LEISURE SUB-COMMITTEE 26TH FEBRUARY 1998
AGENDA
(1) Apologies for absence (2) To receive the minutes of the meeting held on 4th December 1997, copy attached (3) To confirm that the items marked Part 1 will be considered in public and that any items marked Part 2 will be considered in private. (4) To note that no items fall within the provisions of Section 106 of the Local Government Finance Act 1992. (5) Notification of any other business or urgent items to be considered in public and private (6) Report of the officers, copy attached
PART 1 - PUBLIC
1 Northwood Cemetery - Petition (Northwood Ward) Page 1 2 Petition - request to remove bench from Rockingham Recreation Page 3 Ground, Uxbridge (Uxbridge South ward) 3 Hillingdon Museum Working Party Page 5 4 Public Library Service Monitoring Page 6 5 Public Consulation on New Library Page 8 Management Computer System 6 Compass Arts Theatre Page 14 7 Leisure Facilities Management Review Page 17 8 Hillingdon’s Leisure Strategy Page 28 9 Sports and Recreation Strategy Page 32 10 Parks Strategy Page 41 11 Playgrounds Strategy Page 45 12 Conservation Policy Page 50 13 Trees and Woodlands Management Page 58 14 Ruislip Lido - A New Era (Ruislip, Eastcote, Northwood Hills Wards) Page 80 15 Barra Hall Park,Hayes - Restoration Bid - Progress Report (Townfield Page 85 Ward) 16 Fassnidge Park, Uxbridge - Management Responsibility (Uxbridge Page 89 South Ward) 17 Hayes Manor Sports Centre - Management Page 92 18 Haydon Hall, Eastcote - Request to Lease Building (Eastcote Ward) Page 95 19 Ruislip Golf Centre - Refurbishment Page 97 20 Civic Centre Colonnade Restaurant - Proposal for new staff Page 99 restaurant and fitness centre 21 Swimming Pool Lockers - Charges Page 102 22 Events in 1998 Page 104
(7) Any other business in public
PART 2 - PRIVATE
(8) Any items transferred from Part 1 (9) Any other business or urgent items in Part 2 LEISURE SUB-COMMITTEE 26TH FEBRUARY 1998
PETITION ABOUT SECURITY AT NORTHWOOD CEMETERY ITEM 1 (Northwood Ward)
Contact Officer : David Bryant Telephone : 01895 250416 SUMMARY
A petition with some 627 signatures has been presented to the authority requesting the reintroduction of “security” at Northwood Cemetery.
RECOMMENDATION
That the Sub Committee note the petition and are advised that improved security measures for cemeteries, including Northwood, are currently being considered in the Borough Parks Strategy.
INFORMATION
1. The opening and closing of the cemetery gates was formally undertaken by the Mobile Park Warden Service. The service ceased in 1997, following a committee decision in October 1996. Therefore, it became no longer possible for the gates to be secured on a daily basis.
2. The resultant lack of security led to a number of concerns being raised by relatives and friends of those buried in the cemetery. Following consultation, an agreement was reached with the Ground Maintenance contractors. The contractors will open and close the cemetery gates from Monday through to Thursday, subject to staff availability. As there are no staff on duty at weekends, it is not possible to secure the gates in the evenings. The gates are therefore left open throughout the weekend as this is one of the most popular visiting times. Although officers are aware of the security risk that this presents, the service does not have the resources to address the problem.
3. The system currently in place for the security of the gates during the week will be in place until March 1998, when the cemeteries opening hours change to “summer time”. It will thus become necessary to seek an alternative solution to the problem.
4. The current arrangements are not ideal. This matter is being addressed as part of the Parks Strategy being developed by Recreational Services. The strategy will examine the problems that have arisen since the cessation of the Parks Warden Service. One of the options being considered is to introduce a Parks and Woodlands Ranger Service. It is intended that this new service will police and enforce the bylaws and regulations of the parks, open spaces, woodlands and cemeteries. The service will also provide an official Council presence in these areas.
5. These options may be subject to necessary funding being available.
6. A detailed report on the Parks Strategy will be presented to the June Leisure Sub-committee.
Director of Finance comments
7. There are no financial implications arising from the proposals in the report.
Background documents
Petition from residents
Leisure Sub-Committee report 26th February 1998 Page 1 PETITION - REQUEST TO REMOVE BENCH FROM ROCKINGHAM ITEM 2 RECREATION GROUND, UXBRIDGE (Uxbridge South Ward)
Contact officer : David Bryant Telephone: 01895 250416 Summary
This report informs the Sub-Committee of the receipt of a second petition that complains about disturbances and anti-social behaviour by young people gathering in Rockingham recreation ground and suggests the removal of a bench from the Recreation Ground.
Recommendation
That the action taken by officers be noted
That the situation be further monitored and reported to the next Uxbridge Police Sector Project Team. If the Project Team recommends alternative action, a further report be made to the Sub-Committee.
Information
1. A petition of 60 signatures has been received complaining about disturbances caused in the area of Austin Waye, Uxbridge, by groups of young people. The specific complaints in the petition include
· gatherings of young people from 4pm until 12.30am all year round, creating noise, using offensive language, under age drinking, kicking cans and bottles around and scattering litter. · smashing glass bottles and scattering broken glass on the grass areas where it could cause injuries to children and animals · youths urinating against cars and fences near to the bench · discarded condoms, syringes and needles being found by residents · youths damaging trees by peeling off bark
2. Other incidents that the petition mentions are:- · smashing of glass bottles against residents houses · vandalism, e.g. broken car wing mirror, damage to fences, punching car tyres · racial abuse · gatherings of young people with baseball bats and iron bars and behaving in an aggressive and threatening manner · attempted theft of residents cars
3. The petition organiser suggests removal of the bench where the young people gather and more policing by the homebeat officer. The issue was discussed at the October meeting of the Uxbridge Police Sector Project Team, that comprises representatives of the Police and appropriate Council Groups, and the Police agreed that the beat officer would be requested to patrol the area regularly. Visits have now taken place and the beat officer has spoken to the young people.
4. Youth Workers will also periodically visit the area with a view to encouraging the young people to attend Fountains Mill youth centre in Uxbridge.
5. As regards the suggestion made that bench be removed, Police advice is that this would in all likelihood cause the young people to shift to another location. This request was considered by the last meeting of the Sub-Committee when it accepted that the bench should not be removed, based on the advice from the Police.
Leisure Sub-Committee report 26th February 1998 Page 2 6. The Sub-Committee is asked to note the action taken by officers and to give instructions as to whether the bench is to be removed.
Director of Finance comments
7. The cost of any action taken needs to be contained within existing revenue budgets, if the Council’s policy of containing net expenditure to within set limits is to be achieved.
Background Documents Petition from residents received February 1998.
Leisure Sub-Committee report 26th February 1998 Page 3 HILLINGDON MUSEUM WORKING PARTY ITEM 3
Contact Officer : Maria Newbery Telephone : 01895 250702 SUMMARY
Following a decision taken at the Leisure Sub Committee 19 June 1997 a working party was set up with the brief “To draw up details for the funding and management of a possible future Borough Museum”. It is now proposed to widen this brief in order for the working party to make further progress.
RECOMMENDATION
That, in addition to its original brief, the Museum Working Party is requested to identify one or more locations in Uxbridge suitable for housing a future Borough Museum and to establish the availability and cost of these locations for this purpose.
INFORMATION
1. The Working Party has spent considerable time discussing the details relating to the funding and management of a museum, both within and outside the auspices of the local authority.
2. Members of the Working Party have visited three museums with different management and funding arrangements; Harrow Museum is an independent museum run by Harrow Arts Council and with some funding from Harrow Council. Richmond Museum is an independent museum, run by Richmond Museum Trust. It receives no grant from Richmond Council. Wandsworth Museum is run by Wandsworth Council.
3. During the discussions it has become clear that the Working Party is unable to reach a conclusion until such time that a building has been secured for the purpose of a Borough Museum.
4. It is proposed that the Working Party is requested to examine possible museum sites in Uxbridge and establish their availability for this purpose.
DIRECTOR OF FINANCE COMMENTS:
5. There is no funding available within the Council’s capital or revenue programmes to establish such a facility. It is important for the Working Party to establish a financial plan for the costs of providing and running the facility with specific reference to its funding by maximising income and external funding.
BACKGROUND DOCUMENTS
Leisure Sub-Committee report 26th February 1998 Page 4 Museum Feasibility Study (1996)
Leisure Sub-Committee report 26th February 1998 Page 5 PUBLIC LIBRARY SERVICE MONITORING ITEM 4
Contact Officer : Martin Hough Telephone : 01895 250701 Summary
As requested at Leisure Sub on 4th December 1997, this report describes some of the work being carried out in the Libraries to meet the needs of the Council’s Best Value Project , DCMS Library Plans and Audit Commission investigations.
Recommendation
That the Committee notes the report.
Information
1. The Library Service has been chosen to be a representative of the Local Services Group in the internal trial for Best Value. This is timely, as it coincides with new requirements from the Department of Culture, Media and Sport for three year, two year and annual strategy plans for the service, and National investigations by the Audit Commission into the cost effectiveness of Library Services.
2. In order to monitor the service and set realistic targets, it is necessary to obtain as full a picture as possible of the current performance of the library service, what the users expect from it and how it compares with provision by other authorities.
3. Users’ needs and views have been sought for particular projects, such as a review of the provision of periodicals in the libraries (1994) and the planning of the new library computer system (1997) , but no complete user survey has been carried out since the Hillingdon Project of 1972. In the intervening years, the nature of library provision has changed substantially.
4. The Institute of Public Finance & Accountancy (CIPFA), the main body involved in the compilation of Library Statistics, has produced a national scheme entitled PLUS (Public Library User Survey). It has established a procedure and form of questions which ensures that, correctly conducted, it will be possible to make inter-Authority comparisons for benchmarking purposes. Additional questions relating to local issues have been added, and will be processed along with the full questionnaire.
5. The main surveying work , with 5,000 questionnaires being distributed across every library, will take place during the week beginning Monday 23rd February. It is anticipated that analysis will take place during March, and the main results will be ready for publication and appropriate action in April. It should be possible then to see patterns of use and readers’ perceptions of the quality of service at every one of the seventeen Hillingdon libraries.
6. A separate, more specialist survey will be carried out at a later date to look more closely at the needs of users under the age of fourteen.
7. In addition to this survey, work is proceeding in comparing Hillingdon’s performance against results for other Outer London Boroughs. It is already clear that it is one of the most cost effective in the region- the latest National Performance Indicators showed a net Cost Per Head of £14.38 which compares with an average of £16.22 , even though Hillingdon has the joint highest number of service points in London.
8. Further reports on the progress of this project will be brought to future Leisure Sub Committee meetings.
Director of Finance comments
Leisure Sub-Committee report 26th February 1998 Page 6 9. Comparative statistics have to be used with other measures to come to any judgement about services. It is important to understand the basis of comparison together with the appropriate other authorities to compare with. Often of more relevance is an authority’s performance with itself over time, or with its own targets for service improvement.
Background Documents
PLUS survey form National Performance Indicator figures
Leisure Sub-Committee report 26th February 1998 Page 7 PUBLIC CONSULTATION ON NEW LIBRARY ITEM 5 MANAGEMENT COMPUTER SYSTEM
Contact Officer : Chris Beaumond Telephone : 01895 250712
SUMMARY
The contract for the existing Library Management Computer System finishes in March 1999. Officers have been preparing a specification for the new computer system and sought information on the public’s use of the present system and their interest in the extra facilities potentially available from the next Library Management Computer System.
RECOMMENDATION
That members note the contents of the report.
INFORMATION
1. A self-completion survey for library users was made available over a 3 week period, during November 1997.
2. There were 887 completed forms returned from the Hillingdon Branch Libraries, Uxbridge College Libraries and disabled groups. There was a special questionnaire for children. There were 202 replies from children. For an example of the adult survey form see appendices.
3. There were responses from all the different age groups (see CHART No.1) with the expected high interest from the 12-25 year age groups being matched by the 60+ Male group.
4. The findings show that 87% of people replying to the survey use the public computer terminals available in the libraries and there was good use of the facilities currently available (see CHART No. 2). It was found that 77% consulted the library catalogue and 31% used it for placing their own reservations. In the near future an initiative will be launched to encourage more use of the self service reservation facility. Since we can see from the survey that a proportion of users are uncertain how to use the system, we intend to provide more support in this area.
5. There was great interest in all the new facilities that could be made available with the new Library Management Computer System (see CHART No. 3). Of particular interest were the possibility of being able to phone up to renew library items at any time of the day (78%) and personally being able to renew at a public computer terminal and self service issue terminals (75%). Access to the Internet, use of CD ROMs and looking at other Library Authorities Catalogues on the public computer terminals, all had a 64% interest rate.
Leisure Sub-Committee report 26th February 1998 Page 8 6. Comments were attached to 25% of the completed forms demonstrating the public’s desire to contribute to the consultation process. In total there were 363 comments. For analysis of the comments (see CHART No. 4). The main concerns were about presentation of the current library catalogue – (51 comments). Great value was placed on library staff’s assistance – (33 comments) and positive reaction to the new Library Management Computer System and the Library Service (31 comments). We intend to involve library users in assessing the potential new Library Management Computer System. People with disabilities also provided useful feedback, which we intend to take into account. Some members of the public took the opportunity to pass general comments on the level of service provided and the limitations of the Library bookstock.
7. The information gathered from the survey has helped to refine the specification of requirements for the replacement system and will be of great value in assessing responses from suppliers tendering.
8. The results of the survey will be available in the Libraries and published in “Hillingdon People”. They will also be included in the Library’s Home Page on the Internet.
Director of Finance comments
9. A comprehensive report on the replacement of the current system in the light of the various user and technical analyses will need to be produced for a future meeting. This will clearly set out the financial implications.
Background Documents see list of appendices below
List of appendices
1. Sample of survey form
2. Chart No.1 Percentage of replies by age and gender
3. Chart No.2 Percentage of total replies on use of current facilities available from public terminals
4. Chart No. 3. Percentage of total replies interested in new facilities that could be offered by the new computer system
5. Chart No.4 Analysis of comments to open ended question in computer survey
Leisure Sub-Committee report 26th February 1998 Page 9 page 1
Leisure Sub-Committee report 26th February 1998 Page 10 page 2
Leisure Sub-Committee report 26th February 1998 Page 11 page 3
Leisure Sub-Committee report 26th February 1998 Page 12 page 4
Leisure Sub-Committee report 26th February 1998 Page 13 COMPASS ARTS THEATRE ITEM 6
Contact Officer : Bryony Flanagan 01895 632488 Summary
The report outlines work undertaken to address some key priorities for the continuing development of the Compass Arts Theatre.
Recommendation
That members endorse the programme and range of activities and events at Compass Arts Theatre, Ickenham.
Information
1. It is now a year since the new manager was appointed and newly constituted management committee formed The main challenges of the year have been to develop the programme for children and young people , recruit and train volunteer staff and to maintain and develop the programme of work by local arts and professional companies. This report concentrates on these particular objectives
Children and young people
2. Compass now promotes two regular activities for children. Compass Kids runs monthly for 3½ to 7. year olds and includes masks, movement to music, theatre games etc. Three Centre Stage weekly drama classes are now run for 7&8, 9&10 and 11&12 year olds. All the classes cover their costs.
3. In the summer holidays 1997, a two week arts performance and workshop programme was run. entitled the Fun Factory, which involved nearly 400 local children and their parents. Activities included clowning and mime, puppet and instrument making workshops , a week long drama playscheme plus puppet, clown ,musical and drama performances.
4. Outreach performance s were staged in Northwood Hills and Hayes Libraries.
5. Plans are now in hand to organise a similar summer programme this year and to include an environmental awareness project.
6. Compass has promoted a regular Saturday programme of professional children’s shows, which have become increasingly popular, with most selling out.
7. The theatre works in partnership with Hy-Art ( Hillingdon Youth Art) to promote a range of activities for young people. Magnetic North Youth Theatre and Magnetic North Too catering for 14-21 and 13- 14 year olds respectively ) are both based at the Compass. Compass is committed to the development of young people through the arts. and forthcoming Compass projects include an animation project to be held in Unit Two, West Drayton . and ‘Chilling out’ a drama drugs performance for local schools.
Volunteers
8. There are now over 100 volunteer members of staff who between them run the Box Office , coffee bar, wine bar, wardrobe and Front of House departments. The Manager and members of the Committee carried out a vigorous, well thought through recruitment campaign in the summer which had a good response .
Leisure Sub-Committee report 26th February 1998 Page 14 9. Training support is crucial for the volunteers and is a major commitment for the Compass manager. It is only through this extensive use of volunteer support that the venue continues to operate on the scale it does.
10. Entirely through volunteer support additional work has been has been carried out in recent months, on the Wardrobe collection so that it now regularly contributes to the income of the theatre.
Local Arts and professional companies
11. Over 20 local companies from all parts of the Borough and surrounding areas perform at the Compass every year, enabling 1000 local people to actively participate in the arts. The Compass enables these companies to work in a professional theatre with specialised support. Companies perform drama , musicals farce, comedy opera and cabaret, with local dance schools also performing .
12. The Compass is increasingly promoting professional arts events and activities at the venue, which might not otherwise be available to the local community. These companies attract new audiences and provide inspiration to local arts participants.
13. Last October, Compass was successful in attracting its first household name to the venue-George Melly.
14. Compass has traditionally produced an in-house pantomime to provide accessible , but high-quality entertainment. However resources did not allow this in 1997.. A professional company was hired to present a Christmas musical play ‘The Snow Queen’. Over 1300 tickets were sold and most performances were sold out. An alternative to pantomime is again being provided for Christmas 1998 with ‘Alice in Wonderland’ already booked. Audience development
15. The Compass Theatre is an important community resource which is increasingly becoming a boroughwide resource...The computerised box office system provides useful information about audiences attending performances. The audience base now reaches across the whole borough and to Harrow, Ealing, Slough and Watford Productions at the Compass Theatre enable audiences in excess of 10,000 per year to experience the arts across a variety of forms.
Director of Finance comments
16. This report deals with activities carried out within the existing funding for this facility therefore there are no financial implications arising from the report.
