PRESENT:- Councillor
Mrs Redfern in the chair.
Councillors
Briggs (vice-chairman), Bunyan, England, Glover, Holgate, Mrs Sidell and
Vickers.
Councillors
Appleyard, Mrs Bromby, Delaney, O'Sullivan, Mrs Simpson, Wells and Whiteley
also attended the meeting.
Simon
Driver, Mike Hunter, Mike Briggs, Denise Hyde, Geoff Popple, Mike Wedgewood,
Mike Wood, Peter Williams, Tony Lyman, Kevin Booth, Ade Williamson, Steve
Hepworth, Mike May, Tony Kelham, Barry Fleetwood and Mel Holmes also attended
the meeting.
577 DECLARATIONS
OF PERSONAL OR PERSONAL AND PREJUDICIAL INTERESTS - Councillor Briggs
declared a personal interest in relation to item 14 - Crowle Market Place
Development and item 16 - Housing Improvement Programme as a Shadow Board
member. Councillor Mrs Redfern declared a personal interest in relation
to item 6 - Children and Young People's, item 8 - White Paper "Our health,
Our care, Our Say", item 9 Integrated services for older people and item
15 - Disability Equality Development Programme as a member of the Primary
Care trust.
578 MINUTES
- Resolved - That the minutes
of the meeting of cabinet held on 6 June 2006, having been printed
and circulated amongst the members, be taken as read and correctly recorded
and signed by the chairman.
579 (13) OUTSTANDING
ACTION FROM PREVIOUS MEETINGS OF THE CABINET - The Head of Legal and
Democratic Services submitted a report which contained a schedule of outstanding
issues upon which cabinet had requested a report to future meetings.
Resolved -
That the report be noted.
)
580 (14) PROPOSALS
FOR THE DECRIMINALISATION OF PARKING ENFORCEMENT IN NORTH LINCOLNSHIRE
- The Head of Highways and Transport submitted a report informing cabinet
of, and seeking commitment to, progressing the necessary procedures to
achieve the introduction of Decriminalisation of Parking Enforcement in
North Lincolnshire.
The
Road Traffic Act 1991 permitted Highway Authorities to apply to the Secretary
of State to become Special Parking Areas. Once such an application
is approved the power to enforce on-street parking restrictions passes from
the Police to the Highway Authority. The revenue collected from Penalty
Charge Notices (PCNs) for contravention of parking restrictions would then
go to the council rather than to the government. This income is then
ring-fenced under Section 55 of the Road Traffic Regulation Act 1984 and
can only be used for certain designated highway matters. In addition,
by gaining approval for a Special Parking Area, the council would be able
to determine and direct the level of enforcement it considered necessary
to satisfy policy objectives, rather than having to rely on the Police to
employ and deploy traffic wardens.
Any
enforcement role would be undertaken by council parking attendants and the
council would be able to determine how many attendants to employ and how
they would be deployed in order to address issues such as traffic capacity. The
National Parking Adjudication Service provided an independent facility for
appeals against PCNs and if successful with the application referred to above,
the council would need to make an application to become members of that service.
The
report contained further detailed information in relation to this matter
and suggested that a project team be established to include officers of the
council and representatives of Humberside Police to progress the procedures
and enable an application to be made for a Designation Order for the creation
of a Special Parking Area covering the whole of North Lincolnshire. The
report also indicated that no direct consultation had yet been undertaken
because the proposals were only at the feasibility stage.
The
report was complemented by a presentation by Peter Lowe from RTA Associates,
who were advising the council on this matter.
Resolved
- (a) That
Peter Lowe from RTA Associates be thanked for the presentation and that
the proposals for the introduction of the Decriminalisation of Parking
Enforcement in North Lincolnshire be endorsed, subject to confirmation
that released Police resources will be ring-fenced to the North Lincolnshire
area; (b) that a project team be established as detailed in the report
to progress the procedures and to make application to the Department for
Transport for a Designation Order to create a Special Parking Area covering
the whole of North Lincolnshire, and (c) that progress reports be submitted
to the Cabinet Member for Environment and Transport and that prior to implementation
a final report be submitted to Cabinet.
