Public Document Pack

MEETING: CABINET

DATE: Thursday 3rd September, 2009

TIME: 10.00 am

VENUE: Town Hall, Bootle

Member

Councillor

Robertson (Chair) Brodie - Browne P Dowd Fairclough Lord Fearn Griffiths Maher Parry Porter Tattersall

COMMITTEE OFFICER: Steve Pearce Head of Committee and Member Services Telephone: 0151 934 2046 Fax: 0151 934 2034 E-mail: [email protected]

The Cabinet is responsible for making what are known as Key Decisions, which will be notified on the Forward Plan. Items marked with an * on the agenda involve Key Decisions A key decision, as defined in the Council’s Constitution, is: - ● any Executive decision that is not in the Annual Revenue Budget and Capital Programme approved by the Council and which requires a gross budget expenditure, saving or virement of more than £100,000 or more than 2% of a Departmental budget, whichever is the greater ● any Executive decision where the outcome will have a significant impact on a significant number of people living or working in two or more Wards

If you have any special needs that may require arrangements to facilitate your attendance at this meeting, please contact the Committee Officer named above, who will endeavour to assist.

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2 A G E N D A

Items marked with an * involve key decisions

Item Subject/Author(s) Wards Affected No.

1. Apologies for Absence

2. Minutes (Pages 7 - Minutes of the meeting held on 6 August 2009 22)

3. Declarations of Interest Members and Officers are requested to give notice of any personal or prejudicial interest and the nature of that interest, relating to any item on the agenda in accordance with the relevant Code of Conduct.

4. Area Police Performance in Sefton All Wards Chief Constable Bernard Hogan - Howe from Merseyside Police will give a presentation on the Area Police Performance in Sefton

5. Supported Housing Needs' Working Group All Wards (Pages 23 - Report 76) Report of the Overview and Scrutiny Committee (Health and Social Care) Working Group

6. Elected Members Media Guidelines All Wards (Pages 77 - Report of the Assistant Chief Executive 86) (Communications) and Legal Director

* 7. Changes to Executive Arrangements – All Wards (Pages 87 - Leader or Elected Mayor for Sefton : 102) Consultation Process Report of the Legal Director

8. Treasury Management 2009/10 – Draft All Wards (Pages 103 - CIPFA Treasury Management Code 110) Report of the Finance and Information Services Director

3 * 9. Playbuilder Capital Grant 2009/10 All Wards (Pages 111 - Report of the Strategic Director of Children’s 118) Services

* 10. South Sefton Sixth Form College - Update All Wards (Pages 119 - on Capital and Revenue Position 130) Report of the Strategic Director of Children’s Services

11. Core Strategy – Report of Early Consultation All Wards (Pages 131 - Report of the Planning and Economic 142) Regeneration Director

12. Core Strategy - Strategic Flood Risk All Wards (Pages 143 - Assessment for Sefton 148) Report of the Planning and Economic Regeneration Director

* 13. Sefton Strategic Housing Market All Wards (Pages 149 - Assessment 2008 162) Joint report of the Planning and Economic Regeneration Director and the Strategic Director of Adult Social Services (Health and Social Care)

14. Vesting of Properties and Land - Sefton Litherland (Pages 163 - Metropolitan Borough Council (Klondyke 168) and Hawthorne Road) Compulsory Purchase Order 2005 Joint report of the Housing Market Renewal Director and the Planning and Economic Regeneration Director

15. Liverpool City Region - Housing and Spatial All Wards (Pages 169 - Planning Board Membership 172) Report of the Planning and Economic Regeneration Director

* 16. Proposed Southport Cultural Centre All Wards (Pages 173 - Report of the Leisure Director 186)

The Leisure Director will also give a presentation on the design proposals for the scheme

4 17. Cabinet Member Reports All Wards

a) Cabinet Member - Children's Services (Pages 187 - 190)

b) Cabinet Member - Communities (Pages 191 - 194)

c) Cabinet Member - Corporate Services (Pages 195 - 200)

d) Cabinet Member - Environmental (Pages 201 - 202)

e) Cabinet Member - Health and Social Care (Pages 203 - 204)

f) Cabinet Member - Leisure and Tourism (Pages 205 - 208)

g) Cabinet Member - Performance and Governance (Pages 209 - 212)

h) Cabinet Member - Regeneration (Pages 213 - 214)

i) Cabinet Member - Technical Services (Pages 215 - 218)

18. Exclusion of Press and Public To consider passing the following resolution:

That, under Section 100A(4) of the Local Government Act, 1972, the press and public be excluded from the meeting for the following item(s) of business on the grounds that it involves the likely disclosure of exempt information as defined in Paragraph 3 of Part 1 of Schedule 12A to the Act. The Public Interest Test has been applied and favours exclusion of the information from the Press and Public.

19. Southport Commerce Park – Speculative Kew (Pages 219 - Office Development 226) Report of the Strategic Director of Regeneration and Environmental Services.

20. Approval of Contractor for Remediation of Litherland (Pages 227 - Former Tannery and Former Penpoll 232) Industrial Estate Report of the Housing Market Renewal Director

5 This page is intentionally left blank Agenda Item 2 THE “CALL IN” PERIOD FOR THIS SET OF MINUTES ENDS AT 12 NOON ON TUESDAY 18 AUGUST 2009. MINUTE NOS. 87 AND 108 ARE NOT SUBJECT TO “CALL-IN”

CABINET

MEETING HELD AT THE TOWN HALL, SOUTHPORT ON THURSDAY 6TH AUGUST, 2009

PRESENT: Councillor Robertson (in the Chair) Councillors Brodie - Browne, P Dowd, Fairclough, Lord Fearn, Griffiths, Maher, Parry and Tattersall

ALSO PRESENT: Councillors Hands, Friel, McGuire and Shaw

79. APOLOGIES FOR ABSENCE

An apology for absence was received from Councillor Porter.

80. DECLARATIONS OF INTEREST

The following declarations of interest were received:

Member Minute Reason Action

Councillor 93 - Targetted Personal - He is Took part in the Brodie-Browne Capital Funding - the Chair of consideration of Kitchens/Dining Governors of the item and Rooms Farnborough voted thereon. Road Infant and Junior School which is referred to in the report

Councillor 90 - Treasury Personal - His Took part in the Fairclough Management employer is consideration of 2009/10 - First referred to in the the item and Quarter update report voted thereo

Councillor 97 - Funding Personal - He is Took part in the Fairclough Opportunities the Chair of the consideration of South Sefton the item and Development voted thereon Trust which is referred to in the report

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Councillor 93 - Targetted Personal - His Took part in the Maher Capital Funding - wife is employed consideration of Kitchens/Dining by Sefton the item and Rooms Catering voted thereon Services which is referred to in the report

Councillor Shaw 93 - Targetted Personal - His Stayed in the Capital Funding - wife is employed room during the Kitchens/Dining at Farnborough consideration of Rooms Infant and Junior the item School, which is referred to in the report

Councillor Shaw 105 - Southport Personal - his Stayed in the Cultural Centre son is employed room during the Community by Sefton Library consideration of Impact Service the item

Councillor Shaw 107 - Southport Prejudicial - his Left the room Cultural Centre – son is employed during the Personnel issues by Sefton Library consideration of related to the Service the item temporary closure of Southport Arts Centre, Atkinson Art Gallery and Southport Library

81. MINUTES

RESOLVED:

That the Minutes of the Cabinet Meeting held on 9 July 2009 be confirmed as a correct record.

82. HOUSING MARKET RENEWAL PROGRAMME 2009 -10 – NOTIFICATION OF ADDITIONAL GRANT FUNDING.

Further to Minute No. 29 of the meeting of the Cabinet Member - Regeneration held on 5 August 2009, the Cabinet considered the report of the Housing Market Renewal Director which provided details of the further award of £1.05 million of grant funding by the Homes and Communities Agency for Housing Market Renewal activity in south Sefton during 2009/10 and the implications thereof.

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RESOLVED: That

(1) the report be noted;

(2) the proposed expenditure programme of £1.05 million and associated outputs be approved as an addition to the previously approved Housing Market Renewal programme 2009/10; and

(3) it be noted that the proposal was a Key Decision but, unfortunately, had not been included in the Council's Forward Plan of Key Decisions. Consequently, the Deputy Mayor in the absence of the Chair of the Overview and Scrutiny Committee (Performance and Corporate Services) has been consulted under Rule 15 of the Access to Information Procedure Rules of the Constitution, to the decision being made by the Cabinet as a matter of urgency on the basis that it was impracticable to defer the decision until the commencement of the next Forward Plan because of the need to commence activity to ensure that 100% expenditure is achieved during 2009/10, thus preventing the loss of unspent resources, which would be at risk of 'claw-back' by the Homes and Communities Agency.

83. COMPULSORY PURCHASE ORDER IN THE BEDFORD AND QUEENS ROAD AREA OF BOOTLE

In accordance with Rule 27 of the Council and Committee Procedure Rules, the Cabinet considered a petition submitted by residents of the Borough objecting to the proposals for the making of a Compulsory Purchase Order in the Bedford Road and Queens Road area of Bootle. Mr. P. Michael addressed the Cabinet on behalf of the residents and spoke in support of the petition.

The Cabinet also considered copies of two letters from Mr. P. Michael objecting to the proposals.

Further to Minute No. 29 of the meeting of the Cabinet Member - Regeneration held on 5 August 2009 the Cabinet then considered the joint report of the Housing Market Renewal Director and Planning and Economic Regeneration Director seeking approval to the making of a Compulsory Purchase Order to acquire land and new rights for the purpose of securing the assembly of land in the Bedford Road and Queens Road area of Bootle required for the implementation of the development of new mixed tenure housing.

RESOLVED: That

(1) the petition submitted by local residents and the correspondence from Mr. P. Michael be noted;

(2) a Compulsory Purchase Order (to be known as the Sefton Metropolitan Borough Council, Bedford Road/Queens Road Bootle,

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Phase 3, Compulsory Purchase Order 2009) (the CPO) be made under Section 226(1)(a) of the Town and Country Planning Act 1990 (as amended by Section 99 and Schedule 9 of the Planning and Compulsory Purchase Act 2004) and Section 13 of the Local Government (Miscellaneous Provisions) Act 1976 for the acquisition of land and new rights within the areas shown edged red on the plan at Appendix 1 of the report (the 'Order Lands') for the purpose of securing the implementation of the development of new mixed tenure housing, on the grounds that there is a compelling case in the public interest for making the CPO;

(3) the Housing Market Renewal Director and the Planning and Economic Regeneration Director, in consultation with the Legal Director, be authorised to:

(i) take all necessary steps to secure the making, confirmation and implementation of the CPO including (but not limited to) drafting the Statement of Reasons, the publication and service of all notices and the presentation of the Council's case at any Public Inquiry;

(ii) acquire interests in land and new rights within the area to be subject to the CPO either by agreements or compulsorily; and

(iii) approve agreements with land owners and others having an interest in the area to be subject to the CPO setting out the terms for the withdrawal of objections to the CPO, including, where appropriate, seeking exclusion of land or new rights from the CPO and making arrangements for rehousing or relocation of occupiers; and

(4) it be noted that the proposal was a Key Decision but has not been included in the Council's Forward Plan of Key Decisions due to an administrative error. Consequently, the Deputy Mayor, in the absence of the Chair of the Overview and Scrutiny Committee (Performance and Corporate Services) and Mayor has been consulted under Rule 15 of the Access to Information Procedure Rules of the Constitution, to the decision being made by Cabinet as a matter of urgency on the basis that it was impracticable to defer the decision until the commencement of the next Forward Plan because residents and owners of property affected by the decision had already been informed that the report would be considered at this time.

84. COMPULSORY PURCHASE ORDER IN THE KLONDYKE AND HAWTHORNE ROAD AREA OF BOOTLE

In accordance with Rule 27 of the Council and Committee Procedure Rules, the Cabinet considered two petitions submitted by residents of the Borough objecting to the proposals for the making of a Compulsory

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Purchase Order in the Klondyke and Hawthorne Road area of Bootle. Mr. G. Evans and Mr. J. Hart on behalf of the residents addressed the Cabinet and spoke in support of the petitions.

Further to Minute No. 28 of the meeting of the Cabinet Member - Regeneration held on 5 August 2009, the Cabinet then considered the joint report of the Housing Market Renewal Director and the Planning and Economic Regeneration Director seeking approval to the making of a Compulsory Purchase Order to acquire land and new rights for the purpose of securing the assembly of land in the Klondyke and Hawthorne Road area of Bootle required for the implementation of the development of new mixed tenure housing.

The Cabinet also considered copies of correspondence from the Maritime Community Development Association relating to information set out in the report.

RESOLVED: That

(1) the petition submitted by local residents and the correspondence from Maritime Community Development Association be noted;

(2) a Compulsory Purchase Order (to be known as the Sefton Metropolitan Borough Council, Klondyke, Bootle, Phase 1B, Compulsory Purchase Order 2009) (the CPO) be made under Section 226(1)(a) of the Town and Country Planning Act 1990 (as amended by Section 99 and Schedule 9 of the Planning and Compulsory Purchase Act 2004) and Section 13 of the Local Government (Miscellaneous Provisions) Act 1976 for the acquisition of land and new rights within the areas shown edged red on the plan at Appendix 1 of the report (the 'Order Lands') for the purpose of securing the implementation of the development of new mixed tenure housing, on the grounds that there is a compelling case in the public interest for making the CPO;

(3) the Housing Market Renewal Director and the Planning and Economic Regeneration Director, in consultation with the Legal Director, be authorised to:

(ii) acquire interests in land and new rights within the area to be subject to the CPO either by agreements or compulsorily; and

(iii) approve agreements with land owners and others having an interest in the area to be subject to the CPO setting out the

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terms for the withdrawal of objections to the CPO, including, where appropriate, seeking exclusion of land or new rights from the CPO and making arrangements for rehousing or relocation of occupiers; and

(4) it be noted that the proposal was a Key Decision but has not been included in the Council's Forward Plan of Key Decisions due to an administrative error. Consequently, the Deputy Mayor, in the absence of the Chair of the Overview and Scrutiny Committee (Performance and Corporate Services) and the Mayor has been consulted under Rule 15 of the Access to Information Procedure Rules of the Constitution, to the decision being made by Cabinet as a matter of urgency on the basis that it was impracticable to defer the decision until the commencement of the next Forward Plan because residents and owners of property affected by the decision had already been informed that the report would be considered at this time.

85. KLONDYKE ESTATE, BOOTLE - EXTENSION OF EXISTING DEMOLITION PROGRAMME – PHASE 1B

Further to Minute No. 33 of the meeting of the Cabinet Member - Regeneration held on 5 August 2009, the Cabinet considered the report of the Housing Market Renewal Director which provided details of the proposed extension of the 2008/09 Demolition and Clearance Programme for Klondyke Estate Phase 1a and sought approval to the negotiated cost with the lowest tenderer for the Phase 1b scheme.

The Cabinet also considered a letter from the Maritime Community Development Agency (MCDA) objecting to the proposals and a copy of an Advice Note from the Council’s Legal Advisers, Hill Dickinson LLP in response to legal issues referred to in the letter from MCDA.

RESOLVED: That

(1) the letter and Advice Note be noted;

(2) approval be given to the extension of the original tender in the sum of £380,060; and

(3) the Legal Director be requested to adjust the formal contract with the successful tenderer.

86. DISPOSAL OF SITE AT 1 - 28 CAPTAINS GREEN, BOOTLE

Further to Minute No. 32 of the meeting of the Cabinet Member - Regeneration held on 5 August 2009, the Cabinet considered the report of the Housing Market Renewal Director which sought approval to the disposal of the site of the former 1-28 Captains Green, Bootle, at less than best consideration for a social housing development.

Page 5012 Agenda Item 2 CABINET- THURSDAY 6TH AUGUST, 2009

RESOLVED:

That approval be given to the sale of the former maisonette site at 1-28 Captains Green, Bootle to Adactus Housing Group Limited at less than best consideration and the Legal Director, Finance and Information Services Director and Housing Market Renewal Director be given delegated authority to negotiate and agree any terms and conditions in relation to the disposal following advice from the Council's Value and Cost consultants.

87. SEFTON WATER SPORTS CENTRE

Further to Minute No. 25 of the meeting of the Cabinet Urgent Business Committee held on 22 July 2009, the Cabinet considered the joint report of the Strategic Directors of Regeneration and Environmental Services, Health and Social Care and Children's Services and the Leisure Director and Finance and Information Services Director setting out the specific proposals and funding implications for the Council to operate the Water Sports Centre at Crosby Coastal Park.

RESOLVED: That

(1) subject to Minute 108 below, the Leisure Director be authorised to take immediate responsibility for the Sefton Water Sports Centre and to make the necessary arrangements for its opening and operation;

(2) subject to the further work on the revised business plan, the costs of the Council operating the Water Sports Centre in the current year of £25,000 be met from the Budget Pressures Reserve;

(3) approval be given to the use of £700,000 of Capital grant from the Department for Children, Schools and Families;

(4) the re-investment opportunity presented via the Strategic Director of Children's Services, for both capital and revenue funds to be directed into the facility, be further examined and a further detailed report be submitted to Cabinet by 1 October 2009, on the proposals for the continued operation of the Water Sports Centre;

(5) subject to further work on the revised business plan and resolution 4, a preliminary net estimate of £170,000 be built into the Medium Term Financial Plan for 2010/11 for the net costs of the Council operating the Sefton Water sports Centre; and

(6) it be noted that the Vice Chair in the absence of the Chair of the Overview and Scrutiny Committee (Performance and Corporate Services) has given his consent under Rule 16 of the Access to Information Procedure Rules and Rule 17 of the Scrutiny Procedure Rules for this key decision to be treated as urgent and not be subject to "call-in" on the basis that the decision cannot be

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reasonably deferred because the Council are incurring additional costs in securing this new facility, which has remained empty since completion in March 2009.

88. ELECTED MEMBERS MEDIA GUIDELINES

Further to Minute No. 15 of the meeting of the Standards Committee held on 16 July 2009, the Cabinet considered the joint report of the Assistant Chief Executive (Communications) and Legal Director seeking approval for a set of media guidelines governing the ways in which the Council's media relations should operate and clarifying the roles and responsibilities of Elected Members.

RESOLVED:

That the report be deferred for consideration at the next meeting.

89. PAYMENT OF INVOICES TO BUSINESSES

Further to Minute No. 67 of the meeting held on 9 July 2009, the Cabinet considered the report of the Finance and Information Services Director on proposals for the prompt payment of invoices from Small and Medium Enterprises and sub contractors.

RESOLVED: That

(1) the Council seeks to make any payment due to locally based small and medium enterprises within 10 days of receipt of a valid invoice;

(2) the Finance and Information Services Director monitors the delivery of this objective and includes associated performance information in the Departments regular performance reports to Members; and

(3) the early payment policy be subject to review in March 2010.

90. TREASURY MANAGEMENT 2009/10 – FIRST QUARTER UPDATE

The Cabinet considered the report of the Finance and Information Services Director which provided details of the Treasury Management activities undertaken in the First Quarter of 2009/10.

RESOLVED:

That the report be noted.

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91. CHILDREN'S PERSONAL SOCIAL SERVICES CAPITAL ALLOCATION 2009/10

Further to Minute No. 45 of the meeting of the Cabinet Member - Children's Services held on 4 August 2009, the Cabinet considered the report of the Strategic Director of Children's Services seeking approval to the implementation of schemes to be funded from Children's Personal Social Services Capital Allocation for 2009/10.

RESOLVED: That

(1) the schemes detailed in the report be approved; and

(2) the schemes be included in the Children's Services Capital Programme 2009/10.

92. PRIMARY CAPITAL PROGRAMME - LANDER ROAD PRIMARY SCHOOL

Further to Minute No. 42 of the Cabinet Member - Children's Services held on 4 August 2009, the Cabinet considered the report of the Strategic Director of Children's Services which provided an update on the progress of the Primary Capital Programme Scheme as Lander Road Primary School and sought approval to the demolition of the Pennington Road Community Building.

This was a Key Decision and was included in the Council’s Forward Plan of Key Decisions.

RESOLVED: That

(1) the Scheme as detailed in the report be approved;

(2) the Scheme be included in the Children's Services Capital Programme; 2009/10; and

(3) approval be given to the demolition of the Pennington Road Community Building.

93. TARGETED CAPITAL FUNDING - KITCHENS / DINING ROOMS

Further to Minute No. 43 of the meeting of the Cabinet Member - Children's Services held on 4 August 2009, the Cabinet considered the report of the Strategic Director of Children's Services which sought approval to the implementation of Schemes to be funded from the Targeted Capital Fund for Kitchens and Dining Rooms.

This was a Key Decision and was included in the Council’s Forward Plan of Key Decisions.

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RESOLVED: That

(1) the Schemes as detailed in the report be approved; and

(2) the Schemes be included in the Children's Services Capital Programme 2009/10.

94. YOUTH CAPITAL FUND 2009/10 - PROPOSED SCHEMES

Further to Minute No. 44 of the meeting of the Cabinet Member - Children's Services held on 4 August 2009, the Cabinet considered the report of the Strategic Director of Children's Services which sought approval to the implementation of Schemes to be funded from the Youth Capital Fund Allocation for 2009/10.

This was a Key Decision and was included in the Council’s Forward Plan of Key Decisions.

RESOLVED: That

(1) the Schemes as detailed in the report be approved; and

(2) the Schemes be included in the Children's Services Capital Programme 2009/10.

95. ADAPTATION TO CLIMATE CHANGE ON THE SEFTON COAST

Further to Minute No. 24 of the meeting of the Cabinet Member - Environmental held on 29 July 2009, the Cabinet considered the report of the Strategic Director of Regeneration and Environmental Services which provided details of the process to develop an adaptation strategy for the Sefton coastal zone and seeking approval to commence a capital project involving a new Sand Dunes Management Study to assist in the process of making sustainable management decisions for the coastal area.

RESOLVED: That

(1) the report be noted; and

(2) the Sand Dunes Management Project be included in the Capital Programme at a cost of £205,000 to be funded by a capital grant from the Environment Agency of £185,000 and a contribution of £20,000 from within the 2010/11 Coast Protection Revenue Budget.

96. CROSBY TO FORMBY POINT STRATEGY STUDY

Further to Minute No. 23 of the meeting of the Cabinet Member - Environmental held on 29 July 2009. the Cabinet considered the report of the Strategic Director of Regeneration and Environmental Services which provided an update on the Crosby to Formby Point Strategy Study; the

Page 5416 Agenda Item 2 CABINET- THURSDAY 6TH AUGUST, 2009 proposed works and outline programme for the delivery of the proposed works and sought approval to take the Hightown project up to detailed design and tender stage.

RESOLVED: That

(1) the report be noted; and

(2) design and tender preparation costs of the Hightown Project amounting to £70,000 be included in the Capital Programme and be fully funded from the Broseley's Section 106 developer contribution.

97. FUNDING OPPORTUNITIES – PROGRESS REPORT 1

Further to Minute No. 26 of the meeting held on 11 June 2009, and Minute No. 26 of the meeting of the Cabinet Member - Regeneration held on 5 August 2009, the Cabinet considered the report of the Strategic Director of Regeneration and Environmental Services which provided details of the progress made with regard to Expressions of Interest submitted for funding and an update of further external funding opportunities.

RESOLVED: That

(1) the report be noted; and

(2) the Planning and Economic Regeneration Director submit a report to the Cabinet on the protocol for the use of Section 106 monies.

98. SOUTHPORT CYCLE TOWN WORK PROGRAMME 2009/10

Further to Minute No. 34 of the meeting of the Cabinet Member - Technical Services held on 29 July 2009, the Cabinet considered the report of the Strategic Director of Regeneration and Environmental Services seeking the inclusion of the Cycle Town Work Programme 2009/10 in the Council's Capital Programme to facilitate the delivery of projects in 2009/10.

RESOLVED: That

(1) Cabinet be requested to approve the Cycle Town Work Programme, as detailed in the report, as part of the Capital Programme 2009/10;

(2) it be noted that the revenue implications within the report will be funded from the Cycling England/Department for Transport Grant; and

(3) it be noted that the proposal was a Key Decision but, unfortunately, had not been included in the Council's Forward Plan of Key Decisions. Consequently, the Chair of the Overview and Scrutiny Committee (Performance and Corporate Services) had been consulted under Rule 15 of the Access to Information Procedure

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Rules of the Constitution, to the decision being made by the Cabinet as a matter of urgency on the basis that it was impracticable to defer the decision until the commencement of the next Forward Plan because the delay caused by deferring the decision on this matter would not allow a sufficient period of time to achieve the £825,000 spend in 2009/10.

99. REVIEW OF THE MORATORIUM ON SITING MOBILE PHONE MASTS ON COUNCIL LAND

Further to Minute No. 147 of the meeting held on 30 October 2008, the Cabinet considered the report of the Strategic Director of Regeneration and Environmental Services on the results of the consultation exercise held with all Area Committees and Parish Councils on proposals to revise the moratorium on the siting of mobile phone masts on Council-owned land.

This was a Key Decision and was included in the Council's Forward Plan of Key Decisions.

RESOLVED: That

(1) the resolutions and feedback from each Area Committee be noted;

(2) the Council be requested to consider the proposals set out in the report for the revision of the moratorium on the siting of phone masts on Council-owned land so that it can be lifted by the Cabinet on a case by case basis.

100. SOUTHPORT TOWN CENTRE - RETAIL STUDY

Further to Minute No. 34 of the meeting of the Cabinet Member - Regeneration held on 5 August 2009, the Cabinet considered the report of the Planning and Economic Regeneration Director on the appointment of consultants to undertake a detailed retail study for Southport Town Centre.

RESOLVED:

That the report be noted.

101. RETAIL STRATEGY REVIEW UPDATE 2009 AND HEALTH CHECKS FOR SOUTHPORT AND BOOTLE

Further to Minute No. 30 of the meeting of the Cabinet Member - Regeneration held on 5 August 2009, the Cabinet considered the report of the Planning and Economic Regeneration Director which detailed the key findings of the Retail Strategy Review Update 2009 and related Health Checks for Southport and Bootle which was one of a number of key evidence gathering studies that are being undertaken to inform the Core Strategy process and guide advice and decisions on individual retail proposals and planning applications.

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This was a Key Decision and was included in the Council's Forward Plan of Key Decisions.

RESOLVED:

That the report be approved.

102. STANLEY ROAD SUPPLEMENTARY PLANNING DOCUMENT

Further to Minute No. 18 of the meeting of the Cabinet Member - Regeneration held on 8 July 2009, the Cabinet considered the joint report of the Planning and Economic Regeneration Director and Housing Market Renewal Director which set out the reasons for not producing the Stanley Road Supplementary Planning Document and sought clarification on how future decisions on planning applications on Stanley Road will be made.

RESOLVED:

That approval be given to the decision not to produce a Stanley Road Supplementary Planning Document and for the Local Development Scheme to be amended accordingly when it is next updated.

103. DETRUNKED A570 HIGHWAY MAINTENANCE GRANT

The Cabinet considered the report of the Planning and Economic Regeneration Director on the award of funding from the Department for Transport for maintenance works on the detrunked A570 from Kew Roundabout to the junction of the M58.

RESOLVED:

That approval be given to the inclusion of the Capital funding from the Department for Transport grant into the 2009/10 Transportation Capital Programme; and the inclusion of the Revenue funding from the Department for Transport grant into the 2009/10 Highway Management Revenue Programme.

104. PROPOSED SCULPTURE AT SHORE ROAD TRAFFIC ISLAND, AINSDALE

Further to Minute No. 29 of the meeting of the Cabinet Member - Leisure and Tourism held on 15 July 2009, the Cabinet considered the report of the Leisure Director on the contribution from a private company towards the erection of a plane sculpture on the Shore Road Traffic Roundabout at Ainsdale.

RESOLVED:

That approval be given to the inclusion of the scheme, as detailed in the report, in the Leisure and Tourism Capital Programme.

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105. SOUTHPORT CULTURAL CENTRE - COMMUNITY IMPACT

Further to Minute No. 32 of the meeting of the Cabinet Member - Leisure and Tourism held on 15 July 2009, the Cabinet considered the report of the Leisure Director on the impact upon the community of the temporary closure of the Southport Library, Arts Centre and Atkinson Art Gallery during the period of the proposed development of the new Cultural Centre.

This was a Key Decision and was included in the Council’s Forward Plan of Key Decisions.

RESOLVED: That

(1) Minute 32 of the meeting of the Cabinet Member - Leisure and Tourism held on 15 July 2009 be noted; and

(2) the issues raised in the report be given further consideration under Minute No. 107 below.

106. EXCLUSION OF PRESS AND PUBLIC

RESOLVED:

That, under Section 100A(4) of the Local Government Act 1972, the press and public be excluded from the meeting for the following item of business on the grounds that it would involve the likely disclosure of exempt information as defined in Paragraph 3 of Part 1 of Schedule 12A to the Act. The Public Interest Test has been applied and favours exclusion of the information fro the press and public.

107. SOUTHPORT CULTURAL CENTRE - PERSONNEL ISSUES RELATED TO THE TEMPORARY CLOSURE OF SOUTHPORT ARTS CENTRE, ATKINSON ART GALLERY AND SOUTHPORT LIBRARY

Further to Minute No. 105 above, the Cabinet considered the report of the Leisure Director on the potential impact of the temporary closure of Southport Arts Centre, Atkinson Art Gallery and Southport Library on the current staff structure. The Cabinet also gave further consideration to the issues in the report referred to in Minute No 105 above.

This was a Key Decision and was included in the Council's Forward Plan of Key Decisions.

RESOLVED: That

(1) the Cabinet fully supports the Southport Cultural Centre scheme subject to the availability of further funding;

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(2) the Personnel Director be authorised to commence negotiations with staff and the appropriate Trade Unions on the personnel implications of the scheme;

(3) a detailed report on the current position relating to the scheme, the financial implications and the proposed project management plan be submitted to the next Cabinet Meeting;

(4) the Leisure Director give a presentation to the next meeting on the design proposals for the scheme;

(5) the Assistant Chief Executive (Communications) develop a media strategy for the scheme;

(6) a lead Member be appointed to be responsible for the project management of the scheme.

108. SEFTON WATER SPORTS CENTRE - GREENBANK ACADEMY

Further to Minute No. 87 above, the Cabinet considered the joint report of the Strategic Directors of Regeneration and Environmental Services, Health and Social Care and Children's Services and the Leisure Director and Legal Director which detailed the reasons for the suspension of negotiations with the Greenbank Academy with regard to the operation of the Water Sports Centre at Crosby Coastal Park.

RESOLVED: That

(1) the Legal Director advise the Greenbank Academy that the Council does not wish to pursue any further negotiations on the exchange of a lease;

(2) it be noted that the Vice Chair of the Overview and Scrutiny Committee (Performance and Corporate Services) in the absence of the Chair has given his consent under Rule 16 of the Access to Information Procedure Rules and Rule 17 of the Scrutiny Procedure Rules for the key decision to be treated as urgent and not be subject to "call-in" on the basis that the decision cannot be reasonably deferred because the Council are incurring additional costs in securing this new facility, which has remained empty since completion in March 2009.

109. SOUTHPORT COMMERCE PARK – SPECULATIVE OFFICE DEVELOPMENT

Further to Minute No. 39 of the meeting of the Cabinet Member - Regeneration held on 5 August 2009, the Cabinet considered the report of the Strategic Director of Regeneration and Environmental Services on the current position on the development of the Southport Commerce Park by the preferred developer and revised proposals for the delivery of the speculative office development.

Page59 21 Agenda Item 2 CABINET- THURSDAY 6TH AUGUST, 2009

RESOLVED: That

(1) the existing agreement with Blythe's Homes Limited be terminated;

(2) a further detailed report on the proposals for the appointment of an alternative developer be submitted to the Cabinet or the Cabinet Urgent Business Committee if necessary.

Page 6022 Agenda Item 5

REPORT TO: Cabinet

DATE: 3 September 2009

SUBJECT: “Supported Housing Needs” Working Group Report

WARDS AFFECTED: All

REPORT OF: Caroline Elwood Legal Director

CONTACT OFFICER: Debbie Campbell Acting Head Of Overview & Scrutiny

EXEMPT/ No CONFIDENTIAL:

PURPOSE/SUMMARY:

To formally present the report of the Supported Housing Needs Working Group.

REASON WHY DECISION REQUIRED:

The Working Group has made a number of recommendations which require Cabinet approval.

RECOMMENDATION(S):

(1) Elected Members need to have more engagement on issues related to the supported housing needs of vulnerable adults, through gaining knowledge of Supported Housing in their wards, and the needs of vulnerable groups;

(2) A mechanism needs to be introduced to implement and sustain the engagement of Elected Members in issues related to the supported housing needs of vulnerable adults;

(3) An Elected Member should have the role of Champion for the supported housing needs of vulnerable adults. The Champion should have clear objectives and be regularly briefed by people who deal with these issues. Thereby, the Elected Member Champion will always be informed and up-to- date;

(4) The appropriate Overview & Scrutiny Committees should receive regular updates on issues related to the supported housing needs of vulnerable adults, including monitoring reports on the Supporting People action plan;

(5) Appropriate training should be given to all dealing with supported housing needs for vulnerable adults, to ensure they are informed and up-to-date. This would include compulsory mental health training for housing workers;

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(Continued)

(6) Providers of Services should be regularly informed of issues relating to the supported housing needs of vulnerable adults, to ensure they are informed and up-to-date;

(7) Ward Councillors should be regularly informed of issues relating to the supported housing needs of vulnerable adults, to ensure they are informed and up-to-date;

(8) An annual Working Group should be established in the Overview & Scrutiny Work Programme, to ensure updates and new issues/schemes regarding supported housing are dealt with accordingly;

(9) There should be a separate section within the integrated Housing Strategy for vulnerable adults, matching needs analyses with a programme of development to meet those needs;

(10) All members of the Overview and Scrutiny Committee (Health and Social Care) receive training in safeguarding vulnerable adults and mental health issues;

(11) The Working Group on Access to Social Care should consider the routes into supported housing.

KEY DECISION: YES

FORWARD PLAN: YES

IMPLEMENTATION DATE: Immediately following the expiry of the “call-in” period for the Minutes of this meeting

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ALTERNATIVE OPTIONS:

NONE

IMPLICATIONS:

Budget/Policy Framework: NONE

Financial:

2006/ 2007/ 2008/ 2009/ 2007 2008 2009 2010 CAPITAL EXPENDITURE £ £ £ £ Gross Increase in Capital Expenditure Funded by: Sefton Capital Resources Specific Capital Resources REVENUE IMPLICATIONS Gross Increase in Revenue Expenditure Funded by: Sefton funded Resources Funded from External Resources Does the External Funding have an expiry date? Y/N When? How will the service be funded post expiry?

There are no financial implications arising directly out of this report.

Legal: N/A

Risk Assessment: N/A

Asset Management: N/A

CONSULTATION UNDERTAKEN/VIEWS

Overview and Scrutiny Committee (Health & Social Care)

Page 25 Agenda Item 5

CORPORATE OBJECTIVE MONITORING:

Corporate Positive Neutral Negative Objective Impact Impact Impact 1 Creating a Learning Community √ 2 Creating Safe Communities √ 3 Jobs and Prosperity √ 4 Improving Health and Well-Being √ 5 Environmental Sustainability √ 6 Creating Inclusive Communities √ 7 Improving the Quality of Council Services and √ Strengthening local Democracy 8 Children and Young People √

LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT

Outlined in the reference section of the attached report

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BACKGROUND:

At its meeting on 7 April 2009, the Overview and Scrutiny Committee (Health and Social Care), the Committee considered the attached report and referred it, along with a number of recommendations, to the Cabinet for approval.

RECOMMENDATIONS:

The Cabinet is requested to approve the recommendations.

Page 27 This page is intentionally left blank

Page 28 Agenda Item 5

Meeting: OVERVIEW & SCRUTINY COMMITTEE (HEALTH & SOCIAL CARE)

Date of Meeting: 7 APRIL 2009

Title of Report: SUPPORTED HOUSING NEEDS

Report of: C.J. Elwood This report contains Yes No Legal Director CONFIDENTIAL √ Information/ Contact Officer: Janet Borgerson EXEMPT information by (Telephone No.) 0151 934 2176 virtue of paragraph(s)...... √ Of Part 1 of Schedule 12A to the Local Government Act, 1972 (If information is marked exempt, the Public Interest Test must be applied and favour the exclusion of the information from the press and public).

Is the decision on this √ report DELEGATED?

PURPOSE OF REPORT

To formally present the report of the Supported Housing Needs Working Group, prior to being submitted to the Cabinet.