Background Documents
Nil
Leisure Sub-Committee report 26th February 1998 Page 15 LEISURE FACILITIES MANAGEMENT REVIEW ITEM 7
Contact Officer : Tim Atkins Telephone : 01895 250659 SUMMARY
The purpose of this report is to advise members on the progress of the consultation with staff, trade unions, users and schools. Consultation papers have been drafted and circulated. Officers are in the process of providing responses to any concerns or queries raised. The report will update members on the detailed issues.
RECOMMENDATIONS
1. That Members note the progress with the Leisure Management review.
2. That Members instruct officers to proceed with the review and prepare a detailed report summarising the results of the consultation and make recommendations for the future management of the service.
INFORMATION
Background
1. The Community & Environment Committee of the 25th September 1997 resolved to undertake a comprehensive consultation exercise regarding the findings of the leisure and management specialists Deloitte & Touche for the future options for leisure management in Hillingdon. This consultation process is under way. Detailed consultation documentation has been prepared and distributed to Staff, Trade Unions, Users and Schools.
2. The Consultant’s report recommended a transfer of the Council’s Leisure Management Services to a Charitable Trust Limited by Guarantee. This is a Non Profit Distributing Organisation which benefits from significant tax advantages, enabling an additional £225,000 per annum to be invested directly into the borough’s leisure facilities at no cost to the Council. Furthermore, there are greater opportunities for attracting lottery and other external funding if Trust Status is achieved.
3. A number of different methods have been utilised in consulting the relevant bodies. The Consultant’s report and relevant committee papers have been made available to all those consulted, and sent directly to the Trade Unions and Schools.
Staff & Trade Unions
4. Initial awareness sessions were set up for all staff affected by the proposal. Staff were provided with documentation addressing the main issues and how transfer to Trust Status may effect their terms conditions and other matters related to their employment. Furthermore, the documentation included details of how the proposal could change the way in which the Leisure Management Service would be operated, managed and controlled. Following the awareness sessions, staff and trade unions were invited to ask questions, either verbally or in writing, so that a comprehensive consultation document could be prepared. It is intended to prepare a document that will answer all relevant concerns or queries regarding a possible transfer to a Trust. This will enable staff to have all the relevant information before indicating their views on the proposed transfer.
5. A comprehensive list of questions has been prepared by the Trade Unions. An initial response has been made. The Trade Unions are satisfied with the majority of the answers but have asked for more detail on a number of issues. Officers are in the process of dealing with this request. The
Leisure Sub-Committee report 26th February 1998 Page 16 details of the questions asked and initial responses are included in Appendix A attached to this report. It should be noted that these are the initial responses and it is intended to provide further detail where necessary.
Schools
6. Local schools undertake an important role in the provision of Hillingdon’s leisure facilities. Partnerships have been established with William Byrd, John Penrose, Queensmead, Northwood and Hayes Manor. These schools provide dual use facilities which are accessible to the pupils and the community. The facilities are owned by the schools but managed by the Council.
7. In recent years, the schools have been critical of the lack of investment into their facilities. This has resulted in Harlington Community School opting to break the arrangements and manage their facility independently. Hayes Manor has now made a formal request to follow suit, managing the sports facilities independently. These actions result in the Council having no control of community access to the facilities, which could ultimately result in a reduction in the borough’s leisure provision.
8. The consultation undertaken with the schools is underway. The initial feedback seems to be positively in favour of transfer to Trust Status. Schools that have responded so far believe the proposal has significant benefits, in principle. The additional funding available for investment and the opportunity to have a stake in the management and delivery of the service is an attractive proposition.
9. A schedule of meetings with the Head Teachers is under way. Formal responses will be sought once all the relevant queries have been addressed.
Users
10. A detailed list of all organisations, sports clubs and other informal groups who regularly use the facilities has been compiled. A questionnaire has been drafted and sent to these bodies seeking feedback regarding their opinion of the condition of the facilities, the service provided and the principle of the proposed transfer. It has been difficult to decide the level of detail to include in the explanatory documentation. It is important not to provide too much information or technical detail as people will be unlikely to read it or be bothered to reply. It is, however, important to provide enough information to ensure that those consulted understand the purpose of the questionnaire. To this end, a simplified explanation of the principal issues has been incorporated with an invitation to receive more information either verbally or in writing. The questionnaire asks only fundamental questions but gives the opportunity for additional comments. A copy of the document to be sent out is included in Appendix B attached to this document.
TIMESCALE
11. The consultation process is now at a well advanced stage. Once all the responses have been received a detailed summary paper will be prepared. The staff and trade unions will be asked to give an indication as to whether they support the proposal or not. A report will then be compiled including the results of the consultation exercise making detailed recommendations for the future of Hillingdon’s Leisure Facilities Management service. It is hoped that this paper will be presented to the next Leisure Sub Committee.
Director of Finance comments
12. The proposals that may emerge will have significant financial implications for the organisation of the Council’s finances. The final report will need the agreement of the Policy & Resources Committee as the financial implications are wider than the Community and Environment Committee.
Background Documents
Nil
Leisure Sub-Committee report 26th February 1998 Page 17 APPENDIX A
Staff & Trade Union Consultation
Questions and Initial Responses
1. Will the transfer of staff to the trust be done under the TUPE regulations?
As long as the Leisure undertaking retains it’s identity when it transfers from the Council to the Trust the Transfer of Undertakings Regulations will apply.
2. Will all staff be eligible to stay in the Local Government Pension Scheme under admitted body status?
If the Trust was set up as recommended in the Consultants Report it would be able to be admitted to the Local Government Pension Scheme.
The Main criteria is that it is a non profit making body providing services in the UK. If it is admitted staff will obviously be able to remain in the scheme.
3. Will all existing Local and National Terms and Conditions be transferred to the Trust?
Under the transfer of undertakings regulations staff would be transferred under the existing Terms and Conditions of their contract of employment. Therefore all Local and National Terms which are incorporated into staff’s contracts of employment will continue to apply.
4. Will staff continue to have their Terms and Conditions agreed by the National Joint Council?
Yes, this will continue to be part of the contract of employment by reason of incorporation of National Terms and Conditions.
5. Will all staff employed by the Leisure Management DSO be transferred to the Trust?
All staff who are employed for the greater part of their time on the Leisure undertaking which is transferred to the Trust, would be covered by the transfer of undertakings regulations.
6. Which other staff may be transferred to the Trust?
Other staff who do not fall within 5 above would not transfer to the Trust under the regulations. The Trust may decide it wishes to employ other staff if staff wish to move from the Council to the Trust.
7. Why is the non profit distributing organisation the only option being put forward. What other options could be considered?
The non profit distributing organisation is not the only option that has been considered. The Leisure and Community & Environment Committees considered different options for the future of Leisure Management Services, these included private finance initiatives, non profit distributing organisations, amended DSO operations. It was the Committee’s decision to instruct Consultants to investigate the options further and
Leisure Sub-Committee report 26th February 1998 Page 18 give specialist advice on the best possible option for the London Borough of Hillingdon. Members made it clear that they where not keen to pursue a private finance initiative thus, limited work has been undertaken in this area. The Consultant detailed report recommends a non profit distributing organisation because it has the best tax advantages, allowing the maximum amount of investment into the Leisure Service at no extra cost to the Council.
8. What will be the relationship between the Trust and the Council, how will disputes be resolved?
This has yet to be determined, but the relationship will be regulated by various legal agreements e.g. a management agreement, lease etc. which will provide for the resolution of disputes. Any management agreement or leases made will have full union and staff consultation before formally agreed.
9. How will the Board be appointed, who will be eligible and who will make the appointments?
This is an example of how it has worked in other areas. It is for Members to decide if this is the approach for Hillingdon, assuming the Trust option agreed.
There were originally 5 founder members - 2 Councillors (one from each party), 2 from the business community (nominated by each party) and a staff nomination (not directly employed by the Council). An advertisement was then placed for 6 “professionals” (accountants, solicitors, sports administrators etc.) to join the board. Those responding were interviewed by the Chief Executive, Members and the founders.
10. How do you propose to curb the influence of large sports clubs?
Following on from the above example.
The Management Board agreed that the Trust membership should consist of 94 people and that all future major decisions would require 75% agreement. This group would consist of 20 staff, 15 user group, 20 customers, 15 local sports associations (not users), 15 local businesses and 9 trustees.
11. Is there a Business Plan for the Trust, if not at what stage will once be formulated?
A Business Plan has not yet been developed. However, it will be an essential requirement if a Trust where to be established. Any management agreement developed will require an annual report for which a Annual Business Plan will be required for the annual funding formula. As soon as a decision is taken as to whether the Council will proceed with the setting up of a Trust a Business Plan will be developed, will be renewed an annual basis.
12. In the Document that you have circulated you have indicated a set up cost of about £70,000, is this the total set up cost or will there be other charges relating to moving to a Trust?
The set up costs of £70,000 are the expected total set up costs. This figure is based upon the experiences of other Local Authorities who have set up non profit distributing organisations and the detailed specialist advice of the Consultants Deloitte Touche who estimated these would be likely costs. It is possible that the costs may vary however, at present we are reliant upon the specialist advice we have been given.
13. There are many staff currently undertaking NVQ training. Will they be able to complete their courses with and Trust if they have not done so by the time of the transfer?
Where the Council has entered in to a commitment to staff for them to undertake an NVQ training which could be said to form part of the contract of employment, then this
Leisure Sub-Committee report 26th February 1998 Page 19 would be protected under the transfer regulations. Alternatively, it may be something that can be incorporated into one of the legal agreements between the Council and Trust.
14. If the proposal to move to a Trust is agreed what is the timetable for the transfer of staff?
The timetable will be dependant on the Council decision whether to move to a Trust or not. However, if such decision is made a project management work plan will be established setting out a timetable leading up to vesting date where the Leisure Service will move to Trust Status. It is likely that it will take a minimum of 12 months to formally establish.
15. How will the Trust impact on the Best Value proposals currently being worked on the Recreation Services. If it is approved what will happen to the rest of the services involved?
Leisure Management Services forms part of the Councils Recreational Services Pilot Scheme. The decision to move to a Trust Status will have an impact on the other services. It will enhance the likelihood of the remainder of the services within the Pilot Scheme being approved as meeting Best Value principles. A non profit distributing organisation delivering Leisure facilities for a Council represent the most effective use of Council Tax payers money and is a pro active means of delivery meeting principles of Best Value. There will be no direct effect on the other individuals services within the pilot however, it is my opinion that it will lighten the burden to find alternative means of provision for other services within the pilot scheme.
16. What will be the knock on effects for HDS in terms of recovery of overheads and returns to the Council’ budget?
In 1996/97 HDS planned to allocate approximately £130k for their overheads to the Leisure Management operation, CCT and non CCT. These overheads would cover the operation share of the following services;
HDS General Management, Finance (Accountancy, Payroll, Payments), Personnel, Adman and IT, Harlington Road costs.
For each of these elements it would need to be identified what would still be borne/recharged to the Trust (e.g. Payroll) and what would not (General Management costs). It is likely that significant proportion would not be attributable and therefore would have to be redistributed over the remaining HDS units. It is likely that HDS will express a view on the implications and these will have to be resolved if the decision to continue with the Trust is taken.
It is possible that there may be some implication if over all there is less work being done by the support activities. The Council’s budget decisions over all for 1998/99 may have a bearing on all this any way. 17. Which facilities and land will be included in the Trust?
The facilities would be as follows : Hayes & Highgrove Pools, Hayes Stadium, wet and Dry Dual Use Centres, (Subject to consultation/negotiations with the schools). These facilities would be leased to the Trust, the rent payable and terms of the lease would be subject to negotiations with the Council when the Trust was to be set up.
18. Will the new cycle track being built in the Borough and proposed health suite at the Civic be included in the Trust?
Leisure Sub-Committee report 26th February 1998 Page 20 There is no reason why these facilities should not be managed by a Leisure Trust. The decision will be ultimately made by Members however, it would seem sensible for them to be managed by a Leisure Trust if it where established.
19. Are there any proposals to bring the golf courses into the Trust at some stage?
The golf courses operate under a 25 year lease, there are 20 years still to run on this lease. The only possible way in which they could gain control of the Golf Courses would be if the leaseholders where to seriously breach the terms and conditions of a lease. If this were to happen it is likely that careful consideration will be given, however, it is my opinion that this is an unlikely eventuality.
20. The proposed savings are £225,000 per year, but the expenditure needed is in the area of £4 million. What other proposals do you have to fund the expenditure?
The Consultants report identifies that £4.4 million needs to be spent on refurbishment projects. The majority of the costs directly related to Hayes Stadium. The value of immediate Health & Safety works required across the service is minimum of £140k. As you are aware the Council’s existing budget makes no provision for such works to be undertaken. Unless the necessary funds are directed to the Leisure facilities it is likely that closures may result. Furthermore, access to additional revenue / capital may assist in the development of the business, thus increasing the service’s revenue generation potential.
The Hayes Stadium site represents a major investment programme. Whether the decision to move to a Trust or not is taken, external funding will be necessary. Charitable bodies / Trusts are currently better positioned to gain external funding than Council’s are.
The £225k per annum would at a minimum ensure that all the essential Health & Safety works are undertaken and would probably assist with the development the Leisure Management Service. This would have significant benefits for the people of Hillingdon, the Council and the staff of the service.
21. Are there any lottery bids under consideration and what effect will moving to a Trust have on these?
There are no lottery bids which affect the existing Leisure facilities under consideration at the moment.
22. What are the possibilities of getting sponsorship as a Trust?
Current evidence shows that Trust’s and other charitable bodies have the ability to attract greater levels of external funding, private finance partnerships, and sponsorship than other bodies. Furthermore, statistics from the National Lottery prove that charitable bodies have a much better strike rate with successful lottery bids than non charitable bodies.
23. What effect will the recent court ruling on CCT have with regards to TUPE and the protection of terms and conditions of staff who transfer?
It is not clear what ruling is referred to here but as long as there is a transfer of an undertaking or part of an undertaking which retains its identity the regulations will apply.
24. Who will be included in the ballot and how will it take place?
Members did not consider the Community & Environment report which recommended the proposal to run a ballot, operated by the electoral reform society for all staff in the
Leisure Sub-Committee report 26th February 1998 Page 21 Leisure Management Service. Members where unhappy for the Local Authority to organise a ballot run by the electoral reform society and would prefer the Trade Unions to undertake the proceedings. This is obviously contrary to the agreement that was made at the staff meetings and I believe it would make sense for us to meet and discuss this matter in more detail before deciding a course of action.
25. In the event of the Trust failing either financially or organisationally what will happen to the staff?
Once staff transfer to the Trust they will be the Trusts responsibility, however, if the Trust were to fail so that the Leisure undertaking were to be transferred back to the Council or to another provider the staff would probably be transferred under the transfer of undertaking regulations.
Leisure Sub-Committee report 26th February 1998 Page 22 APPENDIX B User Questionnaire
The Current Position
With the continual pressure on local government spending it has been difficult to fully resource all of the borough’s facilities. The investment and maintenance needs of the borough’s Leisure facilities far exceed the money that is available. The London Borough of Hillingdon is determined to provide a good range of Leisure facilities for its residents. We have commissioned specialists to examine the options available to maximise investment into the Leisure service and ensure it’s future provision and development.
The Options Available
As funding for Leisure activities directly through the Council is limited, many other authorities have changed the way in which they deliver their Leisure Services. Charitable Trusts have been established, lessening the control of the Local Council. The responsibility of such Trusts lies with the Board of Trustees who are accountable for all matters of the Leisure Trust. Initially the trustees of the Trust’s Board will be appointed by the Council, which will include representatives from the community, user groups, sports clubs, local councillors, staff and people with financial & legal expertise.
The Advantages & Disadvantages
The fundamental difference is that a formation of a Trust in Hillingdon would provide significant tax benefits that would enable additional investment into the borough’s leisure facilities at no additional cost to the Council taxpayer. Furthermore, it allows the community and users to become directly involved in the management and delivery of a service they feel is important. A move to a Trust would remove the direct control the Council has over the Service.
Your Opportunity to Speak
The option to create a Leisure Trust in Hillingdon is being considered by the Council. Specialist advice has been sought, which recommends a transfer to Trust. The Council wishes to seek the views of staff, users and schools on their findings and recommendations. To enable this we ask you to complete this short questionnaire on the reverse of this letter, and if you have any additional related comments we would welcome them. If you wish any additional information regarding the proposal please contact me on the telephone number provided or write to me. Your assistance is much appreciated. A pre-paid envelope is attached for you convenience.
Could you please reply by Friday 20th March 1998 1. Are you satisfied with the Leisure facilities provided by the London Borough of Hillingdon?
YES NO
2. Do you feel the facilities would benefit from improvement and investment?
YES NO
3. Would you support the Council in transferring the operation of its leisure facilities to a Charitable Trust as described in the text above?
YES NO
4. Would you welcome the opportunity to become involved in the management and delivery of the borough’s Leisure Services?
Leisure Sub-Committee report 26th February 1998 Page 23 YES NO
5. If you have any comments relating to these questions or the provision of Leisure in Hillingdon please use the space below:
Please return this form using the stamped addressed envelope, or write to:
Tim Atkins Projects Manager Local Services London Borough of Hillingdon Civic Centre 3S/06 High Street, Uxbridge UB8 1AP
Leisure Sub-Committee report 26th February 1998 Page 24 HILLINGDON’S LEISURE STRATEGY ITEM 8
Contact Officer : Tim Atkins Telephone No. : 01895 250264 SUMMARY
This report illustrates the need for a strategic framework for Leisure in Hillingdon. It will act as an umbrella for more detailed strategies that are crucial to community development and will enable much needed access to external funding. The report identifies key objectives that will form the basis of the Borough’s provision for Leisure over the next five years.
RECOMMENDATIONS
1. To instruct officers to prepare a detailed Leisure Strategy which encompasses the six key areas identified.
2. To consult with relevant user groups, voluntary organisations and local clubs to ensure the objectives of the strategy meet the needs of the community.
3. To report back to the Leisure Sub-Committee with the detailed Leisure Strategy for ratification.
INFORMATION
1. Hillingdon Council cannot provide for all its residents’ leisure needs, however, no other organisation is better placed or better equipped to create opportunities for leisure activities at all levels. Councillors and officers in Hillingdon are committed to support and enable local residents and organisations in developing projects that will add to the diversity of services available in the Borough and, thus, to the vitality of the community.
