THURROCK COUNCIL

LEISURE AND RECREATIONAL SERVICES

BEST VALUE REVIEW

FINAL REPORT AND IMPROVEMENT PLAN

U30745A.ajs Contents

1 con1 Introduction

2 con2 Executive Summary

3 con3 Background to Review

4 con4 Service Profiles

5 con5 Community Objectives and Cross Cutting Themes

6 con6 The Best Value Process

con6a Challenge & Consult

con6b Compare

con6c Compete

7 con7 Change Options and Appraisal

8 con8 Recommendations

9 con9 Service Improvement Plan

10 con10 Performance Indicators and Targets

Appendices

1 cap1 List of Partnerships 2 cap2 Planning Process Relationships 3 cap3 Links to other Strategies 4 cap4 Structure of Provision

U30745A.ajs 1. Introduction

1.1 This is the summary report of the Best Value Review of the Council’s Leisure and Recreational Services. It seeks to outline the process undertaken to conduct the review and more importantly impart the outcomes of the review. This will indicate the key area’s identified from the review and the recommended methods by which the council can make improvements within resources available.

1.2 The aims of the “Leisure and Recreation” review were to:

. Challenge the fundamental purpose of these services and consider what services should be provided in the future. . Establish who the users and potential users of the services are, and the reasons for non-use of the services. . Identify the best practices in service provision, which will help bring about service improvements year after year. . Examine which service provider, in the public, private, independent sector, or cross-sector partnership, can best improve performance and give value for money.

1.3 More specifically, the review attempted to: . Improve the quality of services to top quartile standard. . Link services to Corporate & Community objectives. . Generate new efficiency savings of 2.5% per annum and maximise external funding. . Ensure services become more customer focused. . Provide the basis for widening participation in services.

1.4 The range of services under review were:

 Parks and open spaces  Countryside and open (including Grays Beach spaces Riverside Park)  Leisure Centre  Outdoor Sports & Management (Thurrock recreation Community Leisure Trust)  Sports Development  Public Conveniences  Playgrounds  Ranger service

1.5 These services combined cost £4.14 million of revenue expenditure to provide. There are also capital expenditure requirements, though over £1.8 million external funding has been attracted in recent years. The services are used by over half of the Borough’s population, with an estimated 2 million plus uses per annum. 345 staff are employed to provide and maintain these services, though a great many volunteers from the community are also involved in the running of clubs and groups that actually allow many others to participate and enjoy a number of the services.

U30745A.ajs 2. Executive Summary

2.1 The Council recognises and values the contribution that leisure and recreational activities can make to the communities objectives. At a time of limited funds, however, it can not commit more of its own direct resources to these areas and has been forced to make spending cuts to lower priority areas in recent years. To make improvements to leisure and recreational services the Council will follow a strategy of working with partners, drawing in additional resources and external funds to supplement the Authority’s available funds and targeting areas that will improve the quality of services, increasing usage and satisfaction.

2.2 In recent years the Council has adopted a number of innovative practices to secure the provision of leisure and recreation. Notable achievements include:

Setting up the Thurrock Community Leisure Trust and transferring the operation of the Leisure Centres to it and making funds available to significantly upgrade indoor sport facilities;

Being instrumental in the early formation of Environmental Trusts that have made millions of landfill tax money available to the community for environmental improvement projects;

Making numerous improvements to play equipment in parks including the creation of a new regional park at Grays Beach;

Improvements have also been made to open space sites with significant community involvement and partnership working with the Thames Chase Community Forest Project, in particular at Davy Down and the Mardyke Valley. (See section 3 for full list of achievements.)

2.3 There are still however many issues to be addressed:

Council resources are limited with pressures on statutory services forcing the need for efficiency savings and budgets cuts to meet corporate targets;

There is a growing population with higher expectations of service standards, not all facilities – outdoor sport particularly - reach modern day expectations. Many have high maintenance needs and whilst a variety of external funding sources are potentially available to bid for, these often contribute to capital but not on-going running costs;

Satisfaction rates generally with services overall is average to low when compared with other authorities. Levels of usage of indoor sport is also below average .

Across the services few quality standards have been adopted (indoor sport being the exception). The robustness of performance

U30745A.ajs monitoring to measure the extent to which objectives are being attained is variable.

2.4 Key points for each service are:

2.4.1 Indoor Sport -The establishment of the Leisure Trust has already realised substantial savings from the level of spend incurred when the service was operated in-house and has released funds to allow facilities to be improved. Further reductions in the level of subsidy are being negotiated and opportunities to expand the trusts operations are to be examined as they arise e.g. operation of outdoor sites, greater role in sports development.

2.4.2 Playgrounds, Parks and Open Spaces – Have been working to a strategy that linked provision to local populations, this now requires revision to keep abreast of changing needs. The Councils capacity to support future planning and implementation of new or upgraded facilities was found to be limited due to financial restrictions both on capital and revenue expenditure. Grays Beach whilst being popular and well used also had attracted an on-going subsidy, however, this was found from within existing budgets and the area was already being maintained by the Council. The income generated by the park has increased and continues to do so. The future arrangements for running the park require further consideration as it may be possible to reduce costs and enhance sustainability through the private sector or a charitable trust taking over its operation.

2.4.3 Country Parks and Ranger Service – Great potential for expansion of service in future years as landfill sites become available for public open space. Need to look at the requirements and operational arrangements of what type of service to offer and who can best run the service in future.

2.4.4 Sports Development – is a relatively new service. It has formed numerous links and partnerships, and is working to address local sporting issues whilst also contributing to other agendas using programmes and initiatives including those from Sport England. Work to set meaningful performance targets that are comparable with others, is on going. It also needs to ensure that it links its promotional work to the available facilities.

2.4.5 Outdoor sport – There are key issues around the level and quality of provision. The Sport England survey suggests that current provision is only just meeting expressed demand (seen as current usage levels). There are variable levels of provision across the Borough and reliance is placed upon other providers for the availability of a number of “public” pitches. There is also a need for all weather pitches. Playing surfaces need attention to maintain their quality at playable standards and changing facilities require upgrading and up-keep. Strategies to encourage external voluntary organisations to take on the running of facilities have proved successful in reducing the Authority’s costs. Further work to enable education establishments to open up facilities

U30745A.ajs for community use – backed by support for external funding bids is being undertaken.

2.4.6 Public conveniences – Due to a relatively high cost and low usage, as a budget cut the Authority has been cancelling the lease arrangements on Automated Public Conveniences as they reach the end of their current term. There are a number of alternative facilities available in both public buildings and private businesses which could be made accessible with agreements and appropriate sign posting.

2.5.1 There is also great potential for the future development of these services:

A number of Government initiatives and consultative policy statements suggest that the importance of both sport and outdoor recreation to the wider social agenda are being recognised. This is evidenced in new funding sources such as the New Opportunity Fund’s PE and Sports programme and in regional planning guidance for the Thames Gateway.

It is recognised that many of the services already rely heavily on the voluntary contribution of effort from a number of people in Thurrock’s communities. The advent of Area Governance will allow local people to input into the specific needs for their area and open a new communication channel with those in the Council responsible for leisure and recreational services;

The development of an overarching Cultural Strategy will provide the strategic framework against which all the services can develop. Linked sub-strategies with performance targets can focus that development; Within this the charging policies need to look further at differentiating charges to both maximise income and open access and encourage participation from targeted user groups.

3 Background To The Review

3.1 The original review scheduled for the 2001/02 financial year was termed “Leisure, Recreation and Cultural Services”. This included Libraries, Heritage, Arts and Tourist Information in addition to the areas of Leisure Services, Parks, Playgrounds and Open Spaces. The former set of services where however, brought forward into an earlier review, leaving the leisure and recreation services as a separate, but still substantial review area. Where linkages between the services exist, such as in the development of a Cultural Strategy, joint working and consultation has occurred.

3.2 Prior to the commencement of this particular review a great deal of activity and effort had already been expended by the Council on securing the future of in-door sport in the Borough. After a broad ranging policy review in the mid 1990’s it was concluded that the Council needed to take steps to reduce the significant subsidy it was then providing to

U30745A.ajs support leisure services. One way to achieve this was to reduce costs. After further review work a decision - based on reduced costs, maintenance of service provision and increased community involvement - was made to set up a Charitable Trust to run the indoor leisure function. The transfer of staff and assets occurred in the year 2000. Tilbury Leisure Centre was transferred to a community minded private operator and Ockendon (Joint use) Leisure Centre to Ockendon School whilst retaining out of hours club use of facilities. On the basis of those recent events it was not the express intention of this review to seek to undo these arrangements, however, steps were taken to review the effectiveness of the Trust to date and assess potential for improvement.

3.3 Another part of the strategy to cut the level of subsidy to leisure services was to increase charges to levels that were nearer market rates and recovered much larger proportions of the cost of provision. For the last few years services have therefore had reducing budgets and have been striving to maintain a similar level of service. At the same time they have sought to further various aspects of the community plan – improving quality of life, improving the environment – where opportunities arose.

3.4 It is recognised that grounds maintenance costs form a significant element of the total costs of the outdoor sport, parks and open spaces budgets. Since this service was part of the then newly formed Streets Department that was set up to produce integrated service contracts, it was decided that the competition element of the process would be covered in the BV Review of that Department scheduled in 2002/03. Issues relating to service requirements will be passed on to that review for inclusion in contract specifications.

3.5 As more general background it should be noted that the whole organisation had undergone a major restructuring exercise in the year 2000, the final stages of which were still being implemented during 2001 whilst the review was on-going. It is noticeable that the services are split across a number of different departments of the organisation – this review has enabled a holistic view of the services with potential for better co-ordination of effort especially in the promotion and marketing of services.

