Public reports pack PDF 6 MB - East Lindsey District Council

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Agenda Item 4ACTIONS FROM THE EXECUTIVE BOARD MEETING HELD ON 15 MARCH2011CompletedItemNo.Action RequiredAction byLOCAL INVESTMENT PLAN:RESOLVED*That the Local Investment Plan, created in partnership withBoston Borough Council, Lincolnshire County Council andthe Homes and Communities Agency be adopted.JU/DL/ASSERVICE LEVEL AGREEMENT WITH EAST LINDSEYCITZENS' ADVICE BUREAU:RESOLVED*1. That it be noted that the East Lindsey Citizens’Advice Bureau is meeting the current SLAperformance standards and has increased the leveland variety of its services during the lifetime of theSLA.EPM/JEF/JM*2. That East Lindsey District Council be approved tocommit its 2011/12 £55,600 Citizens’ Advice Bureaubudget to East Lindsey Citizens’ Advice Bureauthrough a 1 year SLA for the period 1 April 2011 to31 March 2012EPM/JEF/JMSERVICE LEVEL AGREEMENTS - COMPASS POINTBUSINESS SERVICES/EAST LINDSEY DISTRICTCOUNCILRESOLVED*1. That the SLA for the commissioning of services to beprovided by CPBS (East Coast) Ltd., in 2011/12 beapproved in principle and the six service schedulesapproved on the basis of the previously circulateddrafts and the following summaries:-CJD/JEF• The SLA 2011/12 (APPENDIX A)• Customer Services (APPENDIX B)• Financial Services (APPENDIX C)• Human Resources (APPENDIX D)• ICT Services (APPENDIX E)• Revenues Services (APPENDIX F)• Benefits Services (APPENDIX G)a = completed/* = in hand/x = outstandingPage 3

**2. That the financial context to the delivery of the SLAand six service schedules in 2011/12, i.e. that CPBSdelivers those services specified in the SLA at asaving in 2011/12 to ELDC of £1.327million on thebudget for 2010/11 and at the financial quantum, splitby service area as shown, as set out in Section 10be noted.3. That delegated authority be granted to the ChiefExecutive to finalise the SLA 2011/12 within thiscontext and subject to any comments from the Taskand Finish Group.CJD/JEFCJD/JEF******COMMUNITY AND VOLUNTARY SERVICES IN EASTLINDSEYRESOLVED1. That:-a = completed/* = in hand/x = outstandinga) A 6-month extension to the current Interim SLAwith South Lincs CVS be approved to provide aCVS in East Lindsey for the period 1 April 2011 to30 September 2011;b) £25,000 be committed from the 2011/12 EastLindsey CVS budget and that it be noted thatalternative options for supporting the District’svoluntary and community sector from 1 October2011 would be explored during the 6-monthperiod.Subject to clarification in realtion to a) and b)above and a further report to the next ExecutiveBoard Meeting on the following:-• what was covered in the £50k; and that a capbe agreed on the funding/and having regard toany support in king• local representation at Meetings• the requirements in terms of governance• whether the grant was cash or cash plus inkind2. That the progress made by the current Interim CVSwhich is being provided by South Lincs CVS benoted.3. That it be noted that the Interim CVS SLA will ceasewith effect from 31 March 2011.4. That the recommendations provided by South LincsCVS for an East Lindsey CVS from 1 April 2011 benoted.Page 4EPM/JEF/JMEPM/JEF/JMEPM/JEF/JMEPM/JEF/JMEPM/JEF/JM

****5. That the East Lindsey District Council’s 2011/12budget for supporting an East Lindsey CVS is£50,000 be noted.6. That it be noted that currently a total of £117,451 isavailable to support an East Lindsey CVS for theperiod covering 1 April 2011 to 31 March 2012 andthat this figure is based on a £50,000 contributionfrom East Lindsey District Council and £67,121contribution from Lincolnshire County Council andthat Lincolnshire County Council’s preferred option isto award a 12-month 2011/12 SLA to South LincsCVS.7. That a report detailing the impact of the serviceprovided by South Lincs CVS in supporting theDistrict’s voluntary and community sector beprovided to the Executive Board in August 2011. Thereport will provide details of the options forsupporting the District’s community and voluntarysector from 1 October 2011.DIAL-A-RIDERESOLVED1. That the following be noted by the Executive Board:-a) that Lincolnshire County Council has takenthe decision to cease provision of a countywideDial-a-Ride service with effect from 31March 2011.b) that it has in place a 3-year agreement and a1-year SLA with Lincolnshire County Councilfor Dial-a-Ride services from 1 August 2008 to31 July 2011, at a total cost of £167,271 andthis SLA is therefore terminated on 31 March2011 by Lincolnshire County Council.c) that Boston Community Transport has takenthe decision to cease provision of its Dial-a-Ride service with effect from 31 March 2011.d) that it has in place a 1-year SLA with BostonCommunity Transport for a Dial-a-Rideservice from 1 April 2010 to 31 March 2011 ata total cost of £5,000.e) that in 2010/11 East Lindsey District Councilcontributed £62,171 to Dial-a-Ride servicesoperating in East Lindsey, through the twoschemes.EPM/JEF/JMEPM/JEF/JMEPM/JEF/JMBPB/JEF/JMa = completed/* = in hand/x = outstandingPage 5

*af) that East Lindsey District Council’s 2011/12Dial-a-Ride budget is £56,300 and that it isanticipated that £19,040 of funding allocatedto Dial-a-Ride services for the period 1 April2011 – 31 July 2011 will be returned byLincolnshire County Council to East LindseyDistrict Council or diverted to support thecommunity transport options outlined in thisreport.2. That Option 3 be approved, which for East LindseyDistrict Council means committing £50,000 perannum for a 3-year period through an SLA withLincolnshire County Council towards supporting anew CallConnect service in Skegness at £45,000per annum and supporting the development of afurther CallConnect service in the SouthernParishes of East Lindsey at £5,000 per annum (i.e.committing £150,000 in total to support the aboveCallConnect services for the period 1 April 2011 to31 March 2014). This option would providecomplete coverage of CallConnect services in EastLindsey and is within East Lindsey DistrictCouncil’s 2011/12 Dial-a-Ride budget of £56,300subject to assurance on the following:-• A seamless transition• That no person was disenfranchised as a result ofthe changes• Whether the service buses had been modified toaccommodate wheelchairs• A robust communications strategy in order toadvertise to residents the changes to the service• The return on East Lindsey District Councils financialcontribution to the service given that the servicewould be terminated 4 months earlyPERFORMANCE MANAGEMENT FRAMEWORKRESOLVEDThat the performance report be noted.BPB/JEF/JMALLa = completed/* = in hand/x = outstandingPage 6

ACTIONS FROM THE EXTRAORDINARY EXECUTIVE BOARD MEETINGHELD ON 15 FEBRUARY 2011CompletedItemNo.Action RequiredAction by74 ACTIONSThe Portfolio Holder for Organisational Improvementsuggested that it might be helpful to include dates againstactions, where possible.ALL/KO**75 Disabled Facility GrantsRESOLVED1. That the action plan be noted and the Council beauthorised to lobby the individuals and organisationslisted within the report presented.(Lobby letters are being prepared)2. That government be lobbied for funding throughgroups and authorities with similar issues in order totake the issues forward further and build a campaignwith objectives to produce an overall strategy inrespect of how DFGs could be delivered in the futureJU/JEF/JCJU/JEF/JCACTIONS FROM THE EXTRAORDINARY EXECUTIVE BOARD MEETINGHELD ON 4 JANUARY 2011CompletedItemNo.Action RequiredAction by***67 Ambition FundingRESOLVEDa = completed/* = in hand/x = outstanding1. That the £43,000 not allocated to service budgets in2010/11 be noted and hence is confirmed as arecurrent budget saving in the current and futureyears (scheme 7 in the Executive Board’s list of 19savings schemes for 2011/12).2. That the Ambition Funding of £17,000 offered up byservices against two projects as part of their servicebudget reductions be noted (these reductions havingalready been approved by Portfolio Holders) (SectionA at Appendix A). These reductions will retain£30,500 of Ambition money within the services’ basebudgets for these specific projects.3. That the budget transferred to Compass PointBusiness Services be noted (£11,500, Section B atAppendix A), which will form part of the base budgetof the company and will be subject to review withinPage 7CJD/JEF/JCCJD/JEF/JCCJD/JEF/JC

*****3. That the draft programme ideas set out at paragraph6.0 in the report, including the potential for theGames Time Performance, in Skegness in July2011, to take local people to the OlympicOpening/closing ceremony in 2012 be noted.4. That authorisation be given to Officers to seekexternal funds towards the costs of the SO Festivalsin 2011, provided that bids were agreed by the ChiefExecutive, Leader and Portfolio Holder for Culture,Leisure and the Environment and the Section 151Officer, and that any matched funding required fromELDC could be met from the existing SO Budget(including 2010 under-spend).5. That authorisation be given to Officers to seeksponsorship in line with the Council’s SponsorshipPolicy, agreeing these with the Portfolio Holder forCulture, Leisure and the Environment, bringing anycontentious proposals to the Executive Board forconsideration and decision.6. That authorisation be given to Officers to appoint aFestival Director and a PR Company, once theappropriate external funding was secured, for the SOFestival in 2011 and 2012, to November 30, 2012and 31 August 2012 respectively, with advice fromProcurement and Legal Services Lincolnshire,authorising and Exemption from the Council’sContract Procedure Rules to appoint the previouscontractors, thereby maintaining continuity from2010.7. That the agreement with representatives ofSkegness and District Chamber of Commerce,Skegness Town Council and Skegness East Coastand Wolds Hoteliers Association (SECWHA) toswitch on the Skegness Illuminations on 6 August2011, as part of the wider summer eventsprogramme, be noted.(Everything is in hand as agreed above to submit external fundingbids, to develop contracts for appointment once external fundingis confirmed and to deliver the Skegness Illuminations switch on.Arts Council England (ACE) have paid ELDC an additional£28K which was allocated to the SEAS project. Although theproject concluded in 2009, this amount was set aside to takeaccount of variations in exchange rates at the time that claimswere made. The funds must be used to build on SEAS, and ELDCmust send ACE an interim spend report in February 11 and an endof project report in September 11.This funding is in addition to the £60K managed funds fromACE for Games Time which will come in to ELDC accounts early inAG/DE/SN/JBAG/DE/SN/JBAG/DE/SN/JBAG/DE/SN/JBAG/DE/SN/JBa = completed/* = in hand/x = outstandingPage 9

2011, and the £140K through a Grants for the Arts bid. This bidwas submitted on 16 December 2010.Given that this additional external funding is now available, it isproposed to contract both Robin Morley of Magnetic Events andLava PR, on a fixed term contract, within the confines of thisfunding, specifically to work on the Games Time part of SO,which will begin in January. This is in line with the minuteddecision at the last meeting of Executive Board, and ensures norisk to ELDC.Executive Board members are asked to support thisrecommendation by the Portfolio Holder for Culture, Leisure andthe Environment, in line with their decision at the November Boardmeeting.The funding bid submitted to Arts Council England for £140K wassuccessful. A further funding bid was submitted to the NordenFund (European) in February, to support East Coast / Helsingborgcollaboration.Funding for the main spectacular "Games Time" was confirmed bythe Legacy Trust on 27 January, the East Midlands Project as oneof 4 nationally, starting in Skegness at SO Festival 2011. Thisbrings around £250K for the Skegness element of this project.Discussions with potential sponsors are ongoing for 2011 andbeyond.The report agreed above is scheduled for April as an item fornoting.a = completed/* = in hand/x = outstandingPage 10