)
581 (15) BUILDING
SCHOOLS FOR THE FUTURE - APPROVAL OF STRATEGIC BUSINESS CASE - With
reference to minute 553, the Head of Education, Learning and Achievement
submitted a report which considered the issue of Building Schools for the
Future, and in particular sought approval of the Strategic Business Case
(SBC) prepared for submission to the Department for Education and Skills
(DfES). The SBC was a key stage in the process of securing the £73.5
m of government funding for Building Schools for the Future (BSF).
The
government had allocated £73.5 m to the North Lincolnshire BSF Programme. This
investment was intended to transform learning and teaching in secondary schools
with the first phase applying to Scunthorpe. To secure this funding,
the council had to demonstrate that its plans to achieve the transformation
were robust, well founded and affordable. The principal way of doing
this was through the SBC. This document had to be completed in a format
prescribed by Partnerships for Schools (PfS), the organisation set up by
government to oversee BFS. The first part was an executive summary
comprising three sections: a chart summarising current and expected
features of the BSF schools; a strategic overview providing explanations
of how the transformation of learning and teaching would be achieved, and
a section setting out key priorities for the school estate under BSF (including
the use of ICT).
The
second part of the document was the estates strategy. This gave an
overview of how each school would be developed under BSF, including a simple
'Block Plan' showing what would be refurbished, rebuilt or removed. This
overview served two purposes. The first was to give a general impression
of how the school would be organised to deliver BSF. The second was
to allow a broader assessment of the affordability of the proposals at this
stage. Experience from earlier BSF schemes was that affordability could
present major problems in delivering the programme. The Block Plans
had been produced in consultation with the Headteachers of the BSF schools
and were intended to reflect the contents of each school's individual BSF
vision. Also included in this section of the SBC was an indication
of how the council intended to procure this major investment. The latest
draft of the SBC was attached as an appendix to the report and copies had
been deposited in each of the political group offices.
The
council had also established a project board to oversee the development of
BSF. The board met on 13 July 2006 to consider a draft of the SBC and to
make recommendations to Cabinet with regard to the submission to the DfES.
Although the government's advisers had tracked the development of the SBC,
it was likely that some iterations and clarification would be required by
PfS before the document was cleared through the formal approvals process. Cabinet
was, therefore, asked whether it wished to devolve responsibility for approving
any changes to the Cabinet Member for Children and Young People's Services. The
council had also retained external consultants to advise on the development
of the SBC and in particular they had contributed to the estates section
of the document including the procurement options appraisal.
The
next stage after gaining approval for the SBC was the development of the
Outline Business Case (OBC). This would build upon the content of the SBC
to give a greater analysis of the options for each school. The OBC
was scheduled for presentation to Cabinet in December 2006. Once the
government had approved this, the council could proceed to procurement through
the normal processes required by the European Union. Again, the services
of external consultants would support the development of this document.
The
executive summary within the SBC set out the council's strategy for delivering
transformation in secondary education. It described how new approaches
for learning and teaching would be developed, embedding delivery of the 14-19
national entitlement, the role for ICT, the strategy to raise standards and
how BSF would be made reality through change management and a programme of
Continuing Professional Development (CPD). It was effectively a reflection
of the council's overall education vision that had been approved by the DfES
earlier this year.
The
estates strategy within the SBC assessed in outline form what would be needed
at each school to achieve the BSF transformation. The key issues arising
from this part of the investigations were detailed in paragraph 3.2 of the
report.
Another
significant decision within the SBC was the choice of procurement method. The
underlying assumption by government was that councils would procure BSF by
entering into a Local Education Partnership (LEP). Although the council
had commissioned an options appraisal to look at the benefits and disadvantages
of the alternative procurement methods, information had now been received
that in fact the only option was the LEP.
The
report contained further detailed information about this issue including
details of the extensive public consultations that had taken place with regard
to planning the key priorities for the school estate and other issues.
Resolved
- (a) That
the strategic overview and key priorities for the school estate contained
in the executive summary be noted; (b) that the estates strategy contained
within the Strategic Business Case (SBC) and the outline options put forward
for each school be approved; (c) that the Local Education Partnership procurement
proposal within the SBC be followed; (d) that the inclusion of an amount
per school scheme in the council's future capital programme be approved
in principle, and (e) that the SBC document be approved for submission
to the Department for Education and Skills (DfES) and that the Cabinet
Member for Children and Young People's Services be authorised to take responsibility
for any subsequent changes to the document which may be required by the
DfES.