2. The development of a Leisure Strategy is essential if the Council is to make successful bids to the Sports Lottery Fund; and to seek partnership and sponsorship funding. The Leisure Strategy is intended to provide a framework of planned policies and actions that will guide the provision of leisure facilities and opportunities in Hillingdon in future years.
Policy Guidance
3. The Government have placed a strong emphasis on the need for Local Authorities to produce a Leisure Strategy. Policy statements made regarding tourism, cultural policy & arts and sport, all focus on the importance of a Leisure Strategy as a tool to promote and deliver these activities in the community. This objective is supported by the Chief Leisure Officers Association (CLOA). The CLOA has been campaigning for the introduction of Local Leisure Plans across the country. 4. Health of the Nation; a white paper published in 1992 recognised the positive impact that physical activity can have on a whole range of preventable health conditions. It established a National Physical Activity Taskforce in 1993 with the responsibility of developing a National Strategy for promoting physical activity.
5. More People, More Active, More Often, was published by the Physical Activity Taskforce in 1995. The strategy encouraged the majority of the population who are inactive to make regular physical activity of a moderate intensity, part of their daily routine. Activities included gardening, DIY, walking, swimming and social dancing.
6. Sport, Raising The Game, was published in 1995. It outline proposals to encourage and promote sport. It included four main development areas: schools, local clubs and organisations, further and higher education. The document acknowledged the importance of the close links between Local Authorities, Schools, The Sports Council and Voluntary Groups.
Leisure Sub-Committee report 26th February 1998 Page 25 7. The strategic guidance encourages Local Authorities to bring together a wide range of services under one strategic framework. Leisure encompasses a wide range of activities that all have a common theme. These are activities that people undertake voluntarily in their spare time for pleasure.
8. For the purpose of this strategy the areas in focus include:
· Sport and Recreation · Play · Parks · Playgrounds · Libraries, Arts and Culture · Tourism · Countryside and Water Based Activities
PURPOSE AND OBJECTIVES
9. It is proposed that a detailed strategy is prepared for each of the seven key areas. The Leisure Strategy will provide a strategic and corporate framework that will assist in the development of leisure services in Hillingdon over the next five years. It is intended to use the strategy as a corporate tool that will also assist in achieving other initiatives crucial to the Council’s aims. The Lifelong Learning and Community Development proposals overlap considerably with the objectives this paper seeks to achieve. Further developing the existing partnerships with local schools and groups in the community will enable the leisure services provided, to be accessible to more people and deliver the type of activities and facilities that are needed. Leisure is an effective vehicle for delivering health, cultural, recreational, educational and community based initiatives. The purpose of this Leisure Strategy is to:
i) establish the vision for the future provision of leisure in the borough, setting out key objectives and the agencies that fulfil these objectives.
ii) provide clear statements of the lead role that the Council can perform in co-ordinating leisure provision in the borough.
iii) promote an integrated and co-ordinated approach to the planning and provision of services to achieve common goals.
The principle objectives are:
i) improving the local quality of life by addressing issues such as residents’ health, realising personal objectives, enjoyment and improved access;
ii) improving community safety by reducing anti social behaviour and crime;
iii) providing family leisure experiences through individual development by play and learning;
iv) attracting funds for regeneration and job creation through leisure;
v) creating leisure partnership opportunities with the commercial and voluntary sectors;
vi) identify disadvantaged groups and set targets to increase their opportunities for participation.
DEVELOPING THE STRATEGY
10. The CLOA have set out the key features and processes that any developing strategy should adopt. Four requirements in the process are identified;
Leisure Sub-Committee report 26th February 1998 Page 26
i) to undertake adequate formal consultation with appropriate individuals and organisations;
ii) to identify the demand for the provision and delivery of leisure services by the evaluation of the consultation and use of leisure service planning methods;
iii) to prepare a written plan that clearly state the actions the local authority will take to meet the identified service demand;
iv) to monitor and review the Leisure Strategy regularly.
TIMESCALE
11. It is important to consult with the community to establish the objectives and framework for each part of the Leisure Strategy. Once established, a detailed plan can be drafted. It is envisaged that the process will take from six to twelve months.
Director of Finance comments
12. In order to facilitate the best use of limited resources it is vital for services to have a clear strategy which establishes priorities. This then allows for a framework in Service Plans, etc. for specific operational decisions to be taken. It minimises ad hoc uncoordinated responses to developing situations and is therefore key to any aspirations for best value, value for money.
Background Documents
Nil
Leisure Sub-Committee report 26th February 1998 Page 27 SPORTS AND RECREATION STRATEGY ITEM 9
Contact Officer : Tim Atkins Telephone : 01895 250659
SUMMARY
This report sets out the structure and key objectives of Hillingdon’s Sports and Recreation Strategy. It is a detailed part of the umbrella Leisure Strategy. By setting overall aims and targets it is proposed to undertake a detailed and comprehensive audit of the facilities, users and sports provided. Officers seek approval to undertake the review, consult with the community and develop a detailed strategy setting clear targets and objectives.
RECOMMENDATIONS
1. Instruct officers to undertake a detailed a comprehensive sports and recreation review.
2. To prepare a detailed Sports and Recreation Strategy setting clear targets and objectives based on the findings of the review.
3. To report back to the Leisure Sub Committee with the document for ratification.
INFORMATION
1. Hillingdon Council is currently developing a Leisure Strategy which encompasses educational, cultural, health and community based initiatives. A sports and recreation Strategy is a fundamental part of the borough’s strategic leisure framework. It will be difficult for Hillingdon to gain access to external funding and establish partnerships unless effective targets and objectives are established, furthermore, it will enable Hillingdon to strategically plan for the development of sport for residents of the borough.
2. A recent report undertaken by Management and Leisure specialists Deloitte & Touche was critical of the borough’s sports and recreation facilities. It concluded that investment was essential. Due to the spending constraints suffered by Local Authorities, leisure facilities have had to compete with statutory services. This has resulted in an inevitable under funding. To successfully achieve any significant levels of investment, the borough needs to make the maximum use of available external funds. To this end it is essential to develop a business plan and an effective strategic plan, with associated prioritisation afforded to both existing facilities and new proposals for the benefit of sport within Hillingdon.
3. The publication of this Sport and Recreation Strategy is a significant development during a period when sport, in all its manifestations, has rarely had a higher profile in the public consciousness.
4. The value of sport has been recognised internationally, at European level, in the first principle of the European Sports Charter which charges Governments ‘to enable every individual to participate in sport.’ The English Sports Council advocates the principle of ‘Sport for All.’
GUIDANCE AND INFLUENCES
The English Sports Council (ESC)
5. The English Sports Council was set up in January 1997. It is charged by Royal Charter to take the lead in all aspects of sport and physical recreation which require administration, co-ordination or representation in England. The object stated in the Charter is to foster, support and encourage “the development of sport and physical recreation and the achievement of excellence therein among the public at large in England and the provision of facilities therefore.” This simply means, to get more
Leisure Sub-Committee report 26th February 1998 Page 28 people involved in sport, more places to play sport and higher standards of performance leading to more medals.
6. The ESC are currently involved in the following programmes:
Young People and Sport
7. The aim is to ensure that all young people have the chance to take part in sport, that they learn how to compete but not at any cost to ensure that there are sufficient skilled people to help them develop their skills. The National Junior Sports Programme is co-ordinated by the ESC to develop the role of sport in the lives of young people.
8. Over the past two years, the Sports Council has developed a number of initiatives relating to young people and sport, many of which emanate from the Government Statement, “Sport: Raising the Game”. These are summarised below:
i) Further development and implementation of the National Junior Sports Programme through products such as TOP Scheme, Champion Coaching and Sports Fair, to ensure that all young people have the opportunity to participate in sport and realise their full potential.
ii) Ensuring that school/community sports facilities are developed, made available and used effectively by young people in the community both inside and outside school hours.
iii) Ensuring that young people have access to a standard minimum level of local sports facilities in all areas of the country.
iv) Ensuring that schools maintain a commitment to provide high quality sports provision with recognition of achievement through Sportsmark Awards.
v) The improvement of coaching for young people across the country in a variety of sports through improved training of teachers and coaches. In recognising the contribution of volunteers in sport the development, support and promotion of volunteer activity. All of this activity will come under the Running Sport Programme.
vi) Where a young person shows exceptional sporting ability or promise to ensure that this talent is identified and fulfilled to its maximum potential and comes under the World Class Performance Programme.
vii) To take further advantage of the considerable abilities of teachers by enhancing training opportunities and encouraging participation.
viii)An established policy for providing Lottery Revenue Funding to support the lifestyles of talented young individuals who have been identified.
The Development of Excellence
9. The aim is to ensure that everyone with the interest and ability has the opportunity to improve their standard of performance in sport, to ensure that individuals and teams improve their placing in international competitions and win more medals/championships.
10. The delivery of such programmes is underpinned by :
i) Effective distribution of the Lottery Sports Funds, both for capital and now specific revenue projects.
ii) A sports planning, design and management service.
Leisure Sub-Committee report 26th February 1998 Page 29 iii) Support to education and training of volunteers, coaches, officials and administrators in sport through the ESC’s Running Sport programme.
11. Again, over recent years, the Sports Council has paid increasing attention to the needs of aspiring and elite performers through the development of a comprehensive and inter-locking range of services. These are to be augmented by the ESC independently or in conjunction with the UKSC.
12. To ensure that the full potential of people with the ability and interest to excel in sport is realised to the full by developing a framework of facilities, coaching and support services. 13. Support for the development and refurbishment of high class competition facilities to enable talented performers to compete and develop their skills and abilities. These include the National Stadium and other national competitions facilities.
14. Developing training and coaching facilities across the country through the British Academy of Sport, the proposed Regional Network of training institutions and the existing National Sports Centre.
15. Working with and providing continued support for all recognised governing bodies of sport with enhanced service for 23 priority sports, which will be regularly reviewed. It is proposed to:
i) Develop relations with and structures within national and regional governing bodies to present a unified approach to enhancing national sporting excellence.
ii) Provide financial, coaching and facilities assistance for world class performers to help maintain and improve their status.
iii) Develop specialist skills and new facilities in all regions while co-ordinating programmes for talented performers.
iv) Assist governing bodies bids to host major events and support for facility and infrastructure development, for example the Commonwealth Games in 2002.
Links with Local Authorities
16. The ESC’s regional offices maintain good links with local authorities, schools and other agencies to ensure that the National Junior Sport Programme and the programmes to develop sporting talent are practical, helpful and achievable. They also ensure that Lottery liaison officers in local authorities are well briefed and able to assist applicants.
Local Sports Infrastructure
17. Hillingdon has evolved a sports-related consultation and decision making infrastructure that draws on the resources of Council Groups in partnership with other non-Council statutory, voluntary and private organisations. The keys to successful and productive partnerships are communication and confidence. No single body can work independently with effect. Partnerships do need a lead partner to stimulate and maintain initiatives but this will not be the same organisation in every case. The strategy is based on various fluid partnerships between organisations, co-ordinated and disseminated through a strong communications infrastructure. As long as each organisation is clear of its purpose and role in various contexts, the strategy should succeed. 18. An informal network exists linking sport with the borough’s voluntary groups and private sector organisations. It is intended to use the sports review to assess the effectiveness of this network and establish if a more formal structure will be beneficial.
The Local Sports Council
19. These are voluntary bodies representing all sport in Hillingdon. There are two local sports council bodies:
Leisure Sub-Committee report 26th February 1998 Page 30 20. The Schools Sports Council, which deals with primary and secondary schools in the borough.
21. The Hillingdon Sports Council, which deals with all the clubs and associations in the borough.
22. The Hillingdon Sports Council at the Annual General Meeting an Executive Committee is elected consisting of a representative from each sport who meet on at least four occasions each year. Council officers attend the meetings in an advisory capacity, together with representatives from the political parties. Regular liaison takes place between the executive committee members and Council officers.
23. The both Local Sports Councils receive an annual Council grant and awards small grants for sport within the borough.
DEMOGRAPHIC PROFILE
Population and age
24. Between 1991 and 2006 the proportion of young people under 16 is projected to rise by 6% to 50,100. 25. The proportion of school age children (5-15 years) is projected to rise by 11% to 34,000. 26. In line with national trends, Hillingdon’s population is gradually ageing; although the total number of people over 75 will decline by 7% to 14,500, over 85s will increase by 27% to 4,200.
Minority Ethnic Communities
27. There is a projected growth in the minority ethnic community by 63% to 47,700 in 2006. This represents 20% of the projected population of Hillingdon.
28. In 1991 the minority ethnic community represented 12% of Hillingdon’s population, however, in the south east corner of the borough this figure rises to 20%.
29. The largest increases are expected in the South Asian groups, particularly the Indian group, but among smaller groups increases are also projected for Bangladeshis (130%) and Black groups (118%).
30. The main minority ethnic groups in 1991 were Indian (54%), Pakistani (7%), Other Asian (9%) and Black Caribbean (7.5%)
Employment
31. Unemployment in Hillingdon stood at 4-5% in 1996. This figure is not consistent across the borough. In 1996 unemployment rate for men was 6.1% and for women 2.9%. The unemployment rate for Hayes was 6.2%.
Poverty
32. The Jarman index is an indicator of deprivation. Using Jarman scores 15 out of 29 wards were deprived in 1981. This had deteriorated to 20 wards in 1991. The wards suffering the worst deprivation were Crane, Botwell and Yeading.
Health
33. Many studies have shown a link between poverty and ill health. Some areas of the borough have particularly high rates of “preventable” deaths among the under 65s, including Uxbridge South, Hillingdon North and Crane Wards. the wards with the highest percentages of low weight births were Heathrow, Colham and Uxbridge North. The wards with the highest percentages of people with a long term illnesses were Uxbridge South, Townfield and Hillingdon East.
Leisure Sub-Committee report 26th February 1998 Page 31 SPORTS REVIEW
34. A detailed audit is being undertaken of the sports undertaken in the borough. It is intended to examine:
i) the provision and demand broken down in age, ethnic groups, sex etc.
ii) identify under provision and areas where targeted promotion is required.
iii) to identify the capacity of directly and indirectly managed facilities, such as leisure centres, schools and private clubs.
iv) to identify the facilities that are used, the events and competitions are organised.
35. Market research and questionnaires will be used to gather this information with users, clubs, organisations and governing bodies. The results, along with the demographic data, will enable the objectives and targets to be set for the Strategy.
OBJECTIVES AND TARGETS
36. The Sports and Recreation Strategy will set objectives and targets with a programme of implementation, prioritising the community needs identified. The key issues that will be addressed by the strategy are as follows:
Sports Equity
37. Sports Equity involves promoting fairness in sport, equality of access, recognising inequalities and taking steps to redress them. Sports providers should seek to ensure that sport becomes equally accessible to everyone in Hillingdon, whatever their age, race, gender, disability or level of ability.
38. The results of the Sports Review examined with the demographic data will identify clear trends. This will enable target groups to be identified. To increase opportunities for target groups to participate in sport and recreation, Hillingdon Council will provide appropriate sports development programmes which recognise and address the barriers to their participation.
Recreation Facilities
39. Hillingdon is committed to the provision of quality and accessible recreational facilities that meet the needs and expectations of the community. Hillingdon have an effective partnership with local schools to improve the communities access to recreational facilities. Partnerships can also be developed with other bodies to provide opportunities for the improvement of specialist sports activities.
An example already underway is work with the English Basketball Association. This will enable the provision of basketball equipment at no cost to the Council enabling access to a sport in need of development in Hillingdon, identified by the Local Sports Council.
40. Investment into the existing facilities must be an essential part of this strategy. It will also focus on the need to provide new facilities in areas of under provision targeting relevant groups.
Hillingdon’s Parks
41. Hillingdon’s Parks are an important asset to the borough and it’s community. They play an important role in the provision of informal and formal recreation. Hillingdon is committed to providing sports and recreational opportunities within the borough’s parks that are sensitive to environmental and social needs.
Leisure Sub-Committee report 26th February 1998 Page 32 42. The strategy will ensure that formal and informal recreational uses are compatible. The maintenance and improvement of the parks requires careful attention. Alternative means of funding and community involvement will be examined, including sponsorship and partnerships with private, voluntary and community groups.
Sports Development
43. The framework for achieving the Regional Sports Council’s Vision for Sport is known as the Sports Development Continuum. The continuum includes foundation, participation, performance and excellence.
44. Schemes addressing these areas are essential to the continual development of sport in the country. Focus sports will also be identified and programmes designed to encourage participation at all levels in partnership with other boroughs and governing bodies of sport.
45. Sports development is not just about developing people who are already active in sport to a level of excellence. It has a much wider scope in encouraging people to take up recreational activities. Health and fitness programmes are important key in achieving one of the prime objectives of the overall Leisure Strategy. Hillingdon will work in partnership with the Health Authority and the Education Group to develop an effective programme.
46. London Heathrow Games are an excellent example of a major youth sports development programme that has been made possible by pro-active partnerships. It has been funded by the London Events Agency with private sponsorship, primarily BAA. The games promote the 29 sports identified by the ESC.
TIMESCALE AND RESOURCES
47. It is a significant task to undertake a comprehensive review of all the borough’s recreational facilities and activities. However, if the resultant strategy is to be a effective policy tool, it is worth allocating the necessary resources to undertake the review in a comprehensive manner. The expense will be meet within budget, however, it will require dedicated officer time.
48. The process will involve the review, consultation with relevant bodies, including the National Institute & English Regional Institutes of Sport and associated networks. The strategy will need to be drafted, a report made to committee and the final document published. The overall process is expected it will take in the region of twelve months.
Director of Finance comments
49. The importance of the strategy as the report sets out is : 1. to provide a clear framework which can support bids for external funding; 2. to provide a basis for how the Council will manage and develop its sports resources.
50. At a time of limited Council resources and increasing competition for external funding the importance of having a clear strategy cannot be understated.
Background Documents
Nil
Leisure Sub-Committee report 26th February 1998 Page 33 PARKS STRATEGY ITEM 10
Contact Officer : David Bryant or Gerald Pleace Telephone : 01895 250647
SUMMARY
This report outlines the development of a parks strategy for the Borough. It is a detailed part of the umbrella Leisure Strategy.
