and 94% respectively). • The proportion satisfied that public land is kept free of litter and refuse has increased since 2003 (from 64% to 67%). The national average for district councils has also increased (from 63% to 69%). • 68% of residents are satisfied with the waste collection service. The proportion in 2003 was 86% and this fall in satisfaction is a reflection of the overall downward trend amongst district councils nationally. 38% of West Lancashire residents in 2006 indicated that this service had got better over the past three years whilst 34% said it had got worse. • Although a lower proportion of residents in 2006 than in 2003 are satisfied with the overall service for collection of items for recycling (69% and 74% respectively), 63% of current residents actually think the service has got better over the last three years. Similarly, just over half of residents say local recycling facilities have got better and satisfaction with the provision of these (80%) is higher than in 2003 (75%). Nationally, the improvement has been much smaller amongst district councils overall. • There has been a step change improvement between 2003 and 2006 in the proportion of West Lancashire residents satisfied with sports/leisure facilities and events (from 48% to 55%) and satisfaction with libraries has also increased (from 75% to 78%). There have been similar increases in the national district council averages in terms of satisfaction with these facilities. • However, the proportion of local residents satisfied with theatres and concert halls has fallen from 27% to 16% whilst the proportions currently satisfied with museums/galleries (17%) and parks/open spaces (62%) are slightly lower than previously. The national picture for district councils also

shows falls in satisfaction for museums/galleries and theatres/concert halls but a slight increase in satisfaction with parks and open spaces. • Usage of the sports and leisure facilities has increased with 33% of residents currently using them at least once a month (compared with 27% in 2003). Usage of other types of cultural and recreational facilities in the District has changed little. • Overall, 45% of residents in 2006 say that the Council keeps residents very or fairly well informed about the services and benefits it provides. The comparable proportion in 2003 was 57%. • Substantial proportions (around 90%) of current residents feel informed about how to pay bills to the Council or how and where to register to vote whilst only 26% feel informed about what the Council is doing to tackle anti social behaviour in their local area. • 27% (compared with 24% in 2003) have contacted the Council with a complaint in the last 12 months. As in 2003, the main areas of complaint are in respect of emptying of bins/collection of waste. 30% of residents who have made a complaint(s) are satisfied with the way their complaint (s) was handled (35% in 2003). Nationally, there has been a small increase in satisfaction in the district council average. • Asked about the opportunities to participate in local decision making provided by the Council, 31% of residents say they are satisfied with these whilst 32% agree that they can influence decisions affecting their local area. Over a quarter (28%) want to be more involved in the decisions the Council makes that affect their local area. • Significant majorities of residents (60% and over) believe that the Council is making the local area a better place to live; is working to make the area safer; is working to make the area cleaner and greener; is efficient and well run; is trustworthy; and treats all types of people fairly. Just less than half (48%) say the Council provides good value for money. Over half (52%) say the Council is remote and impersonal. • Over a fifth (22%) say the way the Council runs things has got better over the last three years whilst 16% say it has got worse. The comparable proportions in 2003 were 25% and 16% respectively • Overall, more than half (54%) of residents are satisfied with the way the authority runs things. During 2003 the proportion was 60% and this fall in satisfaction appears to reflect the downward trend in the average for district councils nationally. • Additional analysis carried out by MORI (who carried out the General Survey on behalf of the Council) of the “key drivers of satisfaction” has revealed that the main factors that drive overall satisfaction with the Council are: the efficiency of the Council; specific services including keeping land clear of refuse and litter, household waste collection, recycling facilities and the provision of parks and open spaces; information provision; and the belief that the Council is accessible ie not remote and impersonal. Performance with regard to these factors has been varied- 60% of residents say the Council is efficient whilst only 45% are satisfied in terms of information provision.

BVPIs –comparisons with other district councils The User Satisfaction General Survey measures the Authority’s performance on a range of Best Value Performance Indicators and set out overleaf is an

indication of how West Lancashire in 2006 compares with other district councils both in Lancashire and nationally:-

• Overall satisfaction with how West Lancashire District Council runs things is slightly below the national average for district councils although still the third highest amongst district councils in Lancashire (after Ribble Valley and South Ribble). • Satisfaction with recycling facilities in the District is the third highest in Lancashire (after Fylde and Wyre) and is also in the top quartile for district councils nationally. • Satisfaction with libraries is also in the top quartile nationally and is the highest in Lancashire (along with Ribble Valley). • Satisfaction with cleanliness of public land in West Lancashire is below the national average but is still the third highest in Lancashire (together with South Ribble and Wyre). • Local satisfaction with complaints handling, waste collection, sports/leisure facilities and events, museums/galleries, theatres/concert halls and parks and open spaces is below the national average and also below many Lancashire district councils.

2. Best Value User Satisfaction Tenants, Benefits and Planning Surveys 2006

At the same time as the Best Value User Satisfaction General Survey is carried out, surveys of Council tenants, planning applicants and Housing Benefit/Council Tax claimants using the Benefits Service at the Council are also undertaken. Set out below are the main BVPI results from these surveys:-

• The majority of the indicators in the Tenants Survey have shown improvement since 2003 with satisfaction with the overall service currently at 79% (100% for black and minority ethnic tenants). • All seven BVPIs in the Benefits Survey have seen falls in satisfaction although satisfaction levels with various aspects of the Service (eg staff, speed of service) are mostly still over 65%. Overall satisfaction with the Benefits Service is 76%. • Satisfaction with the planning service received improved on the performance in 2003 from 70% to 74%.

3. People’s Panel Feedback on service and corporate issues

Between Summer 2006 and Winter 2006/07 three People’s Panel surveys were carried out covering a range of corporate and service issues. The results of these are set out on the following pages.

Services The views of panel members regarding service issues are set out below :-

Community Safety • 79% of panel members agree that West Lancashire is a safe and secure place to live; in 2001 the comparable proportion was 66%. • 60% agree that CCTV helps reduce the fear of crime in their community, the highest proportion for each of the years from 2003. • A substantial majority (95%) of panel members agree with the Council’s work in seeking ASBOs against persistent offenders, a similar proportion to those in previous years. • 92% of panel members would support the Council and Police taking firmer action in moving on illegal travellers in the District. Slightly lower proportions were of this opinion in 2005 (89%) and 2004 (90%). • A third (34%) of panel members agree that alcohol-related issues are a problem in their area. Another third (34%) have no strong opinion. • 86% agree that by investing in community safety, the Council contributes to improving the quality of life of the District’s residents; in 2003 the proportion was 76%. • 84% of panel members agree that although actual levels of crime in West Lancashire are relatively low, the fear of crime continues to cause people some concern; the proportions indicating this between 2003 and 2005 were very similar. • More than four-fifths (81%) agree that the Council should continue to provide funds for more Community Support Officers; in 2003 the comparable proportion was 76%.

Golf • Over two fifths (43%) of panel members who play golf have played at Beacon Park Golf Course during the previous 12 months up to Autumn 2006. This proportion is lower than in Autumn 2002 (52%) and Summer 2004 (50%). • Generally, the facilities at Beacon Park Golf Course are viewed favourably by those current panel members using them. The condition of the Course, car parking, club house facilities, ease of booking, charges and staff efficiency have all received satisfaction ratings of between 57% to 88%. However, only two-fifths of panel members are very or fairly satisfied with the practice facilities at the Course.

Affordable housing • Almost three-quarters of panel members (70%) agree or strongly agree that affordable housing is an issue in West Lancashire. • Substantial majorities (over 69%) are in agreement that the Council should encourage the provision of homes for young people in the area they grew up in; should develop affordable housing for older people; should encourage housing or financial support for local people and workers to buy their first home in the District; and that when new affordable housing is built, people who live in the immediate area should be given priority. • However, only 35% agree or strongly agree with offering new affordable housing to anyone connected with West Lancashire on a “first come, first 7

served” basis. A smaller proportion (28%) are in agreement with the Council encouraging more affordable housing to be built even if this means allowing development in the green belt. • Opinion on the most important area in the District for developing affordable housing is evenly spread. Just more than a third (34%) indicate Ormskirk, Aughton and Burscough whilst just less than a third in each case say the rural villages and parishes (32%) or Skelmersdale (31%). • A quarter of panel members say that house prices in West Lancashire have created problems for them and 36% indicate that house prices have prevented a family or household member from setting up their own home in the District. Almost a fifth of panel members have had a family or household member move out of the area because they could not afford to set up home in West Lancashire and nearly two-thirds of these say that these family members would be prepared to move back to the District if affordable housing was available. • A fifth of panel members have provided financial support to family or household members to help buy their first home.

Services for householders • Almost two-thirds (64%) of panel members say they are very interested or would consider using the Council’s emergency repairs services if this was offered to other households in the District besides Council tenants. 56% of panel members are very interested or would consider buying a Home Sellers Pack if they decide to put their house up for sale. • In each case just less than half of panel members are interested or would consider buying or using other Council services such as the central heating service, major home improvements service or garden services.

Contacting the Council • By far the most popular method of contacting the Council continues to be the telephone; 91% of panel members indicated this method in Autumn 2006. A personal visit to Council offices is the next most popular method (22%) although it has declined in popularity since 2001/02 (41%). However, contacting the Council via the website has increased substantially from 3% to 20% whilst the proportion using email has increased from 4% to 17%. • Almost four-fifths (79%) of panel members are very or fairly satisfied with the Contact Centre’s recent performance in answering around 97% of calls. 85% are very/fairly satisfied with the 15 second waiting time for calls to be answered. Both these satisfaction levels are higher than those in 2004/05. • Contacting the District Council on the main Council number (01695 577177) has increased; 61% of panel members have done so over the previous twelve months compared with 56% indicating as such during Winter 2004/05. 88% of those panel members who have contacted the Council on the main number are very or fairly satisfied with the service from the Contact Centre whilst 73% are satisfied with regard to that of the specific service requested.

Consulting, Involving and Informing Panel members’ satisfaction with the arrangements for keeping people informed, listening to views and involving people in decision-making are set out below :-

• Almost two-thirds of panel members (65%) are satisfied that the Council keeps them informed about its services and activities. This compares with 40% in 2001/02. • Two-fifths (44%) are satisfied that the Council listens to their views about issues that matter to them; the proportion in 2001/02 was 26%. • 50% of panel members (compared with 32% in 2001/02) are satisfied with the ways the Council tries to involve them in making decisions about important issues. • The main source of information about District Council activities and services continues to be local newspapers (used by 83% of current panel members) whilst the Council’s newspaper “The Voice” continues to be the second most popular source (67%). More than a fifth (22%) use the Council’s website to find out about activities and services; in 2002 the proportion was only 4%.

Budget Panel members’ views regarding the Council budget are set out below :-

• A majority of panel members (50%) favour the option of increasing the Council Tax by inflation to keep services at their present level. A very slight majority of panel members in 2005 were also of this opinion although the proportion was much less at 38%. Just over a quarter of current panel members (26%) think the Council Tax should be increased by a small amount above inflation to extend and improve some services whilst only 11% think it should be kept at the present level by reducing services. • Asked whether the Council should charge less, the same or more for car parking and its pest control service, a majority of panel members believe the charges should stay the same in both cases. With regard to possible changes to the bulky household waste removal service, more than three- quarters want the Council to offer both a high-speed collection service (on payment of a fee) as well as a free service (with waiting period) for customers preferring not to pay. • With regard to which of the main areas of the Council’s work more money should be spent to improve the service, the highest proportion of panel members (47%) selected community safety. The collection of household waste and materials for recycling has been selected by the second highest proportion (31%) with public transport by the third highest proportion (26%). Less than 6% indicated that more money should be spent on housing advice, grants and information concerning private sector housing.

Priorities The views of panel members as to whether the Council has got its priorities right are set out below :-

• More than 85% of panel members see each of the priorities as very or fairly important. • In order of importance, the priorities are seen as:- 1) Combating crime and the fear of crime (86% see it as very important) 2) Protecting and improving street scene and the environment (63%) 3) Improving housing and ensuring that there is affordable housing available for local people (59%) 4) Working to create good quality jobs for local people (57%) 5) Delivering cost effective services that will delight the customer and are accessible to all (57%) 6) Providing opportunities for leisure and culture (37%)

4. Client Groups’ Feedback on service and corporate issues

The responses of panel members given in the surveys carried out between Summer 2006 and Winter 2006/07 can been broken down by specific types of client user group (based on age, disability, area and ethnicity). Set out on the following pages are the specific views and needs of these groups, particularly those which varied substantially from the overall results.

Younger panel members aged 16-24 • Only 40% of panel members aged 16-24 compared with 60% overall agree that the use of CCTV cameras is helping to reduce the fear of crime in their community. Also, much lower than average proportions agree that the Council should continue to provide additional funding to recruit Community Support Officers (65% compared with 81% overall). However, 50% of young panel members compared with 34% overall agree that alcohol related issues are a problem in their area. • A much higher than average proportion of young members agree that affordable housing is an issue in West Lancashire (96% compared with 70% overall). A much higher proportion of panel members aged 16-24 are in agreement with the approach of offering new affordable housing on a “first come, first served” basis to anyone connected with West Lancashire (59% compared with 35% overall). This age group is much more likely to have experienced problems created by local house prices, including had family/household members prevented from setting up their own home in the District and indeed moving out due to issues of affordability. • Panel members aged 16-24 are more likely to contact the District Council via its website or by email but are less likely to use the phone or to visit Council offices in person. A lower than average proportion of panel members aged 16-24 who have contacted the Council on the main telephone number in the past year are satisfied with the service received from the specific service they requested (56% compared with 73% overall). • Much lower than average proportions of this group are satisfied that the Council keeps them informed about its services and activities, listens to their views about issues that matter to them and tries to involve them in decision-making. 29% of this group (compared with 22% overall) find out about the Council’s activities and services through its website. • A relatively high proportion of panel members aged 16-24 want Council Tax increased by a small amount above inflation to extend and improve some services (40% compared with 26% overall). • In order of importance, the corporate priorities are seen by this group as:- 1) Combating crime and the fear of crime (85% see it as very important) 2) Improving housing and ensuring that there is affordable housing available for local people (66%) 3) Working to create good quality jobs for local people (55%) 4) Protecting and improving street scene and the environment (52%) 5) Delivering cost-effective services that delight the customer and are accessible to all (47%) 6) Providing opportunities for leisure and culture (30%)

Older panel members aged 65+ • 71% of panel members aged 65+ compared with 60% overall agree that the use of CCTV cameras helps to reduce the fear of crime in their community. A lower than average proportion agree that alcohol related issues are a problem in their area (25% compared with 34% overall). • A lower than average proportion of older members agree or strongly agree that affordable housing is an issue in West Lancashire (63% compared with 70% overall). They are less likely than other age groups to have experienced problems created by local house prices and had family members prevented from setting up their own home due to house prices. • Panel members aged 65+ are more likely to contact the District Council by phone or by visiting Council offices in person but are less likely to use the Council website or email. A higher than average proportion of this group of panel members who have contacted the Council on the main telephone number in the past year are satisfied with the service received from the specific service they requested (80% compared with 73% overall) but a lower than average proportion (84% compared with 88%) are satisfied with the service received from the Contact Centre. • Much higher than average proportions of this group are satisfied that the Council keeps them informed about its services and activities, listens to their views about issues that matter to them and tries to involve them in decision-making. 5% of this group (compared with 22% overall) find out about the Council’s activities and services through its website. • In order of importance, the corporate priorities are seen by this group as:- 1) Combating crime and the fear of crime (92% see it as very important) 2) Protecting and improving street scene and the environment (76%) 3) Improving housing and ensuring that there is affordable housing available for local people (66%) 4) Working to create good quality jobs for local people (62%) 5) Delivering cost-effective services that delight the customer and are accessible to all (62%) 6) Providing opportunities for leisure and culture (41%)

Panel members living in Skelmersdale/Up Holland • Skelmersdale/Up Holland is comprised of the following wards: Ashurst, Birch Green, Digmoor, Moorside, Skelmersdale North, Skelmersdale South, Tanhouse and Up Holland. • A much higher than average proportion of panel members from Skelmersdale/Up Holland agree that alcohol related issues are a problem in their area (45% compared with 34% overall). Lower than average proportions agree that West Lancs is a safe and secure place to live (70% compared with 79% overall). • A higher than average proportion of panel members from this area indicate that the Council should develop affordable housing for older people (84% compared with 76% overall). Furthermore, panel members from Skelmersdale/Up Holland are more likely than those from other areas to have had family members prevented from setting up their own home because of house prices. • Lower than average proportions of this group of panel members who have contacted the Council on the main telephone number in the past year are satisfied with the service received both from the specific service requested (69% compared with 73% overall) and from the Contact Centre (86% compared with 88% overall). • 31% of panel members from this area (compared with 27% overall) find out about Council activities and services by means of Council leaflets. • A relatively high proportion of panel members from this area want Council Tax increased by a small amount above inflation to extend and improve some services (31% compared with 26% overall). • In order of importance, the corporate priorities are seen by this group as:- 1) Combating crime and the fear of crime (91% see it as very important) 2) Protecting and improving street scene and the environment (71%) 3) Working to create good quality jobs for local people (70%) 4) Improving housing and ensuring that there is affordable housing available for local people (65%) 5) Delivering cost-effective services that delight the customer and are accessible to all (60%) 6) Providing opportunities for leisure and culture (45%)

Panel members living in Ormskirk/Aughton & Western Parishes • Ormskirk/Aughton & Western Parishes is comprised of the following wards : Aughton and Downholland, Aughton Park, Bickerstaffe, Derby, Halsall, Knowsley, Scarisbrick and Scott • A much higher than average proportion of panel members from Ormskirk/Aughton & Western Parishes agree that the use of CCTV cameras is helping to reduce the fear of crime in their community (74% compared with 60% overall). Furthermore, a higher proportion of panel members from this area compared with overall agree that West Lancs is a safe and secure place to live (86% and 79% respectively). • A higher than average proportion of panel members from this area say affordable housing is an issue in West Lancashire (74% compared with 70% overall). However, they are much less likely than those in other areas to have had family members move out of the District because of affordability problems and to have provided financial support to family members to help buy their first home. • 32% of panel members from this area (compared with 22% overall) contact the Council in person by visiting an office. Higher than average proportions of panel members from Ormskirk/Aughton & Western Parishes are satisfied with the Contact Centre’s performance (in terms of its answering rate, the waiting time for calls to be answered and the service received). • A higher proportion of panel members from this area (89% compared with 83% overall) find out about Council services and activities from local newspapers. • A relatively high proportion of panel members from this area want Council Tax increased by inflation to keep services at their present level (55% compared with 50% overall). • In order of importance, the corporate priorities are seen by this group as:- 1) Combating crime and the fear of crime (86% see it as very important) 2) Delivering cost-effective services that delight the customer and are accessible to all (59%) 3) Protecting and improving street scene and the environment (59%) 4) Improving housing and ensuring that there is affordable housing available for local people (56%) 5) Working to create good quality jobs for local people (51%) 6) Providing opportunities for leisure and culture (38%)

Panel members living in Northern Parishes • Northern Parishes is comprised of the following wards : Buscough East, Burscough West, Hesketh-with-Becconsall, Newburgh, North Meols, Parbold, Rufford, Tarleton and Wrightington • A lower than average proportion of panel members from Northern Parishes agree that the use of CCTV cameras is helping to reduce the fear of crime in their community (50% and 60% respectively). Furthermore, a below average proportion say that alcohol related issues are a problem in their area (29% and 34%). • A lower than average proportion of panel members from this area agree or strongly agree that the Council should encourage the provision of homes for young people to ensure they can find a home in the area they grew up in (73% compared with 78% overall). A higher than average proportion (26% compared with 20% overall) have provided financial support to family or household members to help buy their first home. • 13% of panel members from this area (compared with 22% overall) contact the Council in person by visiting an office. • A lower proportion of panel members from this area (76% compared with 83% overall) find out about Council services and activities from local newspapers. • In order of importance, the corporate priorities are seen by this group as:- 1) Combating crime and the fear of crime (80% see it as very important) 2) Protecting and improving street scene and the environment (60%) 3) Improving housing and ensuring that there is affordable housing available for local people (55%) 4) Delivering cost-effective services that delight the customer and are accessible to all (50%) 5) Working to create good quality jobs for local people (49%) 6) Providing opportunities for leisure and culture (27%)

There are currently less than 30 members on the People’s Panel who do not see themselves as being of “White-British” ethnic origin. Therefore, only a general indication of the views of these panel members can be given and this is set out below:

Panel members of ethnic minority origin • Generally, the views of panel members of ethnic minority origin tend to align with those of all panel members, particularly in relation to affordable housing issues. • However, satisfaction levels with the service received from both the Contact Centre and the specific service requested do appear to be lower amongst ethnic minority panel members than overall. Furthermore, in relation to the corporate priorities, this group does appear to place more importance on “delivering cost-effective services that delight the customer and are accessible to all “ than all panel members.

PERFORMANCE SUMMARY 2006/07

Set out below is a summary of how we are performing against the statutory annual Best Value Performance Indicators, our Local Performance Indicators and what this tells us about our achievements in relation to the Corporate Priorities.

Protecting and improving street scene and the environment

• Our performance has been very strong in terms of the indicators relating to protecting and improving Street Scene and the Environment. • There has been a 3.43% fall in the amount of household waste collected per head of population, exceeding the 0.63% target. • We have exceeded the 15% target for proportion of household waste recycled – the proportion for 2006/07 is 18.11% compared with 12.93% last year. Similarly, the proportion of household waste sent for composting has also improved from 18.19% to 19.89%. • Substantial progress has been made once again in reducing the proportion of relevant land and highways with significant deposits of litter and detritus. • Levels of graffiti and fly posting have also improved and are in line with the national medians.

Combating crime and the fear of crime

• Targets have been met or exceeded against more than half of the indicators where outturns are being reported. • We have only narrowly missed the targets in relation to overall crime incidents per 1,000 population, robberies and violent crimes. • However, we have exceeded the targets in relation to domestic burglaries and vehicle crimes.

Working to create good quality jobs for local people

• Targets have been met against half of the indicators where outturns are being reported. • 383 jobs have been created through inward investment over the past year with another 31 through European funding. • Unemployment has fallen in both Skelmersdale and West Lancashire as a whole and although the District target has been narrowly missed, that for Skelmersdale has been met.

Improving housing and ensuring that there is affordable housing available for local people

• Performance has been strong in 2006/07 and we have exceeded or met our targets against more than two-thirds of the indicators. • We have exceeded the target in respect of seeing more homes achieve the decent homes standard.

• The average time to relet dwellings has continued to improve from 66.2 days to 49.9. • We have exceeded the target in respect of the number of homeless households having their situation resolved through the intervention of the Council’s housing advice service. • We have not met our local target with regard to affordable housing development in Ormskirk, Burscough and Aughton.

Delivering cost-effective services that delight the customer and are accessible to all

• There are nearly 80 indicators relating to this priority, more than half of which are local PIs reflecting the importance placed by the Council on delivering cost-effective services that delight the customer and are accessible to all. Performance has generally been strong. • Most of our targets are being met or exceeded in terms of planning applications and appeals and building control applications. • 62% of calls to the Contact Centre are dealt with at first point of contact. • Our targets are being exceeded in respect of overall usage of the Council’s website and use of online forms and payments. • There has been 100% performance on standard searches carried out within 10 working days. • We have also achieved 100% performance both with regard to responsive repairs for which an appointment was made and kept and also inspection of houses in multiple occupation.

Providing opportunities for leisure and culture

• Performance has been very strong in terms of the indicators relating to providing opportunities for leisure and culture. • We have achieved exceptional results in terms of the number of visits to the Chapel Gallery and number of people attending countryside events and activities. • Our target has been met in respect of the proportion of playgrounds meeting District Council local policy. • Usage of leisure and cultural facilities has continued to increase with over one million visitors in the past 12 months.

INSPECTION FEEDBACK

Set out below are the results of the two main assessments carried out during this year, the Comprehensive Performance Assessment and the Use of Resources Assessment :-

1. Comprehensive Performance Assessment

In the 2003 Comprehensive Performance Assessment (CPA), the Audit Commission judged West Lancashire District Council to be a ‘good’ local authority. We were just 3 points short of ‘excellent’ and no other district in Lancashire achieved a higher score.

In October 2006 the Council submitted a bid to undergo another CPA and, because of the strong and significant signs of improvement, the District Council was chosen to be re-assessed early in 2007. A Self-Assessment was submitted in February and Audit Commission Inspectors were ‘on-site’ throughout the week commencing 26th March.

In July 2007, the Audit Commission produced a “Corporate Assessment Report” of its findings. With an overall weighted score of 45, West Lancashire District Council has been assessed by the Commission as “Excellent”. The Commission points out that :-

“ The Council is highly ambitious, with a well articulated commitment to improve the area and the quality of life of all its residents. The Council has been particularly successful with its partners in reducing fear of crime, creating jobs across all areas, and making impressive progress towards achieving decent homes especially for private sector dwellings. The emphasis is now switching towards raising the quality of the environment and achieving affordable housing targets which are areas where the Council is not currently meeting its high aspirations”.

The Council has scored 3 ie “consistently above minimum requirements- performing well” for each of the five themes of Ambition; Prioritisation: Capacity; Performance Management: and Achievement and Improvement. The Audit Commission points out that :- • the Council with its partners has strengthened the clarity and relevance of ambitions culminating in the recently revised sustainable community strategy ; • clear and high profile leadership provides the right balance between local and strategic issues with difficult decisions being made and focus maintained despite public reaction (eg alternate weekly collections); • there is effective engagement, consultation and communication with local people with a sound understanding of the diverse community needs supporting a much improved approach to service planning; • clear priorities and values underpin the Council’s vision which are well understood and used by officers and Councillors; • Councillors and officers work well together and are leading further modernisation of service delivery and driving down costs;

• the capacity to deliver ambitions is good with effective risk management arrangements, extensive external funding and a financial standing sufficient to achieve the Council’s objectives; • a culture of openness and mutual respect exists across staff and Councillors. Staff are enthusiastic whilst Cabinet members have a strong grasp of both strategic and performance issues; • effective partnership working has improved outcomes; • a culture of performance management is embedded across the organisation with close monitoring contributing to a notable improvement in areas such as recycling, sickness absence, benefits and decent homes; • the Council has already achieved a great deal especially in respect of customer access and safer communities and residents recognise the improvement in many priority areas; • the Council successfully focuses its attention across the whole District with its proactive approach to regeneration and economic development leading to high levels of inward investment and job creation.

The Audit Commission indicates that although the Council has achieved much of what it has aspired to, opportunities for improvement remain in several important priority areas:- • the need to raise the quality of its environment services; • to press ahead with further efficiency savings across services to improve value for money; • to reinvigorate its plans for affordable housing.

The Audit Commission also points out the Council’s contribution to broader issues such as health, transport and children and young people tends to be underplayed. It therefore needs to examine its role in these areas using the Local Strategic Partnership as a starting point, taking action to make its current contribution more explicit. Furthermore, although performance management arrangements have improved, the way the Council manages the performance of outsourced services can be refined.

2. Use of Resources Assessment 2006

In May this year the Audit Commission published its Use of Resources Assessment 2006 for West Lancashire District Council. This assessment evaluates how well the Council manages and uses its financial resources. It focuses on the importance of having sound and strategic financial management to ensure that resources are available to support the Council’s priorities and improve services, and covers five themes. These themes are financial reporting, financial management, financial standing, internal control and value for money.