3.6 The Council is linking these and other services e.g. Education, Social Services the Voluntary Sector etc. through the development of an overarching Cultural Strategy. This Strategy should set a shared vision for the future and be supported by a robust set of actions and monitoring systems, set within the context of Regional Cultural Strategies. The consultation from both the best value reviews of Leisure and Recreation and Libraries and Cultural Services will inform the strategy development.

4. Service Profiles

4.1 Fully detailed Service Profiles are available in the Review’s Evidence Log, however, as an overview the following information is provided:

U30745A.ajs 4.2 Indoor Sports – This is a discretionary service now provided by Thurrock Community Leisure Trust with £1.1 million grant funding from the Council. It operates three Leisure Centres, the Civic Hall and a Golf Course with driving range. All three indoor sites provide- main pools, teaching pools, fitness suites and sun beds. Further facilities offered at one of the sites include: a toddlers splash area, two flume rides, a sports hall, a squash court, a health suite, a sauna and an aerobics studio. A full programme of swimming lessons is also offered at each centre. There are approximately 80 full time staff and up to 90 seasonal staff employed in running the services which are open seven days a week for up to sixteen hours per day. Approximately £755,000 of the Council subsidy is used to fund the provision of services the remaining funds are being applied to refurbish facilities. Significant improvements include:

 Belhus Park Leisure Centre achieved the QUEST quality award from the National Sports Council.

 Spring fitness suites in three Centres upgraded to meet growing demand and achieve higher income levels.

 Aquatics swim scheme – achieves 4000 swimming lessons per annum.

 Staff training to achieve NVQ levels and customer care awareness.

 Gained Approved Centre status for the Institute of Qualified lifeguards and Royal Lifesaving Society through an external verification process.

 Major refurbishment of Blackshots Leisure Centre. By both the Council (£1.5 million) and the Trust (£0.6 million).

 Trust invest £80,000 in new till and accounting systems.

 £40,000 worth of improvements made to Golf Driving Range at Belhus Park resulting in first fully automated range in Europe (power tees)

 £26,000 spent on improving tees and drainage on Belhus Park Golf Course.

 Trust enter partnership with Local Golf Club to run their own Bar and Catering facility at Golf Course leading to refurbishment of premises (£50,000).

 Management at Belhus Park co-ordinate development of a heritage trail with a large number of community partners and individuals. In addition £15,000 worth of funding secured from the Heritage lottery fund to contribute to this work.

U30745A.ajs  GP referral scheme delivered to 7,000 attendees annually.

 Fitness for Health programme in 6 (more to be added) sheltered housing complexes, qualified instructors taking fitness and mobility classes improve general health and helps prevent falls – a major cause of hospitalisation.

 Trust introduce and operate a free transport scheme from outlying areas of deprivation to Blackshots swimming pool during summer holidays.

 Trust make ongoing improvements in Health and Safety statistics and general décor and equipment renewals across the board.

 Trust investing £0.7 million in facilities at both the Civic Hall and Blackshots Leisure Centre.

 Trust increases Direct Debit memberships by more than 100% and membership generally by 3,000 people (2001/2002)

 Trust increases income by some 35% in second year of operation since transfer.

4.3 Outdoor Sports -This is a discretionary service operated by the Council in partnership with a number of clubs and voluntary organisations. Over 15 sports sites the following facilities are provided: 21 Pavilions, 28 full sized and 12 seven-a-side football pitches, 9 bowling greens, 8 cricket squares, 4 rugby pitches, an 18 hole pitch and putt course, 11 tennis courts, an athletics stadium. Apart from Grounds maintenance staff provided through wider contracts than just pitch maintenance only one officer is employed in the operation of the service. Significant improvements include:

 Through agreements have transferred the pitch booking function from the Authority to the local sport organising bodies, thus empowering the users and freeing staff resources.

 Worked closely with Clubs and organisations on consolidating facilities and transferring the running and maintenance responsibilities thus reducing council budgets.

 Partnership working in which clubs take on much of the operational responsibilities has enabled two recreational fields (Bulphan and Linford) to be opened as proper football pitches, thereby helping to fulfil demand.

 The Sports Development Unit and the Councils External Funding Unit, have assisted the Thurrock Harriers in the production of a bid to upgrade the athletics stadium.

U30745A.ajs 4.4 Playground, Parks and Open Spaces -These are discretionary services that involve the operation of 72 park / open space sites including within them 64 playground sites and the running of Grays Beach Riverside Park. Safety standards are maintained through regular inspections. In addition to grounds maintenance staff, two full time staff oversee the operation of the Playgrounds and Parks, three are employed full time at Grays Beach, though further staff are employed on a seasonal basis. Significant improvements include:

 Grays Beach Riverside Park – working in partnership with local people and Cory Environmental trust have redeveloped old run down park and removed surrounding derelict buildings to create a community facility enjoyed by thousands of residents and visitors. The site is staffed and open 10 a.m.– 6 p.m., seven days a week in the summer. In 2001 the site was awarded Green Park Award Flag status by the Civic Trust

 Helped oversee the Thurrock in Bloom competition and won awards for Best Open Space for Corringham Town Park in the Anglia in Bloom competition.

 Opened a new site -Gobions Park East Tilbury – with community consultation on design, £470,000 project funded by Cory Trust includes 10-year maintenance budget.

 Adopted four sites on the Chafford Hundred Estate.

 Open space improvements introduced at many sites throughout the borough, including new play equipment, shelters for young people, beach volleyball courts, ball courts, refurbished paths and fences and new safety surfaces for play areas. (New play areas in Bonnygate Woods and Aluric Close)

 Working in partnership with Thurrock Play Network to provide a summer play scheme at parks.

 Grays Beach Riverside Park – Run a number of Community events – Party in the Park with the Pre School Learning Alliance; Charity Fun Day- in conjunction with a number of local charity organisations; Event in a Tent – Thurrock Youth Arts and Arts Development Team – young people learning performing art skills. Green Circus – events held in big top to raise public awareness of sustainability issues. St Luke’s Hospice fete

 Grays Beach Riverside Park – opened café / function room that will serve park users and local community as a drop in centre for Social Services.

U30745A.ajs  Two members of staff gained level three BTEC advanced award for playground operation and inspection. (among the first to gain this qualification in England)

 Set up computer package to record inspections through handheld devices to maintain safety standards.

 With the Youth Service, Community Safety and Police, Parks staff have set up a Community Solutions project in South Ockendon- using full time community workers, steps have been taken to design and install sustainable facilities.

4.5 Sports Development This is a discretionary service that facilitates, promotes and enables sporting opportunities for all residents of the Borough. It works in partnership with the voluntary sports groups and many other organisations and seeks to access external funds, organise coaching courses, provide out-reach programmes to encourage participation, help produce development plans for taking specific sports forward. The service is overseen by the Leisure Development Manager and employs one Sports Development Officer with the Active Schools Co-ordinator attached to it. Significant improvements include:

 In partnership with the Education Department gained external funding from Sport England and the Youth Sport Trust to deliver the Active Schools Programme within Thurrock. This also included funding provision for an Active Schools Co-ordinator.

 Year 1 of Sport England’s Active Sports Programme has been implemented within the Borough. This has included development work in 4 sports – Basketball, Hockey, Rugby and Netball. Excellent numbers were achieved for the delivery of basketball in Thurrock, with 50 girls and 25 boys taking part in the coaching sessions. (Active Sports is a 5 year development programme involving 9 sports and will see over £1 million invested to develop sport for 10- 16 year olds and assist with coach education and club development within Essex.)

 Secured external funding from Sport England and the Youth Sport Trust to deliver the Community TOPS programme to community groups including the Kids Club Network, Thurrock Play Network, uniformed organisations and sports clubs. The funding is in the region of £10,000 and will include training and equipment for each of the groups.

 A joint initiative with Thurrock Play Network saw the organisation of the open access Easter Sports and Arts sessions across the Borough.

 A squad of approximately 140 young people aged 10-16 years represented Thurrock in 8 sports at the 2001 Essex Youth Games.

U30745A.ajs  A summer holiday sports activity programme was held across the Borough attracting over 200 children.

 Working with approximately 6 organisations including sports clubs and schools to assist with applications for Capital Lottery funding to improve sports facility provision. The unit is also working with numerous schools and sports clubs to assist with applications for smaller revenue funding.

 The Sports Development Unit have participated in and been present at a number of special events including Thurrock Sports Council’s 2001 Festival of Sport, Indian Cultural Sports Day, Disability Awareness Day, Thurrock Carnival, Healthy Living Festival and Festival of Fun.

 A sports equity policy has been developed and adopted by Thurrock Sports Council and affiliated clubs.

 Sports Development staff has also added to the Community Solutions project in South Ockendon, to bring coaches into the park to stimulate interest and participation in sports.

4.6 Countryside Open Space - These are discretionary services that oversee the maintenance of seven sites of open countryside space and the operation of the Langdon Hills Country Park through the Ranger Service. These sites provide natural habitats for flora and fauna but are also specifically managed to give the public access for informal countryside recreation. A number of community groups are active in the management of sites. 5.7 Full time equivalent staff manage the Open Spaces and 4 FTE staff are employed in the Ranger Service. Significant improvements over the past three years include:

 Langdon Hills Country Park – Run a number of activities throughout the year for a range of the community - Teddy Bares Picnic, Art Workshop, Glow in the Dark - Nature walks, Junior nature Club, Open air dance and drama, bike ride tours, Canine Capers – dog owners event. Head for the hills summer play scheme.

 Kenningtons Park was created in partnership with Thames Chase, Greenways and a local Steering Group. Footpaths and bridleways improved to give public access to woodland grassland, fishing lakes.

 New woodland opened in Aveley in partnership with the Woodlands Trust.