RECOMMENDATIONS
1. That the Sub-Committee adopts this outline strategy and instructs officers to provide a detailed report for the next committee cycle.
2. That officers provide a future report on the financial and other implications of creating a Parks and Woodlands Rangers Service.
INFORMATION
Aims and Objectives of the Parks Strategy
1. The strategy aims to ensure that all residents of the Borough have equal access to high quality outdoor recreation facilities.
2. The facilities provided in parks and open spaces should allow as much diversity of use as is reasonably practicable whilst still retaining compatibility between formal and informal recreational use.
3. The safety of parks users remains as a high priority.
4. All development of recreational use in parks and open spaces should be sensitive to its environment.
Current Situation
5. The Borough has a large and varied stock of recreation land with 159 parks and open spaces covering approximately 1,725 acres from large open areas through ornamental parks to small local open spaces and modern urban parks.
6. Most of the parks and open spaces are of some age and reflect the formal style of their era which gives each one an individual character. Some of those parks have had modernisation works carried out in the past which was sympathetic while others have not been so successful.
7. Continued lack of suitable investment over many years has left most of the areas looking rather jaded and in need of remedial works to improve them for future use.
Parks Survey
8. A parks survey is currently being carried out on all open spaces in the Borough to assess the actual condition of each site. The survey will provide information on the overall state of Council owned recreation land and identify areas where improvements would be necessary or beneficial to gain maximum public benefit.
9. The parks assessment criteria adopted for the survey are based on those set by the London Planning Advisory Committee. This ensures that all the London Boroughs have a uniform standard of assessment. The assessment form lists size of area, vehicular and pedestrian access to site,
Leisure Sub-Committee report 26th February 1998 Page 34 physical characteristics of site, predominant use, topography, interesting and architectural features, sports and play facilities, buildings, disabled access, details of special events on site, assessment of condition and vicinity to residential buildings.
10. Inspections also list extra criteria added by the Recreation Service which list the size, condition and make up of footpaths and driveways, type number and condition of seats, litter bins and signs, type number and condition of sports pitches, horticultural status [i.e., formal or informal] and condition. Special features [if any] will also be listed.
11. The information extracted from these completed forms gives an overall picture of the site’s condition, suitability for current use, potential for future development and identifies areas requiring work.
12. The criteria and assessments were used for the survey of Barra Hall Park, Hayes and the resulting information is being compiled into a report to develop a Heritage Lottery Fund bid for its restoration to original specification as an important and valued community park.
13. Community consultation will be required to assess the way the public use the parks and open spaces at present and how they envisage improvements could be made to both active and passive leisure pursuits in these areas. The consultation process will follow the principles to be agreed for the overall Leisure Strategy.
14. Once those areas requiring attention have been identified or if a change of use is proposed, the up- to-date parks and open spaces assessments will enable easy matching of suitable sites to demand. Sports development within the Borough will inevitably require further pitch or facility provision in park land. This may have the advantage of bringing in extra revenue or private funding to Recreation which may, in turn, allow an increase in maintenance standards or help towards a major refurbishment of parks and open spaces. Sponsorship of Parks and Open Spaces will also be investigated as part of the strategy’s development.
15. Areas that are regarded as ‘of little value to sporting recreation’ could be considered for returning to a more natural state on a reduced maintenance schedule to create conservation areas for local flora and fauna. Several formal nature reserves already exist in Hillingdon. These could be increased but with more informal use in mind, such as with a country park, fields could be maintained as traditional meadow land. Maintenance costs for these parks could be reduced and may even attract monies under schemes such as countryside stewardship.
16. Formal planted parks and gardens should be maintained to the highest possible standard to emphasise the Borough’s commitment to the provision of quality recreational areas of horticultural interest. These areas are mainly associated with historic houses and buildings which could be ‘packaged’ for inclusion in future Heritage Lottery Fund bids, with a strong emphasis on restoring sites to accurately portray a period and style contemporary with the historical feature. When the survey is complete and assessment of the best practical approach to future refurbishment or development has been established for each site, a schedule can be drawn up to determine the level of capital funding required to achieve the required goal.
17. The Borough recognises it’s responsibility to continue to provide quality recreation to all who wish to use its facilities and, to this end, is committed to the constant effort to improve and modernise our parks and open spaces. This policy is reflected in the parks and playground strategies which both aim to adhere to the high standard expected by the residents of the Borough.
18. One of the main areas of concern raised by members of the public is lack of security and safety, whether actual or perceived, in our parks and open spaces. This is a difficult problem to deal with in a satisfactory manner due to the sheer area to be covered and the differing nature of the sites in question. Perhaps the easier solution to part of the problem could be achieved by safety works in our parks such as reduction of over large shrubs and hedges to reduce any likely spots for people to ‘lurk’. This would give these areas a more open and reassuring feel to those who would otherwise feel vulnerable.
Leisure Sub-Committee report 26th February 1998 Page 35 19. It may be prudent to investigate the possibility of introducing lighting to such areas that may be part of a ‘cut through’ between areas such as housing or shops and industry.
20. The possible creation of a Parks and Woodlands Ranger Service would allow regular patrols of sites throughout the day and evening. This presence in our parks would begin to reassure people that they were less likely to be confronted by potentially hostile situations and deter ill-intentioned people from being there. This would also reduce vandalism and theft of parks equipment. It is proposed that officers report back to the next committee cycle on details of this proposal.
21. A parks watch programme could be set up where members of the public could become involved in a similar way to the Neighbourhood Watch Scheme. This would give local residents a sense of ownership and pride in their own environment, thus providing a useful extra source of monitoring and surveillance.
22. Several of the parks and open spaces were donated to the public for their enjoyment by local benefactors with the foresight to appreciate the need for tranquil and relaxing areas to escape the stress of everyday life. As guardians of these and other ‘green lungs’ in a built up area, we have the responsibility to continue the long tradition of providing a quality environment and passing on a viable thriving legacy for future generations.
Director of Finance comments
23. The proposals that may arise from the work referred to in this report will need to be incorporated into the Service Plan for the Committee with the financial implications. This will allow for it to be prioritised alongside other service issues.
Background Documents:
Barra Hall Park Restoration - Progress Report Parks and Open Spaces Assessment Forms
Leisure Sub-Committee report 26th February 1998 Page 36 CHILDREN’S PLAYGROUNDS STRATEGY ITEM 11
Contact Officer : David Bryant Telephone : 01895 250416
SUMMARY
This report provides an outline strategy for the effective management of children’s playgrounds in Hillingdon. It will form a detailed part of the umbrella Leisure Strategy for Hillingdon setting overall aims and targets. It is proposed to use the survey work already undertaken to provide a framework for the management and continual improvement of the borough’s playgrounds.
RECOMMENDATIONS
1. That the sub committee approves the outline strategy.
2. That members instruct officers to produce a detailed Playground Strategy, for presentation at the June cycle of this Committee.
INFORMATION
1. Hillingdon Council is currently developing a Leisure Strategy that encompasses educational, cultural, health and community based initiatives. A Children’s Playground Strategy is a fundamental part of the borough’s strategic leisure framework. Due to the limited resources available for non statutory functions, it is essential that an effective management and strategic plan is prepared for the future of Hillingdon’s Playgrounds. By undertaking a detailed audit of the existing facilities a programme of essential improvements can be scheduled over the next five years. The strategy can be also used as a pro-active tool to attract alternative means of funding for the much needed investment.
2. The London Borough of Hillingdon has 99 children’s play grounds, 62 of which are in recreation grounds or parks, and 37 which are situated in housing estates. All of these playgrounds are managed and maintained by Recreation Services. As a play provider it is essential that the Council ensure that the facilities provided are safe, accessible and meet the needs of children who use them. Although many of the playgrounds have benefited from investment over the last ten years, and despite being maintained to a high standard, some date from the 1960s and require major investment to bring them in line with current standards.
PLAYGROUND SURVEY
3. A full survey and an independent safety inspection of the borough’s playgrounds has recently been undertaken. Key aims of the survey were :
· To compile information to enable officers to plot each playground within the borough’s Geographical Information System (GIS). · To establish the condition of all the borough’s playground equipment and it’s compliance with the relevant safety standards.
· To establish a detailed database of the borough’s playground facilities and equipment.
4. The information compiled from the borough-wide survey has been plotted on the GIS. Using census information a link has been established which has enabled officers to produce an overview of playground provision in the borough. It has made it possible to determine the concentration of children of particular age groups, in the catchment areas of each playground. It also identifies areas where there is an under provision of play facilities. This information will play a key role in assessing areas needs and submitting proposals for future development.
Leisure Sub-Committee report 26th February 1998 Page 37 5. The information compiled from the survey also enabled the development of a playground database. Using the National Playing Fields Associations (NPFA) specialist software package “Playsafe”, a comprehensive inventory of all the borough’s playgrounds and it’s equipment has been established.
6. The database is now complete and will serve as the management tool for the maintenance of the borough’s playground equipment. It also provides an invaluable source of information to schedule the replacement of equipment. This programmed schedule will be included in the Playground Strategy. It will enable the development of a strategic investment plan for playgrounds over a five year period.
7. The database will also assist in the production of information for inclusion in the borough’s annual performance indicators.
8. Last year a similar survey was undertaken by Recreational Services for the playgrounds specifically within housing areas. The report looked at all aspects of safety in playgrounds in line with the recommendations of the relevant British Standard. A prioritised action plan was developed, the following are examples of issues that were identified by the survey and where action is being taken:
· Swing barriers fitted to swings where people can freely walk into the line of swings in motion.
· Impact absorbing surfacing provided where it currently is not in situ or insufficient area is provided to meet modern standards.
· Fencing provided to prevent dog access and also to prevent children straying from the area. This provides a controlled environment for parents to supervise their children’s play in a secure environment.
9. The report developed was presented to Housing Service officers. A positive course of action was agreed and implemented. Following the development of the Action Plan, 80% of works required have been carried out, or are scheduled for completion this year.
NATIONAL STANDARDS
10. The British Standard for Playground Equipment intended for outdoor installation is BS.5696, and for Impact Absorbing Surfaces BS.7188. These standards are not retroactive, and their compliance relates only to playgrounds installed after the introduction of the relevant standard. As the major Play Provider in the borough, Hillingdon Council are committed to achieving compliance with the relevant standards for all its play facilities.
11. One of the criteria used for assessment of the borough’s achievements is children’s playgrounds.
12. Assessment is judged by compliance with the National Playing Fields Associations “Six Acre Standard”, and in particular; Local Equipped Area for Play.
13. The Six Acre Standard covers all types of play , and outlines the minimum standards for outdoor playing space, and the child’s right to play. It also recommends where and what type of play area should be provided. The areas are categorized by the N.P.F.A. as follows:
Local Area for Play (LAP)
14. A LAP is a small area of unsupervised open space specifically designated for young children for play activities, within 1 minute’s walking time of the home.
15. LAPs cater mainly for 4-6 year olds, although they would attract other children in slightly older and younger age groups. LAPs should also be suitable for children with disabilities such as mobility and sensory problems.
Leisure Sub-Committee report 26th February 1998 Page 38 16. LAPs are appropriate for low-key games such as tag, hopscotch, french cricket or play with small toys and should be sign-posted with eye catching visual devices. They should have seating for carers.
17. Adequate safety measures should be provided to minimise the risk of road-related accidents. Consideration should also be given to any potential danger from nearby electricity cables or water courses.
18. LAPs should be sited carefully. Children over the age of 6 are likely to cause some disturbance to adjacent residents. It is important, therefore, to ensure that the LAP design should discourage their use by older age groups. This can be achieved by limiting their size and reducing opportunities for activities for older children.
Local Equipped Area for Play (LEAP)
19. A LEAP is an unsupervised play area equipped for children of early school age that should be located within 5 minutes’ walking time of the home.
20. LEAPs should cater mainly for accompanied children aged from 4 to 8 years, although consideration should also be given to the needs of supervised children from birth to 4 years and unaccompanied children slightly older than 8 years. They should also be suitable for children with special needs.
21. LEAPs should offer at least 5 types of play equipment. They should also have seating for accompanying adults.
22. Play equipment and surfacing should comply with the relevant British Standards. Adequate safety measures should be provided to minimise the risk of road-related accidents and potential dangers from nearby water courses, electricity cables and railway lines. They should be located to allow informal supervision, for example by being overlooked by nearby houses or from well-used pedestrian routes. Neighbourhood Equipped Area for Play (NEAP)
23. A NEAP is an unsupervised site servicing a substantial residential area, equipped mainly for older children but with opportunities for play for younger children within 15 minutes’ walking time of the home.
24. NEAPs should cater mainly for unaccompanied and unsupervised children between 8 and 14 years, with consideration for slightly younger supervised or accompanied children, older children and those with special needs.
25. NEAPs should offer a minimum of 8 types of play equipment providing challenges and enjoyment appropriate to the age group. Within the NEAP there should also be a kickabout area, wheeled play opportunities, such as facilities for skateboards, roller skating or bicycles and seating for accompanying adults and for teenagers to use as a meeting place.
26. NEAPs should be sited in well landscaped and planted areas.
27. Play equipment and surfacing should comply with relevant British Standards. Adequate safety measures, such as pedestrian barriers, should be provided to minimise the risk of road-related accidents. Consideration should be given to any potential dangers from nearby electricity cables or railway lines and the possible attraction and dangers of water courses.
28. Estimates of walking distance should always make allowances for any dangerous crossing such as a busy road, railway line or river. It should not be assumed that these can be crossed by children unless there is a safe crossing point, such as a bridge, which is at least as convenient as a direct crossing.
Leisure Sub-Committee report 26th February 1998 Page 39 OBJECTIVES
29. The Children’s Playground Strategy will set objectives and targets that will identify a prioritised programme of essential works bringing the Council’s facilities in line with modern standards. The purpose of this strategy is:
To ensure that all children throughout the borough have equal access to play and to promote opportunities for children to enjoy a wide range of play experiences in a safe environment.
30. The key issues that will be addressed are as follows:
31. Equity: The equality of access to the borough’s play facilities is fundamental to this strategy. As the major Play Provider, Hillingdon Council will ensure that the playground facilities are accessible to everyone in Hillingdon, regardless of their age, race, gender and disability. This relates to both users and their guardians.
32. Safety: Hillingdon will promote opportunities for children and their guardians to enjoy a wide range of play experiences in a safe environment. This strategy will address the safety of the equipment and surroundings of all the borough’s playgrounds, developing a prioritised programme to improve those facilities in need of improvement.
33. Range of Facilities: Hillingdon Council is committed to providing an exciting range of quality playground facilities that meet the needs and expectations of all it’s residents. The council will seek to invest in the existing facilities and increase the level of provision so that a wide range of facilities are accessible to all the borough’s residents.
34. Investment: Hillingdon Council will seek to develop partnership and sponsorship opportunities to guarantee the continual investment into the borough’s playground facilities.
35. Consultation: Hillingdon Council will consult as necessary to ensure that the playground facilities and the proposed strategy meet the needs of the users and wider community.
TIMESCALE
36. A large degree of the survey work has already been undertaken. However, if the strategy is to be an effective management and investment tool careful attention needs to be given to it’s drafting. The overall process of consultation and drafting is likely to take up to six months. It is intended to bring a draft strategy to the June meeting of this Committee.
Director of Finance comments
37. The proposals in the report will lead to the establishment of a phased investment programme to address priorities identified by the strategy. The scale and scope of the programme will be determined by funding available from the Council and external resources. Having a strategy underpinned by clear information will put the Council in a better position to bid for additional funding.
38. The specific outcome of the strategy can also be used to inform the local planning process in terms of the needs of local communities. An analysis of current provision will identify any mismatches, duplications, or major deficiencies.
39. Any strategy must lead to practical prioritised proposals that will enable any resources made available to be used in the best way.
Background Documents
Nil
Leisure Sub-Committee report 26th February 1998 Page 40 CONSERVATION POLICY ITEM 12
Contact Officer : Colin Roome Telephone : 01895 250456 SUMMARY
This report describes the recent history of conservation in the borough and examines present activities. It considers only the role of the recreation section and not other Council services involved in this work.
The Council currently do not have a Conservation Policy. The most important sites enjoy statutory protection; smaller less-significant local green spaces do not, even though they may also be just as important not only as habitats for wildlife but also for improving our quality of life. However, unlike many counties/districts ecological surveys have been carried out of all open space within Hillingdon, the most recent in 1993 and the hierarchical system of site designations the Council has adopted, which was set up by the London Ecology Unit and is standard throughout London, ensures all sites with any significant ecological interest, have been graded and given an appropriate level of protection. There is no specific budget within Recreation Services for Conservation.
RECOMMENDATIONS
That the Sub-Committee:
1. acknowledges its commitment to nature conservation by promoting the Charter for Hillingdon’s wildlife
2. acknowledges the efforts of devoted enthusiasts in preserving habitats, to sustain and improve the environment of the borough
3. encourages officers within Recreation Services to exploit all opportunities to strengthen and expand protection of existing and potential habitats
INFORMATION
1. Council responsibility for conservation is shared between:
· HDS, via the Principal Land Agent, responsible for the Green Belt estate;
· Planning, via the Countryside and Minerals Team, responsible for promoting conservation activities and environmental improvement projects, often in partnership with other organisations; site designations and protection from inappropriate development, designation of Local Nature Reserves, preparation of the Council’s Nature Conservation Strategy/Local Bio-diversity Action Plan and the management of the Council’s arrangement with the London Ecology Unit to provide ecological advice to the Council, protection of the built environment listed buildings, Conservation Areas, ancient monuments etc. is the responsibility of Principal Architect/Planner in the Planning Service.
· Recreation Service, via the Conservation and Development Officer, responsible for overseeing the management and maintenance of all nature reserves and ecologically important local green spaces and via the Trees and Woodlands Officer, responsible for Ruislip Woods National Nature Reserve.
The Work of the London Ecology Unit
2. Hillingdon does not have an ecologist within any group but through its membership of the London Ecology Committee, the Council relies on the London Ecology Unit to provide ecological advice, under a contract managed by the Planning service . The advantage of this arrangement is that Hillingdon has access to a range of ecologists, expert in different fields at a cost similar to the
Leisure Sub-Committee report 26th February 1998 Page 41 appointment of one relatively inexperienced member of staff. Hillingdon makes extensive use of the London Ecology Unit and receives excellent value for money.
