Public Document Pack
Cabinet
Date: Thursday, 24 November 2011 Time: 6.15 pm
Venue: Committee Room 1 - Wallasey Town Hall
Contact Officer: Andrew Mossop Tel: 0151 691 8501 e-mail: [email protected] Website: http://www.wirral.gov.uk
AGENDA
1. MEMBERS' CODE OF CONDUCT - DECLARATIONS OF INTEREST
The members of the Cabinet are invited to consider whether they have a personal or prejudicial interest in connection with any of the items on this agenda and, if so, to declare it and state the nature of such interest.
2. MINUTES
The minutes of the last meeting have been printed and published. Any matters called in will be reported at the meeting.
RECOMMENDATION: That the minutes be approved and adopted.
FINANCE AND BEST VALUE
3. BUDGET PROJECTIONS 2012-15 (Pages 1 - 8)
4. INSURANCE FUND BUDGET 2012-13 (Pages 9 - 18)
CHILDREN'S SERVICES AND LIFELONG LEARNING
5. ANNUAL CHILDREN'S SERVICES ASSESSMENT 2011 (Pages 19 - 30)
SOCIAL CARE AND INCLUSION
6. DEPARTMENT OF ADULT SOCIAL SERVICES SELF EVALUATION DOCUMENT (Pages 31 - 112)
STREETSCENE AND TRANSPORT SERVICES
7. FLOOD RISK MANAGEMENT RESPONSIBILITIES AND THE PURCHASE OF HYDRAULIC MODELLING SOFTWARE (Pages 113 - 116)
8. HIGHWAYS WINTER SERVICE ARRANGEMENTS 2011/12 (Pages 117 - 204)
9. LOCAL SUSTAINABLE TRANSPORT FUND (LSTF) - ACCEPTANCE OF 'KEY COMPONENT' FUNDING (Pages 205 - 218)
CULTURE, TOURISM AND LEISURE
10. PARKS AND COUNTRYSIDE SERVICES MODERNISATION PROJECT - INTEGRATION OF HIGHWAY SERVICES AND OUTLINE DELIVERY PLAN (Pages 219 - 230)
HOUSING AND COMMUNITY SAFETY
11. DOMESTIC HOMICIDE REVIEW POLICY (Pages 231 - 264)
COMMUNITY AND CUSTOMER ENGAGEMENT
12. NEIGHBOURHOOD PLANS AND AREA FORUM FUNDING (Pages 265 - 300)
13. ANY OTHER URGENT BUSINESS APPROVED BY THE CHAIR (PART 1)
To consider any other business that the Chair accepts as being urgent.
14. EXEMPT INFORMATION - EXCLUSION OF THE PRESS AND PUBLIC
The following items contain exempt information.
RECOMMENDATION: That, under section 100 (A) (4) of the Local Government Act 1972, the public be excluded from the meeting during consideration of the following items of business on the grounds that they involve the likely disclosure of exempt information as defined by the relevant paragraphs of Part I of Schedule 12A (as amended) to that Act. The Public Interest test has been applied and favours exclusion.
15. ANY OTHER URGENT BUSINESS APPROVED BY THE CHAIR (PART 2)
To consider any other business that the Chair accepts as being urgent.
WIRRAL COUNCIL Agenda Item 3
CABINET
24 NOVEMBER 2011
SUBJECT BUDGET PROJECTIONS 2012-15 WARD/S AFFECTED ALL REPORT OF DIRECTOR OF FINANCE RESPONSIBLE PORTFOLIO COUNCILLOR STEVE FOULKES HOLDER KEY DECISION YES
1.0 EXECUTIVE SUMMARY
1.1 Following the agreement of the budget for 2011-12 at the Council meeting on 1 March 2011, this report presents the projected budgets for 2012-15.
2.0 RECOMMENDATION
2.1 That the budget projections be regularly reviewed.
3.0 REASON FOR RECOMMENDATION
3.1 Regular reporting of the projected financial prospects is a requirement of good corporate and financial planning.
4.0 BACKGROUND AND KEY ISSUES
4.1 Assumptions Underpinning the Projections
a) Inflation - Provision is included for price inflation of 2% per annum from 2013 with income to continue to increase by 3% per annum. Pay awards will be limited to those employees earning less than £21,000 per annum for 2012-13 and are assumed to increase by 2% per annum from 2013. Cabinet on 3 November 2011 agreed to make no provision for price inflation for 2012-13.
b) Capital Financing - Cabinet on 21 February 2011 agreed a capital programme at an increased revenue cost of £1.9m in 2012-13. Cabinet on 13 October 2011 agreed to the capitalisation of statutory redundancy payments in 2011-12 at an additional £0.3m.
c) Pension Fund - the increase arising from the actuarial valuation including the impact of the outsourcing of the highways and engineering services contract will increase the contribution by £0.3m in 2012-13 and by £0.3m in 2013-14. The revaluation scheduled for March 2013 will be implemented from 2014.
d) National Insurance – Employers NI changes will cost an additional £1m.
e) Waste Disposal - Landfill Tax is increasing by £8 per ton per annum, an increase of 50% between 2010-11 and 2014-15. The levy is assumed to increase by £1.5m per annum from 2013.
Page 1 f) Merseytravel - From 2013 the levy is assumed to increase by £1m per annum.
g) Schools - it is assumed that the Schools Budget will vary in line with the Dedicated Schools grant.
h) Academies – the Department for Education will reduce the budget by a further £0.9m in 2012-13 to fund academies.
i) Neighbourhood Management – Cabinet on 2 June 2011 agreed to increase the budget by £0.4m to be funded by the Local Services Support Grant.
j) Home to School Transport – Cabinet on 2 June 2011 agreed to increase the budget by £0.2m to be funded by the Local Services Support Grant.
k) Integrated Transport – Cabinet on 23 June 2011 agreed to increase the budget by £0.3m.
l) Housing – Cabinet on 21 July 2011 agreed to increased housing expenditure of £0.3m to equal the New Homes Bonus.
m) Adult Social Services Reprovision - £3.5m identified as part of budget preparation.
n) Efficiency Investment - in order to continue to deliver efficiencies in future years it will be necessary to continue to invest and therefore £2m per annum has been provided.
o) Other Unavoidable Growth - a number of items of unavoidable growth of less than £0.2m will arise. These usually total about £1m per annum.
4.2 Grant Negotiations
4.2.1 The Local Government Finance Settlement for 2011-12 incorporated a provisional settlement for 2012-13, in which the Formula Grant will be reduced by £14m.
4.2.2 The Spending Review 2011-15 incorporated four year projections for local government expenditure. However the Finance Settlement only provided figures for 2011-13. Figures for 2013-15 will be subject to the outcome of the Local Government Resource Review (LGRR). Clearly this will have a major impact on the budget projections for 2013-15 included in the appendix. The Terms of Reference for phase I of the LGRR were reported to Cabinet on 14 April 2011. A response to a consultation paper on phase I, localisation of business rates, was agreed by Cabinet on 13 october 2011. Phase II, community budgets, was reported to Cabinet on 1 September 2011. Subsequent phases will be reported to Cabinet as they are released.
4.2.3. The Government has announced a new general grant, the Local Services Support Grant of £1.2m. This absorbs a number of previous specific grants totalling £0.5m and was reported to Cabinet on 2 June 2011.
4.2.4. The New Homes Bonus of £0.3m has also been released as a general grant which was reported to Cabinet on 2 June 2011. Page 2 4.2.5. H. M. Treasury (HMT) has announced a Council Tax freeze grant for 2012- 13 only equivalent to a 2.5% Council Tax increase, amounting to £3.3m for Wirral.
4.2.6. As part of the LGRR the Government proposes to reduce specific grants from 2013. The pro-rata impact for Wirral could be a loss of £7m in 2013-14 and £23m in 2014-15.
4.2.7. The EU is considering the introduction of a Financial Transactions Tax.
4.3 Other Legislative Issues
4.3.1 The Independent Public Service Pensions Commission issued final recommendations on 10 March 2011. The Pensions Committee is being updated on progress.
4.3.2 Pensions Contributions – HMT is seeking to recover either from employers or pension funds an amount equal to a 3.2 percentage point increase in contribution rates from 2012. Negotiations are ongoing and the latest options were reported to the Pensions Committee on 21 November 2011.
4.3.3 Welfare Reform Bill – Implementation of Universal Credit and a Local Council Tax Benefit System due to commence in 2013. The Local Council Tax Benefit System will result in a reduction of grant of £3.2m. A response to a consultation paper was agreed by Cabinet on 22 September 2011.
4.3.4 Localism Bill - Will require a local referendum if a proposed Council Tax increase is considered to be excessive from 2012-13.
4.3.5 Council Tax Revaluation - This has been deferred until after 2015.
4.3.6. Council Tax Discounts – Consultation to be reported to Cabinet on 8 December 2011.
4.3.7 Census - During the course of this budgeting period the results of the Census 2011 will become available and will be incorporated into the grant distribution formulae. The Office for National Statistics (ONS) has released the Mid 2010 estimated populations. The reduction for Wirral since the Census 2001 is greater than for any other metropolitan or unitary authority. If this is confirmed in the Census 2011 then the reduction in grant receivable could be significant. The ONS has confirmed that the analysis of the Census data should be completed for incorporation into the Finance Settlement for 2013-14.
4.4 Balances
4.4.1 The budget for 2011-12 includes balances of £14.1m.
4.4.2 The final phase of the Early Voluntary Retirement/Voluntary Severance Scheme covering those staff due to depart in early 2011-12 was projected to utilise £4.4m of the balances. Cabinet on 13 October 2011 agreed to the capitalisation of statutory redundancy payments in 2011-12 increasing balances by a net £2.7m (£3m less increased capital financing costs of £0.3m).
Page 3
4.4.3. The budget for 2011-12 will utilise £2.8m of the balances to fund one-off expenditure.
4.4.4. HM Treasury has announced two increases to National Insurance which will cost an additional £1m.
4.4.5. Cabinet on 17 March 2011 agreed to reinstate the budget for Fernleigh for 2011-12 at a cost of £0.5m.
4.4.6. Cabinet on 2 June 2011 received details of the Local Services Support Grant and the New Homes Bonus.
4.4.7. Cabinet on 23 June 2011 agreed that integrated transport would not deliver the previously agreed savings but would instead cost an additional £0.3m.
4.4.8. Closure of the Accounts for 2010-11 which was reported to Cabinet on 23 June 2011 resulted in a net overspending of £3.3m.
4.4.9. The Insurance Fund Annual Report presented to Cabinet on 23 June 2011 transferred £0.9m to balances.
4.4.10. The Treasury Management Annual Report presented to Cabinet on 23 June 2011 transferred £3.0m to balances.
4.4.11. Cabinet on 23 June 2011 agreed to transfer the Connexions Pension Reserve of £4.7m to General Fund balances.
4.4.12. This had originally been identified to meet reprovision costs of £3.5m in Adult Social Services in 2011-12.
4.4.13. Cabinet on 21 July 2011 agreed to allocate an amount equal to the New Homes Bonus for housing expenditure.
4.4.14 Cabinet on 22 September 2011 agreed to fund the costs of the independent review following the DASS PIDA totalling £0.3m.
4.4.15. Therefore the projected balances are as follows:-
£m Budgeted opening balance 14.1 Overspending 2010-11 -3.3 Insurance Fund 0.9 Treasury Management 3.0 Connexions Pension Reserve 4.7 Adult Social Services Reprovision -3.5 EVR/VS -1.4 Capital Financing 0.3 Policy Options 2011-12 only -2.8 National Insurance -1.0 Fernleigh -0.5 Local Services Support Grant 0.5 Integrated Transport -0.3 Independent Review -0.3 Projected Balance 9.8 Page 4 4.4.16. The minimum recommended balances are £6.0m.
4.5. Savings
4.5.1. Cabinet has agreed to the following savings:-
2012-13 2013-14 2014-15 £000 £000 £000 Human Resources IT System 474 100 20 Family Group Conferencing 130 IT Services 400 400 400 Benefits 1,200 Printing Services 250 ______2,454 500 420
4.5.2. Subsequently the Strategic Change Programme Board has been reformed that the agreed savings from the implementation of the Human Resources IT system will not be achieved.
4.5.3. In addition to the savings agreed by Cabinet the Strategic Change Programme Board has agreed to the following additional savings for 2012-13:-
£000 Looked After Children 70 Disposal of Assets 310 Office Rationalisation 123 Street Lighting 100 DASS Market Management 847 Facilities Management 500
1,950
These revisions were reported to the Council Excellence Overview and Scrutiny Committee on 15 September 2011.
4.5.4. The full year effect of the Early Voluntary Retirement/Voluntary Severance scheme savings net of reprovision and structuring costs totals £17m which will be achieved in 2012/13. This will increase to £20m after the additional cost of the pensions has been met in 2017.
5.0 RELEVANT RISKS
5.1 Any projections carry risks. For 2012-13 the Government has indicated the provisional Formula Grant and so the risks are primarily with the expenditure projections which will be influenced by changes to Government policies, inflation, and delivery against budgets in 2011-12.
5.2 For 2013-15 the Government proposes significant changes to the grant distribution system which could cause major changes to these projections.
6.0 OTHER OPTIONS CONSIDERED
6.1 All of these projections represent my assumptions of the most likely outcome from a wide range of available options. Page 5 7.0 CONSULTATION
7.1 The Government is consulting on a number of issues which will impact on the budget projections. I respond to all consultation exercises to try to ensure the best outcome for Wirral.
8.0 IMPLICATIONS FOR VOLUNTARY, COMMUNITY AND FAITH GROUPS
8.1 There are no direct implications arising from this report.
9.0 RESOURCE IMPLICATIONS – FINANCIAL
9.1 The assumptions outlined above are reflected in the budget projections in the Appendix.
10.0 LEGAL IMPLICATIONS
10.1 There are none arising directly from this report.
11.0 EQUALITIES IMPLICATIONS
11.1 There are none arising directly from this report.
12.0 CARBON REDUCTION IMPLICATIONS
12.1 There are none arising directly from this report.
13.0 PLANNING AND COMMUNITY SAFETY IMPLICATIONS
13.1 There are none arising directly from this report.
FNCE/256/11
REPORT AUTHOR: Ian Coleman Director of Finance telephone: 0151 666 3056 email: [email protected]
APPENDICES
Budget Projections 2012-15
REFERENCE MATERIAL
Budget - HM Treasury - March 2011 Independent Public Service Pensions Commission Report - March 2011 Spending Review - HM Treasury - October 2010 Medium Term Financial Strategy 2012-15 - October 2011 Local Government Finance Settlement 2011-13 - DCLG - January 2011 Council Budget 2011-12 - March 2011
SUBJECT HISTORY Council Meeting Date This report is revised for each meeting of the Cabinet. Page 6 APPENDIX
Wirral Council Budget Projections 2012-15
2012-13 2013-14 2014-15 £m £m £m Base Budget 294.8 284.3 277.8 Increased Requirements Pay Inflation 1.0 3.5 3.5 Price Inflation - 4.2 4.2 Capital Financing 2.2 2.0 2.0 Pension Fund 0.3 0.3 2.5 National Insurance 1.0 - - Academies 0.9 - - Waste Disposal - 1.5 1.5 Merseytravel - 1.0 1.0 Neighbourhood Management 0.4 - - Home to School Transport 0.2 - - Integrated Transport 0.3 - - Housing 0.3 - - DASS Reprovision 3.5 - - Council Tax Benefit - 3.2 - Other Unavoidable Growth 1.0 1.0 1.0 Efficiency Investment 2.0 2.0 2.0 Specific Grant Reduction - 7.0 16.0 307.9 310.0 311.5
Reduced Requirements Income Inflation -1.0 -1.0 -1.0 Savings Agreed - 2.0 -0.4 -0.4 Additional Savings - 1.9 - - 303.0 308.6 310.1 Resources Revenue Support Grant 34.2 31.0 28.0 Business Rates 110.6 110.6 99.0 Council Tax Grant 6.6 3.3 3.3 Local Services Support Grant 1.2 1.2 1.2 New Homes Bonus 0.3 0.3 0.3 Council Tax 131.4 131.4 131.4 Forecast Resources 284.3 277.8 263.2
Shortfall 18.7 30.8 46.9
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Page 8 Agenda Item 4
WIRRAL COUNCIL
CABINET
24 NOVEMBER 2011
SUBJECT INSURANCE FUND BUDGET 2012/13 WARD/S AFFECTED ALL REPORT OF DIRECTOR OF FINANCE RESPONSIBLE PORTFOLIO COUNCILLOR STEVE FOULKES HOLDER KEY DECISION YES
1.0 EXECUTIVE SUMMARY
1.1. This report sets out the elements which make up the Insurance Fund, the cost of running the Risk & Insurance Section and the Budget for 2012/13. The Insurance Fund Budget is one element of the Council Budget setting process.
2.0 RECOMMENDATIONS
2.1 That the Insurance Fund Budget 2012/13 be agreed.
2.2 That the Budget Surplus Reserve of £136,030 be used to limit the increase in cost to the General Fund for 2012/13.
2.3 That savings to schools (subject to Academy transfers) of £226,000 and increased costs to the General Fund of £20,000 for 2012/13 be agreed.
3.0 REASON FOR RECOMMENDATIONS
3.1 The Insurance Fund Budget is to adequately fund insurable risk and ensure the equitable allocation of insurance costs. It is agreed at this stage of the financial year in order to support the Council Budget setting process.
4.0 BACKGROUND AND KEY ISSUES
4.1. Under the provisions of the Local Government and Housing Act 1989 Local Authorities are allowed to set aside financial provisions to cover self-insured losses.
4.2 By self-insuring an Authority avoids paying insurers’ administration, profit margins and Insurance Premium Tax on predictable levels of claims. Furthermore only rarely do external insurers return any premium irrespective of the profits generated by a policy.
Page 9 4.3. Wirral Council has operated an Insurance Fund since its formation and was one of the first local authorities to adopt a high degree of self-insurance when large excesses on liability and material damage insurance were negotiated in the 1980s.
4.4. Self-funding is a fundamental element of the risk management strategy. It provides a greater incentive to deal with risk more effectively since any reduction in claims directly benefits the Authority.
Risk Management
4.5 To achieve overall best value in funding insurable losses a mixture of external and self-insurance is needed.
4.6 The Authority wholly self-insures those risks that have the capacity to generate low value losses. In respect of risks that have the potential to produce catastrophic losses, the Council undertakes to meet the cost of all claims in any given year up to an agreed figure. Insurers meet all costs above this sum.
4.7 External insurance premia are met by the Insurance Fund and are recharged to departments together with self-insurance premia.
Self Funded Risks
4.8 Detailed below are the principal risks which the Council currently self-insures together with the maximum sum the Council might have to pay for losses in any given financial year. These sums are unchanged from last year. It should be noted that expenditure in respect of such losses will be spread over several subsequent years.
4.9. TYPE OF INSURANCE ANNUAL AGGREGATE DEDUCTIBLE Combined Liability £2,500,000 Material Damage & Business Interruption (Fire) £ 500,000 Material Damage & Business Interruption (Storm/Flood/Burst Pipes) £1,000,000 Comprehensive Motor £ 200,000 Fidelity Guarantee £ 25,000 Loss/Damage to Equipment Unlimited Glazing (Schools) Unlimited
Premia
4.10. The premia charged in recent years in respect of the three principal risks covered by the Insurance Fund are as follows:-
Page 10 a. COMBINED LIABILITY
This policy was the subject of a tender ahead of the expiry of the previous contract on 31 March 2010. The tender resulted in reductions in both the premium and claims handling costs and a decrease in the level of the self-insured retention. This enabled the Insurance Fund contribution to be reduced from £2.1 million in 2010/11 to £1.5 million in 2011/12. However with growth in claims numbers and costs being experienced an increase of £50,000 in contributions has been included for 2012/13.
Premium Year External Insurance Insurance** Fund £000 £000 2007/08 236 3,300 2008/09 261 3,200 2009/10 270 2,800 2010/11 285 2,100 2011/12 149 1,500 2012/13 155 1,550 ** Exclusive of claims handling charges. b. MATERIAL DAMAGE & BUSINESS INTERRUPTION
The material damage policy was tendered in 2008 resulting in an extension of cover to include damage from storm, flood, burst pipes and business interruption losses. The contract is subject to a Long Term Agreement until June 2013 and the premium rates are expected to continue at the existing level until then. The ongoing removal of buildings through schools converting to academies and the asset rationalisation programme is countering increases in the sum insured through inflation in building costs. The external premium is forecast to reduce for 2012/13. Insurance Fund contributions are reviewed annually and have fallen in recent years despite taking on an increased exposure through the extensions of cover. There are no claims handling charges as the Risk & Insurance Team handles claims for these policies.
Premium Year External Insurance Insurance Fund £000 £000 2007/08 328 340 2008/09 382 340 2009/10 384 330 2010/11 333 300 2011/12 329 300 2012/13 312 300
Page 11 c. COMPREHENSIVE MOTOR
This policy was placed with Zurich Municipal on 1 April 2009, following a competitive tender. The initial Long Term Agreement is due to expire on 31 March 2012. The Council has an option to extend that agreement for a further two years provided that there is no deterioration in the cover or premium rates. Given that insurers have agreed to reduce their charges from renewal the extension will be taken up. Whilst the Insurance Fund contribution is reviewed annually no change is suggested for 2012/13.
Premium Year External Insurance Insurance ** Fund £000 £000 2007/08 55 81 2008/09 49 81 2009/10 50 90 2010/11 44 65 2011/12 35 70 2012/13 26 70 ** Exclusive of claims handling charges.
Other
4.11 In addition to the three main classes of insurance the Authority also procures external insurance for smaller risks such as loss of money, fidelity guarantee and loss or damage to ICT equipment and self-insures other risks including loss of equipment and damage to glazing. For most of these risks losses are modest and premia remain fairly stable. Improved management of equipment claims led to claims costs falling from over £100,000 in 2004/05 to less than £20,000 in 2010/11.
4.12 In relation to Engineering Insurance and Inspection it was intended to restrict the contract to only those categories of plant for which inspection is a legal requirement. For non-statutory plant information from maintenance and service visits would have been used to identify and act on potential defects. Subsequent investigations indicated that in some areas the management regime around maintenance and servicing needs to be enhanced in order for these to be the sole source of information on possible defects. All items will remain on the contract until management arrangements have been revised.
Reserves and Provisions
4.13 Many claims are not settled within the financial year in which they arise. In the case of legal liabilities, claims may not even be reported in the year in which an incident occurs. Thus the total cost of all claims relating to a given year will be spread over several subsequent financial years. The rate of submission of historic claims has increased sharply over recent account years.
Page 12 4.14 Provisions have to be made in respect of losses previously incurred but which will be settled in future financial years. Without such provisions the Council would not have the funds available to meet these future claims costs.
4.15 The provisions are based on claims data held by the Risk & Insurance Section taken at the end of each financial year. After rising between 2001/02 and 2004/05 they have fallen significantly every year since 2005/06. This has been regularly reported to Cabinet and has enabled almost £16 million to be returned to the General Fund balances since 2005/06 to support the delivery of Council services.
4.16 An actuarial funding study is undertaken by professional actuaries every two years to evaluate whether the sum held to meet liability losses is sufficient and also the sum needed to be invested to meet the costs of current claims. In the intervening years a self-evaluation is undertaken as was the case for liabilities incurred as at 31 March 2011. This evaluation was reported to Cabinet on 23 June 2011 and indicated that continued improvements in the ability to defend claims had been sustained. As a result there was a surplus of £947,000 within the Insurance Fund which was released to balances.
4.17 At this time it is proposed to release the Budget Surplus Reserve to mitigate the impact of the increase in Insurance Fund contributions for 2012/13. No further reductions are proposed at this time.
Category of Actual 31/03/11 Forecast 31/03/12 Reserve / Provision £ £ Combined Liability 7,878,337* 7,878,337 Property 2,422,402 2,422,402 Motor 250,000 250,000 Civil Contingency (funds improvements in resilience to 1,500,000 1,500,000 service disruption) Risk Management (supports individual risk 354,162 354,162 improvement initiatives) Uninsured Liability (funds historic claims where insurer 2,416,784 2,416,784 cannot be traced or is insolvent) Budget Surplus 136,030 0 Wholly self-insured claims 309,456 309,456 (such as plate glass and equipment) Total £15,267,171 £15,131,141
Management Account
4.18 In addition to promoting the effective management of risk the Risk and Insurance Team places and administers all external insurance policies, manages the Insurance Fund and oversees the handling of all claims. The balance of work has altered in recent years with greater emphasis now being placed on risk management activity.
Page 13 4.19 The costs of the Risk & Insurance Section are charged to the Insurance Fund and are recharged in the form of a percentage overhead on insurance premia. For 2012/13 the percentage will be 8.7% which is lower than for 2010/11 principally due to the impact of the income from Academy schools. The Team has been very successful in developing a service to offer support to Academies seeking insurance, as they cannot be covered under the Council policy, and all schools which have converted this financial year have entered into Service Level Agreements.
4.20 The Management Account costs for 2011/12 compared with 2012/13:-.
Item 2011/12 2012/13 £ £ Staffing & overheads 262,500 265,500 Press & PR post 21,000 0 Insurance Brokers 12,500 12,500 Actuarial study 0 6,500 Income from Academy schools 0 - 42,500 Total 296,000 242,000
Insurance Fund Budget 2012/13
4.21 The Insurance Fund Budget is shown in the Appendix. The table compares the Budget for 2011/12 with the Budget for 2012/13.
2011/12 2012/13
£000 £000 Schools 925 *699 General Fund 2,164 2,184 Budget surplus - 136 contribution Total 3,089 3,019
*Assumes Ridgeway, Woodchurch, Weatherhead, Mosslands, Hilbre and South Wirral schools all convert to Academy status prior to, or during 2012/13 otherwise this figure will be higher. The figure excludes three secondary schools which are expected to convert between now and the start of the new financial year. Should conversion be delayed then there would be both additional costs and additional income to the Fund.
4.22 The Budget 2012/13 equates to an overall decrease of approximately 2.3% and since 2009/10 costs have reduced by more than 36%. This reduction reflects the continuing improvements in claims experience and the effectiveness of the approach to procurement. The increase to the General Fund reflects the increased proportion of claims costs from non-schools areas which has been mitigated for 2012/13 by the use of the Budget Surplus Reserve in the Insurance Fund which was created to even out fluctuations in costs between financial years.
Page 14 5.0 RELEVANT RISKS
5.1 The fact that contracts are subject to Long Term Agreements acts to reduce the likelihood of any significant changes to the extent of cover or to external premia. With the expiry of Long Term Agreements from 2015 onwards there could be upward pressure on external premia if insurers’ investment returns remain low or reinsurance costs rise.
5.2 Insurance Fund contributions are the largest element of the total. As they are directly related to claims the contributions could rise in the event of a series of major losses. This is effectively managed by the maintaining a prudent level of reserves and provisions.
5.3 If primary schools decided to convert to academy status then this could create a shortfall in income to the Insurance Fund. The Risk & Insurance Section takes steps to gain early notice of any potential conversions.
5.4 The Government response to the Jackson review of civil litigation and expected changes to the Civil Procedure Rules could result in a large influx of new liability claims both before, and after, changes are implemented. There are indications that elements which could have benefited local government may not be implemented in order to deliver the wider package of reform.
6.0 OTHER OPTIONS CONSIDERED
6.1 No other options were considered in respect of this report.
7.0 CONSULTATION
7.1 The Risk & Insurance Team liaises with schools and Council departments to obtain information required to determine the Insurance Fund Budget.
8.0 IMPLICATIONS FOR VOLUNTARY, COMMUNITY AND FAITH GROUPS
8.1 There are no direct implications for these groups arising from this report.
9.0 RESOURCE IMPLICATIONS
9.1. The 2012/13 Budget includes a one-off contribution from the Insurance Fund Budget Surplus Reserve for 2012/13 which gives a reduction in insurance costs of £70,000 from 2011/12. This reflects the sustained improvements in claims management and also the extensive work with schools to enable insurable risks to be more accurately assessed and managed more effectively.
9.2. The work to provide support for Academy schools, which cannot be covered under the Council policy, and the Cabinet decision to seek to adopt the British Standard for risk management have placed, and will place, further pressure on the capacity of the Risk & Insurance Team.
Page 15 9.3 There are no asset or IT implications arising directly from this report.
10.0 LEGAL IMPLICATIONS
10.1 There are no direct implications arising from this report
11.0 EQUALITIES IMPLICATIONS
11.1 There are no direct implications arising from this report
12.0 CARBON REDUCTION IMPLICATIONS
12.1 There are no direct implications arising from this report.
13.0 PLANNING AND COMMUNITY SAFETY IMPLICATIONS
13.1 There are no direct implications arising from this report
FNCE/258/11
REPORT AUTHOR: Mike Lane Risk & Insurance Officer - Financial Services Division telephone: 0151 666 3413 email: [email protected]
APPENDIX
Comparison of Insurance Fund base budgets for 2011/12 and 2012/13.
REFERENCE MATERIAL
Correspondence with JLT Public Sector Risks . Risk & Insurance Section Database. Zurich Municipal and Teceris Claims Management claims records.
SUBJECT HISTORY (last 3 years) Council Meeting Date Cabinet 25 November 2010 Cabinet 14 January 2010 Cabinet 27 November 2008
Page 16 APPENDIX
WIRRAL COUNCIL
INSURANCE FUND BUDGET
Base Budget 2011/12 Base Budget 2012/13
Expenditure
Class of External Insurance Fund Total External Insurance Fund Total Insurance Premia Contributions Premia Contributions Page 17 £ £ £ £ £ £ Liabilities 243,000 1,500,000 1,743,000 230,000 1,550,000 1,780,000 Fire 329,000 300,000 629,000 319,000 300,000 619,000 Motor 42,000 70,000 112,000 26,000 70,000 96,000 Other 211,000 98,000 309,000 204,000 78,000 282,000
Management Account 296,000 242,000
Total Expenditure 3,089,000 3,019,000
Income
Schools ( 925,000) ( 699,000) General Fund (2,164,000) (2,184,000) Contribution from Budget Surplus Reserve ( 0) ( 136,000)
Total Income (3,089,000) (3,019,000)
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Page 18 Agenda Item 5
WIRRAL COUNCIL CHILDREN AND YOUNG PEOPLE’S OVERVIEW AND SCRUTINY COMMITTEE - 16 NOVEMBER 2011
CABINET - 24 NOVEMBER 2011 SUBJECT: ANNUAL CHILDREN’S SERVICES ASSESSMENT 2011 WARD/S AFFECTED: ALL REPORT OF: ACTING DIRECTOR OF CHILDREN’S SERVICES RESPONSIBLE PORTFOLIO COUNCILLOR ANN MCLACHLAN HOLDER: KEY DECISION NO
1.0 EXECUTIVE SUMMARY 1.1 The Education and Inspections Act 2006 charges OFSTED with the responsibility for conducting an annual assessment of the quality of children’s services for each local authority. In the 2011 Annual Children’s Services Assessment published on the 8 th of November 2011 Wirral Children’s Services has been assessed as ‘performs excellently’ a maximum score of four on a four point scale. This report informs members of the 2011 assessment findings and the actions put in place to address the two areas identified by OFSTED for further improvement.
2.0 RECOMMENDATION 2.1 The report is noted.
3.0 REASON FOR RECOMMENDATION 3.1 To ensure Members are aware of the results of external inspections.
4.0 BACKGROUND AND KEY ISSUES 4.1 Wirral Children’s Services Annual Assessment by OFSTED was published on the 8 th of November 2011. Wirral Children’s Services was found to ‘perform excellently’, rated at 4 out of a possible 4 point scale. This is an improvement on the 2010 assessment which was rated as ‘performs well’ rated at 3 on the scale. In 2011 28 out of 152 Councils were rated as ‘performs excellently’. The OFSTED Annual Children’s Services Assessment (CSA) letter is provided in Appendix 1.
4.2 The OFSTED Children’s Services Assessment is derived from a performance profile of the quality of services and outcomes for children and young people in the local area. The profile includes findings from across OFSTED’s inspection and regulation of services and settings for which the local authority has strategic or operational responsibilities either alone or in partnership with others, together with data from relevant educational performance outcomes and additional performance indicators compared with national and statistical neighbour data. The comprehensive assessment is based on three blocks of information.
Page 19 Block A The analysis of the results of the inspections of 22 groups of inspected services and settings, these are: • Childminders • Childcare: domestic • Childcare: non-domestic • Children’s centres • Nursery and primary early years foundation stage • Primary schools • Local authority maintained secondary schools • Academy and city technology colleges • Secondary sixth forms • General further education and tertiary colleges • Sixth form colleges • Independent specialist colleges • Local authority maintained special schools • Non-local authority and independent special schools • Secondary special sixth forms • Pupil referral units • Residential special schools • Local authority fostering agency • Local authority adoption agency • Private and voluntary fostering and adoption agencies • Local authority children’s homes • Private and voluntary children’s homes
Block B Findings from safeguarding and looked after children inspections, including unannounced inspections and serious case reviews: • Annual unannounced contact, referral and assessment inspection • Three yearly inspection of services for looked after children • Three yearly inspection of safeguarding • Serious case reviews conducted adequately or better • Private Fostering Arrangements.
Block C Educational performance outcomes at Early Years Foundation Stage, Key Stage 2, Key Stage 4 and Post 16 qualifications, and additional published performance indicators. The profile compares Wirral performance against national and statistical neighbour data.
4.3 The assessment identified strengths Wirral Children’s Services in a number of key areas encompassing educational standards in all phases and services for safeguarding, looked after children and fostering and adoption services. The OFSTED report identifies the strong commitment demonstrated by the council and partners to protect the most vulnerable children and young people and improve services for looked after children.
4.4 The 2011 assessment has identified two key areas for further improvement. This report will inform Members of these areas and the actions that are in place to address them.
Page 20
5.0 AREAS FOR FURTHER IMPROVEMENT 5.1 The areas identified for further improvement are:
• A large percentage of child minders and some registered day-care settings are only satisfactory. This is below performance in similar areas and has not improved since last year. A very small percentage of provision in childminding services is inadequate.
• Even though considerably more young people in Wirral achieve higher level qualifications by the age of 19 years than elsewhere, the gap in achievement between young people who are not from low-income families and those who are has increased and is wider than both the national attainment gap and that of similar areas for this age group.
5.2 Wirral Children’s Trust partnership and the Council’s Children and Young People’s Department (CYPD) is addressing these issues through actions in the Children and Young People’s Plan (CYPP) and will ensure that they are embedded in the refresh of the CYPP for 2011-12. They will also be addressed through the delivery of the Council’s Strategic Objectives through the Corporate and CYPD Department Plan.
5.3 Current activities and projects underway related to each area are outlined below.
5.4 Childminders and day care
Providers in the private, voluntary and independent sector who are registered with OFSTED as childcare providers are inspected by OFSTED to ensure their compliance with statutory regulation. Providers in these sectors include day nurseries, pre-school playgroups, childminders, before and after school care and holiday clubs. OFSTED retains the responsibility for regulation and enforcement of statutory duties in registered provision.
The responsibility of the Local Authority lies with what is termed “retained functions”, that is, to maintain an advice, support and guidance service to potential new and current childcare providers. A key element of the work of the SureStart team is to provide support in respect of quality in provision with a focus working with settings to achieve a ‘good’ inspection judgement. Additional work includes business advice to ensure sustainability, and access to training and workforce development opportunities. The SureStart team range of provision includes:
• Targeted support to providers receiving an inadequate judgement from OFSTED which includes a visit from a Foundation Stage Consultant for early years settings, or from a Childcare development Worker for childminders or out of school schemes. This will also include development of an action plan to support the provider in moving out of the inadequate judgement. • Implementation of the Quality Improvement Support Programme with early years providers, leading to an action plan linked to focussed support from a Foundation Stage Consultant. This is part of the Local Authority’s role in terms of support and challenge to providers. • Access to a termly training programme that offers courses in statutory requirements such as Safeguarding and First Aid, as well as comprehensive Continuing Professional Development. Page 21 • Advice and guidance to potential new providers that covers business planning, adherence to regulatory frameworks, policy development and the development of quality sustainable provision. • Access to advice, including 1:1 support and site visits. • Analysis of trends identified through scrutiny of OFSTED reports which is shared regularly with providers.
Early years OFSTED inspection grades are: outstanding; good; satisfactory and inadequate – with two types of ‘inadequate’; inadequate 1 – weak provision where the standard of care is not good enough and inadequate 2 – poor provision that needs urgent attention. Private, voluntary and independent sector providers are required to work with the Local Authority when the judgement is made at inadequate 2 “Notice to Improve”. A judgement of inadequate 1 or above means the provider is not obliged to work with the Local Authority and responsibility to improve rests entirely with the provider.
Currently, there are no early years settings or out of school schemes holding an overall inadequate 2 judgement. Wirral has one childminder and 1 pre-school playgroup with Inadequate 1 judgements. Both settings are working with either their Foundation Consultant, in the case of the pre-school, or with their Childcare Development Worker, in the case of the childminder, in order to move out of the inadequate judgement.
In terms of the percentage of providers judged as satisfactory, this is a more complex issue. A satisfactory judgement from OFSTED means that a setting is meeting the minimum standard for childcare. For a number of providers this is sufficiently ambitious to enable them to continue to practice. The challenge is to change the mind-set of such providers and show clearly the advantages of improving the quality of their provision.
Historically, support for childminders and out of school clubs has focussed on sustainability as a priority in order to ensure Wirral meets its childcare sufficiency targets. Departmental re-organisation has led to the assimilation of the previously separately managed Childcare Development Worker team and the Foundation Consultant team into a single Quality Improvement Team under the management of the SureStart Quality Assurance Manager. This has enabled the development of a single shared language about what quality means and has improved the professional understanding of staff in terms of their role in quality improvement.
The focus for this team is to make it clear to providers that ‘satisfactory’ is not an aspirational ambition. The team has developed a Quality Improvement process for childminders and out of schools clubs similar to that used with the early education providers, a pilot trial is planned to commence by the end of this year. The team is also taking a different approach to the support for childminders by planning a more focussed approach to the content and organisation of regular “drop-in” sessions that will challenge practice and support self-reflection in a climate of continuous quality improvement. The team is also working on new support structures for out of school clubs, mirroring the arrangements in place for early years providers.
Page 22 5.5 Narrowing the gap at age 19
Closing the attainment gap where poverty and disadvantage affect achievement is a priority for children of all ages in Wirral. The 14-19 Team in partnership with all providers delivers the 16-19 Wirral Strategic Overview which informs high level post- 16 strategic priorities for the borough and outlines commissioned activity to meet identified priorities. Within the overview is a targeted set of activities to improve higher level qualifications by the age of 19 years for all students with a particular focus on low-income families. A number of activities are in place including:
• The post-16 quality framework is a framework for evaluating the work of school sixth forms and was developed on behalf of Wirral by OFSTED associate inspectors. The framework provides a clear set of standards that reflect both good practice within the delivery of learning in school sixth forms and also requirements expressed through OFSTED’s inspection framework. The framework was trailed with Wirral school sixth forms during 2009/10 and is now available for all to use.
• Quality and standards in school sixth forms is a standing item at the Local Authority (LA) Summer Heads of Sixth Form Inset Day. In 2011 three Deeside schools shared resources developed to help raise the quality of teaching and learning.
• In April 2011 the 14-19 Team commissioned two OFSTED associate inspectors to work with three Deeside schools with a focus on improving Key Stage 5 (KS5) outcomes for young people. The three schools have a joint KS5 offer and identified needing support in developing a common approach to quality assurance and improving standards of teaching and learning. Materials developed have been shared with other Wirral schools with sixth forms.
• The 14-19 Team have invested in a new experimental set of management information progression reports to support analysis of the attainment gaps at level 2 and level 3 at 19. The new reports will enable the Local Authority to identify and challenge the performance of both schools and colleges in the borough. The reports allow identification, at an institution level, of the level 2 and level 3 attainment gap between those FSM eligible young people and those not FSM eligible. The institutions with an attainment gap greater than the national benchmark will receive a copy of the report with accompanying formal dialogue and challenge from the LA. The LA will then advise and work with schools and colleges to develop and implement interventions in year to support narrowing the gap.
• The 14-19 Team are working with colleagues in the secondary team to identify the best practice from successful interventions delivered by schools participating in the KS4 'Wirral 100 Club' and ensure dissemination to schools and colleges.
• One to one support for schools in developing rigorous careers education, information, advice and guidance (CEIAG) programmes has been in place for over two years. The 14-19 Team have invested heavily in ensuring schools are best placed to deliver against the current national standards for CEIAG and undertake their new statutory duties from September 2012. In 2011 six schools in the borough achieved the local Greater Merseyside Connexions Partnership CEIAG Award. The 14-19 Team have assisted Wirral secondary schools in the production
Page 23 of an action plan identifying the gaps and development areas in respect of their CEIAG programmes.
6.0 RELEVANT RISKS 6.1 OFSTED is currently reviewing inspection frameworks for Local Authority Children’s Services which may result in inspection changes commencing from May 2012. OFSTED has also introduced new inspection arrangements for schools the results of which are included in the CSA.
6.2 Maintaining standards is challenging as overall funding for Children’s Services across the Local Authority and partner agencies reduces in the current economic climate.
7.0 OTHER OPTIONS CONSIDERED 7.1 Not relevant
8.0 CONSULTATION 8.1 No consultation was undertaken for the production of this report. Consultation is carried out in the production of the Children and Young People’s Plan and in developing services for children, young people and families.
9.0 IMPLICATIONS FOR VOLUNTARY, COMMUNITY AND FAITH GROUPS 9.1 Through Wirral Children’s Trust voluntary, community and faith groups are involved in a variety of roles in Wirral Children’s Services.
10.0 RESOURCE IMPLICATIONS: FINANCIAL; IT; STAFFING; AND ASSETS 10.1 There are none directly arising from this report.
11.0 LEGAL IMPLICATIONS 11.1 There are none directly arising from this report.
12.0 EQUALITIES IMPLICATIONS 12.1 A full equality impact assessment is carried out during the production and annual review of the Children and Young People’s Plan.
12.2 Equality Impact Assessment (EIA) (a) Is an EIA required? No (b) If ‘yes’, has one been completed?
13.0 CARBON REDUCTION IMPLICATIONS 13.1 There are none directly arising from this report.
14.0 PLANNING AND COMMUNITY SAFETY IMPLICATIONS 14.1 There are none directly arising from this report.
Page 24 REPORT AUTHOR: Nancy Clarkson Strategic Service Manager Infrastructure Children’s Services Department Telephone: (0151 6664329) Email: [email protected]
APPENDICES Appendix 1: OFSTED Annual Children’s Services Assessment 2011.
REFERENCE MATERIAL OFSTED Official statistics: Local authority children's services inspections and outcomes. September 2011.
SUBJECT HISTORY (last 3 years) Council Meeting Date
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Page 26 Aviation House T 0300 123 1231 125 Kingsway Textphone 0161 618 8524 Direct T 020 7421 6666 London [email protected] Direct F 020 7421 5633 WC2B 6SE www.ofsted.gov.uk [email protected]
8 November 2011
Mr David Armstrong Interim Director of Children’s Services Wirral Metropolitan Borough Council Children and Young People's Department Hamilton Building, Conway Street Birkenhead, Wirral CH41 4FD
Dear Mr Armstrong
Annual children’s services assessment
Ofsted guidance published in April 2011 explains that the annual assessment of children’s services is derived from the performance profile of the quality of services for children and young people in each local area. This performance profile includes findings from across Ofsted’s inspection and regulation of services and settings for which the local authority has strategic or operational responsibilities, either alone or in partnership with others, together with other published data.
In reaching the assessment of children’s services, Ofsted has taken account of inspection outcomes including the arrangements for making sure children are safe and stay safe and performance against similar authorities and/or national measures. More weight has been given to the outcomes of Ofsted’s inspections and regulatory visits (Blocks A and B in the performance profile).
The annual assessment derives from a four point scale:
4 Performs excellently An organisation that significantly exceeds minimum requirements 3 Performs well An organisation that exceeds minimum requirements 2 Performs adequately An organisation that meets only minimum requirements 1 Performs poorly An organisation that does not meet minimum requirements
Within each level there will be differing standards of provision. For example, an assessment of ‘performs excellently’ does not mean all aspects of provision are perfect. Similarly, an assessment of ‘performs poorly’ does not mean there are no adequate or even good aspects. As in 2010, while the performance profile remains central to Ofsted’s assessment, meeting or not meeting the minimum requirements alone does not define the grade. The assessment has involved the application of inspector judgement.
Page 27 Wirral Metropolitan Borough Council children’s services assessment 2011
Children’s services assessment Performs excellently (4)
Children’s services in Wirral Metropolitan Borough Council perform excellently. In 2010 services were assessed as performing well. Good performance has been sustained and further improvement has been achieved in a number of areas. The very large majority of services, settings and institutions inspected by Ofsted are good or better and most provision effectively helps children and young people to learn and to stay safe. Seven secondary schools became academies during the year. Their last inspection judgements have been taken in to account for the 2011 assessment.
A recent inspection judged services for safeguarding and looked after children to be good with good capacity to improve and some outstanding features. The Ofsted report identifies the strong commitment demonstrated by the council and partners to protect the most vulnerable children and young people and improve services for looked after children.
Strengths
Educational standards at all key stages in children and young people’s lives are at least in line with similar areas and national averages. Progress at all stages has been steady over a four year period. The proportion of five-year-olds who demonstrate a good level of development in the Early Years Foundation Stage has improved year-on- year for all children including those from low-income families. The gap in achievement between this group and other children of the same age in Wirral has reduced significantly since last year and is narrower than in similar areas and nationally. The five children’s centres recently inspected for the first time are good. The proportion of good and better primary schools has increased since 2010 and the very large majority are now good or outstanding. Only one school remains in an Ofsted category of concern. The latest Ofsted monitoring letter states that the support received from the local authority is good. A further three schools have made good progress and came out of a category this year. In 2011, the provisional national test results for 11-year-olds show further improvement on standards in 2010, which were in line with the national average and that for similar areas. The very large majority of secondary schools are good or outstanding. The attainment of 16-year-olds is above the average for similar areas and, although the gap in achievement for those from low-income families is wider than elsewhere, the most recent data shows some improvement, with more children from this group achieving five or more A* to C grades at GCSE, including English and mathematics than similar areas and
Page 28 2 nationally. More children with special educational needs achieve good GCSEs than elsewhere. Most provision for children with special educational needs is good or outstanding. The quality of post-16 education and training provision in the general further education college and sixth form schools is mostly good or better. The percentage of 19-year-olds achieving good GCSE or equivalent qualifications at level 2 continues to improve year-on-year, and the gap in achievement between those from low-income families and all other young people of the same age remains narrower than similar areas. A larger percentage of young people than elsewhere achieve higher level 3 qualifications equivalent to two A levels. The two local authority children’s homes are good and this has improved since 2010. For services commissioned by the local authority the very large majority of children’s homes are good or better, but one is inadequate. The local authority fostering and adoption agencies are both good also showing improved performance since 2010. Services for safeguarding and looked after children’s are good with some outstanding features. Leadership and management are outstanding, as are partnerships arrangements. Good systems are in place to ensure effective performance management and quality assurance. Children, young people and their carers are effectively engaged in designing and reviewing the range of services.
Areas for further improvement
A large percentage of childminders and some registered day-care settings are only satisfactory. This is below performance in similar areas and has not improved since last year. A very small percentage of provision in childminding services is inadequate. Even though considerably more young people in Wirral achieve higher level qualifications by the age of 19 years than elsewhere, the gap in achievement between young people who are not from low-income families and those who are has increased and is wider than both the national attainment gap and that of similar areas for this age group. This children’s services assessment is provided in accordance with section 138 of the Education and Inspections Act 2006.
Yours sincerely
Juliet Winstanley Divisional Manager, Children’s Services Assessment
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Page 30 Agenda Item 6
WIRRAL COUNCIL CABINET 24 NOVEMBER 2011 SUBJECT: DEPARTMENT OF ADULT SOCIAL SERVICES SELF EVALUATION DOCUMENT WARD/S AFFECTED: ALL REPORT OF: HOWARD COOPER, INTERIM DIRECTOR OF ADULT SOCIAL SERVICES RESPONSIBLE PORTFOLIO COUNCILLOR ANNE MCARDLE HOLDER KEY DECISION? NO
1. PURPOSE OF REPORT
1.1 To inform Cabinet of the completion of the milestones as identified in the Care Quality Commission (CQC) Improvement Plan September 2010 as recommended by the Health and Wellbeing Overview and Scrutiny Committee on 8 November 2011.
1.2 To seek Cabinet agreement to the proposed reporting mechanism for those Milestones that were subject to Change Control.
1.3 To inform Cabinet of the Self Evaluation process that has been agreed between the Local Government Association (LGA) and Government and the need to publish a “Local Account”.
1.4 To seek Cabinet endorsement to the Department of Adult Social Services (DASS) Self Evaluation document that has been undertaken in preparation for the Peer Review that will take place in 2012.
1.5 To seek Cabinet agreement to the publication of a Local Account by 31 December 2011.
2. RECOMMENDATIONS
2.1 That Cabinet approves the completion of the milestones as identified in the CQC Improvement Plan September 2010.
2.2 That Cabinet agrees the proposed reporting mechanism for those Milestones that were subject to Change Control.
2.3 That Cabinet notes the Self Evaluation process that has been agreed between the LGA and Government and the need to publish a “Local Account”.
2.4 That Cabinet endorses the Department of Adult Social Services Self Evaluation document.
Page 31
2.5 That Cabinet approves the publication of a Local Account by 31 December 2011.
3. REASONS FOR RECOMMENDATIONS
3.1 As a result of the work undertaken on the CQC Improvement plan it is necessary for Cabinet to formally agree its completion.
3.2 As part of the emerging Sector Led Self Improvement regime Cabinet are asked to endorse the Department of Adult Social Services Self Evaluation document, November 2011, which should form the basis of a “Local Account”. This will be used to consult with service users, their carers and the wider community on the priorities for the Department.
4. BACKGROUND
4.1 Cabinet was informed on 2 September 2010 that an inspection team from the Care Quality Commission visited Wirral Council in May 2010 to assess the council’s delivery of social care. The inspection team looked at how well the Council was:
• Safeguarding adults whose circumstances made them vulnerable • Making a positive contribution for adults with a learning disability • Increasing choice and control for adults with a learning disability
4.2 The findings of the inspection criticised the Council’s performance in safeguarding adults and increasing choice and control for adults with a learning disability, stating these services were “poor”. The Council was rated “adequate” on making a positive contribution for adults with a learning disability. The Council’s capacity to improve was categorized as “uncertain”.
4.3 The CQC Inspection Report made recommendations on the way in which the Council could improve its performance in the area of adult social care in 5 aspects across two themes:
Aspect Theme 1. Safeguarding adults 2. Making a positive contribution for adults with learning Recommendations for improving disability outcomes in Wirral Council 3. Increased choice and control for adults with a learning disability 4. Providing Leadership Recommendations for improving 5. Commissioning and use of capacity in Wirral Council resources
Page 32 4.4 In response to the CQC Report an Improvement Plan was produced. At the Cabinet meeting on 14 October 2010 a report was agreed updating the Improvement Plan following consultation with partner agencies, customers and carers’ representatives. It is this Second Improvement Plan that has been monitored by a Working Group of the Health and Wellbeing Overview and Scrutiny Committee. On the 8 November 2011 the Committee recommended to Cabinet that the actions within the Improvement plan be agreed (Appendix 1) and that the proposed reporting mechanism for the Milestones that were subject to “Change Control” also be agreed (Appendix 2).