 Langdon Hills CP won a grant to manage meadow and hedgerow over 10 years.

U30745A.ajs  Davy Down - jointly with Essex & Suffolk Water and The Davy Down Trust opened up Davy Down as a park with visitors centre – promoting recreation, education and wildlife.

 Significant improvements to woodland in South Ockendon – opening it up and making it more user friendly – in partnership with Forestry Commission, Cleanaway Mardyke Trust, Thames Chase and Local people.

 Mardyke Valley Environmental study - £100,000 project funded by Heritage Lottery Board, Countryside Agency, Environment Agency, Cleanaway Mardyke Trust and Thames Chase to collect base-line data in preparation for a full Heritage Lottery bid to improve the environment, access, education and awareness.

 Forestry Commission used Oakwood and Ash Plantation as an example of a model community woodland project.

 Ranger's and volunteers' 'Father Xmas in the woods' attracted 750 children for a magical visit to Santa in the woods - and combined it with some light education on wildlife - all provided by living characters from Wind in the Willows.

 Orsett won the best new village entry in the Anglia in Bloom 2001 competition - due to encouragement of Thurrock in Bloom, some village residents and 145 headline hitting scarecrows. (This was the first time a whole village was entered in the competition)

4.7 Public Conveniences -This is a discretionary service, that involves the provision of nine Automated Public Conveniences (APC’s) at various locations around the borough. Three of the units are for disabled people and can only be accessed using a special key (Radar), the other six are accessible for the cost of 20 pence. The units are provided by an external contractor who provide all the cleaning and maintenance services. There were more units in the borough until recently, six APC’s were removed in October 2000 as a budget cut and a further one in July 2001 as part of Grays Town Centre redevelopment. The are also other Public Conveniences provided by the Council – Grays Town Park, Grays Beach, Coalhouse Fort, Thameside Complex, Civic Offices, Langdon Hills Country Park – These are more traditional blocks or facilities within buildings and whilst are covered in the review are not included in the budget and usage figures quoted below.

U30745A.ajs 4.8 Service costs ( £000’s) 2000/01 Chart 1 The above chart shows how the Council’s net revenue costs are divided amongst the services. The majority of the expenditure goes towards grounds maintenance costs for parks and open spaces and on the grant to the Thurrock Community Leisure Trust.

4.9 Subsidy Data

2001/2002 Subsidy Total net Estimated per use (£) Service cost No. of visits Indoor Leisure 1,151,200 700,000 1.64 Outdoor Sport 583,850 371,900 1.57 Countryside Open Space 93,300 285,900 0.32 Playgrounds, Parks and OS 1,752,500 4,212,600 0.42 Public Conveniences 188,300 25,176 7.48 Sports Development 57,400 Not applicable Not applicable Langdon Hills Country Pk 128,700 450,000 0.29 Grays Beach RS Park 131,000 50,000 2.63

The table above shows the council subsidy for each use of service for each of the main categorises of service under review. On the figures used, it would appear that outdoor informal recreation type services Playgrounds and Parks, Langdon Hills and Countryside, have relatively low costs per user – due to the high number of users in the case of the first two and relatively low cost in the case of the latter. Sport – both indoor and outdoor have similar subsidy costs, with the relatively high number of usages also attracting relatively high levels of expenditure. The two relatively smaller services of Grays Beach Park and Public Conveniences do not have absolute spend figures but the level of usage does mean the subsidy figure per use is much higher, especially for Public Conveniences. It must be noted that many of the usage figures are estimated based on samples, head / car counts or underlying data, only the paid for services of Indoor Sport and Public Conveniences have more accurate processes to measure usage.

4.10 Usage of Services

4.10.1 The data in Chart 2 below shows the results of the survey undertaken by a market research company OCR International, for the collection of Best Value Performance Indicator satisfaction ratings. It shows the responses of 1040 randomly selected adults on their frequency of use of the services. The nature of the services are obviously different and this is reflected in the usage patterns.

U30745A.ajs Chart 2

4.10.2 Sport and Leisure services appear to have a core of regular users (daily/ weekly and monthly) that represent nearly a quarter of the population, a smaller proportion (within six months and a year) of occasional users. A significant number – over half the population have not used the service for over a year or have never used it. Whilst it obviously is each individuals choice whether or not to participate in any sport or leisure activity funded by the council, the number of non users will impact on both the level of income and subsidy per usage and may have an effect on the overall health of the population.

4.10.3 As can be seen in Chart 3 below, Parks and Open spaces have a higher number of frequent users – nearly a third of the population, almost as many occasional users and a similar amount of non users. Since most of the services provided under this heading are free of charge the level of usage does not have a significant affect on income. Non-usage , however still affects the subsidy per usage calculation and potentially shows that a significant proportion of the population are getting the pleasure, health and educational benefits that these services could provide them with.

4.10.4 It is recognised that younger people are an important group of service users also and steps were taken in the consultation process to include their views, though usage data in the above format is not available.

Chart 3

4.11 Partnership working

Thurrock Council has for some time realised that it cannot work in isolation and has developed its role as a facilitator and enabler, therefore developing partnerships to benefit the community. The services contained within the best value review of leisure and recreation have embraced this ethos and have similarly developed strong links with the various partners and agencies that collectively contribute to the overall provision and management of leisure. The table in Appendix 3 shows the significant amount of key partnerships formed within these service areas, totalling sixty in all.

U30745A.ajs 5 Community Objectives and Cross Cutting Themes

5.1 The Council undertook major consultation exercises including the Thurrock Tomorrow conference in 1996 and the Partners in a Vision for Thurrock conference in October 1998. This produced a vision for Thurrock –

“A place where every one will have the opportunity to reach their full potential and lead a full, healthy and satisfying life.”

5.1.1 This gave rise to "Partners for Thurrock", a working group set up to help establish and take forward a vision for Thurrock. That group wrote the Council's first Community Plan which set the Council's priorities as a:

quality of life for all pleasant and sustainable environment skilled workforce vibrant economy supportive infrastructure

More recently for the 2002/03 financial year the priority “A proactive approach to supporting vulnerable people” has been added. Whilst this was not in place during the field work of this review a number of links to this area can be seen in the approaches to outreach work.

5.1.2 It is an aim of the Councils Best Value Review process to underpin these community objectives into the workings of Council Services. As part of the process staff who provide the services and staff from other services undertook an analysis of the contribution they made to these priority areas.

A QUALITY OF LIFE FOR ALL

Education  All facilities provide formal and informal education  Swimming programmes for schools  Parks & playgrounds are a social, learning environment for children  Summer Play schemes  Nature Clubs  School visits to the Parks cover Key stage 1-2  Encouraging public use of Langdon Hills Country Park via guided events and activities Leisure, Arts and Culture  Various Arts programmes at the Civic Hall  One-off events – The Green Road Show at Grays Beach summer 2001  Dancing classes for everyone

U30745A.ajs Health  Use of all Parks, playgrounds & sports facilities improve physical and mental health  Programme for keeping the elderly active (TOFF )  Improve access to countryside through Healthy Living Initiative  GP referral scheme (using facilities at Leisure Centres as part of remedial care programmes)  Essex Youth Games  Outreach programmes  Active Essex Information in partnership with South Essex Health Authority Reducing Crime  Sports Clubs help reduce youth crime Breaking barriers to inclusion  Concessionary charges promote inclusion (elderly, benefit recipients)  Social inclusion – Access for all pathways  Work with South Ockendon Community Forum to organise walks for over 55s, and Festival of Fun, Belhus Woods Country Park  Voluntary activities provides opportunities for individual personal skills development  Parks provide free access to the countryside and natural environment

A PLEASANT ENVIRONMENT  Community Gardens  Ranger service aims to conserve & enhance natural environment  Conservation work at Davy Down & Langdon Hills  Opportunity to access rural Essex e.g.: Davy Down, Oakwood, Mardyke Valley and Aveley Park  Ranger services protecting habitats, rare plants and invertebrates, and monitoring of species  Creation of wildlife habitats in parks  Managed grasslands and woodland areas  Heritage Trail in Belhus Park  Renovated derelict land at Grays Beach  Improved lighting along walkways in Parks  Doggie bins in parks  Litter and fly tipping in country parks - removal arranged by Rangers  Tree planting schemes  Created new wildlife areas  Managed existing natural habitats at Oakwood and Davy Down  Increased biodiversity through management and project work – wetland creation at Stanford Marshes  Recycling banks at Civic Hall and Parks  Hanging basket scheme for commercial premises and adopt-a- roundabout scheme promoted by Thurrock in Bloom

U30745A.ajs A SKILLED WORKFORCE  Employment opportunities for disadvantaged individuals and groups at Grays Beach  Environmental Task Force 75% success for participants - Welfare to Work programme – Davy Down  Active schools programme providing training & support to teachers for delivery of PE & school sport  Active sports programme -Sports coaching qualification courses  Courses provided by Ranger service: chainsaw, pole lathing, pottery, art  Swimming lessons  Lifeguard courses (all Leisure Centre Trust Staff trained)  All Leisure & Recreation Staff given access to training through Employee Development Scheme or Training Development Coordinator (Trust)  Conservation training day – Davy Down  Scouts Challenge weekend  Skilling volunteers leads to permanent work opportunities

A VIBRANT ECONOMY  Leisure services creates full time and part time jobs  Good environment/quality of life attracts inward investment  Popular events and festivals attract visitors from within and outside Thurrock  Thurrock in Bloom initiatives makes Thurrock an attractive choice for prospective relocating businesses  Leisure services pump-prime other businesses e.g. sports shops  Attracts £2 million external funding  Societies and clubs generate new business

A SUPPORTIVE INFRASTRUCTURE  5 Leisure Centres including 3 indoor swimming pools  Sports pavilions  Country Parks  Visitor centres and WC facilities in Country Parks  Sports fields  Golf Course  Playgrounds  Maintained network of footpaths and cycle ways in countryside parks

5.1.3 It is widely accepted that leisure and recreation has an important and significant effect on the quality of our lives. After all, by its very definition, Leisure is about the things that we choose to do in our spare time that make our lives more enjoyable and rewarding. Councils are not obliged by law to provide facilities for sport, outdoor recreation or play, however, traditionally they have chosen to fund such activities to ensure their residents have access to and benefit from them. In more recent years leisure has been seen as a strategic tool in which to assist other agendas such as health and education. Much of the evidence of

U30745A.ajs the value of such services has been anecdotal with little proof to support these claims. The Local Government Association along with other key agencies has recently jointly commissioned an independent research review and has now published, “Realising the Potential of Cultural Services – making a difference to peoples lives”. This work pulls together research to evidence the positive affect on social capital (strengthening community networks/capacities) and personal capital (developing skills and confidence) as listed below.