REASON WHY DECISION REQUIRED

The Working Group has made a number of recommendations requiring consideration prior to being forwarded to the Cabinet for further action.

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RECOMMENDATIONS

(1) That the Committee notes the report of the Supported Housing Needs Working Group;

(2) That the Committee supports the recommendations contained within the report; and

(3) That the report be forwarded to the Cabinet Member (Health & Social Care) for consideration and the Cabinet for further consideration.

Corporate Objective Monitoring Corporate Positive Neutral Negative Objective Impact Impact Impact 1. Creating a Learning Community √ 2. Creating Safe Communities √ 3. Jobs and Prosperity √ 4. Improving Health and Well-Being √ 5. Environmental Sustainability √ 6. Creating Inclusive Communities √

7. Improving the Quality of Council Services and √ Strengthening local Democracy 8 Children and Young people √

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Financial Implications

There are no direct financial implications arising out of this report.

Departments/Organisations consulted in the preparation of this Report

• Analysis Intelligence Management, Sefton Council • Business Development Division, Health & Social Care Department, Sefton Council • Central Services Division, Health & Social Care Department, Sefton Council • First Initiatives • Supporting People Division, Health & Social Care Department, Sefton Council

List of Background Papers relied upon in the preparation of this Report

Refer to the reference section of this report.

SEFTON M.B.C.

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THIS PAGE IS INTENTIONALLY LEFT BLANK

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SEFTON COUNCIL

OVERVIEW & SCRUTINY COMMITTEE Health & Social Care

Supported Housing Needs Working Group

REPORT

April 2009

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Contents Page

Foreword ……………………………………………………... 3

Introduction ………………………………………………….. 4-6

Methodology ………………………………………………… 7-8

Findings ……………………………………………………..… 9-19

Conclusions ……………………………………………..…… 20-21

Recommendations …………………………………..……… 22

References …………………………………………….…….. 23

Appendices: Appendix A – Meeting notes of 22 July 2008 …………….. 25-26 Appendix B – Meeting notes of 4 August 2008 …………… 27-28 Appendix C – Meeting notes of 4 September 2008 ……… 29 Appendix D – Meeting notes of 16 October 2008 ………… 31 Appendix E – Meeting notes of 20 November 2008 ……… 33 Appendix F – Ongoing Action Plan ………………………… 35-36 Appendix G – Scoping Exercise …………………………… 37-43

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Foreword

I am really pleased to present this Working Group report for consideration, as I believe the issues raised are of real significance for the local authority and its partners in examining how we support our more vulnerable residents.

The impetus for the Working Group was the poor result of the Supporting People Inspection Report, but the Working Group quickly sought to look at wider supported housing issues for vulnerable people.

The Working Group is satisfied that the action plan for reviewing the issues highlighted in the Audit Commission’s report is robust and fit for purpose. However, we believe that the plan needs to be closely monitored, and that elected members get closed to the issues involved. This conclusion is therefore reflected in the recommendations.

This is a vast and complex subject of which the Working Group has only touched the surface and we believe deserves more in-depth focus. I am very grateful for the interest and efforts displayed by my colleagues, Councillors Clifford and Sylvia Mainey, and their forbearance of my personal approach to this subject. Special thanks go to Janet Borgerson for her organisation of the Working Group and the preparation of the report.

Thanks also goes to all those people who took part in the research carried out by the Supported Housing Needs Working Group, and kindly contributed to the quality information gathered for this report. A warm thanks goes out to staff at Sefton Council, who went out of their way to involve the Working Group in current events and informing Members on local initiatives and policies in place to support the housing needs of vulnerable adults.

A special thanks is extended to those key people who continuously linked into the Working Group with updates on local services, new initiatives and models of good practice to be replicated and mould future strategies. These people have also been invaluable to the research and include Margaret Milne, Lesley McCann and Jim Ohren from the Health & Social Care Department.

Members of the Supported Housing Needs Working Group:

Cllr Paul Paschal Cllr Sylvia Frances Cllr Clifford Anthony Cummins Mainey Mainey (Lead)

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Introduction

Housing is a basic human need. A comfortable home can enable people to feel safe, give them privacy and allow them to spend time with family and friends. However, owing to illness or disability, many people are unable to live independently in their own homes without the care and support of others. For some, the need for high levels of care and support means that they may have to move to some form of supported accommodation.

It is very easy for people starting with disadvantages to slip into deprivation and social exclusion, and the lack of help in finding the right accommodation and ongoing support can be the crunch point. Often, as a result of being able to find and stay in housing that meets their needs, people can regain self-respect and, for those who have been socially excluded, the respect of others in their community. (Office of the Deputy Prime Minister, November 2005). And for many people, one of the most important aspects of having their own home is the independence that it offers.

Much work has already been done to tackle disadvantage and support the most vulnerable adults. For example going back to 2002, the most common living arrangement for adults with severe learning disabilities no longer able to live with their relatives, was a care home. Nationally, about a third of adults with severe learning disabilities known to statutory services, (32%), lived in residential homes, compared with just 12% living in their own tenancies with support (Harker, 2003).

Residential care homes are for adults who are unable to manage living in their own homes, even with the support from home care services. People can stay in residential care homes for a short time (known as respite care), over a longer period or permanently and receive care from staff 24 hours a day.

Social services charge for long-term residential care and assess residents to determine their financial situation and what their financial contribution will be, this will range from a minimum amount to full cost contribution. Local councils are not allowed to operate their own scale when deciding who qualifies for residential care funding. Also, local councils cannot use lack of resources as an excuse for not providing financial assistance with residential care (DoH, October 2001).

However, the government aims to move away from placing vulnerable adults unnecessarily into residential care homes and instead wants to promote independence to those adults who do not need 24-hour support. There are various options available regarding the type of accommodation, which range from living in shared accommodation, also referred to as Houses in Multiple Occupation (HMOs), hostels and solo occupancy or self-owned homes.

Whilst promoting independence and moving away from the traditional housing benefit, the Supporting People grant became available in April 2003. Supported housing covers housing projects that are provided for the benefit of people who need additional support to manage and keep their home. This includes

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accommodation-based support, live-in support for adults who want to live in the wider community, and floating support for adults who can almost live independently in their own home.

Floating Support, which is also funded by the Supporting People grant, is for people who are living in their own home with no support but feel they are at risk of losing their home or not managing with daily life, then a floating support worker can visit each week in a person’s home. The support worker can help with tasks such as sorting out debts, speaking to landlords and accessing other services such as healthcare.

This support stays with a person for as long as they need it, up to a maximum of two years. Floating support is also useful for people who are moving on from supported housing and need a low level of support whilst they settle into their new home and get used to living in a more independent setting.

This Supporting People programme was launched across the United Kingdom by central government, to provide a better quality of life for vulnerable people to live more independently and maintain their tenancies. There is much variety in the types of supported housing available and different types of accommodation to suit different levels of need and this programme provides housing related support to prevent problems that can often lead to hospitalisation, institutional care or homelessness and can help the smooth transition to independent living for those leaving an institutionalised environment (Office of the Deputy Prime Minister, November 2004).

The Supporting People programme provides housing related support services nationally to over 1.2 million of society’s most vulnerable people. Given the importance of this having a local focus, it is delivered at a local level by 150 Administering Authorities (one of which is Sefton Council). This amounts to the commissioning of over 6,000 providers of housing related support, and an estimated 37,000 individual contracts nationally.

The key objectives of the Supporting People programme are to promote the quality of life and independence of vulnerable adults and ensure the planning and development of the services is needs led. Administering Authorities are also expected to work in partnership with probation, health, voluntary sector organisations, housing associations, support agencies and service users.

Central government is taking forward the Supporting People programme to ensure authorities are delivering what is needed in the best way possible. How services are delivered in the local scene is changing rapidly and central government plan to look at the programme in the light of these changes and expect the programme to be fully integrated with local strategies and plans aimed at tackling priorities in the area and improving the quality of life for people in our communities. The expectation is that all services are designed and delivered with a better focus on the service user, which will need central government to install the right framework and flexibilities to allow all of this happen.

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With this in mind, an assessment was recently carried-out on Sefton’s Supporting People programme by the Audit Commission. Although Sefton Council was praised for its strengths in the programme and drivers for improvement, the council was awarded an overall rating of ‘0’ stars from a maximum of 3. This indicated that the council administers a ‘Poor’ Supporting People programme with ‘Uncertain’ prospects for improvement (Audit Commission, March 2008)

Consequently, the Supported Housing Needs Working Group set out to scrutinise the provision of supported housing services and all care provision, and whether these are sufficient for the needs of vulnerable adults in Sefton.

Prior to presenting the findings, the next section outlines the methodology used in conducting the research by the Supported Housing Needs Working Group.

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Methodology

In May 2008, the Overview and Scrutiny Committee – Health and Social Care resolved that a Working Group would be established to investigate the Supported Housing Needs of vulnerable adults (Minute No. 8) and the following Councillors have since been nominated to this Supported Housing Needs Working Group:

Working Group Membership Councillor Paul Cummins (Lead) Councillor Clifford Mainey Councillor Sylvia Mainey

The following Supported Housing Needs Working Group Meetings took place: Tuesday 22 nd July 2008 (meeting notes - Appendix A ) Monday 4 th August 2008 (meeting notes - Appendix B ) Thursday 4 th September 2008 (meeting notes - Appendix C ) Thursday 16 th October 2008 (meeting notes - Appendix D ) Thursday 20 th November 2008 (meeting notes - Appendix E )

These meetings formulated ongoing actions, which were integrated into an ongoing action plan for the Working Group ( Appendix F ).

The Scoping Exercise ( Appendix G ) produced the following Terms of Reference and Key Questions/Statements by the Supported Housing Needs Working Group:

Terms of Reference: Determine whether the provision of supported housing services in Sefton is sufficient for the needs of vulnerable adults

Target Population - vulnerable adults in Sefton that need supported housing. (Exclude solely older people (as too diverse), although an older person may fall into a vulnerable adult category, e.g. mental health, learning disabilities, physical disability etc.)

The key questions/statements from these Terms of Reference were determined as follows:

1. Target Population: a. vulnerable adults, including mental health, drug users, physical disabilities, learning disabilities; b. who have supported housing needs; c. exclude solely elder people, as too diverse, although the categories chosen may well include older people)

2. Determine what supported housing there is in Sefton, including: a. the number of supported houses? b. the number of vulnerable people that each of these supported houses can accommodate, e.g. 1–3 people?

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c. the type of vulnerable adults accommodated in these supported houses?

3. How many organisations have been commissioned to supply/provide accommodation for vulnerable adults with supported housing, and the names of these organisations?

4. In the report published by the Audit Commission, ‘Supporting People Inspection – Sefton Council, March 2008’, page 5 of the report (Summary), point 5 refers to “ 23 services are still below minimum required standards …….”. a. What are these services?

5. Is there a Supported Housing Strategy? a. If ‘yes’, is the strategy/plan efficient enough to address the needs of vulnerable adults requiring supported housing, i.e. there are plans in place, sufficient enough, to support the housing needs for vulnerable adults? b. If ‘no’, what are the problems/issues, including details on any: i. unmet needs? ii. waiting lists? iii. short falls/shortages of housing – needs analysis? iv. sufficient types of housing to suit all types of needs?

6. The amount of funding available to commission supported housing for vulnerable adults, in Sefton, including the specific allocations to different types of housing? And where does the funding come from for this?

7. Who is involved in commissioning supported housing for vulnerable adults?

8. Is there another local authority that has scored better than Sefton Council in the Inspection Report by the Audit Commission?

9. What are the supporting housing needs for vulnerable adults in Sefton?

10. What supporting housing needs provision is there is Sefton?

11. What funding is available for carers in Sefton and is there funding for specific types of care? And where does the funding come from for this?

12. Have the supported housing needs for people who have experienced post- trauma in recent war, e.g. Iraq?

During the process of this review, Members of the Working Group gathered a substantial amount of information from various sources, which are noted in the ‘Reference’ section.

The findings from this research are reported in the next section.

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Findings

This section highlights some key results, in bullet point format, which will help gain a picture of the provision of supported housing services for the needs of vulnerable adults in Sefton.

The target population of vulnerable adults in this research now includes the ‘extra care sheltered housing schemes for older people’, at the request of a witness from Sefton Council. Extra care sheltered housing schemes caters for elderly people who are mentally infirm (EMI) and includes studios, apartments and bungalows – each have their own front door but form their own mini- community, looked after by a scheme manager, in many cases living on the site. This was because this particular group of vulnerable adults was identified as a strategic priority in both the Supporting People Programme and the Housing Strategies (Question/Statement 1). Sheltered housing comes in various forms, including studios, apartments and bungalows – each have their own front door but form their own mini-community, looked after by a scheme manager, in many cases living on the site.

• There are 199 Supporting People Services providing a service to 5,265 clients, with the following breakdown:

Supporting People Service North +/or South Sefton No. Clients being supported by the service Floating Support North 100 Floating Support South 106 Floating Support North + South 321 Supported Housing North 400 Supported Housing South 727 Supported Housing North + South 128 Community Alarms North + South 1036 Older People North + South 2446 (Sefton Council’s written response the Members question 2 in the Key Questions/Statements, October 2008).

To put the above figures into perspective, the total population for Sefton is 280,942 (North is 115,509 and South is 165,433), as per estimated figures for 2006:

North Sefton includes the following wards: • Cambridge (11,857); • Meols (13,085); • Dukes (12,207); • Norwood (14,041); • Kew (12,745); • Birkdale (13,438); • Ainsdale (12,853); • Harington (12,847); and • Ravenmeols (12,436).

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South Sefton includes the following wards: • Manor (13,114); • Blundellsands (11,601); • Victoria (13,913); • Church (11,851); • Linacre (12,459); • Derby (12,860); • Litherland (12,283); • Ford (13,028); • St Oswald (12,313); • Netherton & Orrell (12,482); • Molyneux (13,285); • Sudell (13,337); and • Park (12,905). (Analysis Intelligence Management, Sefton Council).

• Information regarding supported housing outside the Supporting People programme is being gathered (Question/Statement 2).

• Of the Supported Housing Services 1,255 clients, supplied by 42 Services providers across north and south Sefton (refer to above table), the following breakdown highlights the type of accommodations provided to the different groups of clients:

Client Group No. Clients Type of housing Part of provided Borough Alcohol problems 10 Shared or Self- North contained Homeless families with 15 Homeless hostel, B&B North & support needs or other temporary South accommodation Learning Disabilities 137 Shared or Self- North & contained (131) / South Supported Lodgings (6) Learning Shared or Self- North & Disabilities/Mental Health 51 contained South problems Learning Shared or Self- South Disabilities/Physical or 6 contained Sensory disability Mental Health problems 112 Shared or Self- North & contained South Offenders or at risk of 8 Supported Lodgings South offending Shared or Self- Older people with 749 contained (735)/ North & supported needs Sheltered housing for South older people (14) Physical or Sensory 22 Shared or Self- South disability contained

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Single homeless with 36 Shared or Self- South support needs contained Single homeless with 10 Shared or Self- South support needs / Offenders contained or at risk of offending Women at risk of domestic 3 Women’s Refuge South violence Young people at risk 41 Supported Lodgings South Young people at risk / 55 Shared or Self- North & Single homeless with contained / Homeless South supported needs hostel, B&B or other temporary accommodation 1,255 (Health & Social Care, Supported Housing, October 2008)

The Health and Social Care Team have a Service Provider control list, however, the Supporting People Programme does not commission people to provide accommodation for vulnerable adults, only the support service (Sefton Council’s written response the Members question 3 in the Key Questions/Statements, October 2008). The Health & Social Care Team do a Needs Analysis for each client and through this are able to determine the level of support needed including the type of accommodation. If it is determined that a client needs accommodation, then the relevant organisations are informed. Depending of the needs of the client, different organisations are approached as appropriate, e.g. Drugs Action Team provide accommodation for people with drug related problems.

• Floating support is funded by the Supporting People grant. It is for people who are living in their own home with no support but feel they are at risk of losing their home or not managing with daily life, then a floating support worker can visit a person’s home. The support worker can help with tasks such as sorting out debts, speaking to landlords and accessing other services such as healthcare.

• The Supporting People Programme provides Floating Support, which dependent of the need and the level of this need and is allocated as appropriate.

• There is no separate Supported Housing Needs Strategy within Sefton Council.

• If hostels are provided, they are usually only short-term or used for safety until something more suitable is available.

Hostels provide accommodation where people can rent a bed, sometimes a bunk bed in a dormitory and share a bathroom, lounge and sometimes a kitchen. Rooms can be mixed or single-sex, although private rooms may also be available. There is often a distinction between hostels that provide longer term accommodation to specific types of clientèle, where the hostels are

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sometimes run by Housing Associations and charities, and those offering short term accommodation to travellers or backpackers (wikipedia)

• The Health & Social Care Directorate have set up a ‘Move-on’ Panel, which finds accommodation for people classed as high priority. Although the number of clients moving through this panel is fluid at the moment, the Health & Social Care Directorate are going to monitor and firm up the process of monitoring, so it then becomes a more formalised approach.

• The High Priority Move-on panel was established to enable service users living in temporary accommodation to move into independent living with, or without, the continuation of support services, when they are having difficulty moving on and have no need for the service provided in the temporary accommodation. The nature of the individual’s situation is only taken into account if it is relevant to the assessed need for a service required in general needs accommodation. If the individual is not in receipt of a support service then an application can be made to the High Priority Panel coordinator by other professionals such as the mental Health team or a GP - these are only examples and applications that will be accepted from appropriate referrers. If the individual in question requires access to supported housing they can access the Supporting People local directory of services via the councils website, which tells individuals what service is provided, where the services are located and what the referral routes are in to the services.

• Housing and Care/Support Workers need to work more closely integrated with general plans for improving, extending and making most effective use of the local housing stock.

• The housing providers need to have a better understanding of the mental health issues that some people have or when they have slight learning disabilities (therefore requiring low-level support) and can be perceived as having no vulnerabilities and evicted by the landlord owing to lack of understanding of their clients’ mental health conditions.

• If clients have caused problems and their landlords evict them, the Health & Social Care Directorate only become aware of this at a later stage, when it is too late for the Health & Social Care Directorate to intervene and avoid the client being evicted. Some private landlords give tenancies for just 6 months, who are often unsympathetic to vulnerable adults’ needs. Therefore, these types of tenancies are avoided, to prevent evictions of clients.

• The 23 services that the Supporting People Inspection highlighted, as being below the minimum required standards (Audit Commission, March), refers to the quality assessment framework, which was missing one standard and had an impact on obtaining the minimum quality required within one objective out of 6 mandatory objectives. The standard did not directly impact on the quality of the service received by the clients’. All services have now reached their required level (Sefton Council’s written response the Members question 4 in the Key Questions/Statements, October 2008).

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• The Supporting People Strategy is the Council’s plan to address the housing related needs of various client groups. The Supporting People Strategy has, at its core, a Needs Analysis for a range of client groups including vulnerable adults. For example, people with learning disabilities, people who have drug and alcohol problems and people with mental health problems. The Supporting People Strategy has recently been refreshed for the period from 2008 to 2011. This Strategy contains a number of actions, flowing from the Needs Analysis, to address the needs of vulnerable client groups via accommodation based and non-accommodation based support services.

The Supporting People Strategy will adequately and effectively inform future decision-making and commissioning plans. It will be monitored and updated on a regular basis and supplemented by more detailed work in relation to particular client groups (e.g. people with learning disabilities, people with drug and alcohol problems) and also the work taking place at a North West level to detail existing supply, and project current and future levels of need for all vulnerable client groups.

Where there is an additional need for additional provision, this is taken forward through the Council’s enabling work, for example working with Registered Social Landlords to identify suitable sites and submit bids to the Housing Corporation or Department for Communities and Local Government. This activity is part of the Council’s general strategic approach and is enshrined in the priorities of the Housing Strategy, for example to ‘provide affordable and sustainable homes in neighbourhoods where people want to live’, and to ‘enable to live at home independently and improve their health’ (Sefton Council’s written response the Members question 5 in the Key Questions/Statements, October 2008).

• In terms of revenue funding, there is predominantly Supporting People funding commissioned via the Supporting People Commissioning Group. There are be other funding streams from Sefton Council’s Health & Social Care core budget, which in turn may be funded in part by a Central Government grant.

Capital funding for the ‘bricks and mortar’ element of Supported Housing schemes is possible from the Council’s single capital pot, although in practice this is rare, given significant competing pressures on the capital programme. However, a recent example is a contribution of some £200,000 from the housing section of the capital programme towards the refurbishment of the Bosco Society Hostel in Bootle (a hostel for people with substance misuse problems) and this was agreed since it levered in a grant from Central Government coffers of over £1 million, for which the Council was successful in bidding. This use of the Council’s capital resources makes sense, but, mostly, funding for supported housing schemes must be obtained via bidding to the Housing Corporation as described in the response to question 5 (above). An example is support from the Housing Corporation for an Extra Care Scheme in Maghull (for clients with learning disabilities), which the Council helped obtain in partnership with Arena Housing Association and the Parkhaven Trust. Capital funding is not automatic; it is allocated to successful bids made in competition.

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Another funding stream is the Extra Care Housing Fund available via the Department of Health, but, again, this funding is not automatic and is subject to competitive bidding. (Sefton Council’s written response the Members question 6 in the Key Questions/Statements, October 2008)

• Partnership Boards are involved in commissioning supported housing for vulnerable adults and are dependent on the needs of the clients, which are identified via a Needs Analysis completed by a Service Manager. In respect of the Supporting People programme, the commissioner representative would have to bring proposals to the Core Strategy Group and the Commissioning Group to secure funding (Sefton Council’s written response the Members’ question 7 in the Key Questions/Statements, October 2008).

• The results of Sefton and other nearby Councils that have been inspected for their Supporting People programme by the Audit Commission (Question 8 in the Key Questions/Statements, October 2008):

Council Report Date Rating - Rating - Service prospects for improvement Knowsley MBC May 2005 Fair Excellent Lancashire County Council Oct 2005 Fair Promising Liverpool County Council Sept 2007 Fair Excellent Rochdale MBC June 2008 Poor Promising Sefton MBC March 2008 Poor Uncertain Tameside MBC Oct 2007 Excellent Excellent Wigan MBC July 2007 Good Promising Wirral MBC Dec 2008 Good Promising Audit Commission website, January 2009 - www. audit -commission .gov.uk/

• There is a need for both floating support and accommodation based services across a wide number of client groups as listed in the strategy. These may be achieved by remodelling current schemes. Increasing capacity within contracts, commissioning cross authority working expanding provision of floating support, develop new services (Sefton Council’s written response the Members question 9 in the Key Questions/Statements, October 2008).

• Floating support is provided to clients in north and south Sefton by thirteen Service Providers to the following primary client groups: Primary Client Group No. Units Offender or people at risk of offending 56 People with mental health problems 60 Older people with mental health problems 50 Older people with support needs 220 Single homeless with support needs 50 People with physical or sensory disability 7 Generic 85 Total Units 528 (Health & Social Care, Floating Support, October 2008)

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• Funding available in Sefton (Sefton Council’s written response the Members question 11 in the Key Questions/Statements, October 2008).

− The Adults allocation for carers included in the Council’s Area Based Grant for 2008-09 was £1,137,600; − Funding is available for Carers through the Department of Work and Pensions; − Carers allowance is paid at £50.55 per week for those carers who spend at least 35 hours per week looking after a person who receives ‘Disability Living Allowance Care Component at the middle or higher rate’ or ‘Attendance Allowance at any rate’ − A claim for Carers Allowance could also lead to other means tested benefits such as Housing/Council Tax Benefit, Income Support or Guaranteed Pension Credit. But as these are means tested entitlement, dependent upon the individual’s age, circumstances and income.

• The supported housing needs for people who have experienced post- traumatic stress in recent wars, has not been identified as a particular need in Sefton and does not form part of the Strategy. However, if there were referrals, they would go to the Move-on Panel after all normal access routes to had been exhausted.

• Concern regarding ageing parents of disabled children who provide the care and housing without asking for support from social care. These vulnerable disabled children develop into adults with parents that either become too ill or die and therefore not able to care for their disabled children. These disabled children then become vulnerable adults and come to the attention of authorities at a late stage. There need to be clear mechanisms in place that can highlight cases such as this, so planning can occur for these vulnerable adults including respite care.

• First Initiatives is a voluntary organisation with charitable status and provides person-centred support to people with mental health issues and learning disabilities. They own twenty-five properties and support 150 clients plus a school with two units. Some of the issues encountered by this organisation include: − Group Tenancies/ Houses in Multiple Occupation (HMOs) - This type of housing is difficult to obtain when an individual is bidding. Some vulnerable adults prefer to live on their own, yet at the same time feel as though they are part of a community. Need to think about how vulnerable adults relationships are built-on when living independently. − Home Search - a website that has a choice based approach to allocating social housing and aims to give people more choice in deciding where they want to live. People register an interest to a specific property on the web and make a bid for this property if their application has been accepted onto the Council’s housing register. This service will help resolve the problem of single people bidding for HMOs. − Vulnerable Adults - some vulnerable adults do not meet the eligibility criteria.

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− Fear of certain service user groups - people living in the surrounding areas to the people in supported housing, can fear certain types of vulnerable adults and make complaints or cause resistance from community groups. − Housing Panels also called the ‘Move-on Panel’ used by vulnerable adults considered as high priority. Some groups use a separate process. Some vulnerable adults may view other vulnerable adults as being treated better. − Affordable Housing – the concern of how to role this out to people with learning disabilities. − External Partnerships – Partnerships with Liverpool and Knowsley and so on, and the reconfiguration of services when reviewing the whole region. − Private Sector/Partnerships – there are no shareholder in a charity such as New Directions and any surplus cash goes back into the charity, whereas private organisations have shareholders who get any profits made by the organisation. − Choice of Accommodation/Areas – concern of how to encourage and facilitate choice based on needs versus the area of preferred choice. − Decreasing Housing Stock – some tenants have the ‘right-to-buy’ and therefore this decreases the housing stock. − Anti-Social Behaviour – some housing becomes a target and attracts anti-social behaviour. The concern is how to manage this. (First Initiatives, November 2008)

• The Audit Commission assessed Sefton Council as providing a ‘poor’, no-star programme that has ‘uncertain’ prospects for improvement. Their judgement was based on the following evidence (Audit Commission, March 2008):

The Programme was assessed as ‘Poor’ due to the following weaknesses: − there is very limited focus on outcomes for service users; − governance of the programme has failed to develop an appropriate focus on strategic objectives, to prioritise them and to put in place systems to ensure their delivery; − there is very limited user engagement and some groups are not represented. Feedback from service users is not routinely sought and acted upon; − the five-year strategy lacks comprehensive needs analysis or commitments to better meet the needs of vulnerable people; − neither the strategy nor the comprehensive needs analysis that it recommends have yet been refreshed; − at the time of inspection in year 5 of the programme the Council still contracted with twenty three services that do not meet minimum Quality Assessment Framework (QAF) standards; − there has been insufficient focus on improvement. Service reviews only assessed providers to level C of the QAF, and there has been insufficient emphasis on improvement beyond this; − the Council has failed to undertake accreditation work until very recently, and steady state contracts have still not been issued. The draft contract fails to establish medium term confidence among providers;

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− the workplan aligned to the strategy and subsequent team plans have not been routinely monitored by accountable groups and slippage has not been identified and challenged; − no value for money targets have been set following completion of service reviews; and − access to services is confusing and in some cases complicated and inconsistent across the borough.

The Programme had ‘uncertain’ prospects for improvement due to the following: − despite a clear vision for the development of the Supporting People programme there has been only modest achievement of those aims; − although a strategic needs assessment is being undertaken conclusions for all service user groups are not yet available, and it is not clear how the information will be used to update the five-year strategy; − there has been limited commissioning activity. Services are largely the same in nature and scope as when the programme commenced, choice for service users has not been improved; − performance management is seriously lacking with little evidence of appropriate challenge at governance or operational levels; − commissioning plans have not been developed; and − project management disciplines are lacking and serve to decrease certainty that initiatives will be thoroughly implemented to time, with clear expectations and outcomes measures.

Although extremely disappointed with the overall rating of the inspection the Council accepted the recommendations made in the report and have used them to develop a detailed improvement plan. The recommendations made by the Audit Commission are as follows:

(1) Improve arrangements to involve service users and to ensure that improved outcomes for service users are prioritised by: − developing with service users and providers appropriate measures of improved outcomes; − surveying satisfaction levels across services, using this information in contract monitoring and to drive improvement; − effectively engaging carers, advocacy groups and the voluntary sector to enable them to influence the development of the programme; − measuring the difference made for service users and using this routinely at appropriate levels including the Commissioning Body to assess contract and programme performance; and − ensuring that steady state contracts enhance the focus on outcomes for service users and that robust monitoring arrangements are applied to all contracts. The expected benefits of this recommendation are: − better connection of the programme with service users needs; and − ensuring improvements are focused on the things that matter most to service users.

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The implementation of this recommendation will have high impact with low costs. This should be implemented within six months of publication of this report (September 2008).

(2) Improve the delivery of key strategy priorities by: − updating the five-year strategy with comprehensive needs analysis information and more clearly referencing how the council aims to address gaps in service provision; − comprehensively reviewing performance monitoring and reporting for the programme ensuring that appropriate information is available to the right people and groups to ensure delivery and appropriate challenge; − issuing steady state contracts that will lead to enhance services, improved focus upon outcomes for service users and maintain stability and confidence in the provider market; − ensuring that move on arrangements are formalised, monitored and routinely reviewed and that this results in improved access to appropriate accommodation; − introduce project management disciplines that improve the prospect of delivery of the programme’s initiatives within agreed timescales and with clear expectations and outcomes measures; − introducing structured approaches to capture learning throughout the programme and using this to improve; − developing and maintaining forward work plans covering at least 12 months ahead for the Commissioning Body and Core Strategy Group; − routinely reviewing the roles of formal groups including their outputs and establish clear and complementary roles for each; − ensuring that political engagement with the programme is enhanced by routine and appropriate update reports that indicate the progress made in delivering key priorities; and − developing a medium-term commissioning and financial plan for the programme that identifies key programme savings planned as well as how commissioning will address priority needs. The expected benefits of this recommendation are: − improved certainty that plans can be delivered; − improved monitoring of delivery at appropriate levels; and − better integration of actions with strategies. The implementation of this recommendation will have high impact with medium costs. This should be implemented within six months of the publication of the inspection report (September 2008).

(3) Improve access to services and service quality by: − introducing clear, consistent and reliable access arrangements through Council offices to housing support services; − introducing routine reality testing of access to services and linked improvement arrangements monitored by governance groups; − introducing firm arrangements for dealing with provider services that do not meet minimum service standards with appropriate incentives for improvement where necessary;

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− introducing a structured approach to improving quality beyond minimum QAF standards including target setting and monitoring of achievement; and − reviewing how complaints are handled and introducing improvements that ensure robust recording, monitoring, reporting and learning. The expected benefits of this recommendation are: − reliable access to services for vulnerable people; − provider services that as a minimum achieve level C of the QAF and which are supported to improve to higher standards; and − routine learning from complaints linked to continuous improvement.

The implementation of this recommendation will have high impact with low costs. This should be implemented within six months of publication of the inspection report (September 2008).

(4) Improve value for money by: − introducing a clearer and agreed methodology for assessing value for − money. Using this to inform contract negotiations with providers prior to − issue of steady state contracts; − introducing value targets that are monitored to ensure their delivery; and − introducing outcomes measures for the programme and reporting to ensure that the administration of the programme is challenged in terms of efficiency and effectiveness. The expected benefits of this recommendation are: − delivery of value improvements; − better understanding of value assessments and how providers can improve value; and − team resources that are well directed to programme priorities. The implementation of this recommendation will have high impact with low costs. This should be implemented within six months of the publication of the inspection report (September 2008).

Many of the issues raised in the report started to be addressed 12 months prior to the inspection taking place. The collection of information to refresh the 5-year strategy commenced in November 2006 to enable the strategy to be relaunched in 2008.

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Conclusions

It is evident from the findings within this report that the there are some barriers to making improvements to the supported housing needs of vulnerable adults in Sefton.

The Working Group discussed the key findings, documentation and notes from various discussions with the Health & Social Care Directorate and external organisation, and developed a number of fundamental recommendations that would strengthen the Supporting People programme and the provision of supported housing services to meet the needs of vulnerable adults in Sefton.

These recommendations included communication and training of the appropriate people. For example regular updates on improvements made within the Supporting People programme and provision of these services, to ensure people are informed and up-to-date of related events within Sefton. This could include training, regular updates, annual Working Groups being established by the appropriate Overview & Scrutiny Committees to monitor the progress, having more engagement by Elected Members and Ward Councillors. In order to achieve this, mechanisms need to be put in place to ensure these are successfully implemented and maintained.

The Office of the Deputy Prime Minister (November, 2005) does suggest that Elected Members need to ensure corporate support for the Supporting People programme and within this they should ensure that:- • The Supporting People programme is well integrated into local plans for housing, social care, education, employment and regeneration; • Connections are made between Supporting People programme and other local programmes (both those delivered by the authority and others more broadly); and • Supporting People programme should become part of the mainstream of council activity.

This could be achieved by having Member(s) acting as champion(s) for the programme to ensure it is recognised within the authority, including by partners and the general public. Publicly acknowledging and valuing the programme will assist officers in making and maintaining effective working relationships with commissioning partners and providers.

Through their local ward knowledge, Elected Members could have a key role in informing a making the case for services for vulnerable people and in feeding back experiences of people who use the services. To make this fully inclusive, the experiences of not only existing service users but also those who are denied services, perhaps due to gaps in service provision or because of tenure restrictions of legacy services.

Clear arrangements would then need to be established between the Administering Authority (Sefton Council) and the Commissioning Group, to allow Elected Members to feed their knowledge, including local political perspectives, into Commissioning Group deliberations.

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Elected Members may also wish to develop partnership arrangements with Board Members of NHS Sefton (the Primary Care Trust) and Probation in order to strengthen and consolidate the partnership arrangements established through the Commissioning Group. They may also wish to put in place a similar arrangement to support cross-authority partnership working. (The Office of the Deputy Prime Minister, November, 2005).

Bearing these thoughts in mind, the Members of the Working Group formed eleven recommendations, which are highlighted in the next section ‘Recommendations’.

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Recommendations

R1 Elected Members need to have more engagement on issues related to the supported housing needs of vulnerable adults, through gaining knowledge of Supported Housing in their wards, and the needs of vulnerable groups.

R2 A mechanism needs to be introduced to implement and sustain the engagement of Elected Members in issues related to the supported housing needs of vulnerable adults.

R3 An Elected Member should have the role of Champion for the supported housing needs of vulnerable adults. The Champion should have clear objectives and be regularly briefed by people who deal with these issues. Thereby, the Elected Member Champion will always be informed and up-to-date.

R4 The appropriate Overview & Scrutiny Committees should receive regular updates on issues related to the supported housing needs of vulnerable adults, including monitoring reports on the Supporting People action plan.

R5 Appropriate training should be given to all dealing with supported housing needs for vulnerable adults, to ensure they are informed and up- to-date. This would include compulsory mental health training for housing workers.

R6 Providers of Services should be regularly informed of issues relating to the supported housing needs of vulnerable adults, to ensure they are informed and up-to-date.

R7 Ward Councillors should be regularly informed of issues relating to the supported housing needs of vulnerable adults, to ensure they are informed and up-to-date.

R8 An annual Working Group should be established in the Overview & Scrutiny Work Programme, to ensure updates and new issues/schemes regarding supported housing are dealt with accordingly.

R9 There should be a separate Housing Strategy for vulnerable adults, matching needs analyses with a programme of development to meet those needs.

R10 There should be compulsory training in safeguarding vulnerable adults and in mental health issues for all members of the Overview and Scrutiny Committee (Health and Social Care).

R11 The Working on Access to Social Care should consider the routes into supported housing.

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References

Audit Commission, Housing – Response to inspection report - Supporting People – Sefton Council , March 2008.

Audit Commission, Supporting People Inspection Report – Sefton Council , March 2008.

Barker C, Milburn B, Wallis A, Lunt A, Sefton’s Draft Revised Housing Strategy Report to Scrutiny & Review , January 2008.

Department of Health, Residential Care, housing, care and support schemes and Supporting People , October 2001

Department of Health (DoH), Valuing People , 2001.

First Initiative-written response, November 2008.

Harker M, Housing Option, 2004

Health & Social Care, Floating Support, October 2008

Health & Social Care, Supported Housing, October 2008

Health & Social Care Directorate, Written responses to the Working Groups key questions/statements , October 2008.