4.5 It should be noted that since its inspection the CQC has changed its remit and it did not return, as originally planned, to Wirral in March 2011 to assess progress against the Improvement Plan. Instead, it is proposed that this function is carried out as part of the “Sector-Led Improvement Programme”. This is developing on a number of fronts that are described below.
5. Sector Led Improvement – National Context
5.1 In October 2010, the Local Government Association conducted a consultation with the local government sector on a new approach to self-regulation and improvement following the Coalition Government decision to dismantle the existing framework of assessment and regulation. The consultation was based on the following principles:
• that councils are responsible for their own performance • that stronger local accountability drives improvement • that Councils have a collective responsibility for performance in the sector as a whole.
5.2 The proposals within the consultation received wide support from Local Government and further work was undertaken to develop a model of self evaluation to be managed by the sector.
5.3 In September 2011 the outcome of the consultation was published by the Local Government Association. Entitled “Taking the Lead”, this described the approach to be taken by the sector to self-regulation and improvement including a peer challenge offered to all councils, free of charge, in the three-year period from April 2011
Page 33 6. Sector Led Improvement – DASS
6.1 On 16 November 2010 the Government launched its “Vision for Adult Social Care: Capable Communities and Active Citizens” which asserted that new approaches and different ways of working, both nationally and locally, would be necessary to deliver improved services in financially challenging times. Simultaneously, it launched a consultation, “Transparency in outcomes: a framework for adult social care.” This consultation was undertaken in the context of the LGA’s expressed wish for the sector to take more control over self regulation and assessment.
6.2 The consultation proposals were built around three themes: • Creating a focus on the outcomes which services achieve for people, as the hallmark of a truly personalised approach; • Developing a strategy for quality in adult social care; • Designing more transparency into the system, so the public can hold local organisations to account, citizens can make more informed choices about their care, and people who use services can see how their experiences can drive change and improvement.
6.3 In March 2011 the Government published its response to the “Transparency in outcomes: a framework for adult social care” consultation. It restated that its strategy was to drive improvement through a focus on outcomes and greater transparency. This was to be supported through three mechanisms • a national Adult Social Care Outcomes Framework (ASCOF) • the collection of a New National Data Set and • the development, at a Local Authority level, of a “Local Account”.
6.4 It is proposed that the National Dataset of information from the year ending 31 March 2012 will be used to inform the ASCOF for 2011/12 which will be published in June/July 2012. However, each Local Authority has been advised that it should publish a Local Account by 31 December 2011 using the ASCOF Framework and national dataset currently available.
6.5 The Local Account is expected to be a central part of the approach to Sector Led Improvement described above. The approach places at its heart the principle that every council should be responsible for its own improvement, and should identify its own needs through self evaluation. Councils are expected to undertake on going self assessment and assurance with people who use services and citizens, and to publish information on priorities and progress.
Page 34 7 The Self Improvement Cycle
7.1 The new approach to self regulation described above will be embodied in a Bill before Parliament in spring, 2012. It is a critical part of the idea that the local government sector collectively should take responsibility for its own regulation and improvement after the removal of duties from the Audit Commission and CQC (though not OFSTED).
7.2 In essence, the improvement cycle is as follows.
Local Government Self Improvement Cycle
Improvement Sector Planning Supported Linked to the Sector Led Brokerage Corporate Plan Support and Financial Plan
Local Self Supporting Evaluation Government Improvement Including Peer Self Drawn from peers Challenge Improvement and the market
Safety Net Monitoring Including Sector Led Improvement Challenge intervention Including Peer in case of Review failure
7.3 Key elements in the cycle relevant to this report are
7.3.1 “Self Evaluation”, implies that each service area has: • A clear understanding of what it is trying to achieve for Wirral people flowing from the Council’s Corporate Plan; • A clear understanding of what it is required to achieve by legislation, regulation or external contract;
Page 35 • These understandings expressed in terms of outcomes for service users, both external and internal clients; • Wherever possible these outcomes expressed in numeric, measurable terms; • A mechanism for monitoring and reporting on progress against these measures; • A knowledge of the performance on these measures of other comparable councils; • Clear expectations of future performance against these benchmarks; • A mechanism for gathering the qualitative views of service users, carers and partners; • A mechanism for gathering the views of practitioners; • A mechanism for collating and evaluating this evidence; • A mechanism for translating these judgements into improvement plans; • A mechanism for relating these plans to investment decisions.
7.3.2 “Peer Challenge” is central to the new approach. It implies that each council opens up its self evaluation process honestly to its peers and also that it contributes its own staff time as a civic duty to peer challenge others. The Peer Challenger does not carry out a one- person inspection, nor endorse the self evaluation as being true or accurate in every respect.
The challenge role of the peer challenger during this self evaluation is, • To challenge the Director concerning the validity and comprehensive nature of the evidence used • To challenge the Director on the interpretation of this evidence and the robustness of the evaluation • To challenge the Director on the appropriateness of the priorities identified by the process
The validation role of the Peer Challenger during the process is, • To provide assurance that the process of self evaluation has been carried out thoroughly and honestly • To test out the judgement about outcomes against the national data and intelligence that is available • To test out the judgement about outcomes against any audit or inspection evidence that is available • To offer a view as to whether the priorities for improvement that have been identified are appropriate or whether there are major omissions • To alert the Chief Executive and Leader of the Council if there are major, unaddressed concerns having a bearing on the legality or propriety of the council’s actions or the safety of Wirral citizens
Page 36 7.3.3 “Peer Review” role supports the improvement process within a local authority by: • providing a ‘critical friend’ assessment of a service; • identifying areas for improvement within the service; • supporting change and improvement within the service; and • facilitating the exchange of ideas and good practice.
A peer review is not an inspection or audit of a service - it is a supportive review process designed to help identify areas for improvement and to aid a service’s capacity to change.
8 Self Evaluation – Wirral
8.1 Originally it was anticipated that a Peer Review of Wirral DASS would be undertaken in November 2011 in place of a further inspection by the CQC. During the period of preparing for this Review, however, the Council received a report of an Independent Review by Anna Klonowski Associates (AKA) into Corporate Governance. On 22 September 2011 Cabinet accepted the recommendations of the report and agreed to a wholesale programme of review of the Council’s governance arrangements. It has been agreed, therefore, that there will be simultaneous and linked peer reviews of DASS and Corporate Governance in 2012.
8.2 It was not thought appropriate, however, to delay until the Peer Review any evaluation of the improvement work undertaken by DASS since the CQC inspection in May 2010. A decision was taken, therefore to break into the Self Improvement Cycle at the Self Evaluation including Peer Challenge stage by undertaking a “Self Evaluation” that will be validated by a supportive and challenging former director.
8.3 A summary of the Self Evaluation document is attached at Appendix 3 and the full report, Appendix 4, can be found on the Web Library. It aims to: • provide an honest evaluation of the Department’s performance, achievements and challenges at November 2011 and to assess progress made since the CQC Inspection Report September 2010 • benchmark the Department’s performance against that of other Local Authorities • describe, from a service users’ and carers’ perspective, their experiences of DASS • provide the new Director of Adult Social Services with a tool to support further planning and development • provide the Council with evidence to support a future Council wide Peer Review planned for 2012
8.4 In line with recommended best practice it is proposed to use the Self Evaluation document as a template for the Local Account. This will be presented to Cabinet at its meeting on 8 December 2011 so that it can be published on 31 December 2011.
Page 37
9. RELEVANT RISKS
9.1 The Risk to the Council of not submitting a Self Evaluation document for DASS and publishing a Local Account is that it will be unable to develop the appropriate evidence of improvement for the Peer Review in 2012.
10. OTHER OPTIONS CONSIDERED
10.1 As described in Section 8 above it would have been possible to move directly to a Peer Review, however, in the light of the work being undertaken following the AKA Report it is seen as more appropriate to break into the Self Improvement Cycle at the Self Evaluation and Peer Challenge stage.
11. CONSULTATION
11.1 The Self Evaluation document has been developed in consultation with staff, partner agencies and other Council departments.
12. IMPLICATIONS FOR VOLUNTARY, COMMUNITY AND FAITH GROUPS
12.1 Many areas of the Self Evaluation document refer to the voluntary, community and faith sector. It will be appropriate to include members of that sector in the development of the Local Account and on going service improvement.
13. RESOURCE IMPLICATIONS: FINANCIAL; IT; STAFFING; AND ASSETS
13.1 Any resource implications identified within the Self Evaluation document will need to be addressed as part of the on going Budget and Business Planning processes of the Council.
14. LEGAL IMPLICATIONS
14.1 None identified
15. EQUALITIES IMPLICATIONS
15.1 Has the potential impact of your proposals been reviewed with regard to equality? No – There is no overall Equality Impact Assessment; it will be necessary to address individual Assessments as they arise as part of the work programme that emerges from the Self Evaluation process and Peer Challenge feedback.
Page 38 16. CARBON REDUCTION IMPLICATIONS
16.1 None identified.
17. PLANNING AND COMMUNITY SAFETY IMPLICATIONS
17.1 There are no specific planning implications within this report.
18. APPENDICES
This report is accompanied by these Appendices: -
Appendix 1: Shows performance against the CQC Improvement Plan as measured by completion of the milestones set out in that plan. All milestones have been achieved save those where agreed changes have been made in line with changing National or Wirral Council policies.
Appendix 2: Shows change control documentation relating to these milestones.
Appendix 3: Provides a summary of the outcome of our Self Evaluation process as at November 2011. It evaluates the Department’s performance against the National framework in each of the areas inspected by CQC.
Appendix 4: Contains the full Self Evaluation. It is important source material for our Peer Challenger. It will, subject to that challenge, inform the Local Account that we will submit to Cabinet in December 2011.
The self evaluation document also sets out current and profiled performance against National and Local indicators in the data set. It shows, for benchmark comparison, the boundaries of each quartile in the performance of Councils. There is also case study material, the ‘Golden Threads’ that illustrate as a narrative our progress of change.
REPORT AUTHOR: Steve Rowley Head of Finance and Performance Telephone: (0151) 666 3662 email: [email protected]
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Appendix 1
Schedule of actions and milestones
How is this to be achieved / Milestone Why did we do this? ACTION Control Control Change Change Action No. Action No. Completed Completed Imp Area No. No. Area Imp Milestone No. Milestone A multi-agency mission statement Safeguarding vision and strategy signed So that all partnership agencies will share the same 1 1 for Safeguarding will be 1 off by Local Strategic Partnership. aspiration for developing Safeguarding services. X completed. Multi-agency Safeguarding Multi agency safeguarding procedures So that safeguarding services will be operated
Page 40 1 2 policies and procedures will be 2 approved by Safeguarding Adults consistently across all partner agencies. X finalised. Partnership Board Multi-agency Safeguarding Cross-agency audit evidences that So that safeguarding services will be operated 1 2 policies and procedures will be 3 procedures are in use across all consistently across all partner agencies. X finalised. agencies. Multi-agency Safeguarding Where requested, copies of policies and So that safeguarding services will be operated policies and procedures will be procedures will be made accessible in a consistently across all partner agencies. 1 2 4 X finalised. range of formats and venues (also see Milestones 12 & 13). Multi-agency Safeguarding Serious Case Reviews procedure So that safeguarding services will be operated 1 2 policies and procedures will be 5 reviewed and updated and aligned with consistently across all partner agencies. X finalised. 'whole system' arrangements. The Safeguarding Adults Independent Chair appointed. So that we have improved safeguarding 1 3 Partnership Board will be chaired 6 arrangements resulting from routine external scrutiny X by an Independent Person and challenge. Lessons learned' from national Safeguarding Adults Partnership Board So that local practices will be influenced by the wider serious case reviews and best has 'Lessons Learned' as a standing national experience. 1 4 practice will be regularly 7 Agenda item. X considered by the Safeguarding Adults Partnership Board.
Lessons learned' from national Review Panel to consider the findings of So that local practices will be influenced by the wider serious case reviews and best serious case reviews and make national experience. 1 4 practice will be regularly 8 recommendations accordingly X considered by the Safeguarding Adults Partnership Board. The 'Dignity in Care' initiatives will Shared Action Plan reviewed (including So that people will feel more valued by both services 1 5 be more widely promoted. 9 inputs from front-line staff). and those that care for them. X The 'Dignity in Care' initiatives will Charter Mark in place, which recognises So that people will feel more valued by both services be more widely promoted. the achievement of groups and and those that care for them. 1 5 10 X organisations who work hard to safeguard adults at risk. Hate crime incidents for people Reporting of hate crime incidents to the So there’s an increased awareness of hate crime and with disability and people from Safeguarding Adults Partnership Board an increasingly earlier identification of related 1 6 Black and Minority Ethnic (BME) 11 formalised. safeguarding issues. X communities will be more clearly reviewed. Public information about People using services and partner So that those who require support in relation to the safeguarding which particularly agencies engaged in awareness raising misuse of alcohol or drugs will more readily know targets, carers, self funders, and production of accessible where to obtain it.
Page 41 1 7 people from Black Minority Ethnic 12 information X (BME) communities and people who misuse alcohol or drugs will be made more accessible. Public information about Safeguarding information produced in So that those who require support in relation to the safeguarding which particularly culturally appropriate formats. misuse of alcohol or drugs will more readily know targets, carers, self funders, where to obtain it. 1 7 people from Black Minority Ethnic 13 X (BME) communities and people who misuse alcohol or drugs will be made more accessible. Public information about Safeguarding information made So that those who require support in relation to the safeguarding which particularly available to relevant groups. misuse of alcohol or drugs will more readily know targets, carers, self funders, where to obtain it. 1 7 people from Black Minority Ethnic 14 X (BME) communities and people who misuse alcohol or drugs will be made more accessible.
Relevant partners will be given Information Sharing Protocols forms An improved access to information will ensure co- access to Department of Adult part of Safeguarding procedures and to ordinated activity and information sharing. 1 8 Social Services electronic case 15 be agreed at January ASPB X management system under information –sharing protocols Relevant partners will be given Technical Specification presented to An improved access to information will ensure co- access to Department of Adult Information Strategy Group. ordinated activity and information sharing. 1 8 Social Services electronic case 16 X management system under information –sharing protocols Relevant partners will be given Access solution implemented. An improved access to information will ensure co- access to Department of Adult ordinated activity and information sharing. 1 8 Social Services electronic case 17 X management system under information –sharing protocols Strengthened arrangements for Consent to Treatment processes So that services will be clearer and more consistently consent to treatment will be reviewed and revised to ensure delivered. implemented to ensure effective appropriate support is provided on 1 9 18 X
Page 42 support for people with complex admission or discharge to hospital for needs on admission to, and people with complex needs discharge from hospital. The initial Equality Impact Review Completed. So that the Safeguarding Adults Improvement Project Assessment of the Safeguarding will deliver services more equitably. 1 10 Adults Improvement Project 19 X undertaken in 09/10 will be reviewed. Joint working arrangements on The membership of the Safeguarding So that partnership agencies will have a clear and the prevention agenda across the Adults Partnership Board and action shared understanding of roles and responsibilities in 1 11 Local Strategic Partnership (LSP) 20 plan both reviewed to reflect the relation to the prevention of abuse. X will be further developed. safeguarding prevention agenda Public information about Leaflets and posters produced in There will be an increased awareness about abuse safeguarding issues will be consultation with those who use and a greater understanding of how to respond to 2 1 21 X provided in a range of community services are accessible and available in concerns about it. venues a range of venues. Joint working arrangements Joint working arrangements agreed by Learning in the respective Departments and partner 2 2 across Children’s and Adults 22 Children and Young People and Adult agencies such as Merseyside Police will be shared X Boards will be established. Social Services Departments and procedures revised accordingly.
Joint working arrangements Joint protocol and training programme So that learning in the respective Departments and across Children’s and Adults in place for recognising and working partner agencies such as Merseyside Police will be 2 2 23 X Boards will be established. with parents with mental health shared and procedures revised accordingly (VPN KP difficulties. 6). The Central Advice and Duty Service Level Agreement revised in To ensure that the Central Advice and Duty Team's Team service level agreement respect of Central Advice and Duty role in responding to allegations of abuse will be 2 3 24 X with Department of Adult Social Team's role and responsibilities in clearer and improved. Services will be reviewed. regard to safeguarding. A comprehensive analysis of Establish sub-group of Safeguarding So that the identification of high incident areas or low 2 4 areas of risks and incidents of 25 Adults Partnership Board to review referral rates (for example) will inform safeguarding X abuse will be undertaken. activity information. strategy. A comprehensive analysis of Sub group reports into Safeguarding Identification of high incident areas or low referral 2 4 areas of risks and incidents of 26 Adults Partnership Board. rates (for example) will inform safeguarding strategy. X abuse will be undertaken. A multi-agency Safeguarding Draft multi-agency Training Plan So there will be an increased awareness and Training Plan will be developed available. understanding of respective roles and responsibilities 2 5 27 X and implemented. across partnership agencies in relation to Safeguarding. A multi-agency Safeguarding Draft multi-agency Training Plan So there will be an increased awareness and Page 43 Training Plan will be developed presented to Partner Agencies. understanding of respective roles and responsibilities 2 5 28 X and implemented. across partnership agencies in relation to Safeguarding. A multi-agency Safeguarding Draft multi-agency Training Plan So there will be an increased awareness and Training Plan will be developed presented to the Safeguarding Adult understanding of respective roles and responsibilities 2 5 29 X and implemented. Partnership Board. across partnership agencies in relation to Safeguarding. A multi-agency Safeguarding Multi agency Training Plan – linked to So there will be an increased awareness and Training Plan will be developed competency framework where understanding of respective roles and responsibilities 2 5 30 X and implemented. appropriate -implemented. across partnership agencies in relation to Safeguarding. Develop multi-agency training Joint learning groups established to So that all partner staff groups who have successfully 3 1 plan 31 promote consistent practice and good demonstrated competencies within the framework will X use of advocates deliver services at a satisfactory standard. Develop multi-agency training Draft multi-agency Training Plan Training available in case recording for DASS staff 3 1 plan 32 presented to Partner Agencies. developed X
Develop multi-agency training Effective multi-agency training sub- So that all partner staff groups who have successfully 3 1 plan 33 group in place, underpinned by a robust demonstrated competencies within the framework will X business plan. deliver services at a satisfactory standard. Develop multi-agency training Draft multi-agency Training Plan So that all partner staff groups who have successfully 3 1 plan 34 presented to the Safeguarding Adult demonstrated competencies within the framework will X Partnership Board. deliver services at a satisfactory standard. Develop multi-agency training Multi agency Training Plan So that all partner staff groups who have successfully 3 1 plan 35 implemented. demonstrated competencies within the framework will X deliver services at a satisfactory standard. A staff competency framework will Framework developed So that all staff and managers across the 3 2 be developed. 36 Partnership will deliver services to a satisfactory X standard. The Adult Social Services Revised supervision procedure To ensure that practice reflects a stronger focus on supervision procedure will be implemented. safeguarding, risk management and practice revised to reflect a stronger focus standards. 3 3 37 X on safeguarding, risk management and practice
Page 44 standards. The Adult Social Services Staff receiving regular appropriate To ensure that practice reflects a stronger focus on supervision procedure will be supervision based on audit of safeguarding, risk management and practice revised to reflect a stronger focus supervision files. standards. 3 3 38 X on safeguarding, risk management and practice standards. The Adult Social Services Training and support needs for all staff To ensure that practice reflects a stronger focus on supervision procedure will be identified. safeguarding, risk management and practice revised to reflect a stronger focus standards. 3 3 39 X on safeguarding, risk management and practice standards. Appropriate training to staff All relevant staff will have attended To ensure appropriate and consistent practice in involved in work to safeguard training in Safeguarding Adults Policy safeguarding adults across the Partnership. 3 4 40 X people with high or complex and procedures. needs will be implemented. Poor workforce practices will be All fieldwork managers and staff will So that staff involved in safeguarding and supporting addressed and appropriate action have a formal appraisal of their people with high or complex needs will be able to 3 5 41 X taken. professional competence and practice demonstrate the appropriate level of competence and standards knowledge.
Poor workforce practices will be Staff competency framework So that staff involved in safeguarding and supporting addressed and appropriate action implemented resulting in raised people with high or complex needs will be able to 3 5 42 X taken. professional standards and clear demonstrate the appropriate level of competence and accountabilities between agencies knowledge. Poor workforce practices will be Implementation of appropriate Human So that staff involved in safeguarding and supporting addressed and appropriate action Resources procedures. people with high or complex needs will be able to 3 5 43 X taken. demonstrate the appropriate level of competence and knowledge. The revised safeguarding Case recording procedure developed So the Partnership can be sure of providing procedures will be appropriately and implemented. appropriate protection, planning, management of risk, 3 6 implemented in Adult Social 44 advocacy support, co-ordinated responses to abuse X Services and engagement of individuals subject to abuse The revised safeguarding Systems are in place to quality assure So the Partnership can be sure of providing procedures will be appropriately practice through routine auditing of case appropriate protection, planning, management of risk, 3 6 implemented in Adult Social 45 files and supervision notes. advocacy support, co-ordinated responses to abuse X Services and engagement of individuals subject to abuse The revised safeguarding Case file audit conducted providing So the Partnership can be sure of providing
Page 45 procedures will be appropriately evidence that appropriate standards of appropriate protection, planning, management of risk, 3 6 46 X implemented in Adult Social recording has taken place advocacy support, co-ordinated responses to abuse Services and engagement of individuals subject to abuse The revised safeguarding Case recording is discussed in So the Partnership can be sure of providing procedures will be appropriately supervision sessions and evidenced on appropriate protection, planning, management of risk, 3 6 implemented in Adult Social 47 supervision files or minutes from team advocacy support, co-ordinated responses to abuse X Services meetings and engagement of individuals subject to abuse The experiences of people who The experiences of people who have So that our procedures and individual support will be have reported safeguarding reported safeguarding issues are influenced by the wider local experience. issues in local communities will recorded in the minutes of Community 4 1 be routinely reported into the 48 Safety Partnership and Safeguarding X Community Safety Partnership Adults Partnership Board. and Safeguarding Adults Partnership Board.
The experiences of people who Community Safety Partnership plans So that our procedures and individual support will be have reported safeguarding develop an approach to the inclusion of influenced by the wider local experience. issues in local communities will older people and people with a 4 1 be routinely reported into the 49 disability. X Community Safety Partnership and Safeguarding Adults Partnership Board. Individuals involved in Action plans from safeguarding In order to ensure that individual experiences of the safeguarding will be engaged in investigations reflect the views of safeguarding process are appropriately used to 4 2 50 X all stages of the safeguarding people who have needed a shape future interventions. process safeguarding intervention. Individuals involved in People's experiences of safeguarding In order to ensure that individual experiences of the safeguarding will be engaged in issues reported into Safeguarding safeguarding process are appropriately used to 4 2 51 X all stages of the safeguarding Adults Partnership Board shape future interventions. process The Mental Capacity Action Plan Action Plan and procedures form part of So that all relevant staff will deliver a consistent and 4 3 will be implemented. 52 the multi agency procedures high quality service. X Page 46 A Safeguarding quality assurance A Quality Assurance framework similar To ensure that the Quality Assurance Framework will framework will be developed. to the one used on the Children’s provide checks on key elements of the safeguarding Safeguarding Board will be introduced process and continually enhance the service (VPN 5 1 53 for the Safeguarding Adults Partnership KP 6). X Board
A Safeguarding quality assurance A system is in place which alerts across To ensure that the Quality Assurance Framework will framework will be developed. the economy when multiple concerns provide checks on key elements of the safeguarding about a provider are received process and continually enhance the service (VPN 5 1 54 KP 6). X
A Safeguarding quality assurance Evidence via performance reporting that To ensure that the Quality Assurance Framework will framework will be developed. incidents of abuse have been dealt with provide checks on key elements of the safeguarding 5 1 55 X in a timely manner process and continually enhance the service (VPN KP 6).
A regular process for checking Complete a review of sample referrals To confirm the appropriateness of decisions to take safeguarding cases where 'no which are recorded as no further no further action 5 2 56 X further action' is recorded will be action developed. Performance reports which track Operational managers follow up To make the safeguarding process more efficient by trends will be made available to outstanding cases and provide regular the closer monitoring of performance. 5 3 the Safeguarding Adults 57 reports to Strategic Leadership Team X Partnership Board on a regular for reporting into the Safeguarding Adult basis. Partnership Board. The contract monitoring of health Proactive monitoring of contracts in We believe that the increased level of monitoring of 6 1 and social care providers will be 58 place providers and the resultant information gathered will X improved. enhance the management of risk in this area. The contract monitoring of health Risk monitoring of service providers is We believe that the increased level of monitoring of 6 1 and social care providers will be 59 strengthened providers and the resultant information gathered will X improved. enhance the management of risk in this area. The contract monitoring of health Robust joint arrangement in place to We believe that the increased level of monitoring of 6 1 and social care providers will be 60 monitor across agencies providers and the resultant information gathered will X
Page 47 improved. enhance the management of risk in this area. The contract monitoring of health Share learning from positive work with We believe that the increased level of monitoring of and social care providers will be supported living providers across the providers and the resultant information gathered will 6 1 improved. 61 sector and put schedules in place enhance the management of risk in this area. X across system to meet needs of new contract New contracts for personal Provider Workshops undertaken and New Contracts will be awarded that reflect support provided by the completed. personalisation, promote Dignity in Care and 6 2 independent sector outlining 62 strengthen risk management associated with X safeguarding expectations will be safeguarding concerns developed. New contracts for personal Report to Cabinet New Contracts will be awarded that reflect support provided by the personalisation, promote Dignity in Care and 6 2 independent sector outlining 63 strengthen risk management associated with X safeguarding expectations will be safeguarding concerns developed.
New contracts for personal Invitation to tender As the new contracts will reflect personalisation, support provided by the promote Dignity in Care and strengthen risk 6 2 independent sector outlining 64 management associated with safeguarding concerns X safeguarding expectations will be developed. New contracts for personal Award of Contracts As the new contracts will reflect personalisation, support provided by the promote Dignity in Care and strengthen risk 6 2 independent sector outlining 65 management associated with safeguarding concerns X safeguarding expectations will be developed. New contracts for personal New Contracts commence As the new contracts will reflect personalisation, support provided by the promote Dignity in Care and strengthen risk 6 2 independent sector outlining 66 management associated with safeguarding concerns X safeguarding expectations will be developed. A quality assurance partnership Quality Assurance process based on As the quality assurance process will be with representative groups will be that operated by Wirral’s Local strengthened by the engagement of key stakeholders 6 3 67 X Page 48 developed to quality assure Safeguarding Children’s Board is (VPN KP 6). providers. agreed A quality assurance partnership Process implemented and feedback As the quality assurance process will be with representative groups will be regularly delivered to Safeguarding strengthened by the engagement of key stakeholders 6 3 developed to quality assure 68 Adults Partnership Board, Adult Social (VPN KP 6). X providers. Services Strategic Leadership Team and appropriate groups The Council’s Comprehensive Local communities will be engaged in So that people with limited opportunities will more Engagement Strategy will be understanding and working with people readily access universal services in their local reviewed to ensure that the needs with Learning Disabilities communities. 7 1 69 X of people with limited opportunities for engagement are reflected in it. Issues raised in the Equality Equality Impact Assessment is Minutes of the Learning Disabilities Partnership Impact Assessment of the presented to Learning Disability Board reflect presentation and discussion of issues in 7 2 Learning Disability 70 Partnership Board the Equality Impact Assessment. X Commissioning Framework will be addressed.
Issues raised in the Initial Equality Actions identified in moving to a Full To ensure that issues raised in Equality Assessments Impact Assessment of the Three Equalities Impact Assessment, are addressed in a routine manner. (VPN KP 1). Year Strategic Commissioning including any training and development 7 2 71 X Framework for People with needs of the Learning Disability Learning Disability will be Partnership Board are progressed. addressed. Issues raised in the Initial Equality Inclusion of people from a diverse range To ensure that issues raised in Equality Assessments Impact Assessment of the Three of backgrounds in the design and are addressed in a routine manner. (VPN KP 1). Year Strategic Commissioning delivery, monitoring and reviewing of 7 2 72 X Framework for People with services. Learning Disability will be addressed. The Volunteer Strategy will be Volunteer Strategy to be agreed by the So that at least 100 new volunteers are recruited to 7 3 implemented. 73 Learning Disability Partnership Board engage in the wider community, in addition to the 600 X and implemented. currently reported Payments made to people who The Council’s policy on ‘incentive’ So those who attend Day Services and receive attend Day Services will be payments is revised in the light of the payments will have a clearer understanding about 7 4 74 X reviewed to ensure an equitable Council’s strategy to promote their wage in relation to the national minimum approach. employment opportunities. standard (VPN KP 5).
Page 49 The key priorities of the revised Relevant strategies, policies and To ensure an increased access to local housing, Commissioning Strategy will procedures are agreed by the Learning employment, leisure opportunities and social reflect access to local housing, Disabilities Partnership Board networks in local communities (VPN KP 1, 3 & 5). 7 5 employment, Assistive 75 X Technology, leisure opportunities and social networks in local communities The key priorities of the revised Reviews of all people who have a To ensure an increased access to local housing, Commissioning Strategy will Learning Disability and receive a employment, leisure opportunities and social reflect access to local housing, service from Department of Adult Social networks in local communities (VPN KP 1, 3 & 5). 7 5 employment, Assistive 76 Services will be completed as part of a X Technology, leisure opportunities rolling programme and support plans and social networks in local developed to support access to housing communities and employment.
The key priorities of the revised Reviews of all people who have a To ensure an increased access to local housing, Commissioning Strategy will Learning Disability and receive a employment, leisure opportunities and social reflect access to local housing, service from Department of Adult Social networks in local communities (VPN KP 1, 3 & 5). 7 5 employment, Assistive 77 Services will be completed through a X Technology, leisure opportunities self directed assessment process and and social networks in local support plans will be developed based communities on these assessments. The key priorities of the revised A proportion of cases will be reviewed To ensure an increased access to local housing, Commissioning Strategy will to ensure that an increased access to employment, leisure opportunities and social reflect access to local housing, local housing, employment, leisure networks in local communities (VPN KP 1, 3 & 5). 7 5 employment, Assistive 78 opportunities and social networks in X Technology, leisure opportunities local communities is reflected. and social networks in local communities The Learning Disability The Partnership Board will have So that people with learning disabilities and their Partnership Board and its sub reviewed its arrangements for families and carers will have their lives improved in groups will continue to implement communicating with wider group of accordance with the aims of Valuing People Now
Page 50 8 1 actions from the Learning 79 people using services, their carers, (VPN KP 1 & 2). X Disability Commissioning service providers and partners so that Framework. they are kept informed about priorities and progress The Learning Disability The strategic direction will be agreed So that people with learning disabilities and their Partnership Board and its sub across the partnership with local families and carers will have their lives improved in groups will continue to implement community and voluntary sector accordance with the aims of Valuing People Now 8 1 80 X actions from the Learning organisations (VPN KP 1 & 2). Disability Commissioning Framework. The Learning Disability The ‘Enabling Fulfilling Lives’ sub group So that people with learning disabilities and their Partnership Board and its sub will widen its focus of service user and families and carers will have their lives improved in groups will continue to implement carer representation accordance with the aims of Valuing People Now 8 1 81 X actions from the Learning (VPN KP 1 & 2). Disability Commissioning Framework.
People with learning disabilities Develop involvement arrangements to To ensure that higher numbers of people with and their carers will be supported ensure the inclusion of people with high complex needs will be involved in shaping council 8 2 82 X to fully engage in shaping Council or complex needs and people from a services. services minority ethnic background. People with learning disabilities Widen choice of advocacy and self To ensure that higher numbers of people with and their carers will be supported advocacy services for customers by complex needs will be involved in shaping council 8 2 to fully engage in shaping Council 83 delivering increased information about services. X services advocacy into learning disability day care establishments. People with learning disabilities People with learning disabilities as To ensure that higher numbers of people with and their carers will be supported experts through their own experience complex needs will be involved in shaping council 8 2 84 X to fully engage in shaping Council will set standards, design, develop, services. services deliver and evaluate services in Wirral People with learning disabilities Capacity added to enable carers to To ensure that higher numbers of people with and their carers will be supported maximise the ability to drive change complex needs will be involved in shaping council 8 2 85 X to fully engage in shaping Council services. services People with learning disabilities People with learning disabilities and To ensure that higher numbers of people with
Page 51 and their carers will be supported carers are included in the Council’s complex needs will be involved in shaping council 8 2 86 X to fully engage in shaping Council consultation – ‘Wirral’s Future. Be a services. services Part of it’. A Wirral wide Information, Advice Strategy is written and signed off by the To ensure that people with learning disabilities will be and Advocacy Strategy which Learning Disability Partnership Board supported to have a greater ‘voice’ and access 9 1 explicitly includes learning 87 and appropriate organisations support through advocacy, information and advice X disability services will be (VPN KP 1 & 2). produced. A Wirral wide Information, Advice A shared approach to reviewing the To ensure that people with learning disabilities will be and Advocacy Strategy which production of information with local supported to have a greater ‘voice’ and access explicitly includes learning partners and people using services and support through advocacy, information and advice 9 1 88 X disability services will be families. Information to include; savings (VPN KP 1 & 2). produced. thresholds, implication of having a job, complaints and self directed support A Wirral wide Information, Advice Arrangements established for To ensure that people with learning disabilities will be and Advocacy Strategy which monitoring and reporting usage of the supported to have a greater ‘voice’ and access 9 1 explicitly includes learning 89 website by and usefulness to people support through advocacy, information and advice X disability services will be with learning disabilities (VPN KP 1 & 2). produced.
A Wirral wide Information, Advice A ‘readers panel’ of people who use To ensure that people with learning disabilities will be and Advocacy Strategy which services and carers is set up to assess supported to have a greater ‘voice’ and access 9 1 explicitly includes learning 90 departmental information to award local support through advocacy, information and advice X disability services will be ‘kite marks’ (VPN KP 1 & 2). produced. A Wirral wide Information, Advice Expand the use of different formats, To ensure that people with learning disabilities will be and Advocacy Strategy which including Easy-Read in all relevant supported to have a greater ‘voice’ and access 9 1 explicitly includes learning 91 communications including access to support through advocacy, information and advice X disability services will be advocacy leaflets and information in (VPN KP 1 & 2). produced. large print A sample of people who have Revised service level agreement in So that people with learning disabilities who are not been signposted to other services place reflecting the need to report eligible for Adult Social Services support receive 9 2 by the Central Advice and Duty 92 information on people who have been appropriate support to their needs. X Team will be audited. signposted A sample of people who have Auditing process agreed by the So that people with learning disabilities who are not been signposted to other services Learning Disabilities Partnership Board eligible for f Adult Social Services support receive 9 2 by the Central Advice and Duty 93 and implemented appropriate support to their needs. X Team will be audited. Page 52 A model for equitable access and Develop through the self directed To ensure that the best possible local priorities for delivery of health, housing, support planning process an equitable supported housing are agreed: that a transparent 10 1 education and social care support 94 set of choices for people with Learning allocation system is in place: and access to X will be developed and Disabilities to access health, housing, supported housing is better co-ordinated (VPN KP 2 implemented. education and social care support. & 3). A model for equitable access and Agree on the basis of demand, a model To ensure that the best possible local priorities for delivery of health, housing, for integrated delivery of services with supported housing are agreed: that a transparent 10 1 education and social care support 95 people with Learning Disabilities allocation system is in place: and access to X will be developed and supported housing is better co-ordinated (VPN KP 2 implemented. & 3). A model for equitable access and The Learning Disability Partnership To ensure that the best possible local priorities for delivery of health, housing, Board to consider a revised model for supported housing are agreed: that a transparent 10 1 education and social care support 96 specialist LD service. allocation system is in place: and access to X will be developed and supported housing is better co-ordinated (VPN KP 2 implemented. & 3).
The updated Joint Strategic Relevant details from the Joint Strategic To ensure that the JSNA will correctly identify the Needs Assessment (JSNA) will Needs Assessment providing key issues facing older families and ensure these feature be used to identify the range of information about people with learning in local planning (VPN KP 1 & 2). the social care needs of people disabilities and their carers (including 10 2 97 X with learning disabilities and their for example, those carers facing families and drive partnership difficulties through increasing infirmity) working to support their are reported into the Learning Disability resolution. Partnership Board. The updated Joint Strategic Adaptations to housing support people To ensure that the JSNA will correctly identify the Needs Assessment (JSNA) will moving into supported housing. issues facing older families and ensure these feature be used to identify the range of in local planning (VPN KP 1 & 2). the social care needs of people 10 2 98 X with learning disabilities and their families and drive partnership working to support their resolution. The updated Joint Strategic Access to education is improved and To ensure that the JSNA will correctly identify the Needs Assessment (JSNA) will courses easy to understand issues facing older families and ensure these feature be used to identify the range of in local planning (VPN KP 1 & 2).
Page 53 the social care needs of people 10 2 99 X with learning disabilities and their families and drive partnership working to support their resolution. The training plan for Training Plan addresses personalisation So that there is a greater awareness of personalisation will be further agenda including training on support personalisation by professionals and carers who work 10 3 100 X developed. planning, outcomes, personalisation and care for people with Learning Disabilities (VPN awareness, process training etc KP 2 & 4). The training plan for Training available in case recording for So that there is a greater awareness of personalisation will be further Adult Social Services staff developed personalisation by professionals and carers who work 10 3 101 X developed. and care for people with Learning Disabilities (VPN KP 2 & 4). The training plan for Support planning training will be So that there is a greater awareness of personalisation will be further reviewed to ensure it reflects a joint personalisation by professionals and carers who work developed. approach is taken between housing, and care for people with Learning Disabilities (VPN 10 3 102 X health, employment and social care and KP 2 & 4). a shared approach to safeguarding and the delivery of outcomes
The training plan for Establishment of joint learning groups to So that there is a greater awareness of personalisation will be further promote consistent practice and good personalisation by professionals and carers who work 10 3 103 X developed. use of advocates and care for people with Learning Disabilities (VPN KP 2 & 4). Revised policy, procedure and Evidence from case files that needs are To ensure that people with learning disabilities will practice guidance underpinning holistically assessed taking account of enjoy a seamless service from partner agencies. 10 4 the Personalisation reforms will 104 issues across agencies such as (VPN KP 3 & 4). X be implemented housing, health and social care Revised policy, procedure and Evidence in case files of effective To ensure that people with learning disabilities will practice guidance underpinning relationships between staff and enjoy a seamless service from partner agencies. 10 4 the Personalisation reforms will 105 individuals (VPN KP 3 & 4). X be implemented Revised policy, procedure and Evidence from performance information To ensure that people with learning disabilities will practice guidance underpinning which shows that needs are assessed enjoy a seamless service from partner agencies. 10 4 the Personalisation reforms will 106 in a timely way focussing on outcomes (VPN KP 3 & 4). X be implemented for individuals, with clear contingency plans around carer breakdown
Page 54 Implement policy, procedure and All new support plans identify So that outcomes for people will be of better quality practice guidance and ensure employment & housing aspirations and more efficient, and will be evidenced in case 11 1 107 X staff attend mandatory training files, identified through case file audits (VPN KP 3 & 5). Implement policy, procedure and Risk to individuals including ‘stranger So that outcomes for people will be of better quality practice guidance and ensure danger’, risk of exploitation or harm and and more efficient, and will be evidenced in case staff attend mandatory training self-protection strategies are clearly files, identified through case file audits (VPN KP 3 & 11 1 108 X identified through a sample audit and 5). plans in place to mitigate risk or identify areas of positive risk taking Implement policy, procedure and All staff will have attended appropriate So that outcomes for people will be of better quality practice guidance and ensure training which will ensure that staff are and more efficient, and will be evidenced in case 11 1 staff attend mandatory training 109 competent in delivering the files, identified through case file audits (VPN KP 3 & X personalisation agenda evidence in 5). supervision notes
The Phase 2 pilot of the Personal Policy Procedures and Practice So that staff understand their critical role in Budgets Project will be completed document in place providing clear developing support planning that reflects the whole and Phase 3 will be initiated to guidance on support planning that person’s needs (or those of their carers), roll the process out across the reflects the whole of the person's needs 11 2 110 X Department. and those of their carers, people's futures, risks to individuals, promotion of independence, outcomes and people's wishes and aspirations. Providers will be engaged in new Expectations for support planning to be Because Support Planning will be improved with contract arrangements and made explicit to providers Provider input. 11 3 involved in the development and 111 X delivery of Support Planning. Providers will be engaged in new Complete provider workshops Providers will have been involved in support contract arrangements and planning training 11 3 involved in the development and 112 X delivery of Support Planning. Providers will be engaged in new Cabinet Report Providers will have been involved in support
Page 55 contract arrangements and planning training 11 3 involved in the development and 113 X delivery of Support Planning. Providers will be engaged in new Invitation to tender Because Support Planning will be improved with contract arrangements and Provider input. 11 3 involved in the development and 114 X delivery of Support Planning. Providers will be engaged in new Award of contracts Because Support Planning will be improved with contract arrangements and Provider input. 11 3 involved in the development and 115 X delivery of Support Planning. Providers will be engaged in new New contracts in place Because Support Planning will be improved with contract arrangements and Provider input. 11 3 involved in the development and 116 X delivery of Support Planning. Carer’s legislation and a revised Carers Action Plan fully implemented To increase the number of older and single carers 12 1 local carer’s strategy will continue 117 and signed off by the Carers who have carers assessments and further support to X to be implemented. Development Committee carers with multiple caring responsibilities
Carer’s legislation and a revised Carers emergency scheme in place To increase the number of older and single carers 12 1 local carer’s strategy will continue 118 who have carers assessments and further support to X to be implemented. carers with multiple caring responsibilities Carer’s legislation and a revised Total Commissioning Plan for Learning To increase the number of older and single carers 12 1 local carer’s strategy will continue 119 Disability supports a range of options who have carers assessments and further support to X to be implemented. for short-breaks. carers with multiple caring responsibilities Policy and procedures for carers Carers needs – especially those with So that higher quality and more consistence services will be implemented learning disabilities and/or mental can be offered to carers. 12 2 120 X health issues - are identified through the assessment and review process Policy and procedures for carers Ensure contingency plans are in place So that higher quality and more consistence services will be implemented for carer breakdown as part of carers’ can be offered to carers. 12 2 121 X assessments evidenced in support plans A schedule of reviews will be An action plan with clear targets for self People whose service requires reviewing will receive developed and Implemented to directed reviews with people with an efficient, personalised service. ensure they are delivered in a Learning Disabilities is written and 13 1 122 X timely manner to all people with implemented. Page 56 learning disabilities who receive support from the Council. A schedule of reviews will be Action plans and clear targets to ensure So that people whose service requires reviewing will developed and Implemented to that support plans identify employment receive an efficient, personalised service. ensure they are delivered in a & housing aspirations and outcomes for 13 1 123 X timely manner to all people with people evidenced in case files learning disabilities who receive support from the Council. A schedule of reviews will be Risk to individuals including ‘stranger So that people whose service requires reviewing will developed and Implemented to danger’, risk of exploitation or harm and receive an efficient, personalised service. ensure they are delivered in a self-protection strategies are clearly 13 1 124 X timely manner to all people with identified through a sample audit and learning disabilities who receive plans in place to mitigate risk or identify support from the Council. areas of positive risk taking A system for learning from System agreed by Strategic Leadership So that learning disability services will be complaints and compliments Team and implemented continuously improved based on feedback and 14 1 including root cause analysis will 125 learning from its customers and stakeholders. X be developed and implemented.
A system for following up System agreed by Strategic Leadership So that people who raise concerns know what outcomes for people including Team and implemented actions have been taken as a result of their feedback. informing them of improvements 14 2 126 X made as a result of the complaint will be further developed and implemented. Learning from complaints will be Improved working practices evidenced So that actions and service improvements identified embedded in working practices. via minutes of Access and Assessment through complaints will be acted upon and practice 14 3 127 Branch Leadership Team and team will improve and be developed based on feedback X meeting and subsequently checked from customers. through case file audits The use of advocates and Wirral Advocacy Partnership fully To ensure that people will be supported to have a mediation will be further involved in the quality assurance voice and gain an effective resolution through the 14 4 128 X established in complaints & process complaints process. quality assurance process. The Learning Disabilities Strategic Commissioning Framework Governance arrangements will be clearer across the Partnership Board and its Implementation ‘Making It Happen’ economy. subgroups will continue to reports presented to every Learning 15 1 129 X implement actions from the Disabilities Partnership Board
Page 57 Learning Disability Commissioning Framework. The Learning Disabilities Presentations and reports to Learning Governance arrangements will be clearer across the Partnership Board and its Disabilities Partnership Board to ensure economy. subgroups will continue to that strategic priorities are being met 15 1 130 X implement actions from the Learning Disability Commissioning Framework. The Learning Disabilities Annual Report on Progress on the So that governance arrangements will be clearer Partnership Board and its Strategic Commissioning Framework across the economy (VPN KP 1 & 2). subgroups will continue to presented to Learning Disabilities 15 1 131 X implement actions from the Partnership Board Learning Disability Commissioning Framework. Clear performance-monitoring Review and test data collection Performance against Local Indicators 8866 and 8867 report processes for both procedures will be in place. will show improvement. Safeguarding Adults Partnership 15 2 132 X and Learning Disability Partnership Boards will be developed and implemented.
Clear performance-monitoring Produce Weekly performance statistics Performance against Local Indicators 8866 and 8867 report processes for both and exception reports and distribute to will show improvement. Safeguarding Adults Partnership Locality Managers 15 2 133 X and Learning Disability Partnership Boards will be developed and implemented. Clear performance-monitoring Performance reports presented to the To improve the Council’s performance in the context report processes for both Safeguarding Adult Partnership Board of Local Indicators 8866 and 8867 (VPN KP 1). Safeguarding Adults Partnership and the Learning Disability Partnership 15 2 134 X and Learning Disability Board Partnership Boards will be developed and implemented. People with learning disabilities Communication about the consultation So that people with learning disabilities will be more will be supported to engage in the is provided in suitable format fundamentally engaged in the shaping of Council 16 1 Council’s ‘Wirral’s Future. Be a 135 services. X Part of it’ consultation. People with disabilities will be Funding distributed by the commission So that people with learning disabilities will have 16 2 involved with the Localism 136 is specifically targeted greater control over service developments. X Page 58 Commission The Department of Adult Social Communication plan refreshed. So that communications will be more focussed upon Services communication strategy communicating with people with learning disabilities group will refresh and re-align and delivering information in more appropriate communication plans for formats. 16 3 137 X transforming adult social care, safeguarding adults and the transformation of adults with learning disability services. The Department of Adult Social Process in place which ensures more So that communications will be more focussed upon Services communication strategy people and service providers are communicating with people with learning disabilities group will refresh and re-align involved. and delivering information in more appropriate communication plans for formats. 16 3 138 X transforming adult social care, safeguarding adults and the transformation of adults with learning disability services.
The Department of Adult Social The Enabling Fulfilling Lives group to So that communications will be more focussed upon Services communication strategy present an independent annual report to communicating with people with learning disabilities group will refresh and re-align the Learning Disabilities Partnership and delivering information in more appropriate communication plans for Board on involvement formats. 16 3 139 X transforming adult social care, safeguarding adults and the transformation of adults with learning disability services. The Department of Adult Social Plans for transforming adult social care So that communications will be more focussed upon Services communication strategy are translated into format which are communicating with people with learning disabilities group will refresh and re-align easy to understand and delivering information in more appropriate communication plans for formats. 16 3 140 X transforming adult social care, safeguarding adults and the transformation of adults with learning disability services. The Department of Adult Social Different methods of communicating Recorded evidence that the vision has been shaped Services communication strategy messages are used by people who use services, carers and service group will refresh and re-align providers and looks at involvement in decision
Page 59 communication plans for making over the last year, making recommendations 16 3 141 X transforming adult social care, for improvements safeguarding adults and the transformation of adults with learning disability services. The Managing the Market Project Tender for Outcome Based Framework So that people with learning disabilities will have a 17 1 (commenced August 2009) will be 142 Agreement greater number of support options which will be of X completed. higher quality. The Managing the Market Project Outcome based framework agreement So that people with learning disabilities will have a 17 1 (commenced August 2009) will be 143 in place greater number of support options which will be of X completed. higher quality. The Managing the Market Project New personal support services are So that people with learning disabilities will have a (commenced August 2009) will be available to people wherever they may greater number of support options which will be of completed. live, including supported living to higher quality. 17 1 144 X minimise the need for people to enter residential care or out of area placements Voluntary agency contracts will be Outcome-based framework agreement So that the voluntary sector will be more stimulated to 17 2 reviewed. 145 in place provide support. X
An analysis will be undertaken to Benchmarking and performance reports To ensure that services will be more effectively determine levels of activity to Safeguarding Adults Partnership managed and will deliver personalised care in an between teams and partners Board and Learning Disability increasingly efficient manner. 17 3 146 X agencies (including the number of Partnership Board to inform decision staff for safeguarding adults and making learning disability services). An analysis will be undertaken to Review and test data collection Variable levels of activity will be minimised determine levels of activity procedures. between teams and partners 17 3 147 X agencies (including the number of staff for safeguarding adults and learning disability services). An analysis will be undertaken to Produce Weekly performance statistics Variable levels of activity will be minimised determine levels of activity and exception reports and distribute to between teams and partners Locality Managers 17 3 148 X agencies (including the number of staff for safeguarding adults and learning disability services).
Page 60 An analysis will be undertaken to Performance reports presented to the To ensure that services will be more effectively determine levels of activity Safeguarding Adult Partnership Board managed and will deliver personalised care in an between teams and partners and the Learning Disability Partnership increasingly efficient manner. 17 3 149 X agencies (including the number of Board. staff for safeguarding adults and learning disability services). The Terms of Reference of the Terms of Reference revised. There will be a clearer focus on key priorities for joint Joint Commissioning Group for planning person-centred, affordable and responsive 17 4 150 X people with learning disabilities services. will be revised. The Terms of Reference of the Joint Commissioning Group for people So there will be a clearer focus on key priorities for Joint Commissioning Group for with learning disabilities review potential joint planning person-centred, affordable and 17 4 151 X people with learning disabilities for single risk matrix responsive services (VPN KP 2).. will be revised. Elected members will be involved Elected member Review Panel in place The scope and understanding of safeguarding in the safeguarding adults and activities and supporting people with learning 17 5 152 X learning disability agendas disabilities will be more consistent across the Council economy.