The Council was assessed as achieving an overall score of 3 out of 4 under the Use of Resources review – ie consistently above minimum requirements- performing well. A summary score of 3 was attained in four of the five themes. However, for the area of financial reporting, the Council scored 4 ie well above minimum requirements – performing strongly. This is

an improvement on the previous assessment in 2005 when the Council scored 3 both overall and in each of the five themes.

The Audit Commission has pointed out that action is now required to consolidate and secure further improvements in areas including value for money.

2001 CENSUS AND OTHER CONTEXTUAL DATA

The following sets out some of the main characteristics of West Lancashire in terms of 2001 Census and more recent demographic, economic and social data as well as Indices of Deprivation 2004 results.

General In 2001, the population of West Lancashire was 108,378; by mid 2005 it had risen to 109,500. Recent Government projections forecast the population of the District to rise to 113,400 by 2028. In 2005, the proportions of children aged 0-14 and older people aged 65+ in the District were similar to the national proportions. The number of people aged 60-74 is estimated to increase by 38% between 2003-2028 compared with 45% nationally. Furthermore, the number of persons aged 75+ is projected to almost double in West Lancashire compared with 62% nationally. The 2001 Census showed that West Lancashire had a minority ethnic (non-White) population of 1.5% compared to 5.3% in Lancashire and 5.6% in the North West as a whole. 12% of households in Skelmersdale/Up Holland in 2001 were lone parents with dependent children. This compares with only 7% for both the District as a whole and Lancashire. During 2003-2004, the median or “typical” personal income in West Lancashire of £15,100 is estimated at 94% of the UK average. There are relatively high levels of multiple deprivation in Birch Green, Digmoor, Moorside and Tanhouse wards ie each ward contains neighbourhoods ranked amongst the top 10% most deprived areas nationally. Conversely, part of Parbold ward is ranked amongst one of the least deprived areas in England. Parts of Digmoor and Tanhouse wards are ranked in the top 1% most income deprived areas in England. In many parts of Skelmersdale/Up Holland there is severe income deprivation affecting both children and older people. The more rural parts of Ormskirk/Aughton & Western Parishes experience severe barriers to accessing housing and key local services (such as a primary school and GP) as revealed by the Indices of Deprivation 2004.

Community Safety During 2005-2006, the total recorded crime rate in West Lancashire was 62.9 offences per 1,000 population compared with 100.5 for Lancashire. However, the crime rate in Skelmersdale/Up Holland was estimated to be 92.7. Rates of violent crime and domestic violence in West Lancashire during 2005-2006 were below the Lancashire rates. Between 2004-2005 and 2005-2006 the domestic burglary rate in West Lancashire rose whilst there was a small fall in the rate of vehicle crime. During 2005-2006 there were nearly 9,500 calls to the Police about anti- social behaviour in the District- a rate of 87.3 per 1,000 population compared with 126.2 for Lancashire. However, in Skelmersdale/Up Holland the estimated rate was 142.4.

There are no areas in West Lancashire amongst the top 10% nationally in terms of high crime occurrence.

Economy and Employment During 2003, almost a quarter (24%) of employee jobs in West Lancashire were in the distribution, hotels & restaurants sector whilst a slightly smaller proportion (23%) were in public administration, education & health. Between 1998-2003 the number of employee jobs in the District fell by 4% with the largest reductions in the manufacturing and agricultural sectors. The construction, banking/finance/insurance and other services sectors experienced significant increases. In 2005, median earnings for all full-time employees living in West Lancashire were well above regional but below national levels. Furthermore, the gap between male and female earnings was more pronounced in West Lancashire. During March 2007, 2.7% of West Lancashire residents of working age were claiming unemployment benefits ie Job Seeker’s Allowance; this was slightly higher than the national average (2.6%) and slightly lower than the regional average (2.8%). In Skelmersdale/Up Holland the proportion was 4.9%. The numbers of business start-ups and closures both fluctuated between 2000 and 2004. However, during 2004, closures exceeded start-ups. All wards in Skelmersdale/Up Holland except Up Holland ward have neighbourhoods amongst the top 10% employment deprived nationally.

Housing In 2004, 4% of West Lancashire’s dwelling stock was classified as unfit, a low proportion compared with Lancashire, North West and England. The 2005 Housing Needs Study found that affordability is a major issue, particularly for new forming households. 55% cannot afford private rental and home ownership is beyond the reach of 64% of these households. During the second quarter of 2006, the average price of semi-detached properties in West Lancashire was £152,781, more than double the price five years previously.

Environment Green Belt in West Lancashire is estimated to cover over 90% of its total land area, more than 7 times the national proportion. In 2001, the principal land use in the District was “green space”, accounting for nearly 86% of the total. In Ormskirk/Aughton & Western Parishes the proportion was 92% compared with 65% for Skelmersdale/Up Holland. Population density in West Lancashire is below the County, regional and national averages. In 2003, 35% of West Lancashire’s carbon dioxide emissions were derived from domestic sources. This compares with 29% for the UK. In the same year, energy consumption in the District was above both the Lancashire and national averages but slightly below that for the North West. Local Quality of Life Indicators published by the Audit Commission present a varied picture for West Lancashire. In 2003 a low proportion of river length in the District was assessed as being of good biological or chemical

quality whilst during 2005 all the land designated as Sites of Special Scientific Interest was found to be in a favourable condition.

Culture, Leisure and Sport In 2004, there were over 60 children’s play areas in the DIstrict, nearly two-thirds in Skelmersdale/ Up Holland. The ratio of adult pitches to number of adults is better in West Lancashire (1 : 739) than nationally (1 : 989). National Lottery proceeds distributed to Heritage, Arts and Sports projects registered in West Lancashire by September 2003 were well below the national averages in terms of per head of population.

Education and Qualifications In 2006, smaller proportions of pupils at schools in Skelmersdale gained 5 or more GCSEs/GNVQs or equivalent at grade C or above compared with pupils elsewhere in the District. The District proportion was below that nationally but slightly higher than the regional figure. During 2005, District achievement levels for all pupils in Key Stages 1-3 of the National Curriculum Tests were higher than those nationally. There was a 29% increase in Skelmersdale/Up Holland entrants to higher education between 1999-2005 compared to a 6% increase in the District. During 2003-2004, there was a 75% success rate for local further education learners aged 16-18 (compared with 69% nationally) but only a 21% success rate for work-based learners aged 19+ (compared with 29% nationally. Parts of Birch Green, Digmoor, Moorside, Skelmersdale South and Tanhouse wards are amongst the top 10% most education deprived areas nationally.

Health and Social Care At the time of the 2001 Census, nearly 21,500 residents said they had a limiting long term illness; just less than half of these were of working age. In 2001, nearly 12,500 District residents said they provided some form of unpaid care for others. 23% provided weekly care of 50 hours or more; in Skelmersdale/Up Holland the comparable proportion was 30%. Between November 2002 and November 2005 there was a 6% decrease in the number of Incapacity Benefit/Severe Disablement Allowance claimants in the District but a 9% increase in Disability Living Allowance claimants. In 2004, the District proportions of deaths caused by diabetes, respiratory diseases or motor vehicle accidents were above those for the County and North West. All parts of both Birch Green and Tanhouse wards are amongst the top 10% most health deprived nationally. Local authority health profiles published by the Department of Health in 2006 show that life expectancy, deaths from smoking, binge drinking and alcohol related hospital stays are amongst the indicators which are worse in West Lancashire than nationally.

Transport Car ownership levels in Skelmersdale/Up Holland in 2001 were much lower compared with elsewhere in the District. Just over a third of households in this area did not have a car or light van. 24

The number of licensed vehicles in the District increased by nearly 10% between 2001-2004, a slightly higher growth rate than those for Lancashire, North West and Great Britain. In 2001, 71% of employed West Lancashire residents aged 16-74 used a car (either as a driver or passenger) to get to work compared with 66% for North West residents as a whole. Slightly smaller proportions of District residents than those in the Region overall used bicycles or walked to work. However, a slightly higher proportion of District residents worked mainly at home (10% compared with 8%). Use of the bus was lower than the regional average but use of trains was slightly higher During 2001, District residents travelled further to work compared with those in Lancashire County and the North West.

MAJOR PROJECTS AND ACHIEVEMENTS

Among the major projects and achievements which have arisen during the course of the past year are :-

• During Autumn 2006, the Chief Executive was judged to be “Customer Service Leader of the Year” in the National Customer Services Awards. This award recognises outstanding achievement in a senior customer service role at director level or above. The other finalists were from Barclays PIM, AXA Insurance and Bryant Homes South/Taylor Woodrow, all private companies. • A variety of projects have been instigated as part of the Safer and Stronger Communities project. Despite a tight timescale, the Digmoor/Tanhouse/Moorside Neighbourhood Board (assisted by a number of Council officers) have approved almost £1.4m of spending on family projects, after school clubs, extra policing, CCTV and security works, a development worker, extra street sweeping, a new children’s park, underpasses and woodland management. • During last Autumn, the Council received recognition from the Government for halving the number of homeless households four years ahead of target. • In November, the National Home Improvement Council’s (NHIC) prestigious annual awards scheme rewarded the District Council with a certificate of merit for its improvement work to Bath Springs Court. The certificate of merit was in the category for the provision of “Special Needs Facilities”. • Recycling rates have improved substantially over the last year and are anticipated to continue especially with the recent introduction of cardboard and textile collection services across all of West Lancashire • Following an award of £1m from the North West Development Agency, improvements to Burscough Village Centre are now underway as part of the District Council’s commitment to improving street scene and to help boost the local economy. • The Council and English Partnerships are currently working with the preferred developer, St Modwen Properties plc, to develop plans to regenerate and revitalise Skelmersdale Town Centre as a retail, leisure, entertainment, health, education and cultural venue. The signing of a development agreement is imminent and work has started on the planning framework. • Almost £230,000 has been awarded to the Council through the European Regional Development Fund and Business Incubation Fund to provide assistance to local businesses. This new initiative, the “Enterprising West Lancashire Project”, provides help on a one-to- one basis to firms within the Skelmersdale area although it hopes to expand to other areas across the District. • A range of economic regeneration projects are progressing under “West Lancashire Inspire”. In 2006/07, 23 grant awards were made to local businesses totalling approximately £157,000 of financial assistance and consequently the Inspire project is on course to create an estimated 399 jobs and over 12,000 square metres of new or upgraded floorspace. Improvements to the District’s employment areas continue to be made and a scheme of works to enhance the key 26

gateways and transport corridors is anticipated to commence in September 2007. • During the year, many improvements to the District’s sports and leisure facilities have been undertaken including a refurbished health suite at Park Pool; new play facilities in West Skelmersdale; and refurbishment of the old activity room at Burscough to turn it into a fitness studio. Furthermore, the £350,000 award to the District Council by the Football Foundation, together with the Council’s own contribution of £195,000 has meant a new changing pavilion and multi games area at Skelmersdale’s Liverpool Road sports pitches. • Improvement works continue at Coronation Park with the building of a new children’s play area for 8 to 13 year olds. Youngsters were given the opportunity to vote for the design they liked. Further works planned include focal entrance features and avenues leading into the park.. • Chapel Gallery celebrated its fifth birthday last November during a year when it was accepted onto the Arts Council England Arts Awards Accreditation Scheme and when it continues to attract increasing numbers of visitors. Recently the Gallery was named “Gallery of the Month” by Artist Illustrator Magazine. • During March a new countryside site at Hunters Hill in Hilldale was unveiled by the Council. The old quarry was reclaimed by the Council and the work to provide new woodland, was funded by the Council and Natural England, through Defra’s Aggregates Levy Sustainability Fund. • Beacon Country Park has recently been given “Green Flag” status- the highest standard for parks and green spaces. • The District Council has signed up a letter of agreement with Lancashire County Council and six other borough councils to ensure local services continue to be delivered in the best possible way. • The District Council in partnership with Halton, Knowsley and Seton Borough Councils have spear-headed an innovative shared services approach to procure additional legal services from private sector partners. • Our Legal Team was shortlisted for “Corporate Team of the Year 2007” in the recent Liverpool Law Society finals. • Our Legal Services and HR were also “Commended” in the recent Municipal Journal awards and the Council was also “Commended” in the two categories of “ Best Achieving Council of the Year” and “Management Team of the Year”. • Latest statistics from the Department of Work and Pensions indicate that our Benefits Team has achieved “excellent” in three categories and “good” in the other two. • The Council was a finalist for two awards in the Local Government Chronicle Awards 2007- “Most Improved Council of the Year” and “ IT and E-Government Award”. • In a nationwide competition sponsored by 4Ps, the Council won an award in the area of “Efficiency and Organisational Re- Engineering”. The Council was also “highly commended” for its work on Customer Services. • The Council has also recently been shortlisted as a finalist in the category “Front Line Customer Service Team of the Year” in the National Customer Service Awards.

• The Council was a finalist for the “Cable and Wireless Award for Customer Focus” in the National Business Awards which took place in July. • In April, the Council was awarded the “North West Local Authority Recognising Diversity Award 2007”. This award demonstrates the significant improvements which have been made in equality and diversity across the Council. • The Council’s website was recently assessed by the Society of Information Technology Management as the “Best District Council Website in the Country”. The SOCITM study has for the last two years running ranked us as the best district council website in the North West. The website is currently being revamped to provide customers with an even better service. • During Autumn, the Audit Commission assessed the District Council as amongst the top 2.5% in the Country in terms of improvement in performance between 2002/3 and 2004/5.

APPENDIX 1- GENERAL BEST VALUE PERFORMANCE INDICATORS - USER SATISFACTION SURVEYS 2001, 2003 and 2006

English Districts- English West Lancashire Average Districts- Upper Quartile 2000 2003 2006 2000 2003 2006 2006

BVPI 3- Overall satisfaction with the authority as a whole 58 60 54 68 56 55 60 BVPI 4- Satisfaction with complaints handling 37 35 30 40 33 35 38 BVPI 89- Satisfaction with cleanliness of public land 64 64 67 67 63 69 74 BVPI 90a- Satisfaction with household waste collection 83 86 68 88 86 79 86 BVPI 90b- Satisfaction with waste recycling (local facilities) 63 75 80 69 71 72 76 BVPI 119a- Satisfaction with sports and leisure facilities 47 48 55 52 55 60 65 BVPI 119b- Satisfaction with libraries * 75 78 73 69 74 78 BVPI 119c- Satisfaction with museums/ galleries 42 21 17 48 41 39 50 BVPI 119d- Satisfaction with theatres/concert halls 25 27 16 51 47 39 52 BVPI 119e- Satisfaction with parks and open spaces 49 64 62 62 72 73 78 Source: Audit Commission excel files- “2000/01 National BVPIs”, “2003/04 BVPI User Satisfaction Data and Quartiles” and “2006/07 User Survey BVPIs with Districts”. DCLG- “Best Value User Satisfaction Surveys 2006-07- General Survey National Report” * not measured

APPENDIX 2- BACKGROUND DOCUMENTS

1. MORI- Draft Report (version 4)- “Best Value General Residents Survey 2006- Research Study conducted for West Lancashire District Council” 2. RBA- Research Report- “General Best Value Performance Indicator User Satisfaction Survey carried out on behalf of West Lancashire District Council September- November 2003” 3. Audit Commission- “2006/07 User Survey BVPIs with Districts” (excel file) and “2003/04 BVPI User Satisfaction Data and Quartiles” 4. Citizens’ Panel Surveys 10-12 (Summer 2006-Winter 2006/07)- available on Intranet and Council website 5. WLDC-“Draft Corporate Performance Plan -2007/8” 6. Audit Commission- “Corporate Assessment Report West Lancashire District Council- July 2007” 7. Audit Commission- “Use of Resources Auditor Judgements West Lancashire District Council - May 2007” 8. Data for the following:- • 2001 Census • ONS population projections • Community Safety • Labour supply • Unemployment • Housing • Environment • Culture, leisure and sport • Education and qualifications • Health and social care • Transport • Indices of Deprivation 2004 • Quality of Life Indicators

can generally be found in the “Area Profile of West Lancashire 2005/06” on the Council website. However, more recent statistics covering these topics and included in the Background Document are available on request from Liz Donnelly (01695 585170).

Appendix C

DRAFT

WEST LANCASHIRE DISTRICT COUNCIL CORPORATE PRIORITIES 2007/82008/9

Our long-term vision is:

‘Putting CUSTOMER SERVICES FIRST – building a community second to none’ Good is not good enough. Our aim is to be among the very best District Councils in the country, not only serving our customers, but delighting them. As an excellent Council our aim is to strive for even further improvement to deliver the excellent services West Lancashire deserves.

Protecting and Improving Street Scene and the Environment:

Key Targets:- • To increase recycling/composting from 31.12% in 2005/6 to 41% by March 2008.38% in 2006/7 to 43% by March 2010. Our ultimate aim is to be top quartile for recycling and composting in relation to our family group by March 2009; • To decrease the proportion of land with significant deposits of litter/detritus from 15.54% in 2005/6 to 12% by March 2008.14% in 2006/7 to 9% by March 2010. Our goal is to be in the top quartile of Councils within our family group in terms of street cleansing by March 2009; • To be close to the average in terms of the cost of these services within two years;by March 2009; • To achieve 74% and be in the top quartile of Councils in terms of satisfaction with street cleanliness by March 2010. • To achieve 81% and be in the top quartile of Councils in terms of satisfaction with the area as a place to live by March 2010.

Key Initiatives:- Put in place a new contract for Grounds Maintenance; Fine tune the recycling collection regime to suit participation levels and target promotion works in those areas of poor performance; • Implement OR project for Street Scene Services.Review service delivery across waste and recycling, looking for improved working methods and ways of increasing productivity while driving down fuel usage.

Combating crime and the fear of crime:

Key Targets:- • Reduce crime by 18.5% (from a baseline figure of 5,496 in 2004/5) by March 2008;the number of crime incidents per 1,000 population from 66 in 2006/7 to 65 in 2008/9, and in the longer term sustain this performance; • IncreaseEnsure that the percentage of people feeling that West Lancashire is a safe and secure place to live from 74% in autumn 2005 to 78% by March 2008.is maintained at a minimum of 78%.

Key Initiatives:- • To deliver the Crime and Disorder Reduction Strategy in partnership with other organisations and agencies; and • Lead on the Strategic Crime Reduction Board. To fully utilise the information available from CCTV in support of these initiatives.

Working to create good quality jobs for local people:

Key Targets:- • Help to reduce unemployment from 2.8% in 2005/6 to 2.5% by March 2008, with our ultimate aim being to achieve2.7% in 2006/7 to below the national average by March 2009.

Key Initiatives:- • Implement ‘Vision for Skelmersdale’ plan; • Deliver Year 56 of the Investing in Business Programme;Programme. Develop an action plan arising from the Rural Economy Study.

Improving housing and ensuring that there is affordable housing available for local people:

Key Targets:- • Reduce the proportion of non-decent Council homes from 14.32% in 2005/6 to 9.37% by March 2008 and our ultimate aim is to reach14.97% as at 1st April 2006, to Zero percent by December 2010 and our aim is to maintain the Decent Homes Standard by 2010;at Government target levels for the future; • Achieve and sustain satisfaction with the service provided by the Council as a landlord at upper quartile performance (for our family group) in the long-term, whilst maintaining our average level of cost per head*;Increase the percentage of residents satisfied with their local area as a place to live from 79% in 2006/7 to 81% in 2010; ; • Achieve a minimum of 30% of affordable housing within new build development year- on-year,At least 30% of homes allowed in Ormskirk/Aughton and Burscough to be subsidised low cost and RSL homes, in line with the Local Plan;

Key Initiatives:- • Develop anDeliver the Affordable Housing Strategy and action plan.Strategy; • Deliver sustainable housing regeneration projects in Skelmersdale, commencing the Tanhouse Estate Regeneration Pilot Scheme by 2009.

Delivering cost-effective services that delight the customer and are accessible to all:

Key Targets:- • Achieve year-on-year affordable Council Tax rises, in line with inflation, and with targeted investment in key corporate priorities; • IncreaseAchieve top quartile performance (60%) in relation to the satisfaction of residents with the overall service provided by the Council (as measured through the BVPI survey)from 54% in 2006/7 to 60% byMarch 2010; • Reduce staff sickness from 8.44 days per annum in 2005/6 to 9 days per annum by March 200810.76 days per annum in 2006/7 to 8.29 days per annum (top quartile) by March 2010 and in the longer-term, maintain top quartile performance; • Achieve annual efficiency and cost savings in excess of 2.5% per annum; • Increase the percentage of customers who normally contact the Council via the website to 20%30% by March 20082009 (measured through Citizen’s Panel Survey. The percentage of people whose preferred means of contactingwho normally contact the Council via the website in 2004/5 was 6.1%).

Key Initiatives:- • Develop a Shared Services Strategy incorporating evaluation of the scope for a 311/911 type service;Publish a shared services strategy to deliver a range of shared service initiatives with other Councils and partners in the public and private sector; • Publish and deliver an updated Customer Relations and Access Strategy, including the development of integrated approaches to service access with public sector partners; • Provide new Council offices within a package of mixed development by March 2009.2009; • Deliver a rolling programme of Value for Money and Organisational re-Engineering reviews of the Council’s services.

Providing opportunities for leisure and culture:

Key Targets:- • Increase satisfaction with sports and leisure facilities, from 55% in 2006/7, with the aim of being above average, achieving 65% by March 2010; • Increase satisfaction with parks and open spaces from 62% in 2006/7, with the aim of being top quartile, achieving 78% by March 2010; • Increase the percentage of playgrounds meeting our local policy from 13.6% in 2005/6 (818.64% in 2006/7 (11 of 59) to 38.78% by March 2008.2009 (19 of 49).

Key Initiatives:- • Continue the refurbishment of our formal parks including considering the results of a feasibility study into a new visitors’ centre at Beacon Country Park.

• NB: * Baseline information for October/November 2006/7 to be inserted on receipt of results of key performance indicator survey (MORI – December 2006).

AGENDA ITEM: 5/9

FUNDING OF VOLUNTARY AND OTHER ORGANISATIONS CABINET COMMITTEE: 11 September 2007

CABINET: 18th September 2007

______

Report of: Assistant Chief Executive

Portfolio Holder: Councillor Bailey

Contact for further information: Mrs. S. Griffiths (extn. 5017) ______

SUBJECT STRATEGIC FUND – RECOMMENDATIONS OF FUNDING OF VOLUNTARY AND OTHER ORGANISATIONS CABINET WORKING GROUP ______

District wide interest

1.0 PURPOSE OF THE REPORT

1.1 To consider the recommendations of the meeting of the Funding of Voluntary and other Organisations Working Group held on 12 July 2007.

2.0 RECOMMENDATIONS TO FUNDING OF VOLUNTARY AND OTHER ORGANISATIONS CABINET COMMITTEE

2.1 That the Committee consider the recommendations of the Funding of Voluntary and other Organisations Working Group.

2.2 That any comments upon these recommendations by the Committee be referred to Cabinet on 18 September 2007.

3.0 RECOMMENDATIONS TO CABINET

3.1 That Cabinet confirm or vary, as appropriate, the recommendations of the Funding of Voluntary and Other Organisations Working Group.

3.2 That Cabinet agree that in order to enable decisions on the Strategic Fund to be made in the same time frame as the review of annual grants to revenue funded organisations, call in does not apply.

4.0 BACKGROUND

4.1 The Funding of Voluntary and other Organisations Working Group met on 12 July 2007 to consider mechanisms for the newly established Strategic Fund and the annual review of services provided by the voluntary organisations funded by the Council.

5.0 CURRENT POSITION

5.1 Strategic Fund

In determining a mechanism for the operation of the newly established Strategic Fund the Working Group considered a number of issues and made the following recommendations:-

“AGREED (A) That Cabinet be requested to adopt the following mechanism for the making of grants from the Strategic Fund as outlined in paragraphs 5.0 and 6.0 in the report:-

i) Purpose as 5.1(A) subject to the deletion of “long term, sustainable” add “additional” before “service improvement”. Add bullet point 5 – “build community capital” ii) Eligibility select bullet point 2 – “open to all voluntary organisations including those currently funded by the Council on an annual basis” iii) Advertising all 5.l (C) add by letter and LSP iv) Type of grant – capital and/or revenue v) Type of organisation – Either established or newly formed vi) Criteria – Organisations must have a Constitution or be a company limited by guarantee, bank account, and submit periodic profit & loss accounts following each tranche of grant provided. In addition they must demonstrate a need for the establishment of such an organisation/group (if new) and demonstrate attempts by the organisation/group of fundraising. vii) Allocation Mechanism- judgement with criteria viii) Determination - Applications to be considered by the Funding of Voluntary and Other Organisations Cabinet Working Group ix) Grant period - Up to 3 years. x) Service Level Agreements – more than 1 year grants to be subject to Service Level Agreement xi) Consultation – no consultation on principles and criteria xii) Amount of grant – grants in excess of £1,000. Applications for grant aid of less than £1,000 should be referred to the Community Chest for consideration.

(B) That the Assistant Chief Executive be requested to finalise grant criteria for the making of grants from the Strategic Fund and issue invitations at earliest opportunity with a view to them being considered at the September meeting of the Working Group.

(C) That the criteria for the making of grants from the Community Chest and Strategic Fund to include a reference to CRB checks and publicity as outlined in paragraph 6.1 of the report.”

5.2 Annual Review of Service Level Agreements

In relation to the annual review of those organisations in receipt of annual funding from the Council and subject to Service level Agreements the Working Group recommended:-

“AGREED (A) That the Working Group undertake the annual review of the following organisations by way of written representations in relation to Age Concern, Citizens Advice Bureau, Relate, Disability Helpline and Victim Support.

(B) That the West Lancashire CVS and Dial-A-Ride Association be invited to submit additional information to their applications submitted last year together and to make a presentation to the Working Group. The criteria/with judgement approach used last year in determining grants to be used last year to evaluate bids be applied.

(C) That following the annual review the Working Group make recommendations as appropriate to Cabinet Committee/Cabinet and in particular in respect of continued funding to the CVS and WL Dial-A-Ride Association.”

6.0 SUSTAINABILITY IMPLICATIONS/COMMUNITY STRATEGY

6.1 The services provided by voluntary and other organisations include the provision of support services for people affected by crime, provide opportunities for training/life long learning, provide services to poorer areas and promote equal opportunities in the local community. The establishment of a strategic fund will further assist with the work of these organisations.

7.0 FINANCIAL AND RESOURCE IMPLICATIONS

7.1 There are no additional financial implications at present.

8.0 RISK ASSESSMENT

8.1 There are no risk assessment implications at present.

9.0 CONCLUSIONS

9.1 The establishment of the Strategic Fund may have significant staff implications which may be subject to a future request for resources from Members.

Background Documents

The following background documents (as defined in Section 100D (5) of the Local Government Act 1972) have been relied on to a material extent in preparing this Report.

Date Document

12/07/07 Minutes of the Funding of voluntary and other organisations Working Group

Equality Impact Assessment

There is no evidence from an initial assessment of an adverse impact on equality in relation to the equality target groups.

Appendices A) Minutes of the Funding of Voluntary and Other Organisations Working Group held on 12 July 2007. B) Report to the Funding of Voluntary and Other Organisations Working Group held on 12th July 2007. APPENDIX A FUNDING OF VOLUNTARY AND OTHER HELD: 12 JULY 2007 ORGANISATIONS CABINET WORKING GROUP Start: 8.30pm Finish: 9.15pm

Present: Councillor Bailey (Chairman)

Councillor Owens Councillor G.M. Roberts

Officers: Assistant Chief Executive Accountancy Assistant Senior Member Services Officer (SG)

1. APOLOGIES

Apologies for absence were submitted on behalf of Councillor D. Westley.