Office of the Deputy Prime Minister, Creating Sustainable Communities: Supporting Independence Consultation on a Strategy for the Supporting People Programme , November 2005.

Office of the Deputy Prime Minister, What is Supporting People? , November 2004.

Sefton Council (Health & Social Care), ‘Transforming Social Care 2008-2011’ Presentation , May 2008.

Sefton Council, ‘Housing Strategy 2007 to 2012’ Consultation Draft , May 2008.

Sefton Council/Sefton Primary Care Trust/National Probation Service/Supporting People, Sefton Supporting People Five-year Strategy Refresh for the period 2008-2011 , August 2008.

Sefton Council/Sefton Primary Care Trust/National Probation Service/Supporting People, Sefton Supporting People Five-year Strategy Refresh for the period 2008-2011- Executive Summary , August 2008. www. audit -commission .gov.uk/ http://en.wikipedia.org/wiki/Hostel

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Page 56 Agenda Item 5 APPENDIX A

‘SUPPORTED HOUSING NEEDS’ WORKING GROUP

MEETING HELD ON TUESDAY 22 JULY 2008, 5:00 P.M. ASSEMBLY HALL, BOOTLE TOWN HALL

Present: Councillors Cummins (Lead), C Mainey and S Mainey.

Also Present: Janet Borgerson, Overview & Scrutiny Officer

The following notes reflect, in brief bullet point format, the discussions that took place at the meeting:

• Scoping Exercise, which included: o Terms of Reference/Objectives; o initial methods of enquiry; o draft timescale; o officer support

Action Plan from meeting

• Invite Sefton CVS Health & Social CoOrdinator to meeting for input and knowledge to the review. Action by Janet Borgerson

• Type draft Scoping Exercise. Action by Janet Borgerson

• Commence initial research, by approaching witnesses. Action by Janet Borgerson

Next meetings

Next meetings of the Working Group:

Date: Monday, 4 August 08 Time: 5:30 p.m. (food and refreshments available 5 p.m. onwards) Venue: Churchtown Room, Southport Town Hall and

Date: Thursday, 4 September 08 Time: 5:00 p.m. (food and refreshments available 4:30 p.m. onwards) Venue: Bar Lounge, Bootle Town Hall

Page 57 25 Agenda Item 5 APPENDIX A

Background Information for Working Group:

Rationale: Outcomes of the Supporting People Inspection. Related Corporate Objective: No.12, Improve the quality of service users and carers. Deadline: September 2008. Related Committee: Overview & Scrutiny – Health and Social Care

Page 58 26 Agenda Item 5 APPENDIX B

‘SUPPORTED HOUSING NEEDS’ WORKING GROUP

MEETING HELD ON MONDAY 4 AUGUST 2008, 5:30 P.M. CHURCHTOWN ROOM, SOUTHPORT TOWN HALL

Present: Councillors Cummins (Lead), C Mainey and S Mainey.

Also Present: Ruth Whitworth (RW), Health & Social Care Coordinator, Sefton CVS Janet Borgerson (JB), Overview & Scrutiny Officer

The following notes reflect, in brief bullet point format, the discussions that took place at the meeting:

• Notes from previous Meeting – 22 July 2008, including the draft Scoping Exercise.

• JB meeting with Margaret Milne, 1 August 08. Members were given supporting documentation.

• Working Group Ongoing Action Plan

• The WG will focus on ‘key aspects’ that determines whether the provision of supported housing services in Sefton is efficient for the needs of vulnerable adults, this will include determining: o any gaps in the provision of services presently being delivered to people with supported housing needs; o the potential of people not being identified as a vulnerable adult with supported housing needs; o how people access these services and whether these are sufficient; o how often people are reviewed (to adjust floating services, if necessary); o the eligibility criteria to receive supported housing o the different levels of support provided, their definitions and range of support included within each level; and o focus on small residential care homes and people living on own accommodation, for example with Outreach Worker Care; o include all supported housing in Sefton, not just that within Supporting People Programme.

• Future meetings will involve speaking with Providers of Supported Housing services and Service Users.

• Next Meeting: Date: Thursday, 4 September 08 Time: 5:00 p.m. (food and refreshments available 4:30 p.m. onwards)

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Venue: Bar Lounge, Bootle Town Hall

Action Plan from meeting

• Invite the following people to the next meeting: o Margaret Milne, Principal Manager, Sefton MBC o Bob McConnell, Head of Central Services, Sefton MBC o Lesley McCann, Supporting People Manager, Sefton MBC o Jim Ohren, Principal Housing Officer (Strategy), Sefton MBC Action by Janet Borgerson

• RW to inform JB of any input into the scoping document, as appropriate. Action by Ruth Whitworth and Janet Borgerson

• Determine the concept ‘unit’ for example as referred to in the Supporting People 5-year strategy. Action by Janet Borgerson

Next meetings

Date: Thursday, 4 September 08 Time: 5:00 p.m. (food and refreshments available 4:30 p.m. onwards) Venue: Bar Lounge, Bootle Town Hall

Further dates for the Working Group will be organised at this meeting.

Background Information for Working Group:

Page 60 28 Agenda Item 5 APPENDIX C

‘SUPPORTED HOUSING NEEDS’ WORKING GROUP

MEETING HELD ON THURSDAY 4 SEPTEMBER 2008, 5:00 P.M. BAR LOUNGE, BOOTLE TOWN HALL

Present: Councillors Cummins (Lead), C Mainey and S Mainey.

Also Present: Ruth Whitworth (RW), Health & Social Care Coordinator, Sefton CVS Margaret Milne (MM), Principal Manager, Sefton MBC Lesley McCann (LM), Supporting People Manager, Sefton MBC Bob McConnell (BM), Head of Central Services, Sefton MBC Jim Ohren (JO), Principal Housing Officer (Strategy), Sefton MBC Janet Borgerson (JB), Overview & Scrutiny Officer

The following notes reflect, in brief bullet point format, the discussions that took place at the meeting:

• Councillor Cummins (Lead) referred to the terms of reference of the working group and key questions raised by Members of the Working Group to date.

• Officers of Sefton Council introduced their roles and potential links to information they could access/supply for this Working Group.

• Officers were introduced to the draft scoping document and identified further areas where they could supply information for the purpose of this Working Group.

• Action Plan:

1) Officers to be supplied with copy of draft scoping document (action by JB); and

2) Officers to review the list of questions raised by Members in the draft scoping document, and bring relevant information to the next meeting (action by MM, LM, BM and JO)

• Next Meeting: Date: Thursday, 16 October 08 Time: 5:00 p.m. (food and refreshments available 4:30 p.m. onwards) Venue: Assembly Room, Bootle Town Hall

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Page 62 30 Agenda Item 5 APPENDIX D

‘SUPPORTED HOUSING NEEDS’ WORKING GROUP

MEETING HELD ON THURSDAY 16 OCTOBER 2008, 5:00 P.M. ASSEMBLY ROOM, BOOTLE TOWN HALL

Present: Councillors Cummins (Lead), C Mainey and S Mainey.

Also Present: Margaret Milne (MM), Principal Manager, Sefton MBC Lesley McCann (LM), Supporting People Manager, Sefton MBC Jim Ohren (JO), Principal Housing Officer (Strategy), Sefton MBC Janet Borgerson (JB), Overview & Scrutiny Officer

Apologies: Ruth Whitworth, Health & Social Care Coordinator, Sefton CVS

The following notes reflect, in brief bullet point format, the discussions that took place at the meeting: • The following documentation was presented by the Officers: - ‘Floating Support’ spreadsheet; - ‘Supported Housing’ spreadsheet; - ‘Community Alarms HIA’ spreadsheet; - Older People’ spreadsheet; and - Typed answers to each of the key questions raised by the Members at previous meeting. • Each key question was covered separately and Officers gave verbal explanations to back up their typed answers. • The following recommendation emerged and supported by Members: - Training for appropriate people to improve their understanding of ‘Choice Based Letting’, including the support for Vulnerable Adults to complete documentation, and One Vision Housing and their use of the scheme. • The potential for future invites to the Working Group to provide evidence: - Social landlord representative; - Mersey Care NHS Trust - Choice Based Letting

Action Plan: 1) To think about the key barriers and hurdles to making progress for Supported Housing Needs, including NHS Commissioning (action by All); and 2) To invite key officers from the ‘Core Strategic Group’. LM offered to invite 3 Support Providers who specialised in excluded groups and older people (action by LM).

Next Meeting: Date: Thursday, 20 th November 2008 Time: 5 p.m. (food and refreshments available 4:30 p.m. onwards) Venue: Committee Room, Bootle Town Hall

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Page 64 32 Agenda Item 5 APPENDIX E

‘SUPPORTED HOUSING NEEDS’ WORKING GROUP

MEETING HELD ON THURSDAY 20 NOVEMBER 2008, 5:00 P.M. COMMITTEE ROOM, BOOTLE TOWN HALL

Present: Councillors Cummins (Lead) and C Mainey.

Also Present: Andrew Bowskill (AB), Director, First Initiatives Margaret Milne (MM), Principal Manager, Sefton MBC Lesley McCann (LM), Supporting People Manager, Sefton MBC Jim Ohren (JO), Principal Housing Officer (Strategy), Sefton MBC Janet Borgerson (JB), Overview & Scrutiny Officer

Apologies: Councillor S Mainey

The following notes reflect, in brief bullet point format, the discussions that took place at the meeting:

• Andrew Bowskill (AB), Director of First Initiatives introduced himself and his work role. • Councillor Cummins introduced AB to the Working Group and its remit and the reason for AB attending this meeting – Provider perspective on Supported Housing Needs and to gather information on their involvement. • AB informed Members of ‘Accommodation Issues’ from his typed notes (hand-out), which generated discussion. • Members discussed potential recommendations. • Documents circulated at the meeting: - ‘Older People bulletin’ – the magazine for housing with care and support, November 08, Issue No. 219. Circulated by MM. - ‘Accommodation Issues’. Circulated by AB

Action Plan: 1) Draft report (action by JB).

Next Meeting: Date: Not planned Time: Not planned Venue: Not planned

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Page 66 34 APPENDIX F SUPPORTED HOUSING NEEDS ‘WORKING GROUP’ ONGOING ACTION PLAN FROM MEETINGS Action Plan Date Date Comments Created Implemented 1 Invite Sefton CVS Health & Social Coordinator to 22/7/08 23/7/08 Ruth Whitworth will attend WG meeting on 4 meeting for input and knowledge to the review (JB) Aug 08. Also attended 4/9. 2 Type draft Scoping Exercise (JB) 22/7/08 31/7/08 and Cllr Cummins responded to say they’re fine 10/10/08 (31/7/08). More focused Terms of Reference, which encompassed all the key questions raised. 3 Commence initial research, by approaching witnesses 22/7/08 1/8/08 JB meeting with Margaret Milne to explore (JB) questions raised in WG initial meeting on 22/7/08. Refer to meeting notes of 1/8/08 4 Provide Members of the Working Group with Executive 1/8/08 1/8/08 Neil Watson will provide. Summary version of ‘Sefton Supporting People Five-year JB emailed Neil Watson 1/8, as not in until Page 67 Strategy Refresh for the period 2008-2011’ (JB) 4/8. 5 Obtain copy of the full version of the ‘Sefton Supporting 1/8/08 14/10/08 Executive Summary already given 1/8/08. People Five-year Strategy Refresh for the period 2008- 2011’, released week commencing 18 August 2008. Will be loaded onto intranet (JB) 5a Has a needs analysis been done and the needs of 1/8/08 4/9/08 and Refer to Action 5 Sefton for Supported Housing are reflected in the report: 14/10/08 ‘Sefton Supporting People Five-year Strategy Refresh for the period 2008-2011’ (JB) Agenda Item5 6 Obtain copy of Supported Housing Strategy. Jim Ohren 1/8/08 1/8/08 JB email Jim Ohren on 1/8 and he has will provide (JB) referred the request for Neil Watson to supply to JB. 7 Confirm whether Members would like Margaret Milne to 1/8/08 4/8/08 If Members want MM to attend, JB to confirm attend September WG meeting (JB). with MM’s PA Gillian Ralph. 7a Members of WG asked if they would like to be made 1/8/08 4/8/08 Refer to Action 7 aware of ‘Assistive Technology’. MM can provide this information (JB).

35 APPENDIX F Agenda Item5 SUPPORTED HOUSING NEEDS ‘WORKING GROUP’ ONGOING ACTION PLAN FROM MEETINGS 8 Find out the amount of funding available, through the 1/8/08 4/8/08 JB to find out or Shirley Barker to attend Carers Grant, which provides funding for carers in meeting? Sefton. Shirley Barker can provide this information (JB). 9 Invite the following people to the next meeting: (JB) 4/8/08 5/8/08 Margaret, Bob and Lesley have confirmed Margaret Milne, Principal Manager, Sefton MBC their attendance at 4 Sept meeting. Jim Bob McConnell, Head of Central Services, Sefton MBC Ohren’s PA has confirmed his availability (as Lesley McCann, Supporting People Manager, Sefton he’s on leave at time of call), therefore he MBC should also attend. Jim Ohren, Principal Housing Officer (Strategy), Sefton MBC

10 RW to inform JB of any input into the scoping document, 4/8/08 5/8/08 Feedback from Ruth, relayed to Members of Page 68 as appropriate (RW&JB) Working Group via email on 6/8/08.

11 Determine the concept ‘unit’ for example as referred to in 4/8/08 5/8/08 and I asked Lesley McCann and depending on the Supporting People 5-year strategy (JB) 4/9/08 the context, it can refer to a person or a room. We can get more distinction of this at the meeting they attend on 4 Sept 08. 12 Officers to be supplied with copy of draft scoping 4/9/08 5/9/08 JB sent to MM, LM, BM and JO by email. document (action by JB); and 13 Officers to review the list of questions raised by Members 4/9/08 16/10/08 Proposed to commence evidence collection in the draft scoping document, and bring relevant at WG meeting on 16/10/08. information to the next meeting (action by MM, LM, BM and JO) 14 To think about the key barriers and hurdles to making 16/10/08 20/11/08 Information prepared and presented at progress for Supported Housing Needs, including NHS meeting on 20/11/08. Commissioning (action by All); 15 To invite key officers from the ‘Core Strategic Group’. LM 16/10/08 20/11/08 Andrew Bowskill (AB), Director, First offered to invite 3 Support Providers who specialised in Initiatives attended the meeting on 20/11/08 excluded groups and older people (action by LM). and provided key information.

36 Agenda Item 5 APPENDIX G

SEFTON COUNCIL

SCOPING EXERCISE

Page 69 37 Agenda Item 5 APPENDIX G MEMBERSHIP

Councillors:- Cummins (Lead) T Jones C Mainey S Mainey

TERMS OF REFERENCE Clear well thought out Terms of Reference and Objectives are required

Determine whether the provision of supported housing services in Sefton is sufficient for the needs of vulnerable adults

Key Questions/Statements:

3. How many organisations have been commissioned to supply/provide accommodation for vulnerable adults with supported housing, and the names of these organisations?

Page 70 38 Agenda Item 5 APPENDIX G

TER MS OF REFERENCE (continued) Clear well thought out Terms of Reference and Objectives are required

7. Who is involved in commissioning supported housing for vulnerable adults?

8. Is there another local authority that has scored better than Sefton Council in the Inspection Report by the Audit Commission?

9. What are the supporting housing needs for vulnerable adults in Sefton?

10. What supporting housing needs provision is there is Sefton?

11. What funding is available for carers in Sefton and is there funding for specific types of care? And where does the funding come from for this?

12. Have the supported housing needs for people who have experienced post-trauma in recent war, e.g. Iraq?

Page 71 39 Agenda Item 5 APPENDIX G

METHODS OF ENQUIRY Investigative techniques/site visits

• Interview witnesses with closed and open questioning. Witnesses to include: o Officers o Providers o Service Users

• Allocate appropriate supporting documentation.

TIMESCALES Planning Chart

Completion – December 2008

OFFICER SUPPORT Named Officers / witnesses

(1) Margaret Milne, Principal Manager, Sefton MBC

(2) Peter Pattenden, Head of Adult Services, Sefton MBC

(3) Bob McConnell, Head of Central Services, Sefton MBC

(4) Lesley McCann, Supporting People Manager, Sefton MBC

(5) Jim Ohren, Principal Housing Officer (Strategy), Sefton MBC

OTHERS WHO WILL BE INVOLVED Residents, stakeholders, tenants, other public sector organisations to call as witnesses etc. or consult etc.

(1) Ruth Whitworth, Health & Social Care CoOrdinator, Sefton CVS (2) Service Users (3) Service Providers

ARRANGEMENTS FOR REPORTING TO CABINET/COUNCIL Timetable of committees, link into the planning chart, type of report/minute

Final report will be submitted to Cabinet on completion.

Page 72 40 Agenda Item 5 APPENDIX G

Annex 2 PLANNING CHART

The Planning Chart is an example of the way reviews could/should be planned. It is recommended that realistic time frames in which to carry out tasks should be considered including possible delays for public holidays and Council business. Effective planning suggests that more planning time be built into the chart.

Activity Aug Sept Oct Nov Dec Jan

Planning

Consider Document

Witnesses

Site Visits

Initial Findings

Draft Report

O&S Cttee Considers

Submit to Cabinet

Page 73 41 Agenda Item 5 APPENDIX G

Ten Step Process Flow Chart

Committee agrees Working Group membership and appoints Chair.

Working Group complete scoping document determining terms of reference & timetable.

Working Group submit scoping paperwork to Scrutiny Committee for approval.

Background research undertaken and evidence collected.

Working Group meet to determine questions they wish to ask witnesses.

Working Group make any necessary visits & additional evidence obtained.

Witness hearings take place & responses written up by support officer.

Working Group review headings for the final report.

Working Group and support officer draft final recommendations and approve final report.

Scrutiny Committee receives final report and recommendations and how they should be taken forward.

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Scrutiny and Review Process

MONITOR & CONSULT REVIEW

AGREE RECOMMEND ANNUAL WORKPLAN

COLLECT INFO AND SELECT ASSESS ITEM FOR REVIEW AGREE TERMS OF REFERENCE AND SCOPE

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Page 76 Agenda Item 6

REPORT TO: Cabinet Council DATE: 3 September 2009

SUBJECT: Elected Members Media Guidelines

WARDS All AFFECTED:

REPORT OF: Assistant Chief Executive (Legal Director) (Communications)

CONTACT Craig Galloway Caroline Elwood OFFICER: 0151 934 2721 0151 934 2032

EXEMPT / No CONFIDENTIAL:

PURPOSE / SUMMARY:

To seek approval for a set of media guidelines governing the Council’s work with the media.

REASON WHY DECISION REQUIRED:

The Standards Committee and subsequently Full Council requested that the Assistant Chief Executive (Communications) produce a protocol to assist Members to deal with queries from the media and to organise training sessions on the protocol in due course.

RECOMMENDATION(S):

1. That Cabinet endorses the content of the Guidelines.

2. That the Council adopt the Elected Members Media Guidelines.

KEY DECISION: No

FORWARD PLAN: No

IMPLEMENTATION DATE: Following the Council meeting

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ALTERNATIVE OPTIONS:

To continue with the current arrangements.

IMPLICATIONS:

Budget / Policy Framework: Not applicable

Financial: Not applicable

2006/ 2007/ 2008/ 2009/ 2007 2008 2009 2010 CAPITAL EXPENDITURE £ £ £ £ Gross Increase in Capital Expenditure Funded by: Sefton Capital Resources Specific Capital Resources REVENUE IMPLICATIONS Gross Increase in Revenue Expenditure Funded by: Sefton funded Resources Funded from External Resources Does the External Funding have an expiry When? date? Y/N How will the service be funded post expiry?

Legal: The guidelines comply with the Constitution of the Council, Code of Recommended Practice on Local Authority Publicity, Local Government Act 2000, LgiU Guide to Local Authority Publicity.

Risk Assessment: Not applicable

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Asset Management: Not applicable

CONSULTATION UNDERTAKEN / VIEWS

Chief Executive, Legal Director and comparable Metropolitan Authorities / County Councils Overview and Scrutiny Management Board.

CORPORATE OBJECTIVE MONITORING:

Corporate Positive Neutral Negative Objective Impact Impact Impact 1 Creating a Learning Community √ 2 Creating Safe Communities √ 3 Jobs and Prosperity √ 4 Improving Health and Well-Being √ 5 Environmental Sustainability √ 6 Creating Inclusive Communities √ 7 Improving the Quality of Council √ Services and Strengthening local Democracy 8 Children and Young People √

LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT

Sefton Council Constitution, Code of Recommended Practice on Local Authority Publicity, Local Government Act 2000, LgiU Guide to Local Authority Publicity.

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1.0 BACKGROUND

1.1 Following a number of issues arising from Elected Members dealing with the media and subsequent discussions at the Standards Committee, it was felt that there is a general lack of understanding about media relations and the protocols surrounding them.

1.2 To this end the Standards Committee and subsequently Full Council requested that a local protocol, which would assist Members in dealing with the media, be drawn up.

1.3 Consultation was undertaken with the three Leaders to better understand and explore potential solutions to the difficulties previously encountered and to set out how the Council’s media relations will operate within the framework of the Council Constitution.

1.4 These discussions were particularly useful in highlighting a number of areas for inclusion in the document, where it was felt that there could be a lack of understanding. The original draft document was presented to the Standards Committee on 22 nd January 2009 when members resolved:-

That the draft protocol be revised to provide clear guidance to members in bullet format on the following issues:-

• Who could say what and when? • What information on green paper is confidential? • When does it become public? • Who is allowed to comment on green paper items and in what context? • Commenting during call-in periods • Portfolio consultation

That the revised protocol be submitted to the three Political Groups and the Overview & Scrutiny Management Board for comments before submission to the next meeting of this Committee, the Cabinet and then Council for approval.

1.5 The guidelines revised at Annex A set out how the Council’s media relations operate and clarify the roles and responsibilities of Elected Members.

1.6 Research was carried out into what other Metropolitan Authorities and County Councils were doing in this area and the suggested guidelines are in line with the outcomes of this exercise.

1.7 The revised guidelines have been circulated to the three Political Groups and was considered by the Overview & Scrutiny Management Board at its meeting on the 23 rd June 2009, the Standards Committee on 16 th July 2009 and Cabinet Member (Performance & Governance) 8 th July 2009.

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1.8 At the last meeting of the Cabinet on 6 th August 2009 the matter was deferred pending final comments. The amended draft is now approved at Annex A for Members approval at both Cabinet and Council.

1.9 Members have asked for clarity around the need for definitive knowledge around when the minute is actually published. It should be noted that the “Modern Gov” software system has the facility to send out e-mail alerts and the Committee Administration Section are in the process of implementing this option by the end of September 2009.

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Page 82 Agenda Item 6

ANNEX A

ELECTED MEMBERS MEDIA GUIDELINES

1.0 INTRODUCTION

Sefton MBC is committed to providing a comprehensive flow of information through a range of access channels to ensure:

• Continued public awareness of the services provided by the authority and the functions it performs. • Advance and ongoing publicity on matters of public interest. • Those affected by the Council’s decisions, policies and priorities are given information to understand them and to have a real and informed say about them. • Where appropriate, official statements will be issued by the Corporate Communications Team in the Council’s standard format as soon as reasonably practicable after the decision has been made and Ward members of relevant Wards will be informed.

The Standards Committee requested that a protocol be developed to provide guidance to members on media issues to include:

• Who can say what and when? • What information on green paper is confidential and when does it become public? • Who is allowed to comment on green paper items and in what context? • Commenting during Call-in periods.

It is important to note that the guidelines do not seek to prevent or limit councillors’ ability to deal with the media. They are designed primarily to give clear guidance on the issuing of official media statements and matters relating to confidential items.

2.0 WHO CAN SAY WHAT AND WHEN?

2.1 Responsibility for issuing Official Media Releases

This section deals with the issuing of the official media statements. (The accredited statement made on behalf of the corporate body.) It is recognised that individual councillors may also want to comment on such matters and this protocol does not preclude them from doing so. However, it should be made clear in what capacity he/she is speaking (e.g. as a ward member, in a personal capacity or on behalf of a party group).

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Cabinet

• The official Media statements on Cabinet decisions will be made by the appropriate cabinet member (or their deputy), the leader or deputy leaders of the council or issued on behalf of the entire cabinet. • Official interviews on Cabinet decisions will be given by the appropriate cabinet member, their deputy or the Council’s leader/deputy leaders. • All official media releases will be issued by the Corporate Communications team in the Council’s standard format.

Overview and Scrutiny

• Official Media statements and interviews on Overview and Scrutiny matters will be made by the relevant chair or vice chair. • Where a report is released by a working group of an Overview and Scrutiny committee, media statements will be the responsibility of the lead Member. • All official Overview and Scrutiny media releases will be issued by the Corporate Communications team in the Council’s standard format.

Full Council

• The Leader of the Council or the Deputy Leaders will make the official media statements on policy and other matters, which are the remit of full council. • Media enquiries on such matters will be referred to the leader/deputy leaders.

2.2 Political Groups Press Releases

Corporate Communications has no involvement with political groups press releases, as these are a matter for the individual parties. It is up to each group who will issue releases on their behalf. Accordingly, if a press officer receives an enquiry based on a press release sent out by a political group they will refer the journalist or reporter to the Group Leader, Deputy Leader or the elected member who has issued the release for a response. However, for clarification purposes they will give answers to purely factual questions.

The work of individual councillors is recognised as an important part of the Council’s community leadership role. However, Councillors should note:

• Each local group/party has its own guidelines for dealing with the media and publicity. • Whist it is legitimate for the Council to publicise local issues, the Council will not involve itself in any publicity, which ‘personalises’ such issues and therefore appears to be designed to affect support for a political party.

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2.3 Elected Members and Media Contact

If a Member is contacted by, or contacts, the media on an issue the existing approved Member/Officer Protocol states that he/she should:

• Indicate in what capacity he/she is speaking (eg as a spokesperson on Committees/Cabinet Member meetings, as a Ward Member, in a personal capacity, as a Cabinet Member, on behalf of the Council, or on behalf of a Party Group). • Be sure of what he/she wants to say or not to say. • If necessary, and particularly when he/she would like a press release to be issued, seek assistance from the Council’s Press Office and/or relevant senior Officer, except in relation to a statement which is Party political in nature. • Consider the likely consequences for the Council of his/her statement (eg a commitment to a particular course of action, image, allegations of jumping to conclusions). • Never give a commitment in relation to matters which may be subject to claims from third parties and/or likely to be a legal/insurance matter. • Consider whether to consult other relevant Members.

3. DEALING WITH CONFIDENTIAL AND EXEMPT REPORTS - GREEN PAPER

• Reports made on green paper contain exempt information ie information contained within the report has met the criteria as set out in the schedule 12A of the Local Government Act 1972. Accordingly, the public may be excluded from the meeting during consideration of these items.

• The report itself, the information contained within the report and any discussions undertaken in the meeting once the public have been excluded should be regarded as strictly confidential and must not be disclosed.

• The minute of the meeting, and only the minute, is the official public record. All other information and discussions remain confidential and do not become public information. An official media statement may be prepared and issued.

• Councillors, if required, can comment or quote upon the minute making it clear in what capacity he/she is speaking.

• The model Code of Conduct for Elected Members requires that you do not disclose information of a confidential nature except in a very small number of exceptional circumstances, which are referred to paragraph 4 of the Code (ie. you have consent / you are required by law to disclose / you are disclosing to a 3rd party to obtain professional advice / the disclosure is reasonable, made in good faith and in compliance with the reasonable requirements of the Authority).

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4. COMMENTING DURING CALL-IN PERIODS.

• If the report is an executive decision (ie Cabinet or Cabinet Members committees) the call-in procedure is relevant and enables Councillors to call-in and Overview and Scrutiny Committees to review the decision.

• This means that the decision does not come into full force until after the expiry of the call-in period (five working days after the publication of the decision). This is the same for both confidential and non-confidential reports.

• If during the call-in period a councillor decides to make a comment on the published minute they should make it clear that the minutes are subject to call- in and if this happens the decision could change.

• After the expiry of the call-in period, the Minutes can be relied on as a definitive public record and members can comment on what is reproduced in the Minutes.

5.0 ADVICE, HELP AND GUIDANCE FROM THE MEDIA TEAM

• Underpinning all aspects of this protocol is the general principle, detailed in government legislation, that the council will not involve itself in any publicity which appears to be designed to affect public support for a political party.

• The Leader/Deputy Leaders, Cabinet and members of the Overview and Scrutiny committees will be given relevant support and advice to enable them to play a pro-active role in presenting issues to the media, explaining their work and managing controversial issues covered by the media.

• The Leader and Deputy Leaders will be supported in making the best use of the media to promote his or her special role as ambassador for the Council.

• Where the media team are asked to draft media releases or letters on behalf of Cabinet, Cabinet Members or Overview and Scrutiny committees, such releases/letters will be of a factual nature and will contain nothing that could be construed as politically motivated or biased.

• Special rules apply during Elections and Referendums for candidates and politicians directly involved in the Election. Specialist advice is issued and available from the Media Team during these periods.

AUGUST 2009

Page 86 Agenda Item 7

REPORT TO: Overview & Scrutiny (Performance & Corporate Services) Cabinet Council

DATE: 1 September 2009 3 September 2009 3 September 2009

SUBJECT: Changes to Executive Arrangements – Leader or Elected Mayor for Sefton : Consultation Process

WARDS All AFFECTED:

REPORT OF: Caroline Elwood Legal Director

CONTACT Caroline Elwood 0151 934 2032 OFFICER:

EXEMPT / No CONFIDENTIAL:

PURPOSE / SUMMARY:

To report to Members on the outcome of the Council’s consultation process as a result of the requirement to review the Council’s governance arrangements and to move to either a directly elected mayor and cabinet or alternatively a new style leader and cabinet.

REASON WHY DECISION REQUIRED:

Section 33E of the Local Government and Public Involvement in Health Act 2007 requires the Council to take reasonable steps to consult on this issue.

RECOMMENDATION(S):

1. That Members note the report and the responses received as a result of the public consultation exercise.

2. That subject to any comments or recommendations from Overview & Scrutiny (Performance and Corporate Services) and Cabinet, the Council determines that the proposals for a new Constitution should be based on the new style Leader and Cabinet model.

3. That a further report be brought to Cabinet on 1 st October 2009 and Council on 22 nd October 2009 setting out the necessary changes to the Council’s Constitution.

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KEY DECISION: Yes

FORWARD PLAN: Yes

IMPLEMENTATION DATE: May 2010

ALTERNATIVE OPTIONS:

There is a statutory requirement to consult on the two new options for governance and to review the Council’s current arrangements.

IMPLICATIONS:

Budget / Policy Framework: Council must determine the form of governance

Financial: Any financial implications will be dependent upon the final structure to be adopted.

2006/ 2007/ 2008/ 2009/ 2007 2008 2009 2010 CAPITAL EXPENDITURE £ £ £ £ Gross Increase in Capital Expenditure Funded by: Sefton Capital Resources Specific Capital Resources REVENUE IMPLICATIONS Gross Increase in Revenue Expenditure Funded by: Sefton funded Resources Funded from External Resources Does the External Funding have an expiry When? date? Y/N How will the service be funded post expiry?

Page 88 2 Agenda Item 7

Legal: There is a statutory requirement under the Local Government and Public Involvement in Health Act 2007 to move to a new form of governance.

Risk Assessment: The formal resolution must be passed by 31 st December 2009 or the Council runs the risk of government intervention.

Asset Management: Not applicable

CONSULTATION UNDERTAKEN / VIEWS

Consultation exercise 8 th June 2009 – 14 August 2009

CORPORATE OBJECTIVE MONITORING:

Corporate Positive Neutral Negative Objective Impact Impact Impact 1 Creating a Learning Community √ 2 Creating Safe Communities √ 3 Jobs and Prosperity √ 4 Improving Health and Well-Being √ 5 Environmental Sustainability √ 6 Creating Inclusive Communities √ 7 Improving the Quality of Council √ Services and Strengthening local Democracy 8 Children and Young People √

LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT

Local Government and Public Involvement in Health Act 2007

Page 89 3 Agenda Item 7

1.0 BACKGROUND:

1.1 The Local Government and Public Involvement in Health Act 2007 requires the Council to review its governance arrangements and move to either a directly elected mayor and cabinet or a new style leader and cabinet. The Act requires the Council to undertake reasonable steps to consult local government electors and other interested persons within the Authority’s area before drawing up for proposals to change its governance arrangements. The change may only be made by a resolution within the “permitted resolution period”, which for Sefton Council must be before 31 st December 2009. The intention would be to allow any changes to be introduced immediately after the May Elections in 2010.

2.0 New Style Leader and Cabinet Executive

2.1 The Council currently has a leader and cabinet executive model. The leader is elected by the Council on an annual basis each May and he or she is chosen from amongst existing Councillors and is traditionally also the leader of the largest Political Group on the Council. The Council as a whole also appoints the nine other Cabinet Members and agrees what their portfolio or areas of responsibility will be. All three Political Parties are represented on the Cabinet on a proportionate basis. Under the 2007 Act there is a new requirement that the leader will be elected for a fixed term of four years and will choose and appoint to his or her own Cabinet. The current arrangements within Sefton for the Council itself to make these appointments at each Annual Council would therefore be removed.

2.2 The legislation does allow the Council to make provision in its Constitution to remove the leader by resolution, although these provisions are subject to regulations due to be enacted by the Secretary of State which may require, for example, a council resolution to remove the leader to be passed by a minimum number or a proportion of Members present and voting.

3.0 Mayor and Cabinet Executive

3.1 The alternative form of executive arrangements is for the Council to hold Elections for a directly elected mayor who would again hold office for a term of four years. The mayor would appoint his/her own Cabinet and allocate all executive functions. As the mayor had been directly elected there would be no option for the Council to remove him or her during their period of office.

3.2 Where a directly elected mayor leads the Council he or she may carry out ceremonial functions or the Council may decide to keep the ceremonial mayor as well. If they do he or she would normally have a new title since the directly elected mayor would hold the form of title “mayor”. To date twelve Council areas have a directly elected mayor (Bedford, Doncaster, Hackney, Hartlepool, Lewisham, Mansfield, Middlesborough, North Tyneside, Stoke on

Page 90 4 Agenda Item 7

Trent, Torbay and Watford). Of the twelve current mayors some are from Political Parties and others are independent.

4.0 Referendum

4.1 Although the Council is required to take reasonable steps to consult upon its proposed new arrangements there is no requirement to hold a referendum since the Council’s current arrangements were not approved by a referendum, although it may have chosen to do so as part of its approved consultation process. Alternatively the Council may also be required to hold a governance referendum on proposals for a move to a mayor and cabinet executive either by virtue of being petitioned by local people or directed or ordered to do so by the Secretary of State. The current threshold to trigger a governance review is 5% of local government electors for the Council area concerned. As an example in the case of Sefton with approximately 209,500 electors, 10,475 signatures would be required to trigger a referendum. The government has recently consulted on whether to reduce or vary this threshold and also whether to allow e-petitioning.

5.0 Consultation on New Arrangements

5.1 The arrangements for consultation we formally approved by the Cabinet Member for Performance and Governance, Cabinet and Overview & Scrutiny (Performance and Corporate Services) Committee at their meetings in March 2009.

5.2 The consultation process ran from 8 th June – 14 th August 2009 as follows:-

• Area Committees – reports were taken to all Area Committees during the consultation period explaining the consultation arrangements.

• Borough Partnership – a report was taken to the Sefton Borough Partnership Board at its meeting on the 10 th June 2009

• Website – information was placed on the Council’s website with appropriate links for additional information

• Public Notice – formal notice was placed within newspapers circulating in the area indicating the start of the consultation process

• Press Release – information was provided to local newspapers

• Local Libraries/One Stop Shops – leaflets and hard copy information was provided to libraries, one stop shops and civic buildings throughout the consultation period for those residents without access to the Council’s website

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• Council Tax Bills – information was sent out with all council tax bills in March 2009

5.3 During the consultation period a total of fourteen responses were received through the website. A further six responses were emailed and the Council received two letters. Three consultees requested additional information which was provided as far as possible. This related primarily to the costs likely to be incurred under either system, a better understanding of the different options in terms of decision making and safeguards, Information was also sought about referendums.

5.4 Caution needs to be exercised in view of the low response rate when set against the size of the electorate. Nevertheless the majority of consultees favour a new style leader and cabinet system as opposed to a directly elected mayor and cabinet executive.