 Improving social contact by bringing people together and reducing social isolation.  Developing confidence and self-esteem.  Developing new interests and networks.  Learning transferable technical and social skills.  Improving psychological health and sense of well-being.  Improving physical health.  Developing education and lifelong learning both directly and indirectly which are essential to employability and social inclusion.  Realising economic and employment effects. The leisure industry accounts for 10% of the UK’s total employment and brings around £320 million in foreign exchange.  Combating social exclusion  Encouraging social cohesion and community empowerment  Assisting in community safety  Encouraging intercultural understanding and friendships  Building local image, identity and community pride  Improving the environment

5.2 Cross-Cutting Issues

5.2.1 As part of its Corporate Agenda, the Council established in 1999/2000 five main interdepartmental groups of officers to work with partners and examine the development of the following key cross cutting themes:-

Crime and Disorder Health LA21- Sustainability Equality Human Rights Act

These cross cutting themes have been carried into the Best Value process and the potential impact of the services under review have been assessed during the review. Options and service improvements have been developed with these issues in mind.

5.3 Asset Management

5.3.1 The Council has put in place – via an internal project team - an asset management planning process and has now produced the first Asset

U30745A.ajs Management Plan for the development of all Council owned land and buildings. The Council was one of the first to introduce an Asset Register which covers all of the assets of the Authority. The Asset Management Plan will consider the condition, suitability and sufficiency of buildings and will be the basis of future decisions on capital spending and the disposal programme. The number of premises and sites from which the services under review are delivered means there is potential for there to be an impact upon the Authority’s detailed Asset Management Planning from the outcome of this review.

5.4 E-Government

5.4.1 Whilst the services under this review are in themselves participative in nature and therefore not in themselves deliverable via electronic means, there is still a potentially significant role for information communication technology in these services. These centre on the provision of quality and timely information to the public about what services are on offer, events being run, opening times, locations and accessibility information. Well presented and accurate information should raise public awareness and could increase participation levels. There is also potential in using such systems to take bookings and receive customer complaints and feedback.

5.5. Area Governance

5.5.1 The Council has recently introduced a scheme of Area Governance across the Borough with four Area Assemblies and a number of more local Community Forums that are at various stages of formation. These will be well placed to contribute to future decisions about many of the locally based services subject to this review and methods to bring them into future consultation and decision making processes will be examined.

6 The Best Value Process

6.1 Challenge and Consult

6.1.1 A project team incorporating staff from various services and Thurrock Community Leisure (TCL) was formed to undertake the BV project. Staff were also involved in undertaking both SWOT (Strengths, Weakness, Opportunities and Threats) and SPECTRE (Social, Political, Economic, Cultural, Technical, Regulatory and Environmental) analyses, to help to develop ideas for future service delivery.

6.1.2 The challenge and consultation processes have been undertaken with staff, the general public and stakeholders. This was planned to maximise the coverage of services, service options and service improvements.

U30745A.ajs 6.1.3 The Office of Public Management (OPM) were appointed to assist in developing a proposal for public consultation and the challenge process that informed the development of the Cultural Strategy and supported both the Libraries and Cultural Services BV Review and this Leisure and Recreation BV review. The work undertaken included: -

 Staff to interview more than 120 members of the public using a questionnaire. OPM to interview approximately 100 members of the Authority’s Citizens Panel using the same questionnaire  OPM to interview more than 50 children at Thameside complex (using a child psychologist to facilitate)  OPM and staff to hold 2 workshops with age groups 16-40 and 40+ (attendees drawn from the citizens panel)  OPM to report on the findings of the consultation/challenge exercise

6.1.4 User satisfaction questionnaires, analysis of complaints and survey work around the development of a cultural strategy has given an indication of the issues involved as follows:

 More activities for young people. The survey findings were echoed by the young people and in deliberative workshops. A long list of improvements were suggested, including after school activities, drop-in centres, nightlife, sports & outdoor recreation and an internet café.

 Improved services. People wanted to see better maintained sports facilities, more sports and open spaces with park keepers. They also wanted more toilets and toilets with disabled access and improved cultural & arts facilities /activities

 Improved access and transport . Suggested improvements included: better public transport services and roads, cheaper fares, reduced cost of car parking and cycle lanes

 Advertising and publicity. Increasing awareness of what is available was high on the list from workshop participants. They recommended different types of advertising to reach more people, for example, in schools, local papers, libraries, supermarkets and post office

 Social inclusion. Services should have stronger links with Education and should be involved in all aspects of lifelong learning. Community groups should be consulted about strategies and service provision.

U30745A.ajs These issues are to be addressed in the overall Cultural Strategy, the Service Improvement Plan for this review and other service plans being developed.

U30745A.ajs 6.1.5 Public Satisfaction

The table below shows the adult population’s satisfaction rating of services – as taken from the OCR survey (2000). This shows Parks and open spaces having higher levels of both satisfaction and dissatisfaction. The relatively high levels of neither may be reflective of the number of non users in the survey.

6.1.6 When the analysis is restricted to only those people who had used the service in the last year, an improvement in satisfaction levels can be seen across both the services. However it should also be noted that the level of dissatisfaction has also increased and that for Parks and Open Spaces- one of the most frequently used services in the survey ( which included libraries, Museums and Theatres too) also had far higher levels of dissatisfied users than the other services.

6.1.7 The importance to the public of the services under review can be seen in a 1997 MORI survey where residents where asked to name the “3 or 4 services most important to you personally” The following is extracted from that survey where it can be seen Parks and Leisure both featured in the top five.

Bin collection 28%1st Public Parks and open space 25%2 nd Pavement Mtce 24%3 rd Control of pollution 23%4th Swimming pools Leisure Centres 22%4th Public Toilets 6%19th

6.1.8 Some processes of consultation and challenge were held with the staff who provide the services. This internal challenge took the form of individual “Panel” sessions that examined the issues of each service separately and an over arching “conference” that attempted to bring all the issues together and allow staff from the different service areas to share ideas and question each other. Many of the outcomes of these processes can be seen in the issues raised in this paper and the service improvement plan.

6.1.9 A number of forums of people external from the Council were also used for consultation about existing service provision and to challenge their adequacy or performance. Specifically sessions were held with: the Thurrock Over Fifties Forum; the Thurrock Youth Council; Those who use Thurrock Mental Health Services; the Thurrock Sports Council and the Thurrock Community Leisure Trust. The latter two groups represented people who have a direct stake in the services as users and providers. The former two groups represented a wider spectrum of residents who were not necessarily users of the services under review. In addition 200 stakeholder groups from many different sectors of users and residents were written to directly to ask for their view of the service standards and priorities.

U30745A.ajs 6.1.10 Generally the issues raised were similar to those brought up in the internal challenge conference i.e. issues over accessibility, affordability, transportation links, awareness of services and events, problems of vandalism, anti-social behaviour, dog fouling, fear of crime, motorbikes on parks, commitment of the Council to leisure and recreation and the desire of users for higher standards through greater investment were put forward.

6.2 Compare

6.2.1 Comparisons have been made in a number of different ways – on performance indicators such as satisfaction, on expenditure measures, on charges made and the level of provision. Comparisons have been made with either groups of Unitary Authorities or with neighbouring Essex Authorities as appropriate or as data has been available.

6.2.2 Thurrock’s satisfaction ratings based upon the published 2000/01 data have been compared with those of other unitary authorities.

All Users Non- All Users Non- satisfied satisfied users responde satisfied users with with satisfied nt with satisfied Sport Sport with Sport satisfied Parks and with and and and with Open Parks Leisure Leisure Leisure Parks and Spaces and Facilities Facilities Facilities Open Open Spaces Spaces Thurrock 57 74 44 62 71 38 All England Average 53 70 37 63 73 37

Unitary Average 57 74 40 68 75 41 75th percentile 62 82 43 73 80 44 Median 58 74 39 68 75 40 25th percentile 51 70 33 63 71 36

Thurrock's Position 3 3 1 4 3 3 Source: DTLR Publication of 2000/ 2001 BVPI’s

For Sport and Leisure services Thurrock is about the average mark with some way to achieve upper quartile status. For Parks and Open spaces, the position is below average at the unitary lower quartile level.

The more general question of satisfaction with cultural and recreational services provided the following results for Thurrock compared with other Authorities. On the face of it, these results are of some concern

U30745A.ajs as they place Thurrock in the lower Quartile and show that people from ethnic minorities in particular have low satisfaction. It should be noted that there is no actual service entitled “Cultural and Recreational” at Thurrock and only 33 of the 1040 surveyed responded that they had used such a service in the last twelve months. Also only 29 people from an ethnic minority group were sampled and none of them considered themselves as a recent user of the service. These factors may have some bearing on the reported results but should not produce complacency by the Council in the improvement and promotion of services.