Elected members will be involved Elected member safeguarding adults The scope and understanding of safeguarding in the safeguarding adults and champions identified activities and supporting people with learning 17 5 153 X learning disability agendas disabilities will be more consistent across the Council economy. Elected members will be involved Elected members attend safeguarding The scope and understanding of safeguarding in the safeguarding adults and adults training which started in April activities and supporting people with learning 17 5 154 X learning disability agendas 2010 disabilities will be more consistent across the Council economy. Elected members will be involved Elected members continue to be To ensure that the scope and understanding of in the safeguarding adults and represented on Safeguarding Adults safeguarding activities and supporting people with 17 5 155 X learning disability agendas Partnership Board learning disabilities will be more consistent across the Council economy. The role of the Safeguarding Actions from sub group plans delivered So that people with learning disabilities and their 17 6 Adults Sub Groups will be further 156 on time in a co-ordinated way representatives will be more engaged in the direction X developed. of support service development. An agreed Resource Allocation Resource Allocation System To ensure that the deployment of resources will be 17 7 System will be implemented. 157 implemented. more transparent and more efficient at providing X support. Page 61 The Early Intervention Strategy Strategy is approved by Council and Services will be more focussed on delivering support 18 1 will be implemented. 158 implementation commences 'upstream' - in advance of substantial and critical X interventions. Specific support for people with Workstream action plans in place and So that the Personalisation Agenda will be learning disabilities and carers will include measurable milestones and increasingly more apparent in early intervention 18 2 be identified through the Early 159 monitoring arrangements. services (VPN KP 4). X Intervention workstreams. The offer of Assistive Technology Procedure in place for people with a To ensure the greater uptake of cost-effective to people with a learning disability learning disability and their carers technological support will enable more people to 18 3 160 X and/or their carers will be made offered Assistive Technology. achieve independence and retain it for longer. clearer. Assistive Technology will play a The offer of Assistive Technology is To increase in the number of Assistive Technology greater role in supporting people embedded in all initial and review installations for people with a learning disability 18 4 161 X with learning disabilities and their assessment processes. and/or their carers carers. The Competency Framework will Learning plans in place for key To improve the confidence and performance of staff 19 1 be developed with learning plans. 162 professional areas , using multi agency X training, shadowing and coaching
Performance management and The supervision policy and practices To improve performance management with clarity supervision policy will be are linked to the Key Issues exchange provided to staff about accountabilities and 19 2 163 X integrated for consistent performance expectations with regard to performance management HR Policies and their application HR Policy update So that the Human Resources policy framework and 19 3 will be reviewed 164 practices will enable managers to better manage X performance Managers will be trained in Training delivered. So that managers are able to implement effective 19 4 performance management for HR 165 management practices X policy application Advocacy and brokerage support A Brokerage Scheme is in place So that communities will become more able and processes involving the voluntary confident in supporting those who most need their 20 1 166 X and community sector will be support and advice (VPN KP 4). developed. Advocacy and brokerage support Communication with voluntary and So that communities will become more able and processes involving the voluntary community sector advocacy support confident in supporting those who most need their and community sector will be services on new personalisation support and advice (VPN KP 4). 20 1 167 X developed. requirements and role in supporting self
Page 62 directed assessment and self directed support Advocacy and brokerage support Develop and implement approved So that communities will become more able and processes involving the voluntary provider list for existing brokerage confident in supporting those who most need their 20 1 168 X and community sector will be support support and advice (VPN KP 4). developed. Advocacy and brokerage support Review and implementation of voluntary So that communities will become more able and processes involving the voluntary sector contracts confident in supporting those who most need their 20 1 169 X and community sector will be support and advice (VPN KP 4). developed. The Emergency Duty Team Review Completed Because the revised business model will enable the arrangements will be reviewed Emergency Duty Team to provide a more efficient 20 2 170 X service, and one more tailored to the needs of those who require its support. The Emergency Duty Team Revised arrangements implemented. Because the revised business model will enable the arrangements will be reviewed Emergency Duty Team to provide a more efficient 20 2 171 X service, and one more tailored to the needs of those who require its support.
The ‘Total Commissioning’ model The concept of “Total Commissioning,” So that Health and Social Care services will be more will be agreed and implemented as agreed by COMT in May 2010, will closely integrated and efficiently delivered (VPN KP 2 21 1 172 X across the public sector in Wirral. be developed within services for people & 3). with learning disabilities The ‘Total Commissioning’ model Gaps in person centred planning So that Health and Social Care services will be more 21 1 will be agreed and implemented 173 identified through reviews to inform closely integrated and efficiently delivered (VPN KP 2 X across the public sector in Wirral. commissioning & 3). The Department of Adult Social Department of Adult Social Services To ensure that the Department will be better placed 21 2 Services Business Plan 2011-14 174 Business Plan agreed by Council to deliver effective support services which are X will be refreshed. responsive to local needs and legislative intention. The Corporate Plan 2011-14 will Corporate Plan agreed by Council So that the Council will be better placed to deliver 21 3 be refreshed. 175 effective support services which are responsive to X local needs and legislative intentions. The Council will direct the use of Value for money services provided So that services will more clearly influenced by in-house provider services. Cost following the council’s consultation with considerations of community requirements and efficiency will be driven within the the public via the Council’s consultation efficiency. 21 4 176 X Department and through the programme - ‘Wirral's Future. Be a Part
Page 63 current ‘Wirral's Future. Be a Part of it'. of it' consultation. The medium-term financial plan Better value for money provided To ensure citizens have a clearer understanding of will be strengthened as a result of following the council’s consultation with the support the Council will deliver, and the resources the current administration budget the public via Wirral's Future. Be a Part it has to do it will enable more effective management. 21 5 and resource allocation, and 177 of it' consultation X following feedback from the ‘Wirral's Future. Be a Part of it' consultation. Robust contingency plans to Following Wirral-wide consultation, if To ensure that the transformation agenda will not 21 6 manage decommissioning across 178 appropriate, services will be cause any individual or group of individuals to X the sector will be developed. decommissioned in a safe way become further disadvantaged. The training plan for Personalisation Training will be made So that there is a greater awareness of personalisation will be further available to carers and those who personalisation by professionals and carers who work 10 3 102A X developed. support people with learning disabilities. and care for people with Learning Disabilities (VPN KP 2 & 4).
Providers will be engaged in new Information about Provider agencies Because Support Planning will be improved with contract arrangements and relevant to learning disability services to Provider input. 11 3 involved in the development and 111A be provided to the Learning Disability X delivery of Support Planning. Partnership Board on a regular basis. Information will be routinely The Learning Disability Partnership circulated throughout the learning Board will identify information which 12 3 disability partnership board 121B Partners must cascade in their X Agencies. Learning from complaints will be Information about complaints involving So that actions and service improvements identified embedded in working practices. learning disability services will be through complaints will be acted upon and practice 14 3 127A X reported to the Learning Disability will improve and be developed based on feedback Partnership Board regularly. from customers. Individuals involved in Action plans from safeguarding In order to ensure that individual experiences of the safeguarding will be engaged in investigations will be collated and used safeguarding process are appropriately used to 4 2 50A X all stages of the safeguarding to inform training and quality assurance shape future interventions. process processes. The Safeguarding Adults The Safeguarding Adults Partnership So that we have improved safeguarding
Page 64 1 3 Partnership Board will be chaired 6A Board will develop its own identity and arrangements resulting from routine external scrutiny X by an Independent Person logo and challenge. People with learning disabilities A process to increase the number of To ensure that higher numbers of people with and their carers will be supported Council Managers who visit day care complex needs will be involved in shaping council 8 2 to fully engage in shaping Council 84A services will be set up and monitored by services. X services the Learning Disability Partnership Board People with learning disabilities Carers will be invited to ‘shadow’ senior To ensure that higher numbers of people with and their carers will be supported managers’ complex needs will be involved in shaping council 8 2 85A X to fully engage in shaping Council services. services People with learning disabilities A half-day workshop for all Board So that higher numbers of people with complex and their carers will be supported members to determine the full extent of needs will be involved in shaping council services 8 3 86A X to fully engage in shaping Council the revised Terms of Reference will be (VPN KP 1). services undertaken. People with learning disabilities People who use services will be So that higher numbers of people with complex and their carers will be supported supported to voice their opinions more needs will be involved in shaping council services 8 3 to fully engage in shaping Council 86B clearly at the Learning Disability (VPN KP 1). X services Partnership Board (through Terms of Reference).
The updated Joint Strategic Report made to the Learning Disability To ensure that the JSNA will correctly identify the Needs Assessment (JSNA) will Partnership Board providing local data issues facing older families and ensure these feature be used to identify the range of relevant to the 8 key questions outlined in local planning (VPN KP 1 & 2). the social care needs of people in Valuing Older People Now 10 2 97A X with learning disabilities and their families and drive partnership working to support their resolution.
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APPENDIX 2
Milestones that are subject to Change Control
Imp Mile Original Milestone Reason for Change Control Revised Milestone Area stone No. 1 11 Reporting of hate crime incidents to Performance Management Framework (PMF) Performance Management reports to the the Safeguarding Adults Partnership requires further development to enable this type Safeguarding Adults Partnership Board Board formalised. of activity to be reported includes data on hate crime incidents 1 17 Access solution [to allow partners to Original intention to allow WUTH staff to access Review weekly performance reports from CADT IT system] implemented. system proved to be unworkable; therefore the issue is being solved by a different intervention 1 19 [Equality Impact Assessment] Performance Management Framework (PMF) Review presented to Safeguarding Board Review Completed. requires further development to enable this review to be reported
Page 66 2 21 Leaflets and posters produced in The method for providing all public information Information about services is made available consultation with those who use has been revised. All departmental information on-line for access at one-stop-shops, libraries [safeguarding] services are is now made available on-line rather than and in people’s own homes. accessible and available in a range printed formats of venues. 4 49 Community Safety Partnership The review of the Safeguarding Adults Service User sits on SAPB and Policy and plans develop an approach to the Partnership Board, policies, procedures and Procedure and Training Sub Groups inclusion of older people and people systems has demonstrated that it is more with a disability. appropriate for this to be dealt with through this Board
6 58 Proactive monitoring of contracts in place 6 59 Risk monitoring of service providers Appointments made to new posts of is strengthened Team Manager – Contracts; Contract Liaison 6 60 Robust joint arrangement in place to Officer; Senior Quality Assurance Officer and monitor across agencies Quality Assurance Officer 6 61 Share learning from positive work with supported living providers Due to resource constraints, departmental across the sector and put schedules capacity to proactively monitor contacts has in place across system to meet been limited. Additional resources have now needs of new contract been allocated to this task. 7 70 Equality Impact Assessment is The Learning Disability Partnership Board has LDPB Business Plan for 2012 has been subject presented to Learning Disability agreed revised Terms of Reference and a new to an Equality Impact Assessment Partnership Board Sub Group structure; responsibility for Equality Impact Assessments now lies with the Sub Groups
Page 67 7 74 The Council’s policy on ‘incentive’ The incentive payments made to people who The consultation will be completed and a report payments is revised in the light of attend day services are being reviewed as part presented to Cabinet in 2012, including options the Council’s strategy to promote of the consultation on the transformation of day for developing a new policy and approach to employment opportunities. services. incentive payments
9 87 Strategy is written and signed off by Initial draft presented to LDPB on 9 November Strategy signed off by LDPB the Learning Disability Partnership 2010 but has not yet been finalised. Board and appropriate organisations 12 119 Total Commissioning Plan for The review of Personalisation has Short Breaks Manager takes up post Learning Disability supports a range demonstrated that it is more appropriate for this of options for short-breaks. to be delivered through the Short Breaks Manager
13 124 Risk to individuals including The review of Personalisation has Achievement of target levels against ‘stranger danger’, risk of exploitation demonstrated that it is more appropriate for this performance indicator D40 Reviews or harm and self-protection to be delivered through the Review Team strategies are clearly identified through a sample audit and plans in place to mitigate risk or identify areas of positive risk taking 14 128 Wirral Advocacy Partnership fully Milestone no longer appropriate to focus on one Complaints documentation contains information involved in the quality assurance Advocacy Group as a range of groups are now on how to access advocacy services process involved. 16 136 Funding distributed by the [localism] Milestone no longer appropriate as localism Action and Milestone no longer appropriate commission is specifically targeted commission work has been subsumed into overall review of democratic structures 16 139 The Enabling Fulfilling Lives group The revision of the governance arrangements Significant information from the ‘enabling and to present an independent annual of the learning disability partnership board has fulfilling lives’ group to be routinely reported into
Page 68 report to the Learning Disabilities included the involvement of the enabling and the learning disability partnership board. Partnership Board on involvement fulfilling lives group leadership in routine LDPB functioning.
18 159 Workstream action plans in place Changes to the work of the early intervention Actions plans for specific support services for and include measurable milestones project and the revision of the governance people with learning disabilities are identified and monitoring arrangements. arrangements of the learning disability and referred through the ‘citizenship sub-group’ partnership board means that the identification of the learning disabilities partnership board. for the early intervention of services are more appropriately located in the LDPB.
21 173 Gaps in person centred planning Approach to commissioning services is still JSNA data used to inform commissioning identified through reviews to inform under development intentions commissioning 4 50A Action plans from safeguarding Performance Management Framework (PMF) Performance Management reports to the investigations will be collated and requires further development to enable this Safeguarding Adults Partnership Board and used to inform training and quality activity to be undertaken Annual Training Plan include data from action assurance processes. plans
8 84A A process to increase the number of Milestone no longer relevant due to different Involvement of services users and carers in Council Managers who visit day processes have been agreed to involve transformation of day services project care services will be set up and services users and carers in shaping services monitored by the Learning Disability Partnership Board 10 97A Report made to the Learning Milestone is still relevant but due to the Report made to the Learning Disability Disability Partnership Board development of the JSNA it is necessary to Partnership Board in 2012 providing local data providing local data relevant to the 8 consider this in 2012 relevant to the 8 key questions outlined in key questions outlined in Valuing Valuing Older People Now Older People Now
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APPENDIX 3
Department of Adult Social Services
Self Evaluation SUMMARY
November 2011
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Contents
1 Introduction...... 2 1.1 Purpose ...... 2 1.2 Sector Led Improvement – National Context ...... 2 1.3 Sector Led Improvement - DASS ...... 3 1.4 Self Evaluation - Wirral...... 4 1.5 Methodology ...... 5
2 Self Evaluation Document...... 8 2.1 Safeguarding...... 8 2.2 Choice...... 13 2.3. Quality ...... 17 2.4 Early Intervention ...... 21 2.5 Commissioning and Resource Management ...... 23
3 Benchmarking Information ...... 29
4 ‘Golden Threads’ ...... 39
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Chapter 1 Introduction
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1 Introduction
1.1 Purpose
1.1.1 The purpose of this self evaluation of Wirral Department of Adult Social Services (DASS) is as follows:
i. To provide an honest evaluation of the Department’s performance, achievements and challenges as of November 2011 and to assess progress made since the Care Quality Commission (CQC) Inspection Report September 2010
ii. To benchmark the Department’s performance against that of other Local Authorities
iii. To describe, from a service users’ and carers’ perspective, their experiences of DASS
iv. To provide the new Director of Adult Social Services with a tool to support further planning and development
v. To provide the Council with evidence to support a future Council wide Peer Review planned for 2012
vi. To provide a template for the Local Account.
1.2 Sector Led Improvement – National Context
1.2.1 In October 2010, the Local Government Association (LGA) conducted a consultation with the Local Government sector on a new approach to self-regulation and improvement following the Coalition Government decision to dismantle the existing framework of assessment and regulation. The consultation was based on the following principles: • that Councils are responsible for their own performance • that stronger local accountability drives improvement • that Councils have a collective responsibility for performance in the sector as a whole.
1.2.2 The proposals within the consultation received wide support from Local Government and further work was undertaken to develop a model of self evaluation to be managed by the sector.
1.2.3 In September 2011 the outcome of the consultation was published by the Local Government Association. Entitled “Taking the Lead”, this described the approach to be taken by the sector to self-regulation and improvement including a peer challenge offered to all Councils, free of charge, in the three-year period from April 2011.
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1.3 Sector Led Improvement - DASS
1.3.1 On 16 November 2010 the Government launched its “Vision for Adult Social Care: Capable Communities and Active Citizens” which asserted that new approaches and different ways of working, both nationally and locally, would be necessary to deliver improved services in financially challenging times. Simultaneously, it launched a consultation, “Transparency in outcomes: a framework for adult social care.” This consultation was undertaken in the context of the LGA’s expressed wish for the sector to take more control over self regulation and assessment.
1.3.2 The consultation proposals were built around three themes: • Creating a focus on the outcomes which services achieve for people, as the hallmark of a truly personalised approach; • Developing a strategy for quality in adult social care; • Designing more transparency into the system, so the public can hold local organisations to account, citizens can make more informed choices about their care, and people who use services can see how their experiences can drive change and improvement.
1.3.3 In March 2011 the Government published its response to the “Transparency in outcomes: a framework for adult social care” consultation. It restated that its strategy was to drive improvement through a focus on outcomes and greater transparency. This was to be supported through three mechanisms. • the publication of a national Adult Social Care Outcomes Framework (ASCOF) • the collection of a National Data Set and • the development, at a Local Authority level, of a “Local Account”.
1.3.4 The ASCOF is not a national performance management tool, there will be no national targets set against any of the measures. Although the Framework has been published, it is clear from the documentation that is available the detail is still being developed. The purposes of the ASCOF are essentially two-fold: • Nationally, the ASCOF will give an indication of the strengths of social care and success in delivering better outcomes for people who use services. • Locally, one of the key uses of the ASCOF is for ‘benchmarking’ and comparison between areas. It will also support the “Local Account” of social care in an area by providing high-level information to underpin the narrative of these accounts.
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1.3.5 The National Dataset, which contains all relevant adult social care data collections, is critical to the ability to deliver the ASCOF. The 2011/12 national data set for social care bears a close resemblance to the previous year as it is a transitional year in the move towards a new, reformed data set.
1.3.6 The Local Account is intended to provide a document in which the Council can consult on and agree the local social care outcomes it will deliver for its citizens. The starting point for this document will be the ASCOF and the National Data Set. In addition the document will provide an annual report on the Council’s performance in relation to achieving these outcomes, and the opportunity for them to be refined or re-prioritised in the light of local experience and preference.
1.3.7 The Local Account is expected to be a central part of the approach to Sector Led Improvement described above. The approach places at its heart the principle that every Council should be responsible for its own improvement, and should identify its own needs through self evaluation. Councils are expected to undertake on going self assessment and assurance with people who use services and citizens, and to publish information on priorities and progress.
1.3.8 It is proposed that the National Dataset of information from the year ending 31 March 2012 will be used to inform the ASCOF for 2011/12 which will be published in June/July 2012. However, each Local Authority has been advised that it should publish a Local Account by 31 December 2011 using the ASCOF Framework and national dataset currently available.
1.4 Self Evaluation - Wirral
1.4.1 This Self Evaluation document is one of the steps being taken to establish the Council’s approach to self regulation in response to the national context described above.
1.4.2 The underpinning principles used by DASS for this self evaluation are as follows: • A clear understanding of what it is trying to achieve for Wirral people flowing from the Council’s Corporate Plan; • A clear understanding of what it is required to achieve by legislation, regulation or external contract; • These understandings expressed in terms of outcomes for service users, both external and internal clients; • Wherever possible these outcomes expressed in numeric, measurable terms; • A mechanism for monitoring and reporting on progress against these measures;
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• A knowledge of the performance on these measures of other comparable Councils; • Clear expectations of future performance against these benchmarks; • A mechanism for gathering the qualitative views of service users, carers and partners; • A mechanism for gathering the views of practitioners; • A mechanism for collating and evaluating this evidence; • A mechanism for translating these judgements into improvement plans; • A mechanism for relating these plans to investment decisions.
1.5 Methodology
1.5.1 A decision was taken to use the Departmental Plan 2011/12 as the framework for the Self Evaluation. This plan highlights five improvement programmes under which sit a number of projects. The programmes are: • Safeguarding • Quality • Choice • Early Intervention • Commissioning and Resource Management, These are illustrated diagrammatically at Annex 1
1.5.2 A further driver for service development since September 2010 has been the Improvement Plan, which was developed in response to a CQC inspection into Safeguarding and Learning Disability services in May 2010. This plan has sat alongside the Departmental Plan and although some of the action required to implement it is within Departmental Plan programmes, it has been managed and monitored separately via a Working Group of the Health and Wellbeing Overview and Scrutiny Committee.
1.5.3 It was agreed that the self evaluation must address progress in delivering the Improvement Plan and therefore for ease of reference it has been added as a sixth programme within Annexe 1.
1.5.4 In the absence of a nationally agreed approach to DASS evaluation two external self evaluation documents were used to construct Key Lines of Enquiry (KLoE’s) for each of the programmes identified above. • LGIA Peer Review Self Assessment 2011 (SA) • ADASS Safeguarding Self Assessment 2008 (ADSS).
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1.5.5 During the period of compiling the self evaluation the Council received a report of an Independent Review by Anna Klonoskwi Associates (AKA) into Corporate Governance. On 22 September 2011 Cabinet accepted the recommendations of the report and agreed to a wholesale programme of review of the Council’s governance arrangements. As a consequence of this corporate response, which involves the development of an action plan to address leadership issues within the wider Council, a decision was taken not to include any specific leadership KLoEs within the DASS Self Evaluation. It is recognised, however, that any self evaluation needs to consider leadership and governance issues and these are acknowledged within the Commissioning and Resource Management section of the DASS Self Evaluation document.
1.5.6 The KLoEs were applied, primarily to the programme and projects identified within the Departmental Plan and CQC Improvement Plan. The process, however, also provided the opportunity to look across programmes, not just down into them.
1.5.7 Evidence was collected in relation to achievements, to outcomes, or outputs, and remaining challenges.
1.5.8 A benchmarking exercise has also been undertaken to measure the performance of Wirral DASS against that of other Local Authorities using National Indicator Set 2010-11 (NASCI001) and Advancing Quality Alliance (AQA)/ Directors of Adult Social Care (ADASS) data.
1.5.9 A “Golden Threads” section has been developed to include some service user perspectives of the Department and the way its services have developed.
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Chapter 2 Self Evaluation
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2 Self Evaluation Document
2.1 Safeguarding
2.1.1 Is the Council Safeguarding Adults whose circumstances make them vulnerable and protecting them from avoidable harm? (6.5 LGIA Peer Review Self Assessment 2011) (SA) The Council seeks to safeguard adults whose circumstances make them vulnerable and protects them from avoidable harm in the following ways: i) By addressing the criticisms and recommendations of the CQC Inspection Report (September 2010), in particular, improvement areas: 1 Ensure that arrangements and policies for preventing abuse are comprehensive and co-ordinated. 2 Embed a shared approach to recognising and responding to allegations of abuse ii) Through the DASS Improvement Plan. iii) Through the principles of the DASS improvement strategy, in particular the safeguarding strategy. iv) Through the Departmental restructure which aims to strengthen the management of safeguarding.
Evaluation Since December 2010 there has been significant improvement in the Council’s ability to safeguard adults through: a) Work undertaken to review policy and procedure and strengthen the Safeguarding Adults Partnership Board b) The strengthening of safeguarding management for example by bringing children’s and adults safeguarding management within one structure c)Improving the management of referral and assessment systems, for example locating a safeguarding social worker within the CADT d) Improving practice by investing in training, audit and quality assurance.
There now exists a firm inter-agency policy and procedural framework around safeguarding, a common understanding of thresholds, a more efficient and effective process for managing the “front end” of the system and better trained and qualified workforce within DASS to assess and manage risk. The Department recognises that there is a need to improve performance in relation to “28 day assessments” and will address this through the increased social work capacity in the new Departmental structure.
The building blocks are in place to enable the Council and its Partners to be confident of their ability to protect vulnerable adults. This includes an agreed increase staffing compliment including key new posts of Safeguarding Officer which are currently being recruited.
A number of these building blocks are relatively new and need to “bed in” before the Partnership can be sure it is improving outcomes for people. It has identified the success criteria that would enable it to measure whether the safeguarding system is functioning effectively but needs to further develop its performance management and quality assurance processes to enable it to know whether these criteria are being met. This is the major challenge for the next twelve months. Page 80
2.1.2 There is a multi-agency Safeguarding Adults Board of senior level officers who provide strategic leadership and address: Prevention of abuse and neglect Promotion of well being and safety Effective response to incidents of abuse and neglect when they occur (2.1 ADASS Safeguarding Self Assessment 2008) (ADSS)
The Council has strengthened the multi-agency Safeguarding Adults Board by responding to the criticisms and recommendations of the CQC report (September 2010), in particular, improvement areas: 1 Ensure that arrangements and policies for preventing abuse are comprehensive and co-ordinated. 2 Embed a shared approach to recognising and responding to allegations of abuse. 4 Ensure that safeguarding activity at all levels is focused on the experience of people who require safeguarding and on the outcomes achieved.
Evaluation The Safeguarding Adults Partnership Board has undergone a transformation in the last twelve months. Its membership is now at the right level across agencies and it has therefore been able to provide the leadership which had resulted in the improvements highlighted above. DASS, in particular, has given a very strong lead by improving the management of and support to the Board.
New multi agency procedures which contain a shared understanding of thresholds and risk are in place, and have been backed up by a significant programme of training.
The Board has a clear understanding of the need for it to assure quality in safeguarding and is developing quality assurance systems in relation to its own performance as well as to the wider system. Once again, the building blocks are now in place.
The challenge for the Board is to consolidate its position and to maintain the momentum which has been gathered around safeguarding.
There is also work to be undertaken to ensure that all partners are clear about their roles and responsibilities within safeguarding, and this is particularly important in the context of the major changes in the NHS.
The Board needs to review and enhance the process for reporting Hate Crime incidents for people with a disability and people from Black and Minority Ethnic Communities
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2.1.3 Are clear leadership and accountability structures in place and visible throughout the organisation? (2.3 ADSS) The Council strives to ensure clear leadership and accountability structures are in place and visible throughout the organisation by responding to the criticisms and recommendations of the CQC report (September 2010), in particular, improvement areas: 1 Ensure that arrangements and policies for preventing abuse are comprehensive and co-ordinated. 5 Ensure that safeguarding is supported by robust quality assurance arrangements across the partnership.
Evaluation In the last year, DASS has demonstrated strong leadership to improve safeguarding across the SAPB as highlighted above and there is no doubt that as a consequence a safeguarding culture is being embedded within the Council and among partners. The Board is chaired by an Independent Person who also chairs the Children’s Safeguarding Board and an Executive has been established, chaired by the DASS.
The Lead Member for DASS sits on the SAPB, providing a link into the Council’s Executive. Within the new Departmental structure the Head of Safeguarding sits within the Departmental Senior Leadership Team.
In addition, significant additional resources have also been added to contracting, assessment and care management and safeguarding within the structure. The Department has recognised that there is a challenge to make sure that these additional staff and managers are clear about their different roles and responsibilities within safeguarding and this will need to be addressed.
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2.1.4 Are all staff and volunteers working with vulnerable adults appropriately trained and do they have appropriate knowledge and competencies? (5.1 ADSS) The Council strives to ensure that all staff and volunteers with vulnerable adults are properly trained through responding to the criticisms and recommendations of the CQC report (September 2010), in particular, improvement area: 3 Ensure that staff involved in safeguarding adults and supporting people with high or complex needs have the appropriate knowledge and competences.
Evaluation Enormous effort has gone into improving the level of understanding of safeguarding amongst staff and across agencies including training for day centre managers and case conference chairs. In addition to the work led by the SAPB, the Department has made improvements to its case recording, supervision, and case file audit processes and developed a new competency framework for staff aimed at improving its ability to measure outcomes for service users.
The quality and consistency of training across the Partnership requires further evaluation to ensure that all staff and volunteers are competent and receiving appropriate training. Practice is improving and the Partnership is moving towards a culture in which there is a uniform collective understanding of the identification and management of risk across all agencies.
There is also a need to undertake more focused work on protection planning and the structure of case work interventions following investigations and addressing the range of potential safeguarding issues within personalisation.
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2.1.5 Is safeguarding integrated into all contractual processes with clear expectations and reporting requirements to prevent harm, neglect and abuse? (1.1 ADSS)
The Council ensures that safeguarding is integrated within contractual processes with clear expectations and reporting arrangements by responding to the criticisms and recommendations of the CQC report (September 2010), in particular, improvement areas: 1 Ensure that arrangements and policies for preventing abuse are comprehensive and coordinated. 3 Ensure that staff involved in safeguarding adults and supporting people with high or complex needs have the appropriate knowledge and competences. 5 Ensure that safeguarding is supported by robust quality assurance arrangements across the partnership. 6 Improve scrutiny of provider activity and risks across the sector.
Evaluation Work has been undertaken to improve safeguarding in this area in the last twelve months. Safeguarding is integrated into all of the Department’s contractual processes through the inclusion of a safeguarding clause. Thresholds and reporting processes are contained within the Multi-Agency procedures and have been supported by training for providers.
A “concerns about a provider” model has been developed to better assess risk and support providers in dealing with matters of concern before they become safeguarding issues. In addition there is recognition of the need to move away from a reactive response to concerns raised about providers to a more proactive approach which is reflected in the additional resources invested in the new Departmental structure.
The Department has recognised that the challenge will be to move from a system based on monitoring to one of quality assurance. There is a need to bring the existing investigative frameworks into line with the new outcomes based contracts. It has been recognised that there is limited capacity to achieve this and this has been addressed through the Departmental restructure.
Challenges It can be seen from the above evaluation that a great deal of activity has taken place to develop the SAPB, invest in additional staffing resource and put in place effective policies and procedures, underpinned with training and staff development.
The major challenge over the next 12 months will be to establish the Performance Management Framework that will enable the partnership and the Department to know whether all these changes have been effective and whether the outcomes, which the Partnership has identified as “Success Criteria”, are being achieved.
In addition work is necessary to ensure greater clarity within the Partnership of respective roles and responsibilities, particularly in the context of NHS changes. DASS will also need to address this within the context of the new Departmental structure.
Training will need to be evaluated to ensure that it consistently delivers quality across agencies and embeds the culture of safeguarding in practice.
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2.2 Choice
2.2.1 Are personal budgets available to all those eligible and can the Council demonstrate the difference they make to someone’s life? (1.6 SA) The Council ensures that personal budgets are available to those eligible by responding to the criticisms and recommendations of the CQC report (September 2010), in particular, improvement areas: 9 Ensure that people with learning disabilities and their carers have access to appropriate advice, information and support. 10 Ensure people’s needs are holistically assessed and supported by effective partnership working. 11 Transform support planning to provide a clear focus on the future, on risks to individuals, on the promotion of their independence and outcomes. 12 Address gaps in awareness of the needs of and support to carers. 13 Ensure that reviews are appropriately timed and focused.
Evaluation In the last 12 months there has been a “step change” in the Department’s approach to personalisation through: a) the development of a personal budget based on self assessment as the universal offer to service users b)a rigorous programme of staff development to enhance the quality of assessment and support planning c) working with users, carers and the market to develop a wider range of choices including both in-house and innovative external provision. The work undertaken has significantly improved the experience people have of initial contact and assessment. This is borne out by direct customer feedback.
The Department has recognised that further work needs to be undertaken to develop support planning and an outcomes based review system and improve performance in relation to this so that it can begin to measure the impact of personalisation on people’s lives. It also recognises that the take up of personal budgets is different across user groups and there is a challenge to increase the take up amongst older people. In addition issues in relation to performance of carers’ assessments and reviews will be addressed.
Most significantly, it recognises that the massive change in culture driven through personalisation will not be completed in a year. The building bocks are again in place to begin systematically delivering better outcomes for people and the challenge for the next twelve months will be to implement outcomes focussed support planning and reviews, and develop a Performance Management Framework which will ensure the robust management of this system.
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2.2.2 Is there a flexible and broad range of choice in the local care and support market, including housing options and assisting entry to the market for new providers, that can respond quickly to people’s choices? (7.2 SA) i) The Council ensures that there is a flexible and broad range of choice in the local care and support market, which can respond quickly to people's choices, and to which entry is assisted by responding to the criticisms and recommendations of the CQC report (September 2010), in particular, improvement areas: 16 Promote stronger communication with and involvement of local people and service providers in shaping the vision and development of local services. 17 Develop robust joint planning to address local needs secured by effective deployment of resources and management of risk. 20 Robustly challenge and enable the local market to address gaps, raise standards and meet new personalisation requirements. ii) By implementing the recommendations of the Adult Social Services Task Force (December 2010). Ref; 066 iii) Through the implementation of DASS Improvement Strategy, in particular the work on personalisation strategy, market modernisation strategy and the personal journey. iv) Through the restructure of Adult Social Services Department which aims to strengthen locality working, support provision to meet personal choice, early support and advice and commissioning.
Evaluation The Department has undertaken a significant amount of work in the last twelve months to ensure there is a flexible range of choice in the local market and has managed this through: a) ensuring that current provision is delivered as cost effectively as possible for example reprovision of in house respite and intermediate care with a saving of £2,765,750 b) developing new models of co-production with service users and carers, for example, the development of extra care facilities at Willowbank and Mendell Court. c) personalisation which has enabled service users to purchase their own care and support services.
The range of choice available to local people has increased significantly during the year. The Department recognises that there is not yet the range of provision available to meet the wide range of needs within the population. It recognises that it will need to develop its approach to commissioning at a strategic level in order to achieve this, and this will be a challenge for the next year.
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2.2.3 Do people have real control over the resources used to secure care and support, with commissioning strongly guided by their decisions? (7.6 SA) i) The Council is building to a position where people have real control over the resources used to secure care and support and where commissioning is strongly guided by their decisions by responding to the criticisms and recommendations of the CQC report (September 2010), in particular, improvement areas: 16 – Promote stronger communication with and involvement of local people and service providers in shaping the vision and development of local services. 17 – Develop robust joint planning to address local needs secured by effective deployment of resources and management of risk. ii) Through the Joint Strategy on Older People’s Mental Health. iii) At an individual level through the implementation of the DASS improvement strategy, in particular the personalisation strategy.
Evaluation The Department has developed its approach to enabling people to have real control over resources in the last twelve months. It has worked in co-production with service users, for example on the reprovision of supported living and is piloting an approach to daytime provision for people with learning disabilities through the development of a social enterprise hub.
Personal budgets are now the universal offer to service users undergoing self directed assessment.
There is evidence, through support plans and reviews that micro, or individual commissioning decisions are beginning to be strongly guided by service user’s decisions. The development of support planning and reviews as highlighted above will support this process.
The Department recognises that there is a challenge to develop its approach to strategic commissioning so that it can close the loop to ensure that macro commissioning is strongly guided by service users. This will be a challenge for the next twelve months.
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2.2.4 Is there an integrated approach to commissioning with partners around agreed outcomes that the Council is aiming to achieve for local people? (7.3 SA) i) The Council’s approach to commissioning with partners around agreed outcomes for local people is being driven by: • the establishment of a Shadow Health and Wellbeing Board. Ref; 073 • through the approval of a Council wide outcomes based commissioning strategy (June 2011). Ref; 072 ii) At a Departmental level by responding to the criticisms and recommendations of the CQC report (September 2010), in particular, improvement areas: 17 Develop robust joint planning to address local needs secured by effective deployment of resources and management of risk. 21 Ensure joined-up and efficient use of resources across the Council, health and housing services. Through an integrated approach to individual commissioning and jointly funded services through panels such as extra care and continuing health care. Evaluation The Department has established a number of mechanisms within which an integrated approach to commissioning can take place. These include, integrated mental health teams, the “Team around the Person” approach which jointly commissioned a number of services as part of its improvement work and a “panel” system which makes decisions about the joint funding of individual care packages. There is evidence that these arrangements support agreed outcomes for service users.
The Department has recognised that there is not a systematic approach to integrated commissioning and that there is a need to develop this at a strategic level for specific service user groups.
The advent of Clinical Commissioning Consortia will require the Department to develop a new set of relationships with health commissioners. It has the opportunity to build upon these new arrangements to develop its approach to integrated commissioning and this will be a challenge for the next twelve months.
Challenges It can be seen from the above evaluation that a great deal of activity has taken place to develop the Universal Offer (Personalisation), invest in and develop the staffing resource, develop the choice of cost effective service provision in the market available to service user and carers. The Department is offering real control to an increasing number of people.
The major challenge over the next 12 months will be to embed all of the improvements highlighted above so that they become systematic. The Department recognises that one way to achieve this is to develop its approach to strategic commissioning.
A further linked challenge will be to ensure that it is able to collect and use the outcome data from reviews and support plans to influence commissioning at a strategic level.
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2.3. Quality
2.3.1 Does the Council seek to enhance quality of life for people with care and support needs? (1.1 SA) i) The Council seeks to enhance the quality of life for people with care and support needs by responding to the criticisms and recommendations of the CQC report (September 2010), in particular, improvement areas: 7 Improve its focus on people who have limited opportunities to engage in and contribute to their local communities. 8 Ensure wider representation, involvement and support for people using services and their carers in planning and managing change. ii) By implementing the recommendations of the Adult Social Services Task Force (December 2010), in particular options 3, 4 and 6. Ref; 066 iii) Through the principles underpinning the DASS improvement strategy, in particular its work on service design, modernization, integrated and local working and the personal journey. iv) Through the Departmental restructure. Ref; 005 & 006
Evaluation The Department has been engaged in an enormous amount of work to enhance the quality of life for people with care and support needs through: a) its work on personalisation as described above b) building the capacity of the community to help shape services, for example the citizen sub group of the LPPB c) improving the quality of its own services, for example the commissioning of a more flexible and appropriate short term assessment and reablement service (STAR) d) improving the quality of external provision, for example, the end of life training programme for domiciliary care staff. e) direct involvement of service users and carers in commissioning, both at individual and system-wide levels. The work undertaken has significantly improved the quality of service provision to people with care and support needs.
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2.3.2 Does the Council actively involve people, carers, families and communities in the design, development, delivery and review of innovative care and support arrangements? (2.1 SA ) i) The Council involves people in the design, development, delivery and review of services by responding to the criticisms and recommendations of the CQC report (September 2010), in particular, improvement area: 15 Ensure the Safeguarding Adults Board and Learning Disability Partnership Board drive improved outcomes for local people. ii) Wirral's Future - Be Part of It (June-December 2010), an authority wide consultation which influenced the Task Force recommendations and subsequent Budget 2011. iii) Service user, carer, family and community involvement in the implementation of the DASS Improvement Strategy. iv) At an individual level through the development of self directed assessment and support planning.
Evaluation Significant progress has been made in actively involving people in the design, development, delivery and review of innovative care and support arrangements over the last twelve months. The Department focuses its activity in this area by: a) Consulting citizens on its priorities for example Wirral’s Future-Be part of it and the recent budget simulation exercise b) Involving service users and carers in planning, for example the recent LDPB business planning day c) Involving service users in service re design projects for example, Fellowship House d) Implementing personalisation which is driven through self directed assessment.
The Department recognises that it will need to develop its practice in relation to co-production even further over the next twelve months to ensure that users and carers are systematically involved in the strategic commissioning of services.
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2.3.3 Are users of services and carers receiving services aware of how to complain and make representations and have early access to advocacy services? (2.3 SA ) i) The Council seeks to ensure services and carers receiving services are aware of how to complain and make representations and have early access to advocacy services by responding to the criticisms and recommendations of the CQC report (September 2010), in particular, improvement area: 14 Strengthen arrangements for management and learning from complaints and compliments.
Evaluation The Department has significantly improved its performance in this area in the last year. The huge changes implemented by DASS in the last year generated far fewer complaints than might previously been expected. The work to achieve this has focused on: a) improving the complaints service including the implementation of a fully revised complaints procedure and the co-location of the children’s and adults complaints team b) maintaining access to advocacy services which are well developed in Wirral c) a much stronger emphasis on consultation and communication.
The Department now has in place better processes and better governance arrangements around the complaints service which is evidenced by the improvement in response times. It recognises that it is still in the process of shifting the culture for that of complaints processing to problem resolution and will need to continue to focus on this area for the next twelve months. It is acknowledged that too many complaints still progress to higher levels of concern and are too long in resolution. Systematic learning from complaints is still underdeveloped.
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2.3.4 What evidence does the Council have of service user satisfaction? (1.5 SA) The Council collects and uses evidence of service user satisfaction within the following hierarchy: i) The statutory annual Adult Social Care Survey. ii) The Departmental complaints service which provides a complaints resolution service as well as a monitoring and quality assurance function. iii) A range of service specific satisfaction surveys. iv) Feedback processes which are integrated into the delivery of individual interventions, such as the STAR service and review process.
Evaluation The Department has continued to develop its ability to gather evidence of service user satisfaction in the last twelve months. It has done this through: a) the continued use of data from the Adult Social Care Survey b )the recording of compliments c) the development of a range of service specific satisfaction surveys d) better engagement with a wider group of carers.
It recognises that there is a need to develop a more systematic approach to gathering service user and carer feedback with regard to a number of issues, including satisfaction and this will be one of its challenges over the next twelve months. It needs to develop its ability to use this information to inform its commissioning decisions
Challenges It can be seen from the above evaluation that a great deal of activity has taken place to develop Quality in Service delivery. The Department has significantly improved the quality of a number of its services and is developing a more systematic approach to involving service users and carers.
One challenge for the next year is to ensure that service users and carers are involved in the development of a more strategic approach to commissioning.
The other challenge is to ensure that the culture of problem resolution highlighted above is fully embedded in the culture of the Department.
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2.4 Early Intervention
2.4.1 Is the Council delaying and reducing the need for care and support? (5.1 SA) The Council seeks to by responding to delay and reducing the need for care and support in the following ways: i) By responding to the criticisms and recommendations of the CQC report (September 2010), in particular improvement areas: 7 Improve its focus on people who have limited opportunities to engage in and contribute to their local communities. 8 Ensure wider representation, involvement and support for people using services and their carers in planning and managing change. 18 Expand its approach to prevention to deliver improved outcomes for people with learning disabilities and their carers. ii) By implementing the recommendations of the Adult Social Services Task Force (December 2010) in particular options 5, 9 and 10. Ref; 066 iii) By implementing the DASS Improvement Strategy. Ref; 003 iv) By implementing the Early Intervention And Prevention Strategy (Early July 2010). Ref; 070
Evaluation The Department has agreed and is in the process of implementing a strategic approach to developing prevention and early intervention services. This focuses on the following areas: a) ensuring universal accessibility, for example, the sourcing of an information hub, Wirral Well, in conjunction with VCAW and the NHS b) working in partnership with other Council Departments, for example through the Healthy Homes initiative and supporting people c) by reducing the need to enter formal care, for example through very substantial investment in assistive technology d) by enabling recovery and independence for example, the “team around the person” and integrated approach to reablement.
The Department recognises that its strong performance in relation to “delayed discharges” may be impacting adversely on admissions to residential care, as more people experience a short term admission as part of a longer term period of rehabilitation. The system for recording these types of admission will be reviewed
There is evidence that strong development towards extra care supported living for older people has reduced dependence on care. The Department recognises that it needs to be able to demonstrate the cost effectiveness of early intervention measures. It can currently demonstrate savings accruing from reablement, but the challenge will be to develop Success Criteria that show savings which result from investment in Universal Services.
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2.4.2 Is there a strategic and demonstrable approach to improving health and well-being outcomes across the Council and partners? (1.2 SA) i) The Council’s strategic approach to improving health and wellbeing outcomes for local people is being driven by: • the establishment of a Shadow Health and Wellbeing Board • through the approval of a Council wide outcomes based commissioning strategy (June 2011) ii) At a Departmental level by responding to the criticisms and recommendations of the CQC report (September 2010), in particular, improvement areas: 16 Promote stronger communication with and involvement of local people and service providers in shaping the vision and development of local services. 17 Develop robust joint planning to address local needs secured by effective deployment of resources and management of risk. 21 Ensure joined-up and efficient use of resources across the Council, health and housing services.
Evaluation The Department’s strategic approach to improving health and wellbeing is focused on three main areas: a) corporately, for example, through support to the Shadow Health and Wellbeing Board b) partnerships, for example, through its leadership of the SAPB and LDPB and through strong engagement with the emerging Clinical Commissioning Groups c) Departmental, for example, through its personalisation strategy.
There is evidence that the Department has a strategic and demonstrable approach to improving health and wellbeing outcomes in some areas. The Department recognises that this is not systematic. It also recognises, as highlighted above, that it needs to develop its approach to strategic commissioning, this is a challenge for the next twelve months.
Challenges It can be seen from the above evaluations that the Department is committed to an approach based on early intervention. There is some evidence that interventions at other levels, particularly around reablement are having a positive impact on service delivery and cost.
The challenges to the Department a) to develop Success Criteria that show savings which result from investment in Universal Services b) to develop its approach to strategic commissioning, this is a challenge for the next twelve months.
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2.5 Commissioning and Resource Management
2.5.1 How is the Council managing its financial, physical and human resources effectively to meet its current requirements and future challenges, whilst still delivering on outcomes? (5.2 SA) The Council manages its financial, physical and human resources in the following ways: i) By responding to the criticisms and recommendations of the report (September 2010), in particular, improvement areas: 19 Ensure the workforce across the sector has relevant knowledge, skills and experience to do their job well. 20 Robustly challenge and enable the local market to address gaps, raise standards and meet new personalisation requirements. 21 Ensure joined-up and efficient use of resources across the Council, health and housing services. ii) Through the medium term financial strategy and budget setting and monitoring processes. iii) Through the Asset Review Board (ARB). Ref; 068 iv) Through the People Strategy. Ref; 061
Evaluation In the last 12 months a significant amount of work has been undertaken to review, reduce and reallocate resources within DASS. There has been a very significant degree of shift from being a provider to a commissioning organisation. This has led to a large saving to the public purse whilst maintaining or improving the quantity, quality and range of services available. Work has been focused in three main areas: a) Consultation and Priority setting, for example, “Wirral it’s your future – Be part of it” b) Commissioning processes, for example, reprovision of supported living and re-letting of contracts c) Budget Management, for example, the deliver of over £12m of savings. This could not have been achieved without good leadership, willingness of staff to embrace change and hard work.
The Department recognises that it will continue to function within constrained financial allocations; it also recognises that there is an increase in demand in older people and learning disability services. The challenge will be to continue to show clear leadership in setting the strategic direction and developing effective and innovative ways of working and ensure that staff undergoing this degree of change feel supported.
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2.5.2 Does the Council have robust arrangements for reviewing resource allocations and for the reduction and re-allocation of resources where required? (5.3 SA) The Council arrangements for reviewing resource allocations and for the reduction and re-allocation of resources are driven in the following ways: i) By responding to the criticisms and recommendations of the CQC report (September 2010), in particular, improvement areas: 20 Robustly challenge and enable the local market to address gaps, raise standards and meet new personalisation requirements. 21 Ensure joined-up and efficient use of resources across the Council, health and housing services. ii) Wirral’s Future – Be part of it. Ref; 065 iii) The Adult Social Services Task Force (December 2010) recommendations, in particular options 8, 9, 10, 11, 13, 14, 15 and 16. Ref; 066 iv) DASS improvement strategy. Ref: 003
Evaluation The Department has managed its financial, physical and human resources in an extremely effective way during the past 12 months. Work has focused on three areas: a) Financial management, for example, over £12m of savings have been achieved b) Physical Assets – moving from Westminster House to integrated settings to maximise the synergies of collocation with NHS Wirral, as well as gaining a significant capital receipt. This included co-located settings for strategic leadership and commissioning, locality working, mental health services, acute care and reablement. From January 2012 it will also include Learning Disability services c) Human Resources, for example, the successful redeployment of over 140 staff following the reprovision of a number of in house directly provided services.
The Department recognises that it will need to continue to manage efficiently and effectively in the next twelve months. The challenge will be to continue to show clear leadership in setting the strategic direction and developing effective and innovative ways of working and ensure that staff undergoing this degree of change feel supported.
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2.5.3 Is the Council and its partners actively making evidence-based interventions on managing resources efficiently and effectively in adult social care? (5.5 SA) The Council and its partners actively make evidence-based interventions on managing resources efficiently and effectively in adult social care in the following ways: i) By responding to the criticisms and recommendations of the CQC report (September 2010), in particular, improvement areas: 20 Robustly challenge and enable the local market to address gaps, raise standards and meet new personalisation requirements. 21 Ensure joined-up and efficient use of resources across the Council, health and housing services. ii) By establishing a Shadow Health and Wellbeing Board. iii) Agreeing to the implementation of an Outcomes Commissioning Framework. Ref; 064 iv) By implementing the DASS improvement strategy.
Evaluation The Council has significantly improved its approach to making evidence based interventions in the past 12 months. Work has focused on three areas: a) Corporate – through the Shadow Health and Wellbeing Board, which has a responsibility to develop a joint Health and Wellbeing Strategy using evidence based methodologies b) Partnership, for example, work around reablement c) Departmental, for example, the Managing the Market project. The Department recognises that the approach is not yet systematically applied across all service areas.
Corporate work to align budget and planning processes and the development of the JSNA as a tool for evidence based decision making should enable the Department to develop further in this area. The challenge will be to maximise both of these as part of a Strategic Commissioning process.
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2.5.4 Is the Council ensuring that it has a workforce and culture that supports the achievement of its goals and which embraces the introduction and implementation of change? (5.6 SA) The Council ensures that it has a workforce and culture that supports the achievement of its goals and embraces the introduction and implementation of change in the following ways: i) By responding to the criticisms and recommendations of the CQC report (September 2010), in particular, improvement areas: 19 Ensure the workforce across the sector has relevant knowledge, skills and experience to do their job well. ii) The People Strategy, through which learning and development issues are identified . Ref; 061. iii) Departmental Learning and Development Plan. Ref: 062 iv) The Workforce Plan. Ref;063
Evaluation As described above the Department has managed a significant amount of change in the past twelve months. It focuses its work to ensure that the workforce and culture support the achievement of its goals in the following ways: a) Investing in development, for example, £0.5m per year is spent on staff training and development b) Improving practice, for example, Competency Framework for social work staff and common supervision procedure c) Improving communications, for example, weekly communications notes that highlight issues and developments that are shared with staff and partners d) systematic involvement of Departmental development. A wider management group of 80 top managers and extended Leadership Team of 16 The Department recognises that different people react differently to change and, therefore, it is necessary to have a range of mechanisms to enable staff to cope with change in a positive way.
The challenge will be to ensure that this range of mechanisms is in place so that the needs of individual members of staff can be addressed.
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Challenges It can be seen from the above evaluations that the Department is managing its resources within a difficult financial environment. It has made good progress towards reshaping its services to enable it to manage within budgetary constraints.
The main focus for the Department is, therefore, to strive for further productivity and efficiency gains and to measure this against the following outcomes, which have been recognised as “Success Criteria” are being met:
GOOD GOVERNANCE • Corporate planning and budget making processes are aligned. • The Council’s policies are implemented in practice • The Council’s value and ethical standards are met • Rules and regulations are complied with • The Council’s required processes are adhered to • The Council’s published information is accurate and reliable • Risk is identified accurately and managed effectively and leaders create a climate where risk is openly and constructively discussed
LEADERSHIP • There is recognised and active leadership by the Council on adult social care • Active leadership and clear and resourced strategies and plans promote the role that all Departments across the authority and partners have in promoting health and well-being • The Council focuses on cultural change, just as much as systems change • The leadership of the Council demonstrates that it values diversity and that the principles of equality and diversity are incorporated into all the Council’s functions
PRODUCTIVITY • Employing the right people, in the right place with the right skills • Clearly articulated goals that are known and understood by staff, partners and service users • Streamlined business systems and processes • Highly motivated staff
EFFICIENCY • Services are procured from the right suppliers, at the right price and the right quality • Services are shared with partner organisations where appropriate and cost effective to do so • Services are regularly reviewed to ensure they are still relevant and if so provide quality and cost effectiveness.