2. MEMBERSHIP OF THE WORKING GROUP

There were no changes to membership of the Working Group.

3. URGENT BUSINESS, IF ANY, INTRODUCED BY THE CHAIRMAN

There were no items of urgent business.

4. DECLARATIONS OF INTEREST

There were no declarations of interest.

5. STRATEGIC FUND

Consideration was given to the report of the Assistant Chief Executive seeking Members views on a mechanism for the newly established Strategic Fund.

AGREED (A) That Cabinet be requested to adopt the following mechanism for the making of grants from the Strategic Fund as outlined in paragraphs 5.0 and 6.0 in the report:- FUNDING OF VOLUNTARY AND OTHER HELD: 12 JULY 2007 ORGANISATIONS CABINET WORKING GROUP

(C) That the criteria for the making of grants from the Community Chest and Strategic Fund to include a reference to CRB checks and publicity as outlined in paragraph 6.1 of the report.

6. ANNUAL REVIEW OF SERVICE LEVEL AGREEMENTS

Consideration was given to the mechanism for undertaking annual review of the service provided by the voluntary organisations in receipt of annual funding from the Council.

The Working Group was reminded that all voluntary organisations save the CVS and Dial-A-Ride (one year) had three year Service Level Agreements with the Council. FUNDING OF VOLUNTARY AND OTHER HELD: 12 JULY 2007 ORGANISATIONS CABINET WORKING GROUP

AGREED (A) That the Working Group undertake the annual review of the following organisations by way of written representations in relation to Age Concern, Citizens Advice Bureau, Relate, Disability Helpline and Victim Support.

……………………………. CHAIRMAN

APPENDIX B AGENDA ITEM: 5

FUNDING OF VOLUNTARY AND OTHER ORGANISATIONS CABINET WORKING GROUP

th 12 JULY 2007

______

Report of: Assistant Chief Executive

Portfolio Holder: Councillor Bailey

Contact for further information: Mrs. S. Griffiths (extn. 5017) ______

SUBJECT: STRATEGIC FUND ______

District wide interest

1.0 PURPOSE OF THE REPORT

1.1 To consider a mechanism for awarding grants from the Strategic Fund.

2.0 RECOMMENDATIONS

2.1 To seek Members views on the issues contained within paragraph 5 of the Report in respect of the mechanism for awarding grants from the Strategic Fund.

2.2 That the Assistant Chief Executive consult with the revenue funded organisations to elicit their views on the issues in paragraphs 5.0 and 6.0.

2.3 That the Assistant Chief Executive report to a future meeting of the Funding of Voluntary Organisations Committee making recommendations in relation to a mechanism for awarding grants, taking into account Members views and the issues identified in paragraph 5.0.

2.4 That the criteria for the making of grants from the Community Chest and the Strategic Fund should include a reference to CRB checks and publicity as outlined in paragraph 6.1.

3.0 BACKGROUND

3.1 Members will recall that whilst undertaking a review of the grants to non-statutory and other organisations consideration was given to the establishment of a strategic fund of £20,000 in order to invite innovative bids from voluntary organisations for either capital or revenue funding for up to a three year period.

3.2 The establishment of the fund was subject to the availability of funding and to possible resource implications.

4.0 CURRENT POSITION

4.1 At the Council’s budget meeting the establishment of the Strategic Fund was confirmed with a pot of £20,000.

5.0 ISSUES

5.1 There are a number of issues to consider in determining a mechanism for funding from the Strategic Fund such as:-

(A) Purpose – In terms of what outcomes are sought from providing such a fund. There are a number of options i.e.

• Long term, sustainable service improvement • Enhanced the capacity of the organisation/sector • Improved efficiency, effectiveness of the organisation/sector • Furtherance of the Council’s/Sustainable Community Strategy objectives

(B) Eligibility - In terms of who would be eligible to apply for funding from the Strategic Fund there are a number of options i.e.:-

• Open to voluntary organisations currently funded annually by the Council • Open to all voluntary organisations in West Lancashire including those currently funded by the Council on an annual basis • Open to voluntary organisations in West Lancashire not currently funded by the Council on an annual basis, but may have received a one-off grant from the Community Chest within the last ??? years • Open to voluntary organisations in West Lancashire not currently funded by the Council on an annual basis and not have received a one-off grant from the Community Chest

• By way of press release • Public Notice • Internet • In partnership with voluntary organisations e.g. CVS have a newsletter

(D) Type of grant

• Capital only • Revenue only • Capital and/or revenue

(E) Type of Voluntary/Community Organisation

• Established Organisations only • Newly formed Organisation only • Either

(F) Criteria – The criteria adopted for the Community Chest provides that:-

established organisations must have:

i) a constitution or be a company limited by guarantee ii) produce income/expenditure accounts and balance sheet for previous year iii) produce evidence of viability (i.e. number of years in existence)

newly formed organisations must:-

i) produce evidence of matching funds ii) demonstrate the need for the establishment of such an organisation/group iii) demonstrate attempts made by the organisation/group of fundraising

No organisation in receipt of grant aid will be eligible for further assistance for a period of 3 years unless the Council is satisfied that there are special circumstances that warrant further assistance.

(G) Innovation - Members views are sought on the type of innovative projects/schemes they are looking to support in order to give guidance to prospective applicants.

(H) Allocation Mechanism - There are a number of a broad choices such as a numerical scoring system or an element of judgement with criteria.

(I) Amount of Grant/Delegation/reporting arrangements – Whether to specify a minimum/maximum amount of grant to an organisation or to consider each application on its merits.

• Applications received for small grants (e.g. up to £1,000 or £1,500) could be administered via the existing delegation arrangements for Community Chest applications to the Portfolio Holder for Leisure. • Grants exceeding the agreed maximum threshold could be referred to the Funding of Voluntary Organisations Working Group for consideration at the time of the annual review of the Service Level Agreements of the currently funded voluntary organisations.

(J) Grant period – Whether to offer one year or ongoing funding. This could have a significant impact on the type of bids that are received.

(K) Service Level Agreements There are a couple of options that would tie in with (I) above:-

• Applications received under the agreed threshold level dealt with as per Community Chest grants by way of application form, award and letter • Applications over the agreed threshold (existing annual grants) level issue supplementary Service Level Agreement (usual monitoring arrangements) • Applications over agreed threshold (new applicants) Service Level Agreement (monitoring arrangements as per above)

(L) Consultation – Whether to consult on these principles and criteria. It is suggested that this would represent good practice.

6.0 COMMUNITY CHEST CRITERIA

6.1 Currently, the annual grants made to voluntary organisations are by way of a Service Level Agreement that contains a clause requiring the service provider to acknowledge the District Council in its publicity material and meet all relevant legal requirements relating to Criminal Record Bureau checks on staff and volunteers working with children and vulnerable adults.

6.2 I feel that this is important to include these criteria in any future Agreements entered into with recipients of grants from the Strategic Fund and also to include this in the criteria for the making of grants from the Community Chest.

7.0 SUSTAINABILITY IMPLICATIONS/COMMUNITY STRATEGY

7.1 The services provided by the voluntary organisations include the provision of support services for people affected by crime, provide opportunities for training/life long learning, provide services to poorer areas and promote equal opportunities in the local community.

8.0 FINANCIAL AND RESOURCE IMPLICATIONS

8.1 The setting up and managing the Strategic Fund will have resource implications on the Member Services Section as this work will be an addition to current workloads and will have an effect on officers’ individual workloads.

9.0 RISK ASSESSMENT

9.1 As additional resources are not being provided to administer the fund this work has to be balanced with other priorities in Member Services and dealt with accordingly.

10.0 CONCLUSIONS

10.1 As mentioned earlier, the establishment and managing the Strategic Fund will require additional officer time. At present it is not known to what extent this will be dependent upon uptake, type of Agreements and the monitoring thereof.

10.2 If Members adopt the delegation arrangements currently used for the making of grants from the Community Chest in the case of requests for small amounts this would provide a consistent approach in determining grants from both the Community Chest and the Strategic Fund.

Background Documents

The following background documents (as defined in Section 100D (5) of the Local Government Act 1972) have been relied on to a material extent in preparing this Report.

Date Document File Ref Community Chest Application CCA Form

Equality Impact Assessment

There is no evidence from an initial assessment of an adverse impact on equality in relation to the equality target groups.

Appendices None

AGENDA ITEM: 5/10

CABINET: 18 September 2007

______

Report of: Executive Manager Planning and Development Services

Relevant Portfolio Holder: Councillor Ian Grant

Contact for further information: Ian Bond (Extn. 5167) ______

SUBJECT: DRAFT SCARISBRICK PARK TREE AND WOODLAND ACTION PLAN ______

The following wards are affected.

Scarisbrick.

1.0 PURPOSE OF THE REPORT

1.1 To consider the contents of the proposed Scarisbrick Park Tree and Woodland Report - Draft Action Plan and to report to Members the results of the public consultation exercise. For Members to consider the responses made to the representations and to approve the use of the document.

2.0 RECOMMENDATIONS TO CABINET

2.1 That the attached Action Plan for Scarisbrick Park be approved.

2.2 That the Executive Manager Planning and Development Services be authorised to make the necessary arrangements to publish the Action Plan.

3.0 BACKGROUND

3.1 Scarisbrick Park is a Grade II parkland on the national Register of Historic Parks and Gardens, administered by English Heritage. It is the only nationally recognised Historic park and garden in the District. The land within the Park also lies within Scarisbrick Park Conservation Area. Scarisbrick Park is also identified as being a landscape of “high landscape importance” within the West Lancashire Replacement Local Plan.

3.2 Work started in July 2005 to investigate the history and condition of the woodland within Scarisbrick Park as part of the Councils on going review of the Districts Tree Preservation Orders.

3.3 This initial review and report (Scarisbrick Park - Park and Woodland Survey) published in March 2006 provided base survey material of the existing woodland and features found within the park and looked into the importance of the Scarisbrick Estate from both a landscape and historical perspective. The report concentrated on the significance of the park and highlighted its declining condition as a coherent parkland landscape. Its findings identified that significant parts of the woodland had been lost to agriculture over the last century and that much of the remaining woodland lacked consistent or planned management.

3.4 As a result it was felt further work needed to be carried out to investigate possible ways to safeguard the important features of the parkland and to encourage landowners to better manage the sensitive landscape.

4.0 CURRENT POSITION

4.1 The Draft Action Plan aims to promote the protection of the existing woodland and significant landscape features within Scarisbrick Park, encourage the proper maintenance of the woodland and parkland, identify restoration projects and help co-ordinate enhancement proposals including helping landowners to source external funding.

4.2 The Draft Action Plan specifically identifies a number of strategic action points, which will help deliver improvements to the parkland. These are listed in the report as – promote woodland management plans, look at gaining support from English Heritage for up grading the importance of the park, undertake further historic investigation, provide a forum for land owners, produce new guidance relating to development within the bounds of the park, define possible works for grant funding from outside bodies and the provision of a flora and fauna survey.

4.3 The Scarisbrick Park Tree and Woodland Report - Draft Action Plan was subject to public consultation from 1st –28th March 2007. Residents where asked to comment on the proposals during the consultation period. A public exhibition was held on the 9th March 2007 at Scarisbrick Village Hall to allow landowners and residents to look at the findings of the woodland survey and the to discuss the parklands past, present and future.

4.4 As a result of the research work carried and the renewed interest it has provided a number of practical restoration projects have already taken place within the park. In 2006 a partnership scheme between Kingswood College School, West Lancashire District Council and Myerscough College resulted in the pine avenue along the western carriage drive being replanted.

5.0 CONSULTATION RESPONSES

5.1 As a result of the consultation exercise we received four written responses of which 2 support the aims of the Action Plan and felt the document was informative. One correspondent provides valuable historic information on the whereabouts of Repton’s Red Book relating to the original development of Scarisbrick Park dating from 1803.

5.2 Other comments include arranging guided tours of the parkland, ensuring that any proposals include the landowners, try and make the park more secure to deter vandals, seek to retain some of the existing beech trees alongside the newly planted pine avenue and the production of a publicly available park map.

5.3 One letter complains about the state of the woodland adjacent Bescar Brow Lane, which they feel is an eyesore caused by allowing cattle to access the woodland.

6.0 OBSERVATIONS

6.1 From the views taken, by Officers, at the public exhibition there is clearly a considerable interest in the park and its history from local residents. The landowners within the park take a more cautious view because they don’t wish to see the proper functioning of the agricultural land affected by allowing increased access for example. A solution already discussed is to organise a guided tour of the park once or twice a year to allow guided access to areas not normally available to residents/public with the landowner’s permission.

6.2 Works to restock some of the damaged shelter belt woodland adjoining Bescar Brow Lane in the north of the park was funded by the District Council last Spring. As part of the work new improved drainage and fencing was provided by the landowner to prevent live stock entering the woodland.

7.0 SUSTAINABILITY IMPLICATIONS/COMMUNITY STRATEGY

7.1 Publishing the Scarisbrick Park Tree and Woodland Report – Action Plan supports the Council’s sustainability objective by promoting and enhancing the quality of the Districts environment.

7.2 The need to continue with efforts to protect and improve the quality of the District’s environment including the streetscene, natural and built heritage of our towns, villages and countryside has been identified as a key issue in the Sustainable Community Strategy for West Lancashire 2007-2017.

7.0 FINANCIAL AND RESOURCE IMPLICATIONS

7.1 There are no specific financial and resource implications arising from this report.

8.0 RISK ASSESSMENT

8.1 There are no risk assessment issues arising from this report.

9.0 CONCLUSIONS

9.1 The Action Plan summarises the findings of the detailed survey and report on the condition of the woodland in Scarisbrick Park undertaken in 2006. Adopting the Action Plan will help focus the efforts to organise practical projects between the partners involved in the park and promote involvement in maintaining and enhancing the historic landscape.

Background Documents

The following background documents (as defined in Section 100D (5) of the Local Government Act 1972) have been relied on to a material extent in preparing this Report.

Date Document File Ref March 2006 Scarisbrick Park - SPAP/1 Park and Woodland Survey

15th April 2007 Scarisbrick Park – Tree and Woodland Report Draft Action Plan

Equality Impact Assessment

There is no evidence from an initial assessment of an adverse impact on equality in relation to the equality target groups.

Appendices

Scarisbrick Park Tree & Woodland Report – Draft Action Plan.

Scarisbrick Park Tree & Woodland Report

DRAFT ACTION PLAN 3rd Draft – 15th April 2007

The former pine avenue at Scarisbrick Park (c. 1959) – Photo courtesy of Mr F Thornton

DRAFT ACTION PLAN

1st Draft – produced 15th November 2006 2nd Draft – produced 15th January 2007 3rd Draft – produced 15th April 2007, after public consultation

Report commissioned by West Lancashire District Council

Author: Duncan Slater BSc (Forestry) BA (Hons Philosophy) MSc (Resource Management) Chartered Forester Lecturer in Arboriculture, Myerscough College

With special thanks to:

Mr Ian Bond & his colleagues in the Heritage & Environment Section of West Lancashire District Council;

Mrs K Johnson & Mr F Thornton, for their contribution to the old photograph collection accumulated for Scarisbrick Park, and many others who were involved;

Mr Simon Wynne & his colleagues at Kingswood College;

John & Sue Cadman, Linda Price, Eric Sutton & many other members of the Girl Guiding UK group based at Scarisbrick;

Peter Freeman for his invaluable advice & local knowledge; and to my wife, without whose support the completion of this project would not have been possible.

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Aims

This action plan seeks to:

• Ensure the conservation of Scarisbrick Park’s woodland and tree heritage, by promoting the protection of existing features & highlighting the Park’s value • Encourage the maintenance of woodland within the Park, such that it comes to be in a favourable ecological condition, and that features of archaeological or landscape value are conserved and/or restored • Outline actions that can be taken to co-ordinate restoration efforts and obtain external funding for restoration works • Target restoration on selected features of the park, where these are found to be of considerable value to interpretation, function, landscape or local history

Background

From July 2005 to March 2006, the history and condition of the woodland within Scarisbrick Park was investigated by West Lancashire District Council’s Tree Officer, Mr Duncan Slater. Historic papers of the Scarisbrick Estate held at County Records were examined, all woodland and pasture trees surveyed, previous correspondence relating to woodland management scrutinised and contacts made with the relevant land owners.

From this initial work, a 110 page draft report on the findings of the survey was completed. This illustrated report considers the historic development of Scarisbrick Park, it gives an overview of its condition at the time of the completion of this first draft (April 2006) and it provides a discussion and analysis of potential restoration projects within the park. In addition, four accompanying documents (known as “sister documents”) were created. These recorded:

• Tree & woodland survey information • Woodland management advice • A compendium of old photos of the parkland • A “Then & Now” document illustrating some significant landscape changes to the parkland

The drawing together of this information required the co-operation of a considerable number of partners, including many local residents, landowners, Girl Guiding UK (who own a significant area of the parkland), and the owners of Scarisbrick Hall itself.

The report concentrated on the previous qualities and the current declining condition of Scarisbrick Park’s trees and woodland. Its findings can be summarised as follows:

• The greatest significance for Scarisbrick Park is as a setting for Scarisbrick Hall, a Grade I listed building of exceptional grandeur & historic importance, set in the centre of the parkland area surveyed • Significant areas of woodland have been lost from the parkland due to previous actions of ‘Agricultural Improvement’. These losses have been

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piecemeal and have occurred over more than a century. However, these losses equate to less than 10% of the overall woodland areas within Scarisbrick Park • A high proportion of the previous pasture trees present in 1892 (a time of considerable affluence for this estate) have been lost for similar reasons (clearance for agriculture), without replacement in most cases • Plantings of landscape importance have been lost throughout the park, many of them being small internal features which gave visual complexity and design qualities to the internal views within the parkland • Much of the woodland area now lacks any consistent management, and consequentially is becoming overstocked with sycamore & other broadleaves • Many historic (100+ years) parkland features remain on the site, but several are in a neglected or derelict state • The Hall Gardens are severely overgrown, and much of their structure is now either obscured or lost due to lack of any management • Some areas of the boundary plantations, that form an important enclosing ring of woodland around the park, are becoming bare of trees due to tree death through waterlogging and/or disease, and these areas urgently require replanting to maintain this ring of trees • Scarisbrick Park still contains many important veteran woodland trees, which are an uncommon feature of this part of the Lancashire plain. Little is being done to actively conserve or manage this habitat resource

Existing Designations

Scarisbrick Park is currently a Grade II parkland on the Register of Historic Parks & Gardens, administrated by English Heritage. The draft Tree & Woodland Report suggests that there may be grounds for the park to be considered as a Grade II* parkland if greater historic information were made publicly available (namely Humphry Repton’s Red Book of Scarisbrick Park) and/or several landscape features were restored to a satisfactory condition. An enhancement to Grade II* Listing would be of benefit for the parkland, as this would bring greater opportunities for grant aid and funding for further restoration work.

Scarisbrick Park lies within a Conservation Area, administrated by West Lancashire District Council, and, in addition to this, and as part of the work carried out by WLDC’s former Tree & Landscape Officer, a Tree Preservation Order (No. 74, 2005) has been made to up-date protection given to trees and woodland when the estate was first broken up in 1963-4. Consequently, WLDC has significant control on the management of the tree and woodland resource present within this parkland.

The Council carried out a conservation area appraisal of Scarisbrick Park Conservation Area in 2001, in line with its duty under section 69 of the Planning (Listed Buildings & Conservation Areas) Act 1990. It is hoped that a further appraisal will make reference to the reports on woodland condition and parkland restoration that have been created for WLDC in 2005-6. It is recommended that the current small-scale Conservation Area grant scheme for tree and woodland planting administrated by WLDC be extended to Scarisbrick Park at the time of the next Conservation Area appraisal, if not before then.

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Scarisbrick Park is also given a degree of protection against potentially damaging development through the identification of the parkland as “of high landscape importance” and the classification of its land within West Lancashire’s Local Plan.

The most relevant policies that relate to this control of development in Scarisbrick Park are within the environment section of the Local Plan, and the following codes in particular:

• EN1 – protection of biodiversity • EN2 – retention of high grade agricultural land – most of Scarisbrick Park’s pastureland will be either Grade 1 or Grade 2 agricultural land • EN4 – Conservation areas – giving guidance on the protection of both buildings and landscapes within conservation areas • EN6 – Archaeology – protecting those areas of the park that are potentially of archaeological interest • EN7 – Protection of Historic Parks & Gardens – see below • EN9 – Protection of Trees & Woodland – setting out the standards that would be expected for protection and saving of trees on sites that are subject to development

EN7 is particularly relevant, as it considers the protection of Historic Parks & Gardens. Within policy EN7, it is highlighted that Scarisbrick Park is registered by English Heritage, and afforded some protection by virtue of that status. The policy states: “The Council will use its development control powers to ensure that the special cultural, horticultural, historical & landscape qualities of any park or garden on the Register and their setting are not eroded or damaged by inappropriate development or neglect.”

In addition to these protective designations, broadleaf woodland is strongly protected under the provisions of the Forestry Act 1967 and its subsequent amendments. Felling licences would be required to remove any significant areas of woodland, and the general presumption would be that any areas felled would need to be replanted with a suitable broadleaf mix of trees.

The woodland areas of the park are recorded by Lancashire County Council as a Biological Heritage Site (BHS). This designation, drawn up in 1994, concentrated on the importance of the site due to the presence of red squirrels (Sciurus vulgaris) in the woodland. Red squirrels are now uncommon in the parkland, and grey squirrels are regularly encountered, suggesting that the park’s population of red squirrels has dwindled or disappeared, as has been the case for much of West Lancashire’s population of red squirrels. However, the Scarisbrick Park woodland report has highlighted that considerable ecological value lies in the number of over-mature and veteran trees that lie within the woodland and pasture, very rare in this area of the Lancashire Plain, that represent a valuable natural habitat for both flora and fauna, warranting the continuing designation of the site as a BHS on these grounds.

Lowland wood-pasture and parkland are considered to be of “outstanding value” at the European level within the National Biodiversity Action Plan (National BAP). Scarisbrick Park retains a considerable quantity of its original layout and woodland

Page 5 of 20 DRAFT ACTION PLAN areas, and can be argued to qualify for this outstanding value. However, pasture trees are now very low in number and only three of veteran status remain at Scarisbrick.

Land Ownership

The majority of the parkland is currently split between six landowners/organisations, with several key estate buildings now private residences with associated garden space, and with St. Mary’s Primary School also now present on the northern section of the parkland. There is currently no organised co-operation between these various owners for the betterment of the park or the conditions of its woodlands or pastures.

The Purpose of an Action Plan for Scarisbrick Park

The research and survey carried out, as described above, highlighted that the quality and landscape character of this listed park is significantly degraded, and in many areas continuing to progressively degrade over time. Many of the landscape features of the Late Georgian and Victorian era are damaged, disappearing or removed entirely, and only small-scale maintenance or management actions have been taken in any part of the park. The only woodland areas receiving any appreciable level of maintenance are those managed by Girl Guiding UK. This progressive degradation in woodland structure represents a loss to the cultural significance of the site.

More positively, the report also surveyed and recorded that a considerable number of features and much of the woodland remains in a good or salvageable condition. Of particular value is the retention of the ring of woodland that lies around the majority of the parkland, on the footprint that the 1892 Ordnance Survey map records. Much could be done to conserve and improve the existing structure of these woodland areas, which have survived over all this time.

This Action Plan, which will need periodic review and amendment, seeks to turn around the decline in this parkland by setting an agenda for both conservation of existing features and restoration of lost features where they would still perform a function for the modern usage of the parkland. A partnership between local residents, landowners and the local authority can achieve much by itself. Supported by historic research and understanding of the landscape history, such a partnership should seek external funding to assist in practical projects that will make a difference to the future of Scarisbrick Park, and reverse the decline in a nationally important landscape.

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Organisational/Strategic Action Points

In order for consistent management of the parkland to occur, there needs to be co- ordination between the many parties that have an interest in the future of the parkland.

These parties are;

• Private owners of the agricultural land/woodland that make up the park • Owners of Scarisbrick Hall • Girl Guiding UK • West Lancashire District Council • Scarisbrick Parish Council • Local residents and/or groups representing them

The following table lists those actions currently thought most important & most practical to implement in the short-term, in relation to organising and co-ordinating these interested parties, and seeking to achieve some practical restoration works on the ground. Specific work or actions identified as being delivered by WLDC will be subject to staff resources being available.

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Ref. Possible Action Action By Priority Likely Time Scales

C1 Promote woodland WLDC/Private Medium Early 2007 management plans owners

C2 Request advice on WLDC/ English Medium Mid 2007 grading of Heritage Scarisbrick Park

C3 Further investigate WLDC/ English Low 2007-2008 historic records Heritage

C4 Parkland owners WLDC/Private High Autumn 2007 meeting owners

C5 Create design WLDC Medium Spring 2008 guidance or SPG for Scarisbrick Park

C6 Definitive program POM or individual High 2008 of proposed works owners

C7 Budget for proposed POM or individual Medium 2008 works owners

C8 Grant bids for POM or individual Medium 2008/2009 proposed works owners

C9 Survey parkland in WLDC/LWT Low Not determined relation to flora & fauna

C10 Review & revise WLDC Low End of 2009 at this action plan & latest associated documents

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Promote Woodland Management Plans

A general woodland management advice document has been created by the former Tree & Landscape Officer of West Lancashire District Council, as part of the original survey and report project for Scarisbrick Park. WLDC should be promoting these management actions to woodland owners, and this could be done by making the advice leaflet available to these woodland owners, and supporting that with advice from the current Heritage & Environment team.

The existing advice document should be regularly revised & updated, made into a shortened, printed form (advice leaflet), made available on the council website, referenced in other documents relating to Scarisbrick or woodland management and/or directly mailed to woodland owners within the park. This would help to counter the possible mis-perception that the recent Tree Preservation Order acts to prevent woodland management works, when in fact WLDC is seeking to encourage appropriate management (which includes the felling of trees in overstocked areas of the woodland).

As part of the update and revision process, it is recommended that the information is sent for consultation to both Lancashire County Council and the Forestry Commission Conservancy for the area, who may make valuable additions to the information, and advise on their positions in relation to woodland management grants for such works, which could be incorporated in a revised document.

Revision of Scarisbrick Park Grading

Initial contact with English Heritage should highlight to them the current condition of the park, the summary findings of the Scarisbrick Park & Woodland Report, and what their view is on a possible up-grading of this parkland to Grade II*.

It is likely that English Heritage would require a greater degree of evidence on the archaeology of former features of the parkland (e.g. moated sites), former landscape design (i.e. Repton’s Red Book of the park in 1802), and current or proposed restoration projects than has currently been uncovered and presented in the Scarisbrick Park & Woodland Report. It would be helpful to get the views of English Heritage at an early stage, so that further investigations into parkland history can be directed to achieve the specific goal of upgrading (or if, indeed, such an upgrade could be achieved at all).

Upgrading of the parkland, if achievable, would be one route to secure additional grant aid and funding for restoration projects, and it is for this reason it should be pursued.

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Further Investigate Historic Records

Further to direction from English Heritage & others, WLDC should continue a programme of historic investigation into Scarisbrick Park’s features. This will inform any potential restoration, will expand the resource of local knowledge and interpretation that currently exists, and can assist in justifying the additional protection afforded to this landscape.