U30745A.ajs Satisfaction with All People People Women Men cultural and from Ethnic from non recreational Minorities Ethnic services minorities Thurrock 42 34 42 45 37 All England 54 52 Average 54 52 56

Unitary Average 57 53 57 59 54 75th percentile 63 59 62 65 60 Median 56 52 56 58 53 25th percentile 51 46 51 53 47 Thurrock's 4 4 Position 4 4 4

6.2.3 The comparison of performance of other best value performance indicators 2000-2001 with Thurrock’s five “Nearest Unitary Neighbours - Milton Keynes, Swindon, Warrington, Peterborough, Telford and Wrekin” - (as defined by the IPFA statistical model) has produced the following:

Thurrock has the most expensive cost per swim in the unitary group Thurrock has the lowest number of visits to pools and sports centres in the unitary group ( which produces the above) 4th worst out of 6 unitaries for playground and play area provision per 1000 children (4:1000) (range of performance of other unitaries in this family group: 3.1 – 14.5)

6.2.4 Comparison of performance between 1996 and 2001 shows that statutory performance indicators have changed, making it very difficult to identify trends in performance over time. Despite this, using the limited information available, it is possible to see that there has been improvements in some of Thurrock’s Leisure and Recreation services:

U30745A.ajs Description of Comment Good Ref performance news/bad indicator news? BV 1A Number of swims & Total number of visits per other visits 1,000 population have fallen. BV 1D Cost per swim This has risen since becoming Unitary. Cost is higher than top quartile unitaries BV 2 Number of Thurrock has more that the playgrounds & play top quartile unitaries areas provided by the council per 1,000 children under 12 BV 4B Expenditure on Cost is lower that top parks & open spaces quartile (98/99 fig only per head (96) or per available since unitary) hectare (97-99) BV Q1 Spend per head on This is less that top quartile sport & recreation unitaries (cost was higher that top quartile before becoming unitary)

6.2.5 An analysis of expenditure has compared Thurrock with 35 of the other 45 Unitary Authorities, who had supplied the required 2000/01 figures to Cipfa for compilation. The three categories of : “Indoor Sport”; “Outdoor Sport” and “Other Recreation and Leisure Activities” have been examined. Total revenue spend on the services combined is below average being only 63.4% of the average. For the individual services the figures calculate as 73% of average for indoor sport; 15% of average for outdoor (and therefore extremely below average) and 26% above for “Other Recreation and Leisure”. Total capital charges were also low being 23% of the average. As Thurrock is a relatively small unitary authority, spend per head of population figures have also been examined. Here the situation changes slightly with “Indoor Sport” achieving average, “Outdoor Sport” 21% of average and “Other” computed as 80% above average spend ( when combined the latter two represent 85% of average spend). Thurrock Council spends a comparable amount on Indoor sport but less than others on outdoor sport, even when allowing for differing allocations of spend between outdoor and “other”. It is not clear from these figures whether this is because of efficiencies or lower standards of provision.

U30745A.ajs 6.2.6 Facilities- Thurrock Council (via the Trust) funds 3 swimming pools which also incorporate 3 fitness suites, this compared equitably to the average figures of other unitary authorities of 2.85 and 2.93 respectively. However compared with neighbouring Essex authorities, Thurrock’s three centres appears fairly low, especially when the size of the population is taken onto account. Each centre serves a population of some 45,000 compared with the Essex average of 31,000.

The data to compare the levels of provision of outdoor sport facilities is limited, however, a council commissioned survey of facilities following the Sport England methodology concluded the following:

Football Overall, there appears to be only just sufficient football pitches in community use to satisfy current demand. In most parts of the study area there are few (if any) surplus pitches available to absorb any sudden upturn in demand. Council pitches also have problems in terms of the quality of playing surfaces and ancillary accommodation.

Cricket There are sufficient cricket pitches in community use to satisfy existing demand. The main problems again relate to quality of playing surface and the ancillary facilities. However two teams in the Orsett sub area have ambitious expansion plans which would include the development of new pitches/fields.

Hockey and Rugby The development of local Hockey is impaired by the lack of an artificial turf pitch within the study area. There do not appear to be any significant problems with the overall supply of rugby pitches at the present time. However, once again there are issues in relation to ancillary facilities and pitch quality

ATPs There may be a case for providing an artificial turf pitch within the study area, primarily to encourage the further development of local hockey. However, the facility would also be a valuable training resource for other sports. The Council should consider the desirability of providing at least two full-size artificial turf pitch within the Borough, perhaps on joint provision basis with a local school.

Overall It is unlikely that changing population will impact upon the level of demand for pitches in the foreseeable future. The major exceptions to this will be in the Grays and West Thurrock sub areas, which are likely to experience substantial increases in the demand for pitches, due to the planned substantial increases of the local populations.

6.2.7 The Leisure Trust runs a membership scheme that covers its areas of operation ( indoor sport). The 13,000 membership it has now built up equates to nearly 10% of the population – which apart from one authority – is far above most other areas.

U30745A.ajs Charges levied for services have been compared with unitary averages. This has not been easy in the case of football and cricket where the council charges a single fee to an organising body for the year, rather than a charge per match as reported by other councils. The results of the comparison can be seen in the table below where it would appear that charges in Thurrock are generally below the average, though higher for football and golf.

Sport Charges

Unitary AverageThurrock Difference MEMBERSHIP SINGLE ADULT PER CHARGES ANNUM 20.10 18.00 -2.10 JUNIOR PER ANNUM 9.04 7.00 -2.04 MAIN HALL HIRE PER HOUR 48.53 18.00 -30.53 SMALL HALL HIRE PER HOUR 22.04 15.00 -7.04 CHARGES PER HOUR BADMINTON 6.03 5.00 -1.03 FOR INDIVIDUAL SQUASH 6.86 4.20 -2.66 SPORTS WEIGHT TRAINING 3.69 4.50 0.81 AEROBICS 3.13 4.00 0.87 YOGA 3.28 2.50 -0.78 INDOOR POOLS ADULT 2.25 2.30 0.05 JUNIOR 1.33 1.30 -0.03 SENIOR CITIZEN 1.42 2.30 0.88 CLUB BOOKING PER HOUR 52.19 35.00 -17.19 INSTRUCTION CHARGE PER HOUR ADULT 5.11 3.20 -1.91 JUNIOR 4.47 3.86 -0.61 SENIOR CITIZEN 4.56 3.20 -1.36 CHARGE PER SESSION SAUNA 3.93 2.00 -1.93 SUNBED 4.07 4.00 -0.07 CHARGE PER HOUR BOWLS PER PERSON 1.98 1.96* -0.02 PER PITCH ON SATURDAY FOOTBALL AFTERNOON 35.03 30 - 45* -5 to +10 PER PITCH PER SATURDAY CRICKET AFTERNOON 43.19 22- 60* - 21 to +17

U30745A.ajs WEEKDAY GREEN FEE GOLF ADULT 10.13 9.00 -1.13 WEEKEND GREEN FEE ADULT 12.47 14.00 1.53 ANNUAL SEASON TICKET 7 DAY 349.64 375.00 25.36 ANNUAL SEASON TICKET 5 DAY 266.05 310.00 43.95

* Prices based on 02/03 and calculated on fixed fee divided by assumed usage

6.2.8 Comparison data for Countryside Services (Country Parks and Countryside Open Space) – is shown below. It would appear that Thurrock's spend is not excessive, though income is not high as most services are free.

W. Bracknell Basildon Havering Thurrock Berkshir Forest* e Area (ha) 70,416 10,941 16,390 Population 144,283 111,335 167,000 240,000 135,790 Staff 5 15 17 5.25 8.65 Staff costs £310,480 £245,017 £180,290 Other rev costs £140,180 £327,315 £161,745 Income £172,670 £53,501 £39,490

Net revenue £277,990 £518,831 £460,000 £299,000 £302,545 costs Capital Costs £42,000

Total net spend £1.93 £4.66 £2.75 £1.22 £2.22 per head of population

* Bracknell Forest is a Beacon Authority for Countryside

6.3 Compete

6.3.1 Having decided upon the type and level of services required the process of competition is to secure those services from the most appropriate provider. Providers can be internal, or external from either the commercial or voluntary sector, who provides a service is not important as long as they can deliver at an affordable price and to the required quality. Through the review process, the various forms of provision have been examined.

U30745A.ajs 6.3.2 A number of services under review have in the past been subject to competition and some are already provided by parties external to the Council.

6.3.3 The Indoor sport provision has already been transferred to Thurrock Community Leisure. This charitable trust is entirely separate from the Council and run by a board of Trustees. Though fully independent in its operation, the Trust is working to charitable objectives, shaped by the Council and drawn from the Community Plan. The arrangements were made with some permanence as long-term leases were granted to the trust. It is currently reliant upon the Council for a third of its total income and it is this that enables it to invest in facility upgrades and undertake community projects. The case for the transfer was made at the time (December 1999) after extensive research into the models of delivery and examination of commercial operators. The benefits attained included savings to council budgets of Non Domestic Rates, management and support costs as well as a standstill subsidy (falling in real terms). These were calculated as a total saving to Council budgets of £966,100 over the first three years, with a further potential liability of £300,000 VAT avoided. Reductions in running costs and increased income through more focused and flexible marketing have enabled the Trust to invest surpluses in upgrading facilities for the benefit of users and sustainability of the operation.