Past History
3. Prior to the introduction of Compulsory Competitive Tendering (CCT) in 1989 conservation tasks were carried out by the then Parks Department, usually as voluntary projects but involving Council input for transport, protective clothing, tools, materials and insurance.
4. Projects included tree planting; exhibitions; compiling and laying out nature trails [with leaflets and waymark posts]; cleaning the River Pinn; cleaning the pond and the moat part of the Bailey and Motte at Manor Farm, Ruislip; re-introducing coppicing in Park Wood; creating habitat in Park Wood to encourage Warblers to breed; bridleway construction and maintenance, and maintenance of Highgrove Local Nature Reserve.
5. These tasks were usually carried out at evenings and weekends, with the costs being borne from the relevant grounds maintenance budget. They proved enjoyable to participants, were educational and improved the general environment as well as specific local habitats. The tasks were usually in the north of the borough and supervised by the Area Superintendent, indeed, it was a condition of the Council’s insurers that a senior officer had to be present and oversee the work throughout the duration of the task. Voluntary groups took on the direct management of some of the Nature Reserves.
Recent History
6. In 1989, a new post of Conservation and Development Officer was created, an acknowledgement of the present and future importance of nature conservation. Since that date almost no new Council- led voluntary projects have been undertaken, except by the conservation groups directly. This is due to the fact that under the CCT regime, contractors require payment for any task not included within the grounds maintenance specification. It is also difficult to write specifications for some tasks, e.g. pond-clearing, hay-making and hedge-laying and contractors are often ill-equipped to undertake them.
7. Prior to the three Council golf courses being subject to CCT [very good wildlife sites because they contain a mixture of various habitats] a survey was carried out by the London Ecology Unit. A management plan was produced, complete with detailed plans showing each individual habitat and indicating how these should be maintained. This has been successful in preventing over- commercialisation of the courses to the detriment of the valuable habitats.
The Local Wildlife Groups’ Commitment
8. During the 1970’s and 1980’s local wildlife trusts had been managing Council-owned nature reserves. Their members served as the voluntary labour force and, in most cases, worked to a management plan they themselves had drawn-up. There was little contact with the Council, resulting in poor liaison and a certain amount of distrust. These groups submitted an annual request for grant-aid for tools and materials but this was never enough for them to carry out effective and necessary management.
9. Since the appointment of the Conservation and Development Officer, a much more structured framework for liaison has been established, resulting in constructive discussion and jointly agreed action plans. All the groups have work programmes, regular quarterly meetings are held with the London Wildlife Trust [at their Joint Reserves meeting] and the LWT and the remaining groups at the quarterly Hillingdon Ecology Forum meetings. The Conservation and Development Officer attends these meetings, has input to the task programmes and monitors the work.
The groups and sites maintained
Leisure Sub-Committee report 26th February 1998 Page 42 Ruislip Natural History Society: Ruislip Local Nature Reserve Hillingdon Natural History Society: Harefield Place Nature Reserve Herts and Middlesex Wildlife Trust: Alderglade Nature Reserve Tarleton’s Lake Nature Reserve Stocker’s Lake Springwell Reedbed Old Park Wood
London Wildlife Trust: Dews Farm Sandpits Frays Island/Mabeys Meadow The Grove Ickenham Marsh Park Road Ponds Uxbridge Moor Yeading Brook Meadows Yeading Woods [Gutteridge] Yeading Woods [Ten Acre] Denham Lock Wood
British Airports Authority Two Bridges Farm Bucks County Council Denham Country Park
10. This constitutes a considerable acreage, maintained at little expense to the Council. Contracted maintenance on these sites would be both expensive and impractical.
11. Alderglade, Stocker’s Lake, Springwell and Old Park Wood are not Council owned but residents have free access to them and the finance from grant-aid is used on enhancement and maintenance of all sites in the borough.
Wildlife Monitoring
12. Hillingdon cannot boast much in the way of spectacular rarities but has many local rarities. Since it is well-endowed with habitat diversity, it has a rich species variety, quite often observable in the urban fringe. Local green spaces are important, indeed, it is the ‘common’ which most frequently characterises our local environment. While getting excited about the rare, we must not abuse the apparently commonplace - we should not trample through a bluebell wood, just because there may be thousands of bluebells there. It is easy to forget that such wildlife is increasingly beleaguered in many parts of the country. The number and variety of habitats must not become eroded but at least be preserved and increased where possible.
13. The local wildlife groups keep records of both plants and animals occurring on their reserves but no co-ordinated borough-wide list is maintained. This deficiency should be rectified, since such a list could be extremely useful in resisting large or detrimental development. London-wide efforts are now being made to assemble such a database. Such a database has been considered but is very labour intensive to up-date and maintain, the London Ecology Unit is relied upon at present.
A Charter for Hillingdon’s Wildlife
14. The Charter was submitted to and endorsed by the Community and Environment Committee in December 1997. The Hillingdon Group of The London Wildlife Trust was involved in developing the Charter, together with Ecology Forum members.
15. These objectives are summarised as follows -
· protection of key wildlife areas · recognition and protection of local green space · enhancement of degraded land and improvement
Leisure Sub-Committee report 26th February 1998 Page 43 · protection of Green Belt land · acquisition of additional land for nature conservation · preparation of a Nature Conservation Strategy, or · Local Bio-diversity Action Plan [Planning Service responsibility] · increased resources devoted to nature conservation · support voluntary groups by regular and reliable funding · provide environmental education facilities · re-introduce Environment Forum, or consolidate Ecology Forum [Planning Service responsibility]
16. The London Boroughs of Sutton and Bromley are outstanding in promoting wildlife. With a little effort, Hillingdon, to, could be in the forefront and proudly boast to be the West London borough in this field.
People’s Perception
17. It is a widely-held belief that nature will take its course. The reality is that a hay-meadow vibrant with butterflies, a woodland resounding with birdsong, and a pond throbbing with frogs and spawn all have to be managed to some degree, a fundamental principle of conservation ecology. Unlike buildings which can be preserved as they stand, wildlife is dynamic. Plant and animal habitats have to be managed to sustain the balance of nature.
18. Conservation integrates different aspects of our environment - a sense of place, bio-diversity, history and amenity. However, conservation is not about preserving the past but is concerned with forward- looking policies for positive enhancement in both quantity and quality.
19. Nature should inspire us. It is also an important form of recreation to many people of all ages. The perception is that it just appears and is free. Bird-watching, insect observation and flower-recording are all legitimate leisure activities as are photography and rambling. Compare the ‘Nil’ budget available to cater for these people, with the thousands of pounds spent on provision for the many fewer participants in bowls, cricket and football.
Financial Implications
20. Conservation matters that do not readily fit into the grounds maintenance specification, are passed to the Conservation and Development Officer. Due to the limited resources available, alternative means of funding conservation projects have been sought. Some current projects, and their source of funding, will serve to highlight the importance of the pro-active partnership approach that has been adopted in recent years implementing conservation projects.
Site/project Funding Comment
Uxbridge Common Pond Nil Cleaned by local residents,with help of LWT members, rubbish removed by contractor The Hillingdon Trail Sainsbury’s money and One of the Council’s grant from The London recent success stories. Marathon Charitable Trust Subsequent maintenance yet to be resolved. Nature Reserves managed Have to submit annual bid Possible guarantee of by local groups for grant-aid future financial support via a longer term grant A pro-rata payment of £75 per acre, guaranteed each year, would
Leisure Sub-Committee report 26th February 1998 Page 44 not only confirm the Council’s commitment but also remove the local groups’ anxiety and enable them to engage on longer term plans. Harefield Common Pond Admiral Homes, M J Planning gain from Clancy developer and local goodwill gesture Little Britain Lake Nil Maintained by local interested volunteers Ruislip Woods National 700 acres - the ‘Jewel in Nature Reserve the Crown’ of the Council Swakeleys Lake Nil Lottery bid to be submitted. A Planning Agreement is also being pursued. Yeading Brook Meadows Ministry of Agriculture, Countryside Stewardship Fisheries and Food Scheme partnership River Pinn Meadows “ “ Willow Tree Wander Environment Agency Need to identify resources for waymarking and leaflet
Highgrove Local Nature To be included in grounds Omitted from the Reserve maintenance specification specification for past 9 years, so no work done. Ruislip Lido Whitbreads Bird-hide, reed-planting, fencing will be done, from ‘Water’s Edge’ profits, as it is a requirement of “Water’s Edge” Planning Permission Bridleways Nil Leaflet being produced at present, from Publicity budget. Surfacing and fencing on bridleways in the woodlands is undertaken as part of the management plan, as resources become available. Pynchester Moat English Heritage grant Work carried out by Scheduled Ancient Monument British Trust for Conservation Volunteers Yeading Brook Noisy aircraft penalty Prevention of incursion by Meadows[protective fencing] money travellers
All these are important local matters.
Projects outstanding due to lack of resources:-
· Agenda 21, [work started by the Planning Service, but is under resourced] · A Nature Conservation Strategy, or Local Bio-diversity Action Plan [Planning Service intends to undertake a joint Nature Conservation Strategy and Local Bio-diversity Action Plan] · Guided Walks programme · Hillingdon in Bloom [Council competition depends on external sponsorship although the National Britain in Bloom competition is still organised] · Outdoor museum of woodland crafts · Hillingdon Wildlife Week [Planning]
Leisure Sub-Committee report 26th February 1998 Page 45 · Wildlife Gardening competition [Planning] · Allotments competition · Demise of annual bedding schemes · Gap in tree planting which needs to be addressed, so that all sites - parks and nature reserves - are endowed with a tree population of mixed ages
Conclusion
21. Wildlife deserves protection from modern pressures. Man cannot make a blade of grass but destruction is so simple. Sustainability will be the touchstone as we enter the next Millennium. Partnership presents the Council with a wonderful opportunity to preserve and indeed enhance this green and pleasant borough, for the delight of future generations; what we have, we hold in trust. Conservation is something that concerns us all, today and tomorrow.
Director of Finance comments
22. As the report sets out partnership with the local community and maximising external funding have been and will continue to be the significant element in implementing any Conservation Strategy. It is important to have a clear strategy to help Members set priorities which can then be integrated with the Council’s overall plan for services.
Background Documents
A Charter for Hillingdon’s Wildlife
Leisure Sub-Committee report 26th February 1998 Page 46 TREES & WOODLANDS ITEM 13
Contact Officer : Colin Chambers Telephone : 01895 250651
Summary
This report analyses the public Trees and Woodlands management function in Hillingdon and recommends various improvements to the service.
Recommendations
1 That Members instruct officers to commence discussions with current service providers and client departments with a view to moving from an “area by area” trees contract to a single borough-wide contract for tree maintenance work and report back on the results of those discussions.
2 That officers quantify the extent of the highways tree problem by conducting an initial survey, creating a database, recommending a phased programme of costed tree works and implementing the programme subject to resource constraints.
3 That procedures for dealing with tree enquiries and complaints are improved as outlined in the report.
4 That the truck hire currently used by the Woodland Ranger Service is discontinued at a saving of £8k per annum and the clearance of woodland/BBB site rubbish is contracted out to HDS at an approximate cost of £3k per annum.
5 That the Woodland Ranger Service is relocated from Bayhurst Wood to the Ruislip Lido, which is in the centre of Ruislip Woods.
Information
1. This report has been prompted by the volume of public complaints and frequent expressions of concern from Councillors regarding the management of Trees & Woodlands on public land in Hillingdon. The report attempts to identify the key problem areas and possible solutions.
2. The report is presented in twelve sections (plus appendices) as follows:
· The Urban Forest - Role of Local Government · Functions of Trees & Woodlands · Staffing · The CCT Era · Procedures for Dealing with Enquiries · Tree Work Contracting · Tree Database · Staffing and Resource Issues · Achievements · Community Involvement · Possible New Initiatives · Performance Indicators · Appendices The Urban Forest - Role of Local Government
3. In the past, human populations lived close to trees due to the need for fuel and raw materials. Despite all the changes which fossil fuels and modern technologies have brought, urban communities still include considerable numbers of trees.
Leisure Sub-Committee report 26th February 1998 Page 47
4. Suburbs now stretch out into former rural areas. The boundaries of ancient woodlands have been modified by new transport systems, residential and commercial development. Many new trees have been added to the inheritance of older trees. These have included plantings in parks, housing estates and street trees, giving rise to a mosaic of trees which reflect age, fashion and different management regimes.
5. Trees are included in the places where we live for many reasons - to retain something of the natural environment, to soften the rigid images of the urban landscape, to provide shade and reduce noise. The benefits of trees are increasingly being recognised. Much has been written about the visual, social, health, economic, historical and physical reasons for having trees.
6. Opportunities for people to collectively express their feelings about trees are infrequent. The storms of 1987 and 1990 drew attention to the importance of trees and the effects of their absence. When a community is consulted over any proposal which includes tree felling, feelings often run high. There can be no other feature on the highway which can induce such emotions as trees.
7. Local Authorities fulfill a duel role in protecting and managing significant parts of the urban forest. The Town and Country Planning Acts provides legislation to protect trees primarily on private land. It also specifies a duty to directly manage trees and woodlands on publicly owned land.
8. It is entirely appropriate that the protection and management of trees should rest with a publicly accountable body which can provide a structure for continuity of management which is not subject to the frailties of short term decision making. In Hillingdon there is an abundance of trees and the responsibility of the Council is great. These trees grow year after year and cannot be ignored for any length of time before a clamour arises. Fortunately, the Council is well placed to work with local people in caring for trees on public and private land and widen the sense of ownership of the natural environment.
Functions of “Trees and Woodlands” in Recreation (Public Trees)
9. During the 60's & 70's, in keeping with other London Boroughs and Metropolitan Districts, Hillingdon recognised the need to employ specialist staff with expertise in trees. Prior to the age of municipal arboriculture, trees were tended by garden staff during the Winter months. Considered to be a 'green function', tree teams are commonly associated with Parks, Leisure or Recreation groups.
10. A “Tree Preservation” team was also formed in Planning Services during the 1970’s. The “Trees and Landscape” team now has a wider role, including environmental improvement, landscape planning and tree preservation. Work includes making “Tree Preservation Orders” (TPO’s) and dealing with associated TPO planning applications, advising on tree/woodland management on private land, promoting landscape improvement and restoration projects, and assessing the landscape impact of major developments. Thousands of individual trees and woodlands in Hillingdon are protected by nearly 600 TPO’s or by virtue of their location in Conservation Areas, or retained by conditional planning permissions.
11. Some years ago in Hillingdon, the term Arboriculture gave way to Trees & Woodlands (T&W), partly for public relations purposes but also to reflect Hillingdon's status as custodian of extensive areas of woodland. The T&W team has a responsibility for managing all public trees and woodlands situated in all establishments.
· Highways - an estimated 22,000 trees.
· Parks and Open Spaces - 104 open spaces with trees which are close to play areas, sports facilities and properties. Ruislip Woods, Ruislip Lido (1997), recreational pursuits associated with the woods and Lido, nature conservation issues and allotments.
· Housing - sheltered accommodation, estates and individual residences.
Leisure Sub-Committee report 26th February 1998 Page 48 · Education - trees on all LEA sites.
· Country Parks - response to enquiries as and when they occur.
· Social Services - a number of establishments in the Borough.
12. T&W also has responsibility for issues relating to trees on public land arising from 'one-off' projects such Single Regeneration Budget (SRB) funded work, events, the Woodland Cemetery, Section 106 planning agreements and capital works.
13. Some examples of the range of work are as follows:
· tree surveys · tree safety inspections · analysis of insurance claims · court appearances · tree planting schemes · specifications for tree works · organisation of volunteer groups · woodland management · Woodland Ranger Service · negotiations with English Nature · campsite administration · bridleway management · initiation of Countryside Stewardship schemes and other grants · budget control
Staffing
Current Staff Structure
T&W Officer
Asst. T&W Officer Conservation Officer
Countryside Warden Woodland Ranger
Support Officer
14. A broad outline of staff duties is as follows:
T&WO - Overview of the work of all T&W staff, responsibility for service delivery and procedures, responsibility for tree and woodland management issues, the Ruislip Lido and budget control. Contact with establishment heads in relation to service delivery and budget. Organisation of volunteer groups, liaison with user groups. Health and Safety considerations connected with treework, woodland and Lido activities. Undertake tree inspections and instruct contractors. Link with the Conservation Officer on related issues.
Leisure Sub-Committee report 26th February 1998 Page 49
AT&WO - Assisting the T&WO in any of the above, take the lead on IT and development of PC based applications that will assist the running of the section. Undertake special projects such as the development of the Woodland Burials Scheme, SRB work where trees are involved and assisting the Recreation Officer with Golf Course issues. Undertake tree inspections and instruct contractors.
SO - Office based, receives all the telephone calls, links with the Care Line in respect of enquiries. Sorts and distributes enquiries, instructs contractors in emergencies. Administers the campsite and barbecues. Gives advice to the public in respect of T&W issues and other activities connected with Recreation.
CW - Day to day supervision of the work of the Woodland Ranger Service, the volunteer rangers and contractors who are operating in the Woodlands or the Lido. Undertakes educational work through schools visits, craft demonstrations and The Ruislip Woodlands Centre.
WR - Day to day maintenance of woodlands, linking with Volunteer Rangers, supervision and maintenance of campsite.
The CCT Era
15. As the Council geared up for CCT, the option of letting contracts on an “area by area” or “discipline by discipline” basis was given to local authorities. Hillingdon chose the former and included tree works along with all aspects of grounds work. This decision created a number of inherent problems.
16. Term contractors of an essentially horticultural nature became involved in an expensive and specialist operation. Historically, tree works had been carried out by a blend of direct labour for basic works and specialist outside labour for works such as larger trees, heavy timber removal and larger contracts.
17. The tree work element of the grounds maintenance contract was so small that tenderers could elevate prices without unduly influencing the outcome of the tender. Prices for treework are, therefore, relatively high when compared with other comparable London Boroughs.