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Chapter 3 Benchmarking Information
Page 100
3 Benchmarking Information Section 1 Comparison with North West DASS
The graphs in this Section show Wirral’s performance benchmarked against that of the North West Authorities in relation to key DASS indicators. Wirral’s performance in April 2011 is shown in blue, whilst current performance (as of October 2011) is shown in yellow. All data in this Section is drawn from the National Indicator Set (NASCI 001).
NI125 - Achieving independence for older people through rehabilitation/intermediate care (expressed as a percentage), 2010-11
NI 125 - Achieving independence for older people through rehabilitation/intermediate care
100.00
95.00
90.00
85.00%
80.00
75.00
70.00 R o c h d a leH a lto n T ra ffo rd L a n c a s h ireK n o w s le yB u ry O ldham S to c k p o r t S a lfo rd C h e s h ir e WT e a s t m & e sid C h e e sMS te B e r fto C n W a rrin g to nC u m b ria B la c k b u rn wW ith ir r a D l a A rw p e r n1S 1 t H e le n sW i r r a l O c t 1 1
10/11 ACTUAL lower quartile upper quartile
NIS Guidance : Good performance typified by a higher rate.
NI130 - Social care clients receiving self directed support (direct payments and individual budgets) 09/10 definition (expressed as a percentage), 2010-11
NI 130 - Social Care Clients receiving self directed support - all ages 70
60
50
40 %
30
20
10
0 B u ry L i v e r p o o l T r a f f o r d H a lto n B o lto n T a m e si d e M B C R o c h d a l e S e fto n W a r ri n g t o n S t H e l e n s K n o w s l e y W i r r a l A p r 1 1 C u m b ri a S a l f o rd S t o c k p o r t L a n c a s h i r e Oldham W i r r a l O c t 1 1
10/11 ACTUAL Lower Quartile Upper Quartile
NIS Guidance : Good performance typified by a higher rate.
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NI131 – Delayed Transfers of Care 2010-11.
NI 131 - Delayed transfers of care
12
10
8
6
4
2
0 W i r r a l O c t 1 1 S t H e l e n s W i r r a l A p r 1 1 Oldham H a l to n K n o w s l e y C h e s h i r e W e s t & T r a f f o r d L i v e r p o o l C h e s t e r
10/11 ACTUAL Lower Quartile Upper Quartile
NIS Guidance : Good performance typified by a lower rate.
NI132 – Timeliness of Social Care Assessment (expressed as a percentage), 2010-11
NI 132 - Timeliness of social care assessment
95 90 85 80 % 75 70 65 60 Liverpool R o c h d a l e T a m e s i d e M B CB o l to n Stockport W i r r a l A p r 1 1 C u m b ri a L a n c a s h i r e C h e s h i r e W e s t &S t H e l e n s B u ry W i r r a l O c t 1 1 H a l to n T r a f f o r d K n o w s l e y Oldham S e fto n W a r ri n g t o n
10/11 ACTUAL Lower Quartile Upper Quartile
NIS Guidance : Good performance typified by a higher rate.
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NI133 - Timeliness of social care packages following assessment
NI 133 - Timeliness of social care packages following assessment 100 95 90
% 85 80 75 70 B o l to n B u ry Liverpool H a l to n Wirral Apr 11 R o ch d a l e W a r r i n g t o n Lancashire C u m b ri a T a m e si d e M B C S t H e l e n s Wirral Oct 11 Oldham K n o w sl e y Cheshire West & S e fto n Trafford Stockport Chester
10/11 ACTUAL Lower Quartile Upper Quartile
NIS Guidance : Good performance typified by a higher rate.
NI136 - People supported to live independently through social services (all adults)
NI 136 - People supported to live independently through social services
5000 4500 4000 3500 3000 2500 2000 1500 1000 K n o w s l e y B u ry Cheshire West & L a n c a s h i r e Wirral Apr 11 Oldham Wirral Oct 11 C u m b ri a H a l to n W a r r i n g t o n T r a f f o r d S e f to n S t H e l e n s Stockport C h e s t e r
10/11 ACTUAL Lower Quartile Upper Quartile
NIS Guidance : Good performance typified by a higher rate.
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QOM - Admissions to residential care homes, per 1,000 population
QOM - Admissions to residential care homes, per 1,000 population
4
3
% 2
1
0 K n o w s l e y H a l to n T a m e s i d e M B C S a l f o rd B o l t o n Trafford R o c h d a l e Lancashire Oldham Stockport Wirral Oct 11 C u m b ri a S e fto n Wirral Apr 11
10/11 ACTUAL Lower Quartile Upper Quartile
NIS Guidance : Good performance typified by a lower rate.
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Section 2 - Departmental Core and Critical Indicators with Trends
The graphs in this Section show Wirral’s performance in relation to the Department’s own ‘core and critical’ indicators as of November 2011. Target lines (dotted) and Linear Trend lines are also shown.
NUMBER OF ASSESSMENTS WHICH ARE SELF-DIRECTED (FORMER LOCAL INDICATOR 8858).
Percentage of Self-Directed Assessments (LI 8858)
100
90
80
70 % 60
50
40
30 04/04/2011 04/05/2011 04/06/2011 04/07/2011 04/08/2011 04/09/2011 04/10/2011 04/11/2011 04/12/2011 04/01/2012 04/02/2012 04/03/2012 Weeks
Currently Meeting Target? YES Trend UP
SELF DIRECTED SUPPORT (FORMER NI 130)
Self Directed Support (NI 130)
90.00 80.00 70.00
% 60.00 50.00 40.00 30.00 04/04/2011 04/05/2011 04/06/2011 04/07/2011 04/08/2011 04/09/2011 04/10/2011 04/11/2011 04/12/2011 04/01/2012 04/02/2012 04/03/2012 week
Currently Meeting Target? YES Trend UP
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DELAYED TRANSFERS OF CARE (FORMER NI 131)
Delayed Transfers of Care (NI 131)
3.50 3.00 2.50 2.00 % 1.50 1.00 0.50 0.00 04/04/2011 18/04/2011 02/05/2011 16/05/2011 30/05/2011 13/06/2011 27/06/2011 11/07/2011 25/07/2011 08/08/2011 22/08/2011 05/09/2011 19/09/2011 03/10/2011 17/10/2011 31/10/2011 14/11/2011 28/11/2011 12/12/2011 26/12/2011 09/01/2012 23/01/2012 06/02/2012 20/02/2012 05/03/2012 19/03/2012 Week
Currently Meeting Target? YES Trend DOWN
ASSESSMENTS WITHIN 24 HOURS (FORMER NI 132)
Assessments w ithin 24 Hours (NI 132)
87.00 86.00 85.00 84.00 83.00 82.00
% 81.00 80.00 79.00 78.00 77.00 76.00 75.00 04/04/2011 18/04/2011 02/05/2011 16/05/2011 30/05/2011 13/06/2011 27/06/2011 11/07/2011 25/07/2011 08/08/2011 22/08/2011 05/09/2011 19/09/2011 03/10/2011 17/10/2011 31/10/2011 14/11/2011 28/11/2011 12/12/2011 26/12/2011 09/01/2012 23/01/2012 06/02/2012 20/02/2012 05/03/2012 19/03/2012 Week
Currently Meeting Target? YES Trend UP
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SUPPORT PACKAGES IN 28 DAYS (FORMER NI 133)
Support Packages in 28 days (NI 133)
97.00 96.00 95.00 94.00 93.00 92.00
% 91.00 90.00 89.00 88.00 87.00 86.00 85.00 04/04/2011 04/05/2011 04/06/2011 04/07/2011 04/08/2011 04/09/2011 04/10/2011 04/11/2011 04/12/2011 04/01/2012 04/02/2012 04/03/2012 Weeks
Currently Meeting Target? YES Trend UP
PEOPLE SUPPORTED TO LIVE INDEPENDENTLY (FORMER NI 136)
People Supported to Live Independently (NI 136)
2900.00
2800.00
2700.00
2600.00 Number 2500.00
2400.00
2300.00 04/04/2011 04/05/2011 04/06/2011 04/07/2011 04/08/2011 04/09/2011 04/10/2011 04/11/2011 04/12/2011 04/01/2012 04/02/2012 04/03/2012 Weeks
Currently Meeting Target? YES Trend UP
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REVIEWS.
Targeted Reviews 2011-12
Number of 10000 Reviews 8000 80% Target 6000 4000 Actual 2000 0 April May June July Aug Sept Oct Nov Dec Jan Feb March
Number of Review s 696 1392 2088 2784 3480 4176 4872 5568 6264 6960 7656 8352 80% Target 556.8 1113.6 1670.4 2227.2 2784 3340.8 3897.6 4454.4 5011.2 5568 6124.8 6681.6 Actual 387 784 1117 1494 1842 2208 2430 % of Review s completed 55.6 56.3 53.5 53.7 52.9 52.9 49.9
Currently Meeting Target? NO Trend UP
Comment; Following a decision to refocus resources on improving NI 130, performance in relation to Reviews has diminished. The new Departmental structure includes resources which will address this issue.
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ADMISSIONS TO RESIDENTIAL CARE.
Admissions to Residential Care (QOM)
2.20
2.00
1.80
1.60
1.40
1.20 Number per 1000 population Number per 1000 1.00 04/04/2011 04/05/2011 04/06/2011 04/07/2011 04/08/2011 04/09/2011 04/10/2011 04/11/2011 04/12/2011 04/01/2012 04/02/2012 04/03/2012 Weeks
Currently Meeting Target? NO Trend DOWN
Comment ; This performance indicator requires further investigation as the reported figure may be an unintended consequence of the extremely good performance against reducing hospital delays. This is because the strategy involves taking people into residential care on a short-term basis.
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SAFEGUARDING ALERTS DEALT WITH IN 24 HOURS (FORMER LOCAL INDICATOR 8866).
Safeguarding Contacts Dealt With in 24 Hours (LI 8866)
100
95
90
% 85
80
75
70 04/04/2011 04/05/2011 04/06/2011 04/07/2011 04/08/2011 04/09/2011 04/10/2011 04/11/2011 04/12/2011 04/01/2012 04/02/2012 04/03/2012 Weeks
Currently Meeting Target? NO Trend UP
Comment; Positive trend. There have been recent further investments in the CADT function to improve performance in this area and also track outcomes on all Alerts and Referrals where the 24 hour response time is breached. The performance reporting system is well-embedded.
SAFEGUARDING REFERRALS DEALT WITH IN 28 DAYS (FORMER LOCAL INDICATOR 8867).
Safeguarding Referrals in 28 Days (LI 8867)
100
95
90
85
% 80
75
70
65
60 04/04/2011 04/05/2011 04/06/2011 04/07/2011 04/08/2011 04/09/2011 04/10/2011 04/11/2011 04/12/2011 04/01/2012 04/02/2012 04/03/2012 Weeks
Currently Meeting Target? NO Trend UP
Comment; Ongoing evaluation of data in relation to the completion of investigations will confirm and inform whether investigations are 'legitimately' taking longer than 28 days to complete (for reasons of complexity). The 28 day target reporting function is being used to track reasons for delays in closures
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4 ‘Golden Threads’
4.1 Purpose
4.1.1 This section is comprised of a number of accounts by service users of how DASS has changed. Its aim is to illustrate how a ‘golden thread’ links the planning, implementation and delivery of service change to achieve better outcomes for people who use services and their carers.
4.1.2 Mr Chris Randall, whose son Colin receives respite care at Girtrell Court wrote:
“As you know Colin now has respite care at Girtrell Court and I think this has been a very successful replacement for what was offered at Mapleholme, which was always excellent. Our worries were that special needs clients, like Colin, would be shifted about in the Private Sector. These concerns seem to be unfounded and I sincerely hope the situation remains as it is with people like Colin remaining in the Council system. We think the level of care and understanding given by Council staff over the years at Mapleholme and Heswall centre has been very good and we would not like someone as vulnerable as Colin changed to a system we did not know. We know some of the staff at Girtrell from their previous work at Mapleholme and this has helped a lot as they know Colin”.
“Being on the Transitional Panel helped me understand better the changes that were being made as the Council did not communicate its intentions clearly in the early stages of this reorganisation. I am glad you suggested I should attend. I hope that you will be able to reintroduce the “Take a Break Scheme” next year as this was a real help to use and the other participants”.
“Finally you, your staff and all the carers etc need congratulating for a relatively seamless transition”.
4.1.3 Mrs Pauline Toohey whose family is working with the Transitions Team reported:
“As soon as the Transitions Team got involved things became easier for us. When my child had to go into hospital last August the social worker got in touch with Alder Hey and made sure they had all the information they needed. There were a few problems over making sure the support was in place at home, after the surgery, but the team manager made sure this was sorted out even though he was on annual leave. I had never seen this sort of proactive approach before”.
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“There is now a team of people around us, social work, connexions, and health which made me feel confident that we will get the help we nee. The team approach, with the mix of different professions really works”.
4.1.4 Mr Stanley Williams who received support following a fall reported:
“I had a car crash last March. I am 96 so I have now had to surrender my licence. I was shaken up by the crash but then in September I overloaded my left hand while I was out shopping and broke my wrist. I had to go to hospital to have my hand x- rayed and it was put in plaster for six weeks. The hospital contacted Social Services and the STAR team came to help me out. I had two visits a day, one in the morning to help me get up and wash, and one in the evening to help me go to bed. They were excellent, friendly, caring and on time. If I needed help again I would be very happy to have them come in and help me. I am now able to manage again on my own because I have had the cast taken off”.
4.1.5 Mr Ken Harrison, MBE - Supported Living reprovision.
“It was well-handled by DASS – brilliant! I was fully involved all the way through and played an integral part of the process. The whole process gave us choice and control over the decision of provider, and was personalised from start to finish. The transition to the new provider was smooth because of the system DASS had in place”.
Page 112 Agenda Item 7 WIRRAL COUNCIL CABINET 24 NOVEMBER 2011
SUBJECT: FLOOD RISK MANAGEMENT RESPONSIBILITIES AND THE PURCHASE OF HYDRAULIC MODELLING SOFTWARE WARD/S AFFECTED: ALL REPORT OF: DIRECTOR OF TECHNICAL SERVICES RESPONSIBLE PORTFOLIO COUNCILLOR HARRY SMITH HOLDER: STREETSCENE AND TRANSPORT SERVICES KEY DECISION? NO
1.0 EXECUTIVE SUMMARY 1.1 The Flood & Water Management Act 2010 and the Flood Risk Regulations 2009 established Wirral Council as a Lead Local Flood Authority (LLFA). LLFAs are required to lead the strategic management of local flood risk (arising from surface water, groundwater and ordinary watercourses).
1.2 Wirral is at risk of local flooding, with a substantial number of domestic properties identified as at risk from potential future flooding. The responsibilities attached to the LLFA role, place substantial new burdens on Wirral Council in managing these flood risks.
1.3 This report identifies these new responsibilities and duties and further to the recently revised Contract Procurement Rule 19.1 Cabinet is requested to approve for the purchase of the WinDes Hydraulic modelling software from Micro Drainage at a cost of £11861.25 which can be funded from DEFRA grants.
2.0 RECOMMENDATIONS 2.1 That Cabinet approve the purchase of the WinDes software modules in the sum of £11,861.25 for the reasons stated in this report.
3.0 INTRODUCTION :
3.1 The requirements of the EU Floods Directive (Directive 2007/60/EC, the assessment and management of flood risks across EU Member States) in England and Wales was transposed into domestic law through the Flood Regulations 2009 and the Flood and Water Management Act 2010, placing new flood risk management duties on the Environment Agency (EA) and Lead Local Flood Authorities (LLFAs).
Page 113 3.2 This legislation has and will continue to place new additional duties and responsibilities on each LLFA. These new duties and responsibilities include:
• A requirement to develop strategies for local flood risk management; • To co-operate and share information with powers to request information; • Responsibility to investigate flooding that it considers necessary or appropriate; • Duty to maintain a register of structures or features that in its opinion are likely to have a significant effect on flood risk. • To enable through Building Regulations the building of flood resilliance and resistance. • Powers to carry out works or enforce obligations to carry out works and to consent works on ordinary watercourses. • A duty to establish a Sustainable drainage ‘Approving Body’ (SAB) with the responsibility to approve SUDs before construction commences and then adopt and maintain them upon completion.
3.3 These additional duties and responsibilities are, in general, being funded through financial grants, initially through DEFRA, with an allocation of £20,000, which was received in October 2010. In addition to this initial grant, DEFRA have made available nationally some £36million to fund the significant new burdens that have been placed on LLFA’s. Wirral Council has additionally received £122,800 in 2011/12 and will receive subsequent funding of £167,900 annually in years 2012/13, 2013/14 and 2014/15.
3.4 DEFRA and the Environment Agency have identified that the development of skills to support the LLFA’s duties and responsibilities in particular, to check, approve and adopt Sustainable Urban Drainage Systems (SUDs) will be critical. Fortunately, the implementation of SUDs has been delayed until late 2012, which will provide time for the skills, expertise and knowledge required to be developed.
3.4 In order for the Drainage Team to be able to continue to support the Development Control function in checking developer submissions (SUDs/SAB process) and successfully undertake the additional responsibilities to identify flood risk and possible solutions, it will need to be able to both check the hydraulic capacity of the existing drainage systems and any proposed developments/improvements. The majority of developer hydraulic designs submitted in the past have utilised the WinDes software package by Micro Drainage.
3.5 Although there are other hydraulic design software packages available, WinDes is the recognised industry standard sustainable drainage and flood hazard software for the civil engineering and environmental sectors, it is utilised by the majority of developers and is recommended by the Environment Agency. It is based around a singular interface enabling the software to be updated, as new modules are developed in-line with changing flood legislative requirements. It is a product only available to purchase from provider Micro Drainage, who have quoted for the individual software modules required to undertake hydraulic
Page 114 modelling and the future design and checking required for the SUDs/SAB process. The purchase price of £11861.25 for this package, which includes a 25% discount, can be met from the additional financial grant funding received from DEFRA. At present Micro Drainage are also offering four free training days in the use of the software which would not only further enhance the skills set within the Drainage Team, but also provide a saving of approximately £2000 (training rates are approximately £500 per day).
3.6 Further to the Council’s recently revised Contract Procurement Rule 19.1, Cabinet is requested to approve this purchase based on the reasons stated in this report.
4.0 BACKGROUND AND KEY ISSUES 4.1 The Flood & Water Management Act 2010 and the Flood Risk Regulations 2009 established Wirral Council as a Lead Local Flood Authority (LLFA). LLFAs are required to lead the strategic management of local flood risk (arising from surface water, groundwater and ordinary watercourses). This new role requires the development of knowledge and new skills.
5.0 RELEVANT RISKS 5.1 Wirral faces a significant risk of flooding with a substantial number of domestic properties identified as at risk from potential future flooding. The increase in the skills and knowledge base within the Drainage Team will enable Wirral to better meet its new duties and responsibilities in connection with future flood risk.
5.2 The reduction of identified flood risk also partly mitigates one of the Council’s Corporate risks – “Not having plans in place could compromise delivery of essential services in the event of a major public emergency”.
6.0 OTHER OPTIONS CONSIDERED 6.1 Not relevant.
7.0 CONSULTATION 7.1 There is no consultation required as a result of this work.
8.0 IMPLICATIONS FOR VOLUNTARY, COMMUNITY AND FAITH GROUPS 8.1 Flooding affects all voluntary, community and faith groups whether it be directly with their properties being flooded, or in a responder or recovery capacity.
9.0 RESOURCE IMPLICATIONS: FINANCIAL; IT; STAFFING; AND ASSETS 9.1 There are no additional financial implications.
10.0 LEGAL IMPLICATIONS 10.1 There are no legal implications other than the duties imposed under the new legislation.
Page 115 11.0 EQUALITIES IMPLICATIONS 11.1 There are no Equality implications.
12.0 CARBON REDUCTION IMPLICATIONS 12.1 There are no specific carbon reduction implications although there are significant links with carbon reduction and sea level rises, increases in extreme weather patterns, etc. As a result the Councils Climate Change Officer is a member of the Wirral Flood and Water Management Partnership.
13.0 PLANNING AND COMMUNITY SAFETY IMPLICATIONS 13.1 There are no planning implications in relation to this report.
REPORT AUTHOR: Mark Camborne Health, Safety & Resilience Operations Manager & Chair of the Wirral Flood Group telephone: (0151) 606 2071 email: [email protected]
REFERENCE MATERIAL • The Flood & Water Management Act 2010 http://www.legislation.gov.uk/ukpga/2010/29/pdfs/ukpga_20100029_en.pdf • The Flood & Water Management Act explanatory notes http://www.legislation.gov.uk/ukpga/2010/29/notes/contents • The Flood Risk Regulations 2009 http://www.legislation.gov.uk/uksi/2009/3042/contents/made • What does the Flood & Water Management Act mean for Local Authorities, Defra. http://www.defra.gov.uk/environment/flooding/documents/policy/fwmb/fwma- lafactsheet.pdf
Council Meeting Date Cabinet Wirral Flood and Water Management 17 March 2011 (Minute 354) Cabinet Wirral Flood and Water Management 21 July 2011 (Minute 84)
Page 116 Agenda Item 8 WIRRAL COUNCIL CABINET 24 NOVEMBER 2011
SUBJECT: HIGHWAYS WINTER SERVICE ARRANGEMENTS 2011/12 WARD/S AFFECTED: ALL REPORT OF: DIRECTOR OF TECHNICAL SERVICES RESPONSIBLE PORTFOLIO COUNCILLOR HARRY SMITH, HOLDER: STREETSCENE AND TRANSPORT SERVICES KEY DECISION? NO
1.0 EXECUTIVE SUMMARY 1.1 The purpose of this report is to advise Members of the Highways Winter Service arrangements for 2011/12 (previously termed Winter Maintenance).
1.2 Under Section 111 of the Railways and Transport Act 2003, the Council, as highway authority for Wirral, has a duty “…to ensure, so far as is reasonably practicable, that safe passage along a highway is not endangered by snow or ice”.
2.0 RECOMMENDATION/S 2.1 Members are requested to note the contents of this report and also to approve the revised Highways Winter Service Operational Plan including gritting route proposals recommended following a review of the highway winter maintenance operations in 2010/11.
3.0 REASON/S FOR RECOMMENDATION/S 3.1 The Highways Winter Service Operational Plan document details proposals of the manner in which Highways Winter Service operations will be carried out during the winter period for the treatment of carriageways, footways and other areas where required.
3.2 Highways Winter Service operations have been reviewed to consider the findings made in the Review of Winter Weather Resilience report submitted to the Sustainable Communities Overview and Scrutiny Committee, 7 th June 2011 (Minute 4 refers).
Page 117 4.0 BACKGROUND AND KEY ISSUES 4.1 Full details of the Council’s Highways Winter Service Operational Plan and Highway Winter Service arrangements are attached to this report at Appendix 1.
4.2 A brief overview is set out below:
• Council officers and Contractor, Colas Ltd, staff will be on standby 24 hours a day, seven days a week from Monday 14 th November 2011 until Monday 2 nd April 2012. However, this period may be extended depending on the weather conditions.
• Winter Service forecasts are provided by MeteoGroup UK, who have staff available for consultation at all times.
• The decision to salt is initially considered between 1.00pm and 2.00pm on a daily basis however, weather conditions frequently require decisions to be made after this time including throughout the night.
• 10 full size gritters and 2 mini gritters are used for Highways Winter Service operations, with snowploughs available for each of the main gritters.
• There are ten main gritting routes and each of these have been amended and extended following the review of the winter maintenance operations 2010/11. The amendments reflect bus routes, certain school routes and strategic vehicle routes across the Borough.
• The gritting of shopping areas, footways and footpaths is undertaken in prolonged periods of freezing weather conditions. When similar conditions occurred during the last two winters the operation to grit shopping areas was prioritised by the level of potential use of the retail area, and the anticipated pedestrian footfall. The list of shopping centre locations and their operational priority is shown in the Highway Winter Service Operational Plan and details regarding their gritting arrangements are provided on the Council’s website.
4.3 The 11 Area Forums have allocated funding to the Technical Services Department for the provision and maintenance of additional grit bins; currently 286 in total. These will be installed, filled and available for use by 14 th November 2011.
5.0 RELEVANT RISKS 5.1 The Council has a duty under Section 111 of the Railways and Transport Act 2003 “… to ensure, so far as is reasonably practicable, that safe passage along a highway is not endangered by snow or ice”.
6.0 OTHER OPTIONS CONSIDERED 6.1 None. These are statutory services provided in accordance with Council policies.
Page 118 7.0 CONSULTATION 7.1 Consultation during this review has taken place with a range of partner organisations, Wirral NHS, Merseytravel and Merseytunnels; and in respect of grit bins, with the Area Forums.
8.0 IMPLICATIONS FOR VOLUNTARY, COMMUNITY AND FAITH GROUPS 8.1 This report has no impact on such groups although their continuing role in helping and supporting, particularly vulnerable residents during periods of severe weather is invaluable.
9.0 RESOURCE IMPLICATIONS: FINANCIAL; IT; STAFFING; AND ASSETS 9.1 The revenue budget allocation for 2011/12 is £269,700. However, the actual spend for an average winter of 33 call outs is likely to be approximately £350,000.
9.2 If it is not possible to contain the expenditure within the budget allocation in order to meet policy, then options will be presented to Members in terms of funding the additional expenditure.
10.0 LEGAL IMPLICATIONS 10.1 Members should note that the Council, as a Highway Authority, has a statutory responsibility to maintain the road network.
11.0 EQUALITIES IMPLICATIONS 11.1 The consequences of severe weather are felt by all members of the community but are especially pertinent to those more vulnerable members of society.
11.2 Equality Impact Assessment (EIA) (a) Is an EIA required? No
12.0 CARBON REDUCTION IMPLICATIONS 12.1 There are no carbon usage implications specifically identified within this report.
12.2 The Government has stated a requirement to minimise the usage of rocksalt on the highway, both to restrict the run off into watercourses and drainage systems and to conserve national stocks. Rock salt used for road gritting is a non- renewable resource.
13.0 PLANNING AND COMMUNITY SAFETY IMPLICATIONS 13.1 There are no planning implications arising from this report.
REPORT AUTHOR: Shaun Brady Highway Asset Manager, Highway Management telephone: (0151) 606 2098 email: [email protected]
Page 119 APPENDICES Appendix 1 – Highways Winter Service Operational Plan
REFERENCE MATERIAL None
SUBJECT HISTORY (last 3 years) Council Meeting Date Cabinet Winter Maintenance Arrangements 2009/10 30/11/2009 Cabinet Review of the Impact of Severe Weather in 14/01/2010 January 2010 Cabinet Winter Maintenance Arrangements 2010/11 14/10/2010 Cabinet Winter Resilience Update 13/01/2011 Cabinet Highways Winter Maintenance Overspend 17/03/2011
Page 120 Highway Winter Service Arrangements 2011 / 12
Report to Cabinet 24 November 2011
Appendix 1
Page 121
METROPOLITAN BOROUGH OF WIRRAL
TECHNICAL SERVICES DEPARTMENT
HIGHWAY WINTER SERVICE OPERATIONAL PLAN 2011/2012
David Green Director of Technical Services Cheshire Lines Building Canning Street Birkenhead Wirral CH41 1ND
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METROPOLITAN BOROUGH OF WIRRAL
TECHNICAL SERVICES DEPARTMENT
HIGHWAY WINTER SERVICE POLICY STATEMENT
Introduction The previously termed ‘Winter Maintenance’ network management requirements during this period are not strictly ‘maintenance’ but specialist operational services. Therefore, this document refers to the term ‘Highway Winter Service’ as adopted by the Well- maintained Highways Code of Practice for Highway Maintenance.
Highway Winter Service deals with regular, frequent and reasonably predictable occurrences like low temperatures, ice and snow, as well as with exceptional events. Responsibility for the delivery of Highway Winter Service rests with the Council as the highway authority for Wirral. Highway Winter Service is a year-round process linked with the Councils wider resilience planning strategy.
Under Section 111 of the Railways and Transport Act 2003 the Council has a duty ‘to ensure, so far as is reasonably practicable, that safe passage along a highway is not endangered by snow or ice’.
Highway Winter Service aims to contribute to the core objectives of safety, serviceability and sustainability:
• Safety – users’ needs vary but safety is a prime consideration for Highway Winter Service • Serviceabilty – maintaining availability and reliability of the highway network is a key objective for Highway Winter Service, and one where user judgments of performance will be immediate rather than long term • Sustainability – low temperatures and the formation of ice can cause serious damage to the fabric of running surfaces and Highway Winter Service can therefore make an important contribution to whole life costs
Highway Winter Service involves: • Pre-treating the highway to prevent ice forming • Post-treating the highway when ice has formed or snow has accumulated, subject to the availability of resources • Clearance of snow and ice
Treatment of Roads The decision to treat roads is taken by a Senior Officer based on forecasts received from a forecast provider.
24 hour monitoring of forecasts ensures current weather conditions are known throughout the Highway Winter Service period.
It is not considered reasonably practical because of resources and costs to pre-treat all highways in the Borough.
Pre-treatment is carried out on approved routes comprising: • Principal Roads (Class “A” and Class “B” roads) • Other strategic main roads • Major bus routes notified by bus operators
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Known problem locations may be treated when conditions dictate and are authorised by the Senior Officer.
Treatment of approved routes will be carried out during and after snowfall.
Treatment of minor roads not forming part of the agreed routes may only be considered in response to specific reports that they are in an icy condition and only after they have been considered by a Co-ordinating Duty Inspector.
During and after snow, no minor roads will be treated until approved routes have been sufficiently treated to ensure that they remain open to traffic.
Treatment of Footways Footways, shopping centres or cycleways adjacent to carriageways, are not specifically included in pre-determined routes for precautionary treatment. Cycleways are treated where they form part of the treated road network.
The decision to treat footways, shopping centres and cycleways will be made in extreme weather conditions by the Director of Technical Services following consultation with relevant officers.
There will however, be an amount of salt projected onto these areas when treatment has been carried out on adjacent carriageways.
Treatment Times The Highway Winter Service Period 2011 / 2012 runs from 14 th November 2011 up to and including 2 nd April 2012 but may be extended should weather conditions dictate.
The decision to initiate Highway Winter Service is normally based on the forecast received from the meteorological company MeteoGroup UK.
When a pre-treatment time cannot be determined due to varying weather conditions, treatment will commence within one hour of the decision being taken to grit.
In normal conditions, treatment should be completed within three hours, but may vary depending on rates of spread, prevailing weather conditions and the time of operation which may be during busy traffic periods. Where possible however, primary routes will be treated outside the hours of peak traffic flow.
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GRITTING ROUTES AND LOCATIONS Gritting Routes Routes are numbered 1 - 10, and cover strategic roads in the Borough. They have been drawn up on the basis that each route can be gritted in approximately three to five hours from a decision to start gritting. In addition there are 4 routes identified to be gritted by mini-gritting vehicles; these roads are unsuitable for the larger gritting vehicles.
All routes should be gritted in one pass except where indicated in the Schedule (i.e. one side).
Gritting and inspection routes and locations will be assessed continually to ensure maximisation of utilities and best practice.
Potential Problem Locations These are roads which may be considered for gritting (salt or sand) or snow removal in cases of extreme weather conditions. They cover hills and other locations where severe inconvenience may occur should they remain untreated. They will not be pre-gritted, unless instructed by the Technical Services Senior Officers.
Shopping Areas, Footways, Footpaths These are locations which may be considered for treatment in extreme weather conditions.
Grit Bin Locations These are for use at selected carriageway locations across the Borough.
Public Car Parks Selected public car parks may be considered for treatment during periods of prolonged severe weather.
The decision to grit will be made by the Senior Duty Officer.
Non Council Locations The Council grits locations for Merseytravel, Merseytunnels, the NHS, the Pyramids Shopping Centre and Birkenhead Market. These areas are gritted to the same standards as the highway and the agencies are invoiced for this service.
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GRITTING OPERATIONS Gritting and snow clearing operations fall into distinct categories as detailed below. It is emphasised that decisions relating to these operations remain with the Senior Officers and Duty Inspectors.
Three Winter Service periods are defined for normal operation purposes
1. High Period: - December, January and February - when severe conditions might reasonably be expected
2. Low Period: - November and March - when severe conditions may occur
3. Marginal Period: - October and April - when severe conditions are generally not expected
The treatment time shall not normally exceed three to five hours depending on the rate of spread of salt.
Precautionary Gritting For expected frost and light snow, precautionary gritting shall be carried out at a rate of 10 gms/m 2.
When freezing conditions are expected after rain, precautionary rates can be increased to 25-40 gms/m 2. Gritting shall be delayed as long as possible to reduce loss of salt by run off unless freezing conditions coincide with rainfall.
When continuous snow is forecast, precautionary gritting rates shall be increased to 25-40 gms/m 2 according to the severity of the expected snowfall.
Treatment of Ice If ice has formed on the road surface salt shall be spread at a rate depending on the amount of ice to be removed and the air temperature.
Treatment of Snow The maximum salt spreading rate for melting up to 4 cm of fresh snow at 0 o C is 40 gms/m 2. Repeated applications of salt can remove a heavy accumulation of snow where conditions make the use of snow ploughs difficult. Where conditions allow, ploughing shall be undertaken as soon as snow depths exceed 3 to 4 cms. Each pass of the plough may be supplemented by gritting at the rate of 10 gms/m 2.
If there is a need to continue ploughing when air temperatures drop, the gritting rates should be increased if necessary up to 40 gms/m 2. During prolonged falls of snow it will be necessary to plough continuously to prevent build up and compaction by traffic. Such ploughing can be combined with simultaneous gritting at 25-40 gms/m 2. Once snow depths of 12 cm have been reached it may be desirable to continue ploughing without salting. In these conditions the weight of a salt load will aid vehicle traction.
Treatment of Hard Packed Snow and Ice At temperatures down to -5o where the hard packed snow and ice is no more than 2 cm thick, removal may be possible by using successive salt spreads at 25-40 gms/m 2. At temperatures below -5o C and where hard packed snow or ice are more than 2 cm thick, the use of salt alone will result in an uneven and slippery surface.
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Gritting by Route When conditions are such that more than the one load is required, gritting must be carried out in accordance with the laid down routes. The Duty Inspectors will decide which routes are to be treated, the order in which they are treated, and when operations are to commence. They will need to take into account relevant weather information, actual weather conditions and road surface conditions (wet or dry).
The above arrangements are for precautionary gritting operations, but the prioritising of routes 1 to 6 will have the added benefit that during severe weather conditions, gritters from routes 7 to 10 can be utilised to help keep routes 1 to 6 clear.
WEATHER INFORMATION MeteoGroup UK are the forecast provider for Wirral.
The service consists of:
• 24 hour forecast
• Ice prediction
• 2 to 5 day forecast
• Copies of radar pictures and / or significant weather charts when required
• Updates when sudden changes in the expected weather pattern dictate
Information is available to the Technical Services Department 24 hours per day, 7 days per week.
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Appendix 1
METROPOLITAN BOROUGH OF WIRRAL
TECHNICAL SERVICES DEPARTMENT
HIGHWAY WINTER SERVICE OPERATIONAL PLAN 2011/2012
Roles and Responsibilities
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Page Number INDEX
3 Role of Technical Services Department
4 Role of Client Senior Officer
4 Role of Client Co-ordinating Duty Inspector
5 Role of Client Duty Inspector
5 Notes on Compilation of Gritting Log
6 Role of Colas
8 Client Senior Officer Contact Details
8 Client Inspector Contact Details
9 Colas Internal Communications
10 Colas Drivers Group
10 Colas Group A Reserve Drivers
11 External Communications
13 Client Senior Officer Rota
14 Client Co-ordinating Duty Inspector + Duty Inspector Rota
15 Colas Supervisor Rota
16 Colas Loader Drivers Rota
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HIGHWAY WINTER SERVICE - RESPONSIBILITIES
ROLE OF THE TECHNICAL SERVICES DEPARTMENT The Client will be responsible for: -
• Initiating the call-out for the Highway Winter Service operations and stating the type of call-out required i.e.
Which routes are to be gritted and times of commencement and continuation
When and which problem locations are to be gritted
Whether and when snowploughs are to be fitted
Gritting of Council car parks
Setting the gates on the gritters to the required spread rates
• Co-ordinating snow clearing activities in conjunction with Emergency Services and other agencies.
• The purchasing of salt and maintaining stocks throughout the season. (This will be in conjunction with Government's Salt Cell requirements.)
• The verification of work carried out and the maintenance of records of action taken.
• Providing gritting vehicles and mini gritters and ploughs to be maintained in working order between mid-November and the beginning of April (one large vehicle being for use as a reserve), including out of hours maintenance cover.
• The provision of 2 No. Loading Shovels for the Highway Winter Service Season.
• Maintenance of the Council’s Salt Barn, 55 Prenton Way, Prenton CH43 3DU.
• The provision and maintenance of grit bins.
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ROLE OF THE CLIENT SENIOR OFFICER The Senior Officer will be on standby for a week at a time and will be responsible for: -
• Receiving the weather forecast from the forecast provider during the day or night and instructing the Client Duty Inspectors on any action required.
• Circulating the forecast information and proposed action to Colas and other relevant persons.
In circumstances, where a decision cannot be made due to the uncertainty of the prevailing weather conditions and forecast, Colas and other relevant persons will be notified accordingly and advised that a later decision will be made.
• Responding to problems raised by Client Duty Inspectors as required.
• Advising the Director of Technical Services and relevant persons of any developing situation outside the normal gritting operation.
• Ensuring that the relevant Health and Safety Policy and Risk Assessment Policy are available to the Co-ordinating and Duty Inspectors operating at / from the salt barn.
ROLE OF THE CLIENT CO-ORDINATING DUTY INSPECTOR The Co-ordinating Duty Inspector will be on standby for a week at a time and will be responsible for: -
• Managing the call-outs of the Client Duty Inspectors.
• Receiving updates on changing weather conditions through the night and keeping the Duty Inspectors informed as required.
• Keeping the Client Senior Officer informed of any problems, particularly in relation to snowfall.
• Maintaining gritting logs and ensuring that all paperwork is completed correctly.
• Collating all paperwork and agreeing hours worked with the Colas Supervisor prior to leaving the salt barn.
• Ensuring that all paperwork is handed to the Senior Officer the following morning.
• Keeping the Senior Officer informed on salt stocks.
• Keeping the Transport Section informed on fuel levels.
• Ensuring that wash down hoses are removed and safely stored.
• Ensuring that all lights and power are switched off and that the offices and compound are locked and secured at the end of gritting operations.
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ROLE OF THE CLIENT DUTY INSPECTOR The Duty Inspector will be on standby for a week at a time and responsibilities will include: -
• Discussing the weather forecast with the Senior Officer or Co-ordinating Inspector and carrying out inspections and supervision of gritting operations as required.
• Liaising with the Co-ordinating Duty Inspector throughout the standby period and informing the Inspector of prevailing weather conditions and any operational problems.
• Maintaining gritting logs and ensuring that all paperwork is completed correctly and handed to the Co-ordinating Inspector prior to leaving the salt barn.
• Reporting and recording vehicle defects to the Transport Section at the earliest opportunity.
ROLE OF THE CLIENT CO-ORDINATING DUTY INSPECTOR AND DUTY INSPECTOR Compilation of Gritting Log Responsibility includes keeping a log of the events of a call-out, and to present it for counter signature to the Senior Officer the following morning.
The log should include: -
• Date
• Forecast warning, and time received
• Any call out, including times "on" and "off"
• Action taken, if any, and times
• Quantity of salt used
• Any other relevant data
• Any plant defects
• A record of incoming calls, giving nature of call, time, name, initials, address and telephone number of caller. (If the caller is a police constable, badge number is required.)
• Inspectors signature
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ROLE OF COLAS Colas shall with no detrimental effect to other service provision within this Term Maintenance Contract :-
• Provide suitably qualified drivers on standby from Monday 14 th November 2011 until Monday 2 nd April 2012 inclusive to operate Highway Winter Service vehicles, snow ploughs, loaders and other equipment.
NB This period may be extended by a Senior Council Officer when weather conditions require additional gritting operations.
In accordance with the contract, all Highway Winter Service drivers shall possess a category 'C' Large Goods Vehicle (LGV) Licence in accordance with the Heavy Goods Vehicles (Drivers' Licences) Regulations 1990 (SI 1990/2612). They shall hold an appropriate certificate under the City and Guilds of London Institute / Local Government Management Board Qualification Scheme 6159 Winter Service Operations. Operatives shall hold appropriate units for the Prime Mover, Spreader and Snow Plough. The certificates are valid for 5 years and should cover the whole of the Highway Winter Service period.
• Provide photographic ID for each driver – with City and Guilds certificate number and dates certificate valid to and from.
• Provide two trained Highway Winter Service drivers for each of the principal 10 routes to be rotated during the period Monday 14 th November 2011 until Monday 2 nd April 2012 inclusive.
• Provide second personnel for the period Monday 14 th November 2011 until Monday 2 nd April 2012 inclusive, when required, for 2 person operation of gritters.
Standby period for 2nd personnel runs from 28 th November 2011 until 29 th January 2012 inclusive, but may be extended at the request of a Senior Council Officer when weather conditions require additional 2 person gritting operations.
• Be responsible for all training of Highway Winter Service personnel during the term of the contract.
• Provide supervision to take and implement instructions from the Client's representative(s).
• Respond to an instruction from the Client's representative(s) to carry out gritting / ploughing activities so that all priority routes are completed between three and five hours after an instruction has been given to salt the highway. Three hours for minimum spread (frost warning), five hours for maximum spread in preparation for snow.
• Respond with appropriate resources to the Client's instructions to deal with prevailing weather and / or road conditions at any time.
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CONTACT DETAILS
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CLIENT INTERNAL COMMUNICATIONS
Senior Officer Contact Details
Name Office Home Mobile
Shaun Brady
Asset Manager
Chris Jones
Deputy Contracts Manager
Phil Miner
Area Manager
Inspector Contact Details
INSPECTOR OFFICE HOME MOBILE
Ian Harrison
Ian Evans
Ian McDonald
Ray Hughes
Neil Griffiths
Mark Nicholson
Alan Darlington
Alex Langton
Brian Smart
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COLAS INTERNAL COMMUNICATIONS
NAME HOME MOBILE
Steve Grimes
Richie Collins
TEAM LEADERS
Andy Sherlock
Keith Donnelly
Russell Hartley
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COLAS
DRIVERS GROUP A/B
NAME MOBILE
Ray Herbert William Bulpin Bill Jones Arthur Gasson Carl Upton Mike Gillibrand Rod Toole Brendan Hoey Adam Philpott David Wilkinson
Kevin Casey (Loader 1) Peter Hanlon (Loader 2)
GROUP A RESERVE DRIVERS
NAME MOBILE
Sam Reynolds
Stewart Leighton
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EXTERNAL COMMUNICATIONS
Wirral Police 0151 709 6010 East Wallasey Moreton & West Wallasey Hoylake Upton, Prenton, Greasby Laird Street Birkenhead Bromborough Heswall
Public Utility Undertakers Scottish Power 0845 272 2424
British Gas Transco Limited 0800 111 999
Unities Utilities 0845 746 2200
British Telecom 0800 374 541
A-one+ (M53) Preston Brook Emergency 0300 123 5000 (24 Hours)
Customer Care 01925 859360
Regional Control Centre - RCC 01925 290505
Emergency Services Officer Cheshire Lines Building 0161 666 5265
Emergency Services 0151 647 7810 (24 Hours)
Salt Barn 0151 608 9223 0151 609 0269
Mersey Tunnels Police 0151 236 8602 ext. 452 (alternative ext.s 453, 457or opt 1)
Weather Forecasters Contact via Senior Officers
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ROTA
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HIGHWAY MAINTENANCE DIVISION
SENIOR OFFICER ROTA
WEEK COMMENCING CONTACT
14 th November 2011 Shaun Brady
21 st November 2011 Chris Jones
28 th November 2011 Phil Miner
5th December 2011 Shaun Brady
12 th December 2011 Chris Jones
19 th December 2011 Phil Miner
26 th December 2011 Shaun Brady
2nd January 2012 Chris Jones
9th January 2012 Phil Miner
16 th January 2012 Shaun Brady
23 rd January 2012 Chris Jones
30 th January 2012 Phil Miner
6th February 2012 Shaun Brady
13 th February 2012 Chris Jones
20 th February 2012 Phil Miner
27 th February 2012 Shaun Brady
5th March 2012 Chris Jones
12 th March 2012 Phil Miner
19 th March 2012 Shaun Brady
26 th March 2012 Chris Jones
Page 140 HIGHWAY MAINTENANCE DIVISION
CO-ORDINATING DUTY INSPECTORS AND DUTY INSPECTORS ROTA
WEEK COMMENCING PURPLE, YELLOW RED, ORANGE GREY, GREEN BLUE, BROWN PINK, LIME 14 th November 2011 Ian Harrison Ian Evans Ian McDonald
21 st November 2011 Ray Hughes Neil Griffiths Mark Nicholson
28 th November 2011 Alan Darlington Brian Smart Alex Langton
5th December 2011 Ian Harrison Ian Evans Ian McDonald
12 th December 2011 Ray Hughes Neil Griffiths Mark Nicholson
19 th December 2011 Alan Darlington Brian Smart Alex Langton
26 th December 2011 Ian Harrison Ian Evans Ian McDonald
2nd January 2012 Ray Hughes Neil Griffiths Mark Nicholson
9th January 2012 Alan Darlington Brian Smart Alex Langton
16 th January 2012 Ian Harrison Ian Evans Ian McDonald
23 rd January 2012 Ray Hughes Neil Griffiths Mark Nicholson
30 th January 2012 Alan Darlington Brian Smart Alex Langton
6th February 2012 Ian Harrison Ian Evans Ian McDonald
13 th February 2012 Ray Hughes Neil Griffiths Mark Nicholson
20 th February 2012 Alan Darlington Brian Smart Alex Langton
27 th February 2012 Ian Harrison Ian Evans Ian McDonald
5th March 2012 Ray Hughes Neil Griffiths Mark Nicholson
12 th March 2012 Alan Darlington Brian Smart Alex Langton
19 th March 2012 Ian Harrison Ian Evans Ian McDonald
26 th March 2012 Ray Hughes Neil Griffiths Mark Nicholson
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COLAS SUPERVISOR ROTA
WEEK COMMENCING SUPERVISOR MONDAY
14 th November 2011 K DONNELLY
21 st November 2011 R HARTLEY
28 th November 2011 A SHERLOCK
5th December 2011 K DONNELLY
12 December 2011 R HARTLEY
19 th December 2011 A SHERLOCK
26 December 2011 K DONNELLY
2nd January 2012 R HARTLEY
9th January 2012 A SHERLOCK
16 th January 2012 K DONNELLY
23 rd January 2012 R HARTLEY
30 th January 2012 A SHERLOCK
6th February 2012 K DONNELLY
13 th February 2012 R HARTLEY
20 th February 2012 A SHERLOCK
27 th February 2012 K DONNELLY
5th March 2012 R HARTLEY
12 th March 2012 A SHERLOCK
19 th March 2012 K DONNELLY
26 th March 2012 R HARTLEY
2
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LOADER DRIVERS ROTA
DATES COMMENCING Kevin Casey Peter Hanlon
14 th November 2011 KC PH
21 st November 2011 KC PH
28 th November 2011 KC PH
5th December 2011 KC PH
12 th December 2011 KC PH
19 th December 2011 KC PH
26 th December 2011 KC PH
2nd January 2012 KC PH
9th January 2012 KC PH
16 th January 2012 KC PH
23 rd January 2012 KC PH
30 th January 2012 KC PH
6th February 2012 KC PH
13 th February 2012 KC PH
20 th February 2012 KC PH
27 th February 2012 KC PH
5th March 2012 KC PH
12 th March 2012 KC PH
19 th March 2012 KC PH
26 th March 2012 KC PH
3
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Appendix 2
METROPOLITAN BOROUGH OF WIRRAL
TECHNICAL SERVICES DEPARTMENT
HIGHWAY WINTER SERVICE OPERATIONAL PLAN 2011/2012
Gritting Routes
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Route No. 1 Grey
1 Leave salt barn and grit from barn to M53 interchange
2 Grit the whole of the interchange and the westbound slip road onto Woodchurch Road
3 Grit Woodchurch Road westbound up to the traffic lights at Arrowe Park
4 Grit through lights to Arrowe Park Road Hospital main entrance
5 Grit main hospital bus route and exit right
6 Grit Arrowe Park Road to lights and onto Woodchurch Road eastbound
7 Grit Woodchurch Road to Ackers Road lights
8 Travel back up to Arrowe Park lights
9 Grit Arrowe Park Road southbound to Thingwall Road East roundabout and grit roundabout
10 Grit Barnston Road from roundabout to Chester Road roundabout, Gayton
11 Grit roundabout and exit towards Heswall
12 Grit full length of Telegraph Road to Caldy Road / Montgomery Hill roundabout
13 Turn around and grit Telegraph Road to Mere Lane
14 Return to Caldy roundabout and grit Column Road, Grange Road, Meols Drive to Market Street roundabout, Hoylake
15 Turn right and travel back along Meols Drive to Graham Road
16 Grit Graham Road and turn right onto Meols Drive
17 Travel to Market Street roundabout
18 Grit Station Road, Carr Lane to end and return
19 Grit Market Street, Birkenhead Road, Hoylake Road to Moreton Cross roundabout and exit right
20 Grit Upton Road from roundabout to Upton Bypass and turn right
21 Grit slip road to roundabout and exit towards Birkenhead
22 Grit bypass southbound to Greasby Road / Old Greasby Road roundabout
23 Grit roundabout and grit bypass to Arrowe Park Road roundabout (Sainsbury's)
24 Grit roundabout and exit towards Birkenhead and grit Upton Bypass, Upton Road to Warren Drive roundabout and turn around
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25 Grit dual carriageway section of Upton Road and travel to Arrowe Park roundabout
26 Travel Upton Bypass towards Moreton and grit dual carriageway section and Moreton slip road to top
27 Turn at first junction and grit Moreton Road (both sides of reservation) / Arrowe Park Road to Arrowe Park Road Hospital exit
28 Travel to Woodchurch Road / Ackers Road lights
29 Grit Woodchurch Road from lights to Woodchurch Interchange slip road
30 Grit slip road
FINISH, RETURN TO SALT BARN AND RE-LOAD
31 Travel to New Chester Road / Tunnel Road
32 Grit Tunnel Road approach to tunnel and exit via Borough Road East
33 Travel to Borough Road tunnel approach flyover
34 Grit tunnel approach flyover to portal area
35 Grit portal area including areas beyond toll booths (Tunnel Police assistance required)
36 Grit tunnel exit flyover to Borough Road
37 Travel to Woodside Ferry Approach
38 Grit bus station circulatory roads
39 Travel to Conway Street bus station
40 Grit left side and loop back to Conway Street
41 Grit right side of bus station and Claughton Road exit
42 Grit Claughton Road to Hemingford Street
43 Grit Hemingford Street
44 Return to bus station left side
45 Grit bus station exit
46 Grit Market Service Road
47 Travel to Argyle Street / Price Street
48 Grit Price Street to Corporation Road
49 Travel to Hoylake Road / Gautby Road
50 Grit Gautby Road to Stanley Road
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51 Grit Station Road from Stanley Road to Illchester Road
52 Travel to Cavendish Street / Cleveland Street
53 Grit Cavendish Street to Park Road North
54 Travel to Beckwith Street / Duke Street
55 Grit Beckwith Street to Cavendish Street
56 Travel to Park Road South / Palm Grove
57 Grit Palm Grove to Balls Road
58 Travel to Christchurch Road / Bessborough Road
59 Grit Bessborough Road to Woodchurch Road
FINISH
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Route No. 2 Brown
1 Travel to M53 Junction 5 Hooton and grit roundabout
2 Grit A41 New Chester Road northbound from roundabout to Bolton Road roundabout, New Ferry
3 Grit bypass to St Pauls Road roundabout, Rock Ferry
4 Grit roundabout, bypass and A41 New Chester Road southbound to Junction 5 roundabout
5 Return to salt barn and reload
6 Travel to Woodchurch Road / Storeton Road junction
7 Grit Storeton Road / Mount Road southbound to Brimstage Road roundabout Junction 4
8 Grit roundabout and exit to Mount Road northbound
9 Grit Mount Road dual carriageway section and return to roundabout
10 Exit towards Heswall
11 Grit Brimstage Road from roundabout to Chester Road, Gayton roundabout and exit left
12 Grit Chester Road from roundabout to Ellesmere Port boundary (Boathouse Lane)
13 Turn and grit Chester Road from boundary to Gayton roundabout
14 Return to Chester High Road / Parkgate Lane
15 Grit Parkgate Lane from Chester High Road to end (Neston Road)
16 Turn right and grit Neston Road to boundary
17 Return to Neston Road / Parkgate Lane
18 Grit Neston Road, Thornton Common Road to Raby Mere Road / Poulton Hall Road bridge and turn left
19 Grit Poulton Hall Road to junction of Poulton Road / Dibbinsdale Road
20 Grit Poulton Road from Poulton Hall Road to Spital Road lights
21 Travel to M53 Junction 4 Clatterbridge roundabout and exit towards Clatterbridge
22 Grit Mount Road southbound to garage roundabout and grit roundabout
23 Grit Mount Road northbound to M53 Junction 4 Clatterbridge roundabout
24 Return to Clatterbridge Hospital access road (Mount Road)
25 Grit access road and hospital main bus route
26 Return to Clatterbridge Road
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27 Grit Clatterbridge Road, Willaston Road to Ellesmere Port boundary (turn at Lydiate Lane)
28 Return to Willaston Road / Benty Heath Lane
29 Grit Benty Heath Lane to Ellesmere Port boundary (turn at Eastham Rake)
30 Travel to Willaston Road / Willowbrow Road
31 Grit Willowbrow Road from Willaston Road to Raby Mere Road
32 Travel to Brimstage Road / Brimstage Lane, Brimstage
33 Grit Brimstage Lane to Red Hill Road
34 Travel to Willaston Road / Raby Mere Road junction
35 Grit Raby Mere Road westbound from Willaston Road to Ellesmere Port boundary
36 Travel to Raby Mere Road / Raby Road, Raby
37 Grit Raby Road through to village
38 Travel to Thornton Common Road / St Georges Way
39 Grit St Georges Way from Thornton Common Road to Manor Road
40 Grit Smithy Hill from Manor Road to Thornton Common Road and turn left
41 Grit Manor Road from Thornton Common Road to Brimstage Road
42 Travel to Brimstage Road / Talbot Avenue
43 Grit Talbot Avenue from Brimstage Road to Manor Road
44 Travel to Brimstage Road / Whitehouse Lane
45 Grit Whitehouse Lane from Brimstage Road to Barnston Road
46 Travel to Barnston Road / Storeton Lane
47 Travel to Acre Lane
48 Grit Acre Lane from Barnston Road to Brimstage Road
49 Travel to Storeton Lane
50 Grit Storeton Lane, Station Road to Lever Causeway roundabout
51 Grit roundabout
52 Grit Lever Causeway northwards from roundabout to Mount Road
53 Travel to Mount Road / Rest Hill Road
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54 Grit Rest Hill Road from Mount Road to Red Hill Road