APPENDIX AEAST LINDSEY DISTRICT COUNCIL EXECUTIVE BOARD19 APRIL 2011Briefing Note on SO Festival 2011 FundingAs required by Executive Board at its meeting in November 2010, and as requestedby Councillor Grist, Portfolio Holder for Culture, Leisure and Environment, thisbriefing note confirms the funding for SO Festival 2011.All major funders have now confirmed their strategic funding to ELDC and keypartners within the SO project. This means that the majority of external fundsanticipated in the report in November 2010 have been confirmed.As the funds are now confirmed, contracts are being issued to the Festival Directorand the PR / marketing company, as agreed by Executive Board in November 2010,for an initial period to December 2011, with the option for a further one yearextension.A more detailed project budget is being drawn up for approval by the SO ProjectBoard in April 2011. Discussions with potential sponsors are ongoing.ELDC funds External Funds Status TotalLCC £10KConfirmedG4A (ACE)£140K ConfirmedELDC £15K + inkind supportNorden Fund£10KDecision dueApril 2011Igniting Ambition£10K ConfirmedTotal £235Kof £265KSponsorship &advertising£20K targetUndernegotiationGames Time£60K (ACE) toELDCConfirmedFunds to other organisations participating in SO Festival 2011Games TimeFunds to Deda £280K Confirmed £280KFunds to XSiteBlank Canvasfringe £10K Confirmed £10KTotal Amount to support SO Festival 2011 £525K of £555KSemantha Neal and James Brindle(21/03/11)Page 11

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Agenda Item 5EAST LINDSEY DISTRICT COUNCIL REPORTCOMMITTEE:EXECUTIVE BOARDDATE: 19 APRIL 2011SUBJECT:REPORT PRESENTEDBY:PORTFOLIO HOLDERWard(s) affected:MERIDIAN LEISURE CENTRE LOUTHCOUNCILLOR MRS. JANET HARRISON (CHAIRMAN OFSCRUTINY A)COUNCILLOR GRISTALL WARDSBrief description of report content and the decision being asked for:Summary:This report, prepared by Scrutiny A and reviewed by Overview Committee on 3March 2011, reviews the first year’s operation of the Meridian Leisure Centre,Louth. The review considered the 3 following main issues:-• Performance – to confirm whether the Meridian Leisure Centre achievedits original targets and what new targets, if any, have been set• Finances – to confirm whether the original budget has been adhered to.What income/expenditure is forecast for the future• Lessons Learnt – to understand how, following its first year of trading,the leisure centre will be taken forward and what could be donedifferently/betterRecommendations:That the recommendations contained at Appendix A to the report presented beapproved by Executive Board.This report has been prepared by:Gary Sargeant, Business Manager of Property & Technical Services - Tel:01507 601111 – ext 204e-mail: gary.sargeant@e-lindsey.gov.ukThis report was prepared after consultation with:Business Manager of Sports FacilitiesThis report is number 1 in a series of 1.Page 13

This report has been signed off by:Jane, Froggatt, Strategic DirectorThe following policies form a context to this report:Leisure Strategy 2005-2008Leisure Options Appraisal Report January 2010LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW(papers relied on to write the report but which are not published and do notcontain exempt information)1. Not ApplicableOTHER HELPFUL PAPERS(papers which the report author considers might be helpful – this might includepublished material)1. Project scoping template (copies available from Mitchell Tipper)Local Government (Access to Information Act) 1985Is the report Exempt – NoPlease contact the person who has written this report or MitchellTipperTel. No. 01507 329240e-mail: mitchell.tipper@e-lindsey.gov.uk , if you want moreinformation about this report or the background papers.1.0. INTRODUCTION1.1. Scrutiny A Committee and Overview Committee have considered thetopic “Meridian Leisure Centre” and this report is brought forward forpresentation to the Council’s Executive Board, (Appendix A to thisreport).2.0. BACKGROUND2.1. The Meridian Leisure Centre was a major capital project for the Counciland will continue to be a major source of revenue expenditure duringPage 14

• Actively recognise the diverse needs of the coast, the Wolds,market towns and rural areas in the design and delivery ofservicesPage 16

APPENDIX AREVIEW OFTHE MERIDIAN LEISURE CENTRE,LOUTHSCRUTINY “A” COMMITTEE 2011Page 17

APPENDIX ACHAIRMAN’S FOREWORD .........................................3INTRODUCTION ......................................................3BACKGROUND ........................................................4CONSIDERATIONS ..................................................5CONCLUSION ....................................................... 13RECOMMENDATIONS ............................................. 14APPENDICES…………………………….………………………………….1-82Page 18

APPENDIX A1. CHAIRMAN’S FOREWORDThe development of the Meridian Leisure Centre has been a majorcapital project for East Lindsey District Council and the project hasreceived a great deal of publicity throughout the development phaseand also since the facility opened in February 2010.The purpose of the review was to check the performance of thecentre since opening, undertake a financial health check of theoperation and consider any lessons learnt from the project thatcould prove of benefit to future projects.During the course of our work Committee members have been mostimpressed with the range of facilities on offer at the MeridianLeisure Centre and I am delighted to be able to report that thecentre, in its first year of operation, has been an outstandingsuccess and should be seen as a credit to the District Council. Thisis a facility that will continue to be enjoyed by our community formany years to come.I would like to record Scrutiny A Committee’s thanks to the officersfrom Leisure Services who helped with the review, attendingmeetings to answer Member questions and providing data fromwhich our conclusions have been drawn.Councillor Mrs. J. HarrisonChairman, Scrutiny A Committee2. INTRODUCTIONThe Comprehensive Performance Assessment of the Council,published in 2004 rated the Council ‘Weak’ and highlighted ‘lack ofclarity of direction and lack of investment’ in leisure and the need tohave a Leisure Strategy.A Leisure Strategy was developed and launched in 2005. Itidentified a need to have a clear approach to proving theappropriate level of ‘fit for purpose’ leisure facilities and specificallyrecommended replacement for the old 1970’s Louth Swimming Pooland Louth Sports Association facilities.In April 2005 the Executive Board considered the rationale behindthe development of the capital scheme in Louth, this being:o To replace and improve upon the Louth swimming Pool,which is near the end of its economic life;3Page 19

APPENDIX Ao To provide facilities in accordance with the ‘Hierarchy ofProvision’ for a large town;o To replace and improve upon the existing Louth SportsAssociation facilities at London Road, which are in a poorcondition, outdated and at the end of their economic life;o To play a major role in addressing health, crime reductionand anti-social behaviour issues in the community;o To have More people being More active More ofteno To enable ELDC to host major sport and leisure events,including the Lincolnshire Youth Games;o To provide high quality venues, centrally located, to caterfor the first three levels (i.e. up to ‘Performance’ level) ofthe Sports Development Continuum;o To facilitate higher level coach education courses (NGBStage II) and volunteer education courses.3. BACKGROUND• The Council agreed a capital budget of £12.224M for the LeisureCentre made up of: Contract Costs £9.890M; Section 278Roadworks £0.250M; Contingency £0.250M; Irrecoverable Vat£0.570M and Other Costs £1.264M.• Executive Board in March 2008 agreed a contract with Linpave tocommence July 2008. The original project timeframe was based on60 week build programme. Project commenced early July 2008 andwas anticipated to complete early September 2009.• The project was managed through a PRINCE II project managementframework with dedicated consultant project manager (DavidWarden); a network of ‘Client Advisors’ – Thornton Firkin, BSP,Shearwater; and a Project Board.• Monthly Project Board, Design Team and Progress Meetings wereheld throughout the project.• Project Issues:o Village Green application caused 12 month delay 2007-2008;o Administration of Linpave January 2009 contract novatedto UCS Civils Ltd. as parent company;o UCS Civils then went into Administration in Nov 2009, 4weeks before the project was scheduled to complete;o Process to complete the project took from Nov 2009 toJanuary 2010. Gelders were contracted to overseecompletion. ELDC directly contracted sub-contractors tocomplete.4Page 20

APPENDIX A• Timescale and Budget:o The project finally completed on 18 th January 2010 (a totalof 80 weeks);o The final account is still to be determined and iscomplicated by the claim to the Bondsman for costsincurred as a result of UCS’s demise;o Subject to recovering the full extent of the claim from theBondsman the project will complete within the £12.224Mallocated budget.• Operational preparations:o Centre Manager was appointed April 2009;o Other staff appointments completed October to November2009 with phased commencement to 18 January 2010;o Operational system and procedure preparations April 2009-January 2010;o Louth Swimming Pool closed Christmas 2009 with stafftransferring to the new Centre;o Membership sales commenced 2 nd January 2010 withinductions programmed from 18 th January;o Town & County Kiddies were awarded the lease to providethe crèche and child care facility;o AquaVita were awarded the lease to provide the café andcatering for the Centre• Practical completion achieved and site occupation from 18 th January2010. First day of opening was Saturday 6 th Feb 2010.4. CONSIDERATIONSi. FINANCIAL PERFORMANCEWithin the Council’s Medium Term Financial Strategy (MTFS)provision was made at Executive Board in March 2008 for anadditional £379k for the annual running costs of the new leisurecentre compared with that of Louth Swimming Pool as shown in thetable below.5Page 21

APPENDIX ALouth Pool Meridian LC Variation2008estimateEmployees £173k £655k £482kPremises £63k £412k £349kSupplies & £26k £135k £109kServicesTransport £2k £2k £0kIncome -£84k -£645k -£561kNet Deficit £180k £559k £379kThe net revenue running costs were further re-evaluated andincreased by £20k in setting budget estimates for the first year ofoperation, as shown in the table below, to take account of:• Employee Pay Awards including Job Evaluation;• Re-calculation of Premises Costs particularly Utilities andInsurances;• Review of potential income streams and the agreed pricingpolicy;MLC estimateYear 1(2010/11)Employees £785kPremises £427kSupplies & £174kServicesTransport £1kIncome -£808kNet Deficit £579kAppendix 1 attached details the actual budget position to the endof Period 7 (April to October 2010) at Meridian LC with projectedyear end position for 2010/11. The current projection shows ananticipated balanced budget position for year end.6Page 22