6.3.4 Due to poor standards and high running costs the Council took a decision many years ago to close its traditional “toilet block” Public Conveniences that were situated around town centres or shopping arcades. These were replaced with Automated Public Conveniences which where leased from and maintained by a commercial contractor. The Council operated conveniences within the Grays Town Centre complex were transferred to the centres management company and other Conveniences are provided by commercial operators to customers - but effectively accessible to the public - at the more modern shopping sites of Lakeside and large supermarket sites. The remaining council operated conveniences are located in buildings or parks sites that are generally staffed for other operational reasons. Due to the limited nature of the market and installation costs of changing facilities, discussions have been held with the current providers regarding the extension of existing leases or re-provision of up dated facilities.

6.3.5 As part of previous efficiency measures the “service” of booking outdoor sports pitches has been passed to the relevant local sports associations. This is not a contracted service but did save staff time and enabled downsizing through reorganisation.

6.3.6 The grounds maintenance elements of service account for a large level of cost to the services under this review. These have been subject to competition in the past but contracts are now due for revision and renewal. Because the grounds maintenance work extends beyond parks and recreational open spaces a process is being undertaken to progress the new contracts, which will be reported on separately

U30745A.ajs 6.3.7 The remaining services - Parks and Ranger Service and the operation of Grays Beach Country Park - involve limited in-house staff resources. There are potential models to explore the further outsourcing of provision. The use of charitable trusts and voluntary groups in the operation of Open spaces has been examined though there are few operational examples yet in place and the potential for new sites that the Planning process has identified means that more work in this area will be necessary in the future, before decisions can be made. Alternative operators to run Grays Beach park will be sought to test the competitiveness of the in-house provision that has currently evolved.

7 Change Options and Appraisal

7.1 The options developed below represent the various scenarios available to the council in deciding the future direction of the services.

7.2 The dilemma of many public services can clearly be seen within this review. The existing services are under pressure to reduce expenditure and investment in facilities is required to improve many aspects of service standards. Services are contributing to the community objectives and have identified ways to further enhance this work. Stakeholders would like to see further service improvements and increased spending to bring this about, however, the amount of funds the Council is able to put into these services is limited and budgets are under increasing pressure from statutory services.

7.3 The option chosen will reflect both the view of the importance of the services within the Council’s objectives and the degree of risk it is willing to endure.

8. Recommendations

8.1 For the Reasons cited in the attached tables the following options are recommended for progression and are included within the Service Improvement Plan.

A2 Planned reduction in grant to the Trust via joint business planning.

B1 Reduce floral features and “design in” more natural features and use more low maintenance shrubs.

B2 To test the market for the outsourcing Grays Beach.

B3 Further investigation into the establishment of an appropriate Parks Trust or combination of Management arrangements

B5 (Partial) transfer of communal land to community groups.

C2 Develop partnership arrangement with Leisure Trust for Sports Development.

U30745A.ajs D2 Improve sign posting of conveniences that are available to the public.

D3 Negotiate with local business to make their facilities available to the public.

U30745A.ajs Table of Options A - Indoor Sport Ref. Options Advantages Disadvantage Appraisal A1, Continue existing arrangements with Ongoing investment in facilities Would not achieve Lack of savings here subsidy levels to the Trust unchanged. and other subsidised projects to required budgetary would increase pressure improve accessibility and increase savings from this for expenditure cuts or participation. service element, price rises in other related services. A2, Planned Reduction in Grant to the Reduce the revenue cost to the Would commit councils This option would allow Trust via Joint Business Planning. council to long term funding the council to achieve The principles of community arrangement. further savings whilst A reduction in subsidy over for the empowerment could be further clarifying objectives coming years to take account of developed. between the two emerging priorities of both N.B. The potential for the Leisure organisations and would organisations. This would address the Trust to take on the responsibility give the Trust a firm basis opportunities for extending the role of for Outdoor Sports, Parks and for medium term the Trust by considering taking on Playgrounds have been discussed planning. more and diverse operations and but the Trust feel that it is not in activities. their best interests to take on these particular operations. A3. This would have a major Withdraw the grant or significant part Would save a high % of the Result in closure of all impact on service users of. subsidy or some centres. and deprive certain Likely dissolution of resident groups Trust. convenient access to the Increase costs of any services. Given the services remaining. positive effects of sport it would detract from a number of community objectives.

U30745A A4. This option was Externalise Services through a More control by the council Loss of community previously explored tendering May attract Capital investment involvement. before the Trust was set arrangement to a private sector Likely increase in up and did not appear operator. revenue cost. viable then. Market Costs involved in un- conditions may have picking Trust changed but this is untested. It could only be achieve if the Trust were to collapse.

B Playgrounds, Parks, Outdoor Sports, Open Spaces and Country Parks

Ref. Options Advantages Disadvantage Appraisal

B1. Reduce floral features and “design in” Would reduce grounds Would affect the £300 k has already been more natural features and use more maintenance costs and could have appearance of the taken from the grounds low maintenance shrubs. beneficial effects on some forms of parks. maintenance budget flora and fauna. during the 02/03 budget setting process and will need to be achieved through lower cost contracts and reductions in service.

U30745A B2. To test the market for the outsourcing May reduce revenue costs and Cost of resources to As this facility is unique, Grays Beach. lesson the burden of capital prepare expression of no indication of the repairs. interest and subsequent potential for alternative tender specifications. management is known. Further improvements may be Uncertain outcome. The Market should be achievable from other sources of tested to see what funding. interest there is and what the potential benefits could be to the users and the council.

B3. Establish an appropriate Parks Trust or There maybe advantages of This is still a relatively Whilst there is potential in combination of Management reduced costs, increased access to new and evolving this route, it should not be arrangements external funding and greater levels concept and the set up rushed into until further of community participation in costs and certainty of facts can be established Set up a project team to explore the decision making, especially from outcome are unclear at and the potential of major potential of establishing a County relevant interest groups this stage. new developments is Parks, Parks, Pitches and Open clearer. Spaces Trust whilst taking account of There is potential for new sites to A loss of direct control community needs for the open space be developed in future years, over activities would being surrendered to the council in the through various external funding result. next ten years and the existing Country routes. Parks.

U30745A B4. Divert Funding from indoor Sport to Would help off set the gap in Limit the savings A key element of the Outdoor Sport. quality of provision and therefore achievable from all Trusts plan is to improve Use the savings from the reduction in increase satisfaction and Leisure Services. services though grant to the Leisure Trust to invest in potentially participation. investment increasing Outdoor Sports. Could impact upon the both income and business plan of the participation at the indoor Trust centres. Removal of too much investment would jeopardised this. B5. Transfer communal land to community Would ensure community Some set up costs Would need ongoing groups ownership support of the council to Loss of control by the ensure plans are Use area governance arrangements to Reduction in revenue costs Council sustainable and transfer land to local groups to manage volunteers adequately and maintain resourced and skilled

B6. Withdraw Services – which would Reduction in costs Loss of amenity by Given the current levels mean closing access to parks and users of usage and potential open space and significantly reducing Areas left to overgrow contribution to community maintenance. and subject to abuse objectives, it would not such as illegal dumping. appear prudent to Visual impact withdraw large amount of Would be costs of service, though, it must fencing and removal of be recognised that un -maintained specific sites will be equipment reviewed under asset Would still need to have management reviews and

U30745A some input for Health individual disposals may and Safety. occur.

U30745A C Sports Development Ref. Options Advantages Disadvantage Appraisal 1. Outsource Sports Sports Development and Leisure Would limit the ability to Given the potential Development Function To Trust would be under same strategically role out the conflict of interest other Leisure Trust management. Governments Sports Strategy providers may have with and subsequent funding that is the Trust, it would not Would create a sports development attached to the relevant appear viable for the function for the Trust programmes and schemes. Trust to take on the entire Would effect the ability to work provision of this service. with other Leisure and Recreational Providers, National Governing bodies of Sport, National and Regional organisations and Educational establishments.

2. Develop partnership Would strengthen and support none apparent Given the potential to arrangement with Leisure Trust existing work. improve the overall effectiveness of the Would enable more focus on service and the synergy A partnership arrangement specific issues e.g. health and over resulting from joint whereby the Trust fund and 50’s working this option is employ a Sports Development favoured. Officer to focus on their Would assist in increasing external agenda but linked as an funds to the Trust for the benefit of integral part the work of the Thurrock’s community. Sports Development Unit. 3. Loss of support to local groups Given the detrimental Withdraw Services Save revenue cost and providers in furthering the effect this move would

U30745A development of their sports. have on the sports Loss of opportunity to development programme residents to become aware it is not recommended. and participate in new sporting activities. loss of external funding opportunities

D Public Conveniences

Ref. Options Advantages Disadvantages Appraisal

1. The decision to withdraw the Savings to revenue budgets Will impact upon the quality of Though many units are provision of Automated Public some residents lives. poorly used, their closure Conveniences has been taken will have a detrimental as part of the efficiency effect on those who do savings 2002/03 need the facilities.

2. Improve sign posting of Improve awareness of facilities Cost of signs and erection This would make use of conveniences that are available existing facilities and so available to the public e.g. Risk of increased abuse of make some service Civic Offices, Parks, emerging facilities provision in some cases same stop shops and libraries where the APC facilities are being removed.

U30745A 3. In busy public areas where Would provide a facility where none May incur a cost subject to It is not yet clear if there are no existing public exists local negotiation business would be conveniences, negotiate with prepared to provide this local business to make their May not be possible in some type of service – which facilities available to the public locations may increase both their trade and cleaning costs. Exploratory negotiations will reveal the potential of this option.