It is the role and duty of the Heritage & Environment section of WLDC to carry out such continuing work. A very important task is to find a strategy by which access to the privately-owned Repton Red Book could be gained by the Heritage & Environment team. The Red Book is a document of critical importance, as it will contain significant data on the layout of the park as it was in 1802, and Repton’s influence (if any) on parkland features. As the book is understood to be in private hands, and may be held abroad (if it still exists at all), WLDC would need to put out an appeal for assistance that is both national and international in its range. Consequentially, this is by no means an easy task for a small local authority to achieve.

From the public consultation exercise carried out as part of this draft action plan, a member of the public submitted a newspaper cutting from the Financial Times, dated 06.06.1981, that stated that the Scarisbrick Red Book was to be auctioned at Phillips on June the 11th 1981, at an estimated sale price of £2,000. This is a small lead in this investigation – but more information about its whereabouts is likely to be available, with enough publicity.

It is suggested, as a first step, and at no great cost, that WLDC creates a press release and makes clear on their website (as a permanent feature) that they are keen to make contact with the owner of Repton’s Red Book of Scarisbrick Park. Key words in a webpage can be critical in ensuring that anyone investigating Repton or Red Books comes across WLDC’s request for a viewing of this book. Further actions could involve attempting to get national coverage of the appeal through standard media (e.g. BBC) and internet resources (e.g. Scarisbrick Family website, Landscape Institute website). The press release should make clear that the council is acting in the public interest to obtain historic information about a parkland in decline, with the intention to improve its condition, and inform restoration.

Other investigations that should be carried out are further trawls through the estate records held at LCC’s Records Office, and archaeological surveys of parkland features. Both of these lines of enquiry, in the view of this author, would be more labour-intensive and less likely to be fruitful than obtaining access to the Red Book.

Parkland Owners Meeting

If restorative actions are to be taken within the parkland, it needs to be the parkland owners that drive forward this process, with other parties assisting their efforts where possible. Consequently, it is proposed that a forum for owners of land and woodland within Scarisbrick Park is instigated (for convenience named the “Parkland Owners

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Meeting” or POM), and that such a forum or meeting become an annual event, with representatives of the other interested groups (listed above) being invited.

Such a meeting could be a driver for co-ordinating restoration efforts and achieving funding and/or volunteers for practical projects. It would be the most likely means of obtaining substantial funding towards practical projects that would enhance the park and improve land condition & value. It is also likely to bring about greater understanding between these interested parties, and thus also have many other indirect benefits for the community living within & around the parkland as a consequence.

In the absence of the creation of such a forum (for whatever reason), there would remain the possibility of individual landowners being supported by WLDC should they express an interest in particular restoration works that are relevant to the council’s aims and objectives. For example, it may be feasible for WLDC to work with the owners of Scarisbrick Hall to achieve restoration of the Hall Gardens, without the need for other parkland owners to be involved. Similarly, individual land owners could be assisted in small-scale projects of restoration by the district council or local volunteers co-ordinated by the Parish Council, or through the connection the parkland now has with the National Centre for Arboriculture at Myerscough College.

Create design guidance or SPG for Scarisbrick Park

This action plan has already listed the considerable number of legal definitions and restrictions that have been placed on the land at Scarisbrick Park (Listed Park, Conservation Area, Tree Preservation Order, Local Plan designations, Biological Heritage Site). Consequently, there may appear to be no benefit in the addition of further planning designations.

However, the existing designations are solely protective, and give no real guidance to future development or design, conservation or restoration of features within the parkland, highlighting what landscape characteristics are of value or warrant enhancement or preservation. Policy EN7 of the Replacement Local Plan is clear that the council has a stated role to protect “the special cultural, horticultural, historical & landscape qualities of Scarisbrick Park and to ensure its setting is not eroded or damaged by inappropriate development or neglect.” What an SPG or design guide would do would be to define in simple & definitive terms what special qualities Scarisbrick Park does have.

It is recommended that the council draw up, in co-operation with landowners and residents within and around the parkland, a Design Guide or Supplementary Planning Guidance Note for Scarisbrick Park. Such a document should outline the fundamental design features of the park that should be preserved and/or restored in relation to any maintenance or development works to be carried out within the parkland that would require planning permission. The document would need to be a concise, illustrative & approachable document that succinctly describes the unique features of Scarisbrick Park that need to be maintained for it to retain its character. Such features would include fencing and wall styles, planting details, and basic building design guidance.

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A document drawn up of this nature can act as a guide for those interested in restoration, development or maintenance works, and may act to ensure that designs of such work are relatively consistent in appearance & of high quality. The document could also be explicit in stating what types of development the council would consider to be damaging to the landscape character of Scarisbrick Park, and seek to discourage such development proposals at an early stage.

Definitive Programme of Proposed Works/ Budget for Proposed Works/ Grant bids for Proposed Works

It is recommended that these items be the main focus of discussion for the parkland owners meeting described above. This approach would allow works to be co- ordinated between landowners, allowing for sharing of resources and mutually- beneficial co-operation. If a comprehensive program of works is drawn together by those landowners involved, this would be the best means of obtaining external funding and/or achieving community involvement in the restoration works.

Survey parkland in relation to flora & fauna

The park woodland has been surveyed in relation to its tree and shrub content, and its tangible archaeological features. The only significant data on wildlife utilising the site comes from the Enhanced Phase I survey of 1994. An updated survey of all BHS sites was commissioned by WLDC in 2006, and this information will be valuable in identifying changes in the character of vegetation. However, more detailed surveys for fauna would be of considerable value, so as to recognise where potential woodland maintenance or restoration could be directed to enhance habitat values and/or not conflict with current habitat values.

The parkland is home to birds of prey, herons, deer, bats and potentially other large animals of conservation importance. Many areas of woodland contain ponds and wet areas that may be havens for amphibians. Woodland felling or enhancement works could affect these animals directly or indirectly. A more complete survey for fauna, with recommendations for management in specific areas, would be of considerable value before planning any woodland management operations.

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Review & revise this action plan

It is recommended that the report work undertaken in relation to Scarisbrick Park is continually reviewed, amended and made available to members of the public or other interested parties for comment, addition or amendment. This will ensure that the project remains active and becomes enhanced with further contributions of information and direction.

The main Scarisbrick Park Woodland Report, its sister documents and this action plan should therefore have their content reviewed and amended regularly, to reflect the growing knowledge and on-going actions taken in relation to the conservation and potential restoration project work. It is considered that this revision work could be undertaken every two years, with proposed amendments or additions recorded between these periods and kept on file ready to be included in these scheduled updates.

Areas of further development within these reports include:

• Records of restoration work already undertaken • Further surveys in relation to flora, fauna, or veteran trees • Findings from additional historic research or archaeological studies • Addition of further old photographs or other historic documents contributed by local residents • Updates on legal protection & grant-aid available to landowners • Community involvement projects

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• Potential Practical Restoration Projects

From a broad consideration of the parkland and its value, the Scarisbrick Park Woodland Report concluded that:

“The key concept is that the parkland should be restored to provide a best fit with the building to which it provides a setting.”

Part of the Pine Avenue re-planted in 2006 at Scarisbrick

Following on from this conception, the report considered a number of potential restoration projects, allotting a score to each based upon its positive effects;

• improving the setting of Scarisbrick Hall, • retaining landscape character, • improving historic value or interpretation, • improving wildlife or habitat value, • improving tourism/leisure value and its potentially negative effects;

• negative visual effects to the setting of Scarisbrick Hall, • loss of landscape character, • restriction of land utility • & potential costs of project and future maintenance of any restored features

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A parkland tree that requires protection, and two others that have recently died from damage by cattle in the southern pastureland

The full list of these suggested practical restoration projects is not repeated here. This action plan considers only those actions which obtained relatively high scores from this analysis. These are given in the following table in order of importance:

Reference Action Area of Park Potential Partners with WLDC

A1 Reinstate ornamental Gardens adjacent to Owners of Scarisbrick gardens Hall Hall/Heritage Lottery Fund

A2 Replant pine avenue Pine Lodge Drive Owners of Scarisbrick Hall/Myerscough College

A3 Replant pasture trees Southern parkland DEFRA in southern parkland

A4 Woodland All woodland DEFRA/Forestry maintenance works areas* Commission/Myerscough College

A5 Recreate the meadow MeadowHey Wood DEFRA/Forestry of MeadowHey wood Commission

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A6 Replant Mill Wood Mill Wood Myerscough College and orchard

A7 Protect remaining Southern parkland DEFRA pasture trees & northern parkland

A8 Restore woodland Many woodland DEFRA/Forestry boundary edges areas Commission

A9 Instigate guided tours As much of the Lancashire County of the parkland to aid parkland as Council interpretation for the possible/practicable public

A10 Restore yew avenue as Canal Wood Myerscough College part of “Bishop’s Walk”

* Two areas in particular require urgent maintenance & replanting, where two sections of the mature screening belt of trees are substantially degraded or dead. These two areas lie in Park Plantation & Chapel School Plantation.

More detail on these proposed practical projects is given in the full Scarisbrick Park Woodland Report.

Action A2, the replanting of the pine avenue along the drive that leads to Scarisbrick Hall from the southwest, was enacted in 2006. Further maintenance, and the phased removal of the single line of beech trees are needed in order for this restorative action to be effective. Some of the better beech trees could be retained, to ensure that full history of the avenue can be more easily read, and to give more variation on the design. The pine avenue has been planted to return this feature (pictured at the front of this report) that was a distinctive element of this entrance to the estate for approximately 100 years. Its evergreen, exotic and formal appearance is a prime example of a lost feature that enhanced the setting of the highly-gothic Scarisbrick Hall, and consequentially its replanting was considered a priority restorative action.

Action A4 has also been commenced on one of the worst areas of the sheltering woodlands, Chapel School plantation at Bescar Brow Lane, by the replanting of 350 trees funded by WLDC in the spring of 2007. It is hoped that more maintenance and restoration projects of this kind will be forthcoming as the project continues.

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Current factors affecting trees and woodland in the parkland

• Damage to woodland areas through poaching of the ground by cattle & waterlogging of areas where previous drainage has been damaged or removed • Lack of suitable regeneration within woodland areas & loss of ground flora species by over-stocking and dominance of heavy-shading tree species • Self-seeding trees (sycamore, beech & turkey oak) arising on or adjacent to paths, walls and other structures such that they could cause damage • Lack of a new generation of pasture trees within the fields and pastureland of the park • Decline in the condition of former woodland boundary features (railings, walls and hedgerows) throughout the park • Damage to woodland wrought by rabbits and grey squirrels, causing a decline in tree quality in some compartments • Spread of rhododendron away from original plantings, to dominate significant areas of some woodlands in the park

Benefits of taking action now

• Restoring woodland to favourable ecological condition would fulfil the aims of the National BAP, as well as the Lancashire BAP, providing greater diversity of habitat to flora and fauna • The longevity of many veteran trees present on the site would be lengthened, ensuring conservation of that habitat • Replanting within woodland areas and restoration of pasture trees will give continuity to this unique parkland landscape, and continuity to its habitats • Maintenance and restorative actions now, when only a small proportion of the landscape has degraded or disappeared, is preferable to letting the parkland deteriorate further, such that it may come to lose its Grade II status & other important cultural values • Conservation of remaining pasture trees and actions that prevent damage to structures of archaeological or landscape importance require only a small level of commitment, compared with the time & resources taken to restore a damaged feature, or grow a replacement pasture tree.

Grant Aid available

Much of the woodland maintenance and replanting works would fall under the provisions of the grants available either under the England Woodland Grant Scheme (EWGS) administered by the Forestry Commission, or under the Stewardship Schemes (ELS & HLS) administered by DEFRA. WLDC should consider what support they may provide to land owners for such grant applications, and promote these schemes as a means of enhancing land quality and value. The Higher Level Stewardship scheme has some flexibility to support capital works, should they fulfil a number of criteria.

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English Heritage has limited funds available for landscape restoration or maintenance. These funds are strictly limited to Registered Parks and Gardens that are Grade I or II*, so Scarisbrick Park can not currently qualify for any such grant. However, with some further investigation, it may be justified to request a higher grade for Scarisbrick Park, after the findings of the research already carried out, and potentially after some initial restoration projects are put in place.

The Heritage Lottery Fund (HLF) and Awards for All distribute grants to support projects that conserve, restore or promote heritage features, including the restoration of lost landscapes. At this time, it is considered that only two particular projects within the parkland would fulfil the criteria for an application under this grant programme, the restoration of the Hall Gardens, and woodland maintenance or enhancement on the Girl Guiding UK site. Considerable work would be needed to promote either of these projects to the HLF.

As part of the generation of this action plan, the regional office of the HLF has been contacted for advice on the possibility of funding for the restoration of the Hall Gardens. Funding from HLF and Awards for All is limited to publicly-owned land, or land owned by “not-for-profit” organisations. Therefore, funding from this source for the restoration of the gardens is unlikely, unless public access could be regularised – but this may conflict with the desired future usage of the site by the owners of Scarisbrick Hall.

The regional office of the HLF also advised on the possibility of funding woodland improvement on the Girl Guiding UK site. The application for such grant aid would need to come from, or be on behalf of Girl Guiding UK. HLF advised that a reasonable degree of public access would be needed to the woodland in order that it could qualify for grant aid under their programme. If that was not a barrier to an application, the woodland works would need to include an enhancement of existing habitat conditions, particularly working towards targets of the Lancashire Biodiversity Action Plan.

Funding for actions involving public access, interpretation of historic features, community involvement or associated activities may be funded in part by local authority programmes (both West Lancashire District Council and Lancashire County Council) where these are available.

As well as these avenues of external funding, West Lancashire District Council should also consider the potential benefits of making a small level of funds available annually for the replanting of trees in the pasture and woodland, such that an on-going programme of improvements could be initiated. Funding to the level of £1,000 per annum would be sufficient to provide enough tree stock and materials to achieve considerable improvements in woodland condition in less than a decade. A group of volunteers that could supply the necessary labour for replanting works would be needed for such a programme to be successful.

Page 18 of 20 DRAFT ACTION PLAN

Results of Public Consultation

This Draft Action Plan was opened to public consultation from the 1st to the 28th of March 2007, with a public meeting held on the 9th of March at Scarisbrick Parish Hall. The meeting was well-attended and considerable interest expressed in many aspects of the parkland’s history and future.

From views taken during the public meeting, there is clearly an interest in public access to the parkland, and a greater understanding desired about parkland features from local residents. This interest is tempered, however, by landowners who see the risk to the functionality of their agricultural land being disrupted considerably by allowing such access. As a means of achieving some compromise on this issue, the draft action plan has been amended to seek to achieve a ‘guided tour’ of the parkland, to be held on a summer evening during the year, and to only access those areas of the parkland whose landowners would be willing to allow such access. Run as an annual event, this would facilitate public interpretation but have minimal impact upon land function.

Additionally, the views of one landowner are that woodland replanting is not practical at this time on their land, and subsequently the replanting of Muller’s plantation has been removed from the action plan. The landowner was willing, however, to see pasture trees put into this land, and this has been raised as a priority, as it is a very desirable action, and now considered a practical proposition in the short term.

Four written consultation letters were received, and amendments made to the draft action plan as a consequence. These amendments include:

• Additional information on the auctioning of Repton’s Red Book in 1981 • Addition of guided walk to the practical restoration project list

Page 19 of 20 DRAFT ACTION PLAN

• Addition of guidance on the retention of some beech trees in the newly- planted pine avenue

There was also a suggestion on the production of making a map publicly-available. The map would record parkland features and aid public interpretation. The author of this report will pursue this proposal, hopefully with the help of one of the contributors to the public consultation.

Conclusions

This action plan summarises the findings of the detailed survey and report created in 2005-6 for West Lancashire District Council by their then Tree & Landscape Officer. It has also now been the subject of a public consultation.

This action plan recommends a number of action points, both organisational/strategic and practical projects to carry out within the parkland itself.

The benefits of taking these actions are that they will:

• Sustain or enhance existing historic, amenity, landscape and habitat values of the parkland, maintaining or restoring the setting of Scarisbrick Hall • Improve public interpretation of the site • Provide sustainable resources, grant aid and income for landowners, as well as co-ordinating efforts between owners • Protect and conserve the important heritage associated with this parkland

Page 20 of 20 AGENDA ITEM: 5/11

CABINET: 18th September 2007

______

Report of: Executive Manager Planning and Development

Relevant Portfolio Holder: Councillor Ian Grant

Contact for further information: Ian Gill (Extn. 5192) ______

SUBJECT: EDGE HILL UNIVERSITY – CONSULTATION EXERCISE ______

1.0 PURPOSE OF THE REPORT

1.1 To inform the Cabinet of a consultation exercise launched by Edge Hill University.

2.0 RECOMMENDATIONS

2.1 That Cabinet note the documents and the difficulties in making a response within the given deadline.

2.2 That the issues raised in Section 6 of this report be sent to Edge Hill University for their consideration.

2.3 That the Executive Manager Planning and Development Services contact the University to request that regular meetings are held to discuss emerging information and plans and that the University share information with the Council at the earliest possible opportunity so that due and proper consideration can be given to emerging proposals.

3.0 BACKGROUND

3.1 Members will be aware that Edge Hill University have both short term and longer term expansion plans. In particular, the University wish to develop a masterplan for their existing campus site in consultation with the local community. Although it will not be a formal planning document, the intention is for this to steer future planning applications.

4.0 PRESENT POSITION

4.1 Edge Hill University has undertaken a consultation on the first stage of a process to develop a masterplan for their campus site. The appended newsletter was received by the District Council on 20th July 2007, and has also been sent to all residents in the Ormskirk area and other key stakeholders. A more substantial background document (Baseline Analysis Report) has also been sent to the Council and key stakeholders. This can be viewed on a new masterplan website set up by the University at www.edgehill.ac.uk/ehu2020.

4.2 The newsletter contains two diagrams, one setting out the key issues and another the key opportunities.

4.3 There are 3 questions set out in the newsletter:-

• Do you agree with the issues that we [the University] have identified for the redevelopment of the campus? Do you think that there are other issues that need to be considered?

• Do you agree with the opportunities for campus redevelopment identified? Are there any additional opportunities that require consideration?

• Is there any other particular comment you wish to be made known?

4.4 The University only gave until 8th August for responses to be made to these key questions and to the detailed information in the baseline study. Clearly in the holiday period it is difficult to find officer or Member time to respond within such a tight timescale.

4.5 The consultation document has been discussed with Senior Members and has been briefly considered by the LDF Cabinet Working Group. All Members agreed that the timing of the consultation was insufficient to allow proper consideration. I have already written to the University’s consultants expressing the view that the Council are keen to consider the documents in a careful and thoughtful manner and will respond as soon as feasible.

5.0 KEY ISSUES AND OPPORTUNITIES

5.1 The Baseline Report considers in a very comprehensive way the current state of the Campus. I consider this to be generally a good background paper in the way it examines the buildings and their setting, as well as the movement around the Campus. At the end of the Report all the issues and opportunities identified throughout the Report are distilled into some key issues and opportunities. The following key issues are identified:

• With the exception of the Western Campus and Sporting Edge, the Campus has largely developed from a historic core building group through incremental growth resulting in fragmented, disjointed, dated building groups and activities poorly suited to their contemporary roles.

• The Main Building occupies a strategic central location. The ‘rear’ elevation relates poorly to surrounding buildings and activities, effectively separating the core of the campus in two.

• High Quality and distinct building groups, and landscape and public realm assets are separated between poor quality development and car dominated spaces.

• Backland areas – some of the most accessible and prominent sites – isolate the Campus from its surrounding and have been taken over by car parking and extensive visual screen planting.

• Increasing numbers of private cars are causing delays/congestion along St Helen’s Road at peak times, and dominating the Campus and public realms. Structural changes are required to remove the dominance of car movements and parking.

• Connections and movement across the Campus is hindered by the incremental building and pathway layouts and the car dominated environment.

• With the exception of the Western Campus, the incremental building pattern and open spaces fail to create any sense of place or identity.

5.2 The Report then identifies the following key opportunities:

• The location, prominence and quality of the Main Building provides an opportunity to create a central hub for the Campus, set within a high quality, pedestrian priority public realm.

• The landscape framework, in particular the tree groups and water features – offer a platform for the development of a cohesive landscape identity to connect the Campus internally and to its wider setting.

• Historic gardens provide the opportunity to connect new building groups and act as safe, secure and attractive destination for residential students.

• The removal of traffic will allow the creation of a high quality, public realm and University Campus identity. To deliver this, a restructuring of vehicle access, circulation and parking is essential. This must include an additional access point along St Helen’s Road to serve as the main access point; and a consolidation of car parking, and reduction of the required land take – to provide a parking facility in a central location without creating a barrier/removing available development land.

• The relocation of the running track will allow improved connections to the wider sports facilities and provide a large-scale development opportunity in the core of the Campus.

• The largest group of poor quality buildings – Central Campus Extension – are contained in a single location in the core of the Campus. This provides a significant redevelopment opportunity for more appropriate building patters to connect the Western Campus and Sporting Edge with the Central Campus/Main Building and retained buildings (NAS and Forest Court Halls).

6.0 VIEWS OF THE EXECUTIVE MANAGER

6.1 One difficulty with this exercise is that a masterplan for the existing campus has to be predicated on the wider ambitions of the University to expand upon Green Belt land to the east of the existing campus. If the starting point was that no other option exists apart from ‘cramming’ new development upon the existing campus then this could result in an entirely different end masterplan for the existing campus, than if the starting point was that Green Belt release would be an eventual outcome.

6.2 The Report as far as it goes provides a useful background study of the current campus. It appears slightly deficient in terms of assessing the contributions of the College properties on St Helens Road and Ruff Lane to the designated Conservation Area. I would not agree that those properties fronting St Helens Road should be classed as a ‘poor quality building group’. Also, within the identified opportunities there is no mention of how green transport initiatives could be further developed to reduce the need for future car parking on the campus – currently parking passes are not restricted.

6.3 The whole issue of a new access route into the campus also needs careful consideration. The Green Belt impact of the new access suggested in the report is considerable and perhaps is something that should only be considered should a future Green Belt release be found to be acceptable, or perhaps other alternatives should be explored.

6.4 There is no mention in the document or the pamphlet about alternative options to a single campus being explored. The Planning Inspector found that alternative means of delivery of at least some of the elements of accommodation, such as student housing, should be assessed. This needs to be an integral part of the evidence base for the masterplan work and I would expect the University to undertake a rigorous assessment of alternatives, in particular the option of student housing at Skelmersdale Town Centre.

6.5 The movement of sporting facilities to cater for re-organisation on the campus also needs to be given careful consideration. For example, the long term movement of sporting facilities to nearer Scarth Hill may not be the best option if land on the other side of St Helens Road would have less impact upon the Green Belt and local landscape, as well as the possible co- ordination of facilities, or at least co-existence with other sporting facilities located there.

6.6 I would expect the College to share the results of its student projections, facilities brief and space utilisation work at a very early stage with the Council to enable a full discussion on the implications of this before any draft masterplan is produced.

6.7 A final crucial consideration will be the need for the University to justify its expansion plans – why does it need to grow bigger and bigger. The impact of this upon Ormskirk, which is a small market town for such an institution, in both social, economic and physical terms, will need to be examined in detail.

7.0 FUTURE ACTION

7.1 Following consideration of the consultation responses the next stage is for the University to create options for the masterplan and again consult on these, and then finalise a masterplan to steer future planning applications. I would hope that the Council will be fully involved and consulted throughout this process and I have already suggested to the University’s consultants that regular progress meetings be held.

8.0 SUSTAINABILITY IMPLICATIONS/COMMUNITY STRATEGY

8.1 The full implications can only be considered once further baseline work is undertaken. A Green Travel Plan will need to be an important future component of any future masterplan.

9.0 FINANCIAL AND RESOURCE IMPLICATIONS

9.1 There are no direct financial implications arising from this report. There will be a resource implication in terms of officer time spent in liaising with the University throughout the preparation of its masterplan and there may be a need for additional specialist consultancy advice to examine the evidence produced by the University.

10.0 RISK ASSESSMENT

10.1 The future proposals for the University could have major impacts upon the local community and the Council will need to have a regular dialogue with the University as its plans evolve.

11.0 CONCLUSIONS

11.1 The consultation exercise on the future plans for the University is welcomed, although the timing of the consultation could have been better and more time should have been allowed for comments to be made. The Council will need to see the evidence base and any justification for University expansion at the earliest possible stage so that it can evaluate its plans.

Equality Impact Assessment

There is no evidence from an initial assessment of an adverse impact on equality in relation to the equality target groups.

Background Documents

The following background documents (as defined in Section 100D (5) of the Local Government Act 1972) have been relied on to a material extent in preparing this Report.

Date Document File Ref July 2007 Edge Hill 2020 Leaflet June 2007 Edge Hill 2020 Campus Masterplan Baseline Analysis Report

Appendices

Edge Hill 2020 Leaflet (July 2007)

AGENDA ITEM: 5/12

CABINET: 18th September 2007

______Report of: Executive Manager Planning and Development Services

Relevant Portfolio Holder: Councillor Ian Grant

Contact for further information: Ian Bond (Extn. 5167) ______

SUBJECT: LIST OF BUILDINGS OF LOCAL ARCHITECTURAL OR HISTORIC INTEREST - REVIEW AND UPDATE ______

The following wards are affected.

District wide.

1.0 PURPOSE OF THE REPORT

1.1 To update Members on the Council’s current list of buildings of local architectural or historic interest and to seek Members approval to publish the revised list.

2.0 RECOMMENDATIONS TO CABINET

2.1 That Members approve the revised list of Buildings of Local Architectural or Historic Interest appended to this report.

2.2 That the Executive Manager Planning and Development Services be authorised to make the necessary arrangements to publish the revised ‘list’ and notify property owners.

3.0 BACKGROUND

3.1 The historic environment is seen as an essential element in building sustainable communities. The effective use of historic buildings and places can provide a focus for regeneration and can ensure the sustainable use of resources. The Government in Planning Policy Guidance Note 15 - Planning and the Historic Environment urges local authorities to maintain and strengthen their commitment to the stewardship of the historic environment.

3.2 The recent Government White Paper - Heritage Protection for the 21st Century aims to promote the use of more local designations to ensure adequate protection is given to buildings, which provide communities with a local identity. The White Paper aims to build on existing initiatives by encouraging local authorities to further develop a more open and comprehensive heritage protection system, identifying and protecting buildings, which have a local value.

3.3 Existing statutory controls exist and remain for the protection of the most important historic buildings (Listed Buildings) but it should be recognised that listed buildings represent only a small fraction of our heritage. Many other buildings and structures fall outside the statutory system which have an importance, historically or socially, and help to define the character and appearance of our towns, villages and countryside. These locally important buildings play an important role in the distinctiveness of the District.

3.4 Locally important buildings will often represent good examples of local vernacular architecture, be local landmarks, or indeed be buildings, which have played an important role in the development of a community. In this respect locally listed buildings may include buildings, which are more contemporary in age.

3.5 In December 2002 Members approved the production of a list of Buildings of Local Architectural or Historic Interest and in January 2005 Cabinet approved the publication of the finalised list, which has 109 building entries.

4.0 CURRENT POSITION

4.1 The publication of the local list was never intended as a ‘one-off’ document. I consider it important to review the list entries to ensure they still justify inclusion and to provide the opportunity for new buildings to be added if they meet the criteria for designation.

4.2 The review also provides an opportunity to consider the promotion of new entries, which represent buildings from periods under represented in the statutory lists e.g. buildings from the late Victorian and Edwardian period (1890 – 1910).

4.3 In October 2006 letters where sent to the Parish Council’s asking for help and seeking new nominations for inclusion on the local list. Responses have been received from 6 Parish Councils. I have also received requests from 3 residents to add buildings to the list.