56 Grit Red Hill Road from Rest Hill Road to Lever Causeway
57 Return to Red Hill Road / Rest Hill Road
58 Grit Red Hill Road from Rest Hill Road to Mount Road
59 Cross Mount Road to Bracken Lane
60 Grit Bracken Lane from Mount Road to Teehey Lane
61 Travel to Heath Road / Cross Lane
62 Grit Cross Lane from Heath Road to Stanton Road
63 Cross into Beechway
64 Grit Beechway from Stanton Road to Brimstage Road
FINISH
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Route No. 3 Green
1 Travel to Hoylake Road / Pasture Road roundabout, Moreton
2 Grit Pasture Road from roundabout to Leasowe Road
3 Grit Leasowe Road from Pasture Road to Wallasey Village
4 Grit St Johns Road from Wallasey Village to St Georges Road
5 Travel to St Georges Road / Perrin Road
6 Grit Perrin Road to Wallasey Village
7 Grit Leasowe Road from Wallasey Village to Mosslands Drive
8 Grit Mosslands Drive to end and return.
9 Grit Leasowe Road from Mosslands Drive to Pasture Road
10 Return to Leasowe Road / Reeds Lane
11 Grit Reeds Lane to Hoylake Road
DO NOT GRIT INSIDE STOP LINES OF RAILWAY CROSSING
12 Turn right and grit Hoylake Road from Reeds Lane to Pasture Road
13 Return to Fender Lane / Reeds Lane
14 Grit Fender Lane, Bidston Bypass eastwards to Bidston Link Road roundabout (Tesco)
15 Grit roundabout
16 Grit Bidston Link Road northwards to Bidston Moss roundabout
17 Grit roundabout and Bidston Link Road southwards to Hoylake Road
18 Grit Hoylake Road eastwards to St James Church
19 Turn and grit Hoylake Road westwards to Worcester Road
20 Grit Worcester Road, Boundary Road to Upper Flaybrick Road
21 Grit Upper Flaybrick Road to Tollemache Road
22 Travel to Tollemache Road / Upton Road junction
23 Grit Upton Road westwards to Boundary Road
24 Grit Boundary Road to Upper Flaybrick Road
25 Travel to Worcester Road
26 Grit Worcester Road to Hoylake Road
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27 Grit Hoylake Road to Bidston Bypass
28 Grit Bidston Bypass, Fender Lane westwards to Reeds Lane
29 Travel to North Wallasey Approach Road
30 Grit North Wallasey Approach Road, Bayswater Road from roundabout to Harrison Drive
31 Travel to Harrison Drive / Groveland Road
32 Grit Groveland Road, Newport Avenue to Bayswater Road
33 Travel to North Wallasey Approach Road
34 Grit North Wallasey Approach Road to Bidston Moss roundabout
35 Travel to North Wallasey Approach Road / Leasowe slip road
36 Grit slip road to Leasowe Road
37 Travel to Leasowe Road / Birkenhead slip road
38 Grit slip road to North Wallasey Approach Road
39 Travel to North Wallasey Approach Road / Wallasey slip road
40 Grit slip road to Leasowe Road
41 Travel to Leasowe Road / Greenleas Road
42 Grit Greenleas Road, Bayswater Road to North Wallasey Approach Road (grit both sides of refuges)
43 Travel to Wallasey Village / Green Lane
44 Grit Green Lane to Greenleas Road including school section
45 Travel to Leasowe Road northside slip road (signed Birkenhead)
46 Grit slip road to North Wallasey Approach Road
47 Travel to Wallasey Docks Link North
48 Grit Wallasey Docks Link North from roundabout to Poulton Bridge Road roundabout
49 Grit Dock Road from roundabout to Tower Road roundabout
50 Grit Kelvin Road, Wheatland Lane from Dock Road to Poulton Road
51 Grit Poulton Road from Wheatland Lane to Mill Lane
52 Travel to Poulton Bridge Road roundabout/ Wallasey Docks Link South
53 Grit Wallasey Docks Link South to Bidston Link Road
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54 Travel to Leasowe Road / Gardenside
55 Grit Gardenside, Twickenham Drive to Cameron Road
56 Grit Cameron Road, Grant Road, Ross Avenue and return to Twickenham Drive
57 Grit Twickenham Drive from Cameron Road to Castleway South
58 Grit Castleway South to Birket Avenue and back to Twickenham Drive
59 Grit Castleway North from Twickenham Drive to Leasowe Road and back to Twickenham Drive
60 Grit Twickenham Drive to Wakefield Drive
61 Grit Wakefield Drive to Leasowe Road
62 Travel to Wakefield Drive / Blackheath Drive
63 Grit Blackheath Drive to Reeds Lane
64 Travel to Reeds Lane / Birket Avenue
65 Grit Birket Avenue to end
66 Travel to Hoylake Road / Danger Lane
67 Grit Danger Lane from Hoylake Road to Pasture Avenue
68 Grit Pasture Avenue to Pasture Road
FINISH
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Route No. 4 Red
1 Travel to Woodchurch Road / Ackers Road
2 Grit Ackers Road to Home Farm Road and back to Woodchurch Road
3 Grit Woodchurch Road eastbound from start of dual carriageway to railway bridge and turn around
4 Grit Woodchurch Road from railway bridge to end of dual carriageway
5 Return to M53 interchange and travel to northeast sliproad and grit up to Woodchurch Road
6 Grit Woodchurch Road, Singleton Avenue / Borough Road to Central Station roundabout
7 Grit roundabout and travel to Town Link Viaduct eastbound
8 Grit Town Link Viaduct to New Chester Road
9 Grit New Chester Road southbound to Green Lane and grit roundabout
10 Grit New Chester Road southbound to A41 Bypass and grit roundabout
11 Grit New Chester Road northbound to Town Link Viaduct
12 Grit Town Link Viaduct westbound to Argyle Street (Central Station roundabout)
13 Grit Argyle Street from roundabout to Hamilton Square (north side)
14 Grit Hamilton Square to Hamilton Street
15 Grit Hamilton Street, Chester Street to Bridge Street (not Woodside Ferry)
16 Grit Woodside Circulatory to Hamilton Street
17 Travel to Argyle Street, junction of Hamilton Square
18 Turn left and grit Argyle Street / Hamilton Square to Bridge Street
19 Turn right and grit Bridge Street / Argyle Street to Hamilton Street
20 Travel to Argyle Street, junction with Price Street
21 Grit Price Street from Argyle Street to roundabout, Corporation Road
22 Travel to Chester Street
23 Grit Chester Street to New Chester Road / Green Lane roundabout.
24 Grit Campbletown Road from roundabout to A41 Bypass and exit towards Birkenhead
25 Grit New Chester Road, Chester Street (Underpass) from Town Link Viaduct to Duncan Street
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26 Grit Duncan Street to Hamilton Street
27 Grit Hamilton Street to Conway Street / Tunnel roundabout
28 Travel to Hamilton Street / Hinson Street.
29 Grit Hinson Street to Argyle Street
30 Grit Argyle Street from Hinson Street to Conway Street roundabout and grit roundabout
31 Grit Argyle Street to Central Station roundabout
32 Grit Wilbraham Street, Clifton Crescent, Borough Road to Singleton Avenue
33 Return to Borough Road / North Road
34 Grit North Road to Derby Road
35 Cross and grit Elm Road to Church Road
36 Travel to Church Road / Downham Road
37 Grit Downham Road to Old Chester Road
38 Travel to Old Chester Road / Union Street
39 Grit Union Street to New Chester Road
40 Travel to New Chester Road / Green Lane
41 Grit Green Lane (grit both sides of island) to Queen Street and turn left
42 Grit Queen Street from Green Lane to Old Chester Road (1st left)
43 Grit Old Chester Road from Queen Street to Green Lane
44 Travel to Queen Street / Top of Green Lane
45 Grit Queen Street, Hinderton Road from Green Lane to Argyle Street South
46 Grit Argyle Street South to Clifton Crescent (Central Station)
47 Travel to Borough Road / Whetstone Lane and turn left
48 Grit Whetstone Lane to Church Road and turn left
49 Grit Whetstone Lane, Pearson Road / Argyle Street South to Hinderton Road
50 Travel to Whetstone Lane / Derby Road
51 Grit Derby Road, Greenway Road to Mount Road / Everest Road / Bebington road roundabout
52 Travel to Church Road / Well Lane
53 Grit Well Lane to Old Chester Road (grit both sides of refuges)
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54 Cross to St Pauls Road
55 Grit St Pauls Road to New Chester Road
56 Travel to Greenway Road / Prenton Road East
57 Grit Prenton Road East to Borough Road
58 Cross and grit Prenton Road West to Storeton Road
59 Cross and grit Prenton Lane, Prenton Hall Road to Woodchurch Road
60 Travel to Woodchurch Road / Prenton Dell Road
61 Grit Prenton Dell Road to Prenton Hall Road
62 Travel to Waterpark Road / Storeton Road
63 Grit Waterpark Road to Prenton Hall Road
64 Travel to Prenton Hall Road / Prenton Village Road
65 Grit Prenton Village Road east side from Prenton Hall Road to Prenton Hall Road
66 Travel to Prenton Village Road / Bramwell Avenue
67 Grit Bramwell Avenue to Glenavon Road
68 Grit Glenavon Road to Prenton Hall Road
69 Travel to Woodchurch Road / Holm Lane
70 Grit Holm Lane to Talbot Road
71 Travel to Bidston Road / Budworth Road
72 Grit Budworth Road to Wexford Road
73 Grit Wexford Road to Bidston Road
74 Return to Budworth Road / Wexford Road
75 Grit Budworth Road, West Road, Beryl Road to Noctorum Avenue
76 Travel to Noctorum Avenue / Upton Road
77 Grit Noctorum Avenue, Noctorum Way, Townfield Lane to Bidston Road
78 Travel to Wexford Road / Mere Farm Road
79 Grit Mere Farm Road to Farndon Way
80 Grit Farndon Way to Townfield Lane
81 Travel to Noctorum Way / Wethersfield Road
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82 Grit Wethersfield Road to Budworth Road / West Road
83 Travel to West Road / Westway
84 Grit Westway to Noctorum Avenue / Noctorum Way
85 Travel to Townfield Lane / Shavington Avenue
86 Grit Shavington Avenue to Overton Way
87 Grit Overton Way to Holm Lane
FINISH
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Route No. 5 Purple
1 Travel to Upton Road / Warren Drive
2 Grit Upton Road eastward to Lymm Road and grit roundabout
3 Grit Lymm Road loop and return to Broadheath Avenue
4 Grit Broadheath Avenue to end
5 Grit Upton Road from Lymm Road to Eleanor Road
6 Grit Eleanor Road to Statham Road
7 Grit Statham Road to Edrich Avenue and return to Upton Road
8 Grit Upton Road, Park Road North to Laird Street, Birkenhead
9 Grit Park Road North, Conway Street from Laird Street to Hamilton Street / Tunnel Approach roundabout
10 Grit roundabout and grit Conway Street to Europa Boulevard
11 Grit Europa Boulevard to Price Street
12 Grit Europa Boulevard to Conway Street
13 Travel to Borough Road / Whetstone Lane and turn right
14 Grit Whetstone Lane, Atherton Street, Exmouth Street,Watson Street, Rendel Street to Tower Road / Canning Street roundabout
15 Turn right and grit Canning Street to Hamilton Street
16 Travel around circulatory to Canning Street and grit access slip
17 Travel to Canning Street / Shore Road
18 Grit Shore Road (including both sides of refuges and building at Hamilton Street end)
19 Travel to Canning Street, junction Argyle Street
20 Grit Argyle Street from Canning Street to Bridge Street
21 Travel to Cleveland Street / Argyle Street
22 Grit Cleveland Street to Corporation Road / Cavendish Street roundabout
23 Travel to start of Beaufort Road
24 Grit Beaufort Road to Stanley Road / Wallasey Bridge Road roundabout and grit roundabout exiting to Wallasey
25 Grit Wallasey Bridge Road to Docks Link roundabout and return to Beaufort Road roundabout
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26 Grit Stanley Road to St James Church / Laird Street
27 Grit Laird Street, Park Road North to Cavendish Street
28 Travel to Park Road North / Duke Street
29 Grit Duke Street to Dock Road (grit slip roads)
30 Travel to Dock Road / Tower Road roundabout
31 Grit Tower Road to Rendel Street and grit roundabout
32 Travel to Rendel Street / Corporation Road
33 Grit Corporation Road to St James Church
34 Travel to Upton Road / Boundary Road and turn left
35 Grit Boundary Road, Bidston Road, Talbot Road, Mill Hill, Ingestre Road, Storeton Road to Woodchurch Road
36 Travel to Woodchurch Road / Singleton Avenue lights
37 Grit Woodchurch Road, Oxton Road from lane separation to Grange Road West / Whetstone Lane
38 Travel to Claughton Road / Exmouth Street and turn right
39 Grit Claughton Road to Hemingford Street and return to Exmouth Street
40 Grit Claughton Road, Park Road South, Park Road West to Park Road North and turn around
41 Grit Park Road West to Park Road South / Palm Grove
42 Travel to Park Road North / Ashville Road
43 Grit Ashville Road (both sides of any refuges) to Park Road West
44 Exit to St Davids Road
45 Grit St Davids Road to Egerton Road / Forest Road
46 Travel to Shrewsbury Road / Tollemache Road and turn to Claughton
47 Grit Shrewsbury Road to Upton Road
48 Travel to Upton Road / Tollemache Road
49 Grit Tollemache Road northwards to St James Road and turn around
50 Grit Tollemache Road, Egerton Road to Park Road West
51 Travel to Park Road South / Slatey Road
52 Grit Slatey Road to Christchurch Road
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53 Grit Christchurch Road to Rose Mount
54 Grit Rose Mount to Ingestre Road
55 Travel to Christchurch Road / Palm Hill
56 Grit Palm Hill to Shrewsbury Road / Balls Road
57 Travel to Shrewsbury Road / Columbia Road
58 Grit Columbia Road to Village Road
59 Travel to Slatey Road / Devonshire Road
60 Grit Devonshire Road westwards, Devonshire Place, Manor Hill to St David Road roundabout
61 Travel to Forest Road / St David Road roundabout
62 Grit Forest Road southward to Howbeck Road
63 Grit Howbeck Road to Bidston Road
64 Travel to Bidston Road / Ashburton Road
65 Grit Ashburton Road to Tollemache Road
66 Travel to Tollemache Road / Shrewsbury Road
67 Grit Shrewsbury Road to St Aidans Terrace
68 Grit St Aidens Terrace to roundabout
69 Travel to Shrewsbury Road / St Aidans Terrace
70 Grit Shrewsbury Road, Balls Road, Balls Road East to Borough Road
71 Travel to Borough Road / Salisbury Street
72 Grit Salisbury Street to Whetstone Lane
73 Travel to Whetstone Lane / Grange Road West
74 Grit Grange Road West to Cole Street
75 Grit Cole Street to Claughton Road
76 Return to Grange Road West via Eastbourne Road and turn left
77 Grit Grange Road West left filter onto Whetstone Lane / Exmouth Street
78 Travel to Claughton Road / Park Road East
79 Grit Park Road East, Vittoria Street to Corporation Road
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80 Travel to Cleveland Street / Park Street
81 Grit Park Street, Freeman Street to Rendel Street
82 Travel to Cleveland Street / Old Bidston Road
83 Grit Old Bidston Road to Cavendish Street / Brassey Street including cul-de-sac section
84 Travel to Brassey Street, junction of Cavendish Street
85 Grit Brassey Street to Laird Street including both sides of islands
86 Travel to Bidston Road / Vyner Road South
87 Grit Vyner Road South to Upton Road
88 Grit Vyner Road North to Boundary Road
89 Grit Boundary Road to Bidston Village Road
90 Grit Bidston Village Road to Hoylake Road
91 Grit Valley Road to end
92 Return to Bidston Village Road / Boundary Road
93 Grit Bidston Village Road to Fender Way
94 Grit Fender Way, Warren Drive to Upton Road including both sides of islands
95 Travel to Upton Bypass / Manor Drive and turn right
96 Grit Manor Drive to Norwich Drive
97 Grit whole of Norwich Drive loop and return to Manor Drive
98 Grit Manor Drive, Sandbrook Lane to Cherry Tree Road
99 Grit Cherry Tree Road to Chapelhill Road
100 Grit Chapelhill Road to Stavordale Road and turn right
101 Grit Stavordale Road to Hoylake Road
102 Travel to Hoylake Road / Sandbrook Lane
103 Grit Sandbrook Lane to Cherry Tree Road
104 Travel to Sandbrook Lane / Croft Drive
105 Grit Croft Drive to Upton Road
106 Travel to Hoylake Road / Sandbrook Lane
107 Grit Sandbrook Lane filter to end of island
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108 Travel to Glebelands Road
109 Grit Glebelands Road to Upton Road
FINISH
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Route No. 6 Yellow
1 Travel to Birkenhead Road / Dock Road
2 Grit Birkenhead Road to Victoria Place
3 Grit Ferry terminal circulatory
4 Grit Church Road to St Pauls Road and return via Church Crescent to roundabout at Victoria Place
5 Travel to Church Road, junction of St Pauls Road
6 Grit Church Road, Brighton Street, King Street, Seabank Road, Rowson Street, to Kings Parade / Marine Promenade
7 Grit Marine Promenade to end and return
8 Grit Kings Parade to Atherton Street
9 Grit Atherton Street to St Georges Mount
10 Travel to Kings Parade promenade / Portland Street
11 Grit Portland Street to Albion Street
12 Grit Albion Street to Rowson Street
13 Travel to Rowson Street / Victoria Road
14 Grit Victoria Road to roundabout and return
15 Travel to Kings Parade / Atherton Street
16 Grit Kings Parade, Harrison Drive to junction Bayswater Road and turn around (NB Grit all roundabouts)
17 Grit Harrison Drive, Kings Parade to Marine Promenade / Rowson Street
18 Travel to Rowson Street / Victoria Road
19 Grit Victoria Road, Warren Drive to Grove Road and grit roundabout
20 Grit Grove Road to Harrison Drive
21 Grit Harrison Drive to Bayswater Road
22 Travel to Harrison Drive / Grove Road
23 Grit Wallasey Village to Breck Road / St Hilary Brow roundabout and turn left
24 Grit St Hilary Brow, Wallasey Road, Liscard Village to Liscard Crescent
25 Grit Liscard Crescent to Mill Lane
26 Grit Mill Lane to St Albans Road
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27 Grit St Albans Road to Wallasey Road
28 Travel to Liscard Crescent and grit bus layby
29 Travel to Mill Lane / St Albans Road
30 Grit Mill Lane to Victoria Hospital
31 Grit Hospital Road
32 Grit Mill Lane, Poulton Bridge Road to Dock Road
33 Grit roundabout
34 Grit Poulton Bridge Road to Breck Road
35 Grit Breck Road to St Hilary Brow
36 Travel to Wallasey Village / Sandy Lane
37 Grit Sandy Lane to Claremount Road
38 Grit Claremount Road to St Hilary Brow
39 Travel to Claremount Road / Broadway Avenue
40 Grit Broadway Avenue to Belvidere Road
41 Travel to Claremount Road / Broadway
42 Grit Broadway, St Georges Road to Sandy Lane
43 Travel to Sandy Lane / Claremount Road
44 Grit Claremount Road to Grove Road
45 Travel to Grove Road / Rolleston Drive lights and turn right
46 Grit Rolleston Drive, Belvidere Road, Torrington Road, Marlowe Road, Woodstock Road, Oxton Road, Gorsey Lane to roundabout
47 Grit roundabout and northbound slip and return to roundabout
48 Grit Gorsey Lane to Dock Road and back up to roundabout
49 Travel to Dock Road / Oakdale Road
50 Grit Oakdale Road to Vernon Avenue
51 Grit Vernon Avenue to Wheatland Lane
52 Travel to Wheatland Lane / St Pauls Road
53 Grit St Pauls Road to Church Road
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54 Travel to Brighton Street / Borough Road
55 Grit Borough Road to Poulton Road
56 Grit Liscard Roadl to Brougham Road
57 Grit Brougham Road to Brighton Street
58 Travel to Poulton Road
59 Grit Poulton Road to Mainwaring Road
60 Grit Mainwaring Road to Liscard Road
61 Grit Liscard Road to Mill Lane
62 Travel to Liscard Village / Liscard Crescent lights
63 Grit Liscard Village, Rake Lane, Rowson Street to Seabank Road
64 Travel to Albion Street / Dudley Road
65 Grit Dudley Road to Hamilton Road and turn right
66 Grit Hamilton Road to Mount Road and turn left
67 Grit Mount Road, Kirkway, Earlston Road, Penkett Road to Steele Avenue
68 Grit Steele Avenue to Seabank Road
69 Cross to Holland Road and grit to Magazine Brow
70 Grit Magazine Brow, Magazine Lane to Rake Lane / Rowson Street
71 Cross to Mount Pleasant Road and grit to Hose Side Road
72 Grit Hose Side Road, to Warren Drive roundabout
73 Travel to Hose Side Road / Seaview Road
74 Grit Seaview Road to Earlston Road
75 Grit Earlston Road to Kirkway
76 Return to Seaview Road / Earlston Road
77 Grit Seaview Road to Wallasey Road / Liscard Village
78 Travel to Liscard Village / Manor Road
79 Grit Manor Road to Seabank Road
80 Travel to Seabank Road / Trafalgar Road
81 Grit Trafalgar Road to Stringhey Road
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82 Grit Stringhey Road, Penkett Road to Zig Zag Road / Steele Avenue
83 Grit Zig Zag Road to Rake Lane and return to Withens Lane
84 Grit Withens Lane to Martins Lane / Serpentine Road
85 Grit Serpentine Road to Liscard Road
86 Travel to Liscard Road / Martins Lane
87 Grit Martins Lane to Withens Lane (grit both sides of island)
88 Travel to Manor Road / Grosvenor Street
89 Grit Grosvenor Street to Martins Lane
90 Travel to Trafalgar Road / Serpentine Road
91 Grit Trafalgar Road to Stringhey Road
92 Travel to Church Street / Brighton Street
93 Grit Church Street to Liscard Road (grit both sides of island) and turn left
94 Turn 1st right to Parkside
95 Grit Parkside, Hampstead Road to Poulton Road
96 Travel to Poulton Road / Brentwood Street / Rycroft Road
97 Grit Rycroft Road to Gorsedale Road and turn left
98 Grit Gorsedale Road to Oakdale Road
99 Grit Oakdale Road to Vernon Avenue
FINISH
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Route No. 7 Lime
1 Travel to Moreton Road / Royden Road, Upton
2 Grit Royden Road to Upton Bypass and travel to Upton Bypass / Greasby Road roundabout
3 Grit Greasby Road, Frankby Road, Black Horse Hill to Column Road
4 Travel to Grange Road / Dee Lane
5 Grit Dee Lane to end and return to Dee Lane / Banks Road
6 Grit Banks Road to Sandy Lane
7 Grit Sandy Lane to Village Road / Caldy Road
8 Grit Village Road to St Bridgets Lane
9 Grit St Bridgets Lane / Ludlow Drive to Sandy Lane
10 Travel to Village Road / Caldy Road
11 Grit Caldy Road to Column Road / Montgomery Hill roundabout
12 Grit Montgomery Hill to Hillbark Road and turn left
13 Grit Hillbark Road to Frankby Road
14 Travel to Frankby Road / Greasby Road lights
15 Grit Greasby Road southwards to Arrowe Road
16 Grit Arrowe Road to Rigby Drive
17 Grit Rigby Drive to school and return
18 Grit Arrowe Road, Arrowe Brook Road to Arrowe Park Road and turn
19 Grit Arrowe Brook Road to Arrowe Brook Lane
20 Grit Arrowe Brook Lane to Mill Hill Road roundabout
21 Grit Mill Hill Road to Thingwall Road
22 Travel to Thurstaston Road / Manor Road, Irby
23 Grit Manor Road to Mill Hill Road
24 Travel to Mill Hill Road / Mill Lane
25 Grit Mill Lane to Greasby Road
26 Travel to Greasby Road / Well Lane
27 Grit Well Lane to Frankby Road roundabout and grit roundabout
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28 Travel to Mill Hill Road / Hillbark Road
29 Grit Hillbark Road to Montgomery Hill
30 Travel to Column Road / Grange Cross Lane
31 Grit Grange Cross Lane to Newton Park Road
32 Cross to Ennisdale Drive
33 Grit Ennisdale Drive to Black Horse Hill
34 Travel to Frankby Road / Newton Cross Lane
35 Grit Newton Cross Lane to Newton Park Road
36 Grit Newton Park Road, Grammar School Lane to Column Road and turn right
37 Travel to Column Road / Village Road
38 Grit Village Road to St Bridgets Lane
39 Travel to Sandy Lane / Hilbre Road
40 Grit Hilbre Road, Westbourne Road to Grange Road
41 Travel to Grange Road / Bridge Road
42 Grit Bridge Road to Anglesey Road / Orrysdale Road
43 Grit Anglesey Road, Greenbank Road to Saughall Massie Road / Black Horse Hill
44 Grit Saughall Massie Road to end of bypass and turn left to Saughall Road
45 Grit Saughall Road to Hoylake Road
46 Cross to Millhouse Lane and grit to 1st Town Meadow Lane junction on right hand side
47 Grit Town Meadow Lane to Millhouse Lane and turn left
48 Grit Millhouse Lane to Town Meadow Lane junction
49 Travel to Birkenhead Road / Heron Road roundabout and grit roundabout
50 Grit Heron Road, Pump Lane to Frankby Road
51 Travel to Greasby Road / Arrowe Road and turn right
52 Grit Greasby Road to Frankby Road
53 Travel to Saughall Massie Road via Greasby Road, Upton Bypass
54 Grit Saughall Massie Road from Upton Bypass to Saughall Massie Bypass
55 Turn 1st right to West Kirby Road and grit to Saughall Road
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56 Travel to Saughall Road / Acton Lane
57 Grit Acton Lane to Hoylake Road
58 Cross to Bermuda Road and grit to Town Meadow Lane
59 Grit Edge Hill Road to Bermuda Road
60 Travel to Bermuda Road / Town Meadow Lane
61 Grit Town Meadow Lane to Mill House Lane
62 Travel to Maryland Lane
63 Grit Maryland Lane to Pasture Road
64 Travel to Hoylake Road / Borrowdale Road
65 Grit Borrowdale Road, Overchurch Road to Saughall Massie Road
66 Travel to Upton Bypass / Old Greasby Road roundabout
67 Grit Old Greasby Road to Moreton Road
68 Grit Moreton Road to Upton Village lights
69 Continue and grit The Village, Ford Road to Manor Drive
70 Travel to Ford Road / Salacre Lane
71 Grit Salacre Lane to Upton Bypass
72 Cross to Houghton Road
73 Grit Houghton Road to end
74 Travel to Meadow Crescent / Pool Lane
75 Grit Pool Lane to Arrowe Park Road
76 Return to Pool Lane / Meadow Crescent
77 Grit Meadow Crescent to Church Lane
78 Grit Church Lane to Arrowe Park Road traffic lights
79 Travel to Home Farm Road, junction Church Lane
80 Grit Home Farm Road to New Hey Road
81 Grit New Hey Road to Houghton Road
82 Travel to Houghton Road / Pemberton Road
83 Grit Pemberton Road to Home Farm Road
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84 Travel to New Hey Road / Carr Bridge Road
85 Grit Carr Bridge Road to New Hey Road
FINISH
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Route No. 8 Orange
1 Travel to New Chester Road / St Pauls Road
2 Grit New Chester Road from Bypass roundabout to Bolton Road roundabout, New Ferry and grit exit to Bolton Road
3 Grit Bolton Road to Greendale Road and turn left
4 Grit Greendale Road to Wood Street
5 Grit Wood Street to The Ginnel
6 Grit The Ginnel to Bolton Road
7 Travel to Bolton Road / Greendale Road and turn left and right to Ellens Lane
8 Grit Ellens Lane to Bromborough Road and turn left
9 Grit Bromborough Road to Spital Road roundabout and turn right
10 Travel to Dibbins Hey / Poulton Road, Spital
11 Grit Dibbins Hey to second junction Venables Drive
12 Grit Venables Drive to Dibbins Hey
13 Travel to Warren Hey junction Venables Drive
14 Grit Warren Hey to Poulton Road
15 Grit Poulton Royd Drive to Poulton Road
16 Travel to Spital Road / Church Road
17 Grit Church Road, The Village to Civic Way
18 Grit Civic Way to Church Road and turn left and 1st right to The Wiend
19 Grit The Wiend to Bromborough Road and turn left
20 Grit Bromborough Road to The Village and turn right
21 Grit The Village, Bebington Road to Old Chester Road / Bebington station
22 Grit Old Chester Road including The Oval One Way road and Oval car park to Grove Road, Rock Ferry
23 Grit Grove Road to Bedford Road
24 Travel to Bedford Road / Highfield Road
25 Grit Highfield Road to Rock Lane West
26 Travel to Old Chester Road / Grove Road
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27 Grit Old Chester Road, Queen Street, to Holt Hill
28 Grit Holt Hill to Church Road and turn left
29 Grit Church Road, Bebington Road, Old Chester Road to Bebington station lights and turn right
30 Travel to The Village / Heath Road
31 Grit Heath Road, Teehey Lane, Kings Road, Borough Road to Singleton Avenue
32 Travel to Church Road / Mount Road / Bebington Road roundabout
33 Grit Mount Road, The Wiend to Borough Road
34 Cross to Thornton Road
35 Grit Thornton Road to Mount Road and turn right
36 Travel to Mount Road / Storeton Road lights and turn right
37 Grit Mount Road, Bedford Drive to Bedford Avenue roundabout and turn right
38 Travel to next right and grit Hesketh Avenue to Borough Road
39 Travel to Bebington Road / Bedford Drive roundabout and exit to Bedford Avenue
40 Grit Bedford Avenue, Bedford Road to Mersey Lane South
41 Grit Mersey Lane South to Rock Lane East
42 Grit Rock Lane East to New Chester Road
43 Cross to Rock Lane West and grit to Old Chester Road
44 Travel to Old Chester Road / Highfield South
45 Grit Highfield South to Rock Lane West and turn left
46 Travel to Kings Lane lights
47 Grit Kings Lane, Broadway to Mount Road and turn left
48 Travel to Mount Road / Village Road
49 Grit Village Road to Kings Road and turn left
50 Travel to Town Lane
51 Grit Town Lane to Old Chester Road and turn right
52 Travel to Old Chester Road / Bebington Road lights and turn left
53 Grit Bebington Road to Boundary Road
54 Grit Boundary Road to New Chester Road and turn left
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55 Travel to New Chester Road / New Ferry Road
56 Grit New Ferry Road to Shorefields
57 Grit Shorefields and return to New Ferry Road
58 Grit New Ferry Road to The Dell
59 Grit The Dell to Proctor Road
60 Grit Proctor Road to New Chester Road
61 Travel to Bromborough Road / Quarry Road East, Bebington
62 Grit Quarry Road East to Church Road
63 Travel to Church Road / Stanton Road
64 Grit Stanton Road to Peter Prices Lane
65 Grit Peter Prices Lane to Brackenwood Road
66 Grit Brackenwood Road to Mount Road and return to Peter Prices Lane junction
67 Grit Brackenwood Road to Bracken Lane
68 Travel to Heath Road / Pulford Road
69 Grit Pulford Road / Higher Bebington Road to Teehey Lane
70 Travel to Woodchurch Road / Singleton Avenue
71 Grit Woodchurch Road to Durley Drive
FINISH
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Route No. 9 Pink
1 Travel to Arrowe Park Road / Thingwall Road East roundabout
2 Grit Thingwall Road East, Pensby Road to Telegraph Road
3 Cross and grit The Mount to Dawstone Road
4 Grit Dawstone Road, Well Lane to Telegraph Road
6 Travel to Dawstone Road / Baskervyle Road
7 Grit Baskervyle Road to Gayton Road and turn left
8 Grit Gayton Road to Cottage Lane
9 Grit Cottage Lane to Lilleyfield
10 Grit Lilleyfield to Long Meadow
11 Grit Long Meadow to Cottage Lane
12 Travel to Well Lane / Gayton Road
13 Grit Well Lane to Gayton Lane
14 Grit Gayton Lane to Dee Park Road
15 Grit Dee Park Road, Latchford Road to Gayton Parkway
16 Grit Gayton Parkway to Boathouse Lane
17 Travel to Chester Road / Gayton Lane
18 Grit Gayton Lane to Dee Park Road
19 Travel to Gayton Lane / Well Lane
20 Grit Well Lane to Dawstone Road
21 Travel to Gayton Road / Baskervyle Road
22 Grit Gayton Road to Station Road / Wallrake
23 Grit Station Road to end and return
24 Grit Wallrake to Dawstone Road and travel to Dawstone Road / Hillside Road
25 Grit Hillside Road to Telegraph Road
26 Travel to Gayton Road / Village Road
27 Grit Village Road, Thurstaston Road to Telegraph Road and turn left
28 Turn 1st right to Quarry Road East and grit to Irby Road
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29 Return to Telegraph Road / Quarry Road West
30 Grit Quarry Road West to Oldfield Road and turn right
31 Grit Oldfield Road to Oldfield Drive
32 Return to Oldfield Road / Quarry Road West
33 Grit Oldfield Road to Thurstaston Road
34 Travel to Thurstaston Road / Delavor Road
35 Grit Delavor Road to Broad Lane
36 Grit Broad Lane to Banks Road
37 Grit Banks Road to end
38 Travel to Delavor Road / Pipers Lane
39 Grit Pipers Lane to Redstone Drive
40 Grit Redstone Drive to Oldfield Drive
41 Travel to Thurstaston Road / Dee View Road
42 Grit Dee View Road to Dawstone Road / Rocky Lane
43 Grit Rocky Lane to Telegraph Road
44 Travel to Telegraph Road / Poll Hill Road
45 Grit Poll Hill Road to Pensby Road
46 Travel to Telegraph Road / Downham Road South
47 Grit Downham Road South to Milner Road
48 Grit Milner Road to Barnston Road
49 Return to Milner Road / Whitfield Lane
50 Grit Whitfield Lane to Pensby Road
51 Travel to Pensby Road / Irby Road
52 Grit Irby Road, Thurstaston Road to Telegraph Road
53 Cross and grit Station Road to end and return to Church Lane
54 Grit Church Lane to Telegraph Road
55 Travel to Thurstaston Road / Thingwall Road
56 Grit Thingwall Road / Thingwall Road East to Pensby Road
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57 Travel to Barnston Road / Sparks Lane
58 Grit Sparks Lane to Pensby Road
59 Travel to Pensby Road / Whaley Lane
60 Grit Whaley Lane to Thingwall Road
61 Travel to Pensby Road / Fishers Lane
62 Grit Fishers Lane to Irby Road and turn left
63 Travel to Irby Road / Kylemore Drive
64 Grit Kylemore Drive to Nelson Drive
65 Grit Nelson Drive to Fishers Lane
66 Travel to Fishers Lane / Kentmere Drive
67 Grit Kentmere Drive to Old Wood Road and turn right
68 Grit Old Wood Road to Portal Road
69 Grit Portal Road to Nelson Drive and turn left
70 Travel to Nelson Drive / Kylemore Drive and turn left
71 Grit Kylemore Drive to Old Wood Road and turn left
72 Grit Old Wood Road to Fishers Lane
73 Return to Kylemore Drive / Old Wood Road
74 Grit Kylemore Drive to Pensby Road
75 Travel to Ridgeway Drive
76 Grit Ridgeway Drive to Fishers Lane
77 Travel to Pensby Road / Gills Lane
78 Grit Gills Lane to Barnston Road
FINISH
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Route No. 10 Blue
1 Travel to Brimstage Road / Clatterbridge Road roundabout
2 Grit Brimstage Road, Spital Road from roundabout to Croft Avenue East
3 Turn right to Mill Road and grit Mill Road
4 Travel to Croft Avenue
5 Grit Croft Avenue East to New Chester Road
6 Cross and grit Caldbeck Road to Stadium Road and turn
7 Grit Caldbeck Road to Welton Road
8 Grit Welton Road loop back to Caldbeck Road and grit to New Chester Road
9 Travel to Croft Avenue East / Spital Road and turn left
10 Grit Spital Road to Mark Rake
11 Grit Mark Rake to The Rake
12 Grit The Rake to Ecclestone Road
13 Grit Ecclestone Road to Palatine Road
14 Grit Palatine Road to Mark Rake
15 Travel to Spital Road / Croft Avenue
16 Grit Croft Avenue to Croft Lane
17 Grit Croft Lane to Mark Rake
18 Travel to The Rake / Ashfield Road
19 Grit Ashfield Road to Acre Lane
20 Grit Acre Lane to Beechwood Road
21 Grit Beechwood Road to The Rake
22 Grit The Rake from Palatine Road / Valley Road to Bromborough Village Road (grit both sides of monument) and return to The Rake / Allport Lane (2nd left)
23 Grit Allport Lane to shops (1st left)
24 Grit Allport Lane shops (both sides of refuges) to The Rake
25 Travel to Allport Lane (shops) junction
26 Grit Allport Lane to Acre Lane
27 Grit Acre Lane to Dawpool Drive
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28 Grit Dawpool Drive to Allport Road
29 Grit Allport Road, Raby Hall Road, Raby Mere Road to Willaston Road
30 Travel to Allport Road / Dibbinsdale Road
31 Grit Dibbinsdale Road, Poulton Road to Poulton Hall Road
32 Travel to Poulton Hall Road / Blakeley Road
33 Grit Blakeley Road to Raby Hall Road
34 Travel to Allport Road / Dawpool Drive
35 Grit Allport Road to New Chester Road and turn left
36 Travel to New Chester Road / Bromborough Village Road
37 Grit Bromborough Village Road to Mark Rake
38 Travel to Allport Lane / Acre Lane
39 Grit Allport Lane to Allport Road
40 Cross to Bridle Road
41 Grit Bridle Road to New Chester Road and turn right
42 Travel to M53 junction 5 Hooton and exit to North Road, Eastham
43 Grit North Road to Bankfields Drive
44 Grit Bankfields Drive to Powerhouse Road
45 Travel to New Chester Road / Eastham Village Road (southern end)
46 Grit Eastham Village Road to New Chester Road and turn left
47 Travel to New Chester Road / Stanley Lane
48 Grit Stanley Lane to Eastham Village Road
49 Travel to Eastham Village Road / Rivacre Road
50 Grit Rivacre Road to boundary (face of motorway flyover)
51 Travel to Eastham Village Road / Ferry Road
52 Grit Ferry Road to end and travel to Eastham Village Road / New Chester Road and turn right
53 Travel via Heygarth Road, Bridle Road to Allport Road / New Chester Road and turn right
54 Travel to New Chester Road / Eastham Village Road
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55 Grit left hand slip to Eastham Village Road and travel to New Chester Road / Eastham Rake
56 Grit Eastham Rake to motorway bridge face and travel to Brookhurst Avenue
57 Grit Brookhurst Avenue to Allport Road and turn right
58 Travel to Allport Road / Plymyard Avenue
59 Grit Plymyard Avenue to Eastham Rake
60 Travel to Eastham Rake / Mill Park Drive (western end)
61 Grit Mill Park Drive to Eastham Rake
62 Travel to Plymyard Avenue / Lyndale Avenue
63 Grit Lyndale Avenue to Bridle Road
64 Travel to New Chester Road / Heygarth Road
65 Grit Heygarth Road to Plymyard Avenue
66 Travel to Allport Road / Morland Avenue
67 Grit Morland Road to Raeburn Avenue
68 Grit Raeburn Avenue to Heygarth Road
69 Travel to New Chester Road / Old Hall Road
70 Grit Old Hall Road to Stadium Road
71 Grit Stadium Road to Thermal Road
72 Grit Thermal Road to Dock Road South and turn right
73 Grit Dock Road South to end and travel to Stadium Road
74 Grit Dock Road South to Port Causeway
75 Grit Port Causeway to Thermal Road end
76 Travel to Dock Road South / Port Causeway
77 Grit Port Causeway to New Chester Road
78 Travel to New Chester Road / Pool Lane
79 Grit Pool Lane to South View
80 Travel to Old Court House Road / Pool Lane
81 Grit Old Court House Road to Thermal Road
82 Grit Thermal Road, Stadium Road to Old Hall Road / Riverwood Road
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83 Grit Riverwood Road to Riverview Road
84 Grit Riverview Road to Commerical Road
85 Grit Commercial Road to Riverbank Road
86 Grit Riverbank Road to Thermal Road
87 Travel to Stadium Road / Commercial Road
88 Grit Commercial Road to Riverview Road
89 Turn and grit other side of island at junction of Stadium Road
90 Travel to Plantation Road / Riverview Road
91 Grit Plantation Road to Stadium Road / Old Hall Road
92 Travel to Plantation Road / Power Road
93 Grit Power Road to Riverwood Road
FINISH
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Mini Gritter Route 1
1 Travel to Woodchurch Road / Holmlands Drive, Prenton
2 Grit Holmlands Drive and Christleton Close to end
3 Return to junction Holmlands Drive / Christleton Close
4 Grit Holmlands Drive to Prestbury Avenue
5 Travel to Holmlands Drive / Holmlands Way
6 Grit Holmlands Way to Oulton Close
7 Return to Holmlands Drive / Prestbury Avenue
8 Grit Prestbury Avenue from Holmlands Drive to Holmlands Drive
9 Travel to Waterpark Road / Northwood Drive, Prenton
10 Grit Northwood Road to Prenton Village Road
11 Travel to Storeton Road / Fairview Road, Oxton
12 Grit Fairview Road to Bennetts Hill
Mini Gritter Route 2
11 Travel to Mount Road / Mill Road, Bebington
12 Grit Mill Road to Village Road
13 Travel to Kings Road / Well Lane
14 Grit Well Lane to Mill Road
15 Travel to Mill Road / Linkside
16 Grit Linkside to Kings Road
17 Travel to Kings Road / Princes Boulevard
18 Grit Princes Boulevard to Kings Lane
19 Travel to Mill Park Drive / Crosthwaite Avenue, Eastham
20 Grit Crosthwaite Avenue to end and turn right
21 Grit Thornleigh Avenue to Mill Park Drive
22 Travel to junction of Mill Road / New Chester Road
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Mini Gritter Route 3
23 Travel to Thurstaston Road / School Lane, Thurstaston
24 Grit School Lane to end
25 Travel M53 to junction 2, Moreton
26 Grit motorway from bottom of exit slip road to Upton Bypass roundabout
27 Travel around roundabout and exit to motorway
28 Grit from roundabout to bottom of entrance slip road
29 Travel to Worcester Road / Observatory Road, Bidston
30 Grit Observatory Road to Boundary Road
31 Travel to Beechwood Drive, Beechwood
32 Grit Beechwood Drive to end
Mini Gritter Route 4
33 Travel to Seabank Road / Dalmorton Road, New Brighton
34 Grit Dalmorton Road to end and return
35 Travel to Seabank Road / Vaughan Road
36 Grit Vaughan Road to end and travel to Vaughan Road / Maitland Road
37 Grit Maitland Road to Dalmorton Road
38 Travel to Virginia Road / Waterloo Road
39 Grit Waterloo Road to Victoria Road
FINISH
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Appendix 3
METROPOLITAN BOROUGH OF WIRRAL
TECHNICAL SERVICES DEPARTMENT
HIGHWAY WINTER SERVICE OPERATIONAL PLAN 2011/2012
Driven Inspection Routes
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Driven Inspections When deemed necessary by the Client Senior Officer the Duty Inspectors will be given an instruction to carry out Driven Inspections to ascertain the surface conditions of various roads in order to determine whether gritting vehicles need to be dispatched.