U30745A 9. Service Improvement Plan Improvement Key Objective Action Required Target Tim Financial Other By whom Progress area esc Resourc resource ale es s required 1) Review aim: A) To support the identify a PSA application Officer To improve the Council’s first Public performance submission to DTLR 03/0 Time Susan quality of Service Agreement indicator relating to Jan 2003 5 Rydings services to top (PSA) the leisure and quartile recreation where PSA to start April standard ‘stretched 2003 (3 year performance ‘ can be duration) achieved B) To achieve and To apply for the To be built into Officer maintain nationally following where Service Plans for 03/0 Time recognised quality appropriate: 03/04 onwards 7 awards and Mike standards Green Flag awards Mitchell Investors in People Grant Greatrex/ Quest Leisure Trust

Heads of To aspire to; Service

Charter Mark

Beacon Council C) To gain better Establish a working Information gained Officer Grant satisfaction, user group and research and process 03/0 Time Greatrex

U30745A and non-user proposal to established for 7 information. Once a coordinate across all future comparative baseline is Leisure & research by established, targets Recreational 2003/04 can be set against Services a robust priorities and and time protected interventions can be methodology to compared for gather and compare effectiveness qualitative and against future quantitive user and results. non-user information and satisfaction levels. D) Raise user Respond to the Assessment and 03/0 Officer Service satisfaction levels findings in SIP 1.C as improvements 7 Time Heads appropriate planned within three months of findings

E) Improve Further develop and Indicators and 03/0 Officer Heads of performance monitor Performance measurements 7 Time Service information to allow Indicators against established comparison of targets for each 03/04 performance service based upon against objectives the relevant standards and any local demands identified in the strategies produced

U30745A F) Continue with Approach existing Each service area 03/0 Officer Heads of benchmarking partners in involved in a 7 Time Service groups in order to benchmarking and benchmarking identify evolving develop and refine group best practice process 2003/2004 e.g. other Essex benchmarking Authorities, neighbouring London, private sector in Thurrock

Total Cost £ Total Savings £ Net cost/savings £

Improvement Key Objective Action Required Target Tim Financial Other By whom Progres area esc Resourc resource s ale es s 2) Review Aim: A) Link the best To develop with Strategies to be Officer Link services value reviews of other key agencies written by 03/04 03/0 Time to Corporate Leisure & Recreation e.g. health and 7 and community with Libraries & education and the Sports, Grant objectives Cultural Services voluntary sector, Greatrex through the emerging more community Countryside Cultural Strategy based strategies for Access, Isobel the specific services Baxter to demonstrate the Parks and positive contribution Playgrounds Mike to the identified Mitchell themes of;

U30745A Supporting life long learning. Monitoring Economic & Social procedure Regeneration. established Encouraging social inclusion. Developing physical health and mental well being. B) To improve To establish regular Meetings to be held 02/0 Officer Grant interdepartmental meetings to; four times per year 7 Time Greatrex communication and exchange 02 coordination information, look for specifically across potential for the departments of, collaborative Street Services, working, Neighbourhoods, explore funding Education, External opportunities, Funding, Planning Share good and Libraries & practice, Cultural Services Coordinate performance information, monitor SIP

Total Cost £ Total Savings £ Net cost/savings £

U30745A Improvement Key Objective Action Required Target Tim Financial Other By whom Progress area esc Resourc resource ale es s required 3) Review aim: A) To develop the To jointly develop a Key meeting 02/3 Year 1 Officer Deputy Generate new role of Thurrock longer-term between Portfolio 86,000 Time Chief efficiency Community Leisure business plan which holder for Executive, savings of 2.5% Trust and reduce the includes a reduction Neighbourhoods, 03/0 Year 2 in liaison per annum and councils grant in subsidy over for Director of 4 86,000 with the maximise funding level the coming years Customer Services, Leader of external and takes account Board of Trustees Year 3 the Council funding of emerging and senior council 04/0 Nil and priorities of both and Trust 5 Cabinet organisations. This management. – Year 4 Portfolio would address the Sept 2002 75,000 Holder for opportunities for 05/0 Neighbour extending the role of 6 Year 5 hood. the Trust and 75,000 consider taking on more and diverse 06/0 operations and 7 activities. B) To test the market Officer Mike for the outsourcing of Time Mitchell Grays Beach.

As this facility is Expressions of Expressions of 02/0 unique, no indication interest should be interest sought 7 of the potential for sought from other 02/03 alternative potential service management is providers

U30745A known. The Market Tenders returned should be tested to Subject to positive and analysed see what interest response, facility 03/04 there is and what the put out to tender potential benefits could be to the users and the council.

C) Explore the Set up a project Project Team Officer Mike potential to establish team and develop established and 03/0 Time Mitchell an appropriate Parks project plan linked project plan in place 7 Trust or combination to the Best Value 03/04 of Management review of Streets arrangements for County Parks, Parks, Pitches and Open Spaces. Taking account of community need for the open space being handed over to the council in the next ten years and the existing Country Parks

U30745A D) Use Area Potential sites to be Identification of sites Officer Mike Governance identified and 02/03 03/0 Time Mitchell arrangements to expressions of Interest sought 7 transfer responsibility interest sought ongoing of land management and maintenance to interested groups. E) Maximising To work with the As per SIP 2.B Officer Grant external funding to external funding Time Greatrex improve facilities, Unit linked to SIP activities and 2.B and on a project services e.g. basis. Sports Lottery- Netball Centre of To have strategies Excellence, in place to attract Floodlight All National and Weather Pitch, Regional funding Active Communities, (Linked to Cultural Active Schools, Strategy) New Opportunities Fund – development of schools sports facilities, Awards for All, Healthy Living Centres Environmental Trusts -Improvements to Parks, country parks and open Spaces

U30745A Total Cost £ Total Savings £322,00 Net cost/savings 0 £ Improvement Key Objective Action Required Target Tim Financial Other By whom Progress area esc Resourc resource ale es s required 4) Review aim: A) Provide a “Link To approach To attend meetings 02/0 Officer Grant Ensure Officer” for Area assemblies and as agreed with 7 Time Greatrex services Assemblies to liase assess their needs. assemblies 02/03 become more and develop Leisure customer and Recreational To identify focused issues. appropriate personnel and agree their cross departmental role B) Involve community Consultation with On a project basis 03/0 Officer As per groups in the design community 7 Time Service of new leisure and representatives to Head recreation facilities be sought when developing projects

C) Obtain user Linked to 1.C Officer Grant feedback on a Time Greatrex regular basis

D) Use Cultural A cultural Forum is Forum established 02/0 Officer Grant Forum to develop likely to be 02/03 7 Time Greatrex services (Cultural established as an Strategy) outcome of the Cultural Strategy

U30745A which is currently out to consultation E) Integrate To be incorporated Consultation 02/0 Officer Grant consultation activities as part of the exercises integrated 7 Time Greatrex between leisure Trust Council - Trust and the Council liaison mechanism and linked to SIP 1.C F) Transfer the Officer and budget Complete 02/0 Officer Mike operational transferred 7 Time Mitchell/ management of Simon outdoor sports to Black Streets Services so that Parks ands Pitches are managed by the same department and thus allowing easy access by the public

Total Cost £ Total Savings £ Net cost/savings £

U30745A Improvement Key Objective Action Required Target Tim Financial Other By whom Progress area esc Resourc resource ale es s required 5) Review aim: A) Maximise the use Work with Schools 03/0 Officer Grant Increase of schools sports to unlock their Physical Education 7 Time Greatrex participation in facilities and facility potential and and Sports leisure and opportunities bring more school Development recreation sites into community Strategy in place. services use. This to be 03/04 linked to the New Opportunities Fund for School Sports, the aspiring Sports College, the School Sports Co- ordinators Programme and the Active Schools Programme. B) Reduce the fear of To look at the To be considered 03/0 To be To be Mike crime and risk of anti reorganisation of within the review 7 identified containe Mitchell social behaviour in Grounds programme d within parks, recreation Maintenance work 02/03 Streets grounds and within the Streets Review countryside open Best Value review space. so that there is a more visible “official “ in attendance in parks during busy or “at risk” times

U30745A C) Develop and Actions to be Action Plan 03/0 To be Service market opportunities incorporated within produced 7 containe Heads and activities for Cultural Strategy 03/04 d within potentially excluded Action Plan and existing groups linked to the monitoring budgets Cultural Strategy mechanisms or funded externall y

D) Develop a cross Link with the Plan to be in place 03/0 Officer Grant departmental and Libraries and 03/04 7 Time Greatrex inter agency plan for Cultural services providing information Department, Same on leisure and Stop Shops and the recreation e.g. Web BV review of sites, dealing with the leaflets, advertising, Council events, targeted marketing to excluded groups.

E) Investigate non- Use Citizens Panel Investigation 03/0 Officer Grant user views and and link to 1.C complete and 7 Time Greatrex reasons for non use identified actions required put into place

U30745A F) Evaluate the Improve signage of Signage up 02/03 02/0 To be Mike provision of all public conveniences that 7 containe Mitchell conveniences are available to the d within (council/public) public e.g. Civic existing Offices, Parks, budgets emerging same stop shops and libraries. Negotiate with the private sector the use of conveniences in strategic locations where no others exist.

G) Recognise the Service areas to Officer Grant value of, and need to conduct an audit of Audit complete 03/0 Time Greatrex support, the need within each 03/04 7 voluntary sector by service area and develop programmes develop a plan Plan in place of support, training based on findings. 03/04 and development H) Use the Fitness Leisure Trust to Meetings to take 02/0 Officer Grant For Health (GP work with the South place and 7 Time Greatrex referral) Scheme to Essex Walking agreement reached coordinate and Alliance and walking on roles and develop the “Walking groups within responsibilities for Health” Thurrock 02 programme in Thurrock in Scheme collaboration with the implemented Thurrock PCT from 02

U30745A Authority.