A summary of the comments received are set out at Appendix A .

5.5 Having considered the submissions the Governance Review Working Group considers that of the two options available that the most appropriate form of executive would be to move to a new style Leader and Cabinet.

6.0 Proposals

6.1 At the conclusion of the consultation period the Council must determine whether it wishes to move to a new style leader and cabinet system or a directly elected mayor and cabinet and draw up proposals to make a change in its governance arrangements. In drawing up the proposals the Council must consider the extent to which the proposals would be likely to help in securing continuous improvement in the way in which its functions are exercised, having regard to a combination of economy, efficiency and effectiveness.

6.2 After drawing up proposals the Council must ensure copies of the proposals are available at their principal office for inspection by members of the public at all reasonable times and also to publish in one or more newspapers circulated within the area a public notice stating that the Authority has drawn up proposals for changes in its governance arrangements and specifying where copies of the detailed proposals can be inspected. A further report will therefore need to be brought to Cabinet on 1 st October 2009 and Council on 22 nd October 2009 setting out the necessary changes to the Constitution and for approval of the proposals for the new form of governance. The proposals should include a timetable with respect to the implementation of the proposals and details of any necessary transitional arrangements.

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7.0 Summary

7.1 Both of the proposed new models are designed to promote strong, visible leadership. A mayor would be a directly elected figure with a popular mandate whilst the leader would have the strength and support of a Full Council. The government’s view is that the Councils need governance models that readily deliver strategic leadership, accountability and effective and efficient decision taking. The government recognises that the directly elected mayoral model can readily deliver this. It also recognises that the governance models, where there is an indirectly council leader can equally deliver these outcomes, and that this should be a choice that the local community can make.

7.2 Having taken into account the outcome of the consultation process Members of the Governance Review Working Group consider that, of the two options available, the most appropriate form of executive would be to move to a new style Leader and Cabinet. Accordingly the Group recommends to Overview & Scrutiny (Performance and Corporate Services) and Cabinet that the Council, at its meeting on the 3 rd September 2009, should determine that proposals for a new Constitution should be based on the new style Leader and Cabinet model.

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Page 94 APPENDIX A CONSULTATION RESPONSES

METHOD INITIALS & COMMENT LEADER & MAYOR & AREA OF SEFTON CABINET CABINET ONLINE 52787 RC – Formby We would like Sefton MBC to have a Council Leader and Cabinet X

52762 PC – Bootle Having a Mayor, and taking into account of what constraints and X limitations in the powers of elected mayors, deputy mayors and local authority members throughout the country. I find this is a timely occasion to raise this issue. I would like to see direct discussion on how and in what manner Sefton Council intends the

Page 95 directly elected mayor to operate. I would also like to understand how the mayoralty of Sefton will work. What sort of legislation is it proposed to introduce? I presume there will be legislation, because if there is not, there will be no changes in the powers. I, like many others are in no doubt, and would enthusiastically support the position of directly elected mayor, but it must be a position of power. It must be a position that has real authority associated with it. Otherwise, it simply grafts a post onto the existing weak system of local government. We now have a good

opportunity to debate these issues and give Sefton’s constituents Agenda Item7 the opportunity to elect whom ever puts themselves or is nominated for Mayor I believe the current situation only allows for the 3 political parties to swap the mayors role on an ad-hoc basis annually and it is seen as a weaker role to play within the political debate(s) in chamber. Being a Mayor currently takes a Cllr out of the frontline debates and his role as a Cllr is weakened With real husting events and open meeting whereby “anyone” has an opportunity to put themselves forward is needed. There is no reason why the political parties cannot nominate a sitting Cllr Agenda Item7

METHOD INITIALS & COMMENT LEADER & MAYOR & AREA OF SEFTON CABINET CABINET alongside an individual. I want to see an elected Mayor and look forward to further inclusion in all further proposals and/or recommendations

51511 ST – Southport In these days of mistrust in all politicians a Business person would X be a god send to local government. After viewing what other elected Mayors are doing including the one who wishes to get rid of 42 Councillors to save over £800k I think we should have an Elected mayor of Sefton because the Council and Councillors cannot make Sefton work. Is this “Consultation” real or has the decision been made already?”

Page 96 51180 TS – Formby Although I feel the present system has its flaws it is accountable to X a degree. I would be worried about a mayoral system as the power in the hands of one individual would be excessive and risk too much playing of a media politics game. If you wish to make this more useful can councillors voting/decisions/input be made public so voters can make choices about who has served them best. This may be readily available but it is not easy for me to find in this somewhat clunky website.

49794 JM – Maghull I feel that the elected mayor model would be more expensive to X administer and less responsive to the Council’s make-up. It is likely that Sefton will often be a “hung” Council and the present system, I believe, serves that model well fostering a reasonable degree of compromise. The new options seem to insist on fixed 4 year terms of office which is, in my view, a retrograde step but if that is the only option I still think that the leader and cabinet approach is preferable to the elected mayor option

METHOD INITIALS & COMMENT LEADER & MAYOR & AREA OF SEFTON CABINET CABINET 49571 MS – Crosby I favour the public electing a mayor as a way of encouraging higher X voting turn-outs and important decisions being made outside of party preferences,

49556 PR – Crosby The mayor should be directly elected by the people of Sefton under X a system of proportional representation.

49500 AP – Formby In the information I have so far found there is a lack of evidence X based information which could assist any choice or comment and as most people will not have experience of an Elected Mayor / cabinet approach and little direct experience of the other possible choice any views expressed are likely to be emotional or politically

Page 97 driven. To help me make informed comment can you say: 1. What are the expected differences in cost between the current system and the two proposed systems? 2. What the expected advantages and disadvantages of the two systems in terms of speed, cost and quality of the decisions/actions made under each regime? 3. What is the justification for implementing either? (For example, Quality of Governance regardless of additional cost).

The lack of evidence based information about the Agenda Item7 advantages/disadvantages/costs/benefits of each approach which has been available to voters will mean that any response to the consultation is likely to be emotional rather than rational and I have made the point in other correspondence. Nevertheless my uninformed view is that a leader/cabinet based system would be 53025 AP - Formby more appropriate to Sefton and cost less than the alternative. In view of my comments about available information I intend to seek your views on the results of the consultation when you have had time to assess it. Agenda Item7

METHOD INITIALS & COMMENT LEADER & MAYOR & AREA OF SEFTON CABINET CABINET

49497 ID – Bootle Elected Mayor, this would give the opportunity to the electorate to X select a Mayor on merit and avoid the election of a criminal mayor such as John Walker, and take away the old boys network thus giving more credibility to the process and trust of the people of Sefton. It would create a peoples mayor rather than a whose in whose pocket mayor and regain public confidence in the system. 49386 DS – Bootle I do not think an elected mayor is a good idea given that there is X always such a small turnout for local elections within Sefton. Additionally, I do not think it justifies the extra cost. Having a leader of the council, already elected by the populous, is sufficient.

Page 98 49373 AT – Southport I don’t think we should change to an elected mayor because I think X that the current system works fine.

49297 DW – Litherland Why try to fix something which is not broken? The existing X arrangement has work so KEEP IT

49293 MK – Bootle I believe that the current process of electing a leader is the best X option. To elect a Mayor would be costly and time consuming and would impose someone upon the authority for four years without any sort of mechanism to remove them if they prove to be unsuitable/incapable of doing the job.

49700 DP – Southport Keep the present arrangements. X

METHOD INITIALS & COMMENT LEADER & MAYOR & AREA OF SEFTON CABINET CABINET EMAIL DJM This household would be strongly against the proposal. It would be X JDM yet another layer of politicians, with all the attendant hype, and infighting. The present system isn’t broken. Don’t fix it.

DJ – Formby I am responding to your note in the leaflet ”Information for Council X Tax Payers” enclosed with the council tax bill for 2009/10 received today. I am strongly against the appointment of an Elected Mayor. It is wrong to concentrate too much power in the hands of one person. The potential for perverse or improper actions is too great. There is little enough real democracy/accountability at local authority level already. Accountability of an elected mayor (and

Page 99 through him or her to officials) to the electorate may be appealing in theory, but in practice would be too difficult to have any effect on day to day issues. Accountability of a Leader to a body of councillors would in my view be more effective and open to legitimate political party influences – depending of course on the quality of the councillors.

JB – Lydiate Although the existing system seems to have worked reasonably X well I am aware that there have been problems from time to time when the political parties have indulged in “party games”. It might Agenda Item7 well be worth giving the elected mayor a try. At least this would allow local people the opportunity to cast their vote in that election and to feel that they are having a say in choosing the occupant of such an important position. Of course, we have to accept that the turnout for all elections in this country is pathetic but people couldn’t then say that they did not have the chance to make a choice. It might also help to curtail some of the above-mentioned “games”.

Agenda Item7

METHOD INITIALS & COMMENT LEADER & MAYOR & AREA OF SEFTON CABINET CABINET AT How can this be called a consultation when we have two choices only, for neither of which have the costs or benefits been set out? My option is for the least cost – which is it? I realise that the options themselves are not under local government control but why on earth are we fixing it – is it broken?

CB - Maghull Please register my husbands and my preference to have an X GB elected Mayor: which seems to be more democratic and less likely to be open to corruption than the councillors electing their own Mayor.

Page 100 AP - Southport By chance I picked up a leaflet at the library and I have X just found out that major changes are proposed to the structure of the council. Nobody I have spoken to is aware of these changes or that they are being consulted upon. In no way can it be said that Reasonable Steps have been taken to consult the electorate. No leaflets or papers covering this issue have been delivered to households. Local newspapers have contained no advertisements of the proposals. There has been no debate in local newspapers over the issue. There have been no advertised public meetings arranged. The starting point for the consultation now closing was not advertised. There appears to be no opportunity for the electorate to vote upon the proposals. The whole exercise is being pushed through in an undemocratic and part clandestine way to stifle public comment.

I believe it is wrong for the leader of the council to be elected for 4 years by other councillors. The electorate should be given the opportunity to elect a mayor who would not have allegiance to any one party and who could appoint a cabinet based upon ability and

METHOD INITIALS & COMMENT LEADER & MAYOR & AREA OF SEFTON CABINET CABINET not jobs for the boys. An elected mayor would be more in touch with the electorate and give them greater voice over controversial issues, like the proposed the Culture Centre. Councillors will not vote to relinquish their current powers to allow us to have a mayor, so it would be wrong to give them the final decision, turkeys don’t vote for Xmas. Only a single day referendum giving each member of the electorate a box to tick on the available options would be acceptable for such an important decision.

I would like your response to all the issues I have raised.

Page 101 LETTER

ST- Southport We note that Sefton Council are having a public consultation to ascertain our views on whether the council is run for a 4 year term by a directly elected mayor (as in London) or a leader elected by councillors from the pool of 66 councillors. Whilst leaning towards the proposal of a democratically elected Mayor by the residents of eluctant to the Sefton MBC area, The Southport Party are very r

commit to public opinion without knowing who the eventual person Agenda Item7 would be, where he/she would be from, and what good they would be for Southport in such a large diverse borough.

We feel there should be a referendum called by the council on such an important matter, with a precise understandable explanation of what the choices are, and what we have now.

We are reluctant to give an opinion because we feel Southport residents were badly let down and misled the last time a so called big change in the way Southport is governed was proposed when Agenda Item7

METHOD INITIALS & COMMENT LEADER & MAYOR & AREA OF SEFTON CABINET CABINET we had councillors in 2003.

At that time, we and the residents of Southport were persuaded to vote in an expensive referendum, for the choice of a Single Area Sub-Committee for our town by Sefton promises that it would lead to more autonomy, funding and decentralisation of services for Southport (The other alternative was for a parish/town council still under Sefton.)

What we have had over the last six years has been nothing but a combined, less democratic, less pleasant version of the previous Page 102 four smaller Southport area committees, with the same Lib Dem chairperson every year, with none of the promises kept, in fact there has been more, not less centralisation to Bootle; we believe the 2003 referendum was an expensive sham, and has led to total lack of trust.

Whilst not on the table (sadly) we would have no hesitation in supporting a publicly elected Mayor for Southport, an accountable Mayor, who could both lead the council, and carry out ceremonial duties with the help of a deputy, an influential and perhaps independent Mayor Southport can be proud of.

Agenda Item 8

REPORT TO: Cabinet Audit & Governance Committee

DATE: 3 September 2009 30 September 2009

SUBJECT: Treasury Management 2009/10 – Draft CIPFA Treasury Management Code

WARDS AFFECTED: All

REPORT OF: Paul Edwards Finance Director

CONTACT OFFICER: Lynton Green 0151 934 4096

EXEMPT/CONFIDENTIAL: No

PURPOSE/SUMMARY:

To inform members of the likely changes to be made to the Treasury Management Code this autumn, and how the Council is incorporating them into its Treasury Management policies and procedures.

REASON WHY DECISION REQUIRED:

To comply with the requirements of the Council’s Treasury Management Policy Statement.

RECOMMENDATION(S):

Cabinet is requested to : 1. Note the proposed changes to the Revised Treasury Management Code of Practice; and 2. Support the draft response to be sent to CIPFA on the Revised Code.

Audit & Governance Committee is requested to note and comment on the report.

KEY DECISION: No

FORWARD PLAN: No

IMPLEMENTATION DATE: Following the expiry of the ‘call-in’ period for the minutes of this meeting.

Page 103 Agenda Item 8

ALTERNATIVE OPTIONS: This report is put before Cabinet in order to comply with the Treasury Management Policy and Strategy document 2009/10 that was approved by Cabinet in February 2009.

IMPLICATIONS:

Budget/Policy Framework: Compliance with the changes will enable the Council to secure the most favourable terms for raising funds, maximise returns on investments whilst at all time minimising the level of risk to which it is exposed.

Financial: There are no additional financial implications as a result of the report.

2009/ 2010/ 2011/ 2012/ 2010 2011 2012 2013 CAPITAL EXPENDITURE £ £ £ £ Gross Increase in Capital Expenditure ------Funded by: ------Sefton Capital Resources ------Specific Capital Resources ------REVENUE IMPLICATIONS Gross Increase in Revenue ------Expenditure Funded by: Sefton funded Resources ------Funded from External Resources ------Does the External Funding have an expiry date? When? Y/N

Legal: None.

Risk Assessment: Compliance with the Policy and Strategy Documents minimise the level of risk to which the Council is exposed.

Asset Management: None.

Page 104 Agenda Item 8

CONSULTATION UNDERTAKEN/VIEWS

Discussion with the Council’s Treasury Management Advisor – Sector Treasury Services.

CORPORATE OBJECTIVE MONITORING:

Corporate Positive Neutral Negative Objective Impact Impact Impact 1 Creating a Learning Community √ 2 Creating Safe Communities √ 3 Jobs and Prosperity √ 4 Improving Health and Well-Being √ 5 Environmental Sustainability √ 6 Creating Inclusive Communities √ 7 Improving the Quality of Council √ Services and Strengthening local Democracy 8 Children and Young People √

LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT

None.

Page 105 Agenda Item 8

1. BACKGROUND

1.1. The collapse of the Icelandic Banks and the worsening state of the world economy resulted in the Chartered Institute of Public Finance and Accountancy (CIPFA) issuing interim advice to local authorities on treasury management practices in March 2009. However, this represented advice only; formal guidance under legislation of the Code is required via the approval of a Revised Treasury Management Code of Practice by CIPFA.

1.2. The outcome of the Audit Commission and the Communities and Local Government Select Committee, on Treasury Management in Local Authorities, did not suggest that the current system was fundamentally flawed but recommended a number of improvements. CIPFA issued draft Revised Code for Treasury Management in August and are seeking views on the changes proposed. This report highlights the suggested changes and identifies the response that the Council has made, or intends to make to implement them.

1.3. It is likely that following the period of consultation (ending 18 September) the key changes will be incorporated into the revised CIPFA Code to be published in the autumn.

2. KEY CHANGES TO THE CODE OF PRACTICE

2.1. The key changes to the Code are concerned with the improvement of the scrutiny roles by Members, improved training and more regular reporting. In addition, the use additional measures to determine the soundness of a financial institution (other than “credit ratings”) should be used. Officers have reviewed the changes and are in agreement with the improvements suggested. It is proposed that a response along these lines will be sent to CIPFA.

2.2. With regard to the individual improvements suggested, the following table identifies the Council’s current position / proposed response to implement the anticipated changes.

The key changes to the Code are Sefton Councils’ current position / as follows: draft response

There is a need to enhance the role The Council has already introduced a of scrutiny of the treasury greater element of scrutiny into the management strategies and process via the regular reporting of procedures. It will be a public body’s treasury management performance / responsibility to identify an issues to Audit and Governance appropriate body or individual to have Committee as well as Cabinet. In responsibility for the scrutiny function addition, regular reports will be which may be a committee such as presented to the Cabinet Member for the audit committee. Corporate Services.

Page 106 Agenda Item 8

The key changes to the Code are Sefton Councils’ current position / as follows: draft response

Currently the Treasury Management The process to consider and approve Strategy must be approved by the Treasury Management Policy and Council and is typically done as part Strategy will continue. The Cabinet of the approval of the budget. The will initially review the strategy with revised code will allow for the Council formally approving it on approval of the Treasury behalf of the Authority. However, in Management Strategy by a relevant order to separate this procedure from committee, and the decision to the budget process, it is suggested approve it must be reported to that the annual Treasury council. This ensures that treasury Management Strategy will be management is considered away considered at an earlier date in the from the focus of the budget. calendar than budget setting meeting (i.e. January).

The revised code will require training Officers are currently arranging to be available to relevant Council treasury management training members with responsibility for sessions for Members to be carried Treasury Management. out by our external treasury management consultants, Sector. The training should be provided to. the Audit and Governance Committee, Corporate Services Members and appropriate Members of the Council – yet to be agreed. Training / information sessions have already been provided by officers to the Audit and Governance Committee and Corporate Services Members.

The current code requires approval of The Council has in previous years the Treasury Management Strategy, provided end of year performance and an end of financial year report reports. For 2009/10, quarterly detailing the operational activity operational reports have been throughout the year. The revised introduced, reporting to Cabinet and code will also introduce the Audit and Governance. requirement for an interim operational report.

Page 107 Agenda Item 8

The key changes to the Code are Sefton Councils’ current position / as follows: draft response

The emphasis that organisations The Authority’s approach to selection should not solely rely on credit of a suitable counterparty with which ratings when choosing a to place investments involves credit counterparty, but should use all ratings, but also involves available market information. • Credit default swap data • Background research using such tools as the internet • Discussion with our treasury consultants as to the suitability of the counterparty • Discussion with the Finance and Information Services Director, and the Senior Assistant Finance and Information Services Director, as to any proposed investment.

A sound diversification policy will The existing Treasury Management include country, sector and group Strategy includes restrictions on limits. organisations where investments can be made and places limits on the maximum amount that can be invested in any one Institution / Group. In addition, the current counterparty list only allows investments in organisations where the Country rating is “AAA”, i.e. the highest available category.

Clarification that officers involved in All officers of the treasury treasury management must follow the management team are fully aware of treasury management policies and the policies and procedures to be procedures. followed. The treasury management function is also subject to annual review by Internal Audit.

Page 108 Agenda Item 8

3. RECOMMENDATIONS

3.1. Cabinet is requested to:

i) Note the proposed changes to the Revised Treasury Management Code of Practice; and

ii Support the draft response to be sent to CIPFA on the Revised Code.

Audit & Governance Committee is requested to note and comment on the report.

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Page 110 Agenda Item 9

REPORT TO: CABINET MEMBER, CHILDREN'S SERVICES CABINET

DATE: 25 AUGUST 2009 3 SEPTEMBER 2009

SUBJECT: PLAYBUILDER CAPITAL GRANT: 2009/10

WARDS AFFECTED: ALL WARDS

REPORT OF: BRYN MARSH DIRECTOR OF CHILDREN’S SERVICES

CONTACT OFFICER: CHRIS DALZIEL (0151 934 3337)

EXEMPT/ CONFIDENTIAL: NO

PURPOSE/SUMMARY:

The purpose of this report is to seek approval for the proposed capital schemes to be funded from the Fair Play Playbuilder grant and to seek a way forward in relation to the revenue funding for these schemes.

REASON WHY DECISION REQUIRED:

The Cabinet Member, Children’s Services has delegated powers to approve the proposed schemes and to refer them to Cabinet for inclusion in the Children’s Services Capital Programme 2009/2010.

RECOMMENDATION(S):

The Cabinet Member, Children’s Services is recommended to:

(i) refer the expenditure to Cabinet for inclusion in the Children’s Services Capital Programme 2009/10 subject to approval of the revenue arrangements to support the capital schemes; (ii) refer the revenue allocation of £18,500 for the repairs and maintenance of the five play areas on Council-owned land to Cabinet for approval for inclusion in the Council’s Medium Term Financial Plan from 2011/12; (iii) note that a similar, additional revenue allocation for repairs and maintenance will be required in 2012/13 for future schemes; (iv) advise on the preferred revenue proposal for the funding of the Play post; (v) request Leisure Services progress the schemes on Council-owned land as detailed in this report subject to the agreement of Cabinet Member, Leisure & Tourism on 9 September 2009.

Cabinet is recommended to consider the inclusion of the revenue consequences of this proposal in the Medium Term Financial Plan from 2011/12.

KEY DECISION: Yes.

FORWARD PLAN: 15 April 2009.

IMPLEMENTATION DATE: Following the expiry of the “call-in” period for the Minutes of the Cabinet meeting.

Page 111 Agenda Item 9

ALTERNATIVE OPTIONS:

Not appropriate.

IMPLICATIONS:

Budget/Policy Framework: None.

Financial: There are no financial implications for the Council’s general capital resources as all funding is from specific resources i.e. the 2009/10 Fair Play Playbuilder Grant of £409,729. There is currently no funding identified for the revenue costs associated with the capital schemes for either the Play posts or for repair and maintenance. These issues are considered more fully in paragraphs 5.1 - 5.5 of this report.

2009/ 2010/ 2011/ 2012/ 2010 2011 2012 2013 CAPITAL EXPENDITURE £ £ £ £ Gross Increase in Capital Expenditure Funded by: Sefton Capital Resources Specific Capital Resources REVENUE IMPLICATIONS Gross Increase in Revenue Expenditure Funded by: Sefton Funded Resources Funded from External Resources Does the External Funding have an expiry date? Y/N When? How will the service be funded post expiry?

Legal: There are no legal implications directly associated with this report.

Risk Assessment: Should revenue funding not be allocated for the on-going repair and maintenance of the play areas, the capital investment may be of reduced long-term benefit to the community.

Asset Management: Not appropriate.

CONSULTATION UNDERTAKEN/VIEWS

As detailed in this report.

The Finance and Information Services Director has been consulted and his comments have been incorporated into the report. FD72.

Page 112 Agenda Item 9

CORPORATE OBJECTIVE MONITORING:

Corporate Positive Neutral Negative Objective Impact Impact Impact 1 Creating a Learning Community ü 2 Creating Safe Communities ü 3 Jobs and Prosperity ü 4 Improving Health and Well-Being ü 5 Environmental Sustainability ü 6 Creating Inclusive Communities ü 7 Improving the Quality of Council Services and ü Strengthening local Democracy 8 Children and Young People ü

LINKS TO ENSURING INTEGRATION:

The proposals will all contribute towards the Every Child Matters agenda and in particular towards the CYPP targets of:- v Reduce health inequalities. v Create and maintain an environment where people feel safe. v Implement the Integrated Youth Support Service to maximise opportunities for young people in Sefton and support transition to adult life. v Create a culture and an environment where people can make a positive contribution to their community.

IMPACT UPON CHILDREN’S SERVICES TARGETS AND PRIORITIES:

The proposals will also contribute towards the LAA targets of:- v Improved health and reduced inequalities. v Looked After Children. v The health of children and young people. v Making a positive contribution. v Changing perceptions. v Crime. v Community involvement.

LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT

Report to Cabinet Member, Children's Services and Cabinet – 28/30 October 2008 – Fair Play Playbuilder Grant. Report to Cabinet Member, Leisure & Tourism and Cabinet - 5/27 November 2008 – Fair Play Playbuilder Programme: Design and Procurement Proposals 2008/09.

Page 113 Agenda Item 9

PLAYBUILDER CAPITAL GRANT: 2009/10

1. Background

1.1 Sefton MBC has received a £409,729 capital grant in 2009/10 as part of the ongoing Playbuilder programme. Members will recall that six schemes were developed in parks throughout Sefton in 2008/09 by Sefton Leisure Services and these have proved to be extremely successful.

1.2 These first schemes met all of Sefton’s Play Objectives and have been praised by Play England who are planning to bring officers from other authorities to view the sites.

2. Planning and Preparation for Year 2

2.1 In May 2009 Sefton’s Play Partnership agreed to invite Expressions of Interest (EOI) from all interested parties including Play Partnership Members, Elected Members and Parish Councils. Thirteen EOIs were received and reviewed by the Playbuilder Sub-group in May 2009 by considering how the proposals met the play objectives and the conditions of the funding.

2.2 The recommendations for approval are detailed in table 1 below.

Table 1: Proposals for Playbuilder Programme 2009/10

Organisation Proposed Site Brief Details for EOI Estimated Cost £ Hightown Parish Council Thornbeck Road, This site has seen successful improvements Hightown through a total of £18,000 investment since 2006. The Hightown Park Action Group and Parish Council wish to further develop the site to provide facilities for disabled children and those over 11 years old. N.B. This site is 35,000 owned and managed by Sefton Council, and any proposals must be agreed by Leisure Services prior to any works being carried out. One Vision Housing Elswick Road Estate, One Vision Housing wish to develop one of Marshside three sites previously designated as car parks, but no longer used for this purpose. The area is a magnet for anti-social behaviour and the proposal is supported by a variety of local partners. 50,000 Parenting 2000 Alchemy Site, Partnerships between Parenting 2000 and The Mornington Road, Southport Methodist Convention who own the Southport land.

Design to include balance beams, stepping- stones, hexagon swing, spiral mount and graffiti wall. **56,295 Sefton Leisure Services Deenbarn Park, The design would rely on the use of natural Netherton landscaping and materials with little or no play structures/equipment. 48,000 Sefton Leisure Services Victoria Park, This would complement and enhance the Crosby/Waterloo adjacent site aimed at young children. The funding will be linked to the wider development plans approved for Victoria Park 48,000 Sefton Leisure Services Bedford Park, The proposed site is adjacent to a newly Southport installed site designed for young children and will provide facilities for the 8-13 age range. 48,000

Page 114 Agenda Item 9

Table 1: Proposals for Playbuilder Programme 2009/10 Continued

Organisation Proposed Site Brief Details for EOI Estimated Cost £ Sefton Leisure Services South Park, This proposal would enhance a large formal Bootle park already catering for young children and teenagers/adults. 48,000 Sefton Leisure Services Botanic Gardens, This park serves a 3km catchment area and is Southport specifically marketed and promoted on a Borough wide scale, attracting over 50,000 48,000 visitors each year. The scheme will enhance existing provision.

Total 381,295

** Two quotations of £40,000 and £56,295 have been received. This scheme has been given provisional approval by the Play Partnership, subject to satisfactory evidence that the queries raised by the Play Partnership have been addressed.

2.3 All estimates are approximate with £28,434 uncommitted at this stage.

3. Other Schemes

3.1 Schemes not included in the proposals for approval in 2009/10 may be reconsidered for the third year of funding. These include schemes at Abbeyfield Park, Netherton, Rainbow Park, Melling and Moorside Park, Crosby. A further scheme at North Park, Bootle will be held as a ‘reserve’ scheme for 2009/10 should any of the 8 proposals be withdrawn or delayed.

Maghull Town Council were also invited to submit bids for Year 2 Play Builder funding, but did not do so on this occasion. Leisure Services has recently opened up a dialogue with them about Parks and Open Spaces generally, and it is proposed to assist them in working up proposals for future Play Builder grants, if they so wish.

3.2 Sefton Equalities Partnership put forward an EOI to develop the Council-managed Gypsy and Travellers’ Community Caravan Park at Broad Lane, Formby. However, this proposal would serve only approximately 30 children of this transient population as the location is isolated and limited only to this community. The Play Partnership agreed that this scheme would not be suitable for Playbuilder funding but recommended that the Sefton Equalities Partnership should seek funding elsewhere.

4. Further Considerations

4.1 Organisations putting forward schemes that are approved by Cabinet Member and Cabinet will be required to complete a more detailed action plan. In addition to this they will need to sign an agreement which has a non-negotiable commitment to:-

v the identification of on-going roles and responsibilities; v future maintenance of the site; v an independent inspection report; v comply with the conditions of the grant.

4.2 It is expected that the 5 projects proposed by Leisure Services will be as successful as their previous projects developed in 2008/09. For the other projects from Hightown Parish Council, One Vision Housing and Parenting 2000, it is recognised that further meetings and communication will be necessary to support their site developments. In particular, the responsibilities and roles of Hightown Parish Council in this project will have to be confirmed as the land is owned and managed by Sefton Leisure Service. Hightown

Page 115 Agenda Item 9

Parish Council will need to agree any works with them.

5. Revenue Considerations

5.1 Revenue Funding for Repair and Maintenance Members will recall that Cabinet agreed on 30 October 2008 that an additional £25,400 per annum, from the 2011/12 budget for ongoing repairs and maintenance of the six developments in 2008/09, should be built into the Council’s Medium Term Financial Plan from 2011/12 onwards.

5.2 This funding is still required and needs to be considered as part of the Medium Term Financial Plan from 2011/12 onwards.

For the Council to progress the Year 2 Play Builder schemes on its own land, as described in this report, it will have to take responsibility for the maintenance. This is likely to be in the region of £18,500 for the five proposed sites. This sum cannot be found from existing budgets within Children’s Services or Leisure Services and will therefore need to be referred to the Medium Term Financial Plan. The Cabinet Member, Children’s Services, in conjunction with the Cabinet Member Leisure & Tourism, is therefore recommended to refer the £18,500 required for repair and maintenance of the five proposed Council-owned sites, to Cabinet with a request for this amount to be built into the Council’s Medium Term Financial Plan from 2011/12.

If the revenue allocation for repairs and maintenance is not approved, Members should be aware that the play areas will have a finite life-span, (unless the opportunity arises to decommission other play areas elsewhere, thereby freeing up funding). If and when equipment becomes vandalised or deteriorates due to excessive use, it may have to be decommissioned. The original investment would therefore have had reduced long-term benefit for the community. This issue will apply equally to Year 3 of the £1.17 million programme and Members are advised that a similar sum of money to that required in year 2 will be required to support the ongoing costs for future schemes.

5.3 Revenue Funding for the Creation of Play Posts Members will recall that a report to Cabinet, on 5 February 2009, seeking approval to create two posts of Play Consultant and Play Assistant was deferred for consideration at a future Cabinet meeting. The proposal is now to seek a way forward for the implementation of the Play Consultant post only.

5.4 The Play Consultant would lead on Sefton’s Play Strategy and ensure cohesion of all Sefton’s play programmes. The main duties, as detailed in the job description, would be: 1. To undertake, in partnership with others, extensive consultation with key stakeholders. 2. To work with stakeholder groups to create and execute project work plans and revise these as appropriate to meet the changing needs and requirements. 3. To regularly monitor progress and ensure projects are on time and on budget, keeping all stakeholders informed of progress. 4. To ensure that all appropriate documentation is complete, current and shared with all appropriate stakeholders. 5. To complete returns to DCSF and other relevant bodies on progress of projects. 6. To complete reports for senior officers, elected members and other interested parties.

Page 116 Agenda Item 9

5.5 Two funding options for the Play post have been developed, as detailed below, and the Cabinet Member, Children’s Services, is requested to consider these options and to advise on the most appropriate course of action.

Options for Play Post The main duties are as detailed above, and this post is expected to be graded at PO 14 (£38,578 - £41,204) plus on-costs subject to job evaluation.

The positive impact for the establishment of this post would be that all of Sefton’s Play Projects would be strategically co-ordinated and aligned with the principles of Sefton’s Play Strategy, and all duties contained within the job description would be carried out effectively and detailed financial returns would be made as required.

The risk of not agreeing to this post would be that Sefton would be in danger of not fulfilling the conditions of the Grants, which include the LA’s responsibilities to monitor and evaluate the developments and return detailed reports and expenditure information. This could put Sefton at risk of not accessing the final allocations of funding for the Big Lottery and Playbuilder. In turn this could mean that for 2010/11, some council wards may miss out on having play sites developed.

Funding option 1:- To fund the post from the Council’s Modernisation Funds. The Finance and Information Services Director does not recommend the use of the Modernisation Fund for this purpose.

Funding option 2:- To allocate the work for the Playbuilder Project to a member of the advisory service staff who will have capacity from September.

The impact of this option would be (a) that this person would only be able to manage the Playbuilder Project; and, (b) the other projects, would remain with the existing identified staff who already have considerable workloads.

If neither of the above options are accepted, then the Local Authority would be at risk of losing the associated Grants as there would be a danger of not meeting the terms and conditions of those Grants. As stated above, this would affect developments in those council wards identified for 2010/11.

G:\Play\200910\CM Report Playbuilder Capital Grant 09-10 04&06.08.09 (4) Final Vers rev PE.DOC

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Page 118 Agenda Item 10

REPORT TO: CABINET MEMBER – CHILDREN’S SERVICES CABINET

DATE: 25 th AUGUST 2009 3RD SEPTEMBER 2009

SUBJECT: SOUTH SEFTON SIXTH FORM COLLEGE – UPDATE ON CAPITAL AND REVENUE POSITION

WARDS AFFECTED: ALL WARDS

REPORT OF: BRYN MARSH, STRATEGIC DIRECTOR OF CHILDREN’S SERVICES

CONTACT OFFICER: Alan Potter Paul Williams x2987

EXEMPT/CONFIDENTIAL: No

PURPOSE/SUMMARY:

To advise on the receipt of an offer of additional Capital Grant and to provide an update on the anticipated revenue position in the first years of operation of the South Sefton Sixth Form College.

REASON WHY DECISION REQUIRED:

To confirm acceptance of the offer of additional grant, approve adjustment of the Capital Programme accordingly, and to note the arrangements for managing the revenue consequences of the operation of the College.

RECOMMENDATION(S):

It is recommended that:-

i) Cabinet Member, Children’s Services note the offer of additional Capital Grant from the Learning Skills Council (LSC) and recommend endorsement of acceptance of the offer to Cabinet.

ii) Cabinet Member notes the current position regarding revenue implications during the first years of operation of the College.

iii) Cabinet endorse acceptance of the Capital Grant offer from the LSC and approve adjustment of the Capital Programme accordingly.

iv) Cabinet note the current position regarding revenue implication during the first years of operation of the College.

KEY DECISION: Yes

FORWARD PLAN: As published, 12 th August 2009

IMPLEMENTATION DATE: Following expiry of call-in

Page 119 Agenda Item 10

ALTERNATIVE OPTIONS: Self funding of the additional project costs.

IMPLICATIONS:

Budget/Policy Framework: In accordance with current frameworks.

Financial:

2007/08 2008/09 2009/10 20 10/11 CAPITAL EXPENDITURE £ £ £ £

Gross Increase in Capital Expenditure 475,997 Funded by: Sefton Capital Resources Specific Capital Resources 475,997

REVENUE IMPLICATIONS

Gross Increase in Revenue Expenditure Funded by: Sefton funded Resources Funded from External Resources Does the External Funding have an expiry date? Y/N When? How will the service be funded post expiry?

Legal: Acceptance of grant is in accordance with terms set out in the LSC offer letter of 8 th July 2009.

Risk Assessment: N/A.

Asset Management: Report relates to creation of a new capital asset.

CONSULTATION UNDERTAKEN/VIEWS

The Finance Director has been consulted and his comments are incorporated with this report

FD OO96/09

Page 120 Agenda Item 10

CORPORATE OBJEC TIVE MONITORING:

Corporate Positive Neutral Negative Objective Impact Impact Impact 1 Creating a Learning Community √ 2 Creating Safe Communities √ 3 Jobs and Prosperity √ 4 Improving Health and Well-Being √ 5 Environmental Sustainability √ 6 Creating Inclusive Communities √ 7 Improving the Quality of Council √ Services and Strengthening local Democracy 8 Children and Young People √

LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT

Reports to Cabinet Member of 15/07/08, 28/10/08, 14/04/09.

Page 121 Agenda Item 10

1.0 BACKGROUND

1.1 The South Sefton Sixth Form College project was initiated by the Learning and Skills Council (LSC), the delivery of which was devolved to the Council following a competition between potential providers during 2007. The project is funded by Capital Grant from the LSC with a small contribution from Sefton for start up costs.