APPENDIX Aii. OPERATIONAL PERFORMANCEThe anticipated usage levels of the new leisure centre facility werecalculated at the planning permission stage of the project (2006)and incorporated in the local traffic plan and survey as follows:Casual swimming pool attendance 40,000Swimming Lessons 23,000Swimming Club Use & Pool Bookings 8,000Main Sports Hall 38,000Activity Rooms 8,000Outdoor Activities 10,000Creche 3,000Health & Fitness Suite 50,000TOTAL180,000 per annumThis equates to an average throughput of 3,462 visits per week.These figures were revised in 2008 and at this time it was thoughtthat an annual throughput of 230,000+ could be achieved within 24months of operation. This reflected research at the time and inparticular the Alnwick Leisure Centre experience, used as a casestudy example. An annual usage projection of 230,000 visits,equates to 4,600 visitors per week & 660 daily visitors.Appendix 2 provides details of the week by week actual usagestatistics. 272,119 visits have been recorded at MLC up to 28.11.10.This equates to an average of 6,479 per week, 926 per day. Theprojected first year usage is now estimated at 336,000. This isdespite the cessation of the national governments Free Swimmingprogramme at the end of July 2010. (Appendix 3 details the FreeSwimming patronage figures).Louth Swimming Pool recorded 91,864 visits in 2008/09 – it’s lastfull year of operation. As a result of MLC opening usage hastherefore increased by 266%. The Sports Facilities Service Planidentified a service wide usage target of 500,000 visits in 2009/10with a projection of 600,000 by the end of 2011/12. This has nowbeen increased to 700,000+ throughput for the current year2010/11.Louth Swimming Pool recorded 4,742 Leisure KeyCard holders.Following the opening of MLC the number of KeyCard holdersregistered in Louth has now increased to 13,114.MLC currently has 285 children enrolled on its “WaterWise”Swimming Lesson programme. (average 75% lesson occupancy).7Page 23

APPENDIX AThe Leisure Centre has provided 159 one to one swimming lessonsand also serviced 26 local schools (16,203 sessions) to deliver theprimary/junior school swimming programme since opening inFebruary.The Louth Dolphins Swimming Club has also been able to increaseits water time from 16 to 27 hours per week, representing asignificant increase and opportunity for squad training to beconsiderably improved.A new dry side sports course programme (now incorporating 10different sports) was introduced from 01.09.10. This programme isgaining in popularity and numbers are increasing all the time. Thiswill assist in creating a pathway for junior sports participants intothe local sports club structure.The Leisure Centre currently hosts the following sportingorganisations:• Louth Dolphins Swimming Club• Disability Swim Club• Special Olympics Swim Team• Akura Shin (Karate Club)• Kick Boxing Club (x2)• Yom Chi Tae Kwon Do• Louth Cricket Club• Louth Old Boys Junior Football Club• Grainthorpe Cricket Club• Louth Storm Basketball Club• Jetz Gymnastics Club• Grainthorpe Football Club• “Back to Netball” ClubOriginal membership target figures were estimated at 1,200members. This was believed to be challenging and calculated onactual membership achieved over the first 24 months of operationat Alnwick Leisure Centre.In order to ensure the target was achieved a third party salesconsultancy (Alliance Leisure Ltd) was employed for 6 months (upto June 2010). Their contract was based on them taking commissionon the number of sales achieved. Approximately £60K cost wasincurred for this but this was critical to the very successful salesmembership levels achieved to date.8Page 24

APPENDIX AAs at 25.10.10, membership figures were recorded at 1,803.Appendix 4 provides a breakdown of fitness membership salesachieved.The Centre has very recently began to phase in its Exercise ReferralProgramme which is being ‘pump-primed’ with funding from severalhealth agency partners. Appendix 5 provides a summary of howthat scheme will work. The scheme is not part of the HEELERSprogramme which is a coastal area based NHS funded programme.The scheme has potential to significantly increase throughput andmembership as well as participants health and lifestyleimprovements. The fitness team presented to the DiabetesClinicians seminar on 9 th November by way of launching theprogramme.Appendix 6 sets out the planned approach to the marketing theCentre whilst Appendix 7 includes a summary of marketing activityundertaken since the centre opened. This identifies all media typesused to promote the new facility, examples of the marketing andpromotional material produced will be available for the 6 thDecember Scrutiny meeting.Since opening in early February 2010 the MLC has recorded:70 Complaints;50 Compliments; and59 Suggestions/Observations.Member focus groups have been conducted by the CentreManagement Team at six months of opening. These were wellreceived, well attended and resulted in useful feedback leading to anumber of operational improvements and increased customer /member satisfaction. Comprehensive Exit Surveys are now beingplanned for the first quarter of the New Year.Improvements / actions resulting from customer feedback include:• Baby seats installed in all family changing rooms;• Baby play pen provided in the wet side changing village;• Newspapers & reading material provided in rest areas;• Swim costume spin drier provided in vanity area;• Drinks fountain provided in the Fitness Suite;• TV subtitles displayed in Fitness Suite;• Significantly increased merchandising and retail of swimmingequipment;• Increased exercise class programme & provided high qualitytuition & coaching;• Developed and implemented a junior fitness membership offer(11-15yrs);9Page 25

APPENDIX A• Developed and implemented a swim only membership offer for5-10 year olds;• Increased swimming lesson provision, more diverse programmeincluding adults;• Increased LDSC training time provision;• Developed and implemented a dry side sports courseprogramme;• Developed an attractive birthday party offer re: wet and dry sideactivities.Appendix 8 details some of the testimonials received through Town& Country Kiddies who provide the Crèche and Child Day Carefacility within the Centre.iii. CAPITAL PROJECT DELIVERYAt the Scrutiny A Committee Meeting held on 6 December 2010, itwas agreed by Members to establish a Working Group to investigatethe capital project background of the Meridian Leisure Centre. TheWorking Group fed back its considerations to the Scrutiny ACommittee at the Meeting held on the 14 February 2011.The Working Group met on the 21 January 2011, and took an indepth look at the way in which the Meridian Leisure Centre came tobe and what lessons have been learnt. The key points of theMeeting are listed below:Project ManagementThe Meridian Leisure Centre project was managed through thePrince II Management Framework. A Project Board was establishedconsisting of Nigel Howells (Director), Steve Larter (Finance), DavidWarden (Project Manager), Mark Humphreys (Project Managerfollowing David Warden’s resignation), Councillor A. Grist (PortfolioHolder) and Legal Services. Building Control was also brought inwhen it was appropriate. Monthly site Meetings were held forprogress updates and key decisions.Thornton Firkin was appointed as the main client advisor to theProject Management Team. Specialist advisors BSP were alsoappointed to oversee the mechanical and electrical engineering,Shearwater were obtained as pool specialists. Any interim billswere assessed by Thornton Firkin to ensure that they representedwork that had already been carried out.10Page 26

APPENDIX AProcurement ProcessOnly 2 bids were received as a result of the tender exercise for theMeridian Leisure Centre contract; more enquiries about the projecthad been received but due to the high risk and cost for companiesto tender for the work no more were forthcoming.This traditional route of procurement did not allow the ProjectManagement Team to sit down with the contractor at an early stageto go through the whole project and develop the scheme with apreferred bidder.This issue could be resolved in future by ELDC joining the EastMidlands Property Alliance (EMPA), which was formed by localauthorities in the East Midlands. EMPA have established a number offrameworks for capital construction projects that are fully compliantwith EU legislation and allows for early engagement (pre-designstage) with the contractor in a far more partnership focusedrelationship.Project BuildThe Village Green application caused a 12 month delay resulting ina change of economic climate when work started. Objections wereraised regarding the location of the leisure centre, other potentialsites were considered but it was felt they wouldn’t allow theprovision of the centre to be at the heart of the community.The Executive Board in March 2008 agreed a contract with Linpaveto commence July 2008 based on a 60 week build programme.In January 2009 it was announced that the parent company ofLinpave, the Rand Group, were restructuring forcing Linpave intoadministration. The contract for the construction of the leisurecentre was novated to UCS Civils, also a branch arm of the RandGroup.In November 2009, 4 weeks before the project was scheduled to becompleted, UCS Civils went into receivership due to cash flowproblems.24 hour security was required after UCS Civils had pulled out due toon going issues with sub contractors that had not been paid. Thisdecisions was taken following the removal of the main controlcomputer was removed.11Page 27

APPENDIX AFinancial IssuesA £500k bond had been recommended at the start of the tenderingprocess but, with the agreement of East Lindsey, only £300k wastaken out by the main contractor. The bond was put in place as aninsurance against the contractor not being able to complete theworks.East Lindsey District Council is still actively pursuing a claim torecover £300k. Evidence has been submitted to claim £575kadditional costs, not only cash costs but legitimate officer time.£90k has been spent dealing with defects that UCS Civils wouldhave been responsible for. The full cost of dealing with defects willbe known shortly.If the £300k bond is returned the project will be within its budgetand it is hoped that this issue will be resolved by the end of thefinancial year.OpeningThe Meridian Leisure Centre was scheduled to open at the end ofDecember 2009 but due to the 8 week delay was put back to the 6February 2010.Memberships were available on general sale prior to the leisurecentre opening; Members that had signed up prior to the facilityopening were also able to undertake their induction to allow them touse the centre on its first day of opening. This resulted in highnumbers of users within the first few days of trading.Some parts of the building work were being completed once theleisure centre was open for business. As a result of this, stafftraining time was limited and meant that members of staff had todeal with customers whilst still learning.Both the café and the nursery were marketed by an agent but itwas considered this was left too late to get them let. As asubsequence the kitchen fitters in the café were working up untilthe opening date to get the kitchen ready.One issue that is still to be resolved is that the Building CompletionCertificate has not yet been issued due to the noise and echo levelsin the café area being too high. It is hoped that sound absorptionmaterials will alleviate this problem in the near future.12Page 28

APPENDIX Aiv. LEISURE TRUST CONSIDERATIONSThis topic was discussed at the Scrutiny A Committee meeting heldon the 14 February 2011. Members noted that the Executive Boardreceived a report from Strategic Leisure in March 2010 thatrecommended serious consideration should be given to thepossibility of ELDC transferring all of its sports facilities into aleisure trust. A further recommendation within the report was thatthis option should be deferred until the Meridian Leisure Centre hadbeen operational for at least one year.5. CONCLUSIONSFrom the evidence and findings detailed in this report, the ScrutinyA Committee has reached a number of general conclusions whichhave informed its recommendations.1) Development of the Meridian Leisure Centre represented amajor capital investment for ELDC and the delivery of theproject was complex and at times high risk. It was reassuringthat the project management methodology adoptedsubstantially mitigated those risks and despite difficulties withthe main contractor the building was completed on time andon budget (within industry accepted target of +/- 5%).However procurement arrangements have improved over thepast 3 years and construction frameworks now exist thatwould further reduce risk and uncertainty when appointingcontractors to undertake capital works. The Committee aretherefore able to make a recommendation that should assistthe Council in future successful project delivery.2) The Committee spent a considerable amount of time andeffort in researching the way the centre is operating andlooking into the ways that officers are continuing ensureincome is being maximised at the centre. Members of theCommittee do feel that these approaches should be broughttogether in a definitive marketing plan that incorporatesspecialist membership options.3) The possibility of transferring the leisure facilities service intoa leisure trust would be a major shift in policy for ELDC and assuch Members of the Scrutiny Committee felt that it wasimportant to fully explore the options that are available priorto any recommendations being made to the Executive Boardand Full Council. Members therefore consider a pre-decisionscrutiny review should be carried out on this important topic.13Page 29