)
582 (16) CHILDREN
AND YOUNG PEOPLE'S PLAN 2006-2009 - The Head of Children's Services
submitted a report seeking cabinet approval for the Children and Young
People's Plan for 2006-2009. This Plan would form the strategic direction
for all services for children, young people and their families in North
Lincolnshire.
The
requirement to produce a Children and Young People's Plan had been established
by the Commission for Social Care Inspection (CSCI) and the Office for Standards
in Education (OfSTED), and would form the basis for the council's annual
performance assessment and joint area review of Children's Services.
The
Plan was an overarching plan for all services for children, young people
and their families in North Lincolnshire. It was also a requirement
of the Children Act 2004 and part of the Every Child Matters: Change
for Children Agenda.
The
Plan outlined a set of priorities for North Lincolnshire under the Every
Child Matters Outcome Framework which identified those areas where, by working
together, statutory, voluntary and private organisations could make a significant
difference to outcomes for children and young people. The Plan had
been developed using a detailed baseline needs assessment, carried out on
behalf of the Children's Board that helped identify the priorities. Extensive
consultation with children and young people, and the knowledge and experience
of a wide range of staff from across the partner agencies, had also shaped
those priorities and were outlined in the Plan.
The
Plan also painted a picture of the current situation and outlined a vision
for future services for children, young people and their families. This
vision would develop and evolve as the arrangements to support the Plan were
established through the Children and Young People Strategic Partnership and
the commissioning arrangements for the Children's Trust were established
and refined.
The
Joint Area Review (JAR) would judge how well the Plan had been implemented
and had worked towards achieving its stated priorities. These priorities
were shared by the partners that made up the Children's Board, the Local
Safeguarding Children's Board and the Children and Young People's Strategic
Partnership.
A
full copy of the draft Plan was attached as an appendix to the report. The
Plan had been considered and approved by the Children's Board at its meeting
held on 19 July, 2006. It had also been considered by the Children and Young
People Scrutiny Committee who had commented on its content.
Resolved
- (a) That
the Children and Young People's Plan for 2006-2009 attached as an appendix
to the report be welcomed approved and adopted; and (b) that everyone involved
in the work to prepare the plan be thanked for their efforts.
)
583 (17) DEVELOPING
A MODERN LEISURE SERVICE - A report was submitted by the Head of Property
and Leisure Services updating members on the current status of the sports
academy and leisure trust management initiatives. In January 2004, cabinet
had agreed a vision and strategy for moving forward with the development
of a modern leisure service. This strategy set out a sequential approach.
In essence it stated that first the council needed to deal with the modernisation
of its built facilities, followed by a move to alternative governance (trust
management) if this was deemed viable. Consultants had been engaged
to investigate options for modernising the council's community and leisure
facilities.
The
report then detailed some of the issues in relation to developing such a
service, including the recently approved £4 m capital programme in relation
to the Baysgarth Leisure Centre, details of the proposed sports academy including
the proposed facilities and the potential sites, the previous discussions
at cabinet in relation to transferring the council's sports facilities to
trust management and other initiatives.
In
relation to the sports academy and the setting up of a proposed leisure trust
staff and other resources had been put in place to deal with these issues. A
Project Board had been developed to work up the transfer of services to a
trust and was progressing well. To date, business planning and option
appraisal work had indicated a number of issues which were detailed in paragraph
3.4. Given these issues the council was now at a point where in order
to move forward to effect the transfer of services a shadow board of Trustees
would need to be recruited.
In
relation to the sports academy, Yorkshire Forward had recently changed their
position on providing financial support to the project as the council previously
understood it. They were now unable to make a decision on support funding
until December 2006. This would fit in with the timescale for the conclusion
of a design competition that was currently underway for the reinvigoration
of central park. At the request of Yorkshire Forward, the competition
included the sports academy. However, the council remained fully committed
to this project and work would continue to ensure that the various elements
of the overall project would come to fruition with the development of a sports
academy and other facilities and in relation to the leisure trust issue.