18. Treework was distinctive in CCT terms since, unlike any other item included within the Grounds Maintenance package, there was no prior measurement of the resource to be managed. There is no contract sum for tree work, just a discretionary sum that was relatively easy to cut when budget reductions were sought over several years. For example, if the pre-CCT budget for maintenance of highway trees had been maintained with just inflationary increases, then it would be 100k instead of the current 40k per annum.
19. The most rudimentary form of tree maintenance, removal of suckers and low branches, was dealt with directly by grounds staff pre-CCT and was never a problem. Since no database is available, the problem has become more serious each year until we are now dealing with it in a piecemeal and expensive way where pavement constriction and low branches are creating a hazard to pedestrians and vehicles.
Procedures for Dealing With Enquiries
20. A standard procedure for dealing with enquiries has been in place for many years. Over recent years it has proved to be inadequate in dealing with an increasing volume of tree complaints. A form had been devised to capture location details, tree report and instructions to contractors (see Appendix 1). The increasing volume of completed forms placed a strain on the Trees and Woodlands section’s capacity to deal with the enquiries and keep track of progress.
21. From November 1993, all first time enquirers were directed to the Care Line instead of directly to Trees & Woodlands. This has proved successful in that all enquiries are systematically logged, acknowledged and archived.
Leisure Sub-Committee report 26th February 1998 Page 50
22. A further development was initiated by the Highways Manager in January 1997, when the Grounds Maintenance Inspectors began to undertake some tree inspections. Appendix 2 details their involvement. Appendix 3 shows the current box flow chart that reflects this most recent change. The following headings relate to the numbered boxes on the flow chart.
Box 1
Details on the subject of 'fine tuning' data capture on tree enquiries are included in Appendix 5.
Box 2
One of the aims of the proposed improvements to data capture at Box 1 is to assist the process of sorting and prioritising at Box 2. In addition, enquiries are to be stored by ward to ease analysis.
Boxes 3 & 5
In order to service the need to investigate more enquiries, targets are being set based on information taken from the INSPECT DBF. The results will be monitored by the Parks and Cemeteries Manager. A system of issuing calling cards is proposed to ensure that residents are notified of the inspection.
Box 4
Reflects the involvement of Grounds Maintenance inspectors. This has worked very well. It is conceivable that the inspectors may wish, with training, to move on to some ** categories of inspection (see Appendix 2).
Boxes 6, 7 & 8
Levels of underfunding and lack of service delivery begin to impinge on the intended administrative functions at boxes 6, 7 & 8, some of which are now being fulfilled by T&W officers.
Inordinate time is being spent explaining to perplexed and often angry residents why we are not going do anything about the tree that is causing them problems. Calls about why works have not been completed on time are also fielded and administrative support is stretched across to other activities.
Trees & Woodland officers now undertake all their own data input, all of the Grounds Maintenance Inspectors data and pay all of the bills. A new system is proposed where standard letters communicating the outcome of inspections will be sent out to all enquirers.
23. While the above developments have helped enormously in terms of service delivery for small tree works, by the end of July 1997 the Highway tree budget was already under such pressure that all works had to be suspended pending the outcome of negotiations to secure some extra funding.
Highway tree maintenance budget - 30k
Expenditure by July 31st - 18.5k
Extra funding allocation - 10k
Current expenditure - 38k (Feb 9th)
24. For the last three years, works to trees on highways have been severely restricted by budget allocation. Categories of activity were subsequently agreed and prioritised in response to this pressure (see Appendix 4).
Leisure Sub-Committee report 26th February 1998 Page 51
Chart 1
LBH Highway Tree Maintenance Budget compared with other West London Boroughs
97/98 Number of Highway Sum available ‘per Budget Trees tree’ (£k)
Hillingdon 40 22,000 1.81 Borough A 166 16,000 10.37 Borough B 300 26,000 11.58 Borough C 315 20,000 15.75
25. The current position is unsustainable and it is unrealistic to expect a team which has shrunk in size and grown in work responsibilities to be able to deal with the present situation in a way that accords with the various standards, e.g., process insurance claim within 30 days, without taking remedial action.
Tree Work Contracting
26. Tree work is not a simple extension of horticultural practice, it is a specialized area of work which requires the sort of person who enjoys dangerous, high altitude work. The required skills and machinery cannot be transferred to other aspects of grounds maintenance, equally grounds maintenance staff cannot just transfer to tree work when they are needed.
27. Tree work is an unforgiving, hard line of work. Tree climbing cannot be mechanised, it takes its toll on the human body and there are few commercial tree climbers over forty years of age. The type of machinery used is specialised and expensive, large capacity and boxed in lorries. Wood processors and stump grinders must be in continuous use in order for the unit to remain viable.
28. Most authorities have put tree work into a separate contract and in most cases where the tree work has been included within the overall grounds maintenance package, a specialist company is engaged to undertake the tree work. The Hillingdon experience has not mirrored the rest of the industry and some of our difficulties can be traced to that approach.
29. Both term contractors are limited by their staff numbers and machinery. Neither have the resources to viably undertake moderately difficult or difficult trees, large trees or big contracts. Having two sets of contractors, neither of whom can undertake the full range or, at times, volume of work required, is an impediment to service delivery.
30. Over the last few years, this problem has been circumvented by packaging up 'non schedule of rates' works, typically worth 4-8k, and tendering them to a number of local companies as well as the term contractors. This approach is piecemeal, time consuming and represents an inefficient use of Council resources. The current approach should be changed in order to maximise value for money and improve service delivery. It is proposed that the Council move to a separate contract for tree work which is either phased in or introduced by negotiation.
Tree Database
31. The case for storing information about trees on a database has been accepted for many years. There have been discussions with five software houses but no system has been forthcoming. In 1995, Trees & Woodlands discussed the type of systems available in the market, assessed their good and bad points and also took advice on other suitable software. Several weeks were spent
Leisure Sub-Committee report 26th February 1998 Page 52 devising a database in Microsoft Access that would handle the type of information required. At the end of financial year 95/96 some money was identified for survey work but not for data input.
32. In September 1997 Trees & Woodlands staff, assisted by the Conservation Officer, began the data collection process on a ward by ward basis. The target is an initial survey of 1000 trees per week. Data input is being undertaken from within the section’s own resources. Assuming that targets can be consistently achieved, the project should be completed in May 1998.
Staffing and Resource Issues
33. A Woodland Ranger (Coordinator) post was converted from a Woodland Ranger position in June 1994. The original postholder was with the Trees & Woodlands section for 15 months before leaving in September `95. The purpose of the post was to create stronger links with the community through various initiatives connected with woodland issues. During this period the thoughts and energies of the community were productively realised through a number of schemes.
34. Community Action for Wildlife grants and major funding for traditional vegetation management by grazing were both obtained. Other grants are currently available for a range of initiatives, particularly those for which there is community involvement.
35. There were thoughts about extending the remit of this post into an urban context by gradually setting up Tree Warden schemes. These schemes, for which some grant aid is available, were designed by The Tree Council of England and work on an area or ward basis by involving the community in the management of their local tree stock. Training is provided. Tree Wardens report problems and in some instances become involved in minor works such as watering young trees or removing suckers/low branches.
36. The Woodland Ranger (Coordinator) post was identified in the Recreation Services re-structuring in 1996 but funding was deleted. The loss of the post has meant that some initiatives, such as the Volunteer Ranger Service and Cattle Grazing have been continued by Trees & Woodlands officers, while others have been abandoned. The Ruislip Woodlands Centre was supposed to be 'the gateway to Ruislip Woods' and would have had a mixed presence of the Woodland Ranger (Coordinator), volunteers and schools.
37. The Ruislip Woodlands Centre opens for six hours a week, with one officer using his own resources to mount educational exhibits. Some development work has been undertaken with the schools` curriculum advisors. There is significant potential for future development of the centre as a lifelong learning resource. Achievements
38. The woodlands side of the operation has been a particular success story. Some of the overall achievements are as follows:
· implementation of the Ruislip Woods Long Term Management Plan since 1982 and regular contact with the Ruislip Woods Management Advisory Group;
· recognition as one of the best examples of woodland management in England;
· National Nature Reserve status in 1997, the first in London;
· qualification for funding from the Countryside Commission and implementation of capital works throughout the early 90’s, resulting in large scale tree renewal schemes
· creation of a Woodland Cemetery; and,
· the return of grazing to Ruislip Common after a 40 year absence.
Community Involvement
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39. Ruislip Woods Management Advisory Group was set up in 1984 as a forum where residents’ associations and other interested groups could meet with representatives from the Council to discuss Ruislip Woods Management issues. The group meets four times a year and is consistently 12-15 strong. The group has recently formed the Ruislip Woods Trust. Regular meetings continue although there have been proposals to break down into smaller working groups.
40. The Ruislip Woods Community Ranger Service was set up to enable the community (who own and use the woods) and the Council (who act as custodians) to develop a closer and more productive relationship. The service was going well until the full-time co-ordinator left and the post was not replaced. The Ranger Service has a core membership of up to 12 volunteers who are involved in a variety of practical tasks. A mailing list of 85 households receive two newsletters per year from Trees and Woodlands officers. This group has great potential.
41. In order to facilitate better contact with the public, it is proposed that the vehicle currently used by the Woodland Ranger is discontinued. This will result in a net annual saving of approximately £5K. Transportation could be by foot, bike or even horse through the woods and not by road around them.
42. At present, the Woodland Ranger is responsible for the clearance of woodland BBB site rubbish using the hired vehicle and volunteer help. It is proposed that the clearance of woodland/BBB site rubbish is contracted out at an approximate cost of 3k per annum. This additional cost could be met from the saving noted above and release the Woodland Ranger for other developmental duties.
43. It is also proposed that the Woodland Ranger Service is relocated from Bayhurst Wood to the Ruislip Lido, which is in the centre of the Ruislip Woods complex. This will increase proximity to the main woodlands activity area in the borough and increase the frequency of public access to the Ruislip Woodlands Centre.
44. Occasional contact has been maintained with the Church of The Latter Day Saints and the Keep Harefield Tidy Group. Both groups have expressed an interest in returning to the woods to undertake project work.
45. The Countryside Warden and Woodland Ranger Service meet the public on a daily basis. Contact is also made with groups which use the campsite most weekends from April to October. Guided walks to school or association groups are delivered by either the Countryside Warden, Trees and Woodlands Officers or the Conservation Officer.
46. There are plenty of one-off groups within the community and experience has shown that they are pleased to come out into the woods, receive a talk on woodland management, undertake some works and round things off with a BBB. This could even be promoted as a fund-raiser.
47. With one annual and notable exception, the Ruislip Woods campsite tends to cater for able bodied groups and is rather basic. Extra funding and further development is needed.
Possible New Initiatives
48. Battery Powered Cars (golf buggy type) could be made available from the Ruislip Lido for members of the community who have a disability. This initiative would require grant aid or a sponsorship arrangement
49. Tree Warden Schemes are more of an urban initiative to give a voice to those who have positive things to say about trees. They get local people involved in the management of their trees. This can extend to small works like re-tying saplings or cutting off low growth and can be organised by ward/area.
50. Woodland Crafts or Greenwood Working Courses. These are 1-5 day courses in how to create things using wood as the basic source material. There are a few well subscribed centres in England
Leisure Sub-Committee report 26th February 1998 Page 54 but none, it appears, in London. Such centres have wide appeal and this could be a viable income- generator.
Performance Indicators
51. A few performance indicators have been available to the Trees & Woodlands section over recent years. Some have been logged, particularly those relating to contracted work, but none have been monitored systematically. Trees & Woodlands have been struggling to provide a reactive service. Even so, the extent of the problem could have been quantified in terms of PI’s relating to the volume of monthly/annual complaints to demonstrate a decreasing, steady or increasing rate.
52. A selection of PI’s are listed below. These are mainly reactive and will indicate the scale of the problem. This should reduce steadily with improvements to the service.
· Number of complaints/enquiries.
· Number of inspections.
· Inspection response time.
· Number of insurance claims.
· Insurance claim response time.
· Works issued - response time for completed works.
53. Additional PI’s are noted in the following paragraphs. These relate to proactive tasks that not only contribute to solving the tree problem in Hillingdon but represent a forward thinking approach in creating and implementing tree-related projects that are of local, regional and national significance.
· Street tree data collection - number of entries per month.
54. There are an estimated 22,000 highway trees in Hillingdon. Before a planned programme of tree works can be implemented, a database must be compiled. This process has begun and 13480 trees have been registered to date. It is estimated that data collection will take a further three months at the current rate. Data input will be carried out in parallel.
55. The street tree data will then be analysed to identify priorities and the most economical approach to clearing the backlog of tree works. This will, in turn, enable the development of a cyclical approach to tree works across the borough. The public can then be informed of the programme and this should reduce the level of complaints.
56. Other PI’s relate to developmental work, mainly with a conservational or ecological theme. These can be developed into a Local Agenda 21 programme for Hillingdon.
· Completion of woodland management programmes.
· National Nature Reserve Status.
· Qualification for Section 35 grant aid from English Nature for Ruislip Woods.
· Enhancement to recreational facilities at Ruislip Lido.
· Increase usage of the Ruislip Woodlands Centre.
· Programmed inspection of school sites.
Leisure Sub-Committee report 26th February 1998 Page 55 Director of Finance comments
57. There are a number of proposals within this report, some of which do not have financial implications such as the reorganisation of the Woodland Ranger Service, whilst others do have implications.
58. The proposal to create a separate contract for the tree maintenance work separate from the current grounds maintenance contract may impact financially depending on the outcome of the tendering process. At present this element of work amounts to less than £100k p.a. over various service budgets. Tendering may result in more work being achievable. The work is currently commissioned as variation orders to the main grounds maintenance contracts. If the work went external it is not known what impact, if any, this would have on the Groundcare operation in HDS.
59. The proposal to develop the database on highway trees would enable better prioritisation of spending to meet the needs of the worst affected areas. However, to tackle the problem will involve a greater degree of expenditure than currently undertaken. Given the financial position of the Council this would have to be at the expense of expenditure in other service areas. A further report with financial options based on the data collected will be required at some stage. The transfer of the Woodland Ranger operation from Bayhurst Woods to Ruislip Lido does not have any financial implications.
Background Documents
Nil
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Leisure Sub-Committee report 26th February 1998 Page 66 RUISLIP LIDO - A NEW ERA(Ruislip, Eastcote, Northwood Hills Wards) ITEM 14
Contact Officer : Colin Chambers Telephone No : 01895 250651
SUMMARY
After some years of uncertainty, this report sets out the current status of the Ruislip Lido and makes a number of key recommendations about its use and future management.
RECOMMENDATIONS
1. That the Sub-Committee supports the Lido as a venue for peaceful recreation and instructs Officers to conduct all future negotiations for facilities and with current lessees within this spirit.
2. That officers continue discussions with Three Valleys Water plc and the Environment Agency to restore the water quality to the required standard for outdoor bathing.
3. That officers continue discussions with the Health & Safety Executive to complete a series of risk assessments to cover all activities at the Lido.
4. That officers investigate the range of options to deal with the problem of the Ruislip Lido silting up and report to a further Leisure Sub-Committee.
5. That officers prepare draft leases for the proposed new attractions within the Lido.
6. That grounds and water maintenance is undertaken in a manner which will assist the nature conservation interest and is in sympathy with the surrounding Ruislip Woods National Nature Reserve.
7. That six disabled parking bays in the main car park be deleted and replaced by six new disabled parking bays outside the Waters Edge, Reservoir Road.
8. That water skiing may be undertaken only during the period of Good Friday to the last Sunday in September.
9. That angling, while subject to the Borough Angling Policy, remains free within the designated areas, under the control of the Borough.
Information
1. Originally known as the Ruislip Reservoir, the Lido was constructed by the Grand Union Canal Company as a top up for the Canal. The hamlet of Park Hearne was submerged by the lake.
2. During period 1950 - 1980 the Lido was in its heyday as a water based recreation facility. Water was plentiful, the lake covered a much larger area than now and it received thousands of visitors each Summer. At peak times, London Transport ran three different routes, employing double decker buses at twenty minute intervals, to bring visitors in from all over north west London.
3. On the west shore stood the original 1930’s building, which housed catering facilities, bathers changing rooms, managers office and chlorinating plant. There were turnstiles at each entrance and considerable revenue was raised by charging for entry and car parking.
4. In 1991 a private company took over the running of Ruislip Lido, a venture which was not successful resulting in the Council having to serve a notice for repossession in 1993. Shortly after this the main building was destroyed by fire.
5. During the next few years the Lido was under resourced and became somewhat neglected. Mindful of public dismay, the Council entered into negotiations with a number of companies seeking a sound financial basis on which to secure the future of the Lido, any income being used as a base budget for the surrounding area.
Leisure Sub-Committee report 26th February 1998 Page 67
6. Negotiations with Whitbread plc. resulted in the submission of a planning application, having reached agreement on the principal terms for a 99 year lease. Following a public enquiry, Whitbread opened the Waters Edge in August 1996, as part of their ‘Brewers Fayre’ chain. Also included in the development were the Woodlands Centre, public conveniences, beachside snack bar, improvements to the car park and significant landscaping works.
7. In Spring 1997 grounds maintenance resumed and the crowds began to return. During some weekends the car park was overflowing and the Lido Grounds contained thousands of people.
8. In the absence of the original management structure, responsibility was assumed by the Trees & Woodlands Officer and while the site was observed via the Woodland Ranger Service, there was no permanent Council staff presence.
Water
9. In 1993, a decision was taken by Ruislip Lido Advisory Group to reduce the lake level by 1.5 metres below the outfall, to allow water storage during flash flood conditions. This decision reduced the surface area of the lake by about one third.
10. The reduced surface area still enables some water skiing to take place, the rights for this being held under a 25 year lease between the Council and the proprietor of the Ruislip Ski Club, from 1st April 1996.
11. During the summer of 1997 water tests revealed that the quality fell below the outdoor bathing standard. It became clear however, that keeping children out of the water was impossible.
12. Britain is the only EC country which does not have listings of inland swimming facilities. Regional offices of the Environment Agency have been directed towards bringing the UK into line with the rest of Europe. The current position is that from Easter 1998, three large floating buoys will display No Paddling or Swimming signs.
13. Opening the Lido gates and providing a large sand beach attracts thousands of visitors, many of whom are disappointed to find that the water is not fit to swim in.