4.4 It is important to stress that buildings which are included on the local list cannot be afforded statutory protection in the same way as it can be given to Listed Buildings. Inclusion on the local list nevertheless identifies a buildings heritage value within the community and means that it is less likely to be demolished or unsympathetically altered or extended. Policy EN 5 of the West Lancashire Replacement Local Plan states that planning applications which affect buildings of local architectural of historic interest will only be approved if they incorporate measures to secure the preservation of original features.

5.0 THE REVIEW

5.1 In total, since the local list was published in January 2005 I have received nominations for a further 38 buildings to be added to the list.

5.2 All the buildings have been assessed using the previously approved methodology, which involves assessment by a criterion based scoring system. The 5 criteria relating to the authenticity of the buildings form and whether it retained original features, its architectural value, whether it had any cultural or social significance, its appearance and lastly its value to the community. To qualify for inclusion a building must score at least 7 points out of a maximum of 10 points.

5.3 The building assessments have been undertaken by the Council’s Heritage and Environment Manager and Conservation Officer.

5.4 The amended local list is appended to this report for Members information. In total 10 new buildings have been added to the list. A further building has been deleted (Lathom House, Lathom Avenue, Parbold), after its reassessment showed that it had been altered significantly during renovation works. Whilst the building was still of some historic value the changes have resulted in its architectural form being affected resulting in a loss of authenticity.

5.5 In order to keep the local list up to date I will continue to monitor the buildings on the current list and will aim to undertake a further full review in 2010.

6.0 SUSTAINABILITY IMPLICATIONS/COMMUNITY STRATEGY

6.1 The need to continue with efforts to protect and improve the quality of the District’s environment including the streetscene, natural and built heritage of our towns, villages and countryside has been identified as a key issue in the Sustainable Community Strategy for West Lancashire 2007-2017.

7.0 FINANCIAL AND RESOURCE IMPLICATIONS

7.1 There are no specific financial and resource implications arising from this report.

8.0 RISK ASSESSMENT

8.1 There are no risk assessment issues arising from this report.

9.0 CONCLUSIONS

9.1 Maintaining an up to date list of Buildings of Local Architectural or Historic Interest reflects the Councils continuing commitment to help preserve and enhance the Districts diverse build heritage. The local list is an integral part of heritage protection and helps raise awareness of the distinctive character of our District.

Background Documents

The following background documents (as defined in Section 100D (5) of the Local Government Act 1972) have been relied on to a material extent in preparing this Report.

Date Document File Ref 2002 – to date Locally Listed Buildings LLB/1

Equality Impact Assessment

There is no evidence from an initial assessment of an adverse impact on equality in relation to the equality target groups.

Appendices

List of Buildings of Local Architectural or Historic Interest.

LIST OF BUILDINGS OF LOCAL ARCHITECTURAL OR HISTORIC INTEREST

Update – 1st Review September 2007

Parish Address Reference Conservation Area

Aughton Brookfield Lane

Barn at Brookfield Green Farm LLB1

Fir Tree Lane

Round House LLB2

Formby Lane

Garden Wall at Walsh Hall LLB3

Parrs Lane

Island House LLB4

Prescot Road

278 LLB5

Springfield Road

45 LLB6

Springfield Pumping Station LLB7 (filter house, pump house and tower)

The Swan Hotel LLB110 NB - added 18.09.2007 Bickerstaffe Church Road

Old Vicarage LLB8

Coal Pit Lane

Brookdale Farm LLB9

Cunscough Lane

Brookfield House LLB10

Sineacre Lane

Barrow Nook Hall LLB11 Walkden House LLB12

Bispham Chorley Road

Bispham Free Grammar School LLB13 Maltkiln Lane / Chorley Road Farmers Arms Inn LLB14 Maltkiln Lane / Chorley Road School House LLB15 Maltkiln Lane / Chorley Road Eccles Lane

Nelsons Farmhouse LLB16

Hall Lane

1 Clarke’s Cottages LLB117a NB - added 2 Clarke’s Cottages LLB117b 18.09.2007 3 Clarke’s Cottages LLB117c 4 Clarke’s Cottages LLB117d Maltkiln Lane

Grange Farmhouse LLB17 Bispham Green Eagle & Child Inn LLB18 Bispham Green Barn Adj to Eagle & Child LLB19 Bispham Green Old Stores Cottage LLB20 Bispham Green 8 LLB21 Bispham Green Rose Cottage LLB22 Bispham Green

Grimshaw Green Lane

Andertons Farm LLB23 Andertons Barn LLB23.1

Burscough Crabtree Lane

St Andrews Mission Church LLB116 NB - added 18.09.2007 Junction Lane

Burscough War Memorial LLB118 NB - added 18.09.2007 Liverpool Road South

123 LLB24

Mill Lane

Burscough Library LLB111 NB - added 18.09.2007 Moss Lane

White Dial Farmhouse LLB25

Smithy Walk

Canal Wharf building (range LLB112 NB - added fronting Leeds Liverpool canal) 18.09.2007

Dalton Higher Lane

Dalton Grange LLB26 St. Michaels CoE School LLB27 1 School House LLB28 2 School House LLB29

Lees Lane

Holland House LLB30 Prescotts farm LLB31

Downholland School Lane

52 LLB32

Great Altcar Altcar Road

93 LLB33 95 LLB34

Halsall Northmoor Lane

Pemberton House LLB35

Summerwood Lane

Saracen’s Head LLB36

Hilldale Robin Lane

4 Robin Lane LLB119a NB - added 6 Robin Lane LLB119b 18.09.2007 Hesketh With The Brow Becconsall 4 LLB37 The Brow 6 LLB38 The Brow

Lathom Briars Lane

Briars Mill LLB39 Briars Brook

North Meols Church Road

Fleetwood Farmhouse LLB40 St. Stephens Church LLB41

Newburgh Ash Brow

Ash Brow Cottage LLB42 Newburgh Ashleigh LLB43 Newburgh Lathoms Close Cottage LLB44 Newburgh Bedford Barn LLB113 Newburgh NB - added 18.09.2007 Back Lane

Christ Church LLB45 Newburgh Church View LLB46 Newburgh High House Farm LLB47 Newburgh CoE School LLB48 Newburgh

Cobbs Brow Lane

12 LLB49 Newburgh

Sandy Lane

Moss Cottage LLB50

Ormskirk St. Helens Road

Scarth Hill Mission Church LLB51

Edge Hill College (original buildings) LLB52

Parbold Alder Lane

Wayfarer Restaurant (Gillets LLB53 House) 7 Alder Lane LLB53.1 9 Alder Lane LLB53.2

Lancaster Lane

The Lindley Hotel LLB54 Lancaster Lane Lancaster Barn LLB55 Lancaster Lane Brandreth Lodge LLB56 Lancaster Lane Delf House LLB57 Lancaster Lane Lancaster House (on site of LLB58 Lancaster Lane Convent of Notre Dame)

Lathom Avenue

Lathom House (formerly LLB59 Deleted from list Barton’s) 18th September 2007. Mill Lane

37, The old Smithy LLB60 Mill Lane 39 LLB61 Mill Lane

Station Road

Parbold Railway Station LLB62 Graving Dock LLB63 Mill Lane

The Common

42 LLB64 44 LLB65 67 LLB66 Lancaster Lane 73 LLB67 Lancaster Lane 74 LLB68 Lancaster Lane 75 (Blue Bell Cottage) LLB69 Lancaster Lane

Rufford Flash Lane

Rufford School LLB70 Rufford Park The Hermitage LLB71 Rufford Park

Liverpool Road

61 LLB72 63 LLB73

Wiggins Bridge

Holmeswood Pumping Station LLB74

Scarisbrick Bescar Lane

Cottage E. of Bescar House LLB75 (No.163)

Drummersdale Lane

Copelands Farmhouse LLB76 Gill House Farmhouse LLB77 Stone Cottage LLB78 Stone barn @ Smithy Nook Farm LLB114 NB - added 18.09.2007. Hall Road

St. Elizabeths Parish Centre LLB79 Scarisbrick Park

Heatons Bridge

Heatons Bridge Inn LLB80

Pinfold Lane

Cottage SW OF Quarry LLB81 Pinfold (no. 8)

Southport Road

3 Red Lion Bridge Cottage LLB82 Scarisbrick Park 2 Red Lion Bridge Cottage LLB83 Scarisbrick Park North Lodge LLB84 Scarisbrick Park South Lodge LLB85 Scarisbrick Park Farm workers dwelling @ LLB115 NB - added Diglake Farm 18.09.2007

Skelmersdale Ormskirk Road

306 LLB86 308 LLB87 310 LLB88 312 LLB89 314 LLB90

Ashurst Road

Former farm buildings adjacent LLB91 to The Old Toby Inn

Tarleton Church Road

Tarleton Holy Trinity Church LLB92 Plox Brow

Plox Brow

Former Barn (The Boskins) LLB93 Plox Brow Outbuildings to Mayo Farm LLB94 Plox Brow (Mayo Farm Barn)

The Gravel, Mere Brow

National School LLB95

The Strine, Sollom

Cuerden Farm Barn LLB96 Cuerden Farm LLB97 Rams Head Inn (Inidigo) LLB98

Liverpool Old Road

Jenkinsons Farm LLB99 Sollom Laurel Cottage LLB100 Sollom Moor Farm LLB101 Sollom

Up Holland Dingle Road

Hall Bridge Farmhouse LLB102

Ormskirk Road

196 The Old Smithy LLB103 Garnett Lees

Walthew Green LLB104 6 LLB105 8 Pimbo Lane

Sefton House Farmhouse LLB106

Wrightington Moss Lane

Estate Office LLB107 The Hermitage LLB108

Mossy Lea Road

Lathoms Charity Farmhouse LLB109

AGENDA ITEM: 5/13

CABINET: 18th September 2007

______

Report of: Executive Manager Planning and Development Services

Relevant Portfolio Holder: Councillor Ian Grant

Contact for further information: Paul Hatch (Extn. 5284) ______

SUBJECT: ORMSKIRK BYPASS ______

The following wards are affected: - Knowsley, Derby and Bickerstaffe.

1.0 PURPOSE OF THE REPORT

1.1 To inform Members of the progress made by Lancashire County Council on the Ormskirk Bypass scheme and to provide information that will be relevant when considering any future planning application.

1.2 To give Members an opportunity to express further comment on the bypass scheme in the light of the information contained in this report.

2.0 RECOMMENDATIONS

2.1 That the District Council offers its support in principle to the proposed Ormskirk By-pass but is concerned to ensure that the proposal incorporates a package of additional measures to mitigate any negative impact from the scheme, including any additional infrastructure requirements, such measures to include:-

(i) provision of a roundabout or other appropriate improvement scheme at the junction of the A59/Pippin Street

(ii) measures to deal with additional traffic flows in Pinfold and Scarisbrick on the A570 and the A577 outside Ormskirk school.

2.2 The District Council reserves the right to consider any further issues arising at the planning application stage.

3.0 BACKGROUND

3.1 Over the past 12 months Lancashire County Council have been continuing to prepare the case for the Ormskirk Bypass, with the target of submitting a planning application at some point in late 2007.

3.2 Throughout 2007 the County Council have been preparing detailed plans for the project and have undertaken traffic modelling of the effects that the bypass scheme would have on traffic on the existing road network.

3.3 Throughout August the County Council undertook a consultation exercise which involved the delivery of leaflets and have held exhibition events in both the Ormskirk and Westhead areas.

4.0 CURRENT POSITION

4.1 Lancashire County Council expect to be in a position to submit a planning application late in 2007, although this application will be made to their own planning department the District Council will be given opportunity, as will all members of the public, to make comment on the proposal and support or object the scheme.

4.2 Set out below are a number of key issues that will need to be considered by District Council Officers and Members prior to coming any conclusions on the bypass proposal.

Impacts on existing traffic:

4.3 As part of preparing to submit a planning application for the bypass scheme Lancashire County Council have undertaken an extensive level of traffic modelling to examine the impact that the proposed bypass will have on the traffic both within Ormskirk Town Centre and on surrounding roads.

4.4 This traffic modelling information was put before Council Members at a special presentation given by Lancashire County Council officers prior to the Council Meeting on the 18th July 2007.

4.5 The modelling suggests that the impacts that a bypass will have on the surrounding road system will vary from place to place, with a reduction in traffic notably Ormskirk Town Centre, but increases in some places on the current levels of traffic. The modelling is based upon a 2012 date and compares a ‘do minimum’ forecast figure (ie if no bypass was to be built) against a situation where the bypass does exist (a ‘do something’ option).

4.6 Within the town centre of Ormskirk there will be, in general, a reduction in traffic, with the one-way system experiencing a reduction of between 20% and 30% of its current traffic levels. The A570 to the West of the town will also experience a reduction in traffic of between 30% and 40%, with the section by the Comrades Club experiencing a reduction of 54% in current traffic. The A570 to the East of the town is expected to see a decrease of between 40% and 50%.

4.7 However not all areas of the town centre experience such reductions, with some routes actually seeing an increase in current traffic levels. For example the traffic modelling suggests that Knowsley Road, close to the Park will see a rise in traffic of between 25% and 50%, although this does seem something of an anomaly given all surrounding roads would see traffic reductions. The A577 to the East of the town (Wigan Road/Crosshall Brow) )will see a mixed impact, with a reduction in traffic travelling Eastbound by between 23% and 41% but traffic travelling Westbound is expected to increase by between 3% and 27%. The traffic modelling does suggest that there will be a reduction of traffic on the A577 in the Westhead area of between 15% and 25%.

4.8 On routes outside the town centre there are indications that existing traffic problems may be exacerbated in particular locations. For example at Pippin Street (by the Beaufort Hotel) the modelling suggests that the level of traffic travelling Eastbound will increase by 50% and the use of the A59 between Ormskirk and Burscough will increase by 20% in both directions. Where the bypass joins to the existing A570 route West of Ormskirk there is an expected increase in traffic of 50%. Beyond the junction with the bypass the A570 between Ormskirk and Southport, through Pinfold and Scarsbrick, is expected to see an increase of between 20% and 30% in traffic from the current level.

Visual Impacts

4.9 For the majority of its length the Bypass will undercut into the landscape or run at ground level, therefore reducing its impact on the character of the area. There is one area of the route where the route will run on an embankment above ground level, this is where the Bypass will cross the Ormskirk – Preston railway line and the potential for impact on the visual amenity will be at its highest.

4.10 The option of running the bypass under the railway line has been looked at by the County Council, but is not considered financially viable. As part of the preparation of the landscaping plans for the bypass the District Councils Tree and Landscape Officer has been involved in discussing proposals and advised that careful consideration in relation to screening through bunding and planting is essential. The main issue considered was that this particular area of the proposed bypass is of an open nature and any proposed development and associated screening will have an affect on the character of the landscape.

4.11 Careful consideration will have to be given to the impacts that the proposed Bypass will have on any areas of special interest, particularly the impacts it will have on the area which is important for its landscape history near to Vicarage Lane.

Changes to the existing road and footpath network

4.12 The current proposals for the bypass ensure that the majority of key roads are either connected to the Bypass or pass under / over the new route. The only exception to this is the proposed severance of Vicarage Lane.

4.13 The current proposal indicates that the vehicular route of Vicarage Lane will be severed and replaced with a footbridge over the bypass. It is anticipated that all through traffic will be diverted onto Whiteleys Lane and access will remain onto Vicarage Lane from either side of the bypass.

4.14 There is also the potential that the proposed route could sever a number of public rights of way along the route. At this stage it is not clear whether access across the bypass is planned for any footpaths severed by the route.

Residential Amenity 4.15 The bypass passes close to a number of residential properties, particularly in the vicinity of Heskin Lane and therefore consideration will need to be given to the impact on residential amenity, both through the visual impact but also the noise impact that such a proposal will have. It is expected that a well- managed landscaping plan should help to mitigate impacts on residential amenity along the route.

Other Considerations

4.16 There are other issues that should be given consideration through the planning process. For example the bypass scheme proposes the creation of a number of new features that will have positive impacts on the area, including new footpaths and cycleways along the bypass route, the use of sustainable drainage systems and the new proposed footway / cycleway at Lady’s Walk which ensures that the future potential of a linear park between Ormskirk and Skelmersdale.

5.0 ISSUES

5.1 When considering any future planning application there will be a number of specific issues to consider and it will be critical that as part of any planning submission the County Council provide detailed information on how such issues are being addressed as part of the proposals.

5.2 The traffic modelling has indicated that the bypass proposal could have both positive and negative impacts on the current traffic situation in and around Ormskirk. It is likely that Ormskirk Town Centre will benefit in traffic reduction terms as a result of the bypass.

5.3 However, there are concerns to how the bypass proposal will affect other parts of the road network. Particularly on routes that have existing traffic problems such as the A59 Pippin Street junction in Burscough and the A570 in Pinfold and Scarisbrick. If the bypass route is to be implemented then the increases in traffic, particularly in the areas highlighted, need to be addressed through improvements to the existing roads and junctions.

5.4 Other issues that will require addressing, as part of the planning proposal will be the impact and mitigation on residential amenity, affect on public rights of way and most importantly of all the impact on the visual quality of the landscape.

5.5 There is now the opportunity to put forward any concerns that the District Council have, not just with the proposals for the bypass but also the perceived affects that the bypass will have on the traffic on the existing road network.

6.0 SUSTAINABILITY IMPLICATIONS/COMMUNITY STRATEGY

6.1 The creation of a bypass route in Ormskirk will have beneficial impacts on the environment within Ormskirk Town Centre, particularly in improving air quality. The bypass will also improve accessibility and connectivity on the road system within Ormskirk area.

7.0 FINANCIAL AND RESOURCE IMPLICATIONS

7.1 The bypass scheme will require significant funding in order for it to be implemented. This funding will have to be sought through Central Government funding streams.

7.2 Although a County Council scheme there will be limited resource issues in terms of officer time spent in liaising with relevant organisations and preparing any District Council comments on the future submission of the planning application.

8.0 RISK ASSESSMENT

8.1 It is important that the issue of impact on the surrounding road network is raised at this point and the District Council expresses a view on this matter prior to the submission of any planning application by the County Council.

9.0 CONCLUSION

9.1 That the District Council highlights to Lancashire County Council the need to incorporate measures as part of the By pass scheme to deal with the potential increases in traffic in particular sensitive locations. These areas include the junction of the A59 / Pippin Street, Burscough, the A570 Pinfold / Scarsbrick and the A577 in the vicinity of Ormskirk School.

Background Documents

The following background documents (as defined in Section 100D (5) of the Local Government Act 1972) have been relied on to a material extent in preparing this Report.

Date Document File Ref 18th July 2007 Accompanying information to LCC’s presentation to Council on the 18th July 2007.

Equality Impact Assessment

There is no evidence from an initial assessment of an adverse impact on equality in relation to the equality target groups.

Appendices

None

AGENDA ITEM: 5/14

CABINET: 18 SEPTEMBER 2007

______Report of: Executive Manager Housing and Property Maintenance Services

Relevant Portfolio Holders: Councillors J Baldock and I Grant

Contact for further information: Midge Kelly (ext 5197) ______

SUBJECT: QUARTERLY GAS AND ELECTRICITY USE IN CORPORATE BUILDINGS ______MK/2.799cab 30 August 2007

District-wide interest.

1.0 PURPOSE OF THE REPORT

1.1 To present details of gas and electricity consumption for the quarter April – June 2007 compared with the same period in 2006.

2.0 RECOMMENDATIONS

2.1 That the information presented is noted.

2.2 That Cabinet monitor progress in future by quarterly Member Updates.

3.0 BACKGROUND

3.1 The corporate energy action plan for 2007/08 that was adopted in July 2007, specified that quarterly reports be brought to Cabinet setting out consumption figures for gas and electricity. This is the first quarterly report, and relates to the first quarter of the financial year 2007/08.

3.2 Gas and electricity consumption figures are presented in Appendix 1 to this report. Consumption of gas for space heating has been standardised using degree day procedure to offset variation on consumption due to one period being generally colder than the other. Standardised figures are those marked ‘weather-corrected’ in the table. Underlying data have been taken from meter readings in all cases.

4.0 OBSERVATIONS ON (WEATHER-CORRECTED) GAS USE

4.1 Gas use was lower in quarter 1 of 2007 than in the same period in 2006 for all but two buildings. For buildings where data were available for both years, total consumption in the period for 2007 was 37% less than 2006.

4.2 The exceptions to the trend were Tanhouse Neighbourhood Office, where gas use was the same for both periods, and Tanhouse Community Centre, where consumption was markedly higher in 2007 than 2006.

4.3 No explanation for the increase at Tanhouse Community Centre is readily available, other than variations in occupancy of the Centre. However, further work is in hand to identify the cause so that corrective action can be taken.

5.0 OBSERVATIONS ON ELECTRICITY USE

5.1 Electricity consumption was lower in quarter 1 of 2007 than in the same period in 2006 for all buildings (where data are available) apart from the Investment Centre - the average reduction was 8% if the Investment Centre is excluded. If the Investment Centre is included, total electricity consumption for the period was 2% higher in 2007 than 2006.

5.2 In 61 Westgate, consumption in quarter 1 of 2007 was markedly less than in the same period of 2006 – a reduction of 33% relative to 2006. This is believed to be largely due to a successful campaign by staff to reduce consumption.

5.3 Electricity use by the Investment Centre in 2007 was 13% higher in 2007 than during the same period in 2006. This is likely to be due largely to the main air conditioning system operating continually during the period to meet the specific cooling needs of one tenant. The situation was resolved by installation of a modular dedicated air conditioning unit in August, which enabled the main plant to be switched off for part of the time. Members will be aware that we are working with the tenants of the Investment Centre to reduce the costs of fuel usage as part of their service charge.

6.0 FUTURE DEVELOPMENTS PLANNED

6.1 The capital investment programme for 2007/08 includes a provision of £12,000 for energy efficiency measures. Some of this funding will be used to install optimisers in Digmoor and Tanhouse Community Centre, by October 2007. These devices should reduce gas consumption by controlling more effectively the firing times of the heating boilers to take account of internal and external temperature. If effective, optimisers will be considered for the other community centres.

6.2 The capital investment programme also includes a sum for replacing the roof of Stanley Depot’s office block. As the present roof contains minimal insulation, this measure should reduce gas consumption for heating.

7.0 SUSTAINABILITY IMPLICATIONS

7.1 Reducing corporate consumption of energy generated largely from fossil fuels and nuclear power will improve the environment by reducing emissions of carbon dioxide (which contribute to climate change) and other pollutants, reducing consumption of finite fossil fuels and reducing the production of nuclear waste.

8.0 FINANCIAL AND RESOURCE IMPLICATIONS

8.1 Whether gas and electricity bills for the Council rise or fall from one period to the next depends on trends in consumption and trends in unit costs - but reduced consumption will always be of financial benefit, whether unit costs increase or decrease. As the unit cost varies between buildings, the exact financial effect of the consumption information presented here has not been determined, but annual figures will be reported through the usual budgetary process in due course.

9.0 RISK ASSESSMENT

9.1 There are no risks associated with this report.

Background Documents

There are no background documents (as defined in Section 100D (5) of the Local Government Act 1972) to this Report.

Equality Impact Assessment

There is no evidence from an initial assessment of an adverse impact on equality in relation to the equality target groups.

Appendices

Comparison of gas and electricity consumption for the first quarter of 2006/07 and 2007/08

APPENDIX 1 – COMPARISON OF GAS AND ELECTRICITY CONSUMPTION FOR THE FIRST QUARTER 1 OF 2006/07 AND 2007/08

A - Gas Consumption, Quarter 1 – Comparison 2006/7 with 2007/8

Building/Period Area in sq m kWh used in Weather WC kWh per quarter corrected kWh sq m 52 Derby Street 2417

Q1 2006/7 58103 69084 28.6 Q1 2007/8 20874 23233 9.6 Stanley Depot 1398

Q1 2006/7 57924 68872 49.3 Q1 2007/8 45700 50864 36.4 Civic Hall 702

Q1 2006/7 26332 31309 44.6 Q1 2007/8 15299 17028 24.3 Investment Centre 3086 Q1 2006/7 Q1 2007/8 N/A N/A N/A 233164 259512 84.1 Chapel Gallery 240

Q1 2006/7 11194 13310 55.5 Q1 2007/8 6569 7311 30.5 61 Westgate 267

Q1 2006/7 7819 9297 34.8 Q1 2007/8 7404 8241 30.9 Digmoor NO 204

Q1 2006/7 7229 8595 42.1 Q1 2007/8 4586 5104 25.0

Tanhouse NO 309

Q1 2006/7 8472 10073 32.6 Q1 2007/8 9045 10067 32.6

Building/Period Area in sq m kWh used in Weather WC kWh per quarter corrected kWh sq m Ormskirk CC 376

Q1 2006/7 8387 9972 26.5 Q1 2007/8 6883 7661 20.4 Digmoor CC 244

Q1 2006/7 10971 13044 53.5 Q1 2007/8 7441 8282 33.9 Tanhouse CC 292

Q1 2006/7 4804 5712 19.6 Q1 2007/8 8945 9956 34.1 West Skem CC 299

Q1 2006/7 0 0 0 Q1 2007/8 8374 9320 31.2 Birch Green CC 288

Q1 2006/7 9640 11462 39.8 Q1 2007/8 9236 10280 35.7 Ashurst CC 297

Q1 2006/7 N/A N/A N/A Q1 2007/8 11748 13076 44.0

Total WC kWh in Q1 of 2006/07 = 250730 kWh

Total WC kWh in Q1 of 2007/08 = 158027 kWh (37% reduction on 2006/07)

(Only for sites where data available for both years and not including West Skem CC, where a fire put the centre out of use for a while in 2006/07)

B - Electricity Consumption, Quarter 1 – Comparison 2006/7 with 2007/8

Building/Period Area in sq m kWh used in WC kWh per quarter sq m 52 Derby Street 2417

Q1 2006/7 107377 44.4 Q1 2007/8 101502 42.0 Westec House 812

Q1 2006/07 101866 125.4 Q1 2007/08 96290 118.6 Stanley Depot 1398

Q1 2006/7 N/A N/A Q1 2007/8 47840 34.2 Civic Hall 702

Q1 2006/7 10250 14.6 Q1 2007/8 9405 13.4 Investment Centre 3086 Q1 2006/7 Q1 2007/8 256535 83.1 289729 93.9 Chapel Gallery 240

Q1 2006/7 7156 29.8 Q1 2007/8 5626 23.4 61 Westgate 267

Q1 2006/7 18951 71.0 Q1 2007/8 12789 47.9 Digmoor NO 204

Q1 2006/7 5649 27.7 Q1 2007/8 5503 27.0 Tanhouse NO 309

Q1 2006/7 N/A N/A Q1 2007/8 7344 23.8 Ormskirk CC 376

Q1 2006/7 3607 9.6 Q1 2007/8 3579 9.5

Building/Period Area in sq m kWh used in WC kWh per quarter sq m Digmoor CC 244

Q1 2006/7 9920 40.7 Q1 2007/8 9108 37.3 Tanhouse CC 292

Q1 2006/7 5212 17.8 Q1 2007/8 4653 15.9

West Skem CC 299

Q1 2006/7 0 0 Q1 2007/8 3016 10.1 Birch Green CC 288

Q1 2006/7 6223 21.6 Q1 2007/8 6075 21.1 Ashurst CC 297

Q1 2006/7 N/A N/A Q1 2007/8 4279 14.4

ELECTRICITY

Total kWh in Q1 of 2006/07 = 532746 kWh

Total kWh in Q1 of 2007/08 = 544259 kWh (2% increase on 2006/07)

(Only for sites where data available for both years and not including West Skem CC, where a fire put the centre out of use for a while in 2006/07)

Excluding Investment Centre:

Total kWh in Q1 of 2006/07 = 276211 kWh

Total kWh in Q1 of 2007/08 = 254530 kWh (8% reduction on 2006/07)

Investment Centre alone:

KWh in Q1 of 2006/07 = 256535 kWh

KWh in Q1 of 2007/08 = 289729 kWh (13% increase on 2006/07)

AGENDA ITEM: 5/15

CABINET: 18 September 2007

______

Report of: Executive Manager Housing and Property Maintenance Services

Relevant Portfolio Holder: Councillor Mrs Val Hopley

Contact for further information: R.V. Livermore (Extn: 5200) ______

SUBJECT: AMP TRUST (now known as Northern Housing Consortium Charitable Trust) ______

RVL/EH2.794cab 30 August 2007

1.0 PURPOSE OF THE REPORT

1.1 The purpose of the report is to advise Members that the AMP Trust Initiative has been unsuccessful and that £82,596.03p is being awarded to the Council by way of a grant and a decision is required on where Members would like to invest this money.