1.2 During the latter part of 2008 amendments to the internal layout and use of the College were proposed to reflect development of the curriculum offer and the emerging demand for particular courses. The majority of building changes were able to be accommodated within the project contingencies however the capital provision for furniture, fittings and equipment and ICT infrastructure was considered to be inadequate to service the needs of the curriculum. Following a meeting with the LSC where full support for the additional requirements was given, a detailed proposal was submitted (December 2008) setting out the case for additional capital support of £475,997.

1.3 Throughout the hiatus surrounding the Further Education funding crisis the LSC gave repeated assurance of their intention to support the Council’s application. A formal offer letter for the additional grant was issued by the LSC on 8 th July (Attached at Annex A) which has been formally accepted by officers following consultation with the Finance Department.

1.4 For information the completed College was handed over to the Council on 2 nd July 2009 and furniture and ICT installation is currently taking place in preparation for admission of students in September 2009.

2.0 REVENUE POSITION

2.1 The ‘start-up costs’ for the College before the Learning and Skills Council (LSC) funding begins from 1 August 2009 on the basis of student numbers was agreed to be borne by the Council and its partner the LSC. The Council’s input which is estimated to be in the region of £950,000 has already contributed to the provision of consultancy and the cost of staffing prior to opening and will potentially also fund any redundancy costs arising from the transition at the partner schools (arising from the loss of their sixth forms). The Council is also in consultation with the LSC to secure equivalent match funding which will further assist in offsetting redundancy costs and would also eliminate any opening deficit at the new college which is otherwise estimated to be £500,000 (para. 4.1 refers). LSC funding would also support the financial position at St Wilfreds and Savio as they amend staffing following the loss of their sixth forms. This way forward to address the financial shortfalls was agreed as reasonable and necessary by both the Local and regional LSC offices.

2.2 The Further Education funding crisis at the LSC, however, has led to the local Greater Merseyside LSC not being in a position to meet this request as was originally anticipated nor the regional LSC office either. Decisions concerning such discretionary funding are now being taken at a national level. Therefore the Regional Director for North West LSC has taken up this cause and is in discussion with the Department for Children, Schools and Families (DCSF) to release funding for this agreed venture as they have done for a small number of urgent capital further education projects throughout the country. We are awaiting the outcome of these discussions but they are progressing

Page 122 Agenda Item 10

3.0 FINANCIAL CONSIDERATION

3.1 Capital

The offer of additional Capital Grant from the LSC has been made conditional upon the acceptance of payment of the grant in the 2010/11 financial year. It is understood that the LSC have taken this step to manage their resources following their recent financial issues.

3.2 In practice it is anticipated that the majority of the additional expenditure on furniture equipment and ICT etc. will have occurred by the end of the current financial year with a modest balance falling in 2010/11. Whilst the effect of delayed receipt of the additional funds will be to increase short-term borrowings, the cost will be modest given the low interest rates prevailing. It should be noted that throughout the construction period expenditure has lagged some way behind grant receipt and the Council will have benefited from a reduction in short-term borrowing.

3.3 Acceptance of the additional Capital Grant will necessitate amendment of the Children’s Services Capital Programme in respect of the South Sefton Sixth Form College as follows:-

Current Capital Programme Proposed Capital Programme £ £ LSC Funding 11,818,978 12,294,975

Sefton Capital Resources 200,000 200,000 12,018,978 12,494,975

4.0 REVENUE

4.1 Members of the Temporary Governing Body (TGB) of the South Sefton Sixth Form College are aware that if the revenue stream does not materialise then the College will open with a deficit budget of approximately £500,000. The local authority and the College are in discussions on how this situation would be addressed through an action plan over the following three years in the first instance to support the first years of operation. This will be done without compromising the ability of the College to offer a high quality of education for its students. A similar position will be reached with the two high schools concerned and discussions to that effect have taken place with the Chairs of Governors (and a representative of the Trustees at the Salesian College). However, every effort will be made to secure the expected and necessary partnership funding from the LSC.

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Page 130 Agenda Item 11

REPORT TO: Planning Committee Cabinet

DATE: 19 th August 2009 3rd September 2009

SUBJECT: Core Strategy – Report of Early Consultation

WARDS AFFECTED: All

REPORT OF: Andy Wallis, Planning & Economic Regeneration Director

CONTACT OFFICER: Steve Matthews

EXEMPT/ CONFIDENTIAL: No

PURPOSE/SUMMARY:

To update Members on the outcome of consultation on the Core Strategy and summarise the issues that have emerged from it and from recent studies, so that these can be taken on board in preparing the Preferred Strategy stage of the Core Strategy.

REASON WHY DECISION REQUIRED:

The Local Development Framework process requires that Members are informed of the results of consultation.

RECOMMENDATIONS:

That Planning Committee: - notes the key issues arising from consultation and recent studies, as outlined in this report - draws to Cabinet’s attention any other major issue which it considers ought to be addressed at the next stage of preparing the Core Strategy

That Cabinet: - agrees that the issues outlined in this report should be addressed in the Preferred Strategy stage of the Core Strategy, and - highlights any other issues which it thinks ought to be addressed in the Core Strategy

KEY DECISION: No

FORWARD PLAN: No

IMPLEMENTATION DATE: N/A

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ALTERNATIVE OPTIONS:

None. Government guidance is clear that the outcome of consultation on the emerging Core Strategy should be reported to Members, identifying key issues which have emerged.

IMPLICATIONS:

Budget/Policy Framework: N/A

Financial: N/A

Legal:

Risk Assessment: N/A

Asset Management: N/A

CONSULTATION UNDERTAKEN/VIEWS

The Finance Director has confirmed that there are no financial consequences arising from this report.

Page 132 Agenda Item 11

CORPORATE OBJECTIVE MONITORING:

Corporate Positive Neutral Negative Objective Impact Impact Impact 1 Creating a Learning Community ü 2 Creating Safe Communities ü 3 Jobs and Prosperity ü 4 Improving Health and Well-Being ü 5 Environmental Sustainability ü 6 Creating Inclusive Communities ü 7 Improving the Quality of Council Services and Strengthening local Democracy ü 8 Children and Young People ü

LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT

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1. Background

1.1 The Core Strategy will be the first of a series of Development Plan Documents (DPDs) produced that will ultimately replace the Unitary Development Plan. It will set out the vision, strategy and core policies for the ‘spatial’ development of Sefton over the next 15 to 20 years.

1.2 An essential part of the preparation of the Core Strategy is to involve those with an interest in the area – residents, businesses and other organisations. The first stage of consultation has just been completed. The aim was to obtain a wide range of views about the issues that must be tackled and to seek vies on how we should do this.

1.3 The consultation carried out in spring and early summer this year has been intensive. There have been presentations to Area Committees and parish councils, voluntary organizations, traders and residents groups, access groups, older people’s groups, a parenting group, and a variety of young people‘s groups. One of the ways of involving young people was an excellent event at Aintree Racecourse in June. This was organized by the Young Advisors and Planning Aid for schools which represented most of the communities across the borough.

1.4 There have been individual meetings with a range of organisations which have an interest in the Borough, and with other departments of the Council. All told, there have been around 100 presentations, workshops and meetings which have proved to a rich source of information. Much of this will influence the shape of the Core Strategy.

1.5 The approach to consultation was endorsed by the Council’s Consultation and Engagement Standards Panel in January 2009, and a report on the process was reviewed and commended by the Panel in July 2009.

2. Progress to date

2.1 A number of methods were used to raise awareness of the Core Strategy. Presentations were given to Area Committees and Parish Councils, partner organisations and local groups. The Council’s web-site drew attention to how people could get involved in the Core Strategy. A leaflet was included in all Council Tax Bills sent out in March 2009, highlighting some of the issues Sefton faces and encouraging people to contribute to the process.

2.2 To raise awareness further and as part of gathering evidence, discussions were held with a wide range of potential stakeholders including the Environment Agency, United Utilities, the PCT, and Peel Ports. These discussions also formed part of the consultation and helped us understand what issues these organisations currently face or anticipate in the future, and how the Core Strategy could help them implement their plans and strategies.

2.3 A significant element of the consultation took place through seven workshops held in each Area Committee area between April and June. The aim was to build up a picture of the key issues and opportunities by target a wide range of interests within those areas. Local members were asked to suggest names of anyone who would be likely to be interested in making a contribution to these discussions. Over 230 people

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in total attended these workshops and around 60 groups and organisations were represented.

2.4 This included Area Committee members, Parish Councillors, local environmental, voluntary and faith groups, local businesses through the Business Village Partnerships and the Chamber of Commerce, Housing Associations and developers. Most attendees received an invitation as they represented a group or organisation with a significant local interest in the issues to be discussed. Local residents also had an opportunity to be involved as workshops were publicised on the Internet and 15 members of the Citizens Panel were invited to each one. The workshops were generally well received with participants raising many interesting issues and welcoming their chance to discuss local issues.

2.5 The discussion at each workshop were chaired by people who were not directly connected with the Core Strategy to encourage a more objective process. These were mainly officers from other teams within the Planning and Economic Regeneration Department, other departments within the Council, from Sefton CVS or from the independent planning charity, Planning Aid.

2.6 There were also significant attempts made to engage with more seldom heard groups within the Borough by holding separate discussions or events. Discussions were held with organisations including ABILITY, Sefton Older Person’s Forum, South Sefton Business Forum, traders’ and residents’ groups and a Parenting group. A separate Youth consultation event organised by Young Advisors and Planning Aid was also organised to gain the views of teenagers (14-15 years old) living in different parts of Sefton. Planning Aid and staff from Savio High also ran two activity sessions in local schools which helped us discuss planning issues with Primary school age children in Bootle (at St Robert Belarmine RC Primary – 10 years old) and Formby (at a Formby Schools Voice session: 10-12 years old) and to discover their views on their local area.

2.7 Five letters were received from children at St Robert Belarmine school on a wide range of issues. Their letters were very thoughtful and contain many helpful insights, including the need for facilities for young people, the importance of exercise to health and the value of green spaces within the community.

3. Summary of issues arising from consultation

3.1 The workshops considered four themes. These were: Housing Jobs and the economy Protecting and enhancing the environment and Climate Change Town and local centres, facilities and services and getting around The following section of the report summarises the key issues raised at the workshops together with views of organisations and individuals who were consulted separately. The draft findings of a number of studies are also referred to where appropriate.

Housing

3.2 Workshop participants were made aware of the requirement in the Regional Spatial Strategy (RSS) that Sefton should provide for 500 new homes a year over the next

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15 years. This figure was broken down for each settlement area according to population to give greater clarity of what the impact might be for each local community. Participants were advised on alternative ways of meeting the need for new homes including, in broad terms, brownfield land, green space and the Green Belt. There was consensus in workshops across the Borough that this target was unachievable in the built-up area, as there was not sufficient land available. This view is supported by the emerging Strategic Housing Land Availability Assessment, which suggests there is only enough land within current settlement areas to satisfy RSS housing targets for 7–10 years. Constraints to development such as green space, the Green Belt, protected nature sites and flood risk were highlighted. The Environment Agency confirmed that flood risk is a major constraint on expanding the built-up area of Sefton.

3.3 Workshop participants were then asked to identify what they thought were the key housing needs of people in their local area. The need for more affordable homes and a better mix of housing types and tenures was raised in every workshop. One Vision Housing confirmed that there is an acute shortage of social housing across the Borough, with long waiting lists, particularly in the north of the Borough. This is also supported by the findings of the Strategic Housing Market Assessment, which concluded that there is a significant affordable housing need, particularly in Southport.

3.4 Many people also thought there was more demand for family housing than flats and that more bungalows were needed for the elderly. The requirement for ‘Lifetime Homes’ was considered significant as many people felt it was important that homes were flexible to respond to people’s changing needs. This was reinforced the Director of Health and Social Care who felt that provision for people with special housing needs should be incorporated into new developments, and that new homes should ideally be designed for a person’s whole lifetime. The need for new Care Homes to be provided particularly in the north of the Borough was also highlighted.

3.5 During workshops, participants were also asked for their opinions on where future housing development could take place. Some possible sites were raised in all of the workshops. The general consensus was that future housing development should take place within the existing built up area giving priority to previously used sites and empty homes. Concern was also raised in all areas adjoining the countryside, that once development was allowed in the Green Belt, this could act as a precedent and so would need to be sensitively handled to ensure the majority of the Green Belt continued to be protected from development.

Jobs and the economy

3.6 Workshop participants were asked whether we should be trying to provide for jobs by identifying land in local areas. Opinion expressed varied considerably between workshops. General opinion in Formby, and to a lesser extent Sefton East Parishes, was that these areas were commuter settlements and therefore local residents would not generally need employment provided locally. This was in marked contrast to opinion in the south of the Borough where many felt the provision of local jobs should be a priority. Many wanted better training that would have a stronger connection to job opportunities. People in these areas were also concerned about poor access to some employment areas.

3.7 This previous point directly influenced discussion on whether more employment land

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was needed in the local area to accommodate these new jobs. Formby participants in particular were generally against providing much additional employment land. However in Southport, the consensus was that there was a considerable shortage of suitable high quality office space and general employment land in the area. The findings of the recent Employment Land and Premises Study confirms this situation, identifying shortages of employment land in the north, and highlighting the need to protect existing sites across the Borough. This was echoed by the Sefton Chamber of Commerce, which highlighted the need for high quality industrial and business units to replace a lot of the unsuitable stock that currently exists and restricts local businesses. On a similar theme, in several areas people suggested improving the appearance and infrastructure of employment sites to ensure existing employment land is used to its full potential.

3.8 In many workshops, but particularly in the south of the Borough, the lack of start-up units for new small businesses was considered a significant issue, and has been identified in the Employment Land and Premises Study (para 11.81).

3.9 The rural economy was raised as an issue in workshops where there were representatives from the rural area – including Sefton East Parishes and Crosby. Frustration was expressed that the Council did not seem to be adequately support this sector emerged. (This issue is being addressed at the sub-regional level, as the Mersey Partnership is undertaking a Merseyside Rural Economy Study).

3.10 The Port was a significant focus for discussion in both the Bootle and Crosby workshops. Participants in both areas recognised the major contribution the Port makes to the local economy, but also raised significant environmental concerns relating to traffic and noise. Peel Ports themselves also identified these as constraints, but are clear that the Port must expand if it is to maintain its role as a national and regional influence driver and help achieve one of the key objectives of the Multi Area Agreement.

Protecting & enhancing the environment and climate change

3.11 Workshop participants were asked first to say what the most important features of their local environment were. Those in coastal areas all stressed the coast in general and sand dunes as valued features. The general opinion across all workshops and also at the Youth Event was that they valued their local green spaces and felt strongly that they should be protected from development. The Rimrose Valley was a treasured green space for those in Litherland and Ford. During sessions with children from St Robert Belarmine, and the Youth Event, good quality green spaces with facilities for all ages were a common aspiration, as the young people recognised the health benefits of such areas. Many considered that the quality of some local parks needed to be improved. However, as well as parks, many participants in the north of the Borough, and also some of those in the denser urban areas in the south, valued other aspects of ‘Green Infrastructure’ such as street trees. (Green Infrastructure is the network of natural environment and green spaces that lie within and between towns and villages that provide many social, economic and environmental benefits) Many workshop participants and the pupils from St Robert Belarmine Primary identified areas where Green Infrastructure could be enhanced and linkages to other areas improved. This is recognised by RSS and the Environment Agency who stress the importance of recognising Green Infrastructure in providing the necessary context for future development.

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3.12 Many workshop participants in the north of the Borough, particularly Formby and Southport, valued their local townscape and Victorian heritage highly as they felt it influences the character of the local area. They believed that too many new developments did not respect this and in many cases eroded it. It is acknowledged that in many Conservation Areas there is pressure for the demolition of older buildings and intensive re-build and infill developments, with a resulting dilution of historic character.

3.13 In relation to climate change and its effects, participants at the Youth Event in particular recognised this as a considerable concern for Sefton in the future but all at the workshops recognised the challenge it presented. Flooding was a concern in some areas, particularly from the sea in coastal locations. Of those who were concerned, many agreed that the risk of flooding would probably increase in the future. People agreed that Sefton needs to remain aware of the uncertainties of climate change, especially rising sea levels and increased storminess that could increase coastal erosion rates. This was a particular issue raised by Formby participants and is reinforced by the fact that Formby, and particularly Formby Point, is identified as one of the most vulnerable parts of the Sefton coast in terms of erosion rates.

3.15 Many people attending the workshops recognised the contribution of domestic energy consumption to CO 2 emissions and therefore climate change. As a result several suggested that new and existing homes should be made more energy efficient. The need to recycle and issues surrounding this were raised in almost every workshop.

Town and local centres, facilities and services and getting around

3.16 It was agreed that all town and district centres need investment if they are to continue to be a vibrant place of choice for people to shop, supported by a good range of other facilities. A particular concern expressed through all the workshops was about the closure of small local shops. Many thought this was due to competition from supermarkets and in some cases, high retail rents, for reducing profitability. The experience of many has been a cycle of decline with the closure of shops and services in local centres mixed with a poor quality physical environment leading to further closures and declining quality. Workshop participants as well as school children from St Robert Belarmine, young people from Ykids (Bootle) and the Youth Event wanted their local centres strengthened to provide better facilities locally.

3.17 Participants were also asked to identify gaps in the provision of services and facilities in their local community. There was a universal view that facilities for young people, which were accessible and affordable, were lacking across the whole of Sefton. Young people at the Youth Event confirmed this view and during the Formby Voice session, pupils stated that although the new Pool had improved facilities, there was still very little to do especially in the evenings or at weekends. Many areas identified gaps in the provision of community and sports facilities or complained that access to existing ones was inadequate from some locations. Again this issue was also raised strongly at the Youth Event.

3.18 Access to health facilities was a concern in many areas across the Borough. Specifically workshops in the south revealed that many people found it difficult to access the main facility at Litherland Town Hall and were critical of the move of more locally based health services to this location. Access by public transport to local

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hospitals was also deemed inadequate, which is an issue acknowledged within the Council’s Transport team.

3.19 Bootle’s lack of some types of leisure facilities (such as a cinema and restaurants) was raised in a number of workshops in the south of the Borough. Participants felt this weakened Bootle’s position as a town centre as local residents had to travel to out of town retail parks or to Crosby to use these facilities. It also meant that few people used the town centre in the evenings. Some felt that this contributed to increased anti-social behaviour and a resultant fear of crime in the area during the evening.

3.20 There was considerable concern shown by Workshop participants about congestion and pollution on main routes through Sefton, including the A565 (particularly through Crosby/ Waterloo) and Dunningsbridge Road. The Council’s Environmental Protection Director shares these concerns. These locations are monitored due to their designation as Air Quality Management Areas, and as a result, the impact of new developments on these and other marginal areas will need to be considered.

3.21 Meanwhile in Southport, different issues regarding local facilities emerged. The retail quality of the Town Centre is perceived as declining as it loses out to areas with more choice such as Manchester, Cheshire Oaks or the new Liverpool One development. This threat is recognised by many stakeholders, including the Sefton Chamber of Commerce who hope that increasing the amount of high quality retail floorspace will give the centre a boost. It is also anticipated that plans for some form of new Cultural Centre will also help improve Southport’s status as a destination and ‘Classic Resort’. Many also highlight the need for better linkages to be made between the town centre and the seafront.

3.22 A major issue for Southport surrounds access. The difficult road access from motorways and poor rail links to some destinations was seen as a factor that was holding back development. Workshop participants and local businesses alike felt that parking issues also contributed to this.

3.23 Rural areas were generally regarded as having the greatest deficiencies in public transport. However many of the more outlying urban estates were also regarded as poorly served and most areas highlighted some deficiencies and complained of a lack of service at evenings and weekends. This was a significant concern of participants at the Youth Event who often relied on public transport to get around and felt it needed to be made a more attractive, convenient and cheaper option. It was suggested that Sefton needs a better-integrated public transport system that provides quicker, more direct links to key locations.

3.24 Access to facilities for disabled people was a concern for a number of Workshop participants, members of ABILITY and some pupils at St Robert Belarmine School.

3.25 Many workshop participants expressed their support for making it easier for people to choose more sustainable transport modes including walking and cycling. Most believed more cycle routes needed to be provided in order to achieve this. Southport workshop participants were supportive of the town’s Cycle Town status and believed it should be used to a greater extent to enhance local cycling facilities and promote cycle use.

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Opportunities

3.26 Through the course of the workshops, several opportunities were highlighted. One theme that emerged was that the Council and its partners should make more of the coast and the leisure opportunities it offered – both natural and built. In Crosby there was strong feeling that that there had been a missed opportunity with regards the ‘Another Place’ attraction. There was a wide agreement that there needed to be facilities provided for visitors and support for local enterprise to provide some of these (e.g. a café or shop) and better links to Waterloo centre. This is something the Council is already aware of and the major plans for the Crosby Waterfront area, including development of a new Observatory and the recently completed Water Centre will go some way towards addressing this.

3.27 Workshop participants in many areas identified another asset which they considered was underused - the Canal. Many realise its benefits as a feature of the area, and believe its potential could be exploited more for leisure, or as a feature in new developments.

3.28 A number of those attending workshops in central Sefton also highlighted rural businesses as an opportunity for economic growth. They believed small businesses in the more rural areas should be supported.

3.29 Summary of issues and implications:

There is a difficulty in meeting housing land supply within the built-up area purely by developing brown field sites. A particular need exists for more affordable homes throughout the Borough, but especially in the north. There is a need to protect employment land across the whole Borough to meet future needs. There is a need to explore opportunities for further employment land in the north of the Borough, but there are very few obvious sites within the built up area. Sites immediately adjoining the built-up area are generally in the Green Belt and some are at risk of flooding, or protected nature sites. Local people value their local green spaces – whether parks or other nature sites – and believe that they should be protected from future development, and where appropriate, enhanced. Future development must take account of flooding which was a concern of many residents, who realised this was likely to become a greater risk in the future. There was a consensus that town centres needed to be strengthened because of their vital role in providing local facilities and services. Many were concerned about the closure of small local retailers and felt this was a sign of decline, which needed to be halted. Gaps in facilities were identified – particularly for young people, and the need for better access to health services was also highlighted. Valued features such as the Canal and coast should be enhanced, and were appropriate, positively exploited.

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4. Conclusions and next steps

4.1 This early consultation on issues which should be addressed by the Core Strategy has confirmed a lot of what is already known about the Borough through previous consultation. The process has been valuable in highlighting the strength of feeling in different parts of the Borough areas about different topics, and has given a useful perspective on possible local responses. There is much which can helpfully be discussed further with other agencies e.g. NHS Sefton and Merseytravel.

4.2 A number of matters have been raised which will not be able to be dealt with through the Core Strategy – these are being passed on to other departments or organisations who are in a better position to deal with them. In addition, there are many issues not identified in the consultation which will need to be addressed through the Core Strategy e.g. how our Strategy might link into the wider Merseyside area.

4.2 Elsewhere on this agenda are reports on studies which are providing the evidence which is essential to support the Core Strategy. These relate to developing an understanding of flood risk and an assessment of the housing market. These, and other studies, together with the outcome of the consultation, are key sources of information in devising a preferred strategy.

4.3 The next stage will be to draw up a number of possible ‘spatial’ strategies (i.e. which can be shown on a plan of the borough) which can help to address the issues raised through consultation and the other matters which national and regional policy requires us to include. This work will continue through the autumn and we will report back to Committee later in the year.

5. Recommendations

5.1 It is recommended that Planning Committee: • notes the key issues arising from consultation and recent studies, as outlined in this report • draws to Cabinet’s attention any other major issue which it considers ought to be addressed at the next stage of preparing the Core Strategy

5.2 It is recommended that Cabinet: • agrees that the issues outlined in this report should be addressed in the Preferred Strategy stage of the Core Strategy, and • highlights any other issues which it thinks ought to be addressed in the Core Strategy

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Page 142 Agenda Item 12 REPORT TO: Planning Committee Cabinet

19 August 2009 DATE: 3 September 2009

Core Strategy - Strategic Flood Risk Assessment for Sefton SUBJECT:

WARDS AFFECTED: All

REPORT OF: Andy Wallis, Planning and Economic Regeneration Director

CONTACT Steve Matthews – 934 3559 OFFICERS: Andrea O’Connor - 934 3560

EXEMPT/ No CONFIDENTIAL:

PURPOSE/SUMMARY: This report asks members to approve the Strategic Flood Risk Assessment (SFRA) which forms part of the evidence base for the Core Strategy and other development plans.

REASON WHY DECISION REQUIRED: To help meet the tests of ‘soundness’ of the Core Strategy – government planning policy requires Strategic Flood Risk Assessments to be carried out as part of the evidence base for Core Strategies and other development plans.

RECOMMENDATIONS:

That Planning Committee recommend to Cabinet that the Strategic Flood Risk Assessment be approved.

That Cabinet approve the Strategic Flood Risk Assessment.

KEY DECISION: No

FORWARD PLAN: No

IMPLEMENTATION DATE: Following Cabinet approval of these documents.

ALTERNATIVE OPTIONS: Government planning policy requires Strategic Flood Risk Assessments to be carried out as part of the evidence required in preparing Core Strategies and other Local Development Framework documents, and so there are no other practicable options.

IMPLICATIONS: -

Budget/Policy Framework: -

Financial: There are no direct financial implications.

Page 143 Agenda Item 12 2007/ 2008/ 2009/ 2010/ 2008 2009 2010 2011 CAPITAL EXPENDITURE £ £ £ £ Gross Increase in Capital Expenditure Funded by: Sefton Capital Resources Specific Capital Resources REVENUE IMPLICATIONS Gross Increase in Revenue Expenditure Funded by: Sefton funded Resources Funded from External Resources Does the External Funding have an expiry date? Y/N When? How will the service be funded post expiry? Legal: N/A

Risk Assessment: The Strategic Flood Risk Assessment (SFRA) provides a strategic overview of flood risk in Sefton, in accordance with PPS25, focussing on future development. It will be an important tool in helping the Council to direct development away from areas at highest risk of flooding, and making developers more aware that they may need to carry out site Flood Risk Assessments. The SFRA does not provide a detailed risk of flooding for individual existing properties, and for example should not be used by the Council in this way, or by insurance companies in setting insurance premiums for existing properties.

Asset Management: The SFRA will help the Council to take account of flood risk when making decisions about management of its assets.

CONSULTATION UNDERTAKEN/VIEWS

Initially, the Technical Services Department and lately Sefton Capita Symonds have commented on successive drafts of the Strategic Flood Risk Assessment regarding surface water drainage and coastal flooding and protection issues. Sefton Capita Symonds have also been consulted on this Committee report.

The Emergency Planning Team has also been consulted on drafts of the SFRA.

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CORPORATE OBJECTIVE MONITORING:

LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT

Planning Policy Statement 25 (PPS25) ‘Development and Flood Risk’ (2006) and the associated Good Practice Guide – see http://www.communities.gov.uk/planningandbuilding/planning/planningpolicyguidance/planningpolic ystatements/planningpolicystatements/pps25/

Sefton Council’s Policy Statement on Flood and Coastal Defence (April 2007) – see http://www.sefton.gov.uk/docs/TS_FLOOD_COASTAL_DEFENCE_POLICY_STATEMENT_2007.d oc .

Shoreline Management Plans which cover Sefton (for the Liverpool Bay and Ribble Estuary coastal sedimentary cells) – see http://www.sefton.gov.uk/default.aspx?page=4600 .

Page 145 Agenda Item 12 1. Introduction 1.1 The issue of flood risk is increasingly important nationally and is considered to be one of the possible effects of climate change, e.g. the 2007 summer floods. Sefton is a low-lying, coastal authority and flood risk issues are also important to local people and members, particularly in Formby and also Southport and Crosby.

1.2 The increase in flooding has led to a number of reports and government guidance e.g. the Pitt Review, Flood and Water Bill. Advice for local planning authorities is set out in Planning Policy Statement 25 ‘Development and Flood Risk’ (2006) and its associated Good Practice Guide. This guidance states that through their development plans, local authorities should direct new development away from areas at higher risk of flooding. Strategic Flood Risk Assessments (SFRAs) are required to provide the evidence for this.

1.3 This report seeks the approval of the Strategic Flood Risk Assessment for Sefton, which has been produced by consultants jointly for Knowsley and Sefton. This report only deals with the parts concerning Sefton. The Executive Summary, main SFRA report, maps set out in appendices and further text-based appendices can be seen at http://www.sefton.gov.uk/SFRA .

1.4 The strategic overview of flood risk in Sefton focuses on future development and in particular the need to direct this to areas at lowest risk of flooding. It provides the basis for developers carrying out flood risk assessments for individual sites and for Sefton as local planning authority in making decisions on proposals for future development. It does not provide a detailed risk of flooding for individual existing properties, and for example should not be used by insurance companies in setting insurance premiums for existing properties.

1.5 The SFRA can also inform other work by the Council, including; • future bids for regeneration funding; • asset management and investment decisions; • emergency planning; • coastal protection and the Shoreline Management Plans; and • future decisions about the critical ‘green infrastructure’ for helping us to adapt to the flood risk effects of climate change.

1.6 The Steering Group included officers from Sefton and Knowsley Councils, Merseyside Environmental Advisory Service and the Environment Agency. This involvement from a range of partners is considered important in ensuring that the SFRA commands broad support.

1.7 Initially Sefton’s Technical Services Department, and latterly Sefton Capita Symonds, have commented on successive drafts of the SFRA, especially regarding surface water drainage and coastal flooding and protection issues. Sefton’s Emergency Planning Team and United Utilities were also been consulted on early drafts. As this is a specialist, technical document, no public consultation has been carried out.

2. Planning Policy Statement 25 ‘Development and Flood Risk’ – key points

2.1 While SFRAs go beyond the river and tidal Flood Zones identified by the Environment Agency and look other sources of flooding and at the impacts of climate change; PPS25 emphasises the importance of two key aspects:

Page 146 Agenda Item 12 • the three main, different Flood Zones for river and tidal flooding; and • the vulnerability of different types of development to flood risk.

2.2 The Flood Zones are: • Flood Zone 1, which has the lowest risk of river or tidal flooding (less than 1 in 1000 years);

• Flood Zone 2, which has the next lowest risk (in simple terms, between 1 in 100 years and 1 in 1000 years);

• Flood Zone 3, which has the higher risk (in simple terms, 1 in 100 years).

2.3 A sequential approach must be taken regarding the allocation of development sites. If at all possible development should confined to Flood Zone 1. Only if this is not possible should the search be widened to include potential sites in Flood Zones 2 or 3.

2.4 Certain types of new development are not acceptable in particular Flood Zones. For example new caravan or mobile home developments for permanent occupation (classed as ‘highly vulnerable’ to flood risk) should not be sited in Flood Zone 3. Exceptions may be considered, for example situations when the above types of development can be allowed in Flood Zone 2.

2.5 The Environment Agency’s Flood Zones maps show the maximum likely extent of flooding, as they do not take account of any existing flood defences. That is, they take a precautionary approach, taking into consideration the possibility of the defences failing or being breached. Where part of a potential development site falls into one or more Flood Zones, the whole of the site is treated as if it were in the highest risk zone.

3. The Strategic Flood Risk Assessment (SFRA) for Sefton – key points

3.1 Updated river and tidal Flood Zones are defined which separate the Environment Agency’s Flood Zone 3 into Flood Zones 3a and 3b. Flood Zone 3b (known as the functional flood plain) has a 1 in 25 year, or greater, risk of flooding.

3.2 Maps show the areas considered to benefit from flood defences. There is a fair amount of overlap between these areas and those lying within Flood Zones 2 and 3, including in Southport.

3.3 The flood risk analysis of development sites identified in the Unitary Development Plan and other local plans is based on the sequential test. Many of these sites, if still undeveloped, are likely to be taken forward in the Core Strategy and future documents. Guidance about the sequential test for windfall and other future development sites is also included.

3.4 River flooding is identified as the main source of flood risk in Sefton – linked to the Alt and Crossens. The areas at greatest risk – and where river flood risk may limit the range of acceptable future land uses – include: • most of the land to the east of the Formby By-pass; • the Power House site, Formby; • land around the Sefton Meadows area in Maghull; and • small areas to the north and east of Southport.

Page 147 Agenda Item 12 3.5 Development for new housing (including potential development on land currently in the Green Belt) may also be constrained in much of the River Alt corridor and north of Southport. Subject to minor boundary changes to the development site allocated in the Unitary Development Plan to exclude small higher flood risk areas, the Town Lane area is not significantly constrained by river flood risk.

3.6 Surface water flooding is the next most important source of flood risk in Sefton after river flooding, and is mapped at a general level rather than relating to specific properties. It is not possible to assess the probability (i.e. 1 in so many years) of surface-water flooding in any area, as Council and United Utilities records show only that surface-water flooding has been reported in a general location.

3.7 There are some areas at risk of flooding from the sea, and from groundwater (of low significance for future land uses). Breach of the canal is also a possible flood risk. However, the map showing combined flood risk from all sources is indicative only and should not be used for insurance assessments or in the sequential approach set out in paragraphs 2.4 and 3.3 above.

3.8 Climate change will increase the severity and frequency of flood risk, especially from heavy rainfall. The uncertainty surrounding detailed climate change predictions makes it difficult to assess how this will affect different parts of Sefton. The estimated maximum likely extent of Flood Zone 3a in 2050 is based on a national best practice approach, and shows Flood Zone 3a as covering the area covered by the current Flood Zone 2.

3.9 Recommendations for flood management include the need for regular maintenance of watercourses and the need for surface water management in new development proposals, including sustainable drainage systems (SuDS).

4. Conclusions

4.1 Flood risk is a corporate issue, mainly affecting planning, drainage (Capita Symonds) coast protection, emergency planning and asset management. The Council prepares reports to deal with aspects of this, e.g. policy statement on Flood and Coastal Defence, a possible future Surface Water Management Plan. Also it works with other partners with flooding- or water-related responsibilities, including the Environment Agency (e.g. Catchment Flood Management Plans) and United Utilities.

4.2 The SFRA relates specifically to planning requirements, set out in government guidance. It provides a strategic overview of flood risk in Sefton, focussing on future development. It helps to make sure that future development takes place in areas at lowest risk of flooding. This will be key information in preparing the Core Strategy, to help direct particular type of development to the most appropriate locations.

4.3 The SFRA also provides the basis for developers carrying out flood risk assessments for individual sites and for Sefton as local planning authority in making decisions on proposals for future development.

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REPORT TO: Planning Cabinet Member – Regeneration Cabinet

DATE: 19 th August 2009 2nd September 2009 3rd September 2009

SUBJECT: Sefton Strategic Housing Market Assessment 2008

WARDS AFFECTED: All

REPORT OF: Andy Wallis – Planning and Economic Regeneration Director

Charlie Barker – Strategic Director - Health and Social Care

CONTACT OFFICERS Alan Young Strategic Planning and Information Manager ℡ 0151 934 3551

Jim Ohren Principal Manager, Health and Social Care Directorate ℡ 0151 934 3619

EXEMPT/ NO CONFIDENTIAL PURPOSE/SUMMARY:

To report the key findings of the Sefton Strategic Housing Market Assessment 2008, one of a number of key evidence gathering studies that are being undertaken to inform the Core Strategy process and to guide advice and decisions on individual housing proposals and planning applications. It will also inform the Council’s Housing Strategy.

REASON WHY DECISION REQUIRED:

To indicate Council support for key advice contained in the study document.

RECOMM ENDATION(S):

(i) Planning Committee and Cabinet Member – Regeneration note the key findings of the Sefton Strategic Housing Market Assessment 2008;

(ii) Planning Committee endorses the key findings of the study to inform the emerging Core Strategy process and advice and decisions in relation to individual housing proposals and planning applications. In this regard, they are requested to adopt, with immediate effect, the sole change to the current affordable housing negotiating position (as agreed at Planning Committee on 15 th October 2008 and Cabinet on 27 th November 2008) that on qualifying sites 80% of affordable housing should be social rented and 20% intermediate;

(iii) Cabinet Member – Regeneration endorses the key findings of the study to inform the emerging Sefton Housing and Core Strategies; and

(iv) Cabinet agrees the report

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KEY DECISION: Yes

FORWARD PLAN: Yes

IMPLEMENTATION DATE: Following expiry of call in period after Cabinet meeting on 3 rd September 2009

ALTERNATIVE OPTIONS:

None

IMPLICATIONS:

Budget/Policy Framework: None

Financial: None

2007/ 2008/ 2009/ 2010/ 2008 2009 2010 2011 CAPITAL EXPENDITURE £ £ £ £ Gross Increase in Capital Expenditure Funded by: Sefton Capital Resources Specific Capital Resources REVENUE IMPLICATIONS Gross Increase in Revenue Expenditure Funded by: Sefton funded Resources Funded from External Resources Does the External Funding have an expiry date? Y/N When? How will the service be funded post expiry?