Resolved
- (a) That
the Brumby Hall site, Scunthorpe be approved as the preferred location
for the sports academy; (b) that the indicated funding support from Yorkshire
Forward be pursued; and (c) that it be noted that, given the implications
on the business viability of a trust of the sports academy, further decisions
to effect a transfer to trust management will follow.
)
584 (18) THE
COUNCIL'S RESPONSE TO THE WHITE PAPER 'OUR HEALTH, OUR CARE, OUR SAY' - The
Head of Adult Social Care submitted a report in connection with the council's
response to the White Paper 'Our Health, Our Care, Our Say' which set the
future direction for Health and Social Care Services for Adults.
In
2005, the government had launched a Green Paper entitled 'Independence, Well
Being and Choice' which set out a vision for Health and Social Care for Adults
over the next 10 to 15 years. This was followed by a nationwide consultation
exercise 'Your Health, Your Care, Your Say'. The Department of Health
had taken the many responses from local authorities, NHS organisations, the
public and other interested voluntary and independent parties into account
and in January had published a White Paper 'Our Health, Our Care, Our Say';
A New Direction For Community Services'. That White Paper confirmed
the vision of the Green Paper which was 'Meeting People's Aspirations for
Independence and Greater Control over their Lives'. It set four main
goals for Health and Social Care Services -
-
To
provide better prevention services with early intervention
-
To
give patients and service users more choice
-
To
make services easy to access for everyone
-
To
give more support for people with long-term conditions
The
document set out an ambitious plan for change against a background of an
increasingly older population and rapidly growing demand.
The
council had broadly welcomed the principles of the original Green Paper and
now welcomed the White Paper. These supported the council's ambition
for the "community to share in the success of a healthy, safe and prosperous
area" where people have healthy, safe and fulfilling lives. This also
echoed the North Lincolnshire commitment to help older and disabled people
to live independently in their own homes.
Council
officers had evaluated the implications of the White Paper since its publication
and had found that the current Adult Social Care policies were in tune with
its direction. Examples were contained in the report. However,
the White Paper also offered more challenges to which the council and its
partners would respond. Details of these were contained in paragraph 3.3
of the report.
Resolved
- (a) That
cabinet welcomes the White Paper and its visions and aims as detailed in
Sections 2.2 and 2.3 of the report; (b) that the implications set
out for the council in Sections 3 and 4 be endorsed, and (c) that
further reports be submitted to cabinet as the implications of the White
Paper and any future legislation is assessed.
)
585 (19) INTEGRATED
MENTAL HEALTH SERVICES FOR OLDER PEOPLE - A report was submitted by
the Head of Adult Social Care seeking approval of cabinet to the report
and the accompanying 'Summary of Required Developments and Action Plan'
for the creation and implementation of Integrated Specialist Mental Health
Services for Older People in North Lincolnshire.
The
publication of an Audit Commission Report entitled 'Forget me Not' on Mental
Health Services for Older People in January 2000, with its recommendations
for more jointly planned and delivered services by Health and Social Care
Organisations had led to a long debate within North Lincolnshire on how specialist
services could be delivered. A subsequent audit in 2003 of Mental Health
Services for Older People provided by the then Doncaster and South Humber
Health Authority within North Lincolnshire produced a list of recommendations
for the improvement of services and improved partnership working with North
Lincolnshire Council. This work had been taken up by the Joint Primary
Care Trust/North Lincolnshire Council, Mental Health Service Board which
had commissioned an outside consultant to develop a strategic framework for
Mental Health Services for Older People. The work involved active consultation
with practitioners across Health and Social Care. In addition, in October
2004, a stakeholder conference had been held to seek the views of older people
and their carers and other organisations within North Lincolnshire. The
work had led directly to the production of a redesigned commission framework
for older people.
In
2005, North Lincolnshire Council, the North Lincolnshire Primary Care Trust
and the North Lincolnshire Mental Health Service Board had approved a North
Lincolnshire Commissioning Strategy for Mental Health Services, including
older people. This strategy recognised the necessity for services that
were based on need, not necessarily age, and aimed to ensure older adults
had their mental health needs met in a co-ordinated way, wherever they were
in the system.