2.0 RECOMMENDATION

2.1 That Cabinet decide from the list in paragraph 4 which scheme they would like this “windfall” to be invested.

3.0 BACKGROUND

3.1 The background to this report is that the Council invested £85,000 and became a “Golden Shareholder” in the AMP Trust.

3.2 A number of Local Authorities within the Northern Housing Consortium joined the AMP Trust . The formation of the Trust was at a time when Government were deregulating the gas and electric industries and there was a view, expressed by Government, that organisations such as the Northern Housing Consortium could form an energy company. The concept of the formation of the energy company would be to try and reduce fuel poverty and to target a fairer tariff system. Currently, the market place has a tariff system which favours those with the financial resources to pay their bill by direct debit rather than those who are paying their bill on a weekly basis through a pre-payment meter arrangement.

3.3 The best endeavours were made through the AMP Trust to use the bulk- buying power of the Authorities within the Northern Housing Consortium to establish the vision that the Government were advocating.

3.4 Unfortunately, the best endeavours of the Northern Housing Consortium could not establish a company that would deliver the benefits envisaged and indeed there have been no companies formed within the now established market place that provide a fair tariff arrangement in an attempt to reduce fuel poverty.

3.5 West Lancashire District Council put forward £85,000 and recognised that 20% of this would be at risk whilst the remaining 80% would be secure. When the Council made the decision to support this initiative it was aware of the risks and accepted that the remaining 80% will be repaid in the form of a grant. The Trust that administered the grant on behalf of the Northern Housing Consortium have indicated that the grant should be used to meet the original objectives which were stated as:

- Improvement to the Housing Stock - Low-cost energy to householders - Increased comfort and insulation standards - Grants for energy efficiency measures

I have shared with the Trust the schemes in 4.2 and been advised that all the listed schemes would be eligible for grant assistance.

3.6 I have been advised by the Northern Housing Consortium that the Council can apply for a grant of £82,596.03p which is our 80% stake plus interest derived on this. As Members will note this is nearly all of the investment back to the Council from this initiative.

4.0 CURRENT POSITION

4.1 The current position is that the money has been transferred from the AMP Trust to the Northern Housing Consortium Charitable Trust . The requirements of the Trust are that the money held should be used for schemes which demonstrate energy efficiency.

4.2 I have, therefore, given Members a choice of schemes that would meet this requirement. The list of schemes are as follows:

a) Improved insulation b) New PVCu windows c) Upgrading existing single-glazed uPVC windows to double glazing d) Appointment of an Energy Efficiency Officer (2 year period) to attract grants for further investment in both public and private sector homes e) Upgrade gas boilers to move energy efficient boilers f) Replace electric storage heaters with gas boilers g) Install renewable energy to sheltered housing schemes h) Provide residents with energy efficient light bulbs

5.0 FINANCIAL AND RESOURCE IMPLICATIONS

5.1 The Council have invested £85,000 in the Amp Trust Initiative and, whilst it hasn’t been a success story, the Council has tried reduce fuel poverty within its Terms of Reference and Remit. The grant which can now be obtained of £82,596.03p whilst slightly less that the original money that has been invested has enabled investigations to take place into this matter in a very systematic way.

5.2 The money is now available to be invested in energy efficiency measures and in paragraph 4 a list of schemes are available for Member consideration.

6.0 SUSTAINABILITY IMPLICATIONS/COMMUNITY STRATEGY

6.1 The schemes put forward are to achieve energy efficiency and enable therefore energy to be more sustainable for the future.

6.2 The Community Strategy welcomes investment in energy efficiency.

7.0 RISK ASSESSMENT

7.1 There are no major risks associated with the investment suggested.

8.0 CONCLUSION

8.1 Members views are sought on how to invest the “windfall” of £82,596.03p.

Background Documents

There are no background documents (as defined in Section 100D(5) of the Local Government Act 1972) to this Report.

Equality Impact Assessment

There is no evidence from an initial assessment of an adverse impact on equality in relation to the equality target groups.

Appendices

None

AGENDA ITEM: 5/16

CABINET: 18 SEPTEMBER 2007

______

Report of: Executive Manager Housing and Property Maintenance Services

Relevant Portfolio Holder: Councillor V Hopley

Contact for further information: William Berkley (Ext. 5412) ______

SUBJECT: ENERGY PERFORMANCE CERTIFICATES – PILOT FOR SOCIAL HOUSING ______RVL/WB/EH2.802cab 30 August 2007

District wide interest

1.0 PURPOSE OF THE REPORT

1.1 To inform the Cabinet of the introduction of Energy Performance Certificates (EPCs) for social housing.

1.2 To inform Cabinet of the Government pilot scheme to produce EPCs for social housing.

1.3 To seek retrospective approval to participate in the Government’s Pilot Scheme for the introduction of EPCs for social housing.

2.0 RECOMMENDATIONS TO CABINET

2.1 That Cabinet notes the impending introduction of Energy Performance Certificates (EPCs) for social housing.

2.2 That Cabinet notes the DCLG pilot scheme.

2.3 That Cabinet further notes and endorses the actions of the Executive Manager Housing and Property Maintenance Services after consultation with the Portfolio Holder for Housing.

3.0 BACKGROUND

3.1 Energy Performance Certificates (EPCs) are due to introduced for social housing in October 2008. This will require the Council to provide an EPC when letting or selling a property.

3.2 EPCs tell you how energy efficient a home is on a scale of A-G. The most efficient homes - which should have the lowest fuel bills - are in band A. The Certificate also tells you, on a scale of A-G, about the impact the home has on the environment. Better-rated homes should have less impact through carbon dioxide (CO2) emissions. The average property in the UK is in bands D-E for both ratings. The Certificate includes recommendations on ways to improve the home's energy efficiency to save you money and help the environment. A sample EPC is included as appendix A.

3.3 In May the Department for Communities and Local Government (DCLG) set out proposals to Parliament to invite Local Authorities and Registered Social Landlords to work with them to introduce EPCs on a voluntary basis in social housing.

3.4 In July the Council received an invitation from the DCLG to participate in an EPC pilot scheme, in which the DCLG offered to meet 50% of the costs.

3.5 Officers were keen to take advantage of this subsidy and the opportunity to influence future Government policy. A proposal was quickly drafted to meet the extremely tight deadline. The bid proposed to produce in the region of 1200 EPCs for a broad spectrum of our housing stock.

3.6 After consultation with the Portfolio Holder for Housing, a bid was submitted expressing our interest in participating in this Pilot Scheme.

3.7 On the 13th July we received notification that our bid was successful and the Council had been allocated the 50% funding up to a maximum of £18,940.

3.8 After obtaining the necessary exception from standing orders an order was raised based on the most competitive quotation we had received.

4.0 PROPOSALS

4.1 We carefully monitor the pilot scheme and report back to the DCLG regularly on our progress and fully participate in their review following the pilot scheme.

4.2 That following the lessons learned from the Pilot Scheme and any subsequent DCLG guidance, a further report be produced with detailed recommendations for a strategy to deal the official introduction of EPCs for social housing, which is currently scheduled for October 2008.

5.0 SUSTAINABILITY IMPLICATIONS/COMMUNITY STRATEGY

5.1 There are no sustainability issues directly associated with this report. However, the resulting EPCs will assist us in raising our tenants’ awareness of energy efficiency.

6.0 FINANCIAL AND RESOURCE IMPLICATIONS

6.1 The Council’s contribution to the pilot scheme will be £18,940, which will be met from working balances. The DCLG contribution will also be £18,940, which will be payable on completion of the project.

6.2 The financial implications for the full implementation of EPC’s within the Council’s housing stock will be presented in a further report.

7.0 RISK ASSESSMENT

7.1 The Council has been successful in obtaining Government funding to carry out work which will be required of us, as a Landlord, from October 2008. The knowledge of being involved in the Pilot will help mitigate risks associated with this work when the Council will have a statutory duty to prove EPCs for any letting of sales of our dwellings.

8.0 CONCLUSIONS

8.1 Officers have acted promptly to take advantage of government subsidies for the production of EPCs. This has put officers in a position to learn valuable lessons for the formulation an EPC strategy and has give the Council the opportunity to influence Government guidelines.

Background Documents

The following background documents (as defined in Section 100D (5) of the Local Government Act 1972) have been relied on to a material extent in preparing this Report.

Date Document File Ref

8 June 2007 Letter from Communities and Local Government – Invitation to Bid 15 June 2007 Letter to EPBD Programme - Expressing Interest 13 July 2007 Letter from Communities and Local Government – Acceptance of Bid

Equality Impact Assessment

There is no evidence from an initial assessment of an adverse impact on equality in relation to the equality target groups.

Appendices

Appendix A – Sample EPC Certificate

Energy Performance Certificate

17 Any Street, Dwelling type: Detached house Any Town, Date of assessment: 02 February 2007 County, Date of certificate: [dd mmmm yyyy] YY3 5XX Reference number: 0000-0000-0000-0000-0000 Total floor area: 166 m² This home’s performance is rated in terms of the energy use per square metre of floor area, energy efficiency based on fuel costs and environmental impact based on carbon dioxide (CO2) emissions.

Energy Efficiency Rating Environmental Impact (CO2) Rating

Current Potential Current Potential

Very energy efficient - lower running costs Very environmentally friendly - lower CO2 emissions (92-100) A (92-100) A (81-91) B (81-91) B (69-80) C (69-80) C C 73 C 69 (55-68) D (55-68) D (39-54) E (39-54) E 37 (21-38) F (21-38) F 31 (1-20) G (1-20) G

Not energy efficient - higher running costs Not environmentally friendly - higher CO2 emissions EU Directive EU Directive England & Wales 2002/91/EC England & Wales 2002/91/EC The energy efficiency rating is a measure of the The environmental impact rating is a measure of a overall efficiency of a home. The higher the rating home’s impact on the environment in terms of the more energy efficient the home is and the carbon dioxide (CO2) emissions. The higher the lower the fuel bills will be. rating the less impact it has on the environment.

Estimated energy use, carbon dioxide (CO2) emissions and fuel costs of this home

Current Potential Energy Use 453 kWh/m² per year 178 kWh/m² per year Carbon dioxide emissions 13 tonnes per year 4.9 tonnes per year Lighting £81 per year £65 per year Heating £1173 per year £457 per year Hot water £219 per year £104 per year Based on standardised assumptions about occupancy, heating patterns and geographical location, the above table provides an indication of how much it will cost to provide lighting, heating and hot water to this home. The fuel costs only take into account the cost of fuel and not any associated service, maintenance or safety inspection. This certificate has been provided for comparative purposes only and enables one home to be compared with another. Always check the date the certificate was issued, because fuel prices can increase over time and energy saving recommendations will evolve. To see how this home can achieve its potential rating please see the recommended measures.

Remember to look for the energy saving recommended logo when buying energy-efficient products. It’s a quick and easy way to identify the most energy-efficient products on the market. For advice on how to take action and to find out about offers available to help make your home more energy efficient, call 0800 512 012 or visit www.energysavingtrust.org.uk/myhome

Page 1 of 6 17 Any Street, Any Town, County, YY3 5XX Energy Performance Certificate [certificate date] RRN: 0000-0000-0000-0000-0000

About this document The Energy Performance Certificate for this dwelling was produced following an energy assessment undertaken by a qualified assessor, accredited by [scheme name], to a scheme authorised by the Government. This certificate was produced using the RdSAP 2005 assessment methodology and has been produced under the [regulations]. A copy of the certificate has been lodged on a national register.

Assessor’s accreditation number: [accredition number] Assessor’s name: [assessor name] Company name/trading name: [company name] Address: [company address] [address continued] Phone number: [phone] Fax number: [fax] E-mail address: [e-mail] Related party disclosure: [disclosure] If you have a complaint or wish to confirm that the certificate is genuine Details of the assessor and the relevant accreditation scheme are on the certificate. You can get contact details of the accreditation scheme from our website at [website address] together with details of their procedures for confirming authenticity of a certificate and for making a complaint. About the bulding’s performance ratings The ratings on the certificate provide a measure of the building's overall energy efficiency and its environmental impact, calculated in accordance with a national methodology that takes into account factors such as insulation, heating and hot water systems, ventilation and fuels used. The average energy efficiency rating for a dwelling in England and Wales is band E (rating 46). Not all buildings are used in the same way, so energy ratings use 'standard occupancy' assumptions which may be different from the specific way you use your building. Different methods of calculation are used for homes and for other buildings. Details can be found at www.communities.gov.uk. Buildings that are more energy efficient use less energy, save money and help protect the environment. A building with a rating of 100 would cost almost nothing to heat and light and would cause almost no carbon emissions. The potential ratings in the certificate describe how close this building could get to 100 if all the cost effective recommended improvements were implemented. About the impact of buildings on the environment One of the biggest contributors to global warming is carbon dioxide. The way we use energy in buildings causes emissions of carbon. The energy we use for heating, lighting and power in homes produces over a quarter of the UK's carbon dioxide emissions and other buildings produce a further one-sixth. The average household causes about 6 tonnes of carbon dioxide every year. Adopting the recommendations in this report can reduce emissions and protect the environment. You could reduce emissions even more by switching to renewable energy sources. In addition there are many simple every day measures that will save money, improve comfort and reduce the impact on the environment, such as: • Check that your heating system thermostat is not set too high (in a home, 21°C in the living room is suggested) and use the timer to ensure you only heat the building when necessary. • Make sure your hot water is not too hot - a cylinder thermostat need not normally be higher than 60°C. • Turn off lights when not needed and do not leave appliances on standby. Remember not to leave chargers (e.g. for mobile phones) turned on when you are not using them.

Visit the Government's website at www.communities.gov.uk to: • Find how to confirm the authenticity of an energy performance certificate • Find how to make a complaint about a certificate or the assessor who produced it • Learn more about the national register where this certificate has been lodged • Learn more about energy efficiency and reducing energy consumption

Page 2 of 6 Recommended measures to improve this home’s energy performance

17 Any Street, Date of certificate: [dd mmmm yyyy] Any Town, Reference number: 0000-0000-0000-0000-0000 County, YY3 5XX

Summary of this home’s energy performance related features

The following is an assessment of the key individual elements that have an impact on this home’s performance rating. Each element is assessed against the following scale: Very poor / Poor / Average / Good / Very good.

Current performance Element Description Energy Efficiency Environmental Walls Cavity wall, as built (no insulation) Poor Poor

Roof Pitched, 250 mm loft insulation Good Good

Floor Solid, no insulation (assumed) – –

Windows Partial double glazing Poor Poor

Main heating Boiler and radiators, mains gas Average Average

Main heating controls Programmer, room thermostat and TRVs Average Average

Secondary heating None – –

Hot water From main system, no cylinderstat Poor Poor

Lighting Low energy lighting in 75% of fixed outlets Very good Very good Current energy efficiency rating F 37

Current environmental impact (CO2) rating F 31

Page 3 of 6 17 Any Street, Any Town, County, YY3 5XX Recommendations [certificate date] RRN: 0000-0000-0000-0000-0000

Recommendations The measures below are cost effective. The performance ratings after improvement listed below are cumulative, that is they assume the improvements have been installed in the order that they appear in the table. Typical savings Performance ratings after improvement Lower cost measures (up to £500) per year Energy efficiency Environmental impact

1 Cavity wall insulation £411 E 53 E 46

2 Low energy lighting for all fixed outlets £11 E 53 E 46

Sub-total £422

Higher cost measures (over £500)

3 Hot water cylinder thermostat £102 D 58 E 51

4 Replace boiler with £323 C 73 C 69 Band A condensing boiler

Total £847

Potential energy efficiency rating C 73

Potential environmental impact (CO2) rating C 69

Further measures to achieve even higher standards The further measures listed below should be considered in addition to those already specified if aiming for the highest possible standards for this home. 5 Replace single glazed windows £40 C 75 C 71 with low-E double glazing 6 Solar photovoltaics £49 C 77 C 74 panels, 25% of roof area Enhanced energy efficiency rating C 77

Enhanced environmental impact (CO2) rating C 74 Improvements to the energy efficiency and environmental impact ratings will usually be in step with each other. However, they can sometimes diverge because reduced energy costs are not always accompanied by a reduction in carbon dioxide (CO2) emissions.

Page 4 of 6 17 Any Street, Any Town, County, YY3 5XX Recommendations [certificate date] RRN: 0000-0000-0000-0000-0000

About the cost effective measures to improve this home’s performance ratings

Lower cost measures (typically up to £500 each) These measures are relatively inexpensive to install and are worth tackling first. Some of them may be installed as DIY projects. DIY is not always straightforward, and sometimes there are health and safety risks, so take advice before carrying out DIY improvements. 1 Cavity wall insulation Cavity wall insulation, to fill the gap between the inner and outer layers of external walls with an insulating material, reduces heat loss. The insulation material is pumped into the gap through small holes that are drilled into the outer walls, and the holes are made good afterwards. As specialist machinery is used to fill the cavity, a professional installation company should carry out this work, and they should carry out a thorough survey before commencing work to be sure that this type of insulation is right for this home. They should also provide a guarantee for the work and handle any building control issues. Further information can be obtained from National Cavity Insulation Association (http://dubois.vital.co.uk/database/ceed/cavity.html).

2 Low energy lighting Replacement of traditional light bulbs with energy saving recommended ones will reduce lighting costs over the lifetime of the bulb, and they last up to 12 times longer than ordinary light bulbs. Also consider selecting low energy light fittings when redecorating; contact the Lighting Association for your nearest stockist of Domestic Energy Efficient Lighting Scheme fittings.

Higher cost measures (typically over £500 each) 3 Cylinder thermostat A hot water cylinder thermostat enables the boiler to switch off when the water in the cylinder reaches the required temperature; this minimises the amount of energy that is used and lowers fuel bills. The thermostat is temperature sensor that sends a signal to the boiler when the required temperature is reached. To be fully effective it needs to be sited in the correct position and hard wired in place, so it should be installed by a competent plumber or heating engineer.

4 Band A condensing boiler A condensing boiler is capable of much higher efficiencies than other types of boiler, meaning it will burn less fuel to heat this property. This improvement is most appropriate when the existing central heating boiler needs repair or replacement, but there may be exceptional circumstances making this impractical. Condensing boilers need a drain for the condensate which limits their location; remember this when considering remodelling the room containing the existing boiler even if the latter is to be retained for the time being (for example a kitchen makeover). Building Regulations apply to this work, so your local authority building control department should be informed, unless the installer is registered with a competent persons scheme1, and can therefore self-certify the work for Building Regulation compliance. Ask a qualified heating engineer to explain the options.

About the further measures to achieve even higher standards

Further measures that could deliver even higher standards for this home. 5 Double glazing Double glazing is the term given to a system where two panes of glass are made up into a sealed unit. Replacing existing single-glazed windows with double glazing will improve comfort in the home by reducing draughts and cold spots near windows. Double-glazed windows may also reduce noise, improve security and combat problems with condensation. Building Regulations apply to this work, so either use a contractor who is registered with a competent persons scheme1 or obtain advice from your local authority building control department.

6 Solar photovoltaics (PV) panels A solar PV system is one which converts light directly into electricity via panels placed on the roof with no waste1 For information and no onemissions. competent Thispersons electricity schemes isenter used "existing throughout competent the person home schemes" in the sameinto an wayinternet as search the electricity engine or purchasedcontact your localfrom Energy an energy Saving supplier.Trust advice The centre Solar on 0800 Trade 512 Association 012. has up-to-date information on local installers who are qualified electricians and any grant that may be available. . Planning restrictions may apply in certain neighbourhoods and you should check this with the local authority. Building Regulations applyPage to5 of 6 this work, so your local authority building control department should be informed, unless the installer is registered with a competent persons scheme1, and can therefore self-certify the work for Building Regulation compliance. Ask a suitably qualified electrician to explain the options. 17 Any Street, Any Town, County, YY3 5XX Recommendations [certificate date] RRN: 0000-0000-0000-0000-0000

6 Solar photovoltaics (PV) panels A solar PV system is one which converts light directly into electricity via panels placed on the roof with no waste and no emissions. This electricity is used throughout the home in the same way as the electricity purchased from an energy supplier. The Solar Trade Association has up-to-date information on local installers who are qualified electricians and any grant that may be available. . Planning restrictions may apply in certain neighbourhoods and you should check this with the local authority. Building Regulations apply to this work, so your local authority building control department should be informed, unless the installer is registered with a competent persons scheme1, and can therefore self-certify the work for Building Regulation compliance. Ask a suitably qualified electrician to explain the options.

1 For information on competent persons schemes enter "existing competent person schemes" into an internet search engine or contact your local Energy Saving Trust advice centre on 0800 512 012.

Page 6 of 6 AGENDA ITEM: 5/17

CABINET: 18 SEPTEMBER 2007

EXECUTIVE OVERVIEW & SCRUTINY COMMITTEE: 4 OCTOBER 2007

______

Report of: R.V. Livermore, Executive Manager Housing and Property Maintenance Services and S. Byron, Executive Manager Planning and Development Services

Relevant Portfolio Holders: Councillor Mrs. Hopley and Councillor I. Grant

Contact for further information: R.V. Livermore (Extn 5200) S. Byron (Extn 5165) ______

SUBJECT: HOUSING GREEN PAPER – HOMES FOR THE FUTURE : MORE AFFORDABLE, MORE SUSTAINABLE ______

RVL/EH2804cab+execo&s 30th August 2007

District wide interest

1.0 PURPOSE OF THE REPORT

1.1 The purpose of this report is to advise Members regarding the Housing Green Paper and how the comments of the Council will be made.

2.0 RECOMMENDATIONS TO CABINET

2.1 That Cabinet note that a presentation was made on Monday, 10th September to all Members.

2.2 That the matter be referred to the Executive Overview and Scrutiny Committee for comment and deliberation at the meeting scheduled for 4th October 2007. 2.3 That the Executive Manager Housing and Property Maintenance Services and Executive Manager Planning and Development Services draft a response to Government after consultation with the relevant Portfolio Holders, after taking into consideration the views and comments expressed at the Executive Overview and Scrutiny Committee and any views that may be expressed by the Tenant and Residents Forum.

2.4 Call in is not appropriate as the matter is being referred to the Executive Overview and Scrutiny Committee.

3.0 RECOMMENDATION TO THE EXECUTIVE OVERVIEW AND SCRUTINY COMMITTEE

3.1 That the Committee advise of any comments they wish to make in relation to a response to Central Government.

4.0 BACKGROUND

4.1 The Housing Green Paper was published in July 2007 and sets out the Government’s plans for the delivery of affordable housing. These can be summarised as follows:

The Government has set a new housing target for 2016 of 240,000 additional homes with a total of 3 million homes needed by 2020, 2 million of them before 2016.

£8 billion has been earmarked by the Government for a programme of affordable housing in 2008/2011 to deliver 45,000 new affordable homes for rent and over 25,000 shared ownership and shared equity homes.

Planning Reviews – Regional Spatial Strategies will be partially reviewed by 2011 to increase Regional and Local targets, reflecting plans for the increase in housing of 240,000 by 2016.

Local Authorities will have the opportunity to build and manage new homes through setting up Local Housing Companies.

Local Authorities Strategic Housing role will be critical to achieve the Government’s ambition for housing supply.

5.0 PRESENT POSITION

5.1 The Housing Green Paper covers a number of topics, which include:

More homes to meet growing demand How to create places and homes that people want to live in Making homes more affordable Delivery : How we make it happen

5.2 In addition to the issues raised within the Green Paper there are supporting documents which cover the following areas:

Eco town Perspective Building a Greener Future Building Regulations, Energy Efficiency Requirement for New Dwellings Water Efficiency in New Buildings Improving the Sustainability of New Homes Strategic Land Availability Assessment : Practical Guide Impact Assessment for Homes for the Future Regulatory Impact Assessment for Energy Efficiency Requirements for New Homes Regulatory Impact Assessment for Building a Greener Future Draft Guidance on Planning Performance Agreements, and Provisional Allocations to Local Authorities of the Second Tranch of Planning Delivery Grant 2007/8

5.3 At the time of drafting this report a number of Members have requested copies of the Green Paper and supporting documentation. We have experienced some difficulty in obtaining these from the Government Stationery Office and every attempt will be made to ensure that Members receive all relevant background documents.

5.4 The subject matter is complex and the supporting papers go into some depth regarding the issues which need to be addressed by Local Authorities in partnership with others. In view of this, a presentation has been made to Members.

5.5 The presentation on the 10th September looked at the Government’s proposals within the Green Paper. Members will no doubt wish to debate this matter, and we are recommending to Cabinet that the matter is referred to the Executive Overview and Scrutiny Committee at their meeting on the 4th October 2007, so that a debate can take place regarding the proposals to enable the views of the Council to be submitted to Government.

5.6 The closing date for comments on the Green Paper is the 15th October 2007, and we are proposing that we make the comments on behalf of the Council after consultation with relevant Portfolio Holders.

5.7 Members are perfectly at liberty to make their own comments to the Green Paper and these should be addressed to The Housing Green Paper, Communities and Local Government, Consultation Co-ordinator, Zone 2/J9 Eland House, Bressenden Place, London, SW1 E5DU, or by email to [email protected].

5.8 A presentation will also be made to the Tenant and Residents Forum on 2nd October 2007. Any comments made will be fed into the decision-making process.

6.0 ISSUES

6.1 The Government, within the Green Paper are inviting views on the range of ideas and proposals contained within the Green Paper, but have particularly asked for views on:

I. Do you consider that any additional tools and/or mechanisms are now needed to deliver the Design Policies in order to achieve our aspirations for an uplift in quality and to improve inclusive design ? II. Do you agree that further work to explore and evaluate quality assurance approaches would be worthwhile ? III. What are your views on our proposals to allow Councils to retain the full rental income from and Capital Receipts on disposal of, additional new properties financed from local resources and consult on detailed options ? IV. What are your views on our proposals to change the pooling regime for Receipts from Shared Equity Schemes that Local Authorities develop and consult further on any detailed proposals ? V. What are your views on the strengths of the models for developing new supply set out in Chapter 12 ? VI. Are there other models you know of which could effectively secure the outcomes sought ?