Legal: N/A

Risk Assessment: N/A

Asset Management: N/A

CONSULTATION UNDERTAKEN/VIEWS

Housing Market Renewal Director

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CORPORATE OBJECTIVE MONITORING:

8 Children and Young People ü

LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT

Sefton Strategic Housing Market Assessment 2008 (Fordham Research, July 2009) Strategic Housing Market Assessment Practice Guidance (CLG, August 2007) Planning Policy Statement 3: Housing and PPS12: Local Spatial Planning

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SEFTON STRAGEGIC HOUSING MARKET ASSESSMENT 2008.

1.0 BACKGROUND

1.1 The Council commissioned specialist consultants Fordham Research to undertake a Strategic Housing Market Assessment (SHMA) in late 2007. The study updates and enhances the earlier Sefton Housing Needs Assessment undertaken by Fordham Research for the Council in 2003 and an update undertaken in 2005. Its principal purposes are to inform the preparation of the Council’s Local Development Framework Core Strategy and to guide affordable housing policy advice with regard to pre application and planning application housing proposals. Similarly, it will also inform the Council’s Housing Strategy.

1.2 The SHMA study report follows the general structure of the CLG Strategic Housing Market Assessment Practice Guidance of August 2007 (the ‘Practice Guidance’), Planning Policy Statement 3: Housing and Planning Policy Statement 12: Local Spatial Planning in ensuring that all necessary outputs are provided and that such options pass the prescribed tests of soundness.

1.3 A copy of the Strategic Housing Market Assessment 2008 and its Executive Summary can be inspected on the Sefton website at www.sefton.gov.uk/SHMA .

1.4 The key components of the SHMA are set out in Section 2, some of the key study findings are set out in Section 3 and the key PPS3 Issues are highlighted in Section 4. However, because the study is a very long and complex document, for the avoidance of doubt, this report simply summarises some of the key elements which may be of interest to Members and does not purport to be comprehensive. The definitive position is set out the full Fordham Research SHMA study document and Appendices.

2.0 KEY COMPONENTS OF THE SEFTON STRATEGIC HOUSING MARKET ASSESSMENT 2008

Key Elements of the SHMA and how has it been undertaken in Sefton

(i) Study Context

2.1 PPS3: Housing puts the role of the ‘evidence base’ provided by the SHMA in a more prominent position than previously and sets a specific and much more challenging requirement for the role that this study must play in the preparation of Local Development Documents. In this regard, along with the Strategic Housing Land Availability Assessment (which is underway and will be completed and its findings reported to Members before the end of the year), the SHMA is one of the key evidence gathering documents and it is indispensable to the development of a robust policy stance with regard to the provision of affordable and other housing in Sefton. In this regard, PPS3, at para 29, is very clear that in preparing Local Development Documents (including setting targets and size thresholds for affordable housing):

‘Local Planning Authorities should aim to ensure that provision of affordable housing meets the needs of both current and future occupiers, taking into account information from the Strategic Housing Market Assessment.’

2.2 Furthermore, in the accompanying CLG guide on ‘Delivering Affordable Housing’ and as an endorsement of the advice in PPS3, para 16 states:

‘The strategic housing role includes working with Regional Assemblies and other local authorities to assess current and future need and demand for both market and affordable housing through a Strategic Housing Market Assessment (SHMA). This evidence will form the basis of local housing strategies and is an important aspect of developing affordable housing policies including targets and thresholds.’

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2.3 Accordingly, paragraph 22 of PPS3 specifically sets out what the SHMA needs to include, including the following:

‘…based on the findings of the Strategic Housing Market Assessment and other local evidence, local Planning Authorities should set out in Local Development Documents:

(i) The likely overall proportions of households that require market or affordable housing, for example, x% market housing and y% affordable housing. (ii) The likely profile of household types requiring market housing e.g. multi-person, including families and children (x%), single persons (y%) and couples z%). (iii) The size and type of affordable housing required.’

(ii) Sefton’s SHMA

2.4 The commissioning brief for the Sefton SHMA contained a set of strategic objectives and specific requirements for the Borough. The two strategic objectives of the SHMA were to provide the local authority with:

- Evaluation, understanding and definitive conclusions in respect of both the current housing market and likely future trends and influences;

- Recommendations on actions and policies required to address the conclusions of the Assessment.

2.5 The study includes an analysis of a wide range of information sources, including:

- Primary data: including a local household survey of Sefton to establish demands and aspirations for housing. This was undertaken in January 2008 but has been adjusted in the report to take account of recent changes, including the implications of the current ‘credit crunch’ and the related changes in house prices and housing affordability.

- Secondary data: this embraces a wide range of data including Land Registry data, the 2001 Census, Annual Survey of Hours and Earnings, Housing Strategy Statistical Appendix Data and published household and population projections.

- Estate Agents Information: including a series of face-to-face interviews with estate and letting agents and developers active in the local area.

- Stakeholder and Steering Group meetings: the former included local RSLs and a representative group of local residents drawn randomly from the MIS Mott McDonald ‘Citizens Panel’. These groups have met twice, once at the outset of the study and again during the 6-week study consultation stage (see immediately below). Presentations were made to both groups and wider discussion was encouraged. The Sefton Housing Partnership has received presentations and regular updates on the emerging findings from the study. Also a Steering Group has been convened consisting of key council officers and Fordham Research and has met regularly to oversee the study.

- Wider community consultation: in addition to the representative group of local residents referred to above, wider public and stakeholder consultation has also taken place via the mechanism of a formal 6 week public and stakeholder consultation on the draft SHMA study (advertised in the London Gazette and local press and by direct contact with key stakeholders and neighbouring local authorities) and in respect of which seven consultation response were received and have informed the final SHMA report.

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2.6 The study has closely followed the CLG SHMA Practice Guidance (see Tables 1.2 and 1.3, pages 13 and 15 respectively in the full report). It looks specifically, although not exclusively, at the following:

(a) The current housing market, including: - demographic and economic context - the current housing stock - the active housing market - current indicators - an assessment of market characteristics, including geographic differences - key drivers of the market - supply and demand for housing - key issues arising from the above

(b) Future housing market - indicators of future housing demand, including household change and the influence of economic factors - key issues for future policy

(c) Housing need - current housing need - future housing need - affordable housing supply - housing requirements of households in need - the scale of housing needs - issues for future policy and strategy

(d) Housing requirements of specific household groups - affordable and other housing needs, including families, older people, minority and hard to reach households and households with specific needs - low cost market housing demand - intermediate affordable housing need

2.7 In undertaking the above, the study has examined the policy context created by other strategise and plans, including RSS, North West Regional Economic Strategy, Regional Housing Strategy, Liverpool City Region Housing Strategy, Sefton Council’s Housing Strategy, the North West Gypsy and Traveller Accommodation Assessment/Merseyside Gypsy and Traveller Accommodation Needs Assessment.

3.0 KEY FINDINGS OF THE SHMA STUDY

3.1 The study findings set out in the report are extensive and wide ranging and it is not appropriate to cover them all in this report. However, some of the key findings for Sefton are set out under the following headings:

(i) definition of the housing market area

3.2 Although Sefton is part of the North Liverpool Housing Market area identified by previous Liverpool City Region Housing Strategy work, it can be considered a distinct housing market in its own right because of the two key measures of self-containment i.e. migration and travel-to-work. However, two separate sub areas have been identified: one comprising Southport, Formby, Crosby and Maghull/Aintree and the other comprising Bootle and Netherton (See SHMA, Chapter 3, especially pages 27 to 33).

(ii) size of the Borough’s housing stock

3.3 The size of the housing stock in Sefton by room size is larger than the national and regional average and this contributes to a higher proportion of properties in the higher council tax bands.

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There is also evidence of market failure in parts of the South of the Borough, associated with a high level of vacant properties. (See SHMA, Chapter 8, pages 86 to 90, especially paras 8.7 to 8.14.)

(iii) household income

3.4 Whilst median (i.e. middle value) incomes of employed residents in Sefton are above those for the region, jobs located in Sefton pay significantly less than the average. (See draft SHMA, Chapter 7, paras 7.8 and 7.9.). Average gross household income in the Borough, derived from the household survey, is £25,763, with a median figure of £19,116, showing the influence of a few high earners on the average. However, pensioners are in the lowest income groups, as are young people and those living in all types of rented housing. (See SHMA, Chapter 7, page 76 to 80, paras 7.10. to 7.17).

(iv) house prices

3.5 According to data from the Land Registry, the mean house price in Sefton in Quarter 4 of 2007 was £170,896, lower than the national average but higher than regional figure. However, there are distinct variations within Sefton, with cheaper homes in the most southerly part of the Borough, and with parts of Crosby, Southport and Formby containing the most expensive properties. (See SHMA, Chapter 11, pages 100 to 101, para 11.25 and 11.26 and Table 11.1).

(v) General Affordability

3.6 Affordability is a particular issue in Sefton with single pensioners (numerically) and lone parent households (by proportion of households in a particular group) being the most likely groups to be unable to afford market housing in the Borough. (See Chapter 12, page 123, para 12.37, Table 12.12 and para 12.38) Furthermore, Southport is the area in which the cost of market housing is putting local households under most pressure. (See SHMA, Chapter 12, page 125, para 12.42).

(vi) The Scale of Affordable Housing Need

3.7 The draft SHMA Study identifies an estimated net need of 2,398 affordable dwellings per year in Sefton, equivalent to a total of 11,990 dwellings (i.e. 2,398 multiplied by 5 years) over the five-year period. There is also a post five-year requirement of an additional 1,938 dwellings per annum. (See SHMA, Chapter 27, page 242 to 243, paras 27.7, 27.8 and 27.9).

3.8 The net need for affordable housing varies across the Borough but is the greatest in Southport, which has almost 52% of borough needs. (See SHMA, Chapter 27, page 244, para 27.10, Table 27.5 and para 27.12).

3.9 A breakdown of affordable housing needs by the six sub areas of the Borough (derived from Table 27.5 referred to above) is as below:

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Table: A breakdown of affordable housing needs by the six sub areas of Sefton (2008)

Sub-area Net Annual Need per 1,000 Total need over the housing Need Households 5 year period

Southport 1,236 32.1 6,180

Formby 153 16.9 765 Maghull/ 171 11.4 855 Aintree Crosby 401 19.7 2, 005

Bootle 277 15.7 1, 385

Netherton 160 10. 2 800

Total 2,398 20.6 11,990

N.B. figures may be rounded

(vii) Implications for particular household groups

(a) Households with specific support needs

3.10 Some 29,579 households (25.4% of all households) in Sefton contain a member with a support need, with the highest level of need in Bootle and Netherton. (See SHMA, Chapter 31, page 283, para 31.12). These households indicate that a range of adaptations and services are required to enable them to continue living in their home; the most commonly cited is ‘needing help maintaining [a] home’. The findings broadly chime with findings from other surveys, such as the Private Sector Housing Stock Condition Survey. (See SHMA, Chapter 31, page 286, Figure 31.3 and page 287, para 31.22.)

(b) Key worker households

3.11 Census data suggests that across the whole study area, around 32.4% of people who are working are employed in public administration, education or health. Survey data indicates that the average income of key worker households analysed, at £41,314, is higher than the figure for non-key worker households in employment (£34,758). As the affordability situation of key workers is not particularly acute, a specific key worker housing programme does not appear necessary. However, the cost of housing is threatening to cause the loss of tourism employees in Southport which are critical to the local economy, consequently a key worker policy to address this specific group may be justified. (See SHMA, Chapter 32, pages 289 to 294generally.)

3.12 The SHMA household survey suggests that 34,515 of all households in Sefton contain only older people (29.7%). Although the number of older people resident in Sefton is projected to increase dramatically over the next 20 years, the results also show that well over half of all older person households are in three or four bedroom dwellings. This finding suggests that there could be potential scope to free up larger homes for younger families if the older households chose to move into suitable smaller units. This already occurs to some extent as older people exercise choice and move to smaller accommodation which they may find more manageable and less expensive.

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However, older people are often understandably reluctant to move from accommodation that has been their family home for many years. Moreover, extra bedrooms to accommodate visiting children or grandchildren are often required and desired. It should also be noted that Sefton is under - resourced in forms of housing that are especially suitable for older people, particularly those with disabilities, such as Extra Care Housing. Therefore the lack of sufficient suitable alternatives will continue to represent a barrier in reducing under-occupation. It should be noted that efforts are being made to increase Extra Care Housing provision in the Borough, in accordance with the recommendations arising from the Joint Strategic Needs Assessment ‘Better Life, Better Health’ undertaken by the Council jointly with NHS Sefton. (See SHMA, Chapter 33, page 295 to 300 and especially page 299 Table 33.2.)

(d) Black and Minority Ethnic Households (BME)

3.13 The latest data from ONS suggests that 3.4% of people resident in the Borough are from a BME group. Survey data indicates that ‘White Irish’ and ‘Non-White’ households are particularly likely to reside in housing defined as unsuitable. However, the numbers of White Irish and Non White respondents contained within the overall sample are small – 42 for White Irish and 29 for Non White – out of a total sample size of 2,288. The SHMA therefore makes the point that given the small sample sizes care should be used in interpreting the results. Nevertheless the study advises that housing services should be monitored to ensure that all groups are able to access services on offer. This advice will be incorporated into relevant Equality Impact Assessments. (See draft SHMA, Chapter 30, pages 269 to 277 generally.)

(e) Families

3.14 The household survey estimates that there are 29,466 households that contain at least one child (under 16 years of age) in Sefton. Around a fifth of households with children intend to move home within the next two years, with the majority hoping to remain within the Borough. Although population projections indicate that the number of families with children in the Borough will decrease in the future, information from the survey suggests that this is not a result of the housing options available in Sefton. (See SHMA, Chapter 34, pages 303 to 312.)

(f) Rural affordable housing

3.15 The SHMA household survey suggests that just 1.2% of households in Sefton reside in a rural area. Although the inaccessibility of certain services was identified as an issue in rural parts of Sefton, the high level of car ownership amongst households in these areas suggests that further public transport provision is not necessarily required. Furthermore, those living in rural areas are more likely to be owner-occupiers and have higher household incomes and savings levels than the Borough as a whole, although it does caveat this finding by stating that ‘the sample of rural households was small so the results should be treated with caution’. Furthermore, the SHMA further notes ‘there is no part of the countryside in Sefton that is more than a few kilometres away from an urban area, where both market and affordable housing requirements can be met’. Accordingly, a separate rural housing policy on affordable housing is not advised. (See SHMA, Chapter 15, pages 146 to 149, paras 15.21 to 15.29 and Chapter 36, page 336, para 36.40.)

(viii) HMRI Area

3.16 The SHMA household survey suggests that the main requirement for market housing is in the HMRI area and specifically for two and three bedroom homes. That noted, the SHMA identifies that there will be a need for replacement social housing as a consequence of HMRI redevelopments. The largest shortfall within the affordable housing sector is for four bedroom homes. (See SHMA, Chapter 38, page 343 to 348 an especially para 38.27.)

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(ix ) Low Cost Market Housing

3.17 The SHMA notes that PPS3 (para 26) suggests that Councils should seek low cost market housing as part of the overall market housing total. However, it dos not provide a precise definition of what low cost market housing includes, other than to state that it should not be considered as affordable housing. Further, CLG have indicated that the definition must be flexible to allow house builders to be creative in the generation on new housing products within this broad definition. This therefore creates a problem. Fordham Research have speculated that if low cost market housing is new build at a discount sufficient to be priced in within the ‘rent-buy ‘ gap (i.e. this refers to households who can afford market rent without the need for housing Benefit but cannot afford to but outright, hence they may benefit from partial equity forms of housing, including shared ownership), then this analysis would suggest that Sefton may benefit from this form of market accommodation within particular areas of the Borough, including Formby. However, the SHMA is unable to be more specific than this in the report.

4.0 SOME KEY PPS3 ISSUES HIGHLIGHTED IN THE SHMA

4.1 Some key PPS3 Issues highlighted in the SHMA are summarised below.

i) affordable housing targets and size thresholds for affordable housing

4.2 It is recommended by Fordham Research that some 60% of new housing in Sefton should be market with 40% affordable housing. This is intended to apply to sites where the size threshold is ten or more dwelling in all areas of the Borough except Bootle and Netherton, where a site threshold of 15 or more dwellings is sufficient because of the lower net affordable housing requirement. (See SHMA, Chapter 36, page 322, para 36.20 and page 334, para 36.29.)

4.3 Within the affordable sector, 80% should be social rented and 20% intermediate (i.e. defined by PPS3 as ‘housing at prices and rents above those of social rent but below market prices or rents’). With regard to Sefton, Fordham Research recommend that intermediate housing is provided at specific affordability level set at a cost which is halfway between the cost of an equivalent sized social rented property in the local area and the cost of an equivalent sized entry-level market property in the local area. The majority of intermediate housing should be for intermediate rent, although there is limited demand for other products. New social rented accommodation in the Borough should primarily contain three and four bedrooms, whilst new market homes should have two, three or four bedrooms. (See SHMA, Chapter 36, page 332, para 36.21.)

4.4 Importantly, the above recommendations are subject to both affordable housing targets and size thresholds being tested through a separate informed assessment of economic viability (which is currently been undertaken as a separate study on behalf of the Council by Three Dragons) which will be concluded later in the year. Accordingly, the findings will be reported to Members at a later date. (See SHMA, Chapter 34, page 285, para 36.20 and 36.27, pages 332 -333)

(ii) target for low cost market housing

4.5 The study has found it very difficult to provide a recommendation for the amount of low cost housing that should be sought in Sefton because of the imprecise definition in planning policy guidance as to what it is. In this regard, PPS3 is unclear about any definition of low cost market housing, except to state that the ‘definition of affordable housing excludes low-cost market housing‘. This makes it difficult for the SHMA to test the ability of local households to afford such an imprecisely defined product. (See SHMA, Chapter 36, page 335, paras 36.34 and 36.35.)

(iii) Implications of the ‘Credit Crunch’ and the Housing Market Downturn

4.6 It is apparent that much of the survey work to inform the SHMA was undertaken in the early part of 2008, very close to the peak in the housing market and certainly before the ‘credit crunch’ had started to bite. Accordingly, Fordham Research have undertaken cautious sensitivity testing of the

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affordable housing need figures, set out in para 3.10 above, to reflect the impact of the downturn in house prices and the reduction in mortgage availability and access to it. On this basis they have estimated the effect on the overall affordable housing need figures as set out in the SHMA. Contrary to what might superficially have been expected, the ‘credit crunch’ has almost certainly increased the affordability problem in Sefton for the reasons set out in paragraphs 4.7 and 4.8 below. Because of data limitations, they cannot rework these estimates down to a local level or assess the impact of these changes on the type affordable housing need. Importantly, these updated ‘estimated’ figures (as set out in the SHMA at Chapter 29, pages 259 to 265) are not intended to replace the data set out in the SHMA but simply to demonstrate how robust they remain, despite recent economic changes.

4.7 Looking at house price changes in Sefton in the period between the end of the fourth quarter of calendar year 2007 to the end of the first quarter in 2009 (i.e. 15 months from end of December 2007 to end of March 2009), it is apparent that average house prices in Sefton have fallen by 5.1%, compared to 10.7% in England and Wales and 10.6% in the North West. Consequently house prices have fallen by less in Sefton than elsewhere. When Fordham Research’s affordability model was re-run (assuming the supply of affordable housing and household income/savings remain unchanged), the net annual affordable need decreases from 2,398 dwellings to 2,099 dwellings i.e. a fall of 299 dwellings per annum (equivalent to a five year fall from a total of 11,990 to 10,495 dwellings).

4.8 However, although the reduction in property prices theoretically makes it easier for a household to purchase a property and therefore reduce housing need in Sefton, the change in the availability of credit has meant that this may not occur in reality. On average Fordham Research has estimated that mortgage lenders require a deposit of at least 15% of the purchase cost in order to access a competitive mortgage interest rate. When account is taken of this, the net annual needs rises from 2,398 dwellings to 2,753 dwelling per annum i.e. a rise of 355 per annum (equivalent to a five year increase from a total of 11,990 to 13,765 dwellings).

5.0 CONCLUSION

5.1 The SHMA 2008 Study is one of a number of key evidence gathering studies which is being prepared and will be used to inform Sefton’s emerging Core Strategy. The study will also be used to inform advice on individual housing proposals and planning applications requiring affordable housing provision.

5.2 It is significant that Sefton’s affordable housing need has roughly doubled in successive studies. For example, in 2003, the five-year affordable housing need was 3,085 units; in 2005 it was 6,305 units and now is currently 11,990 units. This reflects the broad upward trend in the scale of affordable housing needs in Sefton since 2003, which is reflective of the upward trend nationally. It also highlights the increasing importance of addressing this need through both the individual planning application process and through the Core Strategy process. In this regard, the scale of affordable housing need dwarfs what can be delivered through the S106 planning application process. It will therefore it will be very important, over the next few years, to explore all opportunities to deliver affordable housing in the Borough and not just rely on delivering affordable housing through the planning process.

5.3 Importantly, however, it should be noted that the scale of affordable housing need, defined by the SHMA at 11,990 dwellings, is not directly comparable with the RSS housing figure for Sefton at 500 dwellings per annum. In this regard, the SHMA Is clear, at page 329 para 36.11

‘ that the actual amount of affordable housing required in Sefton is not the same as the amount of affordable housing needed according to the Practice Guidance needs assessment model. The Practice Guidance needs assessment model is geared to an ideal state of affairs, not the current reality’

5.4 The SMHA figure does not imply that all households in need of affordable housing necessarily require a new dwelling. In this regard, the total affordable housing need figure includes two groups of households who currently have housing accommodation but in respect of which the CLG

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‘Practice Guidance’ states they are still in affordable housing need. This includes:

(i) households who live in the private rented sector (on housing benefit) because they are unable to afford entry-level market accommodation; and

(ii) households who purchase market accommodation but pay more than the recommended proportion of 25% of their gross household income in housing costs.

In respect of (i), whilst it may be a very desirable aim to reduce the numbers of households dependent on housing benefit in the private rented sector, this is something which should only be attempted as a long-term goal, otherwise it would risk destabilising the wider private rented sector. In respect of (ii) to some extent this is a ‘life choice’ people make and, in any event, cannot be a high priority for local authorities to address. Notwithstanding these factors, it could be an aspiration to address both of them by increasing the stock of affordable housing stock over the longer-term. Consistent with this, Fordham Research’s assessment indicates that a significant proportion of those defined as in affordable housing need have no pressing need for a new dwelling. On the basis of Fordham Research’s figures (see para 36.10 of final SHMA), there is a pressing need for 1,230 new affordable dwellings (i.e. 246 per annum) over five years.

5.5 Whilst it is acknowledged that the base date of the study survey work is now about a year and a half old, the sensitivity testing by Fordham Research in the light of the ‘credit crunch’ and the housing market downturn, indicates that the affordable housing requirement for Sefton is a robust and cautious figure and has not reduced as a consequence of the current economic difficulties. Notwithstanding this, it will be very important to monitor changes in the housing market and its implications for affordability in future years. However, the acknowledged scale of the affordable housing problem in Sefton is likely to remain very significant over the forthcoming years as we take forward our emerging Core Strategy to adoption.

5.6 Members will be aware that Planning Committee (on 15 th October 2008) and Cabinet (on 27 th November 2008) considered and agreed a report in relation to the relaxation of the housing restraint policy and a clarification and update of the current negotiating position for affordable housing in Sefton. In this regard, Members should be aware that the current SHMA confirms the appropriateness of the Council’s current position with regard to negotiating affordable housing requirements in Sefton. Accordingly, no changes are therefore proposed at this time, save for the proposed change suggested in paragraph 5.8 below.

5.7 Importantly Fordham Research’s advice about targets and thresholds for affordable housing is for guidance only at this stage and, as previously advised, has to be set in the context of the further important work that Three Dragons are currently undertaking for the Council on the economic viability of affordable housing in Sefton. Such studies are now regarded as essential as demonstrated in the recent Blyth Valley Legal Decision. The findings of this study will be reported to Members towards the end of the year and will inform any future changes to the Council’s position with regard to affordable housing to be promoted through the Core Strategy process.

5.8 Notwithstanding the above, one particular change that is suggested by the latest SHMA study is with regard to the mix of affordable housing sought on suitable sites. Currently, the position is that 30% affordable housing is required on all sites of 15 or more dwellings, with the affordable housing split being set at 89% social rented housing and 11% intermediate housing. The current SHMA study suggests that the affordable housing mix should now change to 80% social rented and 20% intermediate (see para 4.3 above). Accordingly, the Planning and Economic Regeneration Director considers that this sole change should be adopted with immediate effect in respect of the Council’s negotiating position on affordable housing provision in Sefton. Any further affordable housing negotiating changes should await the outcome of the Three Dragons Study and the emerging Core Strategy process.

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6.0 Recommendations (s)

6.1 That:

(i) Planning Committee and Cabinet Member – Regeneration note the key findings of the Sefton Strategic Housing Market Assessment 2008;

ii) Planning Committee endorses the key findings of the study to inform the emerging Core Strategy process and advice and decisions in relation to individual housing proposals and planning applications. In this regard, they are requested to adopt, with immediate effect, the sole change to the current affordable housing negotiating position (as agreed at Planning Committee on 15 th October 2008 and Cabinet on 27 th November 2008) that on qualifying sites 80% of affordable housing should be social rented and 20% intermediate;

iii) Cabinet Member – Regeneration endorses the key findings of the study to inform the emerging Sefton Housing and Core Strategies; and

(iv) Cabinet agrees the report

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Page 162 Agenda Item 14

REPORT TO: Cabinet Member Regeneration Cabinet

DATE: 2nd September 2009 3rd September 2009

SUBJECT: Vesting of properties and land: Sefton Metropolitan Borough Council (Klondyke and Hawthorne Road) Compulsory Purchase Order 2005.

WARDS AFFECTED: Litherland

REPORT OF: Alan Lunt: Housing Market Renewal Director Andy Wallis: Planning and Economic Regeneration Director

CONTACT OFFICER: Tom Clay, Programme Manager, HMRI: 0151 934 4849

EXEMPT/ CONFIDENTIAL: No

PURPOSE/SUMMARY:

To update members on the steps which are being taken to implement the Sefton Metropolitan Borough Council (Klondyke and Hawthorne Road, Bootle) Compulsory Purchase Order 2005

REASON WHY DECISION REQUIRED: This report is for information: the Cabinet gave the necessary authority to the Housing Market Renewal Director and the Planning and Economic Regeneration Director on the 7 th April 2005.

RECOMMENDATION(S):

That the Cabinet/Cabinet Member for Regeneration notes the actions of the officers to execute General Vesting Declarations (GVDs) and Notices to Treat/Notices of Entry as a means of acquiring all remaining outstanding interests within the CPO boundary.

KEY DECISION: No

FORWARD PLAN: No

IMPLEMENTATION DATE: N/A

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ALTERNATIVE OPTIONS:

This report is for information only.

IMPLICATIONS:

Budget/Policy Framework: None

Financial: None as a direct result of this report

Legal: The Council has the legal authority, by virtue of the Secretary of State’s decision, which was subsequently upheld by the High Court, to implement the CPO. Risk Assessment: N/A

Asset Management: N/A

CONSULTATION UNDERTAKEN/VIEWS Legal Services Director FD 117 - The Finance and Information Services Director has been consulted and his comments have been incorporated into this report.

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CORPORATE OBJECTIVE MONIT ORING:

Corporate Positive Neutral Negative Objective Impact Impact Impact 1 Creating a Learning Community x 2 Creating Safe Communities x 3 Jobs and Prosperity x 4 Improving Health and Well-Being x 5 Environmental Sustainability x 6 Creating Inclusive Communities x 7 Improving the Quality of Council Services and x Strengthening local Democracy 8 Children and Young People x

LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT Report to Cabinet of 7 th April 2005: Compulsory Purchase Order and the purchase of new rights pursuant to Section 226(1)(a) of the Town and Country Planning Act 1990(as amended by Section 99 of the Planning and Compulsory Purchase Act 2004) and Section 13 of the Local Government (Miscellaneous Provisions) Act 1976, of land and interests in the Klondyke and Hawthorne Road area of Bootle.

Report to Cabinet Member Regeneration 13 th June and Cabinet 14 th June 2007: Secretary of State’s Confirmation of the Sefton Metropolitan Borough Council (Klondyke and Hawthorne Road, Bootle) Compulsory Purchase Order 2005.

Report to Cabinet Member Regeneration 23 rd January and Cabinet 24 th January 2008: Vesting of properties and land: Sefton Metropolitan Borough Council (Klondyke and Hawthorne Road) Compulsory Purchase Order 2005.

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BACKGROUND:

1. On 7 th April 2005, Cabinet resolved to make a Compulsory Purchase Order in respect of land and interests at Klondyke and Hawthorne Road, and gave authority to the Housing Market Renewal Director and the Planning and Economic Regeneration Director, in consultation with the Legal Services Director to implement the Sefton Metropolitan Borough Council (Klondyke and Hawthorne Road, Bootle) Compulsory Purchase Order 2005.

2. On May the 30 th 2007, following a lengthy Public Inquiry, the Secretary of State issued her decision. In this, she accepted the Inspector’s recommendations and confirmed the Order subject to one modification.

3. The Council served the necessary Notice of Confirmation of the CPO upon all those parties whose properties were affected by the CPO, together with Notices of the Council’s Intention to execute General Vesting Declarations (GVDs). Three parties then made applications to the High Court to challenge the validity of the CPO, which were dismissed by the Judge, George Bartlett QC, on the 21 st December.

4. Two of these parties, Belfield Ltd, the then owners of the Penpoll site, and Nextdom Ltd, the then owners of the Tannery site, sought leave to appeal to the Court of Appeal, which was in turn dismissed.

5. Belfields Ltd then simultaneously took action in the High Court to obstruct the CPO from being implemented claiming ‘estoppel’ and seeking Judicial Review. Whilst Belfields Ltd’s application for Judicial Review succeeded on the basis of legitimate expectation their estoppel claim was dismissed. Subsequently, a Consent Order between Belfields Ltd and the Council was made, which enabled their property to be legally transferred to the Council. 6. The major part of the property within the boundary of the CPO area has now either been acquired by the Council or vested in the Council, and the majority of compensation claims settled. Most of the residential and industrial premises within the CPO have been demolished, and remediation work on contamination is due to commence shortly on the two major sites within the CPO area, the Penpoll and Tannery sites.

7. There remain a number of retail premises and associated interests in Harris Drive and the Mel- Inn Social Club which remain to be vested. A number of the businesses occupying these properties have expressed their wish to relocate to retail and licenced premises to be built as part of the Penpoll site development. Due to the delays arising from the legal actions described above, construction of these premises is now unlikely to be completed before 2013.

8. It is important that a decision is made by Members about whether or not it is appropriate to vest the remaining properties that formed part of the original CPO prior to the 30 th May 2010.This is the last day by which the Council could vest these properties without making a further CPO. The location of the remaining properties mean that unless they become vested in the Council, its published and costed plans for regeneration would not be fulfilled. This would result in further delays and uncertainty for the redevelopment of the area and would adversely impact on the Council’s ability to carry out the much-needed regeneration that is needed in this area. . Officers will continue to work with the remaining property owners to ensure that they are not displaced without being offered compensation and assistance to move their homes and businesses to alternative locations.

9. To ensure that the deadline of May 2010 does not pass without vesting orders being made, it is proposed that General Vesting Declarations in respect to these properties and legal interests are made on the 8 th September, to enable the vesting of these properties to take place at the beginning of December.

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10. In negotiations and by letter, the remaining business occupiers have been offered a licence arrangement whereby they can remain in occupation until the new premises are complete or until alterative premises have been found. These negotiations indicate that a number would be willing to accept these “lease –back arrangements”. The business occupiers who do not take up these offers will become ‘tolerated trespassers’, which means that achieving vacant possession in due course should not be problematic.

11. Once the date of vesting has been reached, the owners’ and occupiers’ property interests are converted by law into a right to compensation. If agreement with the owner or occupier as to the level of compensation is not reached, the owner or occupier is entitled to a 90% advance payment of the compensation assessed by the Council on the advice of its appointed valuers in accordance with the Compensation Code. Owners and occupiers who dispute the amount can apply to have the compensation determined by the Lands Tribunal.

12. A plan showing the area covered by the CPO (the ‘Order Land’) is appended (shown in red), and the remaining areas to be vested shown in blue. There is currently one household still in occupation (living over their retail unit), and 7 businesses still in occupation.

13. It is possible that ultimately a very small number of occupiers may seek to resist the process. Every effort will be made to secure agreements with them to relocate to suitable accommodation, but Cabinet should be aware that it might become necessary at some stage to issue a warrant to the Sheriff to deliver up possession of the property. In such instances, the Council will ensure that the process is carried out sensitively.

14. The Council’s Corporate Communications Team and Newheartland’s Communications Team will be fully briefed in order that they may respond to any press interest that may arise from possession proceedings, should they be necessary.

15. Human Rights Act 1998

a. The Human Rights Act 1998 places direct obligations on public bodies such as the Council to demonstrate that the use of compulsory purchase powers is in the public interest, and the use of such powers is proportionate to the ends being pursued. It is acknowledged that the decision to vest will amount to an interference with the human rights of those with an interest in the Land. These include rights under Article 1 of the First Protocol of the European Convention on Human Rights (“ECHR”) (which provides that every natural or legal person is entitled to peaceful enjoyment of his possessions) and Article 8 of the ECHR (which provides that everyone has the right to respect for his private and family life, his home and his correspondence).

b. In this instance, officers are of the view that there is a compelling case in the public interest for the decision to vest should outweigh such rights, and therefore the use of compulsory purchase powers in this matter is proportionate. Without the use of these powers, the much-needed regeneration and redevelopment of this area will not be achievable, as there is no possibility that all of the land necessary to deliver the redevelopment will be made available within a reasonable timescale.

16. Once properties are vested and vacated, they will be demolished, the sites remediated, and the land transferred under the Development Agreements in place between the Council and its developer and RSL partners, to allow work on site for the construction of new housing and other amenities to commence.

17 As previously reported, the Secretary of State excluded Venus Resource Centre, which occupies Council owned property at 592 to 594 Hawthorne Road, from the confirmed CPO. Heads of Terms have been agreed with Venus enabling the organisation to relocate to the ‘Hubnub’, a Council owned building in Linacre Lane.

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Page 168 Agenda Item 15

REPORT TO: Cabinet

DATE: 3rd September 2009

SUBJECT: Liverpool City Region Housing & Spatial Planning Board - Board Membership WARDS AFFECTED:

REPORT OF: Andy Wallis, Planning & Economic Regeneration Director

CONTACT OFFICER: Andy Wallis – Ext: 3542

EXEMPT/CONFIDENTIAL: NO

PURPOSE/SUMMARY:

This seeks the nomination of a Member to be Sefton’s representative on the Liverpool City Region Housing & Spatial Planning Board. The report also sets out the Board’s proposed Terms of Reference.

REASON WHY DECISION REQUIRED:

The first meeting of the Liverpool City Region Housing & Spatial Planning Board is to take place on 29 th September 2009.

RECOMMENDATION(S):

That Cabinet agree the nomination of Cabinet Member Regeneration to be Sefton’s representative on the Liverpool City Region Housing & Spatial Planning Board with the Chair of Planning Committee as the named alternate.

N/A KEY DECISION:

FORWARD PLAN: N/A

IMPLEMENTATION DATE: From September 2009

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ALTERNATIVE OPTIONS:

IMPLICATIONS:

Budget/Policy Framework: N/A

Financial: N/A

Legal: N/A

Risk Assessment: N/A

Asset Management: N/A

CONSULTATION UNDERTAKEN/VIEWS

CORPORATE OBJECTIVE MONITORING:

LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT

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1. Background

1.1 As part of the development of Liverpool City Region governance a number of thematic boards are to be established. One of these, the Housing & Spatial Planning Board is to hold its first meeting in September.

1.2 This follows more than a year of development work by the Housing & Spatial Planning Coordinating Group which has been drawn from all six districts, NewHeartlands and Merseyside Policy Unit, and chaired by the Chief Executive of St Helens. As well as considering the role of the Board, this group has also overseen the development of the housing platform of the Multi-Area Agreement, and it is intended that this group will continue to meet to support the Board once it is established.