Finally,
in November 2005 the Department of Health had published 'Everybody's Business'
which was a guide to developing integrated services for older people. It
reinforced the necessity on the NHS and councils to develop a range of jointly
staffed, managed and resourced service provision for older people with mental
health problems.
Attached
as an appendix to the report were details of the Specialist Mental Health
Services for Older People in North Lincolnshire with a summary of required
developments, together with an action plan. Cabinet was asked to endorse
this.
Resolved
- (a) That
the 'Summary of Required Developments and the Action Plan' for the creation
and implementation of Mental Health Services for Older People in North
Lincolnshire be approved, and (b) that further reports on this matter be
submitted to the Cabinet Member for Adult Services.
)
586 (20) KERBSIDE
RECYCLING SCHEME - PROGRESS REPORT - The
Head of Neighbourhood and Environmental Services submitted a report reviewing
progress with the scheme for the kerbside recovery and recycling of household
waste.
In
April 2005, following the successful operation of a trial recycling scheme,
cabinet had approved the wide scale expansion of the scheme to all households
where practical to do so. The expansion to 50,000 homes commenced in
January 2006 with a delivery of green coloured boxes for glass, cans and
textiles. This complemented the existing blue box previously provided
for waste paper. Brown bins for segregated green waste were also provided.
The
scheme, which involves the collection on an alternate weekly basis of recyclable
material and general waste for disposal, was now provided to over 66,000
households throughout North Lincolnshire. Collections had commenced
on 6 March 2006.
The
outcomes from the scheme were considerable. Kerbside recycling arrangements
were higher than expected with residents currently recycling at a rate of
around 34%. This put North Lincolnshire residents well on target to
meet the government's 40% recycling rate by 2010. In 2005, when the
council's recycling rate was 24%, it was the second best performing council
and best performing unitary council in the Yorkshire and Humber region. With
the increased performance the council's position looked set to further improve.
However,
there had been some concerns about various elements of the scheme and the
volume of enquiries received in the early part of it exceeded all expectations. The
biggest area of concern remained the frequency between intervals for collection
of residual waste in green/grey wheeled bins. This was especially true
of 'larger' families and those households who had one or more members who
suffered from incontinence, the waste from which occupied an especially large
volume. In addition, a substantial number of requests had also been
received for other recyclable materials, namely plastic and cardboard to
be recycled. Approximately 3,000 households were not yet covered by
the new scheme by virtue of their location and/or design. Specifically,
all high rise and some other 'hard to reach' properties still received a
weekly collection of general waste. A number of these currently had
access to the Blue Box Scheme. Ultimately all would have access to
additional recycling opportunities.
The
report indicated that the impact of the new regime was being closely monitored
with details contained within paragraph 3.6.
Resolved
- (a) That
the successful operation of the new kerbside recycling scheme be noted
and welcomed; (b) that the residents of North Lincolnshire be thanked for
their continuing participation in the new recycling schemes; (c) that,
subject to (e) below, the maintenance of alternate weekly collections of
recyclable waste and general waste for landfill be confirmed; (d) that
the expansion of the new kerbside recycling arrangements, where practical,
into those areas not yet serviced be undertaken at the earliest opportunity;
(e) that the temporary suspension of the alternate weekly regime over the
extended Christmas and New Year period be confirmed; (f) that the policy
of supporting larger households through the provision of larger general
waste bins be amended to include those containing 6 or more persons; (g)
that the policy of supporting those households, irrespective of size, containing
one or more incontinent patient through the provision of a larger general
waste bin where necessary be adopted; (h) that agreement be given
to the expansion of plastic bottle recycling through the provision of additional
'bring' banks at locations to be agreed through North Lincolnshire, and
(i) that the council continue to lobby central government and local retailers
on the issue of packaging waste and how it might be reduced at source.
)
587 (21) VALUE
FOR MONEY - THE ANNUAL EFFICIENCY STATEMENT 2005/2006 - The
Head of Finance submitted a report in connection with the Annual Value
for Money Efficiency Statement for 2005/2006.