6.2 In addition to the particular questions that have been raised by Government, Members may also wish to consider the following areas:

a. Are there any areas in West Lancashire that may be suitable to be a growth point and would Members wish to bid to Government for consideration ? b. Do Members have any views regarding the proposed Housing and Planning Delivery Grant which would incentivise Councils to deliver additional homes ? c. The utilisation of public sector land to deliver more homes d. Better use of disused land to maximise developments on brown field sites e. Better use of existing buildings (e.g. bring empty homes back into use) f. Creation of a New Homes Agency g. Development of five Eco Towns h. Use of Regional Spatial Strategy to deliver the Government’s goals i. The move to a Single Regional Strategy for Economic Development Housing and Planning to be delivered through the Regional Development Agency j. Well designed homes and places including greener homes k. More affordable homes to buy or rent l. More social housing m. Reforms to the Housing Revenue Account n. Changes to the mortgage market o. Addressing skills and capacity issues within the construction market

7.0 PROPOSALS

7.1 The way that the Housing Green Paper is being considered gives Members maximum opportunity to make their own proposals and we do not intend to make detailed proposals within this report.

7.2 The Housing Green Paper, we believe, should be broadly welcomed as it addresses some issues that this Council has had concerns about and has created it’s own Affordable Housing Strategy to tackle those issues which will ensure that local people can access housing at a price which is affordable to them.

8.0 SUSTAINABILITY IMPLICATIONS/COMMUNITY STRATEGY

8.1 The proposals within the Green Paper appear to be sustainable and the measures that the Government propose to ensure that homes are delivered will mean that people will have a greater opportunity to access a basic necessity of housing.

8.2 The Community Strategy wants to improve homes and create places where people wish to live. This is very much in line with the Government’s proposals.

9.0 FINANCIAL AND RESOURCE IMPLICATIONS

9.1 There are no direct financial or resource implications regarding the comments that Members may make regarding the Green Paper.

9.2 There may be resource or financial implications from some of the proposals that arise from the Green Paper and the Council will need to consider these further regarding any detailed work that arises as a result of the Government’s policy changes.

10.0 RISK ASSESSMENT

10.1 There are no major risks arising from the Green Paper itself, although, once again, there will need to be proper risk assessments carried out regarding any of the detailed proposals that emerge in due course.

11.0 CONCLUSION

11.1 The Green Paper should broadly be welcomed and the comments and observations of Members will help to inform the response given to Government.

Background Documents

The following background documents (as defined in Section 100D (5) of the Local Government Act 1972) have been relied on to a material extent in preparing this Report.

Date Document File Ref July Housing Green Paper

Equality Impact Assessment

There is no evidence from an initial assessment of an adverse impact on equality in relation to the equality target groups.

Appendices

None

AGENDA ITEM: 5/18

CABINET: 18 SEPTEMBER 2007

______

Report of: Executive Manager Housing and Property Maintenance Services

Relevant Portfolio Holder: Councillor Mrs Hopley

Contact for further information: Louisa Blundell (Extn.5212) ______

SUBJECT: LEARNING DISABILITY PROJECT ______RVL/LJB/SAJ/BC/2796Cab 30 August 2007

District wide interest

1.0 PURPOSE OF THE REPORT

1.1 To advise Members of the work undertaken by a sub group of the Lancashire County Council’s Learning Disability Partnership Board, the Learning Disability Housing Task Group (LDHTG) and seek endorsement to the recommendations outlined below.

2.0 RECOMMENDATIONS

2.1 That the Executive Manager, Housing and Property Maintenance Services be given delegated authority, in consultation with the Portfolio Holder for Community and Housing Services, to allow up to a maximum of six tenancies a year to be allocated to this client group as an exemption to the current Housing Allocation Policy.

2.2 That Members consider the level of financial support, if any, the Council would wish to contribute, as a key partner in this service, up to a maximum of £3,525.

3.0 BACKGROUND

3.1 The LDHTG was initially set up to improve access to housing for people with learning disabilities in West Lancashire.

3.2 The group met with Executive Manager – Housing and Property Maintenance Services, Strategic Policy and Projects Manager and Strategic Projects Manager, on 28th February 2007 to review the LDHTG Action Plan and discuss how to progress some of the tasks within it.

3.3 It was agreed at this meeting that Strategic Projects Manager, Louisa Blundell, would progress key tasks identified and would report to Cabinet Members before the next housing focused Learning Disability Partnership Board on progress and proposals. The next housing focused meeting is scheduled for 13th November 2007.

3.4 Each of the key tasks being considered by the LDHTG are listed below and will be outlined in more detail in Sections 4.0 to 7.0.

• Production of an Learning Disability Housing Enquiry Form • Options for expanding the use of 63 Harsnips • Allocation of up to a maximum of 6 properties per annum to clients with learning disabilities using delegated authority

4.0 LEARNING DISABILITY ENQUIRY FORM

4.1 At the meeting with Executive Manager – Housing and Property Maintenance Services in February the LDHTG expressed a desire to develop a specific Learning Disability Housing Enquiry Form.

4.2 Good practice examples of forms currently being used by other housing authorities and housing associations, for people with learning disabilities, were reviewed and a new form, which is attached as Appendix A, was developed. This form has been compared for content with the West Lancashire Housing Application Form to ensure that the key basic housing needs information contained within the enquiry form are compatible.

4.3 The purpose of this form is to help the District Council and partners better map and plan for the future housing and support needs of people with learning disabilities who are currently living with parents or carers.

4.4 The Housing Divisional Management Team (DMT) have already considered the use of the Housing Enquiry form. LDHTG intends to take the form to the Learning Disability Partnership Board to distribute it to all people known to them with learning disabilities and/or their carers. This would assist in gathering additional information from people with learning disabilities not currently receiving support from Lancashire County Council Adult and Community Services (LCC-ACS) - Learning Disability Team.

4.5 The completed forms will be returned to Housing Services and information collated and maintained on a separate database, until a person with learning disabilities is ready to live independently. At this point they or their advocate will then be required to complete the standard housing application form and their housing application processed as an exemption to the normal allocation procedures under delegated authority of the Executive Manager Housing and Property Maintenance Services.

4.6 Whilst clients / carers / support providers will be encouraged to update Housing Management of any changes in information submitted on the original form, it is proposed that those listed on this database will be contacted on an annual basis to ensure that the information held about their housing aspirations are correct.

4.7 It is estimated by LCC ACS - Learning Disability Team that there are approximately 154 people with learning disabilities currently living with family or carers in West Lancashire. Details of the split across the District and more specifically within Skelmersdale are attached at Appendices B.

5.0 HOUSING OPTIONS FOR PEOPLE WITH A LEARNING DISABILITY IN WEST LANCASHIRE

5.1 The LDHTG have considered models and options for accommodation provision and identified those, which can be speedily supported. These are:

Current Models Model 1 - Shared Tenancy – this model of accommodation is provided through two registered social landlords. The District Council could work with LCC ACS and RSL partners to develop additional provision of this model of accommodation. Model 2 - Individual supported tenancies Model 3 – Flat schemes for people with low-level support. Individuals grouped into flats in one location. This model of accommodation its available but not through the District Council.

Potential Models Model 2 – Core and Cluster – flats or smaller 1 –2 bed properties in close proximity to each other to enable staff to provide support to a number of people with low level learning disabilities Model 3 – single / 2 person with floating support. – smaller easy to manage properties for 1 –2 people living independently with minimal support.

5.2 The LDHTG will continue to work to develop some of these options and partnerships with other agencies such as Mencap over the next twelve months and report back to Members as appropriate.

6.0 63 HARSNIPS

6.1 63 Harsnips is leased from the District Council by Lancashire County Council until April 2008 and offers a community outreach service run by LCC ACS Learning Disabilities Team for 12 people formally attending Whiteledge Day Service.

6.2 The people attending this outreach service are acquiring life skills to enable them to become self-supporting such as cleaning, cooking and shopping. Many of them still live with parents or carers and will in the future be moving to live more independently. These skills will empower them when they decide to move away from the family home to live independently.

6.3 As the project has developed, some of the 12 people have developed to the point where they no longer need high levels of support from support staff. The networks of friends, employment they have secured and the activities they now participate in within the local area have meant them using the Harsnips base on a less frequent basis. It has meant that new people have been introduced to the service, increasing the number supported. This is the expected pattern of use.

6.4 To develop this successful service further the LDHTG are interested in expanding the use of 63 Harsnips by offering some of those using the outreach service the opportunity to stay at the property during the weekends. These people would be able to develop their self-support skills, test their relationship skills with someone they planned to live with and prove their ability to live an independent life to their families. Colleagues from LCC ACS – Learning Disability Team have advised that there are already some people who would benefit from this opportunity.

6.5 District Council Planning and Building Control Officers confirm that no changes in existing planning permissions would be necessary.

7.0 ALLOCATION OF PROPERTIES TO LEARNING DISABILITY CLIENTS

7.1 Subject to Member approval, it is proposed that the Executive Manager, Housing and Property Maintenance Services be given delegated authority to allow up to a maximum of six tenancies a year to be allocated to this client group using the information from the original Housing Enquiry Form and standard application form. The creation of the learning disability database with information from the enquiry forms will assist Housing Services and LCC ACS in identifying suitable properties.

8.0 SUSTAINABILITY IMPLICATIONS/COMMUNITY STRATEGY

8.1 Endorsement of the proposals to introduce a new Housing Enquiry Form and a delegated authority to enable allocation of up to a maximum of six units of accommodation per annum for clients with learning disabilities will contribute to identifying and meeting the housing needs of this client group.

8.2 Expanding the use of 63 Harsnips will provide opportunities for people with learning disabilities to further develop their own self-support skills and support the Community Strategy’s priority issues to protect vulnerable people and promote independent living.

8.3 These proposals have links to the following Community Strategy themes: Health and Social Care and Community Regeneration and Housing.

9.0 POTENTIAL FINANCIAL AND RESOURCE IMPLICATIONS

9.1 The LCC ACS - Learning Disability Team need to consider the long-term sustainability of the project. LCC ACS are currently paying full rental for the property and would like to explore the options available to reduce the level of annual rental paid of £3525. It is for Members to consider whether, the significant benefits that 63 Harsnips offers people with learning disabilities, a reduction in need for intensive support and the fact that its provision has links to a number of priority issues within the Community Strategy is of sufficient merit to receive financial support, if any, from the Council up to £3,525 per annum following renewal of the lease in 2008.

9.2 The implementation of the Learning Disability Enquiry Form and establishment and maintenance of a database will require resources in terms of staff time, however it is anticipated that this can be accommodated initially by staff within the Housing Strategy Team and then long term within the Housing Management – Housing Options / Voids and Allocations Team.

10.0 EQUALITY IMPACT ASSESSMENT

10.1 From an initial assessment of impact on equality in relation to the equality target groups, endorsement of recommendations will improve the ability of people with learning disabilities to access and sustain affordable social housing and support services.

Background Documents

The following background documents (as defined in Section 100D (5) of the Local Government Act 1972) have been relied on to a material extent in preparing this Report.

Date Document File Ref

Appendices

Appendix A Learning Disability Housing Enquiry Form Appendix B LCC ACS LDT Database – Districts split of people with LD currently living with family carers

Appendix A

Dear Family/Carer/Support Worker,

Having a good place to live is very important for everyone.

West Lancashire District Council wants to help make sure that there are enough good places for people with learning difficulties to live. We want to help to make sure that there are lots of good choices.

To do this we need to know what people with leaning disabilities want. It will help us to know where people live now, how many want to move and where they would like to live.

We have tried to make this form clear and easy to use. Please help your relative or friend to think about where they live now and where and how they might like to live in the future. Please make sure they understand we cannot use this form to help anyone move right now, it is a way of finding out what we need to do to meet their housing needs.

If anyone does not want to fill in the form, that’s ok but we would appreciate it if you complete the tear off slip below to let us know. We will look at our database of information every year. If you want to contact us before this please do so.

Any information provided on the forms will be treated with strict confidence.

When we have the forms back, we will let you know what we find out. We will use what we find out in a few ways:

• help us make better housing plans for people with learning difficulties • advise Housing Associations so that they can help us provide more homes for people with learning difficulties • work with Housing Associations and support applications to the Housing Corporation for funding to build more homes • share information with Lancashire County Council’s Adult and Community Services Directorate

Please send the completed forms to xxxxxxxxxxx at West Lancashire District Council, 52 Derby Street, Ormskirk, L39 2DQ.

Thank you for your help. Xxxxxxxxxxxxxxxx …………………………………………………………………………………………………………………

To: West Lancashire District Council

I / we do not wish to complete this Housing Enquiry Form at present but please keep our contact details on your database. Name:______ Address:______ Signature:______

Date:______

Housing Enquiry Form

THIS IS A CONFIDENTIAL DOCUMENT This means that the only people who have access to this information is YOU, your carer or advocate, West Lancashire District Council and Lancashire County Council Adult and Community Services staff on a need to know basis.

We will only share information with others where you agree that we can.

This information will be treated in confidence and in accordance with the requirements of the Data Protection Act. Information recorded about you may be held on computer.

You have the right under the Data Protection Act to see information held about you on computer and in other files. If you would like to see any information that is kept on files about you, please contact the Council for a form and your request will be dealt with.

If you would like information about another person, your request with reason for application should be made under the Freedom of Information Act.

The contact details for West Lancashire District Council may be found at the back of this document. If you require this Enquiry Form in Braille, large print, audio tape or translated please telephone Mr Parfitt on 01695 585209 Housing Enquiry Form

If you would like someone else to speak to us on your behalf, please tell us their name and address.

Name ……………………………………………………………………………………………………………….. Address:………………………………………………………………………………………………… …………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………… Telephone Number: ………………………………………………………………………………………. About you

2. What is your full name? 1. What is your date of birth?

______3. How old are you? ______

4.Are you a man or a woman? Please tick a box

5. What is your address now?

6.Who owns the house where you live now? Please tick a box Housing Your Council Association family

7. How long have you lived at your house?

______months ______years

Who do you live with? Please tick a box

Parents Another relative

Friend Other – please specify

8. What sort of house do you live in now? Please tick a box A bed-sit A flat

A house A bungalow A house you share with If it is none of these, please tell us about what you live in ______

9. Do you get any benefits? Please tick a box Yes No

What benefits do you get? ______

10. Please tell us about any medical or health conditions that you have …………………………………………………………………………………………………………………………… 11. When might you want to move to a new home?

Please tick 1 box 0 – 2 years

2 -5 years

5 - 10

12. If there is anyone else that you would like to live with you, please tell us their details.

What is their name?______

Are they a man or a woman?______

What is their date of birth? ______

How do you know the person?______

Is there anyone else you would like to live with?

What is their name?______

Are they a man or a woman?______

What is their date of birth? ______

How do you know the person?______

Is there anyone else you would like to live with?

What is their name?______

Are they a man or a woman?______

What is their date of birth? ______

How do you know the person?______

13. Please tell us what type of property you would like to live in

Please tick

A box

A bed-sit A flat

A house A bungalow A house you share with

14. On what floor would you like in your new property?

Please tick a box

Ground Upper Any floor floors floor

15. Do you need any special adaptations making to your new property? Please tell us

…………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………… …………………………………………………………………………………………………………………………… ……………………………………………………………………………………………………………………………

16. Are you given support by anyone?

Please tick Learning Occupational Physical Leaving which services Disability Therapy Disability care you have now, if you have any

Mental Children’s

Health Physiotherapy services

If there are any other services you have, please tell us ______

17. What support do you need in your every day life?

Please tick a box 24 hour support

Help with self care

Help with every day living tasks

Help with paying your bills and sorting out your money

Sensory impairment, problems hearing or seeing

Communication difficulties 18. Please tell us which areas you would like to live in and why (you can list as many as you wish)

1. Why do you want to live in this area?

2. Why do you want to live in this area?

3. Why do you want to live in this area?

4. Why do you want to live in this area?

5. Why do you want to live in this area?

6. Why do you want to live in this area?

7. Why do you want to live in this area?

19. To make sure housing is provided equally to everyone please could you tell us about your race/origin.

This information is provided in confidence

Please tick Are you White – if you are white are you a box British......

Irish……………………………………….

Any other white origin……….

Please tick Are you Black – if you are black are you a box African......

Caribbean…………………………………

Any other black origin………….

Please tick Are you Asian – if you are Asian are you a box Indian......

Pakistani…………………………………

Bangladeshi……………………………

Any other Asian origin………….

Please tick Are you Chinese –

a box ………………………………………………

Please tick Are you mixed Origin – if you are mixed Origin are you a box black and white......

white and Asian…………………………………

Any other mixed origin……………..

20. Please read this carefully and then sign.

I am signing to say the information on this form is a true.

I agree to West Lancashire District Council sharing this information with Lancashire County Council Adult and Community Services.

I will make sure I let West Lancashire District Council know when there are changes affecting this housing form. Signed ……………………………………………………………….

Date…………………………………………………………………..

If someone has filled this form in for you, please can they sign here.

Signed on behalf of the applicant ……………………………………………………. Date ………………………………….

(With thanks to Change Bank Pictures)

ADULTS WITH LEARNING DISABILITIES LIVING WITH FAMILY CARERS IN WEST LANCASHIRE

District / Area Age Range No of people with Learning Disabilities Aughton 18-30 = 2 7 30-50 = 4 50-80 = 1 Banks 18-30 = 3 10 30-50 = 5 50-80 = 2 Bickerstaffe 18-30 = 1 2 30-50 = 1 Burscough 18-30 = 5 9 30-50 = 3 50-80 = 1 Haskayne 30-50 = 1 1 Lathom 18-30 = 1 3 30-50 = 1 50-80 = 1 Ormskirk 18-30 = 9 23 30-50 = 12 50-80 = 2 Parbold 18-30 = 1 2 30-50 = 1 Rufford 18-30 = 1 2 30-50 = 1 Scarisbrick 18-30 = 1 2 30-50 = 1 Skelmersdale 18-30 = 35 87 30-50 = 45 50-80 = 7 Tarleton 18-30 = 1 5 30-50 = 4 Wrightington 30-50 = 1 1 Total 154

AGENDA ITEM: 5/19

CABINET: 18 SEPTEMBER 2007

______

Report of: Executive Manager Housing and Property Maintenance Services

Relevant Portfolio Holder: Councillor Mrs Hopley

Contact for further information: Laura Gee (Extn.5196) ______

SUBJECT: WEST LANCS PROPERTY LETS ______SAJ/LG/EH/BC/2800cab 30 August 2007

1.0 PURPOSE OF THE REPORT

1.1 To consider and approve the implementation of a pilot scheme for a property management service to be called West Lancs Property Lets. This will help support private sector landlords operating in the District.

2.0 RECOMMENDATION TO CABINET

2.1 That the proposed pilot scheme, West Lancs Property Lets, be implemented for the 12 month trial period for up to a maximum of 10 properties.

2.2 That the Executive Manager Housing and Property Maintenance Services be given delegated authority to review and update the scheme on a regular basis in consultation with the Portfolio Holder and to report back to Cabinet on completion of the 12 month pilot period. ______

3.0 BACKGROUND

3.1 The Council currently assists households who are homeless or threatened with homelessness to find suitable accommodation within the district.

3.2 The performance of the Housing Division’s Voids and Allocations Team in reducing void levels and decreasing void turnaround times, whilst benefiting the majority of households, has made the task of finding accommodation for homeless households more problematic. 3.3 The Council has already achieved the target of halving the number of households placed in temporary accommodation, four years ahead of the Governments 2010 target. To ensure that this level of performance is maintained, research has been undertaken into increasing the involvement of the private sector, to provide additional accommodation options to the residents of the district.

3.4 Consultation with local private landlords revealed a reluctance to offer tenancies to households who are claiming housing benefit. As a result, the private sector is becoming a closed market to many households in housing need.

3.5 During research to define the pilot project it was found that in 2002 the Borough of Poole successfully established a property management scheme as one option to reduce the number of families being placed into bed and breakfast accommodation. By 2006, the scheme had prevented 200 families from becoming homeless and was fully self-financing. This Scheme,Homes4let, now has its own premises, website, team of staff and manages over 160 properties at a competitive market rate. The focus of the project has not changed and Homes4let still works closely with the Borough of Poole to prevent homelessness.

3.6 Additionally, Exeter City Council has commissioned a scheme based on the Homes4let model. The Exeter City Council Extralet scheme began in 2006 and at April 2007 was managing 20 properties. The scheme has exceeded expectations by housing 12 families before they became homeless. This removed the need for temporary accommodation or a homeless application and the associated costs which fall on the General Revenue Account and local tax payers. All these cases were recorded as homeless prevention cases which is a key Government indicator.

3.7 The legal power to operate such a scheme is provided under the well-being provisions of Part I of the Local Government Act 2000.

4.0 SCOPE OF SCHEME

4.1 West Lancs Property Lets would be a property management service that will be administered on a 12-month pilot basis by the existing Homelessness Advice & Prevention Team within the Housing Services Division.

4.2 The pilot scheme would offer services up to a maximum of 10 properties during the 12 month period.

4.3 The scheme will offer an enhanced property management service to private landlords for a competitive management fee. Details of the scheme can be found at Appendix A.

4.4 The scheme aims to build a portfolio of properties of all types and size across the district. Each property will be checked prior to entering the scheme to ensure that it is suitable for letting. 4.5 Houses in multiple occupation and student accommodation will not be included within the operation of the pilot scheme.

4.6 Landlords will be offered three levels of service to choose from. The basic level of service will offer a tenant finder and vetting service along with liaison with housing benefits. The highest level of service will offer a full management service including dealing with repairs. Details of the service levels on offer can be found at Appendix A.

4.7 The landlord will enter into an agreement for each property within the scheme. This agreement will allow the Council to be the exclusive managing agent for that property and will allow for direct nominations from the Council’s Homelessness Advice & Prevention Team.

5.0 ISSUES

5.1 The Homelessness Advice & Prevention Team have been successful in reducing the number of households making homeless presentations to the Council by focusing more on prevention methods.

5.2 Our reducing void levels are beginning to impact on the number of households being placed into temporary accommodation. The period of time, a family remains in temporary accommodation is also increasing.

5.3 To ensure that our homeless levels remain low, it is important that there is an increase the number of housing options. This can be achieved in part by increasing the role of the private sector.

5.4 A similar scheme set up in Exeter within first few months of operation accommodated 12 families. Those 12 families were threatened with homelessness. By having the ability to accommodate them, 12 homeless presentations were avoided and there was no need for temporary accommodation to be used and the associated costs on the General Revenue Account.

6.0 THE COUNCIL’S RESPONSE

6.1 West Lancashire District Council fully supports the private sector as a key contributor in supporting the Council’s activity in tackling and preventing homelessness.

7.0 FINANCIAL AND RESOURCE IMPLICATIONS

7.1 A detailed cost and risk analysis is attached at Appendix B.

7.2 The levels of risk shown at Appendix B could be funded from the Department of Communities and Local Government (DCLG) ring fenced Homelessness Grant available to the Council. However, it is shown for illustrative purposes as the scheme would be closely monitored and corrective action taken immediately to mitigate the potential call on this grant funding. Even the two expected cases would be actively managed to reduce any potential cost claims. It is in the best interest of the pilot scheme that this area of risk is marginalised.

7.3 Clearly, the pilot scheme would be terminated before the end of the 12 month period if financial risks were consistent and the agreement signed by Landlords would reflect this by capping the level of financial loss to maximum values as shown within Appendix A.

7.4 The pilot project would not require any immediate funding from the Housing Revenue Account or General Revenue Account.

8.0 SUSTAINABILITY IMPLICATIONS/COMMUNITY STRATEGY

8.1 The Government has set a target to reduce homelessness and halve the use of temporary accommodation by 2010.

8.2 The Council has been successful in meeting the target to halve the use of temporary accommodation four years early and this has been recently recognised by the DCLG.

8.3 A West Lancs Property Lets scheme will help in sustaining this performance and will assist in further reducing the numbers of people becoming homeless whilst contributing to the sustainable communities agenda.

8.4 The scheme also allows the Council to sustain eligible individuals in tenancies that may otherwise not be available to them.

9.0 RISK ASSESSMENT

9.1 There are no identified risks to the Council arising from this report other than the financial issues referred to in section 7 above.

Background Documents

The following background documents (as defined in Section 100D (5) of the Local Government Act 1972) have been relied on to a material extent in preparing this Report.

Date Document File Ref

June 2006 Local Government Act 2000 Westec House Report available from Strategic Manager (Homelessness). Also available on www.opsi.gov.uk

Extra Let Service – Exeter Westec House February 2007 City Council Report available from Strategic Manager (Homelessness). Also available on www.exeter.gov.uk

Equality Impact Assessment

There is no evidence from an initial assessment of an adverse impact on equality in relation to the equality target groups.

Appendices

Appendix A West Lancs Property Lets Scheme

Appendix B Cost Analysis and Financial Risk Assessment

Appendix A

West Lancs Property Lets

Property Management Scheme

12-month Pilot Project

West Lancs Property Lets

West Lancs Property Lets (WLPL) is a property management service run by West Lancashire District Council. The service offers an enhanced property management service to private landlords for a competitive management fee.

WLPL aims to work closely with private sector landlords to improve access to private tenancies for those families in housing need and to create sustainable long-term tenancies.

WLPL would like to build a portfolio of a range of property types from bungalows to houses across the West Lancashire area. The properties must be good quality, preferably unfurnished (although furnished properties will be considered) with a secure outside area. Accommodation for students does not fall within the scheme.

Ideally the property should have suitable floor coverings (i.e. carpet or laminate in the main rooms and vinyl in kitchens and bathrooms), curtains (at least curtain poles) or blinds, lampshades and gardens tools if required.

WLPL will keep a list of suitable tenants that have been through the vetting procedure. All the households referred will be in housing need. Not all will claim housing benefit but it is likely that some will.

Landlords opting for the Silver or Gold service will enter into a sole agency agreement, which will commit them to only dealing with the Council for that particular property for an agreed period of time. The landlord will not be allowed to market the property elsewhere. Individual sole agency agreements will be signed for each property.

The scheme is not a leasing scheme. Each sole tenancy agreement will run for an amount of time within which the Council will manage the property depending on the level of service requested by the tenant. The Council is not guaranteeing the rent. The rent will be collected from the tenant or housing benefits and forwarded to the landlord. Every effort will be made to ensure that rent is always recovered and there is a guarantee in place should arrears arise.

Services Provided

Different levels of service are offered to allow flexibility according to the landlords needs.

Bronze

The bronze service offers the following;

• Tenant Finder & Vetting Service - the scheme officer will operate a tenant finder and vetting service. This will involve the scheme officer holding a list of tenants that have been vetted by the Council using agencies such as Experian, the Council’s databases (including the Anti-Social Behaviour Team), and the Police.

• Pre-Tenancy Determination Check - the scheme officer will ensure that a Pre-Tenancy Determination check has been carried out for tenants that will be claiming housing benefit. This will identify whether the tenant will be able to meet the monthly rent or the shortfall if they will not receive the full amount from housing benefits.

• Housing Benefit Liaison - the scheme officer will liaise with housing benefits on the landlords and tenants behalf to ensure that housing benefit claim forms are completed correctly and that all requested forms of identification have been provided to ensure that the claim can be processed without delay by the Housing Benefit Department.

• Discretionary Housing Payment - in the event of any shortfall between the market rent and the amount awarded by the Housing Benefit Department, the scheme officer will assist the tenant in applying for a Discretionary Housing Payment from the Housing Benefit Department.

This service will be free to encourage private landlords to begin working with the Council.

Consulting with landlords has shown that there is little trust in the Council due to the enforcement action it is required to take around unsatisfactory privately rented properties and illegal eviction/harassment.

Landlords will need to be persuaded that the enforcement arm of the Council is only a small part of its work and to understand the benefits of working in partnership.

The service includes nominating a tenant for the property and liaison with the Housing Benefit Department for as long as that tenant is in occupation of that property.

