Agenda and minutes

The Minutes of 4^th June 2009 were taken as read and signed as correct record.

            The Board received a report of the Strategic Director, Children and Young People which presented the Capital Funding Plan to support the delivery of Halton’s short break programme to meet the requirements of the Aiming High for Disabled Children Programme.

            The Aiming High for Disabled Children Programme was a national initiative to enable more disabled young people to engage in social activities within their local community. The programme also aimed to provide their parents/carers with a break from their caring responsibilities. In 2008/9 Halton made a successful bid for Pathfinder status, and were one of 20 nationally and two in the North West. During 2008/9 a number of measures were put in place to test out some new activities for children and to build partnerships with local and national providers of short break services.

            Members were advised that there had been significant grant funding made available to local authorities by the Department for Children, Schools and Families to improve short break services for disabled children and their families. The funding stream included revenue and capital grants. The report related only to the capital element of the funding outlined in the report. Revenue funding was the subject of a separate commissioning progress.

            Members were further advised that consultation with disabled children and young people and their families had been a major focus in the development of the planning for short break services, including the capital spending plan. The views of disabled young people and their families were sought through the “Powerful Voices” Conference along with a consultation leaflet that was sent out to all families with a child with additional needs. The consultation established the types of activities and practical support families would want to use.

            It was noted that families of disabled children had told the Council that they wanted more support after school, at weekends and in school holidays, so they that could have a break when they were under the greatest amount of stress.

            It was further noted that disabled children had told us that they wanted to do the same things that other young people did. They wanted to participate in sporting activities, primarily for pleasure but also to join in local and national competitions. For those with potential, they wanted to be able to compete in Paralympics events. The children also wanted to have somewhere where they could meet friends that a safe, adapted and “home-like” space that was available during school holidays, events and weekends.

            Members were advised that the Capital Funding attached to the programme had been made available to Local Authorities to support the delivery of the short break programme in recognition of the need for a specialist provision over and above that required by the Disability Discrimination Act 1995. The Capital Funding spending plan had been developed following consultation with children and young people and their families and in accordance with the DCSF Guidelines. The proposed spending plan for Halton’s allocation of Capital Funding was as follows:

Halton AHDC Capital Allocation  ...  view the full minutes text for item 10.

            The Board received a report of the Strategic Director, Children and Young People which updated Members on progress with Playbuilder Year 1 2008-2009 and to agree proposals for Years 2 2009-2010 and outlined proposals for Year 3 2010-2011.

            Members were advised that the Executive Board had received a report on the 21^st May 2008 informing them of the success of the Authority in achieving Playbuilder status and confirmation of the funding awarded.

            Members noted that the guidance received indicated that Halton must deliver a minimum of 6 new, transformed playgrounds in 2008/09, with a further 16 in 2009/10 and 2010/11, making a total of 22 over the 3 years.

Members were advised that a further report had been submitted on the 25^th September 2008 whereupon the Playbuilder Project development process was approved, along with the six Year 1 sites and progress to date was outlined within the report.

It was noted that the Spike Island Project had to be deferred to 2009/10, as it proved impossible to complete within the required timeframe.

            It was further noted that Playbuilder investment in Playgrounds in Halton in 2008/2009 was £299,092. The total investment from all sources generated or pump primed by the Playbuilder input was however, nearer to £1m.

            Members were advised that the allocation 2009/10 was £388,469. The proposal was to allocate this money equally across the eight new target areas, resulting in funding of approximately £48,559 per area.

            Members were further advised that the proposals for Year 2 had been considered by both Halton Play Partnership and the Playbuilder Sub-Committee. The proposals for Year 2 included Spike Island, Victoria Park, Milton Avenue, Halton Lodge, Caesars Close, Hallwood Park (Rowhampton Row) and Town Park. Further details of each of the schemes was outlined in detail in the report.

            Members noted the possible sites for 2010/11 as being Upton, The Glen, Palacefields and in the areas of Beechwood, Farnworth, Halton Village and Windmill Hill. Further details on each of these areas was outlined in the report.

REASON (S) FOR DECISION

To agree (8) projects to be progressed in Playbuilder Project Year 2.

ALTERNATIVE OPTIONS CONSIDERED AND REJECTED

A full consultation programme has taken place where all options were considered.