Local
Government had always had a responsibility to deliver value for money. In
the 1980s and 1990s, the emphasis had been on Compulsory Competitive Tendering. Later
saw the introduction of the 'Best Value' framework after 1997. More recently
in 2004 Sir Peter Gershon produced a report on public sector efficiency.
On the basis of this report the government had set explicit efficiency targets
of 2.5% per year, 7.5% cumulatively by 2008. 2005/2006 was the first
year of this new regime and a report to Cabinet on 27 April 2005 set the
target for North Lincolnshire.
The
report now submitted was part of the same process. The statement submitted
in April 2005 had summarised the efficiency savings the council planned to
make in 2005/2006 (the forward look). At the end of the year it had
to report on what it had achieved (the backward look). The deadline
for completion of this statement was 6July 2006 and the Leader, the
Chief Executive and the Head of Finance as the council's Section 151 officer
had certified the return.
A
summary of the savings made was attached as an appendix to the report. It
covered all areas of council activity other than schools - these were subject
to a separate efficiency target. The two types of savings were detailed
in paragraph 3.2 along with other information contained within the report
about the impact on the council.
Resolved
- (a)
That the Annual Efficiency Statement for 2005/2006 (backward look) be welcomed;
and (b) that everyone involved in this work be thanked for their efforts.
)
588 (22) INFORMATION
TECHNOLOGY STRATEGY - The
Head of Information Technology submitted for approval the council's Information
Technology Strategy for 2006-2009. The detailed strategy was attached as
an appendix to the report.
The
report set out the North Lincolnshire approach to IT including themes and
issues for consideration, implementing the programme, other policies, and
other key points. The strategic themes for 2006-2009 were -
-
Improving
access to services
-
Exploiting
information
-
Joining
up services
-
Working
smarter
-
Efficient,
agile, secure technology
-
Renewing
service delivery
The
report contained further other detailed information in relation to the contents
of this strategy which had been consulted on widely, particularly through
the IT Strategy Group.
Resolved
- That
the IT Strategy attached as an appendix to the report be approved and adopted.
)
589 (23) SCUNTHORPE
TOWN CENTRE - URBAN RENAISSANCE - The
Head of Planning and Regeneration presented a report seeking the adoption
of the Business Designs Partnership (BDP) Indicative Development Plan Report
as an appropriate framework document upon which to deliver, as part of
the towns urban renaissance programme, the redevelopment of Scunthorpe
Market and Cultural Quarter.
Under
the council's Urban Renaissance Programme, BDP and CB Richard Ellis had been
appointed by North Lincolnshire Council and Yorkshire Forward to prepare
an indicative masterplan and delivery strategy for a significant part of
Scunthorpe Town Centre, the area known as Scunthorpe Market and Cultural
Quarter. This area had emerged as a key area for change within the
Scunthorpe Renaissance framework document produced by Gillespies in 2004. The
area presented a key opportunity for the town in terms of future development
and re-development.
The
overall objective of the BDP's Development Proposals was to provide a framework
from which could be delivered a vibrant high quality mixed use new urban
quarter for the town centre. The development plan report provided an
Indicative Plan for the Market and Cultural Quarter which would build on
the findings contained in their baseline report dated February 2006, which
had been presented to the town team on 14 March 2006. The development
plan proposals had also been presented to the town team on 27 June and were
produced in consultation with the Urban Renaissance Project Steering Group. A
copy of the BDP Development Proposals report had been deposited in each of
the political group offices.
The
adoption of the Indicative Development Plan did not mean that future delivery
would exactly match the planned proposals, but the spatial plan and mixture
of uses would form the basis of any future development proposals. A considerable
amount of the Development Plan Area was in the ownership of North Lincolnshire
Council and it was noted that the delivery of any planned proposals might
significantly effect current usage in service provision. One significant
council part of the redevelopment of this area involved the relocation of
Scunthorpe Market. For this to happen appropriate notices had to be
served on market tenants to ensure that vacant possession of the market site
could be achieved when required. Since current market tenancies would
expire on 31 March 2007 appropriate notices had to be served on tenants prior
to the end of September 2006. This did not mean that the market traders
must leave; it merely protected the council's position to be able to achieve
vacant possession at the appropriate time. Traders would either receive
appropriate compensation in due course or be offered a tenancy in any new
market. Similarly, in order to secure delivery of any development schemes
it might be necessary to secure the acquisition of private land interests. Whilst
every effort would be made to secure these by agreement, the council might
wish to consider the making of a Compulsory Purchase Order to cover the area,
thereby increasing the certainty and perhaps reducing the timescale of any
planning implementation.