Driven Inspection - Route 1 Tower Road Chester Street ( Town Link Viaduct ) Woodside A41 / New Chester Road Tunnel Approach ( Access to booths ) Dibbinsdale Road Poulton Hall Road
Thornton Common Road Raby Mere Road Raby Hall Road Parkgate Lane Well Lane Benty Heath Lane Borough Road Singleton Avenue Woodchurch Road
Driven Inspection - Route 2
Arrowe Park Road Saughall Massie Road Saughall Massie Road (by bridge) West Kirby Road Pump Lane China Farm Lane Heron Road Birkenhead Road Meols Drive Grange Road Column Road Telegraph Road Well Lane Cottage Lane Gayton Lane Barnston Lane Brimstage Lane
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Driven Inspection - Route 3
Birkenhead Road Church Road King Street Seabank Road Rowson Street Brighton Street Kings Parade Fender Lane Upton Road and Bypass Bidston Bypass Bidston Link Road Leasowe Road Pasture Road Hoylake Road Wallasey Dock Link North Wallasey Dock Link South North Wallasey Approach Road Poulton Bridge Road Dock Road Gorsey Lane
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Appendix 4
METROPOLITAN BOROUGH OF WIRRAL
TECHNICAL SERVICES DEPARTMENT
HIGHWAY WINTER SERVICE OPERATIONAL PLAN 2011/2012
Grit Bin Locations
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BEBINGTON Barlow Avenue Jct Oaklands Drive Bentfield Gardens Church Road (Three Stags) Corner of Mill Road and Millbut Close Cross Lane shops Derwent Rd/Shallmarsh Rd Derwent Rd/Top of Elmure Avenue / Bracken Lane Glendale Grove / Heron Park Way Gorseyville Road / Holmville Road Heathfield Rd/Heath Rd Kings Close - Tof of Kings Lane by bank Kings Lane/Queenswood Ave Kings Road/ Broadway Kirkway Little Storeton Lane opp Roman Road Mount Ave/Mount Rd Old Chester Rd (fairs) Orchard Way/Well Lane School Lane/Shallmarsh Rd Teehey Lane/Roland Ave
BIDSTON Landsdowne Road / Tollemache Road School Lane / Fender Lane
BIRKENHEAD/TRANMERE Briardale Road - s/o 2, Birkenhead Frodsham St/Church Rd Holborn Hill/Olive Mount Holborn Hill/Olive Mount Holborn Hill/Queen Street Holt Road/Old Chester Road o/s 53 Clifton Road Pearson Rd/Holt Rd Rodney St/Helena Street Sidney Rd/Old Chester Road Sisters Way o/s 1 Woodside bus terminal
BROMBOROUGH Bromborough Civic Centre and library Bromborough Precinct - Allport Lane Corner of Bolton Road East and Woodhead Rd Croft Avenue/Spital Road Mill Rd/Spital Road New Ferry Precinct New Ferry Rd bridge York Street by the village hall
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CALDY Barton Hey Drive / Mill Hey Road Caldy Rd/Kings Dr Caldy Rd/Melloncroft Dr Kings Dr.Thorsway Kings Dr/hairpin bend, Caldy
CLATTERBRIDGE Allport Rd/Brookhurst Ave Blakeley Rd/Raby Dr Brookhurst Road outside school Marfords Avenue jct Cunningham Dr Mere Ave/Blakeley Ave Ormesby Grove/Raby Drive Raby Close/Raby Dr Raby Hall Rd Opp Lawns Ave St Georges Way / Thornton Common Rd
CLAUGHTON Alderley Ave nr j/o Valerian Rd Bidston Ave Buttermere Avenue - S/o 1 Eleanor Rd/Statham Rd, Bidston Grange Mount - o/s Chinese Grange Road West - s/o sports centre Heather Brow/Upton Rd Lingdale Avenue - s/o 1 Lingdale Rd/Valerian/Alderley Merebank, Noctorum Lane Ridgeview Road o/s Ridgeway High School Rivington Ave/Pleasington Dr Upton Rd (shopping area) Shrewsbury Rd Wendover Close, Noct (Top of) Westway - o/s 1 Westwood Rd O/s 32 Wilfred Owen Drive - s/o 33 Wingate Close
EASTHAM Airdrie Close Bridle Pk- O/s 5 Clifton Avenue/Mill Park Drive - s/o old post office Dearnford Avenue - j/w hillary road at the back of the footway. opp 73 Hillary rd. Delemere Ave/Willington Ave Eastham Rake (clinic) Eastham Rake (library) Heygarth Road outside school Seaview Avenue / Mayfield Drive Eastham St David Rd Top of Stanley Road corner - by bend
GREASBY Brookdale Ave Sth/Dingwall Dr Circular Drive/Greasby Road
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Coome Rd/Thingwall Rd Greasby Cortsway/Brookway/Cortsway West Dingwall Drive/ Brookdale Ave North Escolme Drive at Brookdale turning Fuchsia Walk/Thorns Drive Greasby Community Centre Greasby Rd Shops/Macdonald Dr
HESWALL Acre Lane, Heswall Anthonys Way/Hillside Rd, Heswall Brackenside/Grange Rd, Heswall Circular Dr - half way up Erica Crt/Quarry Rd East, Heswall Highgate Close Heswall Jct Oldfield Way and Oldfield Close Long Meadow Jct Cottage Lane, Gayton Morland Cl/South Dr. Heswall Mount Ave Car park Mount Ave, Heswall Oldfield Dr/Greenfield Lane - Bottom Oldfield Dr/Greenfield Lane - Top Pensby Rd/Poll Hill Rd Poll Hill Rd/Tower Rd South Radnor Ave/Pensby Rd, Heswall Redstone Rd/Ferns Close, Heswall School Hill -half way Station Road/Village Road Teals Way/Gulls Way Telegraph Road opp ego's The Mount/Dee View Rd Top of Florence Avenue jct Holland Grove Top of Seabank Road, Davenport Road Tower Rd Sth/Pensby Rd. Heswall Village Rd, Heswall Warren Way/Hatton Close, Heswall Whitfield Lane/Downham Rd Nth - school
HOYLAKE Alderley Rd nr North Parade Birkenhead Rd/Cottage Hospital Jct of Cable Road / Valentia Road Kings Gap/Kings Court Market St nr rab Market St o/s co-op North Parade, new lifeboat stn Outside Melrose Hall, Melrose Avenue Shaws Dr/Birkenhead Rd Stanley Road / The Kings Gap
IRBY Irby Rd/Thurstaston Rd Martin Cl/Sandy Ln Greasby
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Mill Hill Road/Hill View Road, Irby Roslin Rd/Thingwall Rd Woodlands Road/Irby Road
LEASOWE Cameron Road/Mackenzie Road Grant Road/Ross Avenue O/s 14 Farmside (Reeds Avenue East) s/o 249 Leasowe Road
LISCARD Berwyn Road / Belgrave Street Buckingham Rd/Breck Rd, Liscard Cliff Rd/Breck Rd Cliff Rd/Torrington Rd Egerton Grove / Liscard Village Fox Hey Rd/Breck Rd Greasby Road / Eric Road Wallasey Rd/Knaresborough Rd
MORETON Chapelhill Rd/Sunningdale Ent Epsom Road -by l/c 4 Garden Hey Road s/o 1 Birchfield, Saughall Massie Kestrel Road/Edgehill Road Knutsford Road - walkway to Witley Millhouse Lane/Hoylake Road Moreton Cross/Holt Ave o/s 120 Bermuda Road/Wastdale Dr O/s 19 Childwall Ave jct Cobham Road O/s motorworld, Moreton Cross Pasture Crescent/Ivy Lane Pasture Rd Bridge Pasture Rd O/s ambulance stn Sandbrook Lane/Hoylake Rd
NEW BRIGHTON Albion St/Montpelier Close Atherton St by school Atherton St railway stn Dalmorton Rd/Maitland Road Kimberley Road - s/o 1A Lincoln Drive/Egremont prom Magazine prom/Hertford Drive (1) Magazine prom/Hertford Drive (2) Molyneux Drive - s/o 18 in Grosvenor Road Osborne Rd/Osborne Vale Portlland St/Albion St Rockland Road opp Stoneby dr Rowson St/Field Rd-health centre Seabank Road / Sheen Avenue St Georges Park jct Rowson Street St James Rd/Rowson St Tollemache Street jct Prom
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Vaughan Rd by school Vaughan Rd/Maitland Rd Virginia Rd/Victoria Parade
OXTON Alton Rd/Shrewsbury Road Arno Rd/Bellfield Dr Beresford Road / Shrewsbury Road - by school Birch Close/Birch Road Birch Rd/Storeton Rd Churton Ave/Townfield Lane Corner of Gorsefield Road and Woodchurch Road Davenham Close/Davenham Ave Fairview Rd/Bennetts Hill Laburnum Road / Bessborough Road Nursery Close (top) Opp 15 Rowton Close Oulton Close 86/88 Ringwood, Oxton Roslin Road / Rosemount - nr 2 Tabley Close/Holm Lane Townfield Lane by school
PENSBY/THINGWALL Ambleside Close Barnston Rd/Beaumaris Dr Barnston Rd/Fox & Hounds Beverley Gardens, Thingwall Gills Lane/Pensby Road - o/s Church Gwendoline Close/Axholme Road Kylemore Drive/Hillfield Dr, Pensby Nelson Drive/Kylemore drive The Foxes/Pensby Road Thingwall Top of Woodlands Drive Wimborne Avenue/Pensby Road
PRENTON Bramwell Avenue / Prenton Dell Rd (school) Burrell Close (bottom) Burrell Close (top) Burrell Rd/Pine Walks Cheviot Road - o/s 99 Dickens Ave/Prenton Village Road Durley Drive - by new cycle way Hawthorne Road / Willowbank Road Prenton Mendip Rd/Storeton Rd Mountwood RD/Mount Rd North Rd/Greenway Road Pine Walks/Prenton Lane Roman Rd/Prenton Dell Rd Stanley Avenue / Mount Road Stuart Rd/Greenway Road Woodchurch Lane (bottom)
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Woodchurch Lane (top) Woodchurch Rd (steps to f/bridge)
ROCK FERRY Bebington Road/Egerton Park Bedford Drive half way up by school Junction of Knowsley Road/Harrogate Road Junction of Woodland Grove and Woodland Rd O/S 3 Raby Grove off Thornton Road Rock Lane East / close to to Rock Park entrance S/o Well Lane Police Station top of Rocklands Avenue and College Drive Vicki Pk -Church Rd by rab Well Lane (post box)
SEACOMBE Ferryside Jct Borough Road East Greenwood Lane / Withens Lane Hillcroft Road / Poulton Road King Lake Road / Wright Street King St/St Brides Rd Mostyn St - Bottom of road Oakdale Avenue - opp 69 Percy Road - opp 24 Shakespeare Rd Sherlock Lane f/bridge St Pauls Rd nr church Tobin St/Brighton St Wickham Close - Top of
UPTON Arrowe Pk Rd shops Hoole Rd - o/s shops Leeswood Road j/o Arrowe Park Rd Upton Overchurch Primary School, Moreton Road Royden Rd Shops St Josephs school, Moreton Rd Top of Common Field Rd corner of Church Lane
WALLASEY Broadway Ave/Claremount Rd, Liscard Broadway/Claremount Rd, Liscard Claremount Rd/Grove Rd Claremount Rd/St Hilary Brow Marshlands Road - o/s 27 Mockbeggar Dr/Harrison Drive Oarside Drive - opp 23 Radley Road - opp 32 Thorncliffe Road nr l/c 1 Top of Sandy Lane - o/s 40 Wallacre Rd/Breck Road
WEST KIRBY Banks Rd/Dee Lane Beacon Dr/Kings Walk
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Beacon Drive/Ennisdale Drive Bridge Rd/Darmonds Green Burlingham Ave/Croome Dr China Farm Lane / Grange Farm Crescent Gilroy Rd/Greenbank Road Grange Rd/Darmonds Green Jct Carpenters Lane / Church Road Jct Carpenters Lane / Church Road Lang Lane/Jubilee Dr Long Lane - s/o l/c 24 Monks Way/Priory Rd Mount Rd/Caldy Rd Shrewsbury Rd/Banks Rd Stonehey Dr/Mount Rd The Kirklands/Village Rd York Avenue / Sandy Lane
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Appendix 5
METROPOLITAN BOROUGH OF WIRRAL
TECHNICAL SERVICES DEPARTMENT
WINTER SERVICE OPERATIONAL PLAN 2011/2012
Areas to be Considered for Gritting in Extreme Weather Conditions - Carparks, Shopping Areas, Carriageways and Footways
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Priority rating: 1 High 2 Medium 3 Low
Car parks that may be considered for treatment during prolonged periods of severe weather:
Area Road Priority Bebington Barlow Avenue 2 Church Road (rear of shops) 2
Birkenhead Atherton Street 1 Barton Street 1 Duncan Street 1 Elgin way 1 Europa Pool 1 Europa Square 1 Exmouth Street (rear of The Lauries) 1 Hamilton Building, Conway Street 1 Hinson Street 1 Old Chester Road / Chamberlain Street 1 Old Chester Road / Green Lane 1 Oliver Street – by Shopmobility 1 St John Street (Shopmobility) 1 Turner Street 1 Wilbraham Street 1 Woodside Ferry Approach 1
Bromborough Allport Lane (lower half of Co-op car park) 1 Allport Lane (main car park) 1
Eastham Mill Park Drive (Eastham library) 1
Heswall May Road / Pye Road 1 Mount Avenue (rear of Heswall Hall) 1 Puddydale 1 Rocky Lane 1 Upper Mount Avenue (not pub carpark) 1
Higher Bebington Roland Avenue 1
Hoylake Carr Lane Park & Ride 1 Market Street (adjacent to primary school) 1
Irby Roslin Road 2
Liscard Liscard Crescent 1 Liscard Village 1 Manor Road 1 Seaview Road 1
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Moreton Garden Lane 3 Holt Avenue 3 Pasture Road 3 Cont. … New Ferry Grove Street (adjacent to school) 2 Grove Street / Grove Square 2 Woodhead Street 1
Seacombe Rappart Road 3
Tranmere Church Road 3
West Kirby West Kirby Concourse 1
Shopping areas that may be considered for treatment during prolonged periods of severe weather:
Bebington Area Road Priority Bebington Broadway 3 Bromborough Road 3 Church Road 2 Cross Lane 3 Old Chester Road / Kings Lane 2 Teehey Lane 2 The Crescent 3
Bromborough Acre Lane 3 Allport Lane area 1 Allport Road 3 Beechwood Road 3 Coronation Drive 3
Eastham Clifton Avenue 3 Eastham Village Road 2 Mill Park Drive area 3 Stanley Lane 3
New Ferry Bebington Road 1 New Chester Road 1 New Ferry Road 3 Old Chester Road / Bebington Road 2
Thornton Hough Thornton Common Road 3
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Cont’d …. Shopping areas that may be considered for treatment during prolonged periods of severe weather:
Birkenhead Area Road Priority Arrowe Park Road outside shops (Junction Ford Road Arrowe Park / The Village) 2
Bidston Hoylake Road 2
Birkenhead Argyle Street 1 Charing Cross area 2 Conway Street 3 Grange Road 1 Grange Road West 2 Laird Street 2 Market Street 3 Oxton Road 3
Claughton Claughton Village 1
Overchurch Royden Road 3
Oxton Claughton Firs 3 Grange Mount 3 Woodchurch Road, Birkenhead 1 Woodchurch Road, Prenton 3
Prenton Borough Road / Singleton Avenue 2 Dickens Avenue 3 Prenton Hall Road 3 Woodchurch Lane 3
Rock Ferry Bedford Road 3
Thingwall Pensby Road 3
Tranmere Church Road 3 Dacre Hill 3 Mount Road 3 Old Chester Road 2
Upton Upton Road / Noctorum Avenue 3 Upton Village 2
Woodchurch Woodchurch Estate Shopping Centre 2
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Cont’d …. Shopping areas that may be considered for treatment during prolonged periods of severe weather:
Deeside Area Road Priority Heswall Brimstage Road 3 Pensby Road 1 Telegraph Road 1 Village Road 3
Hoylake Market Street 1
Irby Thingwall Road 2
West Kirby Banks Road 1 Dee Lane 1 Gilroy Road 3 Grange Road 1 The Crescent 1
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Carriageways and footways that may be considered for treatment during prolonged periods of severe weather:
Bebington Area Road
Carriageways Bebington Bentfield Gardens Derwent Road Kings Brow Regents Way Shallmarsh Road
Bromboough Oakridge Road
Footways Bebington Village Road towards New Ferry
Bromborough Croft Avenue East Raby Hall Road (Foxes Hill)
Spital Mill Road Spital Road approach to station
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Cont’d …. Carriageways and footways that may be considered for treatment during prolonged periods of severe weather:
Birkenhead Area Road
Carriageways Birkenhead Clifton Road Rodney Street
Oxton Bennetts Hill
Tranmere Hillside Road Holborn Hill Sidney Road Town Road Well Lane
Footways Birkenhead Argyle Street South Ashville Road (Wirral Society for the Blind and Partially Sighted) Brandon Street Courts Canning Street, Cheshire Lines Building Cleveland Street Council Offices Hamilton Square Hamilton Street approach to Hamilton Square Station Town Hall entrances, Hamilton Square Woodside Ferry Approach
Oxton Balls Road East Holm Lane (The Arno)
Prenton Woodchurch Road Pedestrain Flyover
Tranmere Elm Road Green Lane Hillside Road (steps section) Holt Hill North Road Pearson Road Prenton Road East St Catherines Hospital, Church Road
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Cont’d …. Carriageways that may be considered for treatment during prolonged periods of severe weather:
Deeside Area
Carriageway Junctions
Caldy Caldy Road / Croft Drive West Caldy Road / Melloncroft Drive
Downham Road South / Daryle Heswall Road Downham Road South / May Road Oldfield Drive towards Greenfield Lane Pensby Road / Daryl Road Pensby Road / Florence Avenue Pensby Road / Grange Mount Pensby Road / Grange Road Pensby Road / May Road Pensby Road / Radnor Avenue Pensby Road / Tower Road South
Hoylake Kings Gap / Stanley Road
Irby Thingwall Road / Coombe Road Thingwall Road / Roslin Road
West Kirby Grange Road / Monks Way Greenbank Road / Boulton Avenue Greenbank Road / Broxton Avenue Greenbank Road / Grainger Avenue Greenbank Road / Gresford Avenue Greenbank Road / Raeburn Avenue
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Cont’d …. Carriageways and footways that may be considered for treatment during prolonged periods of severe weather:
Wallasey Area 1 Area 2 Egremont Blenheim Road New Brighton Ennerdale Road Glen Park Road (Mount Road Kinglake Road to school) Maddock Road Gorsehill Road St Brides Road North Drive St Elmo Road Salisbury Road St Lucia Road Sandringham Drive St Vincents Road Sandymount Drive Tobin Street Seafield Drive Trafalgar Avenue Stoneby Drive Warwick Drive Zetland Road Seacombe New Street
Area 3 Area 4 Egremont Caithness Drive Liscard Clare Way Denton Drive Wirral Mount Wallasey Elgin Drive Village Gloucester Road Hale Road Mayfield Road Hertford Drive (lower) Paington Road Lincoln Drive Ripon Road Radnor Drive Studley Road Taunton Road
Area 5 Area 6 Egremont Dalton Road Liscard Harrow Road New Brighton Aylesbury Road Radley Road Berkeley Drive Sedburgh Road Brackenhurst Drive Uppingham Road Wallasey Cumberland Road Village Buckingham Road Fort Street Church Hill Lichfield Street Hillside Road Mariners Road Milthwaite Road Nelson Street School Lane Westmoreland Road Wallacre Road Westbourne Road
Area 7 Area 8 New Brighton Vale Drive Poulton Fox Hey Road Sandfield Road Morley Road
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Manville Road Balfour Road Ormiston Road Chamberlain Street Kendal Road Rankin Street
Area 9 Footways New Brighton Molyneux Drive Egremont Redcliffe, Trafalgar Avenue Grosvenor Drive Liscard Manor Road Police Station Egerton Street Clare Way Pasture Road Railway Portland Street Bridge St Hilarys Brow
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Page 204 Agenda Item 9 WIRRAL COUNCIL CABINET 24 NOVEMBER 2011 SUBJECT: LOCAL SUSTAINABLE TR ANSPORT FUND (LSTF) – ACCEPTANCE OF ‘KEY COMPONENT’ FUNDING WARD/S AFFECTED: ALL REPORT OF: DIRECTOR OF TECHNICAL SERVICES RESPONSIBLE PORTFOLIO COUNCILLOR HARRY SMITH STREETSCENE AND TRANSPORT HOLDER: SERVICES KEY DECISION? NO
1.0 EXECUTIVE SUMMARY 1.1 On the 19 th January 2011 the Government, as part of the Local Transport White Paper, issued guidance regarding the creation of a £560 million Local Sustainable Transport Fund (LSTF). The purpose of this fund was to help build local economies and address climate change. Authorities were invited to bid to secure funding via the Department for Transport (DfT). The fund, both revenue and capital, is available over four financial years 2011/12 to 2014/15.
1.2 Metropolitan Authorities were required to bid through their respective Integrated Transport Authority (ITA) and in June 2011, Merseytravel, on behalf of the Merseyside Transport Partnership (MTP) submitted an early smaller bid, known as a Key Component bid, for £4.877 million. The project was to “Facilitate Sustainable Access to Employment in Merseyside”. £810,000 of the total Key Component bid was for the delivery of projects in Wirral.
1.3 Merseytravel, on behalf of the MTP, were informed on the 5 th July 2011 that the Key Component bid was successful and this report provides the background to this project, advises Members of the broad proposals for scheme delivery and outlines the process for the major bid to the LSTF.
1.4 This funding will assist the Council to support Wirral residents to access employment opportunities, as well as encouraging the use of sustainable transport which will contribute to reducing carbon emissions in the Borough.
1.5 This report seeks authority from Cabinet to accept the funding from Merseytravel and delegated authority to the Director of Technical Services in conjunction with the Director of Law, HR & Asset Management to enter into a funding agreement with Merseytravel.
Page 205 2.0 RECOMMENDATION/S 2.1 Cabinet is requested to:
(1) Note the success of Wirral Council officers and other partners in securing ‘Key Component’ funding and the elements of the Merseyside LSTF project to be delivered in Wirral;
(2) Approve the acceptance of ‘Key Component’ funding from Merseytravel totalling £810,000 over four years 2011/12 to 2014/15;
(3) Delegate authority to the Director of Technical Services in conjunction with the Director of Law, HR and Asset Management to finalise the funding agreement between Wirral Council and Merseytravel (ITA) as lead authority and accountable body.
(4) Approve the detailed proposals for 2011/12 set out in section 5.0 of this report and request officers to report to a future meeting on progress in delivering ‘Key Component’ projects and detailed plans for 2012/13 onwards.
3.0 REASON FOR RECOMMENDATIONS 3.1 Cabinet is aware of the significant reduction in funding for transport following the Local Transport Plan (LTP) Settlement earlier this year. The funding available through the LSTF provides the opportunity to deliver additional projects and schemes in Wirral which will assist in the removal of transport as a barrier for people seeking employment, as well as supporting and delivering projects which will secure carbon reduction.
3.2 2011/12 is the first year of the four year programme and the DfT have indicated that any unspent allocations cannot be carried forward into the following year. £110,000 of funding has been allocated to Wirral for 2011/12 and the Director of Technical Services seeks approval to accept this funding so that project delivery can commence from the 1 st December 2011 so that the £110,000 detailed in Section 5 can be spent within the current financial year as required.
4.0 BACKGROUND AND KEY ISSUES 4.1 On the 19 th January 2011 the Government, as part of the Local Transport White Paper, issued guidance regarding the creation of a £560 million LSTF to help build strong economies and address climate change. The fund, both revenue and capital, is available over four financial years 2011/12 to 2014/15.
4.2 The purpose of the fund is to enable the delivery of sustainable transport solutions that support economic growth whilst reducing carbon. The LSTF guidance states that, “solutions should be geared to support jobs and businesses by tackling congestion, improving reliability and predictability of journey times, enabling economic investment, revitalising town centres and enhancing access to employment”. The guidance states that “the solutions should also bring about changing patterns of travel behaviour and greater use of more sustainable modes and so deliver a reduction in carbon and other harmful emissions”. It is noted that the fund also provides the opportunity to take an integrated approach to meeting local challenges and to delivering
Page 206 additional wider social, environmental, health and safety benefits for local communities.
4.3 In Metropolitan areas the DfT indicated that it expected to see an application come from the ITA and as such the MTP (Merseytravel and the 5 district authorities) worked together to develop a bid.
4.4 Applications were invited for small scale projects (up to £5million) or larger projects (up to £50 million). The MTP agreed to submit an application for the large project category and in order to do this a two stage application process was required to be undertaken. The first stage of the process was to submit an application for ‘Key Component’ funding which was up to £5 million of the larger bid. The deadline for the submission of this was the 6 th June 2011.
4.5 Merseytravel, the accountable body for the MTP, submitted a Key Component Bid regarding ‘Facilitating Sustainable Access to Employment in Merseyside’ which was for £4.877m. This was the Key Component element of a larger £22m bid and was composed of both revenue and capital. The Merseyside Key Component project focuses on working with employers to support business travel and travel plans, providing information, advice and guidance regarding travel to employment and training, and also improving facilities for walking and cycling.
4.6 On the 5 th July Merseytravel was informed that the Key Component bid was successful, and the MTP was invited to submit a full business case in December to support the £22m major bid. The following tables illustrate the breakdown of the £4.877m Key Component funding over the 4 year period for Merseyside as whole and also detail the breakdown of the £810,000 which is Wirral’s element of the total Key Component funding.
Merseyside Key Component Funding - £4.877m £000 2011-12 2012-13 2013-14 2014-15 Revenue 450 834 848 787 Capital 405 801 431 321
Wirral’s element of Merseyside Key Component Funding - £810,000 £000 2011-12 2012-13 2013-14 2014-15 Revenue 100 135 135 130 Capital 10 100 100 100
4.7 Officers are currently working with colleagues across the MTP to develop the full business case to support the major application of £22m. If successful this would result in LSTF funding of a maximum £27m for Merseyside which includes the £4.877m already secured through the Key Component element. The exact amount of this major bid will be determined over coming months as the full business case is developed. This is due to be submitted by Merseytravel, as the accountable body for the MTP, on the 20 th December 2011. Successful bidders will be notified in June 2012.
Page 207 4.8 The Key Component package of Merseyside’s major LSTF application aims to support the public to make sustainable short trips to key employment destinations. The project will assist people to access employment by removing transport as a barrier through the provision of travel solutions and measures to support and enable people to travel. Behaviour change measures will also be complemented by selected infrastructure improvements to overcome physical barriers to employment.
4.9 During the development of the bid, Wirral Officers have worked as part of the MTP to gather evidence and identify issues that would be suitable for support through LSTF. Members of the Partnership identified sustainable access to employment as being a common issue across Merseyside and recognised the need to support residents to access employment locations. Across the MTP these areas were identified as:- • East Wirral; • North Liverpool; • South Sefton; • Kirkby, Knowsley; and • Lea Green and Haydock Industrial Areas, St Helens.
4.10 Appendix 1 illustrates the focus of the LSTF funding in Wirral. The bid is to assist residents in East Wirral to access employment opportunities within Wirral or in neighbouring authorities. This includes key employment opportunities offered by Wirral International Business Park, Croft Retail Park, Birkenhead Town Centre, Neptune as well as forthcoming opportunities as part of the International Trade Centre.
4.11 At the time of bid preparation Mersey Waters, including parts of East Wirral (Wirral Waters) had just been identified as an Enterprise Zone and it was felt that identifying East Wirral as the focus of the Key Component bid offered the opportunity to add benefit to the work of the Enterprise Zones and ensure that sustainable transport is at the heart of the efforts to support the socio-economic development of this area. In addition Deeside Industrial Park in Flintshire has been identified by the Welsh Assembly Government as an Enterprise Zone and anticipate the creation of up to 5000 job opportunities over the next 5 years and interventions will provide to assistance to residents of East Wirral to access these opportunities.
4.12 Under the wider project of “Facilitating Sustainable Access to Employment in Merseyside”, Wirral’s element of the Key Component project was composed of three themes. These are:- • Working with Employers; • Travel Solutions; and • Sustainable transport infrastructure.
4.13 The following table illustrates the breakdown of the funding allocations of Wirral’s Key Component project.
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11/12 12/13 13/14 14/15 Total Working with Revenue 25 40 40 40 145 Employers Capital 10 10 10 10 40 Travel Revenue 75 95 95 90 355 Solutions Capital 0 0 0 0 0 Sustainable Revenue 0 0 0 0 0 Transport Capital 0 90 90 90 270 Infrastructure Revenue 100 135 135 130 500 Total Capital 10 100 100 100 310
Wirral’s Allocation of LSTF Key Component Funding
4.14 The ‘Working with Employers’ element of the package will work along side Wirral Business Forum through the Invest Wirral network and the work will raise awareness of sustainable travel choices and identify travel related concerns and issues for local businesses and initiate programmes with employers to address these concerns. The measures will encourage behaviour change by ensuring that individuals seeking employment have the right information to make informed choices about their travel and sustain that change in behaviour in the long term. The revenue funding provided under the Working with Employers element will fund a Business Travel Support Post based in Technical Services who will support organisations to minimise the cost of travel for their business and assist Wirral to make the Borough an attractive place for businesses to prosper. A small element of capital funding will also fund a business travel grant scheme to assist employers with introducing initiatives or infrastructure in support of workplace travel plans.
4.15 ‘Travel Solutions’ is an umbrella term to describe various interventions which can be used to remove transport barriers for people seeking to access employment. This project will provide staff and resources to support existing employment services and will assist key groups such as long term unemployed, those Not in Employment, Education and Training (NEET) and incapacity benefit claimants with seeking and sustaining employment. Lack of suitably timed public transport services, cost of travel and lack of awareness of bus and train timetables, as well as the confidence of people to use public transport are often cited as barriers why people cannot, in the first instance, access employment, but secondly sustain that employment. Interventions to provide information, advice and guidance such as personalised journey planning and travel training provide people with the knowledge, skills and confidence to use public transport. Other interventions will be a cycle scheme and a scooter scheme, which will offer a bicycle or a 6 month loan of a 50cc scooter to people whose new place of employment is not suitably served by public transport, so that they are able to access employment. Cost is also a major barrier to people using public transport and the scheme will offer travel cards to individuals to
Page 209 assist with the initial first month of employment prior to receiving their first month of pay. It is anticipated that this project will be delivered through the voluntary and community sector and will work closely with Involve North West (Reach Out) who are currently delivering the European Social Fund Working Wirral Programme.
4.16 Capital funding is also included within the project from Year 2 onwards to support the construction of ‘Sustainable Transport Infrastructure’ to enable walking and cycling. This element aims to improve accessibility to employment locations for pedestrians and cyclists and will support Wirral residents to access employment destinations in a sustainable and cost effective manner. Employers and local communities will be consulted as part of the development of infrastructure schemes.
4.17 The DfT has approved the Key Component bid in full, and Merseytravel will act as the lead authority and accountable body. The project will be administered by Merseytravel in accordance with the Terms and Conditions specified by the DfT. Merseytravel have prepared a similar agreement for the partner local authorities. This agreement covers the management, delivery and monitoring of the project and sets out the arrangements for the partner authorities to claim back expenditure against the project on a quarterly basis in arrears.
5.0 PROPOSALS FOR KEY COMPONENT DELIVERY 2011/12 5.1 In order to ensure that the £110k of funding allocated to Wirral for 2011/12 is spent within the required timescales it is essential that delivery of the project commences without delay. There is no allocation for Sustainable Transport Infrastructure in 2011/12.
5.2 The following tables set out the planned expenditure for the Working with Employers and Travel Solutions elements of the project for 2011/12.
2011/12 LSTF Key Component ‘Working With Employers’ LSTF Key Capital Revenue Component Element Intervention (£000) (£000) Working with Business travel grant scheme to be 10 Employers offered through Invest Wirral network to assist employers with introducing initiatives or infrastructure in support of workplace travel plans e.g. cycle parking. Business Travel Support Post based in 15 Technical Services. Other staff costs. 5
Promotional items / Business Support 5 Packs / IT equipment. Total 10 25
Page 210 2011/12 LSTF Key Component ‘Travel Solutions’ LSTF Key Capital Revenue Component Intervention (£000) (£000) Element Travel Solutions Travel Solutions Team based in 25 Technical Services to support individuals to access employment by removing travel barriers. Travel cards – purchase and 10 distribution of travel cards to individuals to assist them with travel access and sustain employment. Scooters – 6 month loan of a 20 50cc scooter, training and equipment to clients accessing employment not served by public transport. Cycles – issue of a cycle to 15 individuals to access employment. IT Equipment and overheads – 5 laptops and promotional items and equipment to launch and raise awareness of the scheme. Total 0 75
5.3 It is proposed the delivery of the project would commence on December 1 st 2011, and to achieve this start date it is necessary in the short term to utilise existing staff to deliver the project. As such from the 1 st December – 31 st March the following arrangements are proposed:-
a) The Business Travel Support role will be undertaken by the current Sustainable Transport Co-ordinator.
b) The Travel Solutions package will be delivered by the existing Travel Trainer staff.
5.4 Arrangements for longer term staffing of the project post April 2012 will be considered over the coming months and further recommendations will be reported to Cabinet as required.
6.0. RELEVANT RISKS 6.1. The principal risks for the Council are attached to the failure to deliver all or part of the project and therefore not satisfy the requirements of the funding agreement with Merseytravel. In theory this may result in the Council not being able to claim all or part of the £810,000. At present the key risk is failure to
Page 211 commence delivery in the current financial year due to the delay in receiving a funding agreement from Merseytravel.
6.2. Discussions are ongoing with Merseytravel and the other Merseyside districts with regard to re-profiling the funding within the MTP, over the 4 year period of the funding and it is unlikely that Wirral will incur any cost in respect of this risk.
6.3. The risks associated with the delivery of the project differ according to the element of the project as indicated below:-
a) Working with Employers
The key risk is the failure to secure resources to deliver the required programme as shown in 4.6. Various options have been investigated and it is considered as outlined above that the minimal risk option is to utilise the existing Sustainable Transport Co-ordinator to undertake the Business Travel Support role, as described in 5.3 as this will ensure delivery can commence without further delay.
A further risk concerns the inability to engage employers in the programme although this is considered low risk as the project would build upon best practice and experience that Officers have gained working as part of TravelWise, which is the Merseyside Transport Partnership’s sustainable travel promotion team. In addition the project will draw upon the Invest Wirral partners and experience of colleagues in Strategic Development in the Regeneration, Housing and Planning Department who will form part of an internal steering group to deliver the project.
b) Travel Solutions
In line with DfT requirements it is preferable for voluntary and community sector organisations to play a key role in the delivery of elements of the LSTF funding. The Travel Solutions element of the project builds upon the success of previous travel solutions projects delivered under the “Lets Get Moving” project which was supported by European Social Fund (ESF) in previous years on Wirral. This project was successfully delivered by a Wirral based third sector organisation which was procured by Merseytravel. In accordance with the funding agreement, any such organisation would have to be procured by Wirral Council and therefore Officers are currently working with the Corporate Procurement team to prepare a Pre-Qualification Questionnaire and Invitation to Tender. It is anticipated that this would be awarded from 1 st April 2012 and therefore interim arrangements as described in 5.3 are proposed in order to commence delivery of the project within the required timescales.
Another risk would be the failure for other employment agencies such as Job Centre Plus and Reach Out to engage with the Travel Solutions team. This is considered extremely low risk as since the end of the previous “Lets Get Moving” project we receive constant requests for additional support. Officers in Transport Policy are already working with colleagues in the Regeneration, Housing and Planning Department who are delivering
Page 212 the European Social Fund (ESF) project with a view to using LSTF funds to provide additionality to that project through the Travel Solutions project.
c) Sustainable Transport Infrastructure
Infrastructure schemes have been identified and detailed design and consultation will be undertaken in accordance with the procedures already in place. Schemes will be issued to the Council’s Highway Contractor for construction and therefore this element of the programme is considered low risk as there is already a system in place to monitor the delivery of infrastructure schemes.
7.0. OTHER OPTIONS CONSIDERED 7.1. No other options have been considered, as this report sets out a response to proposals that have been developed and the successful bid made by MTP to the LSTF.
8.0. CONSULTATION 8.1. This project has been developed with the MTP and funding has been allocated by DfT through the LSTF. As individual projects are being developed various other partners, including private sector and third sector organisations, will be consulted as appropriate. Officers in Technical Services are also working closely with Officers in Regeneration, Housing & Planning, Finance and Procurement and Legal regarding the delivery of the project.
9.0. IMPLICATIONS FOR VOLUNTARY, COMMUNITY AND FAITH GROUPS 9.1. The DfT is keen that authorities incorporate plans for partnership working with community and voluntary organisations in the delivery of the programme. This project may offer opportunities for the voluntary and community sector to tender and, if successful, deliver the travel solutions element of the package.
10.0. RESOURCE IMPLICATIONS: FINANCIAL; IT; STAFFING; AND ASSET 10.1 The project will be fully funded through the LSTF and there will be no additional financial implications for the Council.
10.2 This project has the potential to secure £810,000 of funding (£500,000 revenue and £310,000 capital) for Wirral from 2011/12 to 2014/15. It is unlikely that there will be ongoing funding for projects past this date.
10.3 Infrastructure schemes will be implemented and will become a quantified Council highway asset and, as such, be subject to ongoing maintenance within existing resources, as required.
10.4 Additional IT equipment may be required to support the delivery of the project but the cost of these is included within the capital element of the funding.
Page 213 10.5 The DfT have indicated that they would like these projects to be sustainable in the longer term and, as such, during the life of the project, Officers will work with partners in the private sector, and with third sector organisations to identify options for on-going delivery.
10.6 Support to the LSTF Steering Group and project delivery and development will be provided from within existing staffing resources in the Technical Services and Regeneration, Housing and Planning Departments.
11.0 LEGAL IMPLICATIONS 11.1 In order to receive funding Wirral Council are required to sign up to a legal funding agreement with Merseytravel. Merseytravel as the ITA are the accountable body for this project with the DfT.
11.2 In order for Merseytravel to receive the funding they have signed a legal agreement with the DfT under Section 31 of the Local Government Act 2003.
11.3 Merseytravel has prepared a similar funding agreement for all the districts. This will ensure that the terms and conditions of the grant are met and will ensure that Merseytravel will authorise claims that districts will make quarterly in arrears for project implementation.
12.0 EQUALITIES IMPLICATIONS 12.1 This project will assist people in some of our most disadvantaged communities to access employment. Removing transport barriers to employment will reduce inequalities and reduce social exclusion.
12.2 An Equality Impact Assessment is not required for this project.
13.0 CARBON REDUCTION IMPLICATIONS 13.1 The development of the cycling infrastructure scheme and the promotion of walking and cycling and sustainable transport, such as car share, will reduce the use of single occupancy vehicle trips. Encouraging and supporting the use of public transport through the ‘Working with Employers’, and ‘Travel Solutions’ element of the package will assist in reducing carbon emissions.
14.0 PLANNING AND COMMUNITY SAFETY IMPLICATIONS 14.1 There are no planning or community safety implications.
REPORT AUTHOR: Mike Peet Service Manager (Traffic and Transportation) telephone: 0151 606 2154 email: [email protected]
Page 214 APPENDICES Appendix 1 – East Wirral – LSTF Key Component
REFERENCE MATERIAL
Transport White Paper – “Creating Growth, Cutting Carbon – Making Sustainable Local Transport Happen” – Department for Transport, January 2011
“Local Sustainable Transport Fund – Guidance on the Application Process” – Department for Transport, January 2011
SUBJECT HISTORY (last 3 years) Council Meeting Date None
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Page 216 Appendix 1 – Key Component Area of LSTF bid.
This map is reproduced from Ordnance Survey material with the permission of Ordnance Survey on behalf of the Controller of Her Majesty’s Stationery Office © Crown copyright. Unauthorised reproduction infringes Crown copyright and may lead to prosecution or civil proceedings. Licence number 100019803. Published 2010
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Page 218 Agenda Item 10 WIRRAL COUNCIL CABINET – 24 TH NOVEMBER 2011
SUBJECT: PARKS & COUNTRYSIDE SERVICES MODERNISATION PROJECT - INTEGRATION OF HIGHWAY SERVICES AND OUTLINE DELIVERY PLAN WARD/S AFFECTED: ALL
REPORT OF: DIRECTOR OF TECHNICAL SERVICES
RESPONSIBLE PORTFOLIO COUNCILLOR CHRIS MEADEN, LEISURE & HOLDER: CULTURAL SERVICES KEY DECISION? NO
1.0 EXECUTIVE SUMMARY 1.1 Following on from the decision ratified by Cabinet on 3 rd November 2011 to not award an external contract for the delivery of parks and countryside services and continue the direct delivery of these services in-house, this report provides Cabinet with an update on progress in integrating Highways Grounds Maintenance Services into the Council, seeks approval for the extension of the existing Highways Arboricultural Maintenance contract with Amenity Tree Care Limited and seeks endorsement for the proposed project management arrangements and Outline Delivery Plan to modernise the service.
2.0 RECOMMENDATION/S 2.1 Cabinet is requested to:
(1) Note the progress made in integrating Highways Grounds Maintenance Services formerly delivered by Continental Landscapes Limited into the Council;
(2) Approve the extension of the existing Highways Arboricultural Maintenance Contract with Amenity Tree Care Limited on the same terms and conditions until 31 st December 2012 for the reasons stated in section 5.3;
(3) Note and endorse the proposed project management arrangements and Outline Delivery Plan to modernise the Parks & Countryside Service for spring 2013.
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3.0 REASON/S FOR RECOMMENDATION/S 3.1 Cabinet is requested to approve the extension of the existing Highways Arboricultural Maintenance Contract with Amenity Tree Care Limited for the reasons stated in section 5.3 of this report.
4.0 BACKGROUND 4.1 At Cabinet on 22 nd September 2011 a resolution was passed to not award a contract for the future delivery of the Council’s Parks & Countryside Services but to retain these services in-house to be delivered directly by the Council (Minute 117 refers).
4.2 This decision was subsequently subject to ‘Call In’ for further scrutiny by the Council’s Sustainable Communities Overview & Scrutiny Committee on 20 th October 2011 (Minute 41 refers).
4.3 On 3 rd November 2011 Cabinet resolved to keep to their original decision of 22 nd September 2011 and not award a contract and retain these services in- house (Minute 173 refers).
5.0 INTEGRATION OF EXISTING HIGHWAYS CONTRACTS
5.1 Background to Highways Grounds Maintenance and Highways Arboricultural Maintenance Services
5.1.1 The highway grounds maintenance and highway tree works are currently delivered via two separate specialist contracts with external contractors.
5.1.2 Continental Landscapes Limited undertake the highways grounds maintenance (grass cutting) services (value £1.17 million/annum) and this contract has been running since 2003 and has been previously extended to terminate at the end of January 2012. Advice from Legal Services and Corporate Procurement confirm this contract should not be extended.
5.1.3 Amenity Tree Care Limited undertake highway tree surveys and follow up maintenance works (value £0.22 million/annum) and this contract commenced more recently in April 2008 and has an option to extend from the end of January 2012 until the end of December 2012.
5.1.4 These services will now be integrated into the Council’s Parks & Countryside Service in accordance with the decision by Cabinet on 3 rd November 2011 and will be part of a new ‘modernised’ service to be launched in spring 2013.
5.2 Highways Grounds Maintenance (Continental Landscapes Ltd) – Progress Update
5.2.1 Initial discussions have taken place with Continental Landscapes Limited and they have advised that there are 22 FTE permanent and 14 FTE seasonal
Page 220 employees to which in their view TUPE Regulations apply and should transfer into Council employment on 1 st February 2012. Corporate HR are now progressing the transfer of these employees on this basis.
5.2.2 In addition to the HR issues, it will be necessary to organise the necessary plant and equipment and depot arrangements for the Council to deliver the Grounds Maintenance Service and a special ‘Task and Finish’ Group has been established to ensure this work is successfully delivered to meet the 1 st February 2012 deadline for service commencement.
5.3 Highways Arboricultural Maintenance (Amenity Tree Care Limited) – Proposed Extension of Existing Contract
5.3.1 Initial discussions have also taken place with Amenity Tree Care Limited and they have advised that in their view there are only 2 FTE permanent employees to which TUPE Regulations apply and would transfer to the Council when the service is brought in-house.
5.3.2 The work undertaken by Amenity Tree Care Limited is specialist by its nature (eg. specialist arboricultural risk assessments, cyclic surveys) and there is currently a lack of in-house resources to undertake larger tree maintenance schemes. There is also the need to set up appropriate management/ administration systems to enable the Council to successfully deliver the service.
5.3.3 Based on these factors, it is proposed that Cabinet approve the extension of the current contract on the existing terms and conditions from 31 st January 2012 until 31 st December 2012 to enable the Council to develop its expertise, resource availability and management/ administration systems to ensure this service can be successfully delivered. An extension until 31 st December 2012 would tie-in with the proposed launch of the overall ‘modernised’ service in spring 2013.
6.0 PROPOSED PROJECT MANAGEMENT ARRANGEMENTS AND OUTLINE DELIVERY PLAN TO MODERNISE THE SERVICE BY SPRING 2013
6.1 Proposed Project Management Arrangements
6.1.1 The ‘Parks & Countryside Service Modernisation’ Project is a complex multi- disciplinary project with the purpose of establishing a modern, cost effective and efficient service comparable to that offered by the private sector via the recent procurement exercise by spring 2013.
6.1.2 Based on an analysis of the key tasks to achieve the new modernised in-house service, a medium/ long-term project management structure consisting of four ‘workstreams’ reporting into a corporate Project Board is suggested.
6.1.3 In addition, there is an urgent piece of work to integrate the Highways Grounds Maintenance Service into the Council by 31 st January 2012 as described in
Page 221 section 5.2 and a short-term ‘task and finish’ group is suggested for this time- critical piece of work.
6.1.4 Accordingly, the proposed project management structure is as shown overleaf.
6.1.5 Due to the importance of this high-profile project it is suggested that it should be included in the Council’s Strategic Change Programme to ensure a robust approach to management/ governance and monitoring progress of delivery.
6.1.6 The Project Board will be chaired by the Deputy Director of Technical Services and will consist of senior representation from all the key corporate disciplines as follows:
- Leisure & Cultural Services - Human Resources - Asset Management - Communications & Engagement - Legal Services - Finance - Procurement
6.1.7 Cabinet are invited to comment on and are requested to endorse these arrangements.
6.2 Proposed Outline Deliver Plan
6.2.1 A draft Outline Delivery Plan to modernise the Parks & Countryside Service by spring 2013 based on the four suggested Delivery Workstreams is set out in the Appendix to this report.
6.2.1 Cabinet are invited to comment on and are requested to endorse this draft Outline Delivery Plan.
Proposed Project Management Structure
CABINET/ STRATEGIC CHANGE PROGRAMME BOARD
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PROJECT BOARD (3/6 weekly linked to Cabinet cycle)
HIGHWAYS INTEGRATION ‘TASK & FINISH’ GROUP
Four ‘Delivery Workstreams’:
POLICY, HUMAN ASSETS COMMUNICATIONS PROCESSES & RESOURCES & ENGAGEMENT PERFORMANCE
7.0 RELEVANT RISKS
7.1 Risk management will be an important function of the proposed Project Board and overall project management arrangements as described in section 6.0 of this report.
8.0 OTHER OPTIONS CONSIDERED
8.1 The alternative option to extending the existing Highways Arboricultural Maintenance Contract with Amenity Tree Care Limited would be to bring this service back into the Council for 1 st February 2012 however this has been rejected based on the factors and associated risks highlighted in section 5.3 of this report.
9.0 CONSULTATION
9.1 Consultation and Engagement is one of four key workstreams for the Modernisation Project as set out in section 6.0 of this report.
10.0 IMPLICATIONS FOR VOLUNTARY, COMMUNITY AND FAITH GROUPS
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10.1 An important objective of the Modernised Service will be to facilitate the development of relationships with the community and voluntary sector.
11.0 RESOURCE IMPLICATIONS
11.1 Financial Implications
11.1.1 It is proposed that the Policy, Processes and Performance Workstream will carry out a review of Parks & Countryside Service budgets and realign them to the new service/ performance monitoring areas under the new Modernised Service.
11.2 Human Resource Implications
11.2.1 As part of the integration of highways into the Council, the workforce responsible for delivering the work covered by the existing Highway Grounds Maintenance and Highway Arboricultural Maintenance Contracts have the right to transfer into Council employment under TUPE (Transfer of Undertakings and Protection of Employment) Regulations.
11.2.2 Continental Landscapes Limited have advised that there are 22 FTE permanent and 14 FTE seasonal employees to which in their view TUPE Regulations apply and should transfer to the Council on 1 st February 2012.
11.2.3 Amenity Tree Care Limited have advised that in their view there are 2 FTE permanent employees to which in their view TUPE Regulations apply and will transfer to the Council on 1 st January 2013 if the existing contract is extended.
11.2.4 Under the project management arrangements for the Parks & Countryside Service Modernisation Project it is proposed that there will be a dedicated Human Resources Workstream to deal with all human resource-related aspects of the project, in particular discussions with Trade Unions and the workforce.
11.3 Asset Management Implications
11.3.1 Under the project management arrangements for the Parks & Countryside Service Modernisation Project it is proposed that there will be a dedicated Assets Workstream to deal with all issues relating to plant and equipment, vehicles and depot arrangements for the new ‘modernised’ service.
12.0 LEGAL IMPLICATIONS
12.1 Legal Services are a key discipline in the proposed project management arrangements for the new project as described in section 6.0 of this report.
12.2 Legal considerations have been taken into account in determining options for integrating highway services back into the Council as described in section 5.0 of this report.
13.0 EQUALITIES IMPLICATIONS
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13.1 A detailed Equality Impact Assessment will be undertaken as part of the project to modernise the Parks & Countryside Service.
14.0 CARBON REDUCTION IMPLICATIONS
14.1 Environmental Sustainability is an important objective for the Modernised Service.
15.0 PLANNING AND COMMUNITY SAFETY IMPLICATIONS
15.1 Community safety in parks is an important objective for the Modernised Service.
REPORT AUTHOR: Mark Smith Deputy Director Technical Services Department telephone: (0151) 606 2103 email: [email protected]
APPENDICES Parks & Countryside Services Modernisation Project – Draft Outline Delivery Plan
REFERENCE MATERIAL None
SUBJECT HISTORY (last 3 years) Council Meeting Date
Cabinet – PACSPE Contract Award 22 nd September 2011 Sustainable Communities O&S Committee – 20 th October 2011 PACSPE Contract Award Call In Cabinet – PACSPE Contract Award (following Call 3rd November 2011 In)
Page 225 PARKS & COUNTRYSIDE SERVICES MODERNISATION PROJECT – OUTLINE DELIVERY PLAN (DECEMBER 2011 TO MARCH 2013)
A. POLICY, PROCESSES AND PERFORMANCE WORKSTREAM
Key Outcome Task Duration
Create Excellent Business Processes • Establish existing ‘as is’ business processes Dec 11 – April 12
• Review and redesign business processes Jan 12 – June 12
Page 226 • Procure necessary ICT Jun 12 – Dec 12
• Provide necessary training and development Nov 12 – Feb 13
• Implement ‘to be’ business processes Nov 12 – Feb 13
Establish Ten Year Strategic Plan and • Review existing policies Dec 11 – Mar 12 Policy Framework • Develop new Ten Year Strategic Plan and Policy Jan 12 – June 12 Framework including Annual Business Plan • Implement Annual Business Plan Feb 13 onwards
Establish New Performance Standards • Baseline existing performance standards Dec 11 – June 12 and Monitoring Regime • Establish Partnership Performance Advisory Board Jun 12 – July 12 (PPAB) • Agree and implement new performance standards July 12 – Nov 12 (KPIs, CPIs) • Review and realign budgets to service/ Apr 12 – Nov 12 performance areas
B. HUMAN RESOURCES WORKSTREAM
Key Outcome Task Duration
Establish New Management Structure • Review and redesign management structure Dec 11 – Feb 12
• Agree and implement revised management Jan 12 – Jun 12 structure Establish New Operational Structure • Review existing operational structure including Dec 11 – Jun 12 Terms and Conditions • Agree and implement revised operational structure Jun 12 – Nov 12
Page 227 Develop and Implement Training & • Undertake Skills Gap Analysis Dec 11 – Jun 12 Development Plan • Develop Training and Development Plan including Apr 12 – Oct 12 Competency Framework • Implement Training and Development Plan Nov 12 – Feb 13
C. ASSETS WORKSTREAM
Key Outcome Task Duration
Develop and Implement Plant & • Review existing Plant and Equipment Dec 11 – Feb 12 Equipment Plan • Identify Plant and Equipment requirements Dec 11 – May 12
• Develop and agree funding and procurement May 12 – Jun 12 strategy • Implement Plant and Equipment Plan June 12 – Dec 12
Page 228 Develop and Implement Buildings and • Review existing Buildings and Depots Dec 11 – Feb 12 Depots Plan • Identify Building and Depot requirements Dec 12 – May 12
• Develop and agree investment strategy May 12 – Jun 12
• Implement Buildings and Depots Plan Jun 12 – Dec 12
Develop and Implement Tree Management • Review and develop tree management procedures Jan 12 – Jun 12 Plan • Agree and implement new Tree Management Plan Jun 12 – Feb 13
D. COMMUNICATIONS AND ENGAGEMENT
Key Outcome Task Duration
Develop and Implement Communications • Develop and implement Communications and Dec 11 – Feb 13 & Engagement Plan Engagement Plan Develop and Implement Regular Public • Develop and agree new survey format Dec 11 – Jan 12 Surveys • Implement new Public Surveys Jan 12 – Jun 12
Develop and Implement Branding and • Develop and agree Branding Guidelines Jan 12 – Jun 12 Marketing Plan • Develop and agree Marketing Strategy Jan 12 – Jun 12 Page 229 • Implement Branding and Marketing Plan Nov 12 – Feb 13
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Page 230 Agenda Item 11 WIRRAL
CABINET – 24 NOVEMBER, 2011
SUBJECT: DOMESTIC HOMICIDE REVIEW POLICY WARD/S AFFECTED: ALL REPORT OF: DIRECTOR OF LAW, HR AND ASSET MANAGEMENT RESPONSIBLE COUNCILLOR GEORGE DAVIES PORTFOLIO HOLDER: KEY DECISION? YES
1.0 EXECUTIVE SUMMARY
1.1 The purpose of this report is to seek Member’s approval of a policy to deliver the Council’s statutory duty in respect of Domestic Homicide Reviews.