 IMPLEMENTATION DATE

3-year capital programme with annual capital allowance.  Implementation of Year 2 projects to be completed by 31^st March 2010.

            RESOLVED: That

(1)       progress made with the Playbuilder Project 2008/9 be noted; and

(2)       full Council be recommended to approve the proposals for 2009/2010 Playbuilder projects.

            The Board received a report of the Strategic Director, Health and Community which sought approval for the proposals to re-locate Runcorn Linnets Football Club back into Halton.

            Members were advised that there had been senior non-league football team in Runcorn since 1918, and Runcorn FC, over the years achieved considerable success. In recent years, the club experienced difficulties, resulting in the sale of their ground in 2001. The club played at Stobart Stadium in Halton and Prescott Cables ground in 2006, when it went into liquidation.

            From this situation, fans formed a Supporters Trust to launch a new club, Runcorn Linnets FC, to continue the history of Runcorn non-league football. This was a not for profit organisation akin to AFC United and Wimbledon AFC, run entirely by its members. The FA were happy to endorse the proposals and establish the team in the North West Counties League. In its first season the club achieved promotion to the North West Counties Premier League.

            Members were advised the new Club’s aspiration was to return to its roots in Runcorn. Previously, HBC had instigated a study by Liverpool University into football provision in the Borough. The study found that it was essential to have a senior team in the Borough to which local people could aspire to play for, providing community links with local youth teams, developing the female game and disability sport, and policies that responded to the local agenda of healthy lifestyles. Runcorn Linnets, in their development plans, offered these opportunities.

            It was noted that options appraisals were carried out to identify a site that the Linnets could relocate to. Detailed proposals had been worked up for a site at Riverside College. The Club attempted to raise external funding to support this proposal but the economic downturn mitigated against this. HBC staff had worked closely with the club in their aspirations, and when the Riverside Site was proved to be clearly unaffordable, other options were considered. Ultimately, the development of a facility at the Council-owned Halton sports site was appraised to be the best and most effective option.

            Members were further advised that the requirements to play at their immediate and aspirational levels could be met by developing a facility at Halton Sports. This involved changing facilities, seating and standing for spectators, officials’ accommodation, dugouts, floodlights etc. All this could be achieved at no detriment to existing or future users of the site. Indeed, it offered the exciting potential of developing a community centre of sporting excellence.

            It was noted that the Runcorn Linnets had played out of Witton Albion FC’s ground for the last two years. If the club was to survive and have a long-term sustainability it did need to return its fan base in Halton. Equally, if Halton wanted to promote sport as a lifestyle option, it did need a senior club that was rooted in its community and involved in its community. The FA fully supported the aspirations and the approach of the club.

            Members were  ...  view the full minutes text for item 12.

            The Board received a report of the Strategic Director, Environment which made recommendations concerning a pilot Recycling Reward Scheme in Halton and to requested that relevant procurement standing orders be waived for the delivery of the scheme.

Members were advised that the Borough of Halton had been developing a good recycling record and, with the support of local residents, it had currently reached a recycling rate of over 25%. The Council would like to support residents to do more and believed that reward incentives were a good way of encouraging residents to achieve higher levels of recycling, reduced levels of waste generation and the diversion of more waste from landfill. In addition to the environment benefits, the economic benefits of increased recycling had been highlighted in the Council’s Waste Management Strategy and Waste Action Plan.

            As had also been highlighted in the Council’s Waste Action Plan, Halton had a predicted shortfall in Landfill Allowances from 2009/10. This shortfall, which would continue until 2014, when new waste treatment facilities were due to be in place, would necessitate either the purchasing of landfill permits or finding interim facilities that were available to divert more biodegradable waste from landfill during this period. Either of these two options would result in significant increased costs, as set out in the report.

            Members were further advised that a communications campaign was currently being delivered throughout Halton, key elements of which included raising awareness of recycling and waste minimisation in Halton to encourage increased participation in the Council’s recycling services. This report outlined an innovative approach to increased participation and recycling rates even further and recommended that a Recycling Reward scheme be introduced, where residents would earn reward points for recycling which they were then able to spend at participating national retailers based in Halton and local retailers and businesses.