APPENDIX A4) It is acknowledged by the Scrutiny Committee that on majorand complex projects not all necessary resources will beavailable in-house and specialist external advice will berequired. It has been demonstrated by officers that during thedevelopment of the Meridian Leisure Centre the role of clientadvisors proved invaluable in assisting officers to addressissues with contractors and ensure the Council continued toget value for money from the contracts entered into. Thisvaluable lesson learnt needs to be considered for futurecapital projects.6. RECOMMENDATIONSThe following recommendations reflect the Scrutiny A Committee’sresearch and findings. It is hoped that these recommendations cancreate a positive impact on the operation of the Meridian LeisureCentre and also future capital project delivery.1. That East Lindsey District Council sign up to the East MidlandsProperty Alliance (EMPA) in order to access the constructionframework agreements for all future capital build projects2. That a definitive marketing plan, that considers the possibilityof offering specialist membership, be put in place.3. That when appropriate a pre-decision scrutiny review beinstigated to consider the possibility of transferring EastLindsey’s leisure portfolio to a leisure trust.4. That client advisors be employed, when required, for futurecapital projects in order to supplement in-house resourcesand to ensure value for money is maximised.5. That Officers continue to actively pursue the recovery of the£300k bond to enable the Meridian Leisure Centre project tocome in on budget.6. That the overall performance and the financial performance ofthe Meridian Leisure Centre be monitored by Scrutiny throughthe Overview and Scrutiny Recommendations Tracker everysix months.14Page 30

Agenda Item 6COMMITTEE:EAST LINDSEY DISTRICT COUNCIL REPORTEXECUTIVE BOARDDATE: 19 TH APRIL 2011SUBJECT:PORTFOLIO HOLDERWard(s) affected:EAST LINCOLNSHIRE COMMUNITY SAFETYPARTNERSHIP STRATEGIC ASSESSMENT &PARTNERSHIP PLAN 2011-2014COUNCILLOR MRS S HARRISONALLBrief description of report content and the decision being asked for:Summary:1. The East Lincolnshire Community Safety Partnership (ELCSP) coversgeographically East Lindsey and Boston Borough. The partnershipcomprises the statutory agencies of East Lindsey District Council, BostonBorough Council, Lincolnshire Police, Lincolnshire Police Authority,Lincolnshire County Council, Lincolnshire Fire & Rescue, LincolnshireProbation Trust and NHS Lincolnshire.2. This report considers the results of the ELCSP Strategic Assessment, whichis an annual requirement on the partnership under the Police and JusticeAct 2006. The Strategic Assessment includes analysis of a wide range ofdata from partner agencies and information from the community, gatheredthrough a local community safety survey. Three key priorities have beenidentified from the Strategic Assessment, which the partnership will addressbetween 1 st April 2011 and 31 st March 2014 (these will be reviewed on anannual basis):1) Anti-Social Behaviour2) Domestic Burglary3) The night time economy3. The resulting Partnership Plan 2011-14 will set out how these priorities willbe addressed by the partnership and develop action plans for each of thethree priorities.Page 31

Recommendations:That Executive Board endorses the three priorities agreed by the EastLincolnshire Community Safety Partnership arising from the annualassessment, and continues to support partnership working to address crime,anti-social behaviour and substance misuse issues within the community.REASON: Working in partnership with key agencies is a statutory requirementunder the Crime and Disorder Act 1998. Over the last ten years crime figureshave fallen and partnership working is considered to be one of the contributoryfactors in this reduction.This report has been prepared by:Sarah Cocker (Community Safety Partnership Officer) - Tel: 01507 601111e-mail: sarah.cocker@e-lindsey.gov.ukThis report was prepared after consultation with:The following groups of the East Lincolnshire Community Safety Partnership:- Strategic Partners Group- Performance Management Group- Violent Crime & Substance Misuse Theme Group- Anti-Social Behaviour Action Group- Anti-Social Behaviour Strategy Group- Acquisitive Crime Theme GroupThis report is number 1 in a series of 1.This report has been signed off by:Jane Froggatt, Strategic DirectorThe following policies form a context to this report:NAThis report is a key decision included in the Forward Plan.Page 32

LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW(papers relied on to write the report but which are not published and do notcontain exempt information)1. East Lincolnshire Community Safety Partnership Strategic Assessment20102. East Lincolnshire Community Safety Partnership Survey Results 2010OTHER HELPFUL PAPERS(papers which the report author considers might be helpful – this might includepublished material)1. Crime and Disorder Act 19982. Police and Justice Act 2006Local Government (Access to Information Act) 1985Is the report Exempt – NoPlease contact the person who has written this report or DarrenClayton, Tel. No. ext. 444e-mail: darren.clayton@e-lindsey.gov.uk, if you want moreinformation about this report or the background papers.1.0. INTRODUCTION1.1. The Executive Board has previously received the Strategic Assessmentfrom the East Lindsey Community Safety Partnership. This formerpartnership has been replaced by the East Lincolnshire CommunitySafety Partnership (ELCSP). This is an informally merged partnershipbetween Boston Borough and East Lindsey and comprises the followingstatutory partners:- East Lindsey District Council- Boston Borough Council- Lincolnshire County Council- Lincolnshire Police- Lincolnshire Police Authority- Lincolnshire Fire & Rescue- NHS Lincolnshire- Lincolnshire Probation TrustPage 33

1.2. Other organisations support the work of the partnership such ashousing associations, Magistrates, Lincolnshire Road Safety Partnershipand voluntary organisations.1.3. The production of a Strategic Assessment and a Community SafetyPartnership Plan is a statutory requirement under the Police & JusticeAct 2006. The Safer Communities Team at Lincolnshire County Councilcoordinated the production of the ELCSP Strategic Assessment whichincludes the results of a local public consultation (311 responses)undertaken in East Lindsey and Boston Borough during August andSeptember 2010.1.4. The priorities identified by ELCSP for April 2011-14, based on theevidence from the Strategic Assessment, are:-- Anti-Social Behaviour (ASB)- Domestic burglary- The night time economyThe identified priorities will be refreshed on an annual basis, followingthe continuous review of crime data and public consultation.1.5. Reducing Reoffending is also acknowledged as a statutory responsibilityfor the partnership, but delivery is managed across Lincolnshirethrough the Reducing Reoffending Board.1.6. The partnership has taken into account the reducing resources, bothfinancial and physical, when setting these priorities. By focusing onfewer priorities (there were five priorities for 2010/11) the partnershipaims to make more of an impact in these key areas.2.0. BACKGROUND2.1. The Crime and Disorder Act 1998 made it a legal obligation for thepolice and local authority to work together to reduce crime anddisorder. Community Safety Partnerships (formerly known as Crimeand Disorder Reduction Partnerships or CDRPs) were formed to meetthis requirement. The Act also sets out the requirement for localauthorities and other public bodies to consider the crime and disorderimplications of all their decisions (Section 17).2.2. The Police Reform Act 2002 enlarged the group of partners required towork on community safety to include Police Authorities, Fire Authoritiesand NHS Primary Care Trusts.2.3. The Police and Justice Act 2006 introduced measures to makeCommunity Safety Partnerships (CSPs) more effective. The Actcontains the legislative changes required to deliver the proposalscontained within the Crime and Disorder Act Review. This fall into fivePage 34

main categories: Structures; Delivery; Governance & Accountability;Mainstreaming and National Standards. A key requirement was thereplacement of three year crime and disorder audits and strategies withrolling three year Partnership Plans and Strategic Assessments, to bereviewed annually.2.4. The East Lincolnshire Community Safety Partnership comprises a jointStrategic Partners’ Group which is responsible for overseeing theStrategic Assessment process and production of the Partnership Plan.From 1 st April 2011 this group will also undertake the performancemonitoring arrangements of the partnership (previously undertaken bya separate Performance Management Group). This will reduce thenumber of meetings that partners are required to attend. Themegroups (some joint with Boston Borough) are responsible for delivery ofthe Partnership Plan and are aligned to the partnership priorities. Anumber of non-statutory organisations support the theme groups (e.g.Addaction, housing associations, and voluntary organisations) providingexpert advice and support for the delivery of projects.2.5. The Strategic Assessment is a tool for identifying the priorities for thepartnership and also those to be fed into the Community SafetyAgreement at county level. The assessment is not intended to be adetailed analysis of individual issues but reflects the key findings fromanalytical products produced for the theme groups throughout theyear. Production of the Strategic Assessment is led by LincolnshireCounty Council who collects and analyses all relevant data on behalf ofthe partnership. The partnership is responsible for sections of thereport including contextual information, public consultation, SWOTanalyses (strengths, weaknesses, opportunities & threats) andrecommendations for each priority area.2.6. A Partnership Plan is produced following the Strategic Assessment. Theplan sets out the chosen priorities for the partnership, how these willbe addressed and how performance will be measured.3.0. SUBJECT INFORMATION AND ISSUES/FACTS AND FIGURES3.1. Between October 2007 and September 2010 all recorded crime in EastLindsey decreased by 5.9% (551 fewer crimes). Changes in the maincrime types are presented in table 1 below:3.2. Table 1: No. and Percentage change in crime types, Oct. 2007 toSept. 2010Crime Type Percentage Change Number ChangeViolence Against the Person -8.6% -115Serious acquisitive crime -1.7% -19Page 35

Domestic Burglary +19.4% +71Drug Offences -11.7% -44Criminal Damage -12.3% -2843.3. The number of anti-social behaviour incidents recorded by LincolnshirePolice between April 2007 and March 2010 increased by 430 (+6%).3.4. A priority selection meeting was held on 9 th November 2010.Information from the Strategic Assessment and community safetysurvey was considered, along with the reducing resources (bothphysical and financial) for partner organisations. The following threepriorities were subsequently identified:- Anti-Social Behaviour- Domestic Burglary- The night time economy3.5. Reducing reoffending is also recognised as a statutory responsibility ofthe partnership, but delivery is managed across Lincolnshire by theReducing Reoffending Board (through implementation of IntegratedOffender Management).3.6. After much consideration, road safety was not selected as a priority for2011/12. During 2010/11 ELCSP implemented a number of projectsaimed at road safety, these include:Mature driver programme: This aims to increase safety andawareness for individuals aged 65 and over who are at a higher risk ofbeing killed or seriously injured in a road traffic accidentWheelie bin stickers: A pilot programme will commence shortly inthe village of Bilsby whereby stickers will be placed on residents’wheelie bins to remind drivers of the 30mph speed limit.Modified Car Show in Skegness: The event aims to engage withyounger drivers and educate them about safe driving and respectingother road users and members of the public.However, it has been extremely difficult for the partnership to identifywhat it can do to address road safety issues over and above what theLincolnshire Road Safety Partnership (LRSP) is already doing.3.7. The following provides a brief overview of key facts and figures uponwhich the partnership based the priority making decisions.Page 36