2. Terms of reference

2.1 The Terms of Reference and responsibilities of the Housing & Spatial Planning Board are proposed to be:

• Developing and coordinating the Liverpool City Region Spatial Strategy development, as the framework for underpinning the economic plans for the region and to make the appropriate links between the Core Spatial Strategy with the Local Development Frameworks of the constituent councils.

• Coordinating and managing joint Local Framework activity across the city region (including the Waste DPD) to ensure the planning framework will deliver all the key economic drivers and major schemes.

• Developing, coordinating and monitoring the implementation of the Liverpool City Region Housing Strategy and Action Plan.

• Recommending to the City Region Cabinet the priorities for action and the allocations of pooled public sector housing resources to meet the key strategic priorities.

• Identifying employment and skills opportunities associated with the delivery of the City Region Housing action plan.

• Implementing and monitoring the Housing Platform of the City Region Multi Area Agreement.”

3. Membership

3.1 Future developments on this matter, in particular proposals to make any joint responses on behalf of Liverpool City Region, will continue to be reported to the Cabinet.

3.2 The proposed membership of the Board was set out in the housing section of the MAA:

3.3 “The Board will be constituted with six elected members from the constituent councils; the Chair of New Heartlands; private sector representatives (to be determined in conjunction with The Mersey Partnership); and an invitation to attend the board in a supporting role will be extended to HCA, GONW, 4NW and the NWDA.”

3.4 The Housing & Spatial Planning Coordinating Group has since agreed that it would also

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be sensible to seek representation on the Board from the transport sector.

3.5 Given the proposed scope of the Board it recommended that Cabinet Member Regeneration be Sefton’s representative with the Chair of Planning Committee as the named alternate.

4. Next steps

4.1 It is proposed that the first meeting of the Housing & Spatial Planning Board will be held on 29 th September 2009.

4.2 Future work of the Board will be reported to Chief Executives and the Liverpool City Region Cabinet.

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REPORT TO: Cabinet

DATE: 3rd September 2009

SUBJECT: Proposed Southport Cultural Centre

WARDS AFFECTED: All

REPORT OF: Graham Bayliss, Leisure Director

CONTACT OFFICER: Steve Deakin, Assistant Leisure Director. Tel: 0151 934 2372 John Taylor, Head of Arts & Cultural Services. Tel: 0151 934 2374 EXEMPT/ CONFIDENTIAL: No

PURPOSE/SUMMARY:

Following the meeting of Cabinet on 6 th August 2009, to provide an update to Cabinet on all aspects of the proposed Southport Cultural Centre Project

REASON WHY DECISION REQUIRED:

To allow officers to continue to develop the project to it’s next stage in order to satisfy external funding arrangements.

RECOMMENDATION(S): That Cabinet:-

1. Note the work completed to date on the Cultural Centre and the current status of the project.

2. Agree to the undertaking of further pre-development works in the current financial year as outlined in the body of the report, within the existing approved budget.

3. Note the issues with regard to the relocation of the library, and authorise officers to continue to seek alternative provision.

4. Approve, in principle, the establishment of an interim arts service, subject to a further and detailed report on the nature of the service and the staffing consequences

5. Allow the Arts & Cultural Services and Library & Information Services budgets to be reformatted to meet the needs of the interim service, subject to formal approval by Cabinet at a later date.

6. Agree to officers bringing forward a proposal to phase the works programme to match the availability of external funding.

7. Agree to receive a further report on the outcome of the bid to the North West Development Agency.

8. Notes the potential increased revenue costs in 2012/13 and 2013/14, and agrees to receive at further report on the Business Plan, before committing the Council to any additional costs.

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KEY DECISION: Yes

FORWARD PLAN: Yes

IMPLEMENTATION DATE: Following the expiry of the “call in” period for the minutes of this meeting

ALTERNATIVE OPTIONS: If no remedial work is undertaken, the estimated lifespan of the buildings before some aspect of the structure or services becomes critically inoperable is in the region of 4 to 5 years. Were this to happen, the Council could be faced with a significant loss of services, one of which is statutory, and the prospect of a boarded up, unusable facility in a prime location. The cost of avoiding this situation is estimated to be £8.3m and therefore the only alternative option is to plan for the closure of the site at some time in the future.

Having Council owned, listed buildings in a poor state of repair will make it very difficult to enforce the maintenance of listed buildings in the private sector which could then put the Council’s Conservation Area Strategy at risk. In addition, the Council may be subject to legal action by English Heritage for not fulfilling their obligations to maintain listed buildings.

IMPLICATIONS:

Budget/Policy Framework:

Financial:

2009/ 2010/ 2011/ 2012/ 2010 2011 2012 2013 CAPITAL EXPENDITURE £ £ £ £ Gross Increase in Capital Expenditure Funded by: Sefton Capital Resources 0.7m 3.3m 3.3m Specific Capital Resources 4m 4m REVENUE IMPLICATIONS Gross Increase in Revenue Expenditure Funded by: Sefton funded Resources Funded from External Resources Does the External Funding have an expiry date? Y/N When? How will the service be funded post expiry?

Legal:

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Risk Assessment: If nothing is done, the buildings could close with the consequent loss of service one of which is statutory. The Council could be at risk of prosecution for not maintaining its listed buildings. The condition of the buildings gives rise to some concerns over health and safety not just for users but also for people on the public highway.

Asset Management: The three buildings at the heart of this project will be substantially refurbished with consequential reductions in maintenance and energy costs

CONSULTATION UNDERTAKEN/VIEWS

The Finance Director has been consulted and his comments have been incorporated into this report – FD Comments 132

CORPORATE OBJECTIVE MONITORING:

LIST OF BACKGROUND PAPERS RELIED UPON IN THE PREPARATION OF THIS REPORT Locum Destination Consulting – Southport – Classic Resort NWDA Regional Development Plan Southport Investment Strategy Levitt Bernstein – Southport Cultural Centre – Final report

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1.0 BACKGROUND

1.1 The concept of a high profile Cultural Centre was first highlighted in the 2004 “Vision for Southport” agreement between Sefton Council and the North West Development Agency (NWDA). It made specific mention to three large transformational projects; Lord Street public realm improvements, the Southport Theatre and Convention Centre development and the Cultural Centre.

1.2 The 2007 Locum Consulting’s report ‘Southport - Classic Resort’ said that such a Cultural Centre would be:

‘The single project with the greatest potential to anchor Southport and Lord Street’.

1.3 Members agreed to the concept of a Cultural Centre, based on the redevelopment of the existing Arts Centre, Art Gallery and Library when they approved the Southport Investment Strategy. This strategy has now been endorsed by the Regional Development Agency (RDA) and the Cultural Centre is listed as a significant ‘destination’ in the RDA’s current tourism development plan. A new Cultural Centre has the potential to make a significant contribution to the economic and social regeneration of Southport town centre both as a local community resource and as a major visitor attraction. In addition, it could improve its role in supporting other economic initiatives including tourism-focused events, hotel and conference development and the retail expansion going on in its immediate surroundings.

2.0 CULTURAL CENTRE - DESCRIPTION OF PROPOSED SERVICES AND FACILITIES

2.1 The proposed new Centre will be fully DDA compliant. It will include an art gallery capable of borrowing any work of art from any of the national collections, a hi-spec theatre, large popular music venue, new digital library, local history centre, museum capable of borrowing items from any museum in the world and space for local people to enjoy participating in arts and cultural activities.

3.0 INITIAL PROGRESS OF THE PROJECT

3.1 In order to ascertain if a Cultural Centre could be viable, a market needs analysis and feasibility study had to be undertaken. Following a competitive tender exercise, consultants Levitt Bernstein were appointed in June 2008. They were asked to produce these two pieces of work together with 4 architectural options ranging from maintaining the status quo and ensuring all buildings were ‘warm, safe, dry’ and DDA compliant through to the full-scale refurbishment of the existing facilities and the incorporation of the museum onto the town centre site. This work was completed in September 2008.

3.2 The report findings were presented to Cabinet on 27 th November 2008, outlining the 4 options available. The status quo option to keep the buildings warm, safe, dry and DDA compliant would cost the Council an estimated £8.3m, with little prospect of attracting external funding. Cabinet chose option 4 - the full scale refurbishment valued (then) at £20.3m, for which the Council’s contribution would be £7.3m and resolved: -

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3.3 That an “in principle” sum of £7.3m be included in the Council’s Capital Programme from 2009/10 for the development of the Southport Cultural Centre, subject to the successful draw down of external funding to complete the full refurbishment of the buildings.

3.4 Given the current financial situation, Members will obviously have concerns about committing such a large sum of money to a single project. Unfortunately, deciding not to commit this sum will have its own consequences. The buildings require immediate capital investment in the order of £200,000 to resolve a number of issues, including a replacement lift to meet the DDA requirements

3.5 Should essential repair work not be undertaken, then at some point over the next 4 or 5 years, the buildings will become unfit for purpose and potentially be faced with closure. The year on year cost of closing, securing and maintaining the whole site and the services it provides to other buildings such as Southport Town Hall, Bank and Crown buildings would be substantial. In addition, the library is part of a borough wide statutory service and the requirement for a town centre branch could only be addressed through renting premises from the private sector. In these circumstances, there may be little difference between these costs and those incurred as a result of prudential borrowing to meet the capital needs of this scheme.

4.0 PROGRESS ON EXTERNAL FUNDING APPLICATIONS

4.1 The original capital scheme that was reported to Cabinet in November 2008 incorporated external funding totalling £13m from several sources. The current status each of these funding streams are as follows: -

4.2 The Sea Change Fund - £4m.

Cabinet were advised in February 2009 that this application was successful and an award of £4m had been made subject to match funding by the NWDA. These funds have to be spent by 31 st March 2011.

4.3 North West Development Agency (NWDA) - £4m

An application for £4m has been submitted and is currently being appraised by an independent business consultant. Despite having to go through a formal application process, officers are confident that it will be successful. This confidence is bolstered by the fact that preliminary reports from the independent business consultant indicate that the Cultural Centre business plan is robust and capable of achieving both its income target and visitor numbers. If a grant award is made, it is likely that the conditions associated with it will require the Council to expend the grant in line with the grant received from Sea Change. An outcome is expected by the beginning of October 2009.

4.4 Heritage Lottery Fund (HLF) - £2m

An application has been submitted but because of the extended appraisal scheme used by the HLF, an offer is not likely to be received before April of 2010. Any grant provided by HLF will provide enhancement and additionality to the proposed development . The value of these enhancements have been removed from the core project and if the application process results in a grant from HLF a further report will be brought back to Members.

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4.5 Arts Council England - £1m

Although not factored in to the original scheme, the Arts Council has indicated that it would support a bid to their new capital programme when it comes on stream in April 2010. As with the HLF any Arts Council support would be the subject of a further report to Members and would be utilised towards additionality and enhancements. However, the Arts Council have approved £50,000 of revenue grant funding to assist in the development

4.6 Independent/private sector input - £1.1m

Given the current economic climate contributions from this source have been removed from the funding equation and the scheme scaled back accordingly. Any additional contributions from such sources could be utilised to reduce the Council’s contribution.

4.7 European Regional Development Fund (ERDF) - £2m

This application was unsuccessful, as the project was determined not to be eligible for ERDF funding. The cost of the scheme was scaled back accordingly.

5.0 SUBSEQUENT CHANGES TO THE BUDGET

5.1 The table below sets out the estimated costs and projected sources of funding of the project both in terms of the initial options that were reported to Cabinet on 27th November 2008 and the current position.

Nov. ‘08 Aug. ‘09 Variance £’000 £’000 £’000 Estimated Costs: Construction/contingency/inflation 16,450 12,200 -4,250 Relocation 0 347 +347 Acquisition of leases 300 392 +92 Feasibility/Surveys/Marketing 0 143 +143 Fees 3,632 2,337 -1,295 TOTALS £20,382 £15,419 -£4,963

Projected Funding: Sea Change (confirmed) 4,000 4,000 0 NWDA (not yet confirmed) 4,000 4,000 0

Heritage Lottery Fund (see para 4) 2,000 0 -2,000 ERDF 2,000 0 -2,000 Arts Council (see para 4) 0 0 0 Private/Charitable Contributions 1,100 0 -1,100 Sefton MBC – Feasibility work 0 119 +119 Sefton MBC Capital contribution 7,282 7,300 +18 TOTALS £20,382 £15,419 -£4,963

5.2 Members should note that the main driver in terms of the overall estimated costs is a realistic assessment of likely sources of funding that could be made available in the timescales indicated by both Sea Change and the NWDA by which their contributions must be spent, i.e. by 31 March 2011. The project was determined as ineligible for

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ERDF support and, as indicated elsewhere in this report, the approval timetable set by the Heritage Lottery Fund (in the order of 6 months) would delay the Council’s ability to let a contract early in 2010 and the consequential delay in commencing work on site.

5.3 Since the budget was first identified in the consultant’s report nearly twelve months ago, the economic down turn has bought about a number of changes to the estimated cost of undertaking this scheme. Building inflation, which had been estimated to be at 24%, has dropped to a deflation of around 8%, and consequently all of the related costs, contingency, fees etc have reduced. The estimate of fees in the report to Cabinet in November 2008 at 22% was overstated. The latest estimate of fees at 19% reflects the specialist nature of advice needed for heritage, theatrical and cultural developments of this nature and are the subject of ongoing negotiation.

6.0 PROJECT MANAGEMENT TEAM

6.1 A core management team has been established with an experienced officer from Technical Services appointed as overall project manager. Two groups have been established to oversee the project, a Strategic Project Management Group, and a Design Group.

6.2 The Strategic Project Management Group are responsible for overall project management and for the dispersal of the budget; the membership includes: -

Assistant Technical Services Director Project Manager – Technical Services Assistant Leisure Director – Operational Services Strategic Finance Manager – Finance Dept Head of Tourism Client Manager – Capita Symonds.

6.3 The Design Group has been set up to oversee the architectural design of the scheme and to ensure the proposed building is fit for purpose. Membership includes:

Assistant Technical Services Director Project Manager – Technical Services Strategic Finance Manager – Finance Dept Head of Arts & Cultural Services Head of Library and Information Services Levitt Bernstein – Architects Capita Symonds – Project Management.

6.4 This project will be subject to the recently introduced Capital Control procedures and framework for key capital schemes. The framework will require that specific operational and financial information be presented to the Strategic Asset Management Group as each key scheme progresses. Additionally, as a further development of the governance and management arrangements for the capital programme, each key scheme will be assigned a lead elected Member who will sit on the respective project management group and be involved in key decisions and developments as projects develop.

7.0 PROJECT PRE-DEVELOPMENT WORK

7.1 At Cabinet on 26 th February 2009, officers sought authority to commit expenditure from the Capital Programme in order to progress essential pre-development work.

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Had they not been able to do this, the consequent delay could have jeopardised the project schedule imposed on the Council by the principal external funding agency. Such a delay could have reduced the amount of external funding available which, in turn, could have resulted in either a reduction in the quality/effectiveness of the building scheme or an increase in the level of funding required from the Council.

7.2 SAMG subsequently recommended that Cabinet allocate a total of £700k to undertake predevelopment work (£400k) and the balance to buy out the lease of the café bar in the arts centre.

7.3 At the time of writing, the architects have completed design work to RIBA stage C. The physical size of the drawings prevents them being attached to this report, but they will be available to view at the Cabinet meeting.

8.0 TIMETABLE OF WORKS / ACTIVITIES (ACTION PLAN)

8.1 A Gantt chart showing the progress of each component of the predevelopment work is attached as Annex 1 . A larger colour version will be tabled at the meeting. Members will note that in order to meet deadlines imposed by the Sea Change fund, it will be necessary to vacate the whole site by 31 st December 2009. Officers have looked at the possibility of undertaking the refurbishment of each individual building separately to avoid this mass relocation. Unfortunately, the services to all three buildings, including the IT network, are so inter-dependant that it would be both expensive and time consuming to separate them into 3 independent operations.

8.2 Ensuring that all staff and valuable artefacts are removed from the building by 31st December 2009 will enable the Contractor to complete the necessary intrusive investigation work, assess the significant building risks that will need to be understood and to enable the detailed design to be modified, if necessary. Therefore officers have examined a number of options for relocating all three services, for accommodating staff and implementing an interim service (see para 11).

8.3 There are a number of issues which will require authorisation in the near future if they are to be completed before the 31 st December 2009 deadline.

(i) The Council’s collections of art works and artefacts will need to be packed and removed to an appropriate store by specialist contractors. This has been estimated to take six weeks. However, the contractors have other clients and Sefton will have to be able to take the slot offered in their programme in order to meet the project deadline.

(ii) Similarly with the library, packing the stock, including the more delicate objects in the local history collections, will take 4 weeks.

(iii) Where ever the two staff groups are relocated, Arvato, the Council’s IT contractor will have to undertake the work of installing the IT systems, the lead in time for which has been quoted as up to 3 months. (iv) Equipment currently installed in the two theatres that is to be reused, will need to be systematically removed and relocated to off site secure storage.

9.0 POSSIBLE PHASING OF THE DEVELOPMENT TO MATCH AVAILABILITY OF FUNDING.

9.1 Members will have noted from the table in paragraph 5 that not all the applications for external funding have been successful and the outcome of a number of others will not be known for some time. Therefore officers have considered the possibility of

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phasing the build programme to match the availability of external funding. The current architectural work, when complete will be the plan for the whole scheme from which it will be possible to cost individual aspects of the scheme and to only undertake those for which funds are available . Each phase of the work would produce a fully functioning component of the scheme without disrupting the other services.

9.2 Officers expect the outcome of the application to the NWDA to be known in October 2009. Subject to a satisfactory outcome, together with the Authority’s £7.3m from the capital programme, and the £4m from Sea Change, this would make an available budget of £15.3m. A fully redeveloped and operational Cultural Centre could be delivered at this cost. Should any further funding bids be successful, i.e.: £2m Heritage Lottery Fund bid, these would provide additionality and enhancement to the overall project.

10.0 THE INTERIM SERVICE

10.1 It is anticipated that both the Library & Information Services and the Arts & Cultural Services sections will continue to offer an interim service whilst the complex is closed. The Personnel issues arising from the operation of an interim service will be determined by what options Members choose to adopt.

10.2 Arts & Cultural Services

In the case of Arts & Cultural Services, this will be partially based in the remaining 4 venues together with some activities in community and commercial venues supported with a strong cultural inclusion programme and an increase in participatory activities across the Borough. An audit of suitable venues is underway throughout the Borough funded by the Arts Council and undertaken in conjunction with Sefton CVS. However, during the closure, Arts and Cultural Service is likely to see it’s gross income fall by some £300,000. This will be offset to a large extent by corresponding reductions in fees to companies and artists, front-of-house staff costs and savings on utility bills. However, in order to deliver the proposed interim programme, the net budget will have to be reformatted to accommodate the changed nature and location of the service and officers are requesting permission to undertake further detailed work and report the outcome to members.

10.3 Library & Information Services

In the case of the library service, Members will be aware of the public concern over the lack of a service throughout the closure period, and have stated that they wish to see the service retained. Officers have evaluated a number of options for relocating the library service, which have previously been brought to Members for their consideration.

The relocation of the library within the town centre has proved to be more difficult to achieve than was originally envisaged. (The current library has 685sq.m of space to provide the full range of its services.) There are a number of reasons for this: -

1. Despite the economic situation, landlords are reluctant to offer short-term leases. They are offering 5 – 10 year options or rolling 3-month options, neither of which satisfy the Council’s requirements of 2 to 3 years.

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2. All landlords want to charge a “commercial rent” which range from £30,000 pa for premises of 166sq.m to £150,000 pa for 3500sq.m. Most want to include a management fee, and all are available only on a full repair liability.

3. Initial discussions with the local churches produced a negative response. However, since the press article in July, Christ Church and St Georges Church have offered their small halls for hire. These are being progressed, but there are issues that require resolution e.g. what happens to the library when there is a funeral taking place?

Officers are continuing to explore a number of premises in the town centre, but the likelihood is that any relocation will incur significant costs that are not budgeted for in the project budget.

10.4 The total operations budget for Southport library, including energy, rates, repairs and maintenance etc. is £44k but as little as £15k goes on actual building costs because it is wholly Council owned. Based on current market place rentals, the additional costs of retaining a Southport library over the 30 month period is likely to be in the region of £350,000. If Members wish to retain the library, then the additional cost will have to be taken from;

• From the revenue budgets of other libraries, to the detriment of the service in other parts of the borough. • From elsewhere in the Council’s budget.

10.5 Reformatting the budget

The existing Libraries and Information Services budget will need to be reformatted in order to take account of changes both in the nature and location of services. Members are asked to authorise this.

11.0 STAFFING IMPLICATIONS – COMMENTS OF THE PERSONNEL DIRECTOR

11.1 The Personnel Director has commented that, given the anticipated closure of the existing Southport Arts Centre, Gallery and Library, some of the staff providing services in respect of those venues may not have a role after 31 st December 2009, and could, therefore, be potentially at risk of redundancy.

11.2 However, subject to the Cabinet’s decision relative to the options for the continued provision of library services, as outlined in the report, it is anticipated the 21 (14.29 FTE) members of staff in the library will be retained in employment.

11.3 In addition, if the provision of an interim arts services is approved, the opportunity will be available to retain Arts Centre and Gallery staff in employment.

11.4 Although the details of staff requirements for the interim service, identified in the report, need to be finalised, every effort will be made to ensure that as many staff as possible are kept in employment. To this end, in order to manage the situation, vacant posts will not be filled, and volunteers for redundancy will be sought from within Arts and Cultural Services, with a view to reducing staff numbers without the need for compulsory redundancies. Should it not prove possible to accommodate all the staff by these means, a further report will be brought to Members.

11.5 Consultation with the trade unions and the staff about the possibility of the closure of the Arts Centre, and the staffing implications, has already commenced. In

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accordance with the resolution of the Cabinet on 6 th August 2009 (Min. No. 107(2) refers), the Personnel Director will be involved in on-going consultations with the staff and trade unions; this will include the staffing arrangements relative to the interim service, should Members approve this

12.0 CULTURAL CENTRE – POSSIBLE ADDITIONAL REVENUE COSTS FROM 2012/13

12.1 There are likely to be two issues that have short-term revenue implications when the Centre reopens in 2012. Firstly, there will be a reassessment of the business rates for the site and experience at Splashworld suggests that this might increase the NNDR payment by a figure ranging from £75k to £100k. Furthermore, external funders will look to protect their investment and will require the establishment of an annual ‘sinking fund’ to ensure the long-term maintenance of the site. This is also likely to be in the order of £100,000.

12.2 The business plan is currently being developed and as part of the NWDA approval of the scheme, the plan will be independently appraised. The business plan will also be scrutinised by the Finance Department. The business plan is in the process of being finalised and early indications suggest that income will increase both in terms of spend per head and in terms of the number of people visiting the site. The footfall projection suggests a rise from 450,000 visitors to 650,000 by the end of year three. During the closure period it will be difficult to undertake any significant audience development work, a consequence of which will be that the new facility once opened will be required to generate, and sustain a new / modified audience base. This can be achieved with the combination of a new facility of regional significance and a good balanced programme of activities.

12.3 This however, will take some time to achieve and as previously reported to Members in February 2009, it is anticipated that the first two years of operation are likely to see an increase in revenue deficit of £200,000 in 2012/13 reducing to £100,000 in 2013/14. By year 3 (2014/15), the audience figures should be fully developed and there should be no requirement for extra provision to be made in the MTFP. However, until the Finance Department have had the opportunity to examine the business plan in detail, the extent of any net additional costs of operating the new facilities, including capital financing charges, is purely speculative, Members are at this stage asked only to note the potential for such increased net costs. A further report on the business plan will be presented to Cabinet.

13 RECOMMENDATIONS

That Cabinet:-

1. Note the work completed to date on the Cultural Centre and the current status of the project.

2. Agree to the undertaking of further pre-development works in the current financial year as outlined in the body of the report, within the existing approved budget.

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3. Note the issues with regard to the relocation of the library, and authorise officers to continue to seek alternative provision.

4. Approve, in principle, the establishment of an interim arts service, subject to a further and detailed report on the nature of the service and the staffing consequences

5. Allow the Arts & Cultural Services and Library & Information Services budgets to be reformatted to meet the needs of the interim service, subject to formal approval by Cabinet at a later date.

6. Agree to officers bringing forward a proposal to phase the works programme to match the availability of external funding.

7. Agree to receive a further report on the outcome of the bid to the North West Development Agency.

8. Notes the potential increased revenue costs in 2012/13 and 2013/14, and agrees to receive at further report on the Business Plan, before committing the Council to any additional costs.

Page 184 Annex 1

Page 185

Agenda Item16

SEFTON COUNCIL EXECUTIVE REPORT report-master Page No.

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Page 186 Agenda Item 17a

CABINET REPORT

COUNCILLOR COMMITTEE DATE

Cabinet Member Peter Dowd August 2009 for Children’s Services

Financial Services

• Overall Budget Position – Children’s Services (Approx £2.1m deficit) Major overspend continues to be for LAC / agency / care packages for CWD, this is currently projected to overspend in 2009/10 by £1.970m. Added to this is the additional costs attributed to Legal Services attached to child placements etc, projected to overspend by £159,000. Also the increased cost of additional Social Worker support as a result of the Fostering Services Inspection and the Lord Laming recommendations – the current employee costs for Children’s Social Care is projected to overspend by £100,000.

• South Sefton Sixth Form College The current start up revenue contributions towards the South Sefton Sixth Form College being supported by CS are currently projected as being £394,000. This is currently being offset by central reserves of £358,500 of closed schools’ balances, which are available to offset continued running costs of any closed schools, mitigate the risk of schools closing with financial deficits, which become the responsibility of the Council, or other LEA priorities.

• Schools Balances The outturn statement for 2008/09 shows that Sefton schools hold balances of £14.590m compared with £14.837m in 2007/08. As a percentage Sefton Schools now hold the 5 th highest balances nationally and by sectors Sefton Primary Schools hold the highest nationally - excluding London Boroughs etc The Schools Forum working Group have identified 26 schools (17 primary, 5 secondary and 4 special schools) who they wish to meet to discuss specific plans for spending excessive balances. The meetings with these schools will take place week beginning 14 th September 2009.

• 2009 – 2010 DSG Settlement The PLASC Census January 2009 showed a loss of 616 pupils compared to January 2008 (422 Primary & 251 secondary – biggest losses). The allocation of the Individual Schools Budget (ISB) to schools, on the reduced pupil populations has enabled the following percentage increase for each school sector

• Nursery 3.21% • Primary 3.62% • Secondary 3.46% • Special 2.93%

Schools Forum agreed to continue to allocate £1.8m of targeted funding to support the most vulnerable pupils who fall into specific categories: Looked After Children (LAC), Ethnic Minorities and those at risk of falling behind. The School Advisory Service has been asked to monitor the outcome of support packages put in place by schools for individual pupils.

Youth Offending Team (YOT)

• The Core Case Inspection (CCI) of the youth offending work in Sefton took place as part of the Inspection of Youth Offending programme undertaken by HM Inspectorate of Probation (HMiP). Fieldwork took place in April 2009 with the report being published on 15 th July 2009. The YOT was required Page to submit 187 an Improvement Plan addressing the Agenda Itemrecommendations 17a within four weeks, which, once finalised, would be forwarded to the Youth Justice Board (YJB) to monitor its implementation. HMiP will undertake a re- inspection in approximately twelve months time.

• A draft report was made available at the end of May, and the YOT started an Improvement Plan with the assistance of Margaret Loughlin, AD Children’s Services, and Ch Insp Lol O’Donnell, Merseyside Police, representing the Management Board. Liza Durkin, Senior Performance Advisor (North West) from the YJB gave advice on the content, and a draft High Level Improvement Plan plus a detailed action plan were submitted. The Lead Inspector has responded , “We are happy with the two level approach and can see that you have made a considerable effort to address each of the recommendations in the high level report and (I think) each of the AFIs in the CCI plan, which is very detailed. The overall timeframe for the high level plan seems appropriate, having started already with a review due next month, then quarterly with a concluding date of September 2010. I do think that some of the detailed plan is optimistic with regard to timescales, and I do wonder if the YOT management group currently has the number of staff necessary to deliver all the "immediate" QA actions. Even with the correct staff identified and appointed, there will still need to be some time to settle in.”

• The Action Plan is to be reviewed in line with the Inspector’s comments and re-submitted. Both plans will be considered by the YOT Management Board on 17 th September and Liza Durkin will be in attendance.

• The YOT is also preparing for the Scaled Approach and Youth Rehabilitation Order (YRO) which are to be introduced on 27 th November 2009. The YOT’s SMT recently met with a member of the YJB central implementation scheme to prepare a scoping document. As a result, the YJB has offered to support the YOT by sending a member of the Consultancy Team to assist in briefing the Management Board.

• A new Head of Service has been recruited and is due to start on 26 th October 2009.

Building Schools for the Future

• Sefton submitted the Readiness to Deliver document in May 2009 and were invited to an interview with DCSF on 21 July 2009. Attendees were Alan Moore, Alan Potter and Simon Jones (Capita). Twenty-three LA’s submitted an RtD and 6 of those have been invited to enter the programme immediately with 12 more to be invited over the coming months. The feedback received was good on the whole with some sections deemed to be excellent and Sefton is in a good position to resubmit by 17 September 2009 with a view to entering the programme in January 2010. However, there are a number of issues to be addressed if Sefton wish to move forward within this timeframe.

• Temporary appointments need to be made without further delay to the following posts. (Cabinet report 16 April 2009 gave approval for £300,000 of Modernisation Funding to be set-aside for this purpose up to April 2010). It is anticipated that permanent appointments to these posts would be progressed for commencement in January 2010 (subject to confirmation of Sefton’s entry in to the BSF programme). Projected costs have been fully discussed with the Finance Director prior to any temporary appointments being made.

- Project Director – Richard Coates Consultant with Capita Symonds - Project Manager – Alison Roberts Consultant Mouchel (previously worked on the Litherland One-school Pathfinder for Sefton) - Transformational Lead – to be confirmed from within Children’s Services - Communication/consultation Lead - to be confirmed.

Sefton Water Centre

• Following the council decision to run the water Centre in house discussions have continued with colleagues in leisure re CS usage. This will be a phased development. Meetings are planned with special School headteachers to plan an interim educational programme this year and to develop a curriculum offer for September 2010 when Machinery of Government changes will be implemented. Ofsted have been helpful in considering use of the building Page 2188 for short breaks and have recommended that this not be designatedAgenda as a children's Itemhome 17a but that alternatives be considered. Discussions with specialist outdoor education providers for disabled youngsters are proving helpful in this respect. Work will continue to get clubs using the facility for leisure purposes in the very near future.

Free & Active

• Free & Active has been running throughout summer at Sefton leisure providing free access to a number of sports and leisure activities for children and young people aged 8-18.

• Partnering with the Sefton Youth Service, the summer programme of activities is the largest range of activities that have been offered since the programme commenced this year offering a range of activities from Family Fun Days, Sport Specific Camps and Sport Specific sessions, led by expert coaches, ranging from Tae kwon do, and Water polo, to Golf and Dance, whilst also keeping the more traditional aspects of the programme alive. Numerous special events were also scheduled in leisure centres within the borough, providing Lazer Quest and ‘it’s a knockout’ style competitions.

• Three and a half weeks into the programme, and have already recorded a staggering 18,000 separate visits within leisure centres and community venues within the borough.

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Page 190 Agenda Item 17b CABINET REPORT – COMMUNITIES PORTFOLIO September, 2009

Sefton Equalities Partnership

Equality Standard for Local Government The Council was currently self-assessed as being at 95% of level four of the ‘old’ Equality Standard for Local Government with one directorate recorded as being at 86%. The new Equality Framework for Local Government had been introduced and work was underway in migrating the Council’s performance into the new system. The new framework consisted of three levels as opposed to the existing five and early work put the council at 38% of Level 3 in the new framework, working towards excellence.

Quality The Equalities Partnership and NHS Sefton had been shortlisted for the Health Service Journal Awards for their work in tackling health inequalities through employment and volunteering initiatives for residents from under- represented groups. A presentation to the Judging Panel would take place on the 24 September with the Awards event being held on the 30 November, 2009.

------

Community Safety Department

Statutory Changes to Crime and Disorder Reduction Partnerships (CDRP) The Policing Green Paper ‘From Neighbourhood to the National: Policing Our Communities Together’ would change the status of Probation from a cooperating body to a responsible authority and at the same time extend the remit of CDRPs to include re-offending. It was anticipated that the provisions detailed within the Bill would come into effect from April 2010.

Increased Role of Overview and Scrutiny for the Work of Community Safety Partnerships The Police and Justice Act 2006 (Section 19 and 20) had introduced a new provision that would allow the Council’s the Overview and Scrutiny Committee to review the work of the responsible authorities and how, as a partnership, they were addressing crime and disorder. Naturally the partnership were supportive of this and would work with the respective Overview and Scrutiny Committee (Performance and Corporate Services) to develop the lines of initial enquiry in the coming weeks, following a presentation made on the 12 August 2009.

Increasing the Remit of the Partnership to Include ‘Hate Crime’ The draft Cross Government Action Plan on Hate Crime had recently been circulated along with a draft action plan.

Page 191 Agenda Item 17b CABINET REPORT – COMMUNITIES PORTFOLIO September, 2009

The action plan made clear reference to the fact that Crime and Disorder Reduction Partnerships would be given the strategic and operational lead to develop and publish local action plans to address hate crime incidents and hate crimes (Draft: Oct 2010).

It was also a component of the new duty that the partnership collated and analysed all data on hate crime incidents and crimes and use this actionable analysis to inform their respective action plans and also to be the reporting data source for GONW.

A paper had been submitted to the Partnership (SSCP) on these proposals and discussions would take place as to how this new duty would be incorporated into the wider remit of the partnership. It was important to reflect that the Sefton Equalities Partnership had delivered some excellent work in this field and that the relationship and skills they had developed must not be lost in this structural change.

Integrated Offender Management (IOM) and the Pilot Sefton Problem Solving Court (PSC) Given the new status of Probation and the extension of the remit of the partnership to include reducing re-offending current new guidance on ‘ engaging communities in criminal justice’ it seemed there was a clear intention that ‘problem solving courts’ would be an embedded function in all magistrates’ courts by 2012.

PSCs were being developed because communities and magistrates were frustrated at seeing the same people repeatedly appearing in court. The PSG court, supported by offender managers from Probation and support services from the wider partnership, would do more to help the offender focus on their underlying problems to reduce the pattern of their offending and as a result reduce the harm they do to the communities in which they offend.

Sefton had already had a pilot PSC operating from South Sefton Magistrates’ Court. The magistrates in this court had been trained and early results (based on 27 cases) were very positive in terms of how this approach was reducing recidivism.

Anti-Social Behaviour In Sefton, in line with the Local Area Agreement, the focus with partners has been on addressing and reducing complaints and perceptions of anti-social behaviour.

Colleagues though-out the partnership, including the Third Sector, Youth Services and Leisure Services as well as the Police and officers from the Councils mutli-agency anti-social behaviour unit have contributed to various programmes (see attached information on ‘Informed’ and the ‘Police Pod’ ) that have seen across Sefton some impressive reductions in complaints made to the Police.

Page 192 Agenda Item 17b CABINET REPORT – COMMUNITIES PORTFOLIO September, 2009

The Police Pod has been ‘out and about’ in various Police Neighbourhoods this week. It has been staffed by officers from each of the Police Neighbourhoods who have listened and informed local residents about what is being done to tackle anti-social behaviour.

This project has also been supported by officers from the Sefton anti-social behaviour unit. Comparing June 2008 data with June 2009 data there has been an impressive 11% reduction in complaints in anti-social behaviour made to the Police. Likewise comparing July 2008 with July 2009 there has been a 10% reduction in complaints of anti-social behaviour made to the Police.

Much of this work was down to the work of the departments and Agencies, referred to above, who have provided an exciting attractive youth offer.

Councillor Porter Cabinet Member - Communities

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Page 194 Agenda Item 17c

CABINET – 3 rd SEPTEMBR 2009

CORPORATE SERVICES – CABINET MEMBERS' REPORT

LEGAL & ADMINISTRATIVE SERVICES DEPARTMENT

The Department has recently updated the Business Continuity Plan (BCP), in regard to the Department and upgraded the rating for Coroners and Registrars to A*, along with the Legal Child Care Team.

1. The Property and Land Services Legal Team continues to be busy, especially in view of the complications surrounding the Water Centre site. The matter was to be reported to Cabinet on 6 th August 2009. The Team have commenced work on the Land Referencing Scheme for two potential CPO sites. Registration of the Council’s properties in Southport and Formby is complete and the Team are currently processing the Crosby area.

2. The Planning, Environmental and Technical Services Legal Team have been busy relocating the Farmers Market from the Town Hall Gardens to Chapel Street in a bid to increase footfall and custom to shops located on Chapel Street. A number of new contracts have also been executed. The Team have also been assisting with a funding arrangement between the Council and the RNLI whereby RNLI will be providing equipment and life-guarding services to Sefton’s beaches on behalf of the Council which will include services to Formby Beach which is not currently patrolled. As it is a joint venture, with joint funding, the cost input by the Council for the project will be less than the current spend, with an estimated saving of £16,000, but with the additional benefit of increased services and additional equipment.

3. The Child Care and Social Services Team continues to be extremely busy with care proceedings cases and legal meetings increasing significantly over previous years. For example, the Team had issued by mid June some 25 cases, as compared to only 10 cases during the same period last year. The situation will continue to be monitored to ensure that the Team can cope with the increase in work. The Team is also dealing with a number of employment tribunal matters and with adult social care matters, including a challenge to a decision by way of an application to the Court of Protection.

4. Electoral Services

The annual canvass for the 2010 Register of Electors will start at the end of August. The process involves sending out voter registration forms to all residential properties, with up to two reminders being sent. Empty properties and properties from which information has not been received for up to 2 years are especially targeted. In addition, resources are aimed at registering groups identified within the services Equality Impact Assessment, as well as ensuring properties in multiple occupation are correctly registered.

Page1 195 Agenda5. Registrars Item 17c

Registrars have recently moved to the electronic RON system for births and deaths. The system has been successfully implemented and Marriages are expected to join the electronic system in the Autumn. A Service Delivery Inspection has recently been carried out by the General Register Office (GRO) and the final inspection report is awaited.

6. Committee & Member Services

School Admission Appeals During the period 30 April to 2 July 2009, 169 School Admission appeals (131 High School and 38 Primary School) were organised and clerked by the Section. In that period of 44 working days, the appeals panels sat on 24 days.

School appeals will be held 1/2 days per month from August to deal with casual appeals as a result of changes of address of pupils etc.

Committee Agendas and Minutes As part of the roll-out of the Modern.gov Committee Management System and the Council’s sustainability policy, letters have been sent to all Members of the Council advising them of the protocol for the distribution of hard copy agendas which will be implemented from mid September 2009. Hard copy agendas will only be sent to the members of the appropriate Committee and email alerts will be sent to Substitute Members.

Email alerts will be sent to all Members following the publication of the minutes of the various Committees.

7. Overview & Scrutiny

The 2008/09 Annual Report for Overview and Scrutiny was received at the meeting of the Council held on 9 July 2009 and noted.

Each of the four Overview and Scrutiny Committees has now held their respective Work Programme sessions, where key officers presented information regarding the major issues facing their respective areas of work for the forthcoming year. Cabinet Members were also invited to these sessions. The information provided assisted Members in planning their Committee’s programme of work for 2009/10. Working Groups have now been established as follows:-

Overview & Scrutiny Committee to consider issues surrounding (Health & Social Care) dementia.

Overview & Scrutiny Committee to consider the Council’s kerbside (Regeneration & Environmental recycling collection service and Services) undertake the required O.J.E.U tendering required to procure its replacement; and

Stage 2 of the Libraries Assets Management Review Working Group.

Overview & Scrutiny Committee Corporate Parenting (Children’s Services) Page 2196 Agenda Item 17c Overview & Scrutiny Committee Stage 2 of the Equality of Access to (Performance & Corporate Services Working Group; and Services) to examine issues surrounding the public perception of crime.

The Overview and Scrutiny Management Board has recently received briefings on the Strategic Budget Review and its role in that process remains on-going.

8. Land Charges

A separate report on the recent developments regarding land charges has been submitted.

PERSONNEL DEPARTMENT

A. Pay & Grading Review/Equal Pay

1. At its meeting on 28 th July 2009, the Pay and Grading Committee noted the ‘in principle’ pay model that was to be used for negotiation purposes and confirmed that the implementation of the review would take effect from 1 st April 2010.

2. The Committee was informed that formal consultation with the trade unions had begun on the 22 nd June and that they had been supplied with a wide range of information that would form the basis of negotiations over the coming months.

3. Preparation for the Tribunal hearings in respect of equal pay claims is continuing.

4. The Department is assisting New Directions to resist 380 Employment Tribunal claims that have been lodged by UNISON and the GMB. A settlement offer has been forwarded to the trade unions’ solicitors and a reply is awaited.

B. Establishment Control, Pensions, Payroll & HR Transactional Services

5. The weekly Client meetings continue and we are progressing in several areas including the introduction of new process and improving data quality.

6. An interim report has been produced by external audit regarding Payroll & Transactional HR. The relevant recommendations will be shared with arvato.

7. New guidelines for managers looking to recruit are still in development and will be issued shortly. This will include an authority to recruit so the establishment can be amended/updated accordingly

8. The Establishment Control Team are in the process of preparing Workforce Data that will be published to all Service Directors on a regular basis.

9. The Pensions Officer is currently working closely with the policy team to develop pension policies. Page3 197 Agenda Item 17c C. Health & Safety Unit

10. The Unit continues its move towards modernisation of its OH approach, in line with Government initiatives from DWP and DH. One example is the on-site workshop given by the Unit's counsellor and psychotherapist to a group of staff with protracted interpersonal issues. These had led to prolonged absence and harassment claims.

11. The incident and investigation reporting system is being updated in co-operation with arvato. The new computerised system (the first version has been delivered) considerably enhances the Council's capacity to monitor and learn from incidents.

12. All Members have been sent a briefing on swine flu planning within the Council. Though there has been a drop in the number of cases across the country, the Health Unit continues to work with the Corporate Flu Group and PCT colleagues in planning for the next wave.

13. Work on the 2009/10 Health Unit Plan continues. The half year position will be reported to the Corporate H&S Forum in October.

FINANCE & INFORMATION SERVICES DEPARTMENT

1. Relocation

As a result of the move of the PCT into Merton House, the Finance & Information Services Department re-located during July. Most of the Department have moved to Magdalen House, however the Central Procurement Team have temporarily re-located to Bootle Town Hall. Telephone numbers and email addresses remain the same.

2. Final Accounts

The Council’s Auditors PriceWaterhouseCoopers are currently reviewing the final accounts for 2008/09. They are due to give their judgement on our accounts by Mid September in order that they can be presented to the Council’s Audit & Governance Committee on 30 September 2009.

3. Budget Issues

The department continues to be heavily involved in the Strategic Budget Review. Work is ongoing to assess real budget pressures faced by the Council, in particular we are working closely to review the demand-led pressures on Adult and Children Social Care.

Page 4198 Agenda Item 17c

4. Specialist Transport Unit:

Following a recruitment exercise, an appointment has been made to the post of Head of Specialist Transport, and it is anticipated that the successful applicant will take up the post by 1 st September 2009. It is proposed that this crucial appointment will enable a number of cost saving initiatives to be implemented quickly, and a detailed report on the operation of the STU will be submitted to the next meeting of Cabinet.

5. Services delivered by arvato.

Following the decision of Cabinet on 6 th August 2009, plans are in place to implement the Cabinet’s decision to pay local SME’s within 10 days of receipt of invoice. Progress will be closely monitored and will be reported through existing performance reporting arrangements.

An update report on the Finance & Information Services Client Unit is being considered by the Overview & Scrutiny (Performance and Corporate Services) meeting on 1 st September 2009.

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Page 200 CABINET MEMBER – ENVIRONMENTALAgenda Item 17d PORTFOLIO ISSUES – 3 SEPTEMBER 2009

Following a presentation to members of the Overview & Scrutiny Committee on the 15 th July 2009 a RECYCLING recommendation was made to narrow the options for providing the future recycling collection service to four. The recommendation was noted and agreed at the Cabinet Member – Environmental COLLECTION meeting on 29 th July 2009. Work has now commenced to produce more comprehensive information SERVICE upon which a decision can be made about how best to enhance the existing service when the current contract expires and the financial impact of doing so. The Sefton LSP has adopted ‘NI 188 – Adaptation To Climate Change’ as one of its key indicators. NI 188 is a process based indicator with four levels measuring the progress of the council towards having a fully implemented climate change strategy that is being monitored and reviewed. Agreement has been reached with Government Office on a target of meeting ‘Level 3 – A strategy developed and in place’ by April 2011, which is the end of the current community strategy. Intermediate targets to meet the requirements of Level 1 by April 2009 and Level 2 by April 2010 are also included. The submission of evidence to show compliance with Level 1 was made in April 2009 and work is currently underway to meet the requirements of ‘Level 2 – Production of a comprehensive risk assessment of climate threats and opportunities and identification of key CLIMATE CHANGE actions’. A corporate climate change group has been formed with representatives from all Departments. EPD staff have given presentations to each of the Thematic Groups and all Council Departments and LSP partners have been asked to identify climate vulnerabilities and opportunities. A workshop will be held on 1 st October to carry out a risk assessment of the identified vulnerabilities and opportunities. The UK Climate Change Impacts Programme (UKCIP) has been asked to participate in the workshop. The workshop will help compile a prioritised list of climate threats and opportunities and possible adaptive responses. These will be reported to Strategic and Service Directors, Cabinet and the LSP Board. All partners will then be asked to identify priority actions. DEFRA operates a grant fund that local authorities can apply to for funds for air pollution monitoring equipment, modelling of air pollutants, development of emissions inventories and actions to support air quality action plans. Sefton applied for £57,000 to support actions that we hoped to include in our air quality action plan. DEFRA have reported that the total funding applied for significantly exceeded the provision AIR QUALITY available. Thus, not all applications were successful and successful awards have received significantly less money than requested. Sefton have been awarded £16,000 in support of our Action Plan. Although this figure is significantly less than requested, the funding will be used for GRANT two main objectives: APPLICATION • To support a trial of road washing in the Millers Bridge area to reduce fine particle emissions • A study into the feasibility of installing a new set of traffic lights at the junction of Millers Bridge and Regent Road, and altering the phasing of the lights at the Millers Bridge Derby Road junction. This would allow HGVs to travel up Millers Bridge from the Dock Road without stopping at the Millers Bridge Derby Road Junction. The Environmental Protection Department is currently enhancing the local environment via a range of partnership and externally funded arrangements. The department is working closely with the LOCAL Community Safety section to maximise the benefit of the Community Payback Scheme in ENVIRONMENTAL conjunction with the Probation Service and to help direct this activity. The Merseyside Cleaner, QUALITY Safer, Greener Partnership is seeking to establish a Merseyside wide arrangement with a national company to reduce graffiti affecting their street furniture, it is anticipated that this will commence during 2009/10 The Health and Safety Executive (HSE) and LACORS have launched a new statement of commitment between HSE and Local Authorities; it sets out the joint commitment to improving how HSE and local government work together to improve health and safety at work. The strong co- regulator partnership between local government and HSE is key to the delivery of HSE’s new HSE Strategy for the Health and Safety of Great Britain. The Statement of Commitment sets out the clear PARTNERSHIP objectives for health and safety, consistent with HSE’s new strategy, and how these objectives will be achieved, working in a close, effectively governed partnership. There is also a commitment to implement the new Section 18 Health and Safety at Work Act standard on enforcement by March 2011. This places a duty on HSE and local authorities to make adequate arrangements for enforcement of health and safety.

Councillor D Tattersall Cabinet Member - Environmental - 3 September 2009

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Page 202 Agenda Item 17e

Health and Social Care Cabinet Member Report 3rd September 2009

Valuing People, Transferring Funds from the NHS to Sefton Council

The White Paper ‘Our Health, Our Care, Our Say’ (OHOCOS)(2006) gave a vision for adult social care. The vision is one of high quality support, meeting people’s aspirations for independence and greater control over their lives, making services flexible and relevant to individual needs.

‘Valuing People Now: from progress to transformation’ gives the Government’s vision for people with learning disabilities across a range of services based on four key principles of rights, independence, choice and inclusion. From April 2009, Learning Disability Social Care funding and commissioning will transfer form the National Health Service (NHS) to local authorities as set out in “Valuing People Now”.

For the final two years of the Government’s Comprehensive Spending Review, 2009/10 and 2010/11, the transfer of funding will be made locally from Primary Care Trusts (PCTs) to local authorities, in this case NHS Sefton to Sefton Council. The change in commissioning responsibility is part of the wider transformation of adult social care set out in ‘Putting People First’ and will bring clear benefits to people with a learning disability.

It is the Government’s view that Councils are best placed to deliver quality, targeted services, which place the individual at the heart of service provision, based on their experience and their lead responsibility for community services.

As this is a transfer of commissioning and funding responsibility Local authorities may decide to commission other, more appropriate services over time. The Personalisation Agenda means that with the increase in Individual Budgets and Direct Payments people will choose the services that best suit them.

The change will enable the NHS to focus on their primary responsibility of meeting the health needs of people with a learning disability. Responsibility for health care, including specialist learning disability health care services and forensics will remain with the NHS. The NHS will continue to fund and commission NHS specialist staff such as community nurses, psychiatrists and speech and language therapists; assessment and treatment services.

NHS Sefton and Sefton Council will continue to have a joint responsibility for the health and wellbeing of the population in their areas. There will be a greater clarity on what is covered by social care and a clearer policy direction. Partnership working will be of even greater importance. The Government expects Learning Disability Partnership Boards to be the place where this dialogue comes together with service users and their carers. Partnership arrangements including pooled budgets are seen as a very positive way to work together.

The value of the transfer as at the 1 st April 2009 is £4,099,287. All of these funds are currently committed.

Transforming Social Care

The Transforming Social Care agenda continues to progress with increasing numbers of Sefton citizens accessing choice and control over their care.

The Directorate exceeded targets, set by the Care Quality Commission, for 2008/09 and a further set of stretch targets has been set for the current financial year.

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Government will announce, in October, a set of milestones by which all Local Authorities will be consistently performance managed.

The Directorate is also working closely with NHS Sefton and the voluntary sector, to develop a range of prevention and early intervention services within the Borough – this will culminate in the launch of the Sefton Prevention Strategy in October.

Stroke Strategy in Sefton

In December 2007 the Department of Health (DH) published a national framework for the development of stroke services in England.

In Sefton there were 400 cases of stroke in 2007-2008 and 350 TIA’s (transient Ischaemic attacks).

The Department of Health issued a circular LAC(DH)(2008) detailing a three year grant to Local Authorities to deliver stroke services. The money was allocated to Local Authorities from the NHS as they recognised the important roles that community based organisations and social care staff play in assisting with the care pathway for those people who have had a stroke.

In Sefton the first year of the grant 2008/9 assisted victims of stroke through the provision of equipment. The second year of the grant 2009/10 has continued to assist survivors of stroke and in partnership with the Stroke Association has seen the establishment of a further 2 support workers to provide information and support to stroke survivors, their carers and families. The remainder of the grant will continue to be used for the provision of equipment.

The Stroke Strategy will continue to be developed in the Borough in partnership with the Health and Social Care Directorate, NHS Sefton, the acute hospitals and community and voluntary sector.

The Big Care Debate

The Government has recently published the Green Paper ‘Shaping the Future of Care Together’, beginning the first ever national debate on the reform of adult care and support in England – the Big Care Debate.

The document spells out a vision for a National Care Service, the options for reform, and how the new system could be organised and paid for. The Government is inviting everybody to comment on the reform options and say which ones they would like to see adopted.

The Directorate has organised a series of consultation forums for Senior and Team Managers and will be producing a joint response with NHS Sefton, Sefton CVS and Advocacy agencies. The Consultation will be open to the public and a consultation questionnaire will be available shortly at http://careandsupport.direct.gov.uk/greenpaper/

Councillor Barry Griffiths Health and Social Care Cabinet Member

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CABINET MEMBER LEISURE AND TOURISM REPORT TO CABINET – 3 SEPTEMBER 2009

LEISURE SERVICES DEPARTMENT

Sefton Water Sports Centre

Following the decision of Cabinet that the Leisure Services Department operate the Sefton Water Sports Centre, initial progress has been made in undertaking the required fit-out, with a number of contractors already in place to begin the required works.

Environmental Awards

The Landscape Development and Management Section has recently been shortlisted for two prestigious environmental awards.

The section has been informed by APSE (Association of Public Sector Excellence) that Sefton is one of the finalists in their Service Team of the Year Awards. The service has been short listed in the ‘Parks, Horticulture and Grounds’ category along with six other local authorities. The winner will be announced in mid-September.

We have also been notified by the Green Organisation that the section’s work has been shortlisted for the prestigious Green Apple Awards. These are the leading environmental best practice awards in the UK, recognising excellence and performance in both the public and private sectors. We hope to hear by the end of August whether Sefton will reach the prestigious awards ceremony, planned to be held on the terrace of the House of Commons in November.

This is the first time that Sefton has reached the final stages of these two leading awards.

Green Flag Success

The department has achieved five Green Flag Awards this year, with Hesketh Park, Botanic Gardens, Coronation Park Crosby, Thornton Garden of Rest and Southport Crematorium being recognised for the quality of service they provide.

The Green Flag Awards recognise and reward the best open spaces in the country, and the judges were impressed with Sefton’s excellent facilities, including well managed green space, signage and amenities. The awards were achieved in conjunction with the Council’s grounds maintenance partners, including Continental Landscapes, English Landscapes and Glendale.

Quality Coast Award

Three of Sefton’s beaches have been awarded the Keep Britain Tidy Quality Coast Award this summer. Southport succeeded in the QCA Resort Beach Category, Ainsdale achieved the Bathing Beach Category Award and Crosby received its first ever award in the new Non-Bathing Beach Category.

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Quest Success

Sefton’s leisure centres have been successfully ranked as highly commended as a result of their Quest assessments in July.

Quest is the UK quality scheme for sport and leisure and is a tool for continuous improvement which measures the centres against industry standards, good practice and encourages ongoing development and delivery within a customer-focused environment.

Undergoing a full assessment Netherton Activity Centre scored 79% and Litherland Sports Park scored 85%, whilst Bootle Leisure Centre was given a provisional score of 82% during a routine maintenance visit.

Museums and Galleries

The Atkinson Art Gallery and Botanic Gardens Museum have both retained the Visitor Attraction Quality Assurance Service Award (VAQAS). The award recognises high standards of visitor service.

Visitor figures to the Atkinson Art Gallery have increased by 13% on last year.

TOURISM DEPARTMENT

MARKETING

PR – Media coverage from recent familiarisation trips includes: Sunday Express, Star, Nottingham Evening Post, Express & Star, Suite 101 (travel website)

Print – Airshow and fireworks leaflets printed and in distribution. Autumn edition of Conference Times signed off and at print. Group Travel Newsletter going to print this month. Design of 2010 Holiday guide underway.

Golf – Canadian Golf journalists familiarisation trip to be hosted in October

STBN - STBN membership is now 110. Cambridge House hotel dropped out, The Stamford has joined.

Splash World - Group sales from January to date are £18,688.

Group Travel - Southport’s entry for the IRU International Coaching Award now submitted.

EVENTS

Events - The 2009 Southport Summer Classics took place during July featuring Abba Magic and Magic of Motown Show one evening followed by the Royal Liverpool Philharmonic Orchestra the next. Both concerts were successful with 6000 people attending over the two evenings.

The Southport Airshow is now in it’s final planning stages with aircraft now confirmed. Trade stand bookings have increased on 2008. Working in partnership with Liverpool John Lennon Airport. Advance tickets are approximately 1500 as at 17 August.

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Event literature for the British Musical Fireworks Championships has now been distributed and tickets are on sale, the priority seating area is proving popular and is almost sold out on the Saturday evening. Final planning is underway with Traffic Management arrangements currently being agreed.

Venues and acts have now been finalised for the Southport Comedy Week and the event literature is currently being designed and produced.

DISPERSAL OFFICER

North West Tourism Awards - The Ambassador Townhouse in Southport, who won the Guest Accommodation of the Year category at the TMP annual awards, will represent the Liverpool City Region (Merseyside) at the North West awards in September.

ICT - The Visitor Economy Information Technology Development Plan was recently presented to the Southport Hoteliers Association on July 7th, with positive feedback from hotels. A meeting has been scheduled for 24th September with all the Liverpool City Region districts to put the plan into action.

Working with TMP, provided Extranet training to Sefton attractions to enable them to add their own events onto the www.visitsouthport.com and www.seftonsnaturalcoast.com websites.

Southport Ambassador Awards - The Awards were recently launched on the 31st July, with more than 40 nomination boxes now out and about in the town to encourage members of the public to nominate star performers.

The committee have opted to organise the awards this year without a chair, with decisions being made by the group as a whole.

Heritage Open Days - Current Sefton Venues involved include: Old Christ Church (Waterloo), St Cuthbert's Parish Church (Churchtown), Our Lady Star of the Sea (Seaforth), Smedley Hydro (Birkdale) and Southport Town Hall (Southport)

Details of each event have been added to www.sefton.gov.uk and www.visitsouthport.com

Mersey Coast and Countryside - Working with TMP to revamp the www.merseycoastandcountry.com website to ensure Sefton's Natural Coast is represented accordingly.

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REPORT TO CABINET – SEPTEMBER 3rd 2009

COUNCILLOR IAIN BRODIE-BROWN Cabinet Member for Performance and Governance

COMPREHENSIVE AREA ASSESSMENT

The Comprehensive Area Assessment is coming to a close in terms of the Audit Commission evidence-gathering phase.

The Organisational Assessment has now virtually finished in terms of evidence- gathering and the draft judgement is in preparation.

The Area Assessment is also progressing. The second iteration of the issues has been released and partners are now busy responding to the issues. Further discussion of areas of excellence or green flags is now taking place with the Audit Commission allocating proposals to specialist Inspectors so that they can be teased out further.

It is anticipated that the evidence-gathering process for the Area Assessment will conclude shortly and early indications as to judgements will be made available.

Delivering improvement from the CAA

1. Knowing and Understanding our Communities

An initial area of concern, red tag, to the Audit Commission was the strategic understanding of Sefton’s communities, though there was evidence at thematic levels and in services, that communities were understood. There was less evidence of it at a strategic SBP level.

Sue Holden, Director of Equalities, has been seconded part time to the Performance and Partnerships Team to deliver achievable action plans on all the areas of concern raised by the CAA, which are felt to need a co-ordinated partnership approach. A process for delivering a better knowledge base, for knowing and understanding our communities has been agreed at the SBP Executive and is being delivered in tandem through a Council internal group and an external group chaired by the Mersey Fire Service, who as an organisation, have been recognised as being excellent in this area. The Audit Commission is confident we are delivering for different communities of interest, and by equality strands, however they are more concerned about how we deliver on geographic inequality. This element of improvement is being delivered in parallel to the work on area management.

2. Older Peoples Strategy

An initial area raised by the Audit Commission was how we deliver for Older People in the borough. This has been used as an opportunity to draw together the elements of support and advice for Older People, and base it firmly what older people have told us their issues are. This has resulted in a draft Older People Strategy which is being presented to the SBP Board in October.

3. Responding to the Recession

The SBP have begun to co-ordinate a response to the recession. This was due to Sefton CVS raising it at the SBP Board. An initial event has been held (14 th July) out of which a draft, high level, action plan has been drawn up. The action plan, which will form the Local Resilience Action Plan (LRAP), is being developed by a number of

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partners and has a small group who are responsible for its development. Sefton CVS have additional resource from NAVCA (National Association of Voluntary and Community Associations) to help the development of the elements of the plan relating to the community, voluntary and faith sectors.

The Team are co-ordinating the response to the recession work, a further date (19 th October) has been organised to allow the LRAP to be agreed by a wider group and get buy-in from all partners.

GOVERNANCE REVIEW

The Governance Review Working Group continues to meet to oversee the various workstreams identified within the baseline Governance Review document. Set out below are some of the key developments which are progressing:

1. Governing Partnerships

As part of the organisational assessment there is a key line of enquiry regarding governance, including the governance of partnerships the Council is involved with. This was identified as a workstream in the governance review in October 2008.

Initial mapping of partnerships has been undertaken, and the next stage is department representatives reviewing the list against the definition of partnerships in Sefton and then agreeing a more intensive recording and review process. The meeting of departmental representatives was held on the 17 th August. Following this it was agreed departmental representatives would do an initial ‘screening’ of the list to ensure they fitted the definition of partnerships. The deadline for that screening would be 21 st September, with the group meeting again week commencing 5 th October to ensure the list had a single department for each identified partnership and to start the process of recording those partnerships in a database. The smaller review group, through Brian Gibson, have researched a potential IT solution to the partnerships database, for which costings will have to be considered.

2. Sefton Borough Partnership / Local Area Agreement

The Sefton Borough Partnership continues with its review, led by the Governance Review Working Group which agreed that a small group of the SBP should progress proposals on the review of the SBP and Thematic Groups. The review work has been informed by a self-assessment by SBP Board members.

The performance cycle of the Thematic Groups is continuing with the two remaining thematic groups, Safer and Stronger Communities and Healthier Communities and Older People reporting to the next SBP Board on their 6-monthly update. The same report will go to performance cabinet in November.

The Officers Support Group has agreed a process whereby they monitor the risk register for the partnership and escalate appropriately to the SBP Executive. The Performance Management Sub-group is also determining an escalation policy for LAA targets, which will inform the 6 monthly reviews. For some of the ‘old’ LAA targets we are now in the monitoring stage for final target achievement, which will determine final Performance Reward Grant.

The SBP have supported the recession Local Resilience Action Plan development and it was agreed performance information will be provided to the SBP Board, with the SBP Executive responsible for monitoring actions in the LRAP.

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3. Executive Arrangements

There is a separate report on the agenda relating to the progress of this workstream, as consultation on the two executive arrangements options has been concluded.

4. Area Management

This Workstream is progressing well, and a recent joint meeting of the Area Committee Chairs and Leaders agreed a number of actions to progress the proposals previously agreed by Cabinet. The Neighbourhoods Team is working closely with the Performance and Partnership Team in terms of area profiling as it links into developing an evidence base for knowing and understanding our communities.

The Neighbourhoods Team is exploring whether area management could make a difference in customer satisfaction through service improvement and if so, what type of area working should the Council and its partners adopt. The area management work programme has many elements and a key one is looking at mapping out services that are currently delivered or impact on an area level or could be refocused to do this.

The timescales for bringing together the first draft of the service mapping is fairly tight and will be reported back to Area Committee Chairs and Leaders by 8 October 2009 and the Neighbourhood Regeneration Thematic Group which looks after area management on behalf of the Sefton Borough Partnership, by mid October 2009. The Working Group will continue to provide oversight of this workstream.

OTHER DEVELOPMENTS WITHIN THE PORTFOLIO

Data Quality Annual Review

Use of resources KLOE 2.2 focuses predominantly on arrangements for using fit-for- purpose information and securing data quality. Auditors undertake spot checks of selected data, based on their knowledge of local risks, as evidence to support this KLOE judgement. This integrated approach to use of resources and data quality replaces the previous approach to data quality work which was undertaken separately.

The purpose of the spot checks is to support the auditor’s judgement on KLOE 2.2, by confirming whether an authority’s arrangements are working in practice and are applied consistently. The spot checks therefore consider whether data is fit-for-purpose, by considering the arrangements to produce the data and testing a small sample of supporting records. Spot checks of performance indicators consist of: § applying a set of service-specific management arrangements questions; § understanding the system used to collect and process the data in accordance with the PI definition; and § testing the underlying data against the six data quality dimensions (accuracy, validity, reliability, timeliness, relevance and completeness) as applicable.

Indicators selected for this years audit: § NI 032 & LAA-SSC-007 Repeat incidents of domestic violence § NI 099 & LAA-CYP-052 Children in care reaching level 4 in English at Key stage 2 § NI 130 Social care clients receiving self directed support (direct payments and individual budgets) § NI 047 & LAA-SSC-012 The total number of people killed or seriously injured (KSI) in road traffic accidents

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§ NI 048 The total number of children killed or seriously injured (KSI) in road traffic accidents § The 2 housing benefits performance indicators (NI 180 & NI 181) will also be tested as part of the Housing Benefit grant work.

Depending on the nature of information selected for these spot checks, it is possible that the findings and local risks may impact on other KLOE as well. For example, how can an organisation produce relevant, timely and reliable financial monitoring and forecasting information (KLOE 1.3) when there are significant issues relating to the underlying data?

Auditors will not normally prepare a separate report on data quality as significant findings will usually be reflected in the overall use of resources report. However, auditors may also decide to feed back detailed findings as part of a local briefing.

Auditors will not be required to make a judgement on the accuracy of the published indicator , h owever, auditors will be expected to report on spot check findings to the Commission via EDC. This will include any significant concerns about the accuracy of the data or performance indicator.

Performance Monitoring

Quarter 1 2009/10 monitoring was completed in respect of Departmental, Annual Service Plans and National Indicators. For information all monitoring reports where published on the Intranet. Quarter 2 2009/10 monitoring will begin on the 30 th September 2009.

Places Analysis Tool (PAT)

PAT is a tool is designed to assist in the analysis of Local Authorities with respect to the Local Area Agreement (LAA) Performance Monitoring Framework. PAT data is currently available for 150 LSPs. The tool is used by the Audit Commission to analyse an authority's performance.

Places Analysis Tool (PAT) is designed to undertake analysis of published National Indicator data. It enables ongoing and consistent monitoring of trends and performance of Local Strategic Partnerships (LSPs) against the National Indicator Set, including those indicators, which have been targeted in Local Area Agreements.

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Cabinet Member’s Report

Councillor Committee Date

Ian Maher Cabinet Member August 2009 Regeneration

1. North Liverpool/South Sefton Regeneration Strategy

Liverpool Vision has issued invitations to tender to commission a Regeneration Strategy for the 6 wards of County, Anfield, Kirkdale, Everton, Linacre and Derby. The Strategy is being sponsored by Liverpool and Sefton Councils, the NWDA, Homes and Communities Agency and Government Office NW.

Despite a range of previous interventions, north Liverpool/south Sefton remains one of the UK’s major regeneration challenges. It is exceptional because alongside the scale and severity of deprivation there are also opportunities for major renewal including Peel’s proposals for Liverpool Waters, expansion of the Port of Liverpool and plans for Liverpool Football Club’s new stadium.

Sefton and Liverpool have co-operated before in Atlantic Gateway Strategic Investment Area, in the Housing Market Renewal Pathfinder and in Sefton/Liverpool Local Enterprise Growth initiative (Stepclever).

The new Strategic Regeneration Framework will be completed by end-2009 and cost no more than £100,000 (Sefton Council is not required to make a financial contribution). The Framework will help prioritise investment through the North Liverpool Development Plan, the Sefton Integrated Investment Strategy and could attract new resources from NWDA and the HCA. Sefton officers are represented on the Study Steering Group and will report progress to Members in due course.

2. Post Panamax

It has recently been announced by Peel that the investment in the Post Panamax facility at Seaforth is to be delayed because of economic conditions. Peel however has subsequently confirmed the delay is temporary and the scheme approved by the Harbour Revision Order will go ahead. The commitment to Salford Docks ensures this so the issue is a matter of when, not if.

3. HMRI

DCLG recently announced that Newheartlands had been successful in securing the withheld 10% of funding for 2009-10. This equates to a further £1.05 million for HMR activity during 2009-10 in Sefton which will be utilised to progress the acquisition programme in Klondyke and demolition of properties already vacated.

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The remediation of the Tannery and Penpoll sites will commence during September 2009 and when complete (during Spring 2010) will provide sufficient land for circa 180 new homes plus shops and licensed premises

The Housing Minister John Healey MP will visit the area on 16 September at the invitation of Joe Benton, to view HMR activity in the Klondyke and how it forms part of a programme of holistic regeneration, as set out in the Sefton Integrated Investment Strategy

Cabinet has approved the making of two second phase CPO’s in Bedford/Queens and Klondyke. This will ‘mop up’ the very small number of householders who refuse to move voluntarily. The vast majority of residents in the areas concerned have already moved out.

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John Fairclough Cabinet Member August 2009 Technical Services

1. Lord Street Improvements - Awards

The Council entered Lord Street for three national awards in the field of town centre regeneration. In June, the project was voted overall winner in the Local Government Association’s ‘Street Design Awards’ and also received the ‘Award for Excellence’ from the Paviors’ Company based in London. Over sixty projects throughout the country entered these awards and for Southport to be chosen as overall winner is a major achievement. The Mayor of Sefton received these awards on behalf of the Council and project team at two events at Southport Town Hall to which funding agencies and project sponsors were all invited. The project has been also shortlisted for the Royal Town Planning Institute’s ‘Planning Achievement Award’, their judges visited Southport on 7 th August and the winner will be announced soon.

The whole project area, together with the previous project (Town Hall and Bandstand Gardens) is currently being deep cleansed to remove all chewing gum and ingrained dirt. This work will be completed in October 2009 and will be carried out at least annually using the ring-fenced maintenance budget .

2. Thornton Switch Island Link The formal contract with Balfour Beatty was signed on the 23 rd July 2009, for the design and build of the scheme. Initial partnering and knowledge sharing exercise have been complete and effective working arrangements established. First major milestone is preparation of the Planning Application, and work has now started in earnest for a submission date of Spring 2010. Over the coming month a range of detailed surveys will be progressed including: - Traffic surveys - Topographical survey and geographical investigations - Ecological Surveys – Bats/Barn Owls/Badgers - Non motorised users – i.e. footpath users - Soil and land use surveys Landowners and resident directly affected are being kept individually advised of progress and the need for access to land, property etc. The contractor has submitted the required Commissioning Report that includes more detailed programmes and budget profiles and these will be reported to Cabinet Member Technical Services and Cabinet in September/October 2009. 3. Southport Cycle Town The Southport Cycle Team hosted the latest Northern Region Group conference of cycle towns in Southport on the 15/16 th July 2009. During the conference delegates shared experiences and reviewed progress. The general view from both the Cycling England sponsors and colleagues from across the northern cycle towns was that the Southport project is making excellent progress and achieving good awareness of the project and cycling objectives. Page 215

Agenda Item 17i The event included the launch of a DVD called Pedal Power – The Way Forward. This had been produced by a group of 23 girl’s aged 12-14, from Greenbank High School, who spent 3 months producing the film which shows how they have explored cycling and the role it can play in people’s lives. The aim of the film was to promote cycling to teenage girls. They girls did interviews with local councillors and MPs about what could be improved for cyclists in the area, and with a doctor about the health benefits of cycling. They also used head cameras and did a section on road safety.

Around 150 guests and dignitaries attended the premiere at Southport’s Art centre on the Wednesday evening of the Conference. The film project was organised by the CTC Cycle champion Juliet Jardine (who is based in the Traffic Services Unit at Magdalen House and the North City Learning Centre who have been working closely with the school for over a year.

It is anticipated that the DVD will be used extensively by the CTC and Cycling England throughout the Country.

4. Bid for Sustainable Travel City Funding This proposed bid for £29.3m of DfT funding over 3 years was reported in my July 2009 report. The aim was for a pilot scheme across a city Region to promote and enhance programmes of ‘Smarter Choices’ linked to improvement to public transport, cycling and walking. Unfortunately the bid was unsuccessful. Details for this are being sought but initial indications would indicate the Department for Transport considered the Merseyside Bid failed to demonstrate how investment and the resulting transfer of trips to more sustainable modes would be ‘locked’ into future strategies. 5 Strategic Partnership with Capita Symonds A summary of the progress in delivery against the Council’s five key objectives is as follows:

Significant Revenue Savings - Savings on the services of £272,799 for the period October 08 to June 09

Capital Investment - The Council’s ‘Protect’ system is being rolled out following a successful demonstration to the Council. A dedicated central support team has been established on the 3 rd floor Magdalen House. Additional resources are in Sefton to provide business development support. A detailed IT strategy has been completed and investments identified and are being implemented to improve service performance

Improve Performance - A new full time ‘Service Manager’ has been appointed to assist with service delivery and improvement across the property and architecture businesses. The new protocol for dealing with Member’s queries is now active.

Work to Stay in Sefton - Capita Symonds are in negotiations with landlords for new accommodation to ensure that Magdalen House is vacated by year 2 and are developing detailed options appraisals. Recruitment in underway in the architecture and building maintenance businesses in Sefton to ensure that the knowledge and skills required to deliver the Council’s programme of work are available ‘in-house’

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Job Security - To date 11 new appointments have been made across the business. Business plans have been developed for each of the 6 business streams and have identified the growth areas and recruitment needs. Capita Symonds continues to provide additional expertise and support to deliver the Council’s BSF programme.

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