The scheme officer will match tenants to the property type that is available and will nominate as many tenants as possible from the waiting list. The landlord will make the decision as to which tenants to let to.

The success of this level of service will be monitored over the pilot period. If the scheme is successful, a decision will be made as to the viability of charging for this service.

The day-to-day management and maintenance of the property remains the responsibility of the landlord.

Silver

The Silver service offers a day-to-day management service, similar to that of a lettings agency. The landlord will enter into a contract with the Council for the provision of the following services;

• Organising and paying for an annual gas safety check - all owners signing up to the scheme will be entitled to claim an annual gas safety check for each property managed by West Lancs Property Lets.

• Organising and paying for the initial electrical safety check - all landlords signing up for the scheme will be entitled to claim an initial electrical safety check for each property managed by West Lancs Property Lets.

• Payment of 50% of the rent when the property is empty for up to 1 month - the scheme aims to offer a fast tenant referral system and will aim to let all properties within 2 weeks.

Where this is not possible, the scheme will cover 50% of the rent whilst the property is empty, up to a total of 2 months.

• Regular property inspections (internal & external) - the scheme officer will carry out regular property inspections both internally and externally. This will enable any problems with the condition of the property to be identified and dealt with appropriately.

• A full inventory will be taken prior to the property being let and the condition of every room in the property along with any furniture will be recorded. Digital photographs will also be taken. The tenant will be taken through the inventory and asked to sign a copy (which they will keep) if they agree that the records are correct.

Another inventory will be carried out prior to the tenancy being vacated.

• Cover against damage up to a maximum value of £2,400 - the scheme officer will carry out regular inspections both internally and externally to ensure that the property is being maintained by the tenants.

However, should the final inspection show that damage has been caused; the scheme will cover the cost of making good the repairs up to the value of 6 months rent.

The landlord will arrange for his/her own contractors to carry out the work and can pay them directly. The cost of the repairs can then be claimed via the scheme. The landlord must obtain an estimate for the work from his contractor and have these approved by the scheme officer prior to work taking place.

In all circumstances where the tenant has damaged the property, the Council will recover the cost of the repairs from the tenant.

• Cover against rent arrears up to a maximum value of £2,400 - the scheme officer will make regular contact with the tenants and will also closely monitor all rent accounts to ensure they are up to date.

Any tenants experiencing financial difficulty will be given contact details of agencies that may be able to assist including the Council’s Rent & Money Advice Team.

Should all assistance fail, and the tenancy is ended, the cost of any rent arrears accrued will be refunded to the landlord up to the value of 6 months rent. The Council will then recover this amount from the tenant.

• Collection of rent on behalf of the landlord - rent will be paid directly to the scheme and payment to the owner (less VAT and management fee) will be every 4 weeks.

Payment can be made to the landlord via the following payment methods (to be agreed).

• Monitoring rent levels - the rent on the property will be reviewed every 12-months (from the date the property first entered the scheme). If local rent reference levels have increased, the rent on the property can be increased to ensure compatibility.

The scheme officer will discuss the proposed rise with the owner and tenants to ensure that it remains affordable.

• Access to the Council’s Rent & Money Advice Service - any tenants referred under the scheme will have access to the Council’s Rent & Money Advice Service. This service is currently only available to Council tenants.

The Rent & Money Advice Service has proved invaluable when working with tenants who have multiple debts and has helped reduce the number of Council evictions due to rent arrears.

Tenants who keep to the plan have benefited from the scheme and have been successful in managing their debts and avoiding eviction.

• Facilitating Access to Lancashire County Council’s Floating Support Service - should any proposed eligible tenants have any support issues or need assistance settling into the area, a referral will be made to Lancashire County Council’s Floating Support provider for South West Lancashire.

The Support Officer will visit the tenant and help them contact the relevant agency for their specific need.

This service will help to ensure sustainable tenancies.

There will be a 10% management fee per month per property for this level of service.

Gold

The Gold service offers a complete property and repairs management service. The landlord will enter into a contract for the provision of the following services;

• Organising and paying for an annual gas safety check - all landlords signing up to the scheme will be entitled to claim an annual gas safety check for each property managed by West Lancs Property Lets.

• Payment of 50% of the rent when the property is empty for up to 1 month - the scheme aims to offer a fast tenant referral system and will aim to let all properties within 2 weeks.

Where this is not possible, the scheme will cover 50% of the rent whilst the property is empty, up to a total of 2 months.

A full inventory will be taken prior to the property being let and the condition of every room in the property along with any furniture will be recorded. Digital photographs will also be taken. The tenant will be taken through the inventory and asked to sign a copy (which they will keep) if they agree that the records are correct.

Another inventory will be carried out prior to the tenancy being vacated.

However, should the final inspection show that damage has been caused; the scheme will cover the cost of making good the repairs up to the value of 6 months rent.

In all circumstances where the tenant has damaged the property, the Council will recover the cost of the repairs from the tenant.

Any tenants experiencing financial difficulty will be given contact details of agencies that may be able to assist including the Council’s Rent & Money Advice Team.

• Collection of rent on behalf of the landlord - rent will be paid directly to the scheme and payment to the owner (less VAT and management fee) will be every 4 weeks.

Payment can be made to the landlord via the following payment methods (to be agreed).

• Monitoring rent levels - the rent on the property will be reviewed every 12- months (from the date the property first entered the scheme). If local rent reference levels have increased, the rent on the property can be increased to ensure compatibility.

The scheme officer will discuss the proposed rise with the landlord and tenants to ensure that it remains affordable.

The Rent & Money Advice Service has proved invaluable when working with tenants who have multiple debts and has helped reduce the number of Council evictions due to rent arrears.

Tenants who keep to the plan have benefited from the scheme and have been successful in managing their debts and avoiding eviction.

The Support Officer will visit the tenant and help them contact the relevant agency for their specific need.

This service will help to ensure sustainable tenancies.

• Repairs Service – the tenant will report all repairs to the scheme officer who will arrange for a contractor from the Council’s approved list to carry out the work.

The scheme officer will arrange payment and the amount is deducted from the rent payment.

The scheme officer will agree an upper limit within which no approval from the owner is needed to approve the work e.g. up to £150.

Agreement from the owner will be sought where the repairs are expected to go over the set amount.

Where the repair is needed due to damage caused by the tenant, the Council will recover the cost of the repair from the tenant.

There will be a 12% management fee per month per property for this service. Landlords Responsibilities

The services provided by West Lancs Property Lets are designed to ensure that tenancies remain sustainable and well maintained. Although West Lancs Property Lets offer a comprehensive service, there are some tasks that the landlord will need to carry out.

• Property Insurance

The landlord is responsible for ensuring that all their properties are adequately insured. Evidence of this must be provided before entering the scheme.

• Proof of Ownership

The owner of the property must provide proof of ownership of each of the properties to be included in the scheme.

Permission from the landlords mortgage company may also be required and this will also need to be evidenced.

• Utility Bills

The landlord is responsible for payment of the utility bills during void periods. However, the scheme can do this on the landlord’s behalf if the landlord so wishes. Any monies paid will be deducted from the rent payment.

• Repairs & Maintenance

Where the landlord retains the responsibility for repairing the property he/she must ensure that the property remains in good repair and is well maintained.

If the landlord wishes the scheme officer to arrange repairs, he/she must co-operate when approval is sought to order and pay for any necessary repairs.

If the landlord wishes to arrange the repairs, he/she must keep the scheme officer informed of any work that is to be carried out so that the tenant can be consulted and given the correct notice period prior to the work being carried out.

• Deposit

As the scheme provides cover against rent arrears and damage up to the value of 6 months rent, an initial deposit will not be charged.

• Rent levels

Some of the tenants that will be referred via the scheme will be claiming housing benefit. This will restrict the amount of rent they are able to pay due the restrictions of the ‘Local Reference Rent’.

Where possible, landlords will be asked to set rents in line with the local reference rent. However, if this is not possible financially, the landlord must agree to work with the scheme officer to reach a rent level that is going to be manageable for the prospective tenant, whilst providing sufficient profit to the landlord.

The scheme officer will try to achieve the market rent wherever possible and will liaise with housing benefits in cases where a Discretionary Housing Benefit Payment can be claimed.

• Sole Agency Agreement

Once the property is ready to be let, the Sole Agency Agreement can be signed. The Sole Agency Agreement details the areas of responsibility between the owner, the tenant and West Lancs Property Lets.

By signing the agreement the owner is agreeing to:

• Provide the property in the agreed condition and keep it well maintained and safe.

• Insure the building; provide evidence of the insurance and claim against the insurance if required.

• Allow West Lancs Property Lets to manage the property

• Allow the tenants to live in the property without interference

• Provide proof of ownership of the relevant property

• Provide a copy of the relevant permission to let the property from the mortgage company.

Tenants Responsibilities

The tenant must agree to:

• Pay the rent on the day specified

• Pay all utility bills based on the length of the tenancy i.e. gas, electricity, oil/solid fuel, telephone and ensure that all accounts are transferred into the tenants name

• Pay for any re-connection of services if the disconnection was the result of an act or omission by the tenant

• Pay council tax

• Arrange for final payments of accounts at the end of the tenancy

• Pay for any work to the property that the tenant has arranged without the owners or West Lancs Property Lets permission

• Pay for the replacement of locks if the keys are not returned to the owner or West Lancs Property Lets when the tenant moves out

• Pay the excess on the landlords insurance if the claim results from the negligence, misuse or failure to act reasonably by the tenant, visitors to the property or friends

• Pay and arrange for the removal of all vermin, pests and insects if infestation began during the term of the tenancy, woodworm and woodboring insects excepted, unless such infestation occurs as a failure of the owner to fulfil his repairing obligations

• Keep the property including all of the owners machinery and equipment clean and tidy and in good condition and in good decorative order (reasonable wear and tear excluded)

• Not to damage, alter or re-decorate the property (re-decoration will be at the discretion of the owner)

• Inform the landlord of any wet rot, dry rot or infestation by woodboring insects

• Replace any broken glass where this has been caused by the tenant, the tenant’s friends or visitors to the property

• Inform West Lancs Property Lets as soon as they become aware of any damage, repair issues etc

• Report any thefts or other criminal acts to the Police

• Clean or make arrangements for the windows to be kept clean

• Leave all the landlords possessions in the property

• Allow the landlord or landlord’s agent access to the property after receiving the proper notice to inspect the property or carry out any necessary repairs

• Ensure the property is kept secure at all times

• Ask the landlords permission before keeping a pet

• Take out appropriate insurance for their own possessions

APPENDIX B

WEST LANCS PROPERTY LETS

COST ANALYSIS AND FINANCIAL RISK ASSESSMENT

1 COST ANALYSIS

Detail Bronze Silver Gold

Per dwg per dwg per dwg

Assumed Average Rent per month per dwelling 400.00 400.00 400.00

ESTIMATED INCOME £ per dwg £ per dwg p.a. £ per dwg p.a.

Management Fees % per mth Fixed Management Fee - Bronze 25.00 Proposed Management Fee Silver 10% 480.00 Gold 12% 576.00

TOTAL ESTIMATED INCOME 25.00 480.00 576.00

ESTIMATED EXPENDITURE Hrs per dwg

Tenant Finder & Vetting Service 0.50 7.45 7.45 7.45 Pre-Tenancy Determination Check 0.25 3.72 3.72 3.72 Housing Benefit Liaison 1.00 14.89 14.89 14.89 Discretionary Housing Payment 1.00 14.89 14.89 14.89 Organising and paying for an annual gas safety check :- Employee Related Expenditure 0.75 11.17 11.17 Private Contractor 60.00 60.00 Organising and paying for the initial electrical safety check:- Employee Related Expenditure 0.75 11.17 11.17 Private Contractor 60.00 60.00 Payment of 50% of the rent when the property is empty for up to 2 months - - Regular property inspections (internal & external) 4.00 59.56 59.56 Cover against damage up to the value of 6-months rent - - Cover against rent arrears up to the value of 6-months rent - - Collection of rent on behalf of the landlord 33.80 33.80 Monitoring rent levels 0.50 7.45 7.45 Access to the Council’s Rent & Money Advice Service - - Access to the Council’s Floating Support Service - - Repairs Service - -

TOTAL EXPENDITURE 8.75 40.95 284.09 284.09

ESTIMATED SURPLUS / (DEFICIT) PER DWELLING P.A. (15.95) 195.91 291.91

Estimated Number of Units in Pilot 46

TOTAL ESTIMATED SURPLUS / (DEFICIT) FROM PILOT SCHEME P.A. - 783.65 1,751.48

2 FINANCIAL RISK ASSESSMENT Total £ pa Maximum Risk (10 units at Silver and Gold Service Level) Payment of 50% of the Rent when the property is empty up to 1 month 12,000 Cover against damage up to the a maximum value of £2,400 24,000 Cover against rent arrears up to the maximum value of £2,400 24,000 Total Maximum risk 60,000

Expected Risk (2 units at Silver and Gold Serivce Level) Payment of 50% of the Rent when the property is empty up to1 month 800 Cover against damage up to the a maximum value of £2,400 4,800 Cover against damage up to the a maximum value of £2,400 4,800 Total Expected Risk 10,400

Available Funding: £ Homelessness Grant Award Available 2006/07 20,000 2007/08 30,000 2008/09 Estimated 25,000 Total Homelessness Grant Award Available 75,000 AGENDA ITEM: 5/20

Cabinet: TH 18 SEPTEMBER 2007

______Report of: Interim Manager Regeneration & Estates

Relevant Portfolio Holder: Councillor Ian Grant

Contact for further information: Gary Jones (Extn. 2624) ______

SUBJECT: WEST LANCASHIRE 'INVESTING IN BUSINESS' REGENERATION PROGRAMME EVALUATIONS ______District wide interest

1.0 PURPOSE OF THE REPORT

1.1 To seek Members approval to invite tenders and to let a contract for the interim evaluation and, subject the contractor’s satisfactory performance in delivering the interim evaluation, negotiate a satisfactory price with the same contractor to undertake the final evaluation of the above Programme.

2.0 RECOMMENDATIONS TO CABINET

2.1 That the Deputy Chief Executive be given approval to invite tenders and to let a contract for the interim evaluation of the West Lancashire “Investing in Business” Regeneration Programme.

2.2 That the Deputy Chief Executive be given delegated authority to accept the lowest acceptable tender and to make all necessary arrangements for the letting of the contract.

2.3 That subject to the contractor’s satisfactory performance in delivering the interim evaluation, the Deputy Chief Executive be given delegated authority to negotiate a satisfactory price with the same contractor to undertake the final evaluation of the above Programme.

2.4 In the event that the contractor’s performance on the interim evaluation is unsatisfactory, or if a negotiated price for the final evaluation cannot be otherwise agreed, that the Deputy Chief Executive be given delegated authority to let a contract for the final evaluation of the West Lancashire “Investing in Business” Regeneration Programme, and to accept the lowest acceptable tender and to make all necessary arrangements for the letting of the contract.

2.5 That Cabinet specify that, as this matter is one where urgent action is required because of the Northwest Regional Development Agency (NWDA) requirement that interim evaluation be completed within the current financial year, the call in procedure shall not apply.

3.0 BACKGROUND

3.1 Members may recall that, more than five years ago, you gave your approval to the Council acting as accountable body for the NWDA funded £8M West Lancashire “Investing in Business” Regeneration Programme on behalf of the Local Strategic Partnership. This was a similar arrangement to that which the Council provided for the predecessor SRB “Skelmersdale – Progressing Through Partnership” scheme, which was also latterly NWDA funded.

3.2 One of the contractual requirements laid upon the accountable body, in return for the grant funding, is that programmes should be evaluated, both during and at the end of their lifetimes. These are known as interim and final evaluations and their primary aim is to report on the wider outcomes achieved by a programme.

3.3 Since they are a contractual requirement and, therefore, mandatory, the NWDA allows them to be organised as a project within the Programme and be wholly funded from the NWDA funds.

3.4 Since there is also a requirement for the evaluations to be performed by persons independent of the programme management, and the constituent projects, it is normal practice for a contact to be let to a firm of consultants experienced in such work.

4.0 CURRENT POSITION

4.1 I have agreed with the NWDA that the interim evaluation exercise will be completed before the end of the current financial year, on 31st March 2007. The final evaluation will be contracted to take place during the latter part of the 2009/2010 financial year, the current final year of the Programme.

4.2 On 25th July, the LSP’s Funding Management Group provisionally approved an Evaluation project application (subject to satisfactory appraisal and subsequent ratification) to provide funds for these exercises. The amount approved is £90,000 of NWDA funding. This will cover both the consultant’s costs plus Council staff time and other related costs incurred in supporting the exercises. The Council staff resources to provide the support will come from the Division’s External Funding Team, which have these exercises programmed within their Service Action Plan.

4.3 The costs of the exercises have been projected based upon the actual costs of the SRB evaluation in 2002, with allowances for inflation. It is not currently expected that any of the costs of these exercises will fall upon the Council. In the unlikely event that actual costs outturn to exceed the £90,000, additional funding will be sought from the NWDA funds. In the more likely event that there will be a surplus of unused funds, these will be returned to the Programme for use on other projects.

4.4 The contract documents will be based upon those that successfully delivered the SRB evaluation, but updated to meet current requirements. Expressions of interest will be invited from consultants generally and a select list of at least 6 consultants compiled using pre-published, objective criteria. The tenders will be invited in accordance with the Council’s Constitution and, following receipt, will be evaluated, again using objective criteria.

4.5 Following completion of the interim evaluation and publication of the report, a written assessment will be made of the consultant’s performance. If this has proved to be satisfactory, and since this will be within 2 years of the original tender exercise, a price for the undertaking of the final evaluation exercise with the same consultant will be negotiated. This would have the benefit of using a known and reliable consultant who already has knowledge of the Programme and many of the personnel involved. This should have the benefit of reducing the time necessary for familiarisation and, thus, the likely costs of the second exercise and of a further tendering exercise.

4.6 Of course, if the negotiations cannot be concluded satisfactorily, or the performance was not satisfactory, the final evaluation will be let as a separate tender exercise.

4.7 It is intended, in due course, to provide members with an update report generally on the Programme’s progress

5.0 SUSTAINABILITY IMPLICATIONS/COMMUNITY STRATEGY

5.1 To be acceptable to the NWDA, and therefore to the IiB Programme, a project has to demonstrate its sustainability within its application, which is subject to independent appraisal. These requirements also apply to the Evaluation project.

5.2 The undertaking of the Evaluation exercises also help with the sustainability of the Programme since they will incorporate a forward strategy for the Programme and, where appropriate, its constituent projects.

5.3 Wherever possible, the Programme aims to help deliver a number of the objectives within the Community Strategy. Indeed, each project is required to identify the specific objectives that it will help deliver. Whilst the project itself will not do this, the two reports will reveal the extent to which the Programme has made a contribution to their achievement and, if necessary, any lessons to be learned for the future as to how this can be better achieved.

6.0 FINANCIAL AND RESOURCE IMPLICATIONS

6.1 There are unlikely to be any financial implications for the Council since all of the costs of the evaluation exercises will be met from NWDA funds. £90,000 has provisionally been approved by the LSP. In the unlikely event of costs exceeding this sum, a request for additional funds will be made to the LSP. Should the costs be less than the provisional sum, the excess funds will be returned to the LSP for further use within the Programme.

6.2 It is a requirement that the project management body must already have defrayed all funds claimed from the NWDA. Thus, it will be necessary for contract stage payments and other costs to be met from Council funds initially. The NWDA claims are normally paid by them to the Council some 6 to 8 weeks following the end of the quarter in which the costs were defrayed.

6.3 The additional work undertaken by the External Funding Team as the result of the evaluation exercises has already been planned for within the section’s Service Action Plan. However, these activities will be separately funded from within the Evaluation project. This is separate from the normal Management and Administration funding that the section receives each quarter from the NWDA funds for running the Programme.

7.0 RISK ASSESSMENT

7.1 There is no risk to the Council in letting these contracts. Funds will only be defrayed by the Council in accordance with the Council’s, and the Programme’s, strict controls. This means that authority to defray the costs will only be given by the project manager when it clear that they are eligible to be claimed from the NWDA and paid by them in full. Now in the Programme’s fifth year, there is no record of the NWDA refusing to pay a claim because of questions over eligibility.

7.2 The contracts will be let using only the latest recommended contract terms, conditions and procedures recommended for Council contracts with consultants, thus ensuring maximum control over the process and the consultant.

7.3 A previous, similar contract has been conducted by the same personnel, without difficulty.

8.0 CONCLUSIONS

8.1 There is a contractual commitment laid upon the Council for evaluations of the West Lancashire “Investing in Business” Regeneration Programme to be undertaken and, since these have to be independent, they are normally undertaken by suitably experienced consultants following a competitive tender exercise.

Background Documents There are no background documents (as defined in Section 100D(5) of the Local Government Act 1972) to this Report.

Equality Impact Assessment There is no evidence from an initial assessment of an adverse impact on equality in relation to the equality target groups.

Appendices None AGENDA ITEM: 5/21

Cabinet: 18th September 2007

______Report of: Interim Manager Regeneration & Estates

Relevant Portfolio Holder: Councillor Ian Grant

Contact for further information: Paula Huber (Extn 5359) ______

SUBJECT: ENTERPRISING WEST LANCASHIRE – ECONOMIC STUDY ______District wide interest

1.0 PURPOSE OF THE REPORT

1.1 To seek Members approval to invite tenders and to let a contract for an Economic Study of West Lancashire, through the Enterprising West Lancashire (EWL) project.

2.0 RECOMMENDATIONS TO CABINET

2.1 That the Deputy Chief Executive be given approval to invite tenders and to let a contract for an Economic Study of West Lancashire.

2.2 That the Deputy Chief Executive be given delegated authority to accept the lowest acceptable tender and to make all necessary arrangements for the letting of the contract.

3.0 BACKGROUND

3.1 In 2006, West Lancashire District Council secured external funding from European Regional Development Fund (ERDF) and Business Incubation Fund (BIDF) to support the delivery of a business support project across the ERDF deprived wards of Skelmersdale.

3.2 On the 8th August 2007, West Lancashire District Council secured further funding from the North West Regional Development Agency through the LSP’s Investing in Business Programme to extend the EWL project to September 2009 and to also roll-out the project across the whole District.

3.3 To ensure EWL is maximising this funding opportunity, delivering the necessary business support service across West Lancashire, a study is required to better understand the District’s current economic baseline position. It will also identify which sectors the Council should be targeting to ensure high growth companies, creating quality jobs, locate and prosper within the district, as well as identifying supply and demand in the district.

4.0 CURRENT POSITION

4.1 The Council does not have up-to-date, baseline economic information, on the whole of the district. It does have a recently completed Rural Economy Study and emerging Retail Impact Study, elements of which will be subsumed within the District-wide study.

5.0 ISSUES

5.1 Accurate economic data is a necessary evidence base to maximise opportunities for securing future external funding for economic regeneration activity. Without such evidence base, the district could be disadvantaged in an ever-increasing competitive environment.

5.2 The Northwest Regional Economic Strategy 2006 and Lancashire Economic Strategy 2007, identify specific growth sectors that will be supported since they will contribute to the increase in added value of jobs in the region. Therefore, in order for the Council to respond to current economic policy, it needs to identify which growth sectors should be targeted/supported within the West Lancashire district.

5.3 A robust economic evidence base will ensure that we are able to better support the Planning & Development Division in terms of commercial planning applications and appeals and cases that involve housing proposals on employment sites.

6.0 PROPOSALS

6.1 Appoint consultants to undertake a West Lancashire Economic Study, using funding available through the EWL project

7.0 SUSTAINABILITY IMPLICATIONS/COMMUNITY STRATEGY

7.1 The sustainable economic regeneration of our District will be a key aim of this study, ensuring the EWL project works in synergy with the needs and demands of the economy and aligns with current regional and sub-regional economic policy.

8.0 FINANCIAL AND RESOURCE IMPLICATIONS

8.1 The District Council has received funding from the North West Regional Development Agency through the West Lancashire LSP Investing in Business Programme to deliver the EWL project. The Economic Study will be fully funded under this project.

9.0 RISK ASSESSMENT

9.1 If this piece of work is not undertaken, the EWL project may suffer as a result as it may not be able to achieve its required outputs or have a full and purposeful impact on the District. The District Council would not have a full understanding of its economic picture, which could jeopardise future funding opportunities and planning applications and appeal decisions.

10.0 CONCLUSIONS

10.1 A district-wide Economy Study will provide an accurate understanding of the districts existing business sectors and help determine and support future economic priorities

Background Documents

There are no background documents (as defined in Section 100D(5) of the Local Government Act 1972) to this Report.

Equality Impact Assessment

There is no evidence from an initial assessment of an adverse impact on equality in relation to the equality target groups.

Appendices

None.

AGENDA ITEM: 6

CABINET: 18 September 2007

______Report of: Council Secretary & Solicitor

Relevant Portfolio Holder: Councillor G M Roberts

Contact for further information: Mr G Martin (Extn. 5065) ______

SUBJECT: KEY DECISION FORWARD PLAN - QUARTERLY REPORT ON SPECIAL URGENCY DECISIONS – 1 APRIL – 30 JUNE 2007 ______District wide interest

1.0 PURPOSE OF THE REPORT

1.1 To advise Cabinet of decisions made using Special Urgency Procedure Rule 16 for the period 1 April to 30 June 2007.

2.0 RECOMMENDATIONS

2.1 That it be noted that Procedure Rule 16, Special Urgency, was not exercised during the period 1 April to 30 June 2007.

3.0 BACKGROUND

3.1 Access to Information Procedure Rule 17.3 requires the Leader of the Council to submit a quarterly report on the decisions taken by Cabinet or a member of the Cabinet using the Special Urgency Procedure Rule 16 in the preceding three months.

3.2 Members will recall that Procedure Rule 15, General Exception, requires Officers to follow the following procedure:

“If a matter, which is likely to be the subject of a key decision, has not been included in the Forward Plan, then subject to Rule 16, Special Urgency, the decision may still be taken if:

(a) the decision must be taken by such a date that it is impracticable to defer the decision until it has been included on the Forward Plan and until the start of the first month to which the next Forward Plan relates;

(b) the Chief Executive has informed the Chairman of the Executive Overview & Scrutiny Committee, or if there is no such person, each member of that Committee in writing, by notice, of the matter to which the decision is to be made;

(d) at least five clear days have elapsed since the Chief Executive complied with (b) and (c).”

Over the last quarter, 6 notices were served on the Chairman of the Executive Overview & Scrutiny Committee and steps (a) – (d) above were followed in relation to these.

3.3 Procedure Rule 16, Special Urgency states that “If by virtue of the date by which a decision must be taken Rule 15, General Exception, cannot be followed, then the decision can only be taken if the decision taker (if an individual), the Leader (if Cabinet is making the decision) or the Chairman of the body making the decision, obtains the agreement of the Chairman of the Executive Overview & Scrutiny Committee that the taking of the decision cannot be reasonably deferred. If there is no Chairman of the Overview & Scrutiny Committee, or if the Chairman of the Executive Overview & Scrutiny Committee is unable to act, then the agreement of the Chairman of the Council, or in his/her absence the Vice Chairman will suffice”.

3.4 I can advise Cabinet that Procedure Rule 16 has not been exercised during the last quarter.

Background Documents There are no background documents (as defined in Section 100D(5) of the Local Government Act 1972) to this Report.

Equality Impact Assessment There is no evidence from an initial assessment of an adverse impact on equality in relation to the equality target groups.

Appendices:

None