3.8. Anti-Social Behaviour: Between 1 st April 2009 and 31 st March 2010there was a 6.5% increase in ASB incidents in East Lindsey (+460incidents). East Lindsey recorded the highest number of ASB incidentsin the county. In addition the community safety survey (which had311 responses) showed that the public identified ASB as the top issuefor ELCSP to address.3.9. Domestic Burglary: Between October 2008 and September 2010 EastLindsey experienced an increase in domestic burglary of 19.4% (71more offences). Burglary was also identified as one of the top threecrimes that the public is most worried about becoming a victim of (asidentified in the community safety survey).3.10. Night Time Economy: Violence against the person offencesrepresents 19% of all recorded crime in East Lindsey. Assault with lessserious injury offences in particular are closely associated with thenight time economy with over 40% of offences being reported at theweekend. The majority of offences happen in the late evening andovernight with key times between 11pm and 3am. In addition, aquarter of violence is identified as being related to alcohol (this is likelyto be an underestimate). Violent assault was identified as one of thetop three crimes that the public are most worried about becoming avictim of (as identified in the community safety survey). In addition, athird of respondents felt very or fairly unsafe walking in their towncentre at night.3.11. Next StepsThe partnership is in the process of developing action plans to addressthe identified priorities. In some areas (e.g. the night time economy)this process is affected by the current restructuring of Lincolnshirepolice and changes to personnel in other partner agencies. Someaction plans will therefore not be developed until May 2011. Thepartnership is also awaiting confirmation of funding arrangements forprojects for 2011/12. The level of activity that can be undertaken bythe partnership is dependant upon the availability of funding madeavailable.4.0. SUPPLEMENTARY FACTS4.1. Please see Appendix A: Executive summary of the 2010 StrategicAssessment which includes headline crime data and recommendedpriorities.5.0. COUNCILLOR COMMENTS – If no comments are received fromone or more of the Ward Members consulted state whichCouncillor(s) did not respond5.1. Councillor Mrs Sandra Harrison, Health & Well-Being Portfolio Holder:“The priorities reflect the information given in the StrategicPage 37

Assessment, public consultation and the concerns raised by Members ofthe District Council and members of the Community SafetyPartnership”.6.0. DISCUSSION / CONSIDERATION – ISSUES / CONCLUSION –including reasons for recommendation(s)6.1. The priorities identified are based on detailed analysis of data from anumber of sources including: Lincolnshire Police, Fire & Rescue,Lincolnshire Probation Trust, iQuanta, Education, Drug & Alcohol ActionTeam (DAAT), British Crime Survey, Youth Offending Service, DistrictCouncils, and Multi-Agency Risk Assessment Conference (MARAC) dataon high risk domestic abuse cases. Feedback from the community wasalso included via a local community safety survey.6.2. The above information was considered at a partners meeting on 9 thNovember 2010 which included representatives from LincolnshirePolice, Lincolnshire Police Authority, Lincolnshire Fire & Rescue,Lincolnshire County Council, Lincolnshire Probation Trust, BostonBorough Council & East Lindsey District Councils (including ElectedMembers). The partnership decided to focus on a reduced number ofpriority areas (3 rather than 5) in order to make the most effective useof the funding and resources available, as it is anticipated that thesewill be reduced over the coming years. The partnership will continue tomonitor crime trends and can redirect resources at any given point ifthe need is identified.7.0. OTHER OPTIONS FOR CONSIDERATION (drawn from previoussections)7.1. None8.0. PERFORMANCE MONITORING8.1. Performance of the partnership against its identified priorities andobjectives will be monitored by the Strategic Partners’ group. Thisgroup comprises representatives of the all statutory agencies in thepartnership.9.0. RISK ASSESSMENT9.1. East Lincolnshire Community Safety Partnership has its own riskregister which it monitors and updates on a quarterly basis.10.0. FINANCIAL CONSIDERATIONS/IMPLICATIONS10.1. None directly from the Strategic Assessment.10.2. Any activities arising from the Partnership Plan to address these newpriorities will need to be contained within the available resources.Page 38

11.0. LEGAL CONSIDERATIONS/IMPLICATIONS11.1. East Lindsey District Council’s involvement in the partnership is astatutory duty under the Crime & Disorder Act 1998 and the Police andJustice Act 2006.12.0. INCLUDE IF APPROPRIATE AND ONLY BRIEF EXPLANATION OFISSUE. PLEASE ALSO INCLUDE NAME OF OFFICER RESPONDING12.1. Environmental issues - None12.2. Human Resources - One full time officer will be involved in thedevelopment of the partnership and partnership projects.12.3. Section 17 – The Strategic Assessment and Partnership Plan outlinehow ELDC and partners respond to obligations under the Crime andDisorder Act 1998.12.4. FOI/Human Rights/Data Protection - None12.5. Equality and Diversity - None13.0. HOW DO THE ACTIONS/RECOMMENDATIONS CONTAINED INTHIS REPORT DELIVER OUR COMMUNITY AND CORPORATESTRATEGIES?13.1. Community Safety is one of the eight priorities within the districtCommunity Plan. The aim is for crime to be under control and forpeople to feel safe. The priorities identified by the partnership directlycontribute towards achieving this.13.2. The new Corporate Strategy 2011-13 (approved by Council on15.12.10) has identified economic prosperity as a key objective.Adopting the identified priorities will contribute to making the districtsafer and more welcoming for people to live, work and visit; and forbusiness development and growth.Page 39

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East LincolnshireCommunity SafetyPartnershipStrategic AssessmentProduced: November 2010Page 411

EXECUTIVE SUMMARYThis is the fourth strategic assessment produced for the Strategic Group of the EastLincolnshire Community Safety Partnership which covers two local authority areas;Boston Borough and East Lindsey.Strategic Assessments are a tool for identifying the priorities to be fed into theCommunity Safety Agreement at county level and Partnership Plans at districtlevel.The reporting period for this assessment is the 12 months ending September 2010.Data has been analysed in consideration of the volume of and trend in offences,breakdown of crime types and contributory factors as well as bench marking data.Location, victim and offender data has also been provided along with results fromcommunity consultations.Key Findings – Crime Data Analysis• Serious acquisitive crime (which comprises domestic burglary, theft of and fromvehicles, and robbery) accounted for 12% of all crime in East Lindsey and 14% ofall crime in Boston Borough in the last year.• In the 12 month period ending September 2010 both districts experiencedincreases in domestic burglary of almost 20% in each area.• The volume of ASB incidents in the county was highest in East Lindsey in the 12months up to September 2010.• ASB incidents across the county have seen a small decrease in the last threeyears (0.2% 2007/08 - 2009/10). However, both Boston and East Lindsey haverecorded increases in incidents of 6.0 - 7.6%.• East Lindsey has recorded year on year reductions in primary arsons resulting inmore than a third less in 2009/10 compared to 2007/08. In Boston primaryarsons have recorded annual increases over the three years resulting in analmost 60% increase.• Criminal damage accounted for a fifth of all crime in Boston and East Lindsey inthe last year. The most significant proportion of this is damage to vehicles.• Although the volume of criminal damage offences is high, the trend in offencesis positive. Between years 1 and 3 of the reporting period criminal damageoffences have reduced significantly in East Lindsey resulting in a 22.1%reduction (576 offences). In Boston offences also reduced with 111 feweroffences (8.4%) recorded in year 3 compared to year 1.• In Boston the number of people killed or seriously injured on the roads (KSIs)has increased from 28 in the calendar year 2007 to 39 in 2009. In East LindseyKSIs have also increased from 92 (2007) to 105 (2009). Both districts recorded adecrease in KSIs in 2008 (22 Boston, 55 East Lindsey).• In both districts violence against the person offences contribute significantly toall recorded crime representing between 17-19% of crime in each district in thelast year. Within this category assault with less serious injury (NI 20 offences)accounts for the largest proportion of offences, accounting for between 7-9% ofall crime last year.• Over the three year reporting period violence against the person has reduced inboth areas, with better performance seen in East Lindsey.Page 422

• Domestic abuse incidents reported to the police have increased year on year ineach district over the last three years. The increase recorded in both areasover the three years is inline with that recorded at county level (countyincrease 31.3%).• Substance misuse is a significant contributor to crime in both districts. Alcoholis identified as a contributing factor in over 10% of all crime in each area; withover a quarter of violence identified as related to alcohol. Alcohol is also acontributory factor in relation to other offences such as criminal damage,driving and vehicle crime offences and theft.• Drug offences are low in volume, accounting for 4-5% of all crime in the lastyear in both districts. Although it must be remembered that serious acquisitivecrime, which has strong links to substance misuse, accounts for a far higherproportion of all crime (12-14%).• In total 101 Prolific and Priority Offenders (PPOs) were identified within theLincolnshire cohort, 34 within the East Basic Command Unit (BCU) cohort. 17resided in Boston and 17 in East Lindsey. Their average time on the PPOscheme was inline with the average for the county, around 2 ½ years.• The countywide reduction in PPO re-offending at the end of 2009-10 measured43.0%, 142 fewer offences. In relation to the PPO cohort for the East BCU thelevel of reduction was greater than that achieved at county level with a totalreduction of 51.1%, 48 fewer offences. In 2008-09 similar although greaterlevels of reduction were recorded of 67.5%, 56 fewer offences for the Eastcohort.• The average number of proven offences per PPO for the East Lincolnshire areafell from 2.8 in the baseline period (2008-09) to 1.4 in 2009/10; for Bostondistrict PPOs it fell from 2.4 to 0.8, while in East Lindsey it fell from 3.2 to 1.9.Key Findings – Public Consultation• People tend to feel safer during the day than they do after dark with themajority of answers changing from very safe during the day to fairly safe afterdark. A third of people felt unsafe (fairly or very) walking in their town centreafter dark.• 57% of respondents reported that they were not worried about being a victim ofcrime in their local area, although 43% were worried. The top three crimespeople were worried about becoming a victim of were burglary, followed bymugging and violent assaults.• Almost a quarter of respondents said that they had been a victim of crime inthe last year. Offences of which they had been victims varied in seriousnessfrom burglary theft and violence to anti-social behaviour.• When asked what the top three priorities respondents felt the partnershipshould tackle, the most important were: anti-social behaviour, burglary androad safety.• The most important anti-social behaviour issues identified for the partnershipto tackle were: vehicle nuisance, drug and alcohol misuse and dealing, anddrinking on the streets, in parks and other public places.• 39% of respondents agreed (strongly or tend to) that crime and anti-socialbehaviour was being dealt with successfully by the police and other publicservices.Page 433