The
report gave further detailed information about the proposals.
Resolved
- (a) That
the council adopts the Business Design Partnership Indicative Development
Plan report as the appropriate framework document upon which to deliver,
as part of the town's Urban Renaissance Programme, the redevelopment of
the Scunthorpe Market and Cultural Quarter, and (b) that, if necessary,
Compulsory Purchase Orders be made to acquire private landed interests
which may be necessary to achieve the redevelopment of the Scunthorpe Market
and Cultural Quarter in accordance with (a) above.
)
590 (24) CROWLE
MARKET PLACE DEVELOPMENT - A
report was submitted by the Head of Planning and Regeneration seeking member
support for the preferred option within the Crowle Market Place Feasibility
Report and to seek approval to the establishment of a working group to
determine how the option should be delivered.
Renaissance
Market Towns (RMT) had been launched by Yorkshire Forward in January 2003
and was a pioneering 10 year plan to support sustainable small towns in Yorkshire
and the Humber. As one of the Yorkshire Forward's flagship projects, RMT
aimed to ensure that the regions 'Rural Capitals' such as Crowle and Epworth
were places where people wanted and were able to live, work, invest and visit. The
Isle of Axholme had been chosen by Yorkshire Forward to benefit from its
Renaissance Market Towns Initiative from 2004. Indeed, Yorkshire Forward
was using the Isle of Axholme RMT as a model of best practice and were proposing
to use this model in planning future RMT activity.
Following
extensive community consultation, a framework document had been produced
which had been endorsed by North Lincolnshire Council in 2005. The
development of Crowle Market Place was identified as a priority project in
this document. A Crowle Market Place Feasibility Study had been undertaken
and a copy had been deposited in each of the political group offices. A
study had identified three options details of which were contained in paragraph
2.4 of the report.
The
study recommended that the second option, which improved links between the
market place, the medical centre, the library, the church and Crowle Resource
Centre and included proposed additional parking should be adopted. There
were also three minor variants to the recommended option and a selection
of one of these would be dependent on the final agreed delivery arrangements.
Yorkshire
Forward indicated that North Lincolnshire Council involvement in the first
phase of the RMT programme had been exceptional and that influenced the way
in which they would liaise with all of the local authorities involved. However,
North Lincolnshire Council had to confirm its continued support to Yorkshire
Forward and the Isle Renaissance Team. The establishment of a working
group would involve North Lincolnshire Council at senior officer level and
member level, ensuring a development team approach.
A
report detailing how the proposals could be delivered would be produced in
the autumn. Attached as an appendix to the report were plans showing
the various options referred to above.
Resolved
- (a) That
the report be noted and welcomed; (b) that option 2 of the Feasibility
Report Recommendations be approved and adopted in principle, and (c) that
a member/officer working group be established to determine delivery arrangements
for the development of Crowle Market Place.
)
591 (25) DISABILITY
EQUALITY DEVELOPMENT PROGRAMME - The
Head of Strategy and Customer Communications submitted a report which considered
and sought approval for the Disability Equality Development Programme for
North Lincolnshire.
Cabinet
had approved a revised diversity policy in October 2005 which formed part
of a wider Corporate Diversity Action Plan. The Corporate Diversity
Plan contained a number of development programmes. At its meeting on
6 June, Cabinet had approved a Race Equality Programme.
Attached
as an appendix to the report was a proposed draft Disability Equality Programme. This
had been prepared to meet legal requirements and in that respect set out
a number of priority actions. These would take place over the next
three years and would build on existing good practice. This included
the investment that the council makes each year in improving access to its
buildings for people with disabilities.
The
Disability Equality Development Programme would help to promote Disability
Equality in North Lincolnshire and a variety of individuals with an interest
in Disability Equality had assisted in drawing up the programme. These
were both internal and external to the council.
Resolved
- That
the Disability Equality Programme attached as an appendix to the report
be approved and adopted.
)