2.0 RECOMMENDATION/S
2.1 That Members adopt the Domestic Homicide Review Policy for Wirral.
3.0 REASON FOR RECOMMENDATION/S
3.1 Domestic Homicide Reviews are a statutory duty of each Community Safety Partnership (CSP). The Council are a designated Responsible Authority under Crime and Disorder Act 1998 legislation and, therefore, have a duty to participate in a Review should one be required.
The policy which is recommended to Members takes account of, and compliments, existing Adult and Children’s Safeguarding policy.
4.0 BACKGROUND AND KEY ISSUES
4.1 The Crime and Disorder Act 1998 formerly established Community Safety Partnerships and Section 5 of the Act required Responsible Authorities, which included Councils, within the Partnership to perform a range of statutory duties.
4.2 Chair of Wirral CSP is the Chief Executive of the Council, and the Deputy Chair is the Area Commander for the Police on Wirral.
4.3 On 13 April 2011, following the implementation of Section 9 of the Domestic Violence and Crime Act 2004, the statutory requirement for Community Safety Partnerships to conduct a Domestic Homicide Review (DHR) became law. 4.4 A DHR must be held when the following criteria are met;
The death of a person aged 16 or over has, or appears to have, resulted from violence, abuse or neglect by:-
Page 231 This is 100% recycled paper
(a) a person to whom he/she was related or with whom he/she was, or had been, in an intimate personal relationship; or
(b) a member of the same household as himself/herself.
4.5 The purpose of a DHR is to:
(a) Establish what lessons are to be learned from the case about the way in which local professionals and organisations work individually, and together, to safeguard victims.
(b) Identify clearly what those lessons are both within and between agencies, how and within what timescales they will be acted upon, and what is expected to change as a result.
(c) Apply these lessons to service responses, including changes to policies and procedures as appropriate.
(d) Prevent domestic violence homicide and improve service responses for all domestic violence victims and their children through improved intra and inter- agency work.
4.6 Many elements of the DHR statute are also contained in the requirement to conduct Serious Case Reviews as part of Adults or Children’s Safeguarding policy. To this end members of the Children’s and Adult Safeguarding Boards on Wirral have contributed to the development of the policy before Members today.
4.7 When a domestic homicide occurs, the Merseyside Police will inform the Chair of Wirral CSP in writing of the incident. Overall responsibility for establishing a DHR rests with Wirral CSP.
4.8 Upon receiving the notification from Merseyside Police the Chair of the CSP will, within 48 hours of receipt, notify the Safeguarding lead officer for Wirral’s Local Safeguarding Children’s Board and Adult Safeguarding Protection Board.
4.9 Consideration will then be made by both Boards of whether the circumstances of the homicide dictate that a Serious Case Review is required.
4.10 In keeping with Government guidance on this issue we recommend to Members that when the circumstances of a homicide require a DHR and a Child or Adult Safeguarding Serious Case Review, then only one Review should be held and, in those circumstances, the Serious Case Review will take precedence over a DHR.
4.11 However, in such cases it is vital that any elements of domestic violence relating to the homicide are addressed fully, and the Serious Case Review will include representatives with a thorough understanding of domestic violence.
4.12 If circumstances of the homicide dictate that a Serious Case Review is required, the Chair of the CSP will be advised.
Page 232 This is 100% recycled paper 4.13 If circumstances of the homicide dictate that a Serious Case Review is not required, the Chair of the CSP will make arrangements for a Chair and Members of the DHR Panel to be appointed.
4.14 At the point of enacting this legislation the Home Office did not make a new funding available to CSPs required to complete a Domestic Homicide Review.
4.15 In order to minimise costs to the Council a reciprocal agreement has been developed with Cheshire West and Chester Council over the Chair of a DHR Panel and the author of the DHR overview report. A memorandum of understanding has been drawn up by legal officers from the two Authorities and a copy of this has been included at Appendix 1 to this report.
4.16 Key elements of the reciprocal agreement include the following:-
a) No more than 2 DHRs per year to be chaired through this arrangement in any one of the Council areas.
b) That the Chairs provided have the required skills and expertise, as set out in the DHR guidance.
c) That business support to the Chair will be provided by their home area. This would also include the costs of any travel expenses incurred.
d) That Chairs use the SCIE Systems (Social Care Institute of Excellence) model to maximise the learning outcomes.
e) That detailed statements on confidentiality be agreed between Cheshire West and Chester and Wirral CSP’s.
4.17 In the case of a DHR taking place within Cheshire West and Chester, the Head of Community Safety on Wirral will perform the role of Chair and Author for that Authority.
4.18 Within one month of receipt of notification of the homicide two things will happen:-
(a) A DHR panel will be formed and the Review commenced.
(b) Confirmation of a decision to hold a DHR, or alternatively a decision not to review a homicide, will be sent in writing to the Home Office DHR enquiries inbox ([email protected] ).
4.19 Under the guidance of a Chair the review will be conducted by a DHR Panel comprising representatives of statutory and voluntary agencies involved in the case.
4.20 Participating agencies will each provide Independent Management Reviews (IMR) detailing their agencies involvement with the victim or perpetrator, and will follow the template for the Independent Management Reviews attached at Appendix 2. An abridged version of the IMR produced in agreement with the Home Office and included as Appendix 3 to this report will be completed when an agency has had no relevant contact with any of the parties in the domestic homicide.
Page 233 This is 100% recycled paper 4.22 Within six months, unless an alternative timescale is formally agreed with the relevant CSP, of the notification an Overview Report and Executive Summary following the templates contained at Appendix 4 and 5 will be produced.
4.23 The DHR Overview Reports will bring together and draw overall conclusions from the information and analysis contained in the IMRs, and reports or information commissioned from any other relevant interests. It is critical that personal details are kept anonymous within the Overview Report and Executive Summary.
4.24 The DHR Overview Reports should also make recommendations for future action which the DHR Panel should translate into a specific, measurable, achievable, realistic and timely (SMART) Action Plan a template for which is included at Appendix 6 to this report.
4.25 Once agreed, the DHR Panel will provide a copy of the Overview Report, Executive Summary and the Action Plan to the Chair of the CSP.
4.26 Guidance indicates that on receiving the Overview Report and supporting documents, the CSP should:-
(a) Agree the content of the Overview Report and Executive Summary for publication, ensuring that it is fully anonymised apart from including the names of the Review Panel Chair and Members.
(b) Make arrangements to provide feedback and debriefing to staff, family members and the media as appropriate.
(c) Sign off the Overview Report and supporting documents.
(d) Provide a copy of the Overview Report and supporting documents to the Home Office Quality Assurance Group. This should be via email to [email protected]
(e) The document should not be published until clearance has been received from the Home Office Quality Assurance Group.
4.27 On receiving clearance from the Home Office Quality Assurance Group, the CSP should:-
(a) Provide a copy of the Overview Report and supporting documents to the Senior Manager of each participating agency.
(b) Provide an electronic copy of the Overview Report and Executive Summary on the local CSP web page; IMRs should not be made publicly available.
(c) Monitor the implementation of the specific, measurable, achievable, realistic and timely (SMART) Action Plan.
(d) Formally conclude the review when the Action Plan has been implemented and include an audit process.
Page 234 This is 100% recycled paper (e) Where partner agencies of more than one Local Authority area have known about or had contact with the victim, the Local Authority area in which the victim is/was normally resident should take lead responsibility.
5.0 RELEVANT RISKS
5.1.1 Prior to August 2011 Wirral had not recorded a domestic homicide within the last two years. However, should more than two DHR’s be required in one year the reciprocal agreement in place with Cheshire West and Chester will not apply, and the costs of appointing an independent chair of the DHR Panel and Author of the DHR Overview Report will be met by Wirral CSP, with each Responsible Authority being required to make an equal contribution towards those costs.
6.0 OTHER OPTIONS CONSIDERED
6.1 The option of commissioning an independent Chair and Author of the DHR Overview Report, rather than entering into a reciprocal agreement, was considered but rejected on the grounds of cost.
7.0 CONSULTATION
7.1 As indicated earlier within this report, consultation has taken place with Members of the Adult and Children’s Safeguarding Boards on Wirral in drawing up the policy recommended to Members today.
7.2 Consultation has also taken place with Wirral CSP members.
8.0 IMPLICATIONS FOR VOLUNTARY, COMMUNITY AND FAITH GROUPS
8.1 Government guidance on the management of a DHR states that a DHR Panel should include “involving representatives from the relevant agencies in addition to representatives from the Voluntary and Community Sector (VCS) with expertise in domestic violence”.
8.2 VCAW are members of Wirral CSP and have taken part in the consultation held in that forum concerning DHR, and a nominated representative for VCAW will be a member of all DHR Panels.
9.0 RESOURCE IMPLICATIONS: FINANCIAL; IT; STAFFING; AND ASSETS 9.1 The reciprocal agreement, if approved by Members, will incur opportunity costs for Wirral through the absence of the Head of Community Safety whilst chairing a DHR in Cheshire West and Chester Council when the need arises.
9.2 Should Wirral experience more than two domestic homicides in one financial year then the Council, together with other Responsible Authorities within the CSP, will be required to make a one sixth contribution to the costs of commissioning a Chair and Author of the DHR.
10.0 LEGAL IMPLICATIONS
10.1 The Council have a statutory duty to undertake a Domestic Homicide Review when circumstances dictate, or to secure agreement from the Home Office that such a review will not be completed. Page 235 This is 100% recycled paper
11.0 EQUALITIES IMPLICATIONS
11.1 (Describe any discrimination issues; including any social inclusion or human rights implications)
11.2 Equality Impact Assessment (EIA)
(a) Is an EIA required? Yes (b) If ‘yes’, has one been completed? Yes (12 th October 2011) Appendix 7
12.0 CARBON REDUCTION IMPLICATIONS
12.1 There are none arising from this report.
13.0 PLANNING AND COMMUNITY SAFETY IMPLICATIONS
13.1 There are no planning implications arising from this report.
13.2 The statutory duty to complete a Domestic Homicide Review rests with the Community Safety Partnership and a financial impact will be managed by Partnership members should more than two domestic homicides occur within the same financial year.
REPORT AUTHOR: Steve Mc.Gilvray Head of Service Community Safety telephone: (0151) 606 5485 email: [email protected]
APPENDICES Appendix 1. Memorandum of understanding.
Appendix 2. Independent Management Report (full)
Appendix 3. Independent Management Report (abridged)
Appendix 4. Overview Report
Appendix 5 Executive Summary
Appendix 6 Action Plan
Appendix 7. Equality Impact Assessment (EIA)
REFERENCE MATERIAL Nil
Page 236 This is 100% recycled paper Appendix 1
DATED day of 2011
MEMORANDUM OF UNDERSTANDING between Cheshire West and Chester Borough Council and Wirral Metropolitan Council relating to the arrangements for Domestic Homicide Reviews pursuant to the Domestic Violence Crime and Victims Act 2004
Simon Goacher Head of Legal Services Cheshire West and Chester Borough Council HQ Building 58 Nicholas Street Chester CH1 2NP
Refls/hm
Page1 237 Appendix 1
MEMORANDUM OF UNDERSTANDING
CHESHIRE WEST AND CHESTER BOROUGH COUNCIL (1) AND WIRRAL METROPOLITAN COUNCIL
“THE COUNCILS”
MEMORANDUM OF UNDERSTANDING
1 Nature of this Memorandum of Understanding
1.1 This Memorandum is entered into in acknowledgement of the obligation of the Councils pursuant to
section 9 of the Domestic Violence Crime and Victims Act 2004 to undertake a review of the
circumstances in which the death of a person aged 16 or over has resulted from domestic violence
referred to in the legislation as a domestic homicide review (“D.H.R.”) and in particular in relation to
the appointment of a Chairperson to the D.H.R .
1.2 This Memorandum is intended to define what each Council shall jointly contribute to DHRs in their
areas.
1.3 The Councils acknowledge that they do not have delegated decision making powers to bind each other
as a group. Individual officers employed by each Council have delegated decision-making powers to
bind their employing Councils. All decisions, other than those for which a specific delegation exists,
shall be referred for approval of the relevant Council.
1.4 This Memorandum of Understanding is signed by the participating Councils as evidence of their
commitment to collaboration.
1.5 Each Council acknowledges that it is bound by its own Standing Orders, Financial Regulations and
Contract Standing Orders and is responsible for obtaining approval for matters and decisions in
accordance with its own powers and those delegated to the respective officers.
1.6 For the avoidance of doubt this Memorandum of Understanding is not intended to create a legal
partnership between the Councils pursuant to the Partnership Act 1890, the Limited Partnerships Act
1907 or the Limited Liability Partnership Act 2000.
THIS MEMORANDUM of UNDERSTANDING is made on the day of 2011
BETWEEN
1. CHESHIRE WEST AND CHESTER BOROUGH COUNCIL of HQ Building 58 Nicholas Street
Chester CH1 2NP (CWAC)
2. WIRRAL METROPOLITAN BOROUGH COUNCIL OF Town hall Building, Brighton Street,
Wallasey, Wirral CH44 8ED
WHEREAS
1. Pursuant to Section 9 of the Domestic Violence Crime and Victims Act 2004,the Councils have anl
obligation to undertake a DHR to review the circumstances in which the death of a person aged 16 or
over has, or appears to have resulted, from violence, abuse or neglect by-
(a) a person to whom he/she was related or with whom he/she was or had been in an intimate
personal relationship; or
(b) a member of the same household as himself/herself Page 2238 Appendix 1
held with a view to identifying the lessons to be learnt from the death.
2. In the Borough of Cheshire West and Chester, the Community Safety Partnership is responsible for
establishing and conducting DHRs. In Wirral the Community Safety Partnership is responsible for
establishing and conducting DHRs.
3. In respect of DHRs conducted under this MOU each Council shall be responsible for obtaining any
necessary consents/delegated powers to enable its appointed representatives to take such action as is
deemed appropriate in connection with the DHR.
1. AGREEMENT
1.1 Each Council agrees to act in accordance with the terms set out in the First Schedule hereto.
2 APPORTIONMENT AND RECOVERY OF COSTS
2.1 Each Council shall pay the costs and expenditure including expenses relating to travel, meetings and
the production of the DHR report arising from an incident in its area.
2.2 Where costs or expenditure have been incurred by one Council on behalf of the other Council for the
purposes of a DHR the Council incurring the costs or expenditure may within the following 28 day
period or such other relevant period, submit an invoice to the other Council in relation to the
reimbursement of such costs or expenditure.
2.3 A Council to which a valid invoice is submitted pursuant to Clause 2.2 shall send full payment in
relation thereto to the other Council within 30 days of receipt of the invoice. Any dispute or query
relating to an invoice shall be raised with the Council submitting the invoice within 21 days of receipt
of the invoice by the paying Council.
2.4 A Council required to make payment to the other Council shall in addition pay any Value Added Tax
chargeable in relation thereto upon submission of a valid VAT .
3 DURATION
3.1 This Memorandum of Understanding shall be deemed effective from the date hereof and subject to
Clause 5 shall subsist until the parties agree it is terminated.
4 AGREEMENT REVIEW AND MILESTONES
4.1 The Councils shall review their continued participation in this Memorandum annually
5. PRIOR TERMINATION/WITHDRAWAL
5.1 Subject to compliance with the provisions of Clause 6 hereto a Council may withdraw from this
Memorandum by giving no less than 28 days written notice of its intention to do so.
6 PAYMENT OF OUTSTANDING MONIES DUE
6.1 Within 28 days of a Council withdrawing from or agreeing to terminate this Memorandum, it shall pay
to the other Council any outstanding costs or expenses (if any)incurred up to the date of withdrawal
or termination.
7 INTELLECTUAL PROPERTY RIGHTS
Page3 239 Appendix 1
7.1 Subject to the usual copyright laws, any document or electronic data created and paid for under the
terms of this Memorandum shall remain the joint and several property of the Councils and the other
Council shall have a non-exclusive licence to use it for its own purpose.
7.2 Subject to the usual copyright laws any document or electronic data caused to be created and paid for
in full by an individual Council in connection with this Memorandum shall remain the property of that
Council, but the other Council shall have a non-exclusive licence to use it for its own purposes .
7.3 The provisions of this Clause 7 shall remain in full force and effect notwithstanding the termination of
this Memorandum or the withdrawal of a Council from this Memorandum.
8 NOTICES
8 .1 Any notice in writing to be given under this Memorandum shall be given in writing and shall be
deemed properly served if addressed to the Chief Executive of the Council in question and left at or
sent by first class post to the address of the Council given in this Memorandum. The notice shall be
deemed received by the addressee on the second business day after the date of posting or
transmission as the case may be.
8.2 The parties hereto shall promptly notify one another of any change of address .
9 DISPUTES
9.1 A Council may raise a dispute by giving notice in writing in the first instance to the other Council
referring to this Memorandum and containing details of the matter(s) in dispute and the dispute shall
be deemed to arise on the date of such notice. The Councils shall agree the best way of dealing with
the dispute, the timescale and any procedural matters relating thereto.
9.2 In the event that the Councils are unable to agree any matter(s) referred to in clause 9.1 the matter
shall be immediately referred for consideration by the Chief Executives of the Councils (who may
delegate this responsibility to another officer). The Chief Executives or the delegated officer(s) shall
meet as soon as reasonably practicable and agree a way forward. The Council raising the dispute
shall accept the recommendation of the Chief Executives or the delegated officers.
9.3 The Councils agree to approach disputes in an open and conciliatory way and shall try to resolve any
disputes quickly causing the least delay or disruption. In the event a dispute cannot be resolved and
as a last resort, it shall be open for the Council to withdraw from this Memorandum in accordance with
Clause 5 hereof.
9.4 For the avoidance of doubt, each Council shall remain at all times the employer of its staff for
employment purposes and each Council shall remain solely responsible for disciplinary and
competency matters howsoever arising and any decisions taken in that regard shall be the individual
Council’s alone.
10 ACCESS TO INFORMATION AND DISCLOSURE OF INFORMATION
10.1 Subject to any relevant provisions of the Data Protection Act 1998, Freedom of Information Act 2000,
Legal Privilege or rules as to confidentiality, each Council shall from time to time, give to the other
Councils reasonable access to relevant documentation. Page 4240 Appendix 1
11 INDEMNITY
11.1 Each Council shall be responsible for and shall release and indemnify the other on demand from and
against all liability for losses arising from
a) death or personal injury;
b) loss of or damage to property and
c) third party actions, claims, and / or demands brought against the other Council
which may arise out or, or in consequence of, matters being carried out by the Councils in accordance
with this MOU save for liability for any injury, loss, damage, cost and expense caused by the
negligence or wilful misconduct of the Council seeking to rely on the indemnity in this clause 11.
12 GENERAL
12.1 This Memorandum shall be governed in all respects in accordance with the Laws of England and the
parties hereto irrevocably submit to the jurisdiction of the Courts of England and Wales.
THIS MEMORANDUM OF UNDERSTANDING IS SIGNED on behalf of the Councils the day and year first before written.
SIGNED on behalf of CHESHIRE WEST AND CHESTER BOROUGH COUNCIL
------Authorised Signatory
------Authorised Signatory
SIGNED on behalf of WIRRAL METROPOLITAN BOROUGH COUNCIL by::-
------Authorised Signatory
------Authorised Signatory
Page5 241 Appendix 1
FIRST SCHEDULE
During the subsistence of this Memorandum each Council agrees as follows:-
1. To act jointly and severally to mutually support each other in providing UP TO 2 DHRs . 2. To fully co-operate with each other . 3. To provide the Chairperson of each others DHR and any necessary administration support on a timely basis so as to facilitate the DHRs and all matters associated therewith. 4. To fully and freely exchange with the other all information in its possession relating to this MOU and any relevant DHR. 5. Not to do anything (or fail to do something) which does or is likely to hamper, delay, impede or be inconsistent in any way with, or which does or is likely to give rise to a delay or to adversely affect, this MOU. 6. To pay the costs and expenses arising out of a DHR in accordance with clause 2 of this MOU. 7. To consider any recommendations made by the Chief Executives in relation to a dispute and make decisions thereon on a timely basis.
Page 6242 Appendix 2
WIRRAL COUNCIL
WIRRAL COMMUNITY SAFETY PARTNERSHIP (Date)
CHAIR OF DH REVIEW PANEL (insert details)
INDIVIDUAL MANAGEMENT REVIEW (name of agency) ______
1. INTRODUCTION
Brief factual/contextual summary of the situation leading to the DHR including an outline of the TOR and date for completion: § Identification of person subject to review § Date of Birth: § Date of death /date of serious injury/offence § Name, job title and contact details of person completing this IMR (include confirmation regarding independence from the line management of the case). § Perpetrator / family Details if relevant § Name / Date of birth / Relationship / Ethnic origin / Address § Include family tree or genogram if relevant.
2. TERMS OF REFERENCE
3. METHODOLOGY
§ Record the methodology used including extent of document review and interviews undertaken.
4. DETAILS OF PARALLEL REVIEWS/PROCESSES • e.g. Criminal Justice process, MAAPA Review
5. CHRONOLOGY OF AGENCY INVOLVEMENT
5.1 AGENCY INVOLVEMENT WITH THE VICTIM, THE PERPETRATOR AND THEIR FAMILIES
The review should include a comprehensive chronology that charts the involvement of the agency with the victim, the perpetrator and their families over the period of time set out in the review’s terms of reference. It should summarise the events that occurred; intelligence and information known to the agency; the decisions reached; the services offered and provided to the victim, the perpetrator and their families; and any other action taken.
5.2 State when the victim/child/family/perpetrator was seen including antecedent history where relevant.
Page 243 Appendix 2
5.3 Identify the details of the professionals from within your agency who were involved with the victim, family, perpetrator and whether they were interviewed or not for the purposes of this IMR.
6. ANALYSIS OF INVOLVEMENT
6.1 The review should consider the events that occurred, the decisions made and the actions taken or not taken. Where judgements were made, or actions taken, that indicate that practice or management could be improved, the review should consider not only what happened, but why. Each homicide may have specific issues that need to be explored and each review should consider carefully the individual case and how best to structure the review in light of the particular circumstances. The following are examples of the areas that will need to be considered:
6.2 Were practitioners sensitive to the needs of the victim and the perpetrator, knowledgeable about potential indicators of domestic violence and aware of what to do if they had concerns about a victim or perpetrator? Was it reasonable to expect them, given their level of training and knowledge, to fulfil these expectations?
6.3 Did the agency have policies and procedures for (DASH) risk assessment and risk management for domestic violence victims or perpetrators, and were those assessments correctly used in the case of this victim/perpetrator? Did the agency have policies and procedures in place for dealing with concerns about domestic violence? Were these assessment tools, procedures and policies professionally accepted as being effective? Was the victim subject to a MARAC?
6.4 Did the agency comply with domestic violence protocols agreed with other agencies, including any information-sharing protocols?
6.5 What were the key points or opportunities for assessment and decision making in this case? Do assessments and decisions appear to have been reached in an informed and professional way?
6.6 Did actions or risk management plans fit with the assessment and decisions made? Were appropriate services offered or provided, or relevant enquiries made in the light of the assessments, given what was known or what should have been known at the time?
6.7 When, and in what way, were the victim’s wishes and feelings ascertained and considered? Is it reasonable to assume that the wishes of the victim should have been known? Was the victim informed of options/choices to make informed decisions? Were they signposted to other agencies?
6.8 Was anything known about the perpetrator? For example, were they being managed under MAPPA?
6.9 Had the victim disclosed to anyone and if so, was the response appropriate?
Page 244 Appendix 2
6.10 Was this information recorded and shared, where appropriate?
6.11 Were procedures sensitive to the ethnic, cultural, linguistic and religious identity of the victim, the perpetrator and their families? Was consideration for vulnerability and disability necessary?
6.12 Were senior managers or other agencies and professionals involved at the appropriate points?
6.13 Are there other questions that may be appropriate and could add to the content of the case? For example, was the domestic homicide the only one that had been committed in this area for a number of years?
6.14 Are there ways of working effectively that could be passed on to other organisations or individuals?
6.15 Are there lessons to be learned from this case relating to the way in which this agency works to safeguard victims and promote their welfare, or the way it identifies, assesses and manages the risks posed by perpetrators? Where can practice be improved? Are there implications for ways of working, training, management and supervision, working in partnership with other agencies and resources?
6.16 How accessible were the services for the victim and perpetrator?
6.17 To what degree could the homicide have been accurately predicted and prevented?
6.18 Assess practice against guidance and relevant legislation.
7. ADDRESSING TERMS OF REFERENCE
7.1 Consider further analysis in respect of key critical factors, which are not otherwise covered by the sections above.
8. EFFECTIVE PRACTICE/LESSONS LEARNT
9. RECOMMENDATIONS
9.1 Recommendations should be focused on the key findings of the IMR and be specific about the outcome which they are seeking.
Page 245 This page is intentionally left blank
Page 246 Appendix 3
WIRRAL COUNCIL
WIRRAL COMMUNITY SAFETY PARTNERSHIP (Date )
CHAIR OF DH REVIEW PANEL MR. GAVIN BUTLER
INDIVIDUAL MANAGEMENT REVIEW (name of agency) ______
1. INTRODUCTION
This Individual Management Review (IMR) arises from the death of (name ) born on (full date of birth ) who died on (insert date ) at her home address in Wirral.
Name, job title and contact details of person completing this IMR (include confirmation regarding independence from the line management of the case).
The period subject of review detailed within this report is insert details
2. METHODOLOGY
Using data provided by the genograme included at Appendix A to this report I have researched all the named individuals for evidence that my agency, insert name , has had contact with them during the period subject of this review.
Record the methodology used including extent of document review and interviews undertaken.
3 CHRONOLOGY OF AGENCY INVOLVEMENT.
I can find no record of my agency having contact with any of the individuals named within the genograme during the period specified within this review.
Page 247 1 This page is intentionally left blank
Page 248 Appendix 4
WIRRAL COUNCIL
WIRRAL COMMUNITY SAFETY PARTNERSHIP (Date)
CHAIR OF DHR REVIEW PANEL ( insert details )
DOMESTIC HOMICIDE OVERVIEW REPORT EXECUTIVE SUMMARY (Anonymised for publication and dissemination )
______
1. The review process This summary outlines the process undertaken by Wirral domestic homicide review panel in reviewing the murder of ( insert victim details ).
(Insert Suspect details ) is currently awaiting trial for (insert victim details )’s murder / Criminal proceedings have been completed. ( Details of outcome )
The process began with an initial meeting on (date) of all agencies that potentially had contact with ( insert victim details ) prior to the point of death.
Agencies participating in this case review are: ( delete as appropriate )
• Wirral Local Authority • (Insert name of housing association ) Housing • Wirral Children and Young Peoples Department • Wirral Department of Adult Social Services • Wirral Police Family Crime Investigation Unit • Wirral Local Probation Board • Wirral Primary Care Trust • Wirral NHS Trusts • Wirral Mental Health Team • Victim S Wirral Support Services • Wirral Family safety Unit IDVA • Wirral Domestic Violence Refuge • Wirral Community Police Consultative Group • Friends / Family / Employer • other
Agencies were asked to give chronological accounts of their contact with the victim prior to his/her death. Where there was no involvement or insignificant involvement, agencies advised accordingly.
Each agency’s report covers the following: A chronology of interaction with the victim and/or their family; what was done or agreed; whether internal procedures were followed; and conclusions and recommendations from the agency’s point of view.
Page 249 1 Appendix 4
The accounts of involvement with this victim cover different periods of time prior to their death.
Some of the accounts have more significance than others. The extent to which the key areas have been covered and the format in which they have been presented varies between agencies.
(Insert Number ) of the (insert total number ) agencies responded. In total, (Insert Number agencies have responded as having had no contact with either the victim or the suspect or with any children involved: (name agencies ).
(Insert Number ) have responded with information indicating some level of involvement with the victim: (name agencies ).
(Indicate here if an agency’s contact is of no relevance to the events that led to the death of the victim, state their last record of contact and detail)
The police report shows that on ( insert number) occasions between ( insert date ) and ( insert date ) the police had contact with ( victim ) in relation to allegations of ( name allegations and who the alleged offences were committed by ). ( State what the victim’s wishes were at the time in terms of proceeding or withdrawing )
(Name Agencies ) responded as having no trace of the victim, the suspect or any children on their database or general registry. ( State here if information has come to light showing the contrary)
(State here any agencies showing contact or interaction with the victim or their family)
Key issues arising from the review (Add issues as required)
Conclusions and recommendations from the review (Add conclusions and recommendations as required)
Page 250 2 Appendix 5
WIRRAL COUNCIL
WIRRAL COMMUNITY SAFETY PARTNERSHIP (Date)
CHAIR OF DHR REVIEW PANEL ( insert details )
DOMESTIC HOMICIDE OVERVIEW REPORT
______
REPORT INTO THE DEATH OF (add victim’s name/reference )
Report produced by …..
Date ……
Introduction
This report of a domestic homicide review examines agency responses and support given to ( victim’s name ), a resident of ( area name ) prior to the point of (his/her ) death on ( date of death ).
The review will consider agencies contact/involvement with (insert victim’s and perpetrator’s name) from ( indicate date/s/period that the scope of the review will be examining).
The key purpose for undertaking DHRs is to enable lessons to be learned from homicides where a person is killed as a result of domestic violence. In order for these lessons to be learned as widely and thoroughly as possible, professionals need to be able to understand fully what happened in each homicide, and most importantly, what needs to change in order to reduce the risk of such tragedies happening in the future.
(• Summarise the circumstances that led to a review being undertaken in this case. • State the terms of reference of the review and record the methodology used, what documents were used, whether interviews undertaken. • List the contributors to the review and the nature of their contribution. • List the DHR panel members and the author of the overview report.)
Timescales This review began on (insert date ) and was concluded on (insert date ). Reviews, including the overview report, should be completed, where possible, within six months of the commencement of the review.
Page 251 1 Appendix 5
The Facts (• Where the victim lived and where the victim was murdered. A synopsis of the murder (what actually happened and how the victim was killed). • Details of the Post Mortem and inquest and/or Coroner’s inquiry if already held. • Members of the family and the household. Who else lived at the address and, if children were living there, what their ages were at the time. • How long the victim had been living with the perpetrator(s). If a partner/ex- partner, how long they had been together as a couple. • Who has been charged with the murder and the date of the trial (if known). • A chronology charting contact/involvement with the victim, the perpetrator and their families by agencies, professionals and others who have contributed to the review process. Note the time and date of each occasion when the victim, perpetrator or child(ren) was seen and the views and wishes that were sought or expressed. • An overview that summarises what information was known to the agencies and professionals involved about the victim, the perpetrator and their families. • Any other relevant facts or information.)
Analysis (This part of the overview should examine how and why events occurred, information that was shared, the decisions that were made, and the actions that were taken or not taken. It can consider whether different decisions or actions may have led to a different course of events. The analysis section is also where any examples of good practice should be highlighted.)
Conclusions and recommendations (This part of the report should summarise what lessons are to be drawn from the case and how those lessons should be translated into recommendations for action. Recommendations should include, but not be limited to those made in individual management reports and may include recommendations of national impact. Recommendations should be relatively few in number, focused and specific, and capable of being implemented.)
Confidentiality The findings of each review are confidential. Information is available only to participating officers/professionals and their line managers.
Dissemination (List of recipients ) have received copies of this report.
Page 252 2 Appendix 6
WIRRAL COUNCIL
WIRRAL COMMUNITY SAFETY PARTNERSHIP (Date )
CHAIR OF DH REVIEW PANEL MR. GAVIN BUTLER
DHR ACTION PLAN ______
1. INTRODUCTION
Following a review into the death of (insert name) who died on (insert date) and the concluding findings of the Domestic Homicide Review Panel an Action Plan, using the template attached at Appendix A, to adress the learning points from the Review is required.
2. METHODOLOGY .
2.1. Agreement will be sought by the Chair of Wirral Community Safety Partnership (CSP) with officers at a senior level within each of the Domestic Homicide Review Panel participating organisations on the content of the Action Plan.
2.2 Once agreed, the Chair of the CSP will forward the Action Plan together with a copy of the Overview Report and Executive Summary to the Home Office Quality Assurance Group. This will be done via email to [email protected];
2.3 On receiving clearance from the Home Office Quality Assurance Group, the CSP will provide a copy of the Overview Report Executive Summary and Action Plan to a senior manager of each participating agency;
2.4 Wirral CSP will thereafter monitor the implementation of the Action Plan and formally conclude the Domestic Homicide Review when the Action Plan has been implemented.
Page 253 1 Appendix 6
Page 254 2 Appendix 6
Appendix A
Wirral Community Safety Partnership
Domestic Homicide Review Action Plan.
Recommendation Scope of Action to take Lead Agency Key milestones Target Date Date of recommendation achieved completion i.e. in enacting and Outcome local or regional recommendation
Page 255 What is the over- Should this How exactly is Which agency Have there been When should When is the arching recommendation the relevant is responsible key steps that this recommendation recommendation? be agency going to for monitoring have allowed the recommendation actually enacted at a local make this progress of recommendation be completed completed? or recommendation the actions to by? What does regional level? happen? and ensuring be enacted? outcome look (N.B national What actions enactment of the like? learning will be need to occur? recommendation? identified by the Home Office Quality Assurance Group, however the review panel can suggest recommendations for
3 Appendix 6
national level)
Page 256
4 Appendix 7
Equality Impact Toolkit (new version July 2011)
Section 1: Your details
Council officer : Ian Lowrie
Email address : [email protected]
Head of Service: Steve McGilvray
Department : Law, HR and AM
Date : 12 th October 2011
Section 2: What Council function / proposal is being assessed? Domestic Homicide Review Policy
Section 3: Is the Council function / proposal relevant to equality? (please tick relevant boxes) x In services x In the workforce x In communities
¨ Other (please state)
¨ None (please stop here and email this form to your Head of Service who needs to email it to [email protected] for publishing)
Section 4: Within the Equality Duty 2010, there are 3 legal requirements. Which of the following are relevant to the Council function / proposal? (please tick relevant boxes) x To eliminate unlawful discrimination, harassment and victimisation x To advance equality of opportunity x To foster good relations between groups of people
Page 257 1 Appendix 7 Section 5: Will the function / proposal have a favourable or negative impact on any of the protected groups (race, gender, disability, gender reassignment, age, pregnancy and maternity, religion and belief, sexual orientation, marriage and civil partnership)?
Please list in the table below and include actions required to mitigate any negative impact.
Protected Favourable Action characteristic or negative required to Lead Timescale Resource impact mitigate any person implications negative impact All Negative Steve Ongoing Staff costs Overall McGilvray The death of a responsibility for person aged 16 or establishing a DHR over has, or rests with Wirral appears to have, CSP. When a resulted from domestic homicide violence, abuse or occurs, the neglect by- Merseyside Police (a) a person to will inform the Chair whom he/she was of Wirral CSP in related or with writing of the whom he/she was incident. or had been in an - Establish what intimate personal lessons are to be relationship; or learned from the (b) a member of case about the way the same in which local household as professionals and himself/herself organisations work individually and together to safeguard victims. - Identify clearly what those lessons are both within and between agencies, how and within what timescales they will be acted on, and what is expected to change as a result; - Apply these lessons to service responses including changes to policies and procedures as appropriate; - Prevent domestic violence homicide and improve service responses for all domestic violence victims and their children through improved intra and inter-agency work.
Page 258 2 Appendix 7 Disability Negative People with a Working with Jill Barr Dec 2011 Funded through long-term illness agencies through CSP and various or disability are the MARAC funding streams more likely process and CSP / together with to be a victim of CSP Executive investment by domestic abuse means that partner agencies. and stalking than relevant agencies people without. It are engaged with should be noted their clients and risk that this does not is reduced. imply causation and these findings should be treated as indicative rather than conclusive. Further research indicates that disabled women or those with mental health problems are at a higher risk of victimisation. Disabled women may be around twice as likely to be assaulted or raped, and more than half of all women with a disability may have experienced some form of domestic violence in their lifetime. In addition, at least half of all women in touch with mental health services have experienced violence and abuse, yet the level of awareness amongst mental health professionals can be low and women are rarely asked about their experience of violence.
Gender Positive In line with Provision of Jill Barr Completed but 6 JCST Information, Community Safety Independent monthly review Communication, Gender Partnership target, Domestic Violence Evaluation Team reassignment referals of male Advocate (IDVA) for – staff costs clients has male clients. absorbed as part increased (3.4%) of the Strategic compared to 1% Assessment. last year. National average is 3.4%. Positive service user feedback. Page 259 3 Appendix 7
Tackling domestic Provision of male violence is a Independent priority Domestic Violence Call to End Advocate (IDVA) Violence Against and Independent Women and Girls Sexual Violence and the Advocate (ISVA) for supporting Action female clients. Plan published on 8th March 2011, This provision is closely aligned with the focus on ‘prevention’ which is at the heart of our approach to tackling violence against women and girls: to prevent such violence from happening by challenging the attitudes and behaviours which foster it and intervening early where possible to prevent it Race , Negative Religion , Victims of Use of CAADA Jill Barr Completed but 6 Staff costs – as domestic violence Dash (risk monthly review part of duties. Belief from a black, assessment tool) minority-ethnic allows for (BME) identification of background may Honour Based find it more Violence (HBV) difficult to leave cases and safety an abusive planning takes HBV situation due to into account. HBV cultural beliefs or training conducted a lack of for FSU and JCST appropriate managers. services. Forced marriages, female genital mutilation (FGM) and so called ‘honour’-based violence (HBV) are more likely to be prevalent in (although are not limited to) certain communities, including BME communities, although the data we have on these crimes is limited. Careful consideration must be given to individuals selected for the review process to provide specialist cultural
Page 260 4 Appendix 7
knowledge, as there may be issues of confidentiality with regards to using individuals from local communities. As outlined above, domestic violence and homicide cuts across geographical, religious, ethnic and national boundaries. Certain types of violence do disproportionately impact women from some communities. Negative Raised awareness Equality and Jill Barr Ongoing Staff costs – as of domestic abuse Diversity Action part of duties. can increase risk Plan 2011-2012 and challenge factors this gap into cultural issues account and sets within certain out clear plan to communities. address any gaps which may arise. Which includes education and collaboration. Effectively managed safety planning and close links with Corporate Services and multi-agency links, including DV and Hate Crime MARAC’s, reduce this risk. All Positive FSU is pro- Regular, quality Ian Lowrie Completed but 6 Staff costs – as actively focussed assurance checks monthly review part of duties. on providing a through dip safe, non- sampling and discrimnatory scrutiny through service equally Departmental accessible to all Equality Group, eligible clients. Section representative. Negative Owing to staff Temporary IDVA Jill Barr Monthly Funding secured capacity currently post until 31 March from existing at maximum 2012 is with Human budget. effort, the FSU Resources in order would not be able to recruit to manage to manage further any increase, if increase in case required. load.
Where and how will the above actions be monitored?
Community Safety Management meeting and Departmental Equality Group meeting. Community Safety Partnership – Executive Group. Page 261 5 Appendix 7
If you think there is no negative impact, what is your reasoning behind this?
Section 6: What research / data / information have you used in support of this process?
Home Office Crime and Policing Group - Violent and Youth Crime Prevention Unit, reported on a Full Equality Impact Assessment arising out of legislation. The means by which the DHR is proposed is based upon recommended good practise and following guidelines for transparency. The mutual arrangements are recommended for support through both Local Authorities in that, In order to minimise costs to the Council, a reciprocal agreement has been made with Chester West and Cheshire Council over the Chair of a DHR Panel and the author of the DHR overview report. A memorandum of understanding has been drawn up by legal officers from the two Authorities it follows, therefore, that costs are reduced and process more effective.
Accomodation issues - Family Safety Unit clients require good public transport links and access onto ground floor accomodation as they generally have pushchairs and young children so would have difficulty negotiating stairs. Secure offices are required for our own computer systems and taking into account partnership arragements and agreements in regard to Data Protection legislation to protect client’s data. Secure enviornment for staff working late and to protect the public from excess noise pollution.
Representation – Preliminary monitoring has identified that the following groups are under- represented in accessing the FSU service ; • Sri Lankan • Muslim • Chinese
Section 7: Are you intending to carry out any consultation with regard to this Council function / policy?
Yes – (please delete as appropriate)
If ‘yes’ please continue to section 8 .
If ‘no’ please state your reason(s) why : (please stop here and email this form to your Head of Service who needs to email it to [email protected] for publishing)
Section 8: How will consultation take place?
Consultation with Asset Management to provide the most suitable accomodation for all the needs of Community Safety.
In addition, consultation with partners in regard to Equality for all their staff requirements and client groups.
Page 262 6 Appendix 7 Utilising community links with Multicultural Centre, Wirral Change and other BME support Services for education and awareness raising of reporting in respect of domestic abuse.
Once you have completed your consultation, please review your actions in section 5. Then email this form to your Head of Service who needs to email it to [email protected] for publishing)
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Page 264 Agenda Item 12
WIRRAL COUNCIL CABINET 24TH NOVEMBER 2011 Neighbourhood Plans and Area Forum SUBJECT: Funding WARD/S AFFECTED: All REPORT OF: Chief Executive Cllr Jean Stapleton, Community and RESPONSIBLE PORTFOLIO HOLDER: Customer Engagement KEY DECISION: Yes
1.0 EXECUTIVE SUMMARY
1.1 This report provides an overview of the Council’s Neighbourhood Plan consultation and proposals to develop action plans for each area forum based on what local communities have told us during the consultation.
1.2 This report also sets out the results of the participatory budgeting exercise undertaken in respect of the Empty Shops Fund and Funds for You / Public Health funding.
1.3 The report finally outlines proposals for the future development of the area forums including the re-establishment of the chairs’ group.
2.0 RECOMMENDATION/S
2.1 Cabinet is requested to note the themes that have emerged from the Neighbourhood Plan consultation and that they are used to inform the setting of the Council’s budget for 2012/13.
2.2 Cabinet is requested to approve the award of the Empty Shops Fund and Funds for You / Public Health funding as set out at appendices 1 and 2 of this report.
2.3 Cabinet is requested to agree to delegate authority to the Chief Executive, in consultation with the Cabinet Member for Community and Customer Engagement, to award funds for any remaining applications for Funds for You / Public Health as set out in paragraph 6.4 of this report.
2.4 Cabinet is requested to agree to delegate authority to the Acting Director of Regeneration, Housing and Planning, in consultation with the Cabinet Member for Regeneration and Planning Strategy, to approve the award of any additional funds for Empty Shops Fund as set out in paragraph 6.5. This delegated authority is also requested to approve funding recommendations arising from the extension of the Empty Shops Fund opportunity.
3.0 REASON/S FOR RECOMMENDATION/S
3.1 Cabinet resolved at its meeting on the 23 rd June 2011 to develop Neighbourhood Plans. This report sets out recommendations to finalise these plans and to support
Page 265 and enhance Wirral’s 11 area forums and to influence the investment of Council resources through the development of Neighbourhood Plans.
3.2 In line with the Cabinet resolution to distribute area forum funding at the October forum events, this report presents the projects for Cabinet to award funding as required by the Council’s decision making process.
4.0 BACKGROUND AND KEY ISSUES
4.1 NEIGHBOURHOOD PLAN CONSULTATION
4.1 The objective of developing Neighbourhood Plans is to:
• Accurately reflect the real challenges for the area based on engagement and consultation with local communities • Set out a vision for a community and identify local priorities within the area • Robustly influence the way the Council invests resources and delivers services in a local area • Determine the future distribution of forum funding
4.2 A comprehensive consultation programme has now taken place with local communities. This commenced on the 25 th July and concluded on the 7 th October 2011. Throughout this period, the Council’s Community Engagement Team have been out in the community talking to residents, voluntary organisations, schools, community groups and residents associations – asking them what their priorities are for their neighbourhoods, and what they would like to see changed or improved.
4.3 A range of methods were used to gather residents’ opinions across all 11 area forums, including;
§ An online and paper questionnaire § Focus groups and presentations with resident and community groups § A dedicated Neighbourhood Plan ‘hotline’ for residents to leave their views § Events and open days throughout the community § Attendance at sessions held by Alison McGovern MP which provided 250 responses from local residents
4.4 The consultation received a very positive response with over 1400 people completing the Neighbourhood Plan questionnaire and 173 focus groups held. The Community Engagement Team also held or visited a further 250 events throughout August and September to raise awareness of the Neighbourhood Plan consultation.
4.5 Ward Councillors received regular communication throughout the consultation period and were asked to inform the team of any further community events and meetings for the consultation team to attend. This involvement proved extremely useful to ensure a successful response from all parts of Wirral’s communities.
4.6 The October area forum events provided an excellent opportunity to feedback initial findings of the consultation and seek further resident views on the issues and
Page 266 priorities for their area. Over 500 local people attended these events which is excellent attendance and an improvement from 240 attendees in October 2010.
4.7 Indicative consultation responses are provided below for each forum area:
Focus Groups Questionnaires Area Forum and Received Presentations* Bebington and Clatterbridge 97 7 Bidston and Claughton 93 21 Birkenhead, Tranmere and Rock Ferry 164 21 Bromborough and Eastham 135 30 Greasby, Frankby, Irby and Upton 132 7 Heswall, Pensby and Thingwall 91 8 Leasowe, Moreton and Saughall Massie 129 17 Liscard and Seacombe 101 10 New Brighton and Wallasey 110 15 Oxton and Prenton 175 26 West Wirral 155 11 NO NEIGHBOURHOOD GIVEN 25 0 Total 1407 173
*Figures do not include the 250 responses provided through the Alison McGovern MP sessions and further issues and suggestions raised by local residents through the dedicated ‘Neighbourhood Plan’ hotline and area forum events.
**Focus groups and presentations were undertaken with community groups and local residents on direct request and based on suggestions from Ward Councillors.
5.0 DEVELOPING THE NEIGHBOURHOOD PLANS
5.1 Further to the consultation, a summary findings report has been produced for each area forum and was provided for local residents comments at the October area forum events. The consultation findings have also been placed on the Council’s website at www.wirral.gov.uk/neighbourhood and in all One Stop Shops and Libraries across Wirral to provide further opportunities to comment on the findings.
5.2 Taking into account any additional feedback from local residents, draft Neighbourhood Plans will be developed for each area and reported to Cabinet to inform the setting of the Council’s budget for 2012/13. Neighbourhood Plans will be formally adopted at the areas forums in February.
5.3 A summary of the general themes to emerge from the consultation is provided below by Corporate Plan theme.
Page 267 5.4 Your Economy
• Residents consistently stated that it is very important for Wirral Council to help residents to find work. • Lack of skills and not enough jobs were the two most perceived barriers to people finding jobs. • Providing training and support were consistently suggested as something that the Council should be doing. Other suggestions included offering work experience and volunteering opportunities and encouraging and supporting enterprise start- ups.
5.5 Your Family: Children Young People
• Residents emphasised the importance of the availability and accessibility of local parks and open spaces. The provision of local amenities including libraries and leisure centres were also often cited as important factors in what makes their neighbourhood a good place for children and young people to grow up in, as were good local schools. • More facilities and activities for teenagers were also cited as an important priority for improvement across all neighbourhoods.
5.6 Your Family: Health and Wellbeing
• Generally, people seem happy with the health services available to them. • There was a general consensus across all areas that the ‘top 3’ priorities in relation to health were; ‘being physically active’; ‘a cleaner, greener environment’; and ‘access to affordable healthy foods’. • The findings suggest that there is generally a lack of awareness of what services are available for vulnerable people. • Better publicising and promotion of services that are already available for vulnerable people, and improving Policing and Community Safety initiatives were commonly suggested themes that residents believed could keep vulnerable people safe and protected.
5.7 Your Neighbourhood
• All areas expressed a high level of satisfaction with their neighbourhood. • Key features that people like about each area fell into three broad themes; ‘community spirit’, ‘access to local amenities’ and ‘satisfaction with local parks and open spaces’. • Issues raised for improvement varied between local areas. Road safety and road maintenance, dog fouling and litter were commonly identified as problems across all areas.
5.8 Your Council: Local Services
• Reducing Crime and Anti-Social Behaviour was universally selected in response to the question “What should the Council’s priorities be?”. There was less consensus achieved for other areas, but other common themes selected
Page 268 included; street cleanliness and road maintenance; and rubbish collection and recycling. • Large percentages of respondents from each neighbourhood felt that communities should have more power in deciding where Council resources are spent. However, there was much more variation in the percentages of people who felt that they themselves would be interested in getting involved with decision making.
5.9 The Neighbourhood Plan for each forum area will identify the local issues and actions that residents want to see taken in their local area. On the basis of analysis undertaken to date, it is expected that these issues and actions will fall into three categories for a response from the Council.
Issue requires Proposed approach
Cabinet decision for further funding / Ensure issues are raised through inclusion in the policy initiative Corporate Plan as appropriate to ensure that these inform budget setting process.
Consideration as part of a department’s Head of Communications and Community core budget / work programme Engagement will progress these discussions with relevant department’s Chief Officer.
Activity to be funded from targeting use Head of Communications and Community of existing area forum funding allocation Engagement will progress these discussions with relevant department’s Chief Officers and Ward Councillors.
5.10 Where an issue has raised a mix of views or in some case conflicting opinions from local residents, it is proposed that further discussion is held initially with Ward Councillors and relevant departmental officers and, where appropriate, further consultation is taken with local residents.
5.11 A number of the issues and priorities will require joint partnership working between the Council and its partner organisations such as the Police, Fire and Rescue Service and NHS Wirral. It is proposed that the Local Strategic Partnership Executive receives a report on the Neighbourhood Plan consultation when it next meets in January 2012, and that further action planning sessions take place based on the issues that have emerged from the consultation.
5.12 Each area forum has £20,000 You Decide funding, £20,000 Improving Road Safety funding (which can be used for improvements such as drop kerbs and cycling lanes) and £5,000 Winter Resilience funding to spend according to local priorities. Cabinet resolved at its meeting in June to allocate this funding in accordance to the area forum priorities that emerge through the neighbourhood plans.
You Decide: £20,000 per forum Improving Road Safety: £20,000 per forum Winter Resilience £5,000 per forum ______Total: £45,000 per forum
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5.13 It is proposed that the Improving Road Safety fund is spent according to the findings of the Neighbourhood Plan consultation specifically related to road safety and travel issues. This information will be provided to the Technical Services department to provide an assessment of each issue including work required, priority level and associated costs in order to enable the Ward Councillors to make an informed decision regarding where funding is to be awarded.
5.14 It is proposed that the You Decide and Winter Resilience funding together with underspend from the Funds for You and Public Health resources is made available for Ward Councillors in each forum area to commission services or activities that will have a positive impact on the priorities identified within the forum’s Neighbourhood Plan. It is suggested that this will create a single neighbourhood fund to use flexibly according to the Neighbourhood Plan priorities and that this approach be adopted for the future distribution of all forum funding. Public Health underspend will be specifically allocated to have a positive impact on the health and wellbeing of Wirral residents. This approach will delegate the decision making for allocation of forum funding to Ward Councillors and ensure that funding follows priorities identified within the area based on consultation with local residents.