14. Three Valleys Water plc have expressed an interest in assisting the Council in its efforts to improve water quality with the eventual aim of bringing back swimming to the Lido. Measures could include topping up with raw water (i.e. not drinking quality), a natural filtration system for the incoming water and aeration.
15. All lakes will eventually fill with sediment. The time scale is largely dependent on its original depth and whether it has a feeder stream bringing in silt. Within living memory, approximately 100 metres of the northern end has given way to marsh, the 1.5 metre drop in 1993 has accelerated the process. In another 30 years the size and depth of the Lido will have significantly diminished.
16. The general health of the lake has been adversely affected by applications of herbicide (weedkiller) undertaken in the interests of boating. Without weed, oxygen levels are reduced, habitat for invertebrates (water insects), spawning and nurseries area for young fish are all reduced, leading to impoverished conditions for wildlife. Weed control was undertaken in 1997, using a weed harvester in limited areas where rowing boats were operating. During the summer, weed levels showed recovery, bats were frequently observed feeding over the lake and young fish were abundant.
17. Most angling within Hillingdon is controlled by clubs or societies, many require a car to access them. While memberships are generally reasonable, few cater for the casual angler. The Lido is served by local buses and it is proposed that fishing remains a free facility.
Grounds
18. The Lido grounds fall into four main categories
· Formal areas surrounding the restaurant and controlled by Whitbread plc.
· Formal areas, including the dam and Willow Lawn at the southern end of the site.
Leisure Sub-Committee report 26th February 1998 Page 68
· The beach.
· Informal areas adjacent to the route of the railway.
19. There are two remaining areas adjacent to the ‘Waters Edge’ which have not been landscaped. During 1997, officers confirmed with Whitbread plc that these areas were within the Company’s domain and it was proposed that they would be landscaped this winter. Whitbread have satisfactorily undertaken maintenance on the remaining landscaped areas.
20. The Groundcare division of HDS have undertaken both grounds maintenance and litter clearance from the larger part of the Lido grounds. Their work has been well received by the general public and, with minor adjustments to frequencies, standards can be raised still further.
21. During summer 1997 the beach was treated with herbicide to prevent weed invasion and topped up with 100 tonnes of sand.
22. Part of a Section 106 agreement was that the vegetation control in the more informal parts was undertaken in accordance with a report by the London Ecology Unit. A less frequent mowing regime has been adopted throughout most of the northern area and some recovery is already showing.
Facilities
23. Since 1980, the Ruislip Lido Railway Society has operated a narrow gauge railway. With 140 members, the society has maintained an outstanding service for visitors and undertaken two major extensions of the trackway, the last being completed in 1997. Even in years when the Lido was in decline, the Society received 30,000 fare paying passengers, rising to in excess of 50,000 during the current year.
24. On 12th July 1998, the Society is holding a Railway Gala to celebrate the opening of the final track extension, the new station and the completion of a new steam locomotive which has been built by the members.
25. The Ruislip Water Ski Club held a licence for the use of the original buildings and water from 1982 to 1992. Lowering water levels caused difficulties for skiing operations and negotiations between the club and Borough resulted in new 25 year lease operational from 1st April 1996. The ski club operates from the old boat house situated on the dam. Skiers are mostly members of the club although casual skiers are also catered for.
26. In September 1996, the Leisure-Sub Committee permitted a variation to the lease which allowed skiing to take place all year round. During winter 97/8 no skiing has taken place and it has been noted that the lake is being used as a winter refuge for large numbers of over wintering wildfowl. The Ruislip & District Natural History Society have advised that the opportunity to observe many species of duck has been made possible by the absence of power boats and skiing this winter. It is, therefore, recommend that skiing is undertaken only during summer, in accordance with the terms of the lease.
27. Enhancement works in the Lido detailed in the Section 106 agreement, include a hide for bird watching, to be constructed at the northern end of the Lido.
28. The car park at the end of Reservoir Road is maintained and controlled by Whitbread plc. as part of their lease. Currently there are 245 parking bays reserved for cars displaying registered disabled parking discs. The number of disabled bays (17) exceeds current usage and the route from the car park to Brewers Fayre is all down hill with a narrow pavement. It is, therefore, proposed to delete six disabled bays in the main car park and construct six new disabled parking bays directly outside the ‘Waters Edge’.
29. During 1997, the children’s play equipment was enhanced by the installation of a toddlers play station on the beach.
30. During 1997, pony rides were re-instated for an experimental period and proved very popular. 31. Formalisation of pony rides, trampolining and bouncy castle concessions are proposed for the future.
Financial Implications
Leisure Sub-Committee report 26th February 1998 Page 69
32. Construction of bird hide - £3000
33. Installation of 6 disabled parking bays - £1200
Director of Finance comments
34. The financial implications of any plans would need to be clearly identified together with funding options. Unless the Sub-Committee is prepared at a future date to allocate resources available to it for these works, the timing or phasing will be linked to the success of obtaining external funding.
35. In particular works to improve the water quality and reduce silting could have significant financial implications and therefore require particular analysis.
Background Documents
Ruislip Lido Advisory Group - 19th October 1993
Leisure Sub-Committee report 26th February 1998 Page 70 BARRA HALL PARK, HAYES -RESTORATION BID -PROGRESS ITEM 15 REPORT
CONTACT OFFICER: DAVID BRYANT GERALD PLEACE EXT : 3416
SUMMARY
This paper contains a progress report regarding the proposed restoration of Barra Hall Park.
RECOMMENDATIONS
1. That the Sub-Committee notes the report for information.
2. That the Sub-Committee instruct officers to draft a constitution agreed with the Barra Hall Park Advisory Committee and set up a Barra Hall Park Regeneration Fund, including identifying the officer accountable for the Fund.
INFORMATION
Heritage Lottery Fund
1. At its last meeting, this Sub-Committee recommended that Barra Hall Park be used as a pilot submission to the Heritage Lottery Fund. The Recreation Service has now received the latest revised Heritage Lottery Fund application forms.
2. The Heritage Lottery Fund supports the funding of capital projects that help to acquire, maintain, preserve or enhance through improved access or display, the public's enjoyment or knowledge of in this instance, historic buildings and sites, including urban parks. The property should be of outstanding local or regional interest and importance to the national heritage.
3. Eligible costs include conservation work, historic building repair, works to maintain or preserve heritage assets, provision of facilities to enhance the public's enjoyment or knowledge of heritage assets, through improved public access, particularly for disabled people. Giving historic buildings a viable use with a view to ensuring their long term maintenance, the design and construction of new buildings and extensions which will improve public access, design development up to an agreed professional level and surveys.
4. The project should demonstrate public benefits in the form of numbers of visitors or users, improved quality of experience, benefits to particular groups such as local communities, children and young people, older people, people from ethnic minority communities and people on low incomes. Emphasis should be given to access for people with physical or other disabilities. Evidence must be provided demonstrating the need in the local community and of community support for the project, including details of public consultation.
Public Consultation
Leisure Sub-Committee report 26th February 1998 Page 71 5. Two successful public meetings have been held in Barra Hall during November and February 1998 to discuss the regeneration of Barra Hall Park. A number of issues were raised at these meetings including those listed below:
· Refurbishment of the bandstand. The Hillingdon Community Concert Band is already available for public performances on Sundays during the summer months free of charge. · The absence of dog litter bins and signs. · A lack of litterbins and infrequent emptying of contents. · The need for new benches. · Grass cutting not carried out regularly or to an acceptable standard. · Community safety, the problem of vandalism and need for a uniformed presence. · Danger of broken glass. · A burnt out car and removal delays. · The need for a quick response when illegal acts are being observed, possibly a "park watch scheme". · Graffiti on Barra Hall. · Possibility of the carnival fair remaining longer. · Involving local schools in park projects. · Part sponsorship of areas within the park. · Quiet areas for the disabled, aged and other groups or individuals. · Programme of summer events in the park. · Dogs to be confined to restricted areas. · The importance of the historical park and neighbouring features, e.g., the 11th century church of St Mary the Virgin. · Priority to restore park security by locking gates and improving fencing. · Possibility of gaining Section 106 funding from the Chestnuts housing development. · Possibility of part commercial, part community use of Barra Hall. · Re-introduction of a cafe' restaurant in Barra Hall. · Open air theatre events. · Museum of local interest.
6. It appears that there is a great deal of support for the Barra Hall restoration project. In order to maintain this impetus, a Barra Hall Park Regeneration Committee has been established. The committee comprises a group of local residents who will represent the local community in discussions with the Council and other agencies and will serve as an advisory body in the management and development of the park's facilities. It is proposed that officers agree a draft constitution with the committee members for approval at a future Sub-Committee meeting.
Project Details
7. A complete survey of the park has been carried out to assess the condition of the landscaping, important horticultural features, footpaths, driveways and play provision. The horticultural survey reveals that most planting features now in existence bear little resemblance to the formal Edwardian garden style that was once a feature of the site. Restoration of such features will require a fair amount of conjecture as documentation or photographs including plantings in the park are scarce.
8. Accurate costs are required for the refurbishment of all items in the proposal. These include refurbishment and restoration of the bandstand and shelter to original 1928 condition and the open air theatre to original pre-1956 condition but allowing for modification to allow for disabled access.
Leisure Sub-Committee report 26th February 1998 Page 72 The fencing and gates to the park will also require restoration to their original condition. This will entail removing and replacing more modem, less suitable fencing and gates. Costs for the above mentioned items are currently being sought.
9. A tree survey is required to assess the age, condition and species of trees with a view to cataloguing and enhancement with appropriate species to reflect the original planting. The general condition of footpaths and driveways is fair with little work required to restore them. It is felt that, although they are in reasonable condition, the footpath surfaces would benefit from a "period" surface coating such as a rolled unsealed surface or coloured macadam.
10. Works will be required to the structure of the sunken rose gardens, both restorative and to allow disabled access to the plantings. There are the remains of a tubular steel pergola arch structure of fairly recent date at three entrances to the sunken garden. These are beyond repair and do not appear on an early photograph of the garden, therefore they should be removed and not replaced. The rose beds will require replanting with old rose varieties, scented hybrid tea varieties would be appropriate. Other rose beds in the area will also require complete refurbishment and rose replacement.
11. The park has three children's playgrounds, the oldest consists of the more traditional swings and slide which are of considerable age. The adventure playground is in fair condition and caters for the older range of playground users. There is also a purpose built toddlers playground in good condition but in a poor position. It is proposed to remove all playgrounds and replace with better located and more appropriate equipment.
12. The survey takes into account all buildings such as public conveniences and sheds no longer in use. The future use of these buildings will have to be taken into account as part of the bid.
13. The Church of St. Mary the Virgin has applied for closure of the churchyard for burials with the Home Office who have now referred the matter to the Privy Council who will schedule the request onto the agenda for their next sitting. A date for this has not yet been arranged. After acceptance by the Privy Council, the Borough is likely to be notified that it should take over grounds maintenance responsibilities. There will be a formal three months notice of intention to transfer. This raises a problem in long term planning due to anticipated procedural delays.
14. A large rough field lies in the vicinity of the church. This could be used as a dog walking field, thereby alleviating the necessity for local residents to exercise their dogs in Barra Hall Park, which could result in less fouling of the grounds. There is also another field opposite the park called Bell House Field which could also be used for dog walking. This has an informal car park which could be made more permanent. It may even prove possible to exclude dogs from Barra Hall completely at a later date as would befit a garden of historic interest.
15. The Heritage Lottery Fund requires accurate costs for all proposed works to be funded and a commitment that the authority can maintain the site to its expected standard in the long term. To this end, the Lottery Fund suggests that a business plan for works on the site is also returned with the application.
Partnership Funding
Leisure Sub-Committee report 26th February 1998 Page 73 16. The Heritage Lottery Fund aim to provide a decision on projects with total costs of £500,000 or more within nine months of submission. A grant of up to 75% of the cost of proj ects totalling £100,000 or more will be considered. The Council will be expected to find the remaining 25% from its own or other sources. Funding from any public, charitable or private source can count as partnership funding. Partnership contributions can also be made "in kind", that is, the value of property, materials or voluntary labour can be counted.
17. It is very likely that the Council will be reliant on partnership funding for this project to succeed. For this reason, it is proposed that a Barra Hall Park Regeneration Fund is established to hold any contributions that may be forthcoming from local business or other agencies.
Director of Finance comments 18. The proposed “Restoration Fund” would be an internal account of the Council with a clearly identified officer responsible for agreeing and accounting for any expenditure of funds made available. Funding could come from local planning agreements, private donations or external grants secured. There clearly will be an immediate relationship with the impact of any redevelopment of Barra Hall/The Chestnuts site.
Background Documents Nil
Leisure Sub-Committee report 26th February 1998 Page 74 FASSNIDGE PARK ITEM 16
Contact Officer : Lenny Kinnear Telephone : 01895 250625
Summary
The Fassnidge Memorial Trust have raised several concerns regarding the management of Fassnidge Park and have suggested that they take over management responsibility from the Council. This report considers the key issues raised and proposes a way forward.
Recommendation
That officers explore the viability of the options listed in paragraph 9 below and report back to a future meeting of this Sub-Committee.
History
1. Fassnidge Park is located to the west of Oxford Road in Uxbridge, bounded to the west by the Fray’s River and to the east by the banks of the Grand Union Canal which currently house commercial works. The parkland was donated to the Uxbridge Urban District Council by Mrs K Fassnidge following the death of her husband, Mr E. J. S. Fassnidge in 1921. The donation of six acres of land to form a recreation ground was complemented by just over two acres of adjoining Council land. The grounds were designed and laid out by Council staff and 2,000 people attended the Fassnidge Park opening ceremony in October 1926. An inscription on the drinking fountain in the centre of the ground included the words “for the quiet enjoyment and pleasure of its townspeople.”
2. The park has been maintained formerly by the Uxbridge UDC and by LBH after its formation. Fassnidge Park comprises a bandstand, bowling green, children’s playground, tennis courts, toilets, shelters, drinking fountain and entrance gates. Most of these items are currently serviceable with the exception of the toilets. The collection of woody plants is horticulturally noteworthy, including Hillingdon’s only example of Cork Oak and many large specimen trees. The skateboard ramp is a more recent addition to the Park.
Information
3. The Fassnidge Memorial Trust has approached the Council with a proposal to transfer ownership of Fassnidge Park, Uxbridge, to the Trust. The Trustees wish to raise the standards of the park through partnership with the Council and the Xerox Company which occupies office premises situated on the northern perimeter. The Fassnidge Memorial Trust is a Registered Charity (No. 303078) which aims to relieve poverty and disadvantage in the local area through the disbursement of grant aid and support for other community initiatives including, for example, the provision of dining centres. The Trustees include several Members nominated through the Council. 4. The Trustees have been advised that there have been complaints about the state and use of the park. They suggest that this reflects badly on the good works of the Trust and the Trustees, since the Fassnidge Memorial Trust has a high profile in Uxbridge and, by association, the name Fassnidge is being undermined. The Trustees believe that the park deserves better attention and that this can be provided via a partnership approach towards the management and maintenance of the park.
5. The maintenance of the park is carried out within one of the borough’s grounds maintenance contracts. It is, therefore, maintained in accordance with the general grounds maintenance specification. The current grounds maintenance contract runs until July 2001, with an option to extend the contract term for a further two years.
6. The Trustees appear to have been informed that the annual maintenance cost of the park ranges between £20K-£40K. They have proposed that reduced costs would result if they assumed
Leisure Sub-Committee report 26th February 1998 Page 75 responsibility for park maintenance. Firstly, any proposed transfer of responsibility would need to be reviewed in light of the terms of the current contract. Secondly, the actual cost of park maintenance is £15,052 gross per annum, which is offset by rent income received from the bowling green, concessions kiosk and maintenance contractor’s depot. The net cost of maintenance is estimated at less than £9,000 per annum. It is also worth noting that the rates charged within the current contract are extremely competitive since they are part of a larger contract. It is likely that the annual maintenance charge for a small park managed singly would exceed current costs.
7. Over the past three years, the Customer Services Unit have received a total of 28 public complaints about Fassnidge Park. The complaints have concerned broken glass, broken windows, damaged fencing, litter, needles, an overgrown hedge and a fallen tree. While concerned to take prompt action to rectify these problems, officers do not regard the volume of complaints as being excessive.
8. It is also understood that the police view the park as a problem area, especially at night. It is generally agreed that park security is a concern and that a partnership approach to dealing with this issue would be welcomed. Xerox are making a planning application which may involve the negotiation of a Section 106 planning agreement to improve the park, particularly the security aspects.
9. It is proposed that officers explore three options in detail with the Fassnidge Memorial Trust, Xerox and any other interested parties. The three options are as follows:
· Retain Council ownership and management of the park in partnership with a Fassnidge Park Management Advisory Committee which is representative of local community interests.
· Transfer management responsibility for the park to the Fassnidge Memorial Trust as part of a community lease agreement.
· Transfer ownership of the park to the Fassnidge Memorial Trust.
9. Officers will explore the viability of each option in detail before reporting back to a future meeting of this Sub-Committee.
Director of Finance comments
10. The financial implications will need to be further covered in a future report on any chosen option. This will include the potential for increased external funding is the Park is transferred to the Trust.
Background Documents
Nil
Leisure Sub-Committee report 26th February 1998 Page 76 HAYES MANOR SPORTS CENTRE ITEM 17
Contact Officer : A Coker Telephone : 01895 250454
SUMMARY
This report informs the Sub-Committee of an approach made by the Governors of Hayes Manor School and the implications of transferring the management to the school.
RECOMMENDATIONS
That officers be authorised to enter into negotiations with Hayes Manor School about a possible transfer of Hayes Manor Sports Centre to the school and undertake meaningful consultation with the staff and trade unions.
INFORMATION
1. Hayes Manor Sports Centre was constructed in 1976 by the then Leisure Services Department as a dual use facility with access and responsibilities shared on a 60/40 basis between the Leisure and Education Departments.
2. With the advent of CCT for Leisure Management and Grant Maintained status for the school, these areas of responsibility have become blurred. Previous negotiations have taken place to put the arrangement on a more formal basis by means of a lease between the school as landlord and LBH as the tenant which would incorporate a service level agreement. No written agreement, however, has been concluded.