Recommendations SummaryIn considering the priorities for 2011/12 onwards the Community Safety Partnershipneed to consider the reducing resources, both financial and physical, identifiedthroughout this assessment. Concentrating on fewer priorities will allow thepartnership to focus their resources and activities in order to be more effective inthese areas.• Acquisitive crime should be refocused as a priority to include just domesticburglary in both districts, non-domestic burglary offences in East Lindsey andtheft from vehicles in Boston.• Anti-Social Behaviour should remain as a priority due to the volume of incidentsand the impact this has on the community and their confidence in partneragencies. Anti-social behaviour was also identified by the public as the toppriority for the partnership to tackle.• As road safety is managed through the Lincolnshire Road Safety Partnership theCSP must consider how they can influence this and if activity should insteadfocus on ASB related vehicle nuisance• Violent crime including domestic abuse should remain a priority for thepartnership due to the volume and trend in offences and the harm caused byviolent crime. Activity should focus on reducing violence associated with thenight time economy, prevention through working with schools and young peopleas well as increasing reporting of hate crime and domestic abuse withindifferent communities.• Due to the contribution both alcohol and drugs make to the levels of crime andASB in each district and the strong causal links they have to offending thepartnership is recommended to consider this as a priority. The public have alsoidentified drug and alcohol misuse/dealing and street drinking as the highestand third highest priority for the partnership in addressing anti-socialbehaviour.• Reducing re-offending should be reflected as a partnership priority within thePartnership Plan for next year but delivery is managed through the ReducingReoffending Board at county level.• PPO should be removed as a standalone priority but encompassed within thereducing reoffending priority.Priority Selection• A meeting to decide the priorities for the partnership for April 2011 onwardswas held on Tuesday 9 th November 2010.• Taking into account reduced resources (both financial and physical) it wasagreed that the partnership should focus on fewer areas in order to make moreof an impact. The following were subsequently agreed as the priorities forApril 2011 onwards:o Domestic Burglaryo Anti-Social Behaviouro Night Time Economy• In addition, reducing reoffending is a statutory requirement for CSPs to addressand this will be reflected in the forthcoming Partnership Plan. However, thiswork is coordinated at county level through the Reducing Reoffending Boardand implementation of Integrated Offender Management (IOM).Page 444

Agenda Item 7EAST LINDSEY DISTRICT COUNCIL REPORTCOMMITTEE:EXECUTIVE BOARDDATE: 19 APRIL 2011SUBJECT:PORTFOLIO HOLDERWard(s) affected:CULTURE & LEISURE BUSINESS PLANCOUNCILLOR GRISTAllBrief description of report content and the decision being asked for:Summary:The Council produced its first Leisure Strategy in 2005 and, although at thetime dated to 2008, it has taken until 2010 to fully deliver all of the actionscontained within it. The plan presented today will become the new BusinessPlan for Culture & Leisure setting out our vision for 2015.The 2011/12 delivery plans for the Health, Arts & Events and Sports Facilitiesservices have been signed off by the relevant portfolio holders and areincluded, for information only, at Appendix A and B to the business plan. TheBusiness Plan is attached at Appendix 1 to this report.The business plan correlates directly with the recently launched new corporatestrategy for the district and the draft 2011/12 corporate delivery plan.Recommendations:That Executive Members accept the Culture and Leisure Business Plan adoptingand supporting the aims, objectives and actions contained within it.REASON: To ensure that East Lindsey District Council continues to be a keyadvocate for leisure and culture based activity across the district, using it togrow the cultural economy, promote health and wellbeing, and maximiseparticipation.This report has been prepared by:Mark Humphreys Business Manager, Sports Facilities - Tel: 01507 329182 -e-mail: mark.humphreys@e-lindsey.gov.ukThis report was prepared after consultation with:Page 45

Semantha Neal, Business Manager Health Arts and Events; Cllr Grist PortfolioHolder for Culture, Leisure and Environment; and Cllr Sandra Harrison PortfolioHolder for Health and WellbeingThis report is number 1 in a series of 1.This report has been signed off by:Stuart Davy, Strategic DirectorThe following policies form a context to this report:Leisure Strategy 2005-2008;This report is a key decision included in the Forward Plan.LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW(papers relied on to write the report but which are not published and do notcontain exempt information)1. Leisure Options Appraisal January 2010OTHER HELPFUL PAPERS(papers which the report author considers might be helpful – this might includepublished material)1.Local Government (Access to Information Act) 1985Is the report Exempt – NoPlease contact the person who has written this report if you wantmore information about this report or the background papers.1.0. INTRODUCTION1.1. Following recommendations from the 2004 CPA inspections the Councilproduced its first Leisure Strategy in 2005. At that time the strategywas dated to 2008 but it has remained a ‘live’ document through to2010 when the actions contained within it were fully completed. Thekey final delivery action was the opening of the Meridian Leisure Centrein February 2010.Page 46

2.0. BACKGROUND2.1. The business plan for Culture and Leisure follows the trend fromrelevant government departments and other key agencies such asSport England who are now adopting a long-term business planningapproach reviewing progress and refreshing key actions on an annualbasis.2.2. The new business plan has been developed to ensure that the Councilcontinues to have a clear planned approach to culture and leisureactivity across the district with clear aims and objectives to enable theCouncil to achieve its corporate objectives.2.3. The business plan has been written in a way that builds on theachievements to date; highlights current and future challenges andopportunities; and sets out the Council’s vision for culture and leisurein 2015 and its future aims and objectives to achieve the vision.3.0. SUBJECT INFORMATION AND ISSUES/FACTS AND FIGURES3.1. The Business Plan is underpinned by two service annual delivery plans(Sports Facilities and Health, Arts & Events) and sets out how theCouncil will aim to ‘Grow a Strong Cultural Economy’; to ‘PromoteHealth and Wellbeing’; and to ‘Maximise Participation’. These are thethree main aims of the new business plan.3.2. Underpinning the aims are six key objectives:3.2.1. ‘Create a leisure & culture destination to drive regeneration’ - Asa destination offer emerges, there will be a direct economicbenefit to the local area, through visitor spend, in turn stabilisingand increasing year-round employment. The business planidentifies a range of key ‘we will’ actions that will be undertakento achieve this objective.3.2.2. ‘Support viable culture and leisure ventures’ - Having a strongbusiness approach to the delivery of culture and leisure facilitiesin particular, combined with providing support to a network ofviable local culture and leisure ventures will enable the Councilto focus on the direct delivery of a core of high quality venuesenhanced by a network of locally owned activities. This willinvolve the ongoing devolvement of facilities to communityownership where appropriate. The business plan identifies arange of key ‘we will’ actions that will be undertaken to achievethis objective.3.2.3. ‘Raise awareness of the associated health benefits’ - The PublicHealth Strategy for East Lindsey will drive the ‘Lifestyle’ concept,ensuring that facilities and physical activity programmes work inPage 47

conjunction with health improvement programmes to providepeople with full range of health benefits. The business planidentifies a range of key ‘we will’ actions that will be undertakento achieve this objective.3.2.4. ‘Target activities at those with health needs’ - As ever, the workdelivered through this business plan will be targeted to ensurethat those with the greatest need continue to receive targetedencouragement and support. The business plan identifies arange of key ‘we will’ actions that will be undertaken to achievethis objective.3.2.5. ‘Encourage volunteers and community involvement’ - Key tosupporting the dynamic range of culture and leisure activitiesand opportunities is the volunteer workforce. The growing workin this field will need to be sustained and will underpin the BigSociety approach helping communities to become more directlyresponsible for local facilities and services. The business planidentifies a range of key ‘we will’ actions that will be undertakento achieve this objective.3.2.6. ‘Encourage more people to be more active, more often’ - Theachievements to date in this area will be further enhanced. Thebusiness plan identifies a range of key ‘we will’ actions that willbe undertaken to achieve this objective.3.3. By working to deliver these objectives across both services the Councilwill be in a strong position to achieve its culture and leisure aims.3.4. The delivery plans for the Sports Facilities and Health Arts & Eventsservices detail the specific actions under each of these objectivesincluding proposed performance outcome measures and targets for2011/12.4.0. SUPPLEMENTARY FACTS4.1. In October 2010 the District Council formally adopted the LincolnshireCounty Cultural Strategy and the ‘This is Art’ Strategy that underpinsit. The District Council’s new Business Plan for Culture and Leisurecomplements the County Strategy setting out how East Lindsey DistrictCouncil will use culture and leisure to deliver its own corporateobjectives.5.0. COUNCILLOR COMMENTS – If no comments are received fromone or more of the Ward Members consulted state whichCouncillor(s) did not respond5.1. Cllr Grist as Portfolio Holder for Culture, Leisure & the Environment hasbeen fully involved, as lead portfolio holder, in the development of thePage 48

new business plan and is fully supportive of it. Cllr Grist has also signedoff the 2011/12 delivery plan for Sports Facilities and endorsed the2011/12 Health, Arts and Events delivery plan.5.2. Cllr Sandra Harrison as Portfolio Holder for Health & Wellbeing has fullyendorsed the Culture and Leisure Business Plan and has signed off theHealth, Arts and Events 2011/12 delivery plan which sits beneath it.Cllr Harrison noted that delivery of a number of key actions in theannual plan will be dependent on a number of external factors,including changes to NHS and public health services locally withproposed legislation by central government; and funding decisions byexternal bodies. Cllr Harrison has also endorsed the 2011/12 SportsFacilities delivery plan.5.3. Comments from Executive Members at the discussions on 3 rd and 22 ndMarch have been incorporated into the document presented today.6.0. DISCUSSION / CONSIDERATION – ISSUES / CONCLUSION –including reasons for recommendation(s)6.1. With the Leisure Strategy actions now completed the Council needs toagree a framework for the future direction of culture and leisureactivity. The business plan presented proposes a clear aims andobjectives for the forthcoming years. The plan will be refreshedthrough the annual service delivery planning process.7.0. OTHER OPTIONS FOR CONSIDERATION (drawn from previoussections)7.1. The Council could opt not to have a framework to guide future actionsbut this would make future decision making more fragmented.8.0. PERFORMANCE MONITORING8.1. Performance outcomes and measures form part of the agreed servicedelivery plans for 2011/12 and will be monitored through the portfolioholders.9.0. RISK ASSESSMENT9.1. The business plan is based on known opportunities and deliverablesduring the coming year and therefore does not open the Council to riskof not being able to deliver the aims and objectives for culture andleisure.9.2. There are no specific risks to the Council in adopting this business plan.Page 49

10.0. FINANCIAL CONSIDERATIONS/IMPLICATIONS. PLEASE ALSOINCLUDE NAME OF OFFICER RESPONDING10.1. The financial implications of the business plan and the underpinningdelivery plans are all contained within revenue budget estimates for2011/12 and agreed capital projects. (Mark Humphreys)10.2. As indicated at 5.2, the delivery of a number of key actions in theannual plan are dependent on a number of external factors, includingchanges to NHS and public health services locally with proposedlegislation by central government; and funding decisions by externalbodies.11.0. LEGAL CONSIDERATIONS/IMPLICATIONS. PLEASE ALSOINCLUDE NAME OF OFFICER RESPONDING11.1. There are no specific legal implications or considerations. (MarkHumphreys)12.0. INCLUDE IF APPROPRIATE AND ONLY BRIEF EXPLANATION OFISSUE. PLEASE ALSO INCLUDE NAME OF OFFICER RESPONDING12.1. Environmental issues – There are no environmental issuesassociated with the business plan. Any such implications associatedwith the actions contained in the delivery plan will by presented to theportfolio holders for consideration. (Mark Humphreys)12.2. Human Resources - There are no human resource issues associatedwith the business plan. Any such implications associated with theactions contained in the delivery plan will by presented to the portfolioholders for consideration. (Mark Humphreys)12.3. Section 17 - There are no Section 17 issues associated with thebusiness plan. Any such implications associated with the actionscontained in the delivery plan will by presented to the portfolio holdersfor consideration. (Mark Humphreys)12.4. FOI/Human Rights/Data Protection - There are no issuesassociated with the business plan. Any such implications associatedwith the actions contained in the delivery plan will by presented to theportfolio holders for consideration. (Mark Humphreys)12.5. Equality and Diversity - There are no issues associated with thebusiness plan. Any such implications associated with the actionscontained in the delivery plan will by presented to the portfolio holdersfor consideration. Equalities impact assessments will be undertaken asappropriate. (Mark Humphreys)Page 50