6.0 AREA FORUM FUNDING ALLOCATION
6.1 Cabinet resolved on 23 rd June 2011 to distribute Empty Shops Funding and Funds for You / Public Health funding through participative budgeting at the October area forums. All applications were initially reviewed by an officer panel against the funding criteria agreed by Cabinet.
6.2 Applicants meeting the funding criteria were invited to attend and present their proposed project at the October forum events, with local residents attending given the opportunity to vote for the projects which they would like to see funded. Protocols were developed for the events and shared with Ward Councillors as well as published on the Council’s website. Applications made to the Leasowe, Moreton and Saughall Massie area forum were considered by the Ward Councillors in this area.
6.3 The following funding was available for allocation at the October forum events:
Funds for You: £15,500 per forum Public Health: £10,000 per forum 1 Empty Shops: £17,500 per forum 2 Total: £43,000 per forum
1Includes an additional investment from NHS Wirral for 2011/12 announced following the advertisement of the funding.
2Additional funding from the Government’s National Empty Shops initiative is also available for to be allocated to three specific centres through the relevant area forums as follows: • Liscard and Seacombe Area Forum: King Street / Brighton Street £17,500 • Bromborough and Eastham Area Forum: New Ferry £17,500, Bromborough £17,500
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6.4 The voting results for the Bromborough / Eastham area forum will be considered at a further meeting of Ward Councillors. The results for this area forum were marginal in relation to a high number of projects and it was agreed that in this instance the votes would be referred to elected members. It is requested that Cabinet agree that the award of funding for this area forum and all multiple applications will therefore be approved under delegated authority by the Chief Executive, in consultation with the Cabinet Member for Community and Customer Engagement.
6.5 Additionally, as there remains £33,500 Empty Shops Fund for the Bromborough / Eastham area forum the Ward Councillors will have a further opportunity to consider awarding remaining funds to applications that were not supported by the local people attending the October area forum event. This is in line with the protocol developed to distribute forum funding through participatory budgeting. Also, there are further projects that are requesting additional funds due to changes in circumstances from their original application, for example increased costs related to a change in the property applied for. It is requested that Cabinet agree that any additional award of Empty Shops Fund is approved under delegated authority by the Acting Director of Regeneration, Housing and Planning, in consultation with the Cabinet Member for Regeneration and Planning Strategy.
7.0 EMPTY SHOPS FUND
7.1 The Empty Shops fund is available to businesses, voluntary, community or faith sector groups and ‘not for profit’ organisations to deliver activities that bring empty shops back into use and contribute to one or more of the following aims: • Lead to the re-use of empty shops as a result of the grant; • Increase the vitality of a local shopping centre; • Encourage more people to visit a local shopping centre; • Lead to the provision of local employment opportunities.
7.2 These aims were informed by consultation with a number of traders groups and reflected the understanding that there are a range of activities that can contribute to bringing empty shops back into use and therefore benefit local shopping centres. The range of projects applying to the Fund therefore include temporary, semi- permanent and sustainable solutions with some projects relating to the setting up of businesses with others involving increasing the vitality of an area on a more temporary basis.
7.3 The projects to be awarded funding subject to Cabinet approval are set out in Appendix 1 of this report. Cabinet are requested to approve payments to these applicants subject to detailed contracting including a formal offer letter, which will set out the terms and conditions of the fund, and also any necessary statutory approvals being in place. Should Cabinet approve the projects in Appendix 1 it is proposed that those area forums with small allocations of funding remaining, which will be insufficient to fund a further empty shops project, should be able to use this remaining funding in line with the emerging Neighbourhood Plan priorities.
7.4 The funding available for bringing empty shops back in to use was extensively advertised and the response for the funding was high. However, following consideration of the applications by the officer panel, in terms of eligibility criteria,
Page 271 and then by local residents at the area forum meetings, significant funding remains available in six of the area forum areas: • Heswall, Pensby and Thingwall • Bebington and Clatterbridge • Bidston, St James and Claughton • New Brighton and Wallasey • Oxton and Prenton • Bromborough and Eastham
7.5 It is therefore recommended that a further opportunity should be given to generate interest in the Fund across these forum areas and that a focused and targeted approach is taken to seek applications to bring empty shops back into use. In order to enable applications resulting from this extension to be allocated funding within this financial year, it is proposed that after assessing their eligibility they should be considered by the elected ward members of the relevant area forums and if supported then it is requested that authority is delegated to the Acting Director of Regeneration, Housing and Planning, in consultation with the Cabinet member for Regeneration and Planning Strategy to approve them.
7.6 It is also proposed that any funding that remains unallocated at the end of this extended opportunity should remain available to be used by the relevant area forums in line with their Neighbourhood Plan priorities.
8.0 FUNDS FOR YOU / PUBLIC HEALTH
8.1 Funds for You and Public Health funding is available to voluntary, community or faith sector groups and ‘not for profit’ organisations to fund projects and activities that will have a positive impact in Wirral’s communities and health and wellbeing of local residents.
8.2 Groups that applied to three or less area forums were invited to present at the October area forum events. A number of groups made funding applications to four or more area forums and in these instances the applications were considered separately by the Ward Councillors in appropriate areas.
8.3 There is currently a £14,585 underspend available from previous year’s funding allocation. It is proposed that this underspend is utilised to fund multiple applications considered by Ward Councillors and the 2012 Big Lunch events.
8.4 The projects to be awarded funding subject to Cabinet approval are set out in appendix 2 of this report. Cabinet are requested to approve payments to these applicants subject to a formal offer letter which will set out the terms and conditions of the fund.
9.0 FUTURE DEVELOPMENT OF AREA FORUMS
9.1 The October area forum events attracted well in excess of 500 residents; an increase of over 100% on the October 2010 meetings. During this Neighbourhood Plan consultation process the Community Engagement Team has also met with over 170 community groups across the borough.
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9.2 It is intended to capitalise on this increase in engagement through a redevelopment of the area forums, and investigating methods of reinvigorating the meetings by looking at their purpose, frequency, promotion and membership.
9.3 The first step in achieving this will be to re-establish the ‘Chairs Group’; comprising Council officers together with the members acting as Chairs for each forum area for 2011/12. It is proposed that the Chairs’ Group should hold their first meeting by January 2011, in advance of the February 2012 round of forum meetings.
9.4 As indicated earlier in this report, the findings from the Neighbourhood Plan consultation are currently being analysed, with a view to being shared with Departments before being developed into an action plan for each area forum. Progress against these actions will then, it is proposed, become the main driver for area forum agendas in the future, in consultation with the Chair.
9.5 It is also proposed that the Chairs’ Group will look at other issues around the management of the Forums, namely; frequency of meetings, the membership of the Forum and the role of community representatives, any possible ‘sub-groups’ or committees of residents to work on specific issues, and the location and venues of meetings.
9.6 The promotion and identity of the area forum meetings will also be considered by the Chairs Group, with input from Council officers, in an effort to further increase the numbers of attendees at the meetings.
10.0 RELEVANT RISKS
10.1 Project and risk planning is in place in relation to the approach set out in this report and will be regularly reviewed to ensure that key risks are addressed through mitigating action.
10.2 A funding agreement will be put in place between the Council and each of the approved projects and this will outline that the funding should be used solely for the purpose for which it was given. With regards to the Empty Shops funding, project owners will be required to provide financial records and receipts for all claimed expenditure in line with council procedures. However, where necessary to assist with cashflow, it is proposed that payments can be made in advance subject to: • the organisation clearly evidencing in writing, and to the satisfaction of the Deputy Chief Executive/Director of Finance, a need for advance funding, and • The provision of financial receipts against each advance before any further advances are made.
10.3 A number of the empty shops projects may require change of use consent. These projects have been identified by officers and discussed with the applicants and with planning officers to ensure that the appropriate approvals can be put in place prior to any projects proceeding.
11.0 OTHER OPTIONS CONSIDERED 11.1 Not applicable
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12.0 CONSULTATION 12.1 The consultation approach has been developed to initiate the widest possible consultation and engagement with local communities. Consultation plans were drawn up for each forum area and included consultation events and a targeted programme for engagement with Wirral’s Communities.
12.2 Consultation has taken place on the draft findings with local residents and ward councillors at the October forum events and also made available on the Council’s website and local libraries and One Stop Shops to provide a further opportunities for local residents to review and comment on the draft consultation findings.
13.0 IMPLICATIONS FOR VOLUNTARY, COMMUNITY AND FAITH GROUPS 13.1 The report provides details of projects that have been submitted by Wirral’s voluntary, community and faith groups to be funded through the area forums.
14.0 RESOURCE IMPLICATIONS: FINANCIAL; IT; STAFFING; AND ASSETS 14.1 There is a £5,000 policy option allocation per forum area to develop the Neighbourhood Plans, and this has partially been used for the consultation process.
14.2 Existing staffing resources will be used during the continued development of the Neighbourhood Plans. The policy option will allow for effective communication of the plans to local communities.
15.0 LEGAL IMPLICATIONS 15.1 There are no legal implications arising from this report.
16.0 EQUALITIES IMPLICATIONS
16.1 Funding identified within this report has been advertised widely to enable all groups across Wirral to apply for funding. The consultation included targeted actions to engage minority communities and target groups. The Neighbourhood Plans will be further developed in consultation with all of Wirral’s diverse communities.
16.2 An initial equality impact assessment is attached as appendix 3 of this report. Each plan will have an equalities statement informed by the consultation programme referred to in this report.
17.0 CARBON REDUCTION IMPLICATIONS
17.1 There are no carbon reduction implications arising from this report.
18.0 PLANNING AND COMMUNITY SAFETY IMPLICATIONS 18.1 The report outlines proposals to enable communities to develop a vision for their community through the development of a ‘Neighbourhood Plan’. An important influence on this work will be the take- up of Neighbourhood Development Plans and Orders introduced by the Coalition Government in autumn 2010 and to be brought into law through the Localism Bill, currently in Parliament. Neighbourhood
Page 274 Development Plans in this context are to give constituted neighbourhood organisations (such as Residents’ or Business Associations) the right to prepare a Neighbourhood Development Plan or Neighbourhood Development Order for their area to control development, outside the provisions made in the Council’s Local Development Framework.
18.2 The Council’s area forums are also an ideal opportunity for Neighbourhood Planning Front Runners to communicate and engage with local residents about planning development, and where appropriate provide further support to groups considering submitting proposals for Neighbourhood Development Plans. In Wirral, Devonshire Park Residents’ Association (Prenton Ward), Hoylake Village Life (Hoylake and Meols) and Central Liscard Area Residents Association (Liscard / Seacombe) have been accepted by Government and funding of £20,000 per proposal has been granted to the Council to support the Front Runners and fund the referendum for each proposal.
18.3 Some Empty Shops Fund projects may require change of use applications to be made.
REPORT AUTHOR: Emma Degg Head of Communications and Community Engagement telephone: (0151) 691 8688 email: [email protected]
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Page 276 Appendix 1
Empty Shops Fund
Forum: Birkenhead, Tranmere & Rock Ferry Area Forum
Total £ Organisation Project Details Awarded
The aim of the project is to establish a new drop-in Resource and Advice Centre in an empty shop within the Antiques Triangle. This will Wirral Autistic enable the families of those with autism to access support directly and Society locally, through the consolidation of all family support services into a (Emma Weaver) single ‘hub’. This will include the running of evening and weekend Empty Shop courses and activities. The applicant states that the development of £7,500 Address: this project is an integral part of the organisation’s Step into Work 120 Chester Street, Programme which is expected to lead directly to job outcomes for both Birkenhead people with and without autism. It is intended that the project will be sustained by the Society once it is up and running. Support is required towards the costs of the fit out and redecoration of the premises.
The aim of the project is to increase public awareness of the work carried out by Wirral CVS and Wirral Partnership Homes, along with other community and public sector partners. The shop will be managed Wirral Council for by a team of volunteers from Wirral CVS/Volunteering Wirral, with Voluntary Service trained Advice, Information and Guidance volunteers on hand to (CVS) promote the wide range of volunteering opportunities available. The (Steve Mowbray) project will also promote Wirral CVS Learning Guide Project which Empty Shop £6,250 aims to encourage adults into lifelong learning. Through the Address: engagement of volunteers the project will develop skills, knowledge The Pyramids and confidence and improve the individual’s employability. By building Centre - location to on existing outreach services, Wirral CVS anticipate that the project be confirmed would continue once the funding has ended. Funding is requested for basic fit out, rent utilities costs, promotional materials and volunteer's expenses.
The project will create a working pottery that will offer group/individual tuition, workshops, and exhibition space evoking memories of the town’s former Della Robbia pottery, which was located in the same building at the end of the 19 th century. The premises will also be a Janet Holmes base from which outreach sessions can be organised for those unable Empty Shop to travel into Birkenhead. The pottery workshops and outreach Address: sessions will provide the opportunity for demonstration events and £3,750 28 Argyle Street, taster days and the central part of the shop will be open to all. The Birkenhead applicant states that the pottery will become self funding through the activities on offer and could also lead to training for people within an interest in creative tuition and also job opportunities. Funding is required for pottery equipment, display cabinets and shelving, signage and telecoms.
Page 277 1 Appendix 1
Forum: Bromborough & Eastham Area Forum
Total £ Organisation Project Details Awarded Emily's Kitchen (Neil Boothroyd / It is intended to set up a healthy take away outlet offering hot and Laura Turner cold home-style healthy food. It is anticipated that the project will be Dobbins) sustainable and provide employment and training opportunities for £1,500 Empty Shop local people. Funding is required to contribute towards the start up Address : costs for the business, i.e. purchase of kitchen equipment. 22 Clifton Avenue, Eastham The project will convert an empty unit into a visitor information centre, New Ferry Butterfly art studio and gallery to promote the New Ferry Butterfly Park. This Park (Carol will include a dedicated artist to facilitate artist in residence Ramsay) workshops and provide a venue from which local artists will be able to Empty Shop showcase their work. An evaluative case study will be produced as £17,500 Address: part of the project in order to identify future funding opportunities to Unit within Co-op, continue with the project or help in the identification of new New Chester Road, community projects in New Ferry. Support from the fund is sought for New Ferry rent, utilities costs, internal fit out, events and workshops and project management costs.
Forum: Greasby Frankby Irby Upton and Woodchurch Area Forum
Total £ Organisation Project Details Awarded
The project will provide a base to develop a ‘Young Peoples Project', an initiative dedicated to helping local young people achieve their true potential. This will include providing advice and support in HYPE (Matthew employment and training programmes, health workshops and the Houghton) provision of a range of leisure pursuits – music, dance, sport etc. It is Empty Shop intended that young people from the community will be involved in the £16,200 Address: development of the project. The services available will provide 131 Arrowe Park stepping stones and routes into employment and training for Road, Woodchurch disadvantaged young people from the local area. Funding is sought for internal and external fit out – redecoration, joinery/electrical works, signage, furniture and fittings.
Page 278 2 Appendix 1
Forum: Leasowe, Moreton & Saughall Massie Area Forum
Total £ Organisation Project Details Awarded The project will work with people of all ages from the local area and deliver the following activities: • Crèche service over 5 mornings • Computer training for elderly people • HY PE dance academy HYPE • Smoking cessation and health and well being events (Matthew • Sporty Tots coaching Houghton) Job search advice and guidance for young people aged 16-24. The project will £14,290 Empty Shop provide a resource to the local community and steer people in the right direction Address: regarding employment, health and well being, information about the area, 181 Hoylake schooling, and local childcare services. It is intended that the shop will be open Road, Moreton in the evenings as a base for young people, aged 11-18 with a range of activities and services on offer. The project will seek further funding to sustain the centre. Funding is sought for internal and external fit out – redecoration, joinery/electrical works, signage, rent etc.
Forum: Liscard & Seacombe Area Forum
Total £ Organisation Project Details Awarded The project will create a lively Pop-Up Story Shop in Seacombe during February half term. Aimed at local primary school children and their families it will The Reader promote reading as a fun and life enhancing activity. Using existing staff and Organisation volunteers the project will deliver a range of activities which as well as reading (Kate sessions will include craft, art and games. Input will also be provided by other McDonnell) agencies i.e. Merseyside Fire and Rescue and the Community Health Team Empty Shop £1,625 linking their input to a theme in that day’s stories. Participants will be actively Address: encouraged to join Seacombe Library and to join the Get into Reading Groups 182 Brighton run weekly by the library’s dedicated Reader in Residence. The skills developed Street, by volunteers through the programme will ultimately enhance their Seacombe employability. Funding is required to cover the costs of rent, minor redecoration, hire of furniture, craft materials, prizes and refreshments. The project will bring an empty shop back into use as a retail outlet and also provide a venue for art and craft workshops along with studio and gallery space. The shop will sell high quality handcrafted goods and artwork from independent Brenda Sharp makers and artists across Wirral. Workshops and art classes will be offered for Empty Shop all ages with subsidised sessions available to those on low incomes. Local Address: trades people and workshop leaders will be employed for the various sessions. £10,500 27 Liscard The project is expected to create one part time post initially, increasing to full Village, Liscard time once the business becomes established. The applicant intends that the business should become self financing. Financial support is required to fund the fit out – internal alterations, redecoration, signage rent, insurance, and utilities costs.
Page 279 3 Appendix 1
Total £ Organisation Project Details Awarded
Wirral Council The aim of the project is to increase public awareness of the work carried out by for voluntary Wirral CVS and Wirral Partnership Homes, along with other community and Services (CVS) public sector partners. The shop will be managed by a team of volunteers from (Steve Wirral CVS / Volunteering Wirral, with trained Advice, Information and Guidance Mowbray) volunteers on hand to promote the wide range of volunteering opportunities Empty Shop available. The project will also promote Wirral CVS Learning Guide Project £5,750 Address: which aims to encourage adults into lifelong learning. Through the engagement The Cherry of volunteers the project will develop peoples’ skills, knowledge and confidence Tree Centre and improve the individual’s employability. By building on existing outreach Liscard - services, Wirral CVS anticipate that the project would continue once the funding location to be has ended. Funding is requested for basic fit out, rent, utilities costs, confirmed promotional materials and volunteer's expenses.
The project will provide a base to develop a ‘Young Peoples Project', an initiative dedicated to helping local young people achieve their true potential. HYPE (Matthew This will include providing advice and support in employment and training Houghton) programmes, health workshops in the afternoon and the provision of a range of Empty Shop leisure pursuits – music, dance, sport etc. in the evening. It is intended that Address: young people from the community will be involved in the development of the £11,750 190 Brighton project. The services available will provide stepping stones and routes into Street, employment and training for disadvantaged young people from the local area. Seacombe The project will seek further funding to sustain the centre. Funding is sought for internal and external fit out – redecoration, joinery/electrical works, signage, furniture and fittings.
The arts project ‘Everyday People’ is a series of rapid drawings of Wirral people 67 Projects as they go about everyday activities – shopping, texting, walking their dogs. It is (Alan Dunn) proposed that these action sketches are enlarged to decorate 5 empty shop Empty Shop windows across the Borough – including one in Liscard. It is intended that this Address: will animate the area and increase the vitality of each retail centre, encouraging £1,250 Liscard Centre - people to visit. A project Facebook page will be established to collect comments empty shop and responses to the drawings and to gauge the impact of the proposal on the location to be local community. Funding is needed to cover the cost of the manufacture and confirmed installation of the vinyl’s and the artist’s fees.
The arts project ‘Everyday People’ is a series of rapid drawings of Wirral people 67 Projects as they go about everyday activities – shopping, texting, walking their dogs. It is (Alan Dunn) proposed that these action sketches are enlarged to decorate 5 empty shop Empty Shop windows across the Borough – including one in Seacombe. It is intended that Address: this will animate the area and increase the vitality of each retail centre, £1,864 Seacombe - encouraging people to visit. A project Facebook page will be established to empty shop collect comments and responses to the drawings and to gauge the impact of the location to be proposal on the local community. Funding is needed to cover the cost of the confirmed manufacture and installation of the vinyl’s and the artist’s fees.
Page 280 4 Appendix 1
Forum: New Brighton & Wallasey Area Forum
Total £ Organisation Project Details Awarded
The project is to set up a table top and computer games centre, offering a Callum Deans range of different types of games. It will also provide a meeting space for Empty Shop young game enthusiasts to relax and enjoy themselves and share their Address: interests in a safe environment. The project will provide opportunities for £8,500 229 Seaview Road, voluntary work and in the longer term could provide employment Wallasey opportunities as the business grows. Funding is sought to assist with the start up costs, internal redecoration, shelving, furniture and CCTV system.
Forum: Oxton & Prenton Area Forum
Total £ Organisation Project Details Awarded The applicant aims to open the shop as a base for a social enterprise business which will help young women, who may be lacking in confidence and self esteem and not sure about their education and employment paths, to achieve their potential through a wide variety of activities. This will include:
• Café with volunteer opportunities to prepare young women for work in Revival Hub the caterin g and hospitality sector (Rachel Millard) • Designer dress swap shop - introducing young women to running a Empty Shop business / social enterprise £8,000 Address: • Recycling and selling furniture through art and cra ft workshops 77-79 Woodchurch • Provision of workspace to trial business ideas Lane, Prenton • Facilitating inspiring talks from successful businesswomen
It is anticipated that the project will become self financing through developing the social enterprise activities highlighted above.
Support is needed to cover essential start up costs – fit out, rent/rates, equipment and furniture.
Page 281 5 Appendix 1
Forum: West Wirral Area Forum*
Total £ Organisation Project Details Awarded
The project will provide a base to develop a ‘Young Peoples Project, an initiative dedicated to helping young people from 9 – 24 years of age achieve their true potential. This will include providing advice and support in employment and training programmes, health workshops during the afternoons and the provision of a range of leisure pursuits – music, dance HYPE (Matthew sport etc. during the evenings. It is intended that young people from the Houghton) community will be involved in the development of the project. Empty Shop £13,400 Address: The services available will provide stepping stones and routes into Unit 2, The Row, employment and training for disadvantaged young people from the local Market Street, area. Hoylake Funding is sought for internal and external fit out – redecoration, joinery/electrical works, signage, telecoms and rent.
.
The project will provide a venue which can be used by a wide range of local Hoylake Business voluntary and community organisations in order to promote their own Group activities and for the benefit of Hoylake in general. The project will be a Empty Shop central point of contact for the town, providing information to anyone about Address: the area and the various activities, skills and talents it can offer. It is £6,500 Hoylake Centre - intended that the centre will be run by volunteers and a key aspect of the Empty shop project will be to fund raise in order to provide improved amenities within the location to be community. confirmed Funding is required to cover the essential start up costs of bringing a shop into use.
* Please note the Ward Councillors for this area forum have approved that £2,400 from the Funds for You allocation will be used to meet the shortfall to fully fund these two projects.
Page 282 6 Appendix 2
Funds for You/Public Health Fund
Forum: Bebington & Clatterbridge Area Forum
Total £ Organisation Project Details Awarded by Forum
Thornton Hough Primary School Funding is to transform an underused area of the school £2,000.00 P.T.A. grounds into an environmentally friendly wildlife area
Funding is to give children a learning experience outside of Shamrock Chefs the classroom by giving them the opportunity to learn about £1,507.79 healthy cooking
Funding will be spent on resurfacing a section of the main driveway to provide 150 sqaure metres of resurfacing. This also includes site preparation, base coat, top dressing and Teehey Allotments & Gardens sealing grit.Completion of this project will allow our elderly £2,000.00 Association and less than fit members to have access to the community plot and in particular our wheelchair users and those who use walking frames etc.
Victoria Hall Community Trust To establish a lunch club for elders in the community for 4 £1,976.00 Limited days a week
To purchase stock of equipment to loan out to those who Bebington District Explorer take part in training evenings and practice expeditions for Scouts - Duke of Edinburgh the Duke of Edinburgh Scheme and in order to offer the £1,981.00 Expedition Group scheme to everyone who may be able to benefit from it regardless of their ability to purchase their own kit.
Funding is for fencing around the perimeter to prevent the Kings Lane Dawson Allotment deterioration of the site, making it safer and more secure £2,000.00 Society for users
Funding is to purchase 15 tables to use at a pumpkin party Bebington Road Allotment for plot holders children and local children with Kidscape £629.25 Society and which will also be used for the summer fete and be made available to other allotment societies to use.
Funding will be used to offer 8 pilot tennis coaching sessions to youths from the youth centre in Eastham and Bebington which would offer the opportunity to play tennis Port Sunlight Lawn Tennis Club for all children under 18 years of age and 8 pilot tennis £1,000.00 coaching sessions through Bromborough Job Centre to adults who are unemployed. We also want to re-paint 4 of our 8 courts as well as funding for the reparation floodlights.
Page 283 1 Appendix 2
Forum: Bidston & Claughton Area Forum
Total £ Organisation Project Details Awarded by Forum The funding is for annual Claughton Christmas Lights, to Claughton Community Group £5,000.00 instill pride in where we live work and visit. Funding is for 2 notice boards to display Brownie's work in the hall and also a freestanding notice board for external 9th Birkenhead North Brownies use to advertise fundraising events and activities in order to £2,000.00 raise the profile of the group and and encourage more girls to join. Funding will provide activities for the youths 12-19 years old on and around the Beechwood Estate/Woodchurch area to Beechwood Youth Project £2,500.00 provide activities, trips and outings to reduce anti-social behaviour Funding is to plant up & maintain new woodland on a field The Harvest Project that was once dominated by elm trees involving the local £2,656.00 community Funding is to provide a new notice board for the allotment Thornton Allotment Society £1,000.00 which will be sited in a highly visible location The group support parent carers aged 0-99 years with any disability or additional need so to reach more parents throughout Wirral who may be struggling - funding will be Small Steps used to hold an Information Day in Birkenhead Park and £666.00 provide a picnic for those attending to promote networking between organisations and give parents advice and information. Funding will be used to run a Community Engagement Project which will encourage adults and young people to walk around the 26 acres of Flaybrick Memorial Gardens Friends of Flaybrick thereby enhancing health and a sense of well being in the £1,000.00 local community. The funding will be used to purchase noticeboards and cover publicity material cost and audio amplification equipment St Vincent De Paul Society The funding will enable us to send children from Holyname & St Peter's disadvantaged homes to a camp in North Wales to give £2,000.00 Conference them opportunities they may not normally expect. To provide healthy, stimulating activity and to develop the athletic skills of young people, both male and female across Claughton Community Group £3,000.00 Key Stage 2 and 3 age ranges using initially non-contact tag rugby leading to contact rugby. Funding is to provide one week's outward bound/mentoring for young people who are leaving primary school in order for St Vincent de Paul Society them to learn team working and social skills to become role £2,000.00 models to siblings and local children through excellent behaviours. To contribute towards putting on a Firework display for young people, this has been a successful event in the past Noctorum Community and helped to tackle one of the main issues (ASB) in this £1,000.00 Association area. In partnership with Merseyside Police and Wirral Partnership Homes
Page 284 2 Appendix 2
Forum: Birkenhead, Tranmere & Rock Ferry Area Forum
Total £ Organisation Project Details Awarded by Forum To enable the Wilfred Own Story and Gallery (WOS) to fulfill some of the needed improvements to the gallery: To upgrade the display and layout of the WOS to improve the Wilfred Owen Story and Gallery viewing and exhibition experience and to purchase folding £1,985.00 chairs to increase the number of people able to attend the different workshops and talks already provided and to help with storage when not required. Funding is to promote the 5 ways of well being and provide Church Road Neighbourhood courses including cook and taste sessions, reiki taster £2,000.00 resource Centre NRC sessions, cooking with fresh produce and other courses to all residents of Tranmere Funding is for "no dog fouling" signs which will be securely Clifton Park Community fixed to the 3 gates to the Woodlands Community Park is to £350.00 Association encourage dog owners to be more responsible and to plant daffodil bulbs & wild flowers to brighten up the park. Funding is to run facilitated sessions with people marginalised through mental ill-health and addictions and peer mentors: to learn and develop ways of strengthening and maintaining their own recovery whilst contributing to Crass Routes improving a new community allotment site. Funding is also £2,000.00 for an intensive training series for a commited group of service users (as above) to form a pilot peer-support group for developing active, personal recovery and all-round well being. The funding will provide Cook & Taste sessions for local community members including families and older members Courtney Park Community of the community in order to provide an opportunity for the £1,698.00 Centre local residents to participate in practical interactive recipe preparation of healthy, nutritious and economical meals. Funding is to repair rain damage to the kitchen area in the 10th Birkenhead Scout Group Institute to enable scout and guide groups and other £2,000.00 community groups to continue to use the building The Samaritan Group is one of the very few charitable organisations owning their own mini-bus used not only by The Samaritan Group in the group but other organisations The funding is required to £1,964.57 Tranmere cover insurance costs and also the rent for the hall and the use of the kitchen to provide a hot meal to the group's users. Funding is to continue a weekly luncheon club which is an Tranmere Residents And opportunity for new and old members to be informed about £2,000.00 Communities (TRAC) the community developments, and provide help with housing and any other problems that arises The club is open to all children and young people in Tranmere Action Group Birkenhead, Tranmere and Rock Ferry, funding will be used £2,000.00 Trampoline Youth Club towards the running costs of the club, coach fees and hall rent insurance.
Page 285 3 Appendix 2
Organisation runs a voluntary led after school club from the community house that is based in the centre of the local community. The club operates during three nights of the week Monday, Tuesday and Thursday between 4-6. This is Courtney Park Community a valuable service for parents who work and cannot afford £1,710.00 Centre commercial childcare costs.By providing new equipment we will be able to deliver a quality experience both for children attending the after school club and people using the facility for parties. To purchase a freezer, equipment and install a work to in order to hold a twice weekly meal for elderly tenants and Knowsley Court Tenants and residents who have limited opportunities to get out and £535.00 Residents Association about
Funding is to send young people to a summer camp for a week to encourage them to enjoy simple activities and St Joseph's St Vincent De Paul discover new interests such as archery, walking in the £2,000.00 Society Birkenhead surrounding hills and countryside and taking part in a number of team building exercises. To buy ten shovels to clear snow in the area and to buy 20 Rodney Street Residents hanging baskets and 15 tubs to help the street come Association and Vincent £444.05 together. Naughton Court Funding is to expand healthy activity courses offered to Bedford Road Neighbourhood elderly residents in John Willis House in order to improve £1,440.00 Resource Centre physical mobility and relaxation. The group was set up to support members of the organisation who have been through a process of rehabilitation for substance misuse addiction. Funding is to Peninsula Angling Club obtain a water board license to enable members to fish in £1,640.00 local lakes and ponds and to fund one external fishing trip to allow people to experience the outdoors away from Birkenhead in the countryside. Funding will be used to run a Community Engagement Project which will encourage adults and young people to walk around the 26 acres of Flaybrick Memorial Gardens thereby enhancing health and a sense of well being in the Friends of Flaybrick £1,000.00 local community. The funding will be used to purchase noticeboards and cover publicity material cost and audio amplification equipment
The group support parent carers aged 0-99 years with any disability or additional need so to reach more parents throughout Wirral who may be struggling - funding will be Small Steps used to hold an Information Day in Birkenhead Park and £666.00 provide a picnic for those attending to promote networking between organisations and give parents advice and information. The group provides a safe and enjoyable two hours week for the less able of Wirral so funding will be used to The Wirral Tuesday Club £666.00 subsidise the cost of transport for members who would not able to attend the club without the provision of a bus.
Page 286 4 Appendix 2
Forum: Greasby, Frankby, Irby, Upton & Woodchurch Area Forum
Total £ Organisation Project Details Awarded by Forum To purchase soil improvers - to breathe new life back into the soil leading to greater motivation, enjoyment and Salacre Allotment Society £1,000.00 satisfaction amongst the people who manage their plots on our site. To purchase a canopy outside the clubhouse for league Greasby Ladies Bowling Club matches as the clubhouse is too small to cater for so many £1,957.00 people to see the green which is necessary for scoring. To purchase four benches to be installed and secured in the The GOAL Group park as over recent years the existing benches have been £2,000.00 removed due to wear and tear and vandalism. The aim of the project is to provide a writer-in-residence to work with children one evening a week over 10 weeks culminating in a celebration evening open to all people in The Friends of Greasby Library £1,100.00 the community to come along and hear the work produced by the children during the project, performed by the children themselves. This funding is to contribute to the illumination and erection Greasby Community Association of Christmas lights in Greasby to encourage a sense of £1,000.00 community and provide a welcoming and safe environment. Funding is to continue to produce The Greasby Messenger, a free publication containing a wide range of news and Greasby Community Association community designed to encourage people to contribute £900.00 actively to their community which is distributed by volunteers to all 4200 homes in Greasby The project is aimed at bringing a site formally used as a private garage site, which has been derelict, back into use The Woodchurch Trust £1,695.00 by creating a small community run plant growing enterprise. Funding is for purchasing plants and equipments Funding is to purchase a replacement notice board for irby Village to be sited in the car park adjecent to the bus stop Irby Thurstaston and Pensby and facing the pavement to advertise local news, area £900.00 Amenity Society forums, ITPAS New/Information etc and local police newsletters. The group support parent carers aged 0-99 years with any disability or additional need so to reach more parents throughout Wirral who may be struggling - funding will be Woodchurch Amateur Boxing used to hold an Information Day in Birkenhead Park and £1,992.00 Club provide a picnic for those attending to promote networking between organisations and give parents advice and information. The group provides a safe and enjoyable two hours week for the less able of Wirral so funding will be used to The Wirral Tuesday Club £668.00 subsidise the cost of transport for members who would not able to attend the club without the provision of a bus.
Page 287 5 Appendix 2
Forum: Heswall, Pensby & Thingwall Area Forum
Total £ Organisation Project Details Awarded by Forum The funding is to purchase 30 bike stands to encourage Parents Association - Thingwall cycling to school. The stands provide safe, tidy and secure £1,038.21 Primary School parking for bikes. The stands will also be used to store bikes of pupils undertaking the cycle test. To offer a free of charge coffee morning so the funding will Emmanuel Church Pensby enable us to buy foldable tables and a storage trolley, a £1,213.40 chair trolley and an urn. The funding request is totally in support of the marketing and publicity material costs to put on a two week festival Heswall Arts Festival centred around Heswall, showcasing as many arts related £2,000.00 activities as possible to ensure that people are informed about the events Funding is for the installation of Christmas street lighting along both sides of Telegraph Road and Pensby Road Heswall Business Association £2,000.00 Heswall. The lights will be erected during October to decorate the village during the Heswall Arts Festival. The project is to continue the existence of a very successful luncheon club attended by people from the Pensby, Irby, Kylemore Luncheon Club Greasby and Heswall area - many of whom are house £500.00 bound and rely on transport provided by Helplink.
Funding is to continue to provide social and interactive Kylemore Club for partially activities for partially sighted people one day a week to allow £1,437.00 Sighted many older people who live alone to come and interact with people and stops them being isolated in their own homes. Funding is to to purchase of warm winter training clothing Barnston Panthers Junior for all registered players at Barnston Panthers Junior £1,088.00 Football Football Club. Funding is to organise a lunch club at Heswall Hall, open to HelpLink Community Support any age group to give people the opportunity to meet and £400.00 socalise. Dale Farm provides a service for adults with disabilities and/or mental health issues and produces large amounts of The Dale Farm Association organic fruit and vegetables so funding is to purchase a £2,000.00 suitable shed fitted out with storage racks to store produce so that all may benefit from it and avoid it being wasted. Heswall's Christmas Street Lighting Project forms part of the Village's Festive Season and this year will include the Heswall Arts Festival so people visiting Heswall Centre can Heswall Business Association £1,000.00 enjoy the festive lights. Funding will be used to erect the lights which will go down both sides of Telegraph Road and Pensby Road from October 2011. The group aims to improve the lives of older people and people with disabilities who live in Wirral. Funding is to Memories Singing Group £518.00 cover costs of volunteers travelling to different venues and to purchase some small percussion instruments .
Page 288 6 Appendix 2
The HELP Project is to encourage people to take part in outdoor activities, particularly vulnerable adults to imporve Heswall Centre Parents and their health, skills and social and emotional well being. £2,000.00 Friends Association Funding is for Phase 1: Clear and prepare grounds attached to Heswall Hall and Phase 2: Make grounds wheelchair accessible The funding will be used to start up an athletics programme that brings young people together to take part in a new Wirral Athletics Sports sport. This project will also encourage teenagers to £1,000.00 Programme volunteer and get on the coaching ladder and gain experience working with qualified coaches.
Forum: Leasowe, Moreton & Saughall Massie Area Forum
Total £ Organisation Project Details Awarded by Forum To develop a mums active group within the Yewtree Centre by offering activity within their community centre in order to Moreton Umbrella Group £1,535.62 break down barriers of isolation and encourage participation in the community. To provide Christmas lights for Moreton to replace stolen Moreton Community Lights lights and to have a larger display to encourage people to £2,000.00 shop locally. To support the breakfast club and luncheon club the group Leasowe Autumn Club require an additional large fridge freezer for the club. £774.00
Funding is for help towards the cost of rent to continue to The Drop In (St Chads Youth provide a warm and safe drop in for students of Wallasey £741.00 Drop In) School and Clairemount College in order to provide emotional, spiritual support and a friendly ear Funding is to help towards the cost of the rent to continue to run St Chad's Tots which offers a safe, warm, large St Chad's Tots £1,838.25 evironment where children, parents and carers come together. The group helps people who have lung problems to get fitter Wirral Lung Exercise Group so the funding will be used for the hall hire, the purchase of £914.00 a PA System and Insurance Funding is to pay rent for 12 months hire of the hall at Moreton Afternoon Town Moreton Community Centre so the Guild can continue to £828.00 Women's Guild provide a meeting point for the education, social and well being of its members.
Page 289 7 Appendix 2
Forum: Liscard & Seacombe Area Forum
Total £ Organisation Project Details Awarded by Forum The funding is for new sports equipment for children who The Allandale Community Youth use the club and this equipment will encourage more of the £4,000.00 Works community to use the centre. To create and develop a sustainable planting environment for use by members and local community to produce Falkland Road Organic Growers £2,000.00 organic fruit and vegetable, funding is to purchase starting items for the proposed gardens. Funding is for Christmas Lights for the centre of Liscard to Liscard Traders Association £2,000.00 benefit the whole community. The club not only plays matches and competitions but also offers development opportunities to non-players who are Hoylake Central Bowling Club £666.00 interested in crown green bowling. The funding is to install flood lights to Hoylake Central's Bowling Green
The group helps overcome loneliness and social exclusion by providing a meeting place, light refreshments, guest Liscard Ladies 8 to 10 Club speakers, demonstrations and outings for the membersfor £500.00 50-60 members. Funding is to cover the hire of our hall for us to meet, which will help us use other money raised to pay for activities for the members. The Library being located at the top of Earlston Park has The Friends of Wallasey Central long been a target for vandalism and anti-social behaviour. £1,000.00 Library Funding would be used to obtain CCTV for the outside of the library. The group aims to improve the lives of older people and people with disabilities who live in Wirral. Funding is to Memories Singing Group £966.00 cover costs of volunteers travelling to different venues and to purchase some small percussion instruments . To set up a multicultural, cross generational club which meets over a meal, plays games and tells stories with all the Active Citizens Wirral Association equipment needed to set it up. This will be run on a £950.50 Saturday to include working adults and school children as well.
Page 290 8 Appendix 2
Forum: New Brighton & Wallasey Area Forum
Total £ Organisation Project Details Awarded by Forum
Funding is to fit out one area of the Exhibition Room with a fixed wall screen, a wall mounted projector, speakers, Friends of Wallasey Central amplifier and a dedicated laptop. This equipment would be £1,727.99 Library multi-purpose to meet the needs of a variety of events proposed by the Friends to improve the potential use of the space. To erect and install 1 x small double set of Alleygates at Closure side of 21 Melbourne Street New Brighton and New Brighton Residents provide 3 barrel locks. £2,000.00 Association to benefit residents of the area who will feel safer within their properties. To create a kitchen area in the club lounge at Harrison Park as the club have gradually increased the social contact New Brighton A.F.C between the local community and the club and also visiting £1,993.00 teams and their parents.
The club provides leisure and recreational activities for the people of Wallasey, funding is to cover the structural repair Wallasey G H Peers Club £2,000.00 costs recently carried out at the club in April in order to prevent any movement in the foundations.
The camp store room has recently been renovated with the help of Wirral Vocational College so can now be used to Wallasey Division Girl Guides store camp equipment as the room is now clean and dry. £2,000.00 Summer Camp for Girls Funding is to replace/renew many of the items which were damaged through being left in this previously damp environment Funding is also to purchase more games type equipment for the children when they meet there weekly. The purpose for the project is to enable us to hold our annual medical conference were we get all the families together. We have provisionally booked the conference for the 21/22/23rd September 2012 in the Village St David's Amy and Friends £2,000.00 Park Hotel, Ewloe, Flintshire. Children and young people with this rare disorder have a chance to meet another like themselves and gain an amazing feeling of belonging and togetherness. The group support parent carers aged 0-99 years with any disability or additional need so to reach more parents throughout Wirral who may be struggling - funding will be Small Steps used to hold an Information Day in Birkenhead Park and £666.00 provide a picnic for those attending to promote networking between organisations and give parents advice and information.
Page 291 9 Appendix 2
The group helps overcome loneliness and social exclusion by providing a meeting place, light refreshments, guest speakers, demonstrations and outings for the membersfor Liscard Ladies 8 to 10 Club £500.00 50-60 members. Funding is to cover the hire of our hall for us to meet, which will help us use other money raised to pay for activities for the members.
The Library being located at the top of Earlston Park has The Friends of Wallasey Central long been a target for vandalism and anti-social behaviour. £1,000.00 Library Funding would be used to obtain CCTV for the outside of the library. Funding is for a marquee in order for the group to hold Mosslands Drive Allotment regular events throughout the year to enhance the society to £679.55 Society more members with a particular emphasis of getting elderly people out of their homes.
Forum: Oxton & Prenton Area Forum
Total £ Organisation Project Details Awarded by Forum The funding will be used to provide a permanent legacy Friends of the Arno and Oxton through rebuilding the stone retaining walls to each side of £1,750.00 Fields the pathway leading from the Rose Garden to the upper terrace. Funding is to plant some small hedges which will help define the boundary for resident's dwelling with the aim of reducing access to young people who are getting involved Lorne Court Residents in anti-social behaviour. Planting the hedge would also be £2,000.00 Association visually inviting and provide some habitat for wildlife. In addition to this project funding will be used to purchase small plants, shrubs, whip trees, climbing plants and trellis
The group provides a safe and enjoyable two hours week for the less able of Wirral so funding will be used to The Wirral Tuesday Club £666.00 subsidise the cost of transport for members who would not able to attend the club without the provision of a bus.
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Forum: West Wirral Area Forum
Total £ Organisation Project Details Awarded by Forum To purchase a building for our Community Allotment to allow members to meet and share ideas and experience Hoylake Allotment Association with other plot holders, provide a communal meeting place £1,899.00 for members of Incredible Edible Hoylake and members of the local community. To replace old splintered and unstable picnic benches in Friends of Hoylake & Meols in Queens Park, Hoylake with 2 new wooden picnic benches £500.00 Bloom so that children and their families can continue to enjoy the play area and surrounds in comfort and safety. To purchase a new lighting desk and flightcase to train West Wirral Scout & Guide Gang young people to learn how to operate sound and lighting £2,000.00 Show equipment for the Gang Show To develop a programme of events and outings to The Great Meols and Greenwood encourage new members and provide a full programme of £500.00 Townswomen's Guild activities For the conversion of 2 toilet cubicles into one larger room with accessible toilet access and to provide a hand wash water heater. The improvement to plumbing, the floor and Girlguiding Newton District £2,000.00 insulation means a more eco-friendly environment.The new facilities will benefit all hall users, particularly those with special needs. The Wednesday Room has provided an opportunity for people who are housebound to come to a social event on a West Kirby Methodist Church regular basis. This service is open to anyone in the local £1,000.00 (Wednesday Room) community who would benefit.Funding is to offer a similar opportunity to carers who also often experience isolation as a result of their caring role. Incredible Edible Hoylake have been offered the opportunity to set up planters in a number of areas in Hoylake. Building Incredible Edible Hoylake £1,623.00 of planters and raised beds will be by volunteers (skills shared) who need the necessary materials
To upgrade playing fields at Elm Grove/Sandringham Drive by constructing a trench to introduce an underground water West Kirby Wasps Junior storage area to help drain the surface of the pitch. This will £2,000.00 Football Club enable the club to secure a long term lease for the site to help the club in its pursuance of Community Club status. The funding is for vital community boats, equipment, materials, hiring of and use of a local centre for indoor Hoylake Model Boat Club £1,000.00 learning and practical workshops - in how to build boats for the whole community Funding is for materials for the construction of raised beds on a community area of Gilroy Road Community Allotment Gilroy Road Community Site to offer physical activity opportunities for youths, young £1,037.80 Allotment Society children and elderly local residents in a mainstream community setting.
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The club not only plays matches and competitions but also offers development opportunities to non-players who are Hoylake Central Bowling Club £668.00 interested in crown green bowling. The funding is to install flood lights to Hoylake Central's Bowling Green The group aims to improve the lives of older people and people with disabilities who live in Wirral. Funding is to Memories Singing Group £516.00 cover costs of volunteers travelling to different venues and to purchase some small percussion instruments . The funding will be used to start up an athletics programme that brings young people together to take part in a new Wirral Athletics Sports sport. This project will also encourage teenagers to £338.00 Programme volunteer and get on the coaching ladder and gain experience working with qualified coaches.
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Impact on Equality Toolkit
Section 1: Your details
Council officer : Mike Callon
Email address : [email protected]
Head of Service: Emma Degg
Department : Communications and Community Engagement
Date : 26 th July
Section 2: What Council function / proposal is being analysed?
Neighbourhood Plans Consultation Process
Section 3: Is the Council function / proposal relevant to equality? (please tick relevant boxes)
ü In services
¨ In the workforce
ü In communities
¨ Other (please state)
¨ None (please stop here and send this form to your Head of Service for approval)
Section 4: Within the Equality Duty 2010, there are 3 legal requirements. Which of the following are relevant to the Council function / proposal? (please tick relevant boxes)
ü To eliminate unlawful discrimination, harassment and victimisation ü To advance equality of opportunity ü To foster good relations between groups of people
Page 295 1 Appendix 3 Section 5: Will the proposal have a favourable or negative impact on any of the protected groups (race, gender, disability, gender reassignment, age, pregnancy and maternity, religion and belief, sexual orientation, marriage and civil partnership)?
A communications and marketing strategy has been developed as part of the design process for the Neighbourhood Plans consultation. This provided the framework for assessing the impact of planned activities and making the consultation programme as widely accessible as possible to all sections of the community.
Specific actions undertaken to ensure that the consultation programme was accessible to protected groups are set out below.
It is anticipated that the outcomes of the neighbourhood plan consultation will have a favourable impact for local communities in Wirral including all protected groups. Equalities considerations will be taken into account in the development and delivery of planned actions through close working with services and partners.
Actions to ensure equality considerations addressed
The communications and marketing strategy specifically identified four groups for which additional marketing and engagement activities were planned and undertaken. A number of preliminary focus groups were facilitated with these target groups as well as testing of the draft consultation questionnaire to ensure its accessibility in terms of language and format. The approach with these protected groups is set out below.
1. Young People
Specific activities to engage young people included marketing the consultation through the Teen Wirral Website, Youth Hub programme and Connexions service. An e-questionnaire was sent to every school pupil along with a number of initiatives in schools and email was also extensively used in a viral marketing campaign with young people forwarding the link to the questionnaire through email circulations and Facebook contacts.
2. Black and Minority Ethnic (BME) Communities
Specific activities for BME communities were coordinated through our partnerships with organisations such as Wirral Change, Wirral Multicultural Organisation and Irish Community Care Merseyside to access their memberships and client bases. The outreach workers of these organisations assisted with promoting the consultation and facilitating translation of the questionnaire where required.
3. Older People
Focus groups were facilitated through groups such as Age UK and the Older People’s Forum. Contact was also made with other voluntary organisations that have a higher proportion of older people as members. The Older People’s Parliament developed a special newsletter about the consultation to encourage older people to take part. Page 296 2 Appendix 3
4. People with Disabilities
Evidence from an initial focus group indicated that the focus of engagement with this audience needed to be face to face. In response to this the consultation visited every day centre and employment project supported by Adult Social Services. Contact was also facilitated through partnerships such as the Learning Disabilities Partnership and the Enabling and Fulfilling Lives Group. In addition, an ‘easy read’ version of the consultation questionnaire was developed.
Actions in relation to the following protected groups were also included in the communications and marketing strategy:
§ Lesbian, Gay and Bisexual people § Civil Partners
Specific attempts were made to contact people from these communities by promoting the consultation via the Lesbian, Gay and Bisexual Federation North West which has a number of members registered in the Wirral area.
§ Religion/Belief/Faith Practitioners
Contact with faith groups has been made through the voluntary sector support networks and the Council’s own database of community-based groups.
§ Pregnant Women § People on Maternity / Paternity Leave
The consultation was promoted through all Council buildings including Children’s Centres from which services for pregnant woman are delivered.
§ Looked after children
A preliminary focus group was facilitated with the Children in Care Council and the consultation distributed through its membership.
§ Vulnerable adults
The consultation was promoted at every day centre and employment project supported by Adult Social Services. The consultation questionnaire was also available in ‘easy read’ format.
§ Carers
The consultation included a question about carers as a means to promote Council support available to people who care for an elderly or vulnerable person.
Page 297 3 Appendix 3
Where and how will the actions be monitored?
A dedicated project team is in place to ensure the effective delivery of the consultation process. Weekly project team meetings provide the opportunity for regular review of the equalities considerations at each critical stage of the project through initiation, project planning, document production, the consultation phase itself and the analysis, findings and reporting back stages.
Actions are also being monitored by the appropriate departmental equalities group.
If you think there is no negative impact, what is your reasoning behind this?
The consultation process seeks to maximise community participation in developing neighbourhood plans around local priorities. There is no apparent detrimental impact as a direct result of the consultation process itself.
Section 6: What research / data / information have you used in support of this process?
The Council has drawn upon its extensive networks of contacts and partners to promote the consultation process with a specific emphasis on voluntary, community and faith sector groups and organisations.
Section 7: Are you intending to carry out any consultation with regard to this Council function / policy?
Yes / No
If ‘yes’ please continue to section 8 .
If ‘no’ please state your reason(s) why : (once completed stop and send to your Head of Service for approval)
Section 8: How will consultation take place?
X via your Department’s consultation process? (please state which process)
X via the Council’s corporate consultation process? (please state which process)
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X via the Council’s Community 100 initiative? (external)
X via the Council’s Wirral 100? (internal)
ü other? Specific consultation was undertaken with a number of the protected groups in relation to the accessibility, format and language of the consultation questionnaire including:
- Wirral Information Resource for Equality and Disability - Advocacy in Wirral - Wirral Multicultural Organisation - The Children in Care Equality Council - Voluntary and Community Action Wirral
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