3. In the meantime as a result of reduced funds little or no investment has been made in the centre. The condition of the facility has now deteriorated to the point where investment is needed to bring it up to an acceptable standard to retain and attract customers.
4. Initial discussions have been held with all schools sharing a dual use leisure site, including Hayes Manor, to seek a way to clarify the responsibilities of both parties including an option for schools to take on all responsibility for the building and charge any tenants, in this case Recreation Services, a rent for occupation. Further negotiations are required to assess the response from dual use schools to a change in the current arrangements.
5. Hayes Manor School have written to the Council expressing their concern about the absence of necessary improvement works and the inability of the council to contribute towards such expenditure.
6. The school are aware that the matter will be considered at this meeting. Its Governing Body has indicated that if the Council does not make clear its intention to continue the present relationship, then the school wish to assume sole responsibility for running and financing the sports centre.
7. The majority of activities taking place at the centre can be accommodated at Hayes Stadium Sports Centre, which adjoins the site and is accessible from Judge Heath Lane, and at Hayes Pool, which is within two miles of the site.
8. There are currently 3.2 Full Time Equivalent posts (fte) employed at Hayes Manor Sports Centre. The staffing implications of a management transfer are covered by the Transfer of Undertakings Regulations. Staff who are employed for the whole or greater part of their time at Hayes Manor Sports Centre would transfer on their existing terms and conditions to Hayes Manor School. The regulations require that consultation about the transfer takes place with the appropriate representatives of any staff who are affected.
Leisure Sub-Committee report 26th February 1998 Page 77
9. As part of the consultation process Leisure Management Services will seek to find alternative employment for the staff currently employed at Hayes Manor. It is hoped that at least 2 fte could be absorbed into the expanded operation at Hayes Stadium. The remainder of the staff will hopefully be redeployed into the wider Leisure Management Service. Any staff that could not be accommodated within the service would be subject to the Council’s corporate redeployment policy.
10. The financial saving to Local Services of a transfer in a full year is £76,000 calculated as follows:- £ HDS provisional budget for 1998/99 156,000 less anticipated income 60,000 less net retained leisure management overheads 8,000 less retained HDS overheads 12,000
Full year saving 76,000
11. In view of the staff consultation process involved in any transfer, it is very unlikely that it will take place by 1st April 1998 and savings will be reduced from the full year figure.
Director of Finance comments:
12. The financial issues have to be assessed from the Council’s overall position. Based on the figures in the report there may be an overall saving of £76,000 in a full year. However the impact on the other leisure management facilities arising from having to cover higher overheads needs to be considered. In addition the impact on Hayes Stadium Sports Centre needs to be estimated. It may be that the additional activities will provide an overall benefit for this facility. Finally such a change will need to be considered in the context of any leisure strategy for the Borough.
Background Documents
Letter from Governing Body of School dated 15/12/97.
Leisure Sub-Committee report 26th February 1998 Page 78 HAYDON HALL, EASTCOTE - REQUEST TO LEASE BUILDING ITEM 18
Contact Officer : Richard Shaw Telephone : 01895 150648 Summary
To report an offer from a Montessori School to lease Haydon Hall, Eastcote.
Recommendation
To instruct officers to negotiate terms for a 25 year lease of the Haydon Hall, subject to continued use of the premises by community groups at evenings and weekends on no less favourable terms.
Information
1. Haydon Hall, Eastcote is currently managed directly by the Recreation Service. The net financial benefit is £3,000 per annum.
2. Current hirers include a camera club, a theatre group, two political parties, an astronomical society and various other community groups. The principal user is a Montessori School who utilise two rooms from 08:00 hrs to 16:30 hours each day from Monday to Friday. The building is invariably unlet at weekends.
3. The current owner of the Montessori is retiring and selling the school. The new owner wants to expand the existing school and start a pre school group in the hope that children will then go on to join the Montessori. In order to achieve the necessary security of tenure, a lease of the premises is sought. The potential owner has been advised that this would only be possible if all existing hirers’ position is preserved for the duration of the lease and that the hall is made available to any new community group hirings at evenings and weekends. This has been understood and indeed is wanted in order to maximise use of the hall, thereby minimising vandalism and maximising income.
4. A similar arrangement has been undertaken at The Grange, Northwood and The Cavendish, Eastcote, with great success. Both these premises have been considerably improved, usage has increased, vandalism eliminated and the Council now receives rent whereas before it sustained a deficit. It is envisaged that these benefits would accrue at Haydon, which although currently showing a net surplus of £3,000 p.a., could be increased in the short term to £15,000 at least.
5. Members are recommended to instruct officers to enter into a lease agreement on the basis of the above, that is, preserving the position of existing and future hirers of the hall at evenings and weekends, transferring the responsibility for management, maintenance, utility costs, etc., and maximising income.
Director of Finance comments
6. The proposal would as the report states, produce a financial saving of £12,000 p.a. without any reduction to the community use of the facility.
Background documents: nil
Leisure Sub-Committee report 26th February 1998 Page 79 RUISLIP GOLF CENTRE-REFURBISHMENT ITEM 19
Contact Officer : A Coker Telephone : 01895 250454 SUMMARY
This report informs the Sub-Committee of a proposal made by Mill House Inns (HarPlan Ltd) to refurbish the Ruislip Golf Centre and improve the quality of the driving range and seeks authority to enter into negotiations with Mill House Inns (HarPlan Ltd) and Golf Course Management (Hillingdon) Ltd to vary certain clauses of the existing lease.
RECOMMENDATIONS
1. That the Sub-Committee notes the proposal.
2. That subject to the planning application being approved by the Ruislip/Northwood Planning Committee of 17/3/98 this sub-committee authorises officers to commence lease negotiations with HarPlan and GCM(Hillingdon) to define the usage of the refurbished building and to ensure the continued enjoyment of the existing users of the golf related facilities.
INFORMATION
1. Mill House, the parent company of HarPlan Ltd, operate the catering facility and driving range at Ruislip Golf Course under the terms of a lease which expires in 2037. Golf Course Management (Hillingdon) Ltd manage the golf course and professional shop under the terms of a lease which expires in 2017
2. Millhouse(HarPlan) have made a planning application to improve the driving range and in addition intend to undertake a refurbishment of the interior of the clubhouse as follows-
· No structural or non structural alterations or additions will be made to the interior or exterior of the building. · The toilets/showers will be replaced on a like for like basis and redecorated. · The Ickenham Suite will house a golf simulation machine · The existing bar and conservatory will be refurbished. · First floor facilities will be repainted.
3. The planning application relates to the improvements to the driving range namely:-
“ regrading, turfing and new safety nets to the driving range target areas and new entrance door to the driving range” 4. The application is due to be considered at the Ruislip Northwood Planning Sub- Committee to be held on held on Tuesday 17th March 1998 and this report is submitted on the assumption that the application will be approved.
5. Under the terms of the current lease landlord’s consent must be obtained before any internal changes can be made and authority is sought now to commence negotiations to that end and reduce to a minimum any delay between planning approval and start of works whilst ensuring that existing users are not disadvantaged by the proposals.
6. Representatives of Harplan,GCM and Ruislip Golf Club have had initial contact with officers to discuss the areas of negotiations such as hours of use, rights of access and any financial considerations arising from the granting of consents. The opportunity will also be taken to rationalise other non golfing ambiguities that exist in the current lease.
Leisure Sub-Committee report 26th February 1998 Page 80 7. The primary function of the facility to provide and maintain a golfing amenity for the community will be safeguarded by officers in any lease negotiations.
Director of Finance comments
8. Any negotiations must seek to avoid the worsening of the Council’s financial position under the existing lease for this facility, otherwise there will be financial implications that will require Member decision.
Background Documents
NIL
Leisure Sub-Committee report 26th February 1998 Page 81 CIVIC CENTRE COLONNADE RESTAURANT - ITEM 20 PROPOSAL FOR NEW STAFF RESTAURANT AND FITNESS CENTRE
Contact Officer: L Kinnear Telephone: (01895) 250625 SUMMARY
On reference from the Hillingdon Direct Services Sub-Committee, this report describes proposals for the conversion of the existing Colonnade Restaurant into a new staff restaurant and fitness centre and seeks the Leisure Sub-Committee’s views.
RECOMMENDATIONS
1. That the proposal be approved in principle.
2. That a full evaluation (including risk) be undertaken by Leisure and Hillingdon Direct Services officers and a further report be made to the next Leisure Sub-Committee .
INFORMATION
The purpose of the following paper is to outline the proposals which are currently being considered to convert the canteen in the Civic Centre to a staff restaurant and fitness studio.
1. The canteen is included in the CCT contract for Catering won by HDS in July 1996. The contract expires no earlier than 28 July 2000 with an ability to extend. For some time, due largely to the removal of the Council’s subsidy, the canteen has been operating at a loss. In addition, changes in staff eating habits at lunchtime has caused business to fall and income has now declined to c.£650 per week. By comparison, demand for snack food in the Civic Centre has increased and the small shop now operated by Catering Services in the Civic generates an income of c.£1,600 per week.
2. It is not considered likely that demand for extensive lunchtime eating by staff will return and a change in emphasis is therefore necessary in the service and menu offered both for economic and staff led reasons.
3. Whilst the income from letting out the canteen outside of working hours still exists, this again is not significant and from the contract point of view it was felt prudent to consider alternative uses for the space.
4. By far the best option is a proposal which would involve reducing in size the area devoted to canteen use and using the majority of the floor space for a health and fitness centre. Whilst the new centre would be focused on staff needs, it would
Leisure Sub-Committee report 26th February 1998 Page 82 be operated on a commercial basis and would generate a significant income if current projections when tested prove accurate.
5. The proposal for consideration is therefore:
· Convert the existing canteen into a new staff restaurant with a separate self- contained fitness centre.
· The staff restaurant to open out on to the central courtyard through a new entrance and also retain a view on to the landscaped gardens to the south of the Civic through the galley section of the restaurant. Both sections of the restaurant would be totally refurbished for staff and the restaurant menu changed to meet current staff requirements. The facilities would be available for public use.
· Both sections of the new restaurant to be capable of being let separately as small function/meeting rooms.
· The restaurant to extend out on to the courtyard to encourage greater public use and meet modern seasonal demands for outside seating.
· The remainder of the existing floor space to be converted into a full fitness studio and health suite with a physiotherapy room for staff and the public.
6. Plans for both proposals will be displayed at the meeting. Preliminary discussions with staff representatives indicate that they will be fully supportive of the proposition.
FINANCIAL
7. A full financial appraisal is to be carried out. However, it can be noted that in terms of the funds needed, this could be met from a combination of existing budgets with capital or private funding through the sports equipment suppliers. (A significant return on investment was achieved by HDS at Highgrove with a centre of this type).
8. Opportunities exist for staff discounts, both on memberships and charges for the fitness suite. The new fitness suite would be operated through the Leisure Services part of HDS and new staff would be recruited or existing staff promoted to fill the posts. The income from the fitness studio would, as with other Leisure operations run by HDS, be reported into the Leisure Sub Committee. If the proposition is progressed an opening could be achieved by 1 October 1998.
9. This report was considered by the HDS Sub-Committee on 12th February 1998 when the following recommendations were agreed:-
That: (i) The proposal is approved in principle (ii) The fitness proposal be referred to Leisure Sub Committee
Leisure Sub-Committee report 26th February 1998 Page 83 (iii) A staff survey on potential usage be undertaken both in respect of both facilities (iv) Planning approval be sought if required for the change of use (v) A full financial evaluation (including risk) be undertaken by both Leisure and HDS Officers and a joint report be made to Policy and Resources Committee.
10. The Leisure Sub-Committee is therefore invited to consider the proposal and make comments.
Director of Finance comments
11. It is important that the business case for this proposal is carefully assessed and the demand based on a realistic assumption of uptake and pricing. Any final decision will rest with the Policy and Resources Committee.
Background Documents
Report to HDS Sub-Committee 12.2.98
Leisure Sub-Committee report 26th February 1998 Page 84 SWIMMING POOL – LOCKERS ITEM 21
Contact Officers : Howard Griffin/Lenny Kinnear Telephone : 01895 250310 SUMMARY
This report informs members of a proposal to change the way that lockers are charged at Highgrove and Hayes Pools.
RECOMMENDATIONS
1. That members note the decision of the fees and charges committee held on 11/2/98 when it was agreed that a non refundable locker charge of 20p be introduced at Highgrove Pool from 1.4.98 to bring it into line with Hayes Pool.
2. That in addition to the locker charge no further increases be made in standard swim admission charges.
INFORMATION
1. At the Leisure Sub Committee on 19.6.97 members received a report seeking approval to enter into an agreement with a company to replace all lockers at Hayes Pool. The company would provide a replacement and repair service in return for a share of locker income. Members also agreed that although the new lockers would be available from 1.1.98 the increase in locker charge be delayed until 1.4.98.
2. Some concern was expressed by members of this sub committee about the impact of the increased charge being applied from 1.4.98 and that further consideration would be given when members considered fees and charges for 1998/99. The opportunity has now been taken to restructure the locker charge to limit the increase in the cost of swimming to that required to account for inflation. A standard swim and locker in 1997/98 costs £2.35 and will cost £2.55 in 1998/99.
3. Lockers at Highgrove Pool continue to refund the locker charge after use. They are currently in a good state of repair and do not require replacing. The design of the Highgrove lockers allows easy adjustment by the pool management to retain the locker fee.
4. This would standardise the service by introducing the same system at Highgrove Pool from 1.4.98. The estimated income arising from this proposal is £10,000 per annum. It is envisaged that this sum will cover the cost of maintenance and replacement which is estimated at £1,000 per annum.
5. The installation of the new lockers at Hayes Pool has been very well received. Many customers have reacted positively to the installation of new lockers that are of increased quality, availability and reliability.
6. William Byrd Pool will continue to operate 20p refundable locker system and the fees and charges recommended for that pool take this difference into account.
Director of Finance comments
7. The financial implications of the charge which is estimated to produce a net saving to the Council of £9,000 p.a. will be taken into account in the 1998/99 budget for the Committee.
Background Documents
Report from Leisure Sub Committee 19/6/97
Leisure Sub-Committee report 26th February 1998 Page 85 EVENTS IN 1998 ITEM 22
Contact Officer : Richard Shaw Telephone : 01895 250638 Purpose
To inform members of the regular events taking place this year and to seek approval for some changes to the Hayes Carnival, with the possibility of an extra event at the Hayes Stadium.
Recommendations
1. That the regular Summer events, listed below be noted
2. That approval be given to, filling the hours from 6pm to the fireworks at 10pm at the Hayes Carnival with live music.
3. That approval in principle be given to an open air concert at the Hayes Stadium to run from 1pm to 10pm on a Saturday during the summer. Any concert to only take place if it can be staged within current budgetary provision.
4. That officers be authorised to negotiate different terms to those contained in the Events Policy (approved at the last Leisure Sub Committee on 4th December 1997) in respect of the two traditional shows at Hillingdon House Farm - The Middlesex Show and The Auto Sunday.
Information
Planned Events in 1998
1. The traditional borough shows already booked are:
St. Patrick’s Funday Hayes Town Centre March 14. Summer Fun Day Hayes Town Centre May 30 The Middlesex Show Hillingdon House Farm June 27 & 28. Carnival Barra Hall Park July 11 Auto Sunday Hillingdon House Farm July 19 Laser/Fireworks plus Hayes Stadium November 7 Christmas Fun Day Hayes Town Centre December 6.
2. At the meeting of the Leisure Sub Committee on 4 December 1997, members approved a lettings policy for major events. The policy was drawn up largely to help prevent a similar occurrence to the Festival of India debacle. However some of the items contained in the new policy will cause considerable problems to the regular users of Hillingdon House Farm.
3. In particular the withdrawal of the ability to charge for car parking would hurt the Middlesex Show. This is the major stream of income for the Show Society and its substitution through the general admission charge would probably deter potential customers and financially damage the Show. As they had a particularly bad year in 1997 due to bad weather, a further blow could well put the future of the Show in jeopardy.
4. As the Middlesex Show and Auto Sunday do not pose problems of the kind experienced with the Festival of India - they are both well established and can be trusted to manage their shows responsibly - members are asked to approve that the officers be able to amend the conditions as appropriate.
Hayes Carnival
Leisure Sub-Committee report 26th February 1998 Page 86 5. Hayes Carnival traditionally starts with the procession from Pump Lane (now at 12:30 hrs.) and falls away at around 17:00 hrs. There is then a firework display at around 22:00 hrs. which brings some of the crowd back. It is proposed to plug this gap from 1700 to 2200 with live music from bands having a broad appeal. The proposed programme of events is appended to this report. Members are asked to approve the extension which will be contained within the existing budget.
Additional Event
6. It is proposed to investigate the possibility of providing an afternoon/evening mini pop festival. This would be made up of various tribute bands which are continuing to hold the public’s interest. Local bands do not have a particularly wide appeal; a concert of local bands was held some years ago and was poorly attended. Obviously the authentic bands are way beyond our price range and in fact some of the top tribute bands are now also very expensive.
7. It is proposed to check the availability and costings for a concert of tributes to such mainstream bands as The Beatles, The Rolling Stones, Abba, Queen, Jimi Hendrix, Pink Floyd etc., all of whom have very good “fakes”. However it is probable that such a concert will in practice not be possible until 1999 - should members approve.
Director of Finance comments
8. The proposals will be contained within existing budgetary provision to be consistent with existing Council policy. It is also important that the effort put into developing additional events does not detract from other service priorities unless Members agree to such changes.
Background Documents
Agenda & Minutes of Leisure Sub Committee 4 December 1997.
Leisure Sub-Committee report 26th February 1998 Page 87 HAYES CARNIVAL
Saturday 11 July 1998 Barra Hall Park
Programme
2.00 pm The Kangaroo Gymnastics Display Team
2.30 pm The Rockwood Dog Display Team
3.00 pm David Duffy & The Duffys [Top Irish Fiddle Player] ******* including Presentation of Prizes
4.30 pm The Kangaroos Gymnastic Display Team
5.15 pm The Rockwood Dog Display Team
5.45 pm The Brass Monkeys [Soul Band]
7.30 pm Into The Bleach [Blondie Tribute Band]
9.00 pm One Step Behind [Madness Tribute Band]
10.15 pm Fireworks
Leisure Sub-Committee report 26th February 1998 Page 88