13.0. HOW DO THE ACTIONS/RECOMMENDATIONS CONTAINED INTHIS REPORT DELIVER OUR COMMUNITY AND CORPORATESTRATEGIES?13.1. The aims and objectives of the Culture and Leisure Business Plan willspecifically contribute to the Council’s strategic objectives to:13.1.1. ‘Enable people to get actively involved in their community’ forexample through volunteering.13.1.2. ‘Improve equality of opportunity and life chances’ both by raisingawareness of the health benefits of cultural activity and bytargeting support to people with health needs.13.1.3. Helping to develop the right environment for a growing economy– building on current strengths and creating new business sectors’ bysupporting viable cultural and leisure ventures and using culture todrive regeneration.Page 51

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Our Business Plan forCulture & Leisure Page 53

ForewordSince adopting its first Leisure Strategy in 2005 the DistrictCouncil has done a great deal to provide much neededopportunities for local people to lead more active lifestyles.Thousands of residents have benefitted from taking part incultural and leisure activities which have literally changedpeople’s lives. This has been largely achieved through oursignificant investment in facilities, events and targetedinitiatives.By December 2010 the number of adults in East Lindsey whoparticipate in sport and physical activity three times per weekor more had increased to 21.6%, whilst adult volunteeringhas increased to 6.8% putting East Lindsey at the forefront ofdriving improvement across Lincolnshire.In excess of 37,000 people now actively take part in regularsport or physical activity every year in East Lindsey and227 sports volunteers have been recruited through ourSportsforce programme. A further 400 volunteers andover 45,000 visitors experienced the SO Festival in 2010generating an additional £1.25M of visitor spend in thedistrict.East Lindsey is an ambitious Council and there is still muchscope for further improvement. This latest plan summarizesour key achievements; highlights current challenges andfuture opportunities; and sets out how we will ensurethe District Council’s new strategic objectives are met byenabling and supporting people; shaping places; and buildingprosperity, through cultural activity.Our health profile shows that East Lindsey residents canexperience a widely different quality of life depending onwhere they live. Whilst the district boasts an excellent qualityof life; superb natural environment; low levels of crime; anda relaxed pace of life, people are living longer and manypeople retire to the area settling in the Coastal communitieswhere they traditionally took their holidays. Many come fromthe East Midlands and Yorkshire where they worked in heavyindustry, arriving in relatively poor health. Similarly, youngerpeople living in the area are showing increased levels ofobesity. We will continue to work with key partner agenciessuch as Lincolnshire NHS, Lincolnshire County Council andthe Lincolnshire Sports Partnership to tackle these challengesand ensure that everyone benefits from an improved lifestyle.The aims therefore for Culture and Leisure in East Lindseythrough this plan are to:nnnGrow a strong cultural economyPromote health and wellbeingMaximise participationOur Vision for 2015Whether you are involved in amateur dramatics, are anaspiring Olympic athlete, or volunteer your time to coachothers, there is a strong sense of personal satisfaction inall leisure activity which prompts people to try new things,set new goals, meet new people and have fun. This sense ofpersonal satisfaction and achievement is easily over-lookedbut underpins both individual and social health and wellbeing.The Coalition Government’s Comprehensive Spending Reviewcreates a significant challenge to do more for much less,with around a 25% reduction in grant support to localgovernment over the next four years. East Lindsey DistrictCouncil (ELDC) will continue to work hard to ensure servicesare protected as far as possible, identifying new and dynamicways of providing culture and leisure activities. These willbe increasingly business minded and ‘bottom-line’ driven,adopting dynamic delivery models to ensure that at thesame time participation is maximised and health outcomesimproved. The government’s vision for Localism and the BigSociety already underpins much of the culture and leisurebased work undertaken in East Lindsey and will continue todo so by promoting volunteering, peer networks and moredirect local ownership and delivery.In recognising the challenges ahead and capitalising on theopportunities presented the Council will ensure that by 2015East Lindsey will:n Be a district that has become a thriving destinationfor leisure and cultural activity with an improved andvaried cultural tourism offer; a year-round calendar ofleisure and cultural activity; new cultural sector businessopportunities; inward investment; and new audiences.n Have a more active, healthier population ofresidents with 30% benefiting from regularparticipation and strong support networks;n Have a fantastic legacy of volunteering andparticipation after Games Time and the London2012 Olympics spurred on by our ongoinginvestment in culture and leisure initiatives;n Be a district with a core of high quality, regionallysignificant, well-used ‘state of the art’ sports, leisureand cultural facilities that local people are proud of;nBe a district that boasts a strong network ofcommunity involvement and local ownership; andn Be an area that is cited as an excellent model andexemplar to other public, private and voluntarysector organisations for its innovative delivery ofcultural and leisure facilities, events and activities.I invite you all to join us on this journey.Cllr Adam GristPage 54 Portfolio Holder for Culture, Leisure and the Environment

Our Business Plan for Culture & LeisureFive Years of SuccessCommunity Leisure ProjectsNow the Council’s flagship sport and leisure venue, thenew £12.2M Meridian Leisure Centre hosts 14 local clubs,including Louth Swimming Club, Louth Storm Basketball Cluband the Jetz Gymnastics Club. The centre itself boasts:nnnnnnnnAn eight lane 25m swimming poolwith competition facilities;Leisure Pool with Flume and Galleon Pirate Ship;An 80 station, state of the art fitness suite;Health Suite with sauna and steam;A four badminton court sports hall;A split studio suite for dance & fitness classes.An IT suite to be used by the community &local education for courses and training.A multi-purpose room for parties andconferences and a range of activitiesOpening in February 2010 the Centre attracted 315,000visits in its first year of operation, by which time over 1900members were regularly using the facilities. The new centrehas also created 2 new business ventures through its café andchild day care/crèche franchises.Additionally, through the Community Leisure Project, theDistrict now has a new £1.3M football/cricket pavilion atLondon Road, Louth and a new £1.2M football/rugby pavilionat Wainfleet Road, Skegness and:nnnnnnTwo new Multi Activity Community Areas,in Louth and Sutton On Sea;A Skate Park and Sports Wall in Mablethorpe;The Xsite Extreme Sports Centre in Skegness;Bain Valley Park in Horncastle, previously a refuse tip;A Skate Park in Horncastle;Virtual Gyms in community hallslocated throughout the district.SO FestivalThe SO Festival emerged from our aspiration to develop newcultural activities, in partnership with Arts Council England,and has quickly become an established part of the regionalevents calendar. It builds on the tradition and heritage ofSkegness and surrounding area and links directly to London2012, scheduled deliberately to coincide with the OlympicOpen Weekend. SO plays a key role in the development ofa wider-reaching series of cultural, artistic, sporting andcommunity events in the area and aims to bring togetherlocal communities, artists and participants, with regionally,nationally and internationally acclaimed artists andperformers. The key aims for SO are to:nnnnBuild on the heritage of the area as alively, colourful and vigorous placeChallenge the perceptions of those outside SkegnessCapitalise on the UK’s love affair with the seasideIncrease the number of new visitors to the areannnnnnRevive the enthusiasm of localbusinesses to be the best in classExpose people to art forms they may be unfamiliar withChallenge people to have a go at something newProvide a platform to show off local skills and talentsBring together people of all ages, abilitiesand backgrounds in celebration; andMaximise community involvement in organisingand owning future cultural activity.From 10,000 visitors in 2009, to over 30,000 spectatorsand participants in 2010, SO Festival 2011 will involve evengreater levels of community involvement, in planning andperforming in the event.Children’s PlayThe Funk Bus - an innovative teenageplay vehicle - exceeded all targets withover 7000 visits from members of our community, and hasbeen cited as an example of best practice in its developmentand management. Coupled with £250k capital investment inplayground facilities from ELDC funds, and a further £186kfrom national Playbuilder funds, new play facilities havebeen provided in Friskney, Wainfleet St Mary, Willoughby,Skegness and Ingoldmells.‘Get Safe 4 Summer!’Since 2008 we have played a key part in ‘Get Safe 4Summer!’ a national campaign, promoted by the AmateurSwimming Association and Royal Lifesaving Society, thathighlights the dangers of water and encourages childrento have fun and stay safe when in or around water duringthe summer. Our East Coast location makes Skegness aprime venue for the now annual event. Since it began, 2500children have taken part.Splash time at MeridianLeisure Centre, LouthPage 55

Outreach and DevelopmentSportsForce, which secured InspireMark recognition, is acountywide programme to recruit and develop volunteers.Linked to an ongoing programme of coach education, theseprogrammes support a network of Sports Forums across theDistrict providing professional and peer advice.Linking with facilities, the Community Sports Coach, Over45’s Activator and Exercise Referral Specialists bring clientsinto facilities to access a varied programme of healthyactivities. Our Healthy Walks programme has recruited 54volunteer walk leaders and established 6 walking groups.Clients to health improvement programmes can self-referor be referred by around 25 partner agencies. All see aHealth Trainer to identify the most appropriate activity forthem, and have a choice of around 25 different activities.Tailoring programmes to individuals and making access easyhas ensured that lots of residents can benefit. The latestdevelopment sees Health Trainers working with clients ofthe Probation Service.The Council continues to offer anextensive programme of activities for all ages and abilities,opening up opportunities for those most in need. We haveforged dynamic partnerships to deliver our ambitiousdevelopment programme with Arts Council England, SportEngland, Lincolnshire Sports Partnership, Lincolnshire PrimaryCare Trust, Football Foundation, English Cricket Board,Rugby Football Union, DCMS, Inclusive Fitness Initiative,Natural England, Probation Service and Sustrans, as well asinternational partners, providing valuable capital and revenuefunding streams for:nnnnnnnnnnnCommunity sports coaches;Facility and Infrastructure development;Walks organisers and leaders;Cycling programmes;Health Improvement Specialists;Food for Life initiative;Free swimming Initiative;Inclusive Fitness Initiative;Arts Festivals and events including ‘Wolds Words’;England Women’s Cricket Teamevent at the Pavilion, Louth;England Women’s Cricket Teamevent at the Pavilion, Louth Page 56nnnRegional Club T20 at Skegness;Beach Sports Programme;Beach RangersPhysical activity participation has subsequently increasedby 100% to 700,000 visits since 2005. Officers have securedin excess of £5.3M in external funding to support theseachievements. They have also enabled clubs and other groupsto secure over £500k, building their skills and capacityto develop further. At the same time significant serviceefficiency savings have been made.Embassy TheatreFrom wrestling to ice shows, tea dances to blood donorsessions, Strauss to Jethro, the Embassy Theatre is a uniquearts & entertainment venue. Around 85,000 people attendshows each year, with up to 25,000 additional people visitingexhibitions, conferences and other activities. The “goldenticket” scheme, with Rotary Club Skegness, enables Theatregoersto make donations, to provide tickets for those whowould not normally be able to attend, for example providingpantomime tickets for young carers. This has been achievedalongside successfully reducing the operating subsidy by£50k, year-on-year since 2009.Current Challenges& OpportunitiesDistrict Health ProfileBroadly, but not exclusively, those living on the westernside of the District experience better health, live longer, aremore physically active than those living on the Coastal side.Drug, alcohol and tobacco use is as prevalent as elsewherein the country. Particularly on the Coast, work is seasonal,low skilled and low paid. Many have no qualifications andsignificant numbers of people claim incapacity benefit. Thebirth rate is falling and many young people leave for highereducation or employment. Future projections show continuedpopulation growth, particularly in older age groups, withmore people living longer, but experiencing poorer health.Comprehensive Spending ReviewThe District Council will see a 28% budget reduction from2011/12 over a four year period, with the government grantreduction being front-loaded. The forthcoming years willbe very challenging and the Council will need to continueto find dynamic ways of delivering more opportunities forresidents to benefit from culture and leisure activity withsignificantly less resource. The financial pressures nowfacing public, private and voluntary services, provides anopportunity to review existing service delivery models, withscope for joint-working, mergers and greater collaborationacross agencies.Leisure ReviewDuring 2009/10, the Council undertook a review of its LeisureServices to shape future direction and help in reviewingthe aims and objectives for cultural and leisure activity. Thesummary outcomes from the review include:

Our Business Plan for Culture & Leisuren A need to determine the future facility portfolioand consider rationalisation; some of which canbe achieved through devolving managementof facilities to the local community;n A need for change in the nature of the facilitiesprovided in Mablethorpe i.e. a focus on health andwellbeing will help to address identified deficienciesin community accessible health and fitness facilities;n A need to re-focus facility operation to increase usageand income generation, whilst working closely withdevelopment teams to encourage participation bylow and non-participant groups to improve health;n A need to be clear that any development undertakenis linked to ‘pathways’ for participation in termsof both sport and the arts and that healthdevelopment work is closely aligned to the provisionof opportunities to stay actively involved, overand above any specific programme or activity;n Health development services need to link intoboth sport and the arts given the known benefitsof activity on physical and mental health; andn A need to adopt the most cost effective operation forthe Embassy Theatre, building on subsidy reductionachievements to date, considering the future role of thebusiness including any potential future investment.DCMSThe Department for Culture, Media and Sport (DCMS)Business Plan 2011-2015 sets out the Government’s vision‘to create the conditions for growth in the creative, tourismand leisure economies, removing barriers to innovation andlevelling the playing field. The DCMS emphasises that itwants to play its part in the ‘Big Society’ and for everyone toable to play sport and enjoy their local and national culture.London 2012 and beyondThe 2012 Games offers the opportunity for a powerfullegacy within sport and wider cultural development. The roleof the Council Leader as the Lincolnshire 2012 Championcreates an excellent opportunity to gain maximum benefitfor the district. We already have an enviable record involunteer development and recruitment. Events such as theMablethorpe Marathon and SO Festival present opportunitiesthat will cement the volunteer legacy locally and start thenational Legacy Trust cultural agenda, whose first nationalevent, Games Time, will be staged in Skegness in July 2011,drawing all eyes to the East Coast.Sport England & Arts and HeritageSport England’s objective is to create a world-leadingcommunity sport environment and its strategy is designedto deliver three major outcomes: ‘Grow’ – increasingregular participation in sport by 1 million adults by 2012-13; ‘Sustain’ – sustaining current sports participation byensuring that participants enjoy a high-quality experience,and working to reduce the drop-off in participation betweenthe ages of 16 and 18 in nine designated sports; and ‘Excel’– ensuring that talent pathways exist for those who have theability to move on to elite programmes and achieve sportingsuccess. The programmes which form “Places People Play” willcontribute to the delivery of these strategic outcomes andwill be potential sources of funding for projects such as theMablethorpe facility development. The underlying principleof the Strategy is to ensure that a sporting culture andinfrastructure is left for future generations.Arts Council England (ACE) is maintaining its vision totake great art to everyone. New funding regimes provideopportunities as the old Regularly Funded Organisations cease,moving to 10 year-funded ‘portfolio projects’. Locally, ACE islikely to require organisations in the East Midlands to workwith the SO Festival, as a condition of their future funding.Lottery funding continues to be available with new streamsand revised criteria to allow repeat funds to existing projects.School Sports PartnershipsWith the School Sports Partnerships being scaled back; therewill be an immediate reduction of coaching within schoolsand organisation of inter schools competition. There could bebusiness opportunities for the District Council that need tobe investigated in the local and national context to ensuretheir future success.Public Health White PaperThe Public Health White Paper sets a wide-rangingframework for health improvement, with an emphasis onpeople taking more responsibility for their own health.Facilities and services, which also support the visitoreconomy, such as cycle routes, walking festivals and leisurefacilities, will play an important role in enabling people tolead active lives and maintain positive mental health. There isa new emphasis on ‘blue’ (waterway) and ‘yellow’ (coastline)spaces for healthy activity, alongside ‘green’ spaces, whichprovides ample opportunity in East Lindsey to utilise itsnatural resources more effectively. The abolition of PrimaryCare Trusts and development of GP commissioning consortiaprovides the opportunity for district-based services to delivermuch-needed local services, tailored to the needs of the area,whilst meeting national quality standards.Foreshore MasterplanThe District Council is producing a masterplan through 2011for the future development of the Skegness Foreshore. Thiswill have leisure and culture as a key feature and will be vitalpart of ensuring the District becomes a vibrant culture andleisure destination.Policy Changes as lifestyle change ‘Tools’Ongoing central government policy changes such as forexample, recent licensing and planning regulation changeswill provide the ‘tools’ with which the Council can seek toencourage and influence those most in need to adopt newlifestyles.County-level Health and Well-Being Boards will be requiredto develop strategies to improve health outcomes andcommission effective and efficient services.Local Enterprise Partnerships will be seeking to raise theprofile of culture through economic and cultural industrydevelopment.Page 57

Culture & Leisure…2012 and beyondThe table overleaf summarises the Council’s intentions andaspirations for culture and leisure in the coming years tosecure the 2015 vision for East Lindsey. The table aligns thethree aims for culture and leisure: ‘Grow a strong culturaleconomy’, ‘Promote health and wellbeing’ and ‘Maximiseparticipation’ with the Council’s corporate objectives andhighlights six key culture and leisure objectives that areessential to ensure our ambitions are achieved. The table setsout what the Council will do, now and in the longer term, toensure these objectives are met. All of this will be achievedin the spirit of the Councils Corporate Principles:nnnnnnTo be adaptable and flexible, working closely with thecommunity to provide relevant and valued servicesTo provide, enable and procure high quality servicesthrough the most appropriate and efficient mechanismsAim to meet community needs and aspirationsin a time of severe spending restraintTo know and understand our community,and work in partnership with themTo be aware of the external environment and beprepared as far as possible for future challengesTo secure efficiencies through collaboration andpartnership with other agencies and organisationsPerformance OutcomesIn order to measure our progress and success in achieving ouraims the Council will use a range of outcome measures andindicators. The Key indicators for success of our culture andleisure services will be:Plasticiens Volants,SO Festival 2010Grow a Strong Cultural Economyn Additional visitor spend from cultural events (HAE/SF)n Economic value of volunteering (HAE)Promote Health & Wellbeingn Number of HEELERS clientsn % of ERS clients who have achieved their goals (HAE/SF)n Number of Food for Life clients attending sessions (HAE)n Number of clients reporting increased self-esteem (HAE)n Number of people with PHP (HAE)n Number of people reducing prescribed medication (HAE)Maximise Participationn % of adults participating in at least 30 minutesof moderate intensity sport and active recreationon 3 or more days per week (SF/HAE)nnnnThroughput in Sports Facilities (SF)Number of active KeyCard users in last 12 months (SF)% of ERS clients converted to regular facility users (HAE)Number of people participating in volunteering (HAE)If you would like alarger version of thisdocument, pleasetelephone 01507 601111Page 58

Our Business Plan for Culture & LeisureEnabling andsupporting PEOPLEEnabling people toget actively involvedin their communityImproving equalityof opportunityand life chancesGrow a StrongCultural EconomyCreate a Leisure &Culture Destination toDrive RegenerationWE WILL continueto invest in festivalsalong the coast todeliver dynamicevents includingSO Festival 2011incorporating GamesTime and SO 2012.WE WILL supportexisting and new events,evaluating the socialand economic impacte.g. Bathing Beauties,AMCA beach racing.WE WILL offer ayear-round programmeof cultural activitiesfor all tastes.WE WILL develop anunderstanding of thenumber and contributionof cultural industriesin East Lindsey and settargets for growth.WE WILL create theconditions for culturalindustries to flourish.WE WILL encouragelocal cultural businessesand attractions towork together tomarket the destinationmore effectively as ayear-round offer.WE WILL adopt aforeshore master planfor Skegness with leisureand culture at the heart.Support Viable Culture& Leisure VenturesWE WILL review thedelivery arrangementsfor Sports Facilities toensure most efficientdelivery model.WE WILL take astrong businessminded approach tofacility managementcarefully balanced witha focus on deliveringincreased participationand improvedhealth outcomes.WE WILL adopt a morecommercial approachto the management ofthe Embassy Theatre e.g.commercial marketingand promotions.WE WILL reduce theCouncil’s subsidy to theEmbassy Theatre by afurther £50K in 2011/12,as the third year ofa 5-year programmeto save £250k.WE WILL work withindependent venuesto identify gains andefficiencies, exploringthe potential for alocal federation.WE WILL maximisethe use of existingcommunity venues,such as village halls,for a wider range ofcultural activities.Corporate Strategic Objectives: 2011-2015Shaping PLACESContributing toenvironmentalsustainabilityand adapting toclimate changeDeveloping andnurturing thecharacter and viabilityof our towns, villagesand rural areasCulture & Leisure Objectives 2012 and BeyondPromote Health & WellbeingRaise awareness ofthe Health BenefitsWE WILL continue todeliver a dynamic rangeof health initiatives boththrough facilities andoutreach programmesincluding new initiativese.g. Specialist ExerciseReferral Schemes, Bike4 Life, Health Trainers inthe Probation Service.WE WILL promotethe ‘Lifestyle’ concept,ensuring thatfacilities and physicalactivity programmesare aligned withhealth improvementprogrammes to providepeople with full rangeof health benefits.WE WILL maximiseuse of IT systems andsocial networking topromote health.WE WILL encourageprivate sector providersto participate in theGP referral scheme.WE WILL recruit andtrain Health Championsto support healthimprovement activities.Target activitiesat those withhealth needsWE WILL securemaximum benefitfrom private sectordevelopmentopportunities to providea new Health and Sportsfacility in Mablethorpe.WE WILL focus ouroutreach work to:- Introduce peopleto facility basedactivities to supportthe business;- Provide physicalactivity opportunitieslocally that peopleare more inclinedto make use of e