I) Re-establish the Has been re- Complete Improve Officer Mike Complet Parks Development established during ments/d time Mitchell e role to undertake the the course of the evelopm planning, design and review ent to be implementation of funded new parks and park via up-grades external funding J) Bid to designate Develop a project in Bid submitted by 03/0 Officer Grant parts of Thurrock as partnership with the July 02 6 Time Greatrex a Sports Action Zone Thames Gateway South Essex

Total Cost £ Total Savings £ Net cost/savings £

U30745A 10 PERFORMANCE INDICATORS

The following indicators have been established to set targets for performance improvement and in order to monitor progress.

Current 02/03 5 Year P.I. Ref. Indicator Performance Target Target

Quality Standards Bring Parks up to Green Flag 1 2 5 Standards.

Bring Centres up to QUEST 1 2 3 Standard

Obtain IIP Status for all 3 2 3 3 Council run Service Areas User Satisfaction – attain upper quartile levels :

Parks and Open Spaces 71 75 80

Sport and Leisure 74 78 82

Cultural and Recreational 42 50 63 (all residents) Measured 03/04 & 06/07 Savings Reduction in Grounds Maintenance Expenditure n/a £300K £300K

Reduction in TCL Grant n/a £86K £322K

Usage Regular usage to increase as measured by survey Parks and Open Spaces 45% 50% 60%

Sport and Leisure 23% 25% 30%

Usage of Pools and Centres per 4,243 4,667 6,000 1000 population to increase

Level of dog fouling in parks – 1.9 1.7 1 number of deposits per 100sq m The number of sports pitches available to the public per 1,000 TBA TBA TBA population.

U30745A Partnerships Appendix 1

Countryside Open Space and County Parks

Partner Purpose Thames Chase. London Borough Improve environmental quality and tree Havering, Barking and Dagenham, cover within the Thames Chase Essex County Council, Countryside Community Forest. agency Forestry Commission Davy Down Trust. Local Residents Support the management & development of Davy Down Mardyke Partnership. Thames Chase, Develop and promote the Mardyke Valley Countryside Agency, Environment for public access and enjoyment Agency Belhus Park Heritage Project. Woodland Develop heritage and access of Belhus Trust, Forest enterprise, Essex County Council, Thames Chase, Thurrock Community Leisure Trust, local residents Museum Service Essex County Council Management Management partners of Langdon Hills Partnership Board and Belhus Woods Country Parks

Thurrock Bio diversity Action Group. Develop bio diversity action plan and Essex Wildlife Trust, Thurrock Wildlife promote wildlife conservation Society, local specialists. English Nature, National Farmers Union Thames Gateway South Essex Improve perception of South East corridor Basildon, Rochford, Southend, Castle and increase access to countryside Point, Essex county Council, English *NB Thames Gateway partnership Nature, Essex Wildlife Trust, Royal purpose overall is to improve Society for the protection of birds, regeneration opportunities within the Thames Chase, Environment Agency corridor. DTLR South Ockendon Forum Development of Dilkes Park Healthy Living Group Develop a Healthy living concept an proposal for funding Bridleways and Ramblers Association Strategic access to the borough

Stanford Marshes Liaison Partnership Develop, promote and Manage the Stanford Marshes Friends of Langdon Hills General liaison around County Park issues Belhus Park Community Foresters Working on vulnerable woodland

U30745A Parks, Playgrounds & Grays Beach

Partner Purpose Social services Drop in centre & volunteer work St Luke’s Hospice Fund Raising Arts Partnership Event in a Tent Probation Service Community Service YMCA Work experience Entertainers partnership Fun fairs Thurrock in Bloom Pride in Borough Cory Environmental Trust Funding developments Cleanaway Mardyke Trust Funding development Neighbourhoods and Housing Community Liaison South Ockendon Forum Community projects Broadway residents and Tenants Consultation and commissioning of work Association South Stifford Residents Association Consultation, liaison Chadwell environment Group Discuss Environmental Issues South Stifford environment Group East Tilbury Steering Group Discuss local issues Anglia in bloom Improve appearance of the borough National Playing Fields Association Share good practice in playground safety Essex Grounds Maintenance Forum Share good practice in grounds maintenance Thurrock Play Network Holiday Activities

Thurrock Community Leisure

Partnership Purpose Purfleet Football Club Football coaching and facility development Thurrock Primary Care Trust Exercise Referral Social Services/Sheltered Exercise sessions in sheltered Accommodation accommodation “Bodycare” Partnership with Council Curriculum based science activity and Schools programme Belhus Heritage Forum Develop and promote the Heritage of Belhus

U30745A Sports

Partnership Purpose Active Schools Steering Group. Sports To oversee the role out o f the Active England, Youth Sport Trust, Elected Schools Programme Head teachers plus elected Special Schools rep, Education Dept Active Sports. All Essex Sports Sports Specific Coaching Programmes Development Officers and Essex Youth Games National and Regional Governing Developing facilities and coach education Bodies of Sport Thurrock Sports Council Liaison and consultation Various Sports Clubs and associations Development of Sport

Thurrock Community Leisure Management of Leisure Centres as an independent Charitable Trust funded by Strategic partnership the council The strategic development of sport and leisure (see TCL below) Healthy Living Partnership. PCT, Development of a healthy living project Ockendon Forum, Planning Dept, Grangewaters OEC Palmers College Management Committee and facility development group Thurrock Technical College Community Sports Leaders Award Healthy Schools Initiative Promoting Healthy School Environment Play Network Holiday Activities/sharing resources Kids Club Network Delivery of Community TOPS English Federation of Disability Sport Promote disabled sports coaching awards Millennium volunteers Placements for volunteers Education Study Support Group Develop school out of hours programmes Thurrock Special Needs Activity Group Assisting with developing group

Sport England Establishing a Service Level Agreement Sports Coach UK Coaching for Teachers programmes External Funding Department Promoting funding opportunities to clubs and internally Thurrock Association Sunday League Football pitch bookings and League management Thurrock Cricket Association Pitch bookings and site management Thurrock Bowls Association Bookings and site management Thurrock Harriers Athletic Club Management of Athletics Stadium

U30745A Appendix 2

Linking the Best Value Reviews of Libraries and Cultural Services and of Leisure and Recreation to the Cultural Strategy

Thurrock Council, along with its cultural partners, (Culture within this definition meaning leisure in its broadest sense) is currently developing a cultural strategy in line with guidance issued by the Department of Culture, Media and Sport. Local Authorities are deemed to be best placed for this leadership role, and as such, having a cultural strategy in place is a National Best Value Performance Indicator.

The best value review of Libraries and Cultural services identified a need to develop coordinated area specific strategies e.g. Arts, Heritage and Museums, Tourist information etc. Similarly the best value review of Leisure and Recreation has identified the need for this and will be a strong feature of the improvement plan.

Cultural Services provided by Thurrock Council are split between four directorates, at least six departments and has direct input from four portfolio holders as well as strong links with at least two others as demonstrated in.

Volunteers collectively commit thousands of hours to cultural activity and development. Other cultural providers e.g. Schools, also play a significant role in the overall cultural provision.

It would make sense therefore to provide a strategic framework to ensure that these services deliver and develop in a joined up strategic way.

Planning Framework

The principle for this framework is to link what plans currently exist or are emerging as normal business practice rather then creating additional plans. The Diagram in Appendix 1 shows how the cultural strategy can provide a central focus, bringing together the plans of the authority with the plans and aspirations of the voluntary, commercial and charitable sector.

The Councils Service Plans are primarily about how it uses its own resources in an efficient and effective way. These plans although varying because of the type of service are generally business plan orientated. Aspirations are hard to build into these plans as they would need to be funded from unidentified sources.

The Cultural Strategy can be supported by development sub strategies for specific areas e.g. arts, parks, sports etc. These would bring together elements of the council’s service plans with those of other key stakeholders and develop a strategic direction, allowing for aspiration to be addressed. This would be crucial for gaining external funding to turn this aspiration into reality.

U30745A Links to Other Council Strategies (2002) Appendix 3 Education Thurrock Local Health Crime and The Local development Plan Disorder reduction Transport Plan plan 2002-2007 2001-2004 strategy 2001-2006 2002-2005

Raising Independence (in Reduce burglary of Invest in the public attainment in the particular helping sheds/garages and highway network to early years and those experiencing commercial ensure it is safe, in primary inequalities or social properties, and effective, accessible and efficient for all schools exclusion to live maintain low level road users healthier and more of burglaries to Raising independent lives) residential property Secure external attainment at funding …to key stage 3 Environment Reduce level of improve the overall (Developing a ‘health car crime transport Raising impact assessment’ infrastructure and attainment at tool to be used on Improve the quality opportunities key stage 4 specific land use of life and reduce offered to freight development the fear of crime and the travelling Raising proposals) for the residents of public attainment of Thurrock by under achieving Children and young reducing the Invest to improve groups people incidence of anti- the environment, ( extending Sure social behaviour quality of life and Support for Start, reducing opportunities for all schools causing accidents at home, Improve the safety by improving concern help for children with and well-being of accessibility and a disability, children women at risk of mobility without Recruitment and looked after, violence dependence on retention children’s mental the private motor health, healthy Ensure that all car Increasing the schools programmes, residents of involvement of teenage pregnancy) Thurrock can live, Invest to improve stakeholders in work and worship road safety education Vulnerable people without fear of particularly for the (help for people with harassment or vulnerable road mental health other anti-social user problems, substance behaviour misuse,) Encourage Reduce incidence development Promoting health and of crime and opportunities to preventing disease disorder in which bring improved (healthy living centre young people are employment and network, physical involved living standards to activities and outdoor the borough play, encouraging Reduce availability walking and cycling to /consumption of reduce car use and drugs and alcohol, accidents), healthy and provide food, less smoking, support to cancer substance U30745A prevention/screening) misusers

Improving health services (waiting for hospital services, better cancer and heart disease services, diabetes)

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