            It was noted that Officers had been in discussion with RecycleBank, a US based company that delivered recycling regard scheme to over 1 million households in the US. RecycleBank had a proven track record of success, increasing recycling rates in every one of over 100 areas where its recycling incentive and reward scheme had been implemented. RecycleBank was expanding to the United Kingdom and the report proposed that a Recycling Reward scheme be introduced in Halton.

            It was further noted that ReycleBank was the only company in the UK known to offer this precise product and, as such, the Executive Board were being requested to sanction, both in respect of a pilot scheme and a full borough-wide scheme, that an invitation be given directly to RecycleBank to deliver a Recycling Reward scheme in Halton.

            Members were advised that the commitment to proceed arising out of this report was purely in relation to the pilot scheme. There would be no commitment to proceed beyond the pilot until the scheme had been evaluated and a further report would be presented to Members in March 2010. Subject to the completion of a successful pilot, and subsequent approval, it  ...  view the full minutes text for item 13.

            Members received a report of the Strategic Director, Corporate and Policy which advised members of the requirements placed on the Authority by Government through a project called “Government Connect” and its implications as to how the Council does its business.

            Members were advised that Government Connect was a national ICT infrastructure for all Local Government bodies that the Council was required to connect into before 30^th June 2009. It was a secure private network which enabled secure interactions between connected Local Authorities and organisations.

            Members were further advised that it had introduced a set of guidelines and processes that defined how we would use, share, access and store any and all data within the Council, particularly data that was shared with Government bodies.

            Members were advised how Halton would develop this programme and how it would affect both Members and employees.

            RESOLVED: That

(1)       the requirements be noted;

(2)       a series of workshops be held with Members to consider the detailed implications of the code; and

(3)       any additional costs to ensure compliance be met from the existing ICT Capital Programme.

            The Board received a report of the Strategic Director, Corporate and Policy which provided Members with an amended version of the Sustainable Community Strategy.

            Members were advised that local authorities were required to prepare and implement a Sustainable Community Strategy. Local authorities were expected to work with partners through the Local Strategic Partnership to agree priorities and to engage and involve local communities. The current Sustainable Community Strategy was adopted in 2006. It contained a long-term vision with clear objectives with delivery targets for the period 2006-2011.

            It was noted that since the strategy had been prepared a number of changes had taken place making it necessary to conduct a mid-term review. This was an update, not a complete revision. Recent perception surveys and the revised State of the Borough Report (2009) confirmed that the underlying vision and priorities from 2006 remained relevant. Widespread engagement had therefore not been undertaken for this mid-term review. However, in 2010/11 work would commence on a full review and roll forward of the strategy with wide engagement, linking up with work being done on the Local Development Framework Core Strategy.

            Members were advised of the main objectives of the mid-term review which were set out in detail in the report.  Members were advised that the attached draft of the mid-term review had been drawn up following consultation with partners and would be considered by the Halton Strategic Partnership Board on the 20^th May 2009. The revised Sustainable Community Strategy had to be adopted by full Council (Local Government Act 200) and it was planned to take the final draft to the full Council meeting on the 22^nd July 2009.

            Members were further advised that the draft Strategy had been submitted to the Council’s Policy and Performance Boards (PBB’s) for scrutiny and a number of comments had been noted, particularly that the Employment, Learning and Skills PPB had requested the addition of a further local indicator for ‘children and young people’s satisfaction with Open Spaces and Parks’.

Reason for decision

The 2006 Sustainable Community strategy needs updating to take into account changes to the National Performance Framework, including the Halton Local Area Agreement, and recent statutory guidance.

Alternative Options Considered and rejected:

The following options were considered:

1. To leave the strategy unchanged.  This would result in the need to monitor performance against two different sets of targets and would not be compliant with statutory targets; and

2. To conduct a full review of the strategy.  This was rejected because the the Strategy  was only adopted on 2006 and a full review would be premature.

Implementation date

The strategy will take effect following its adoption by Council (anticipated to be 22 July 2009).

            RESOLVED: That the draft mid-term review of the Sustainable Community Strategy, subject to the addition of a further local indictor as set out above, be recommended to Council for adoption.

MINUTES ISSUED: 1^st July 2009

CALL IN:  8^th July 2009

Any matter decided by the Executive Board may be called in no later than 8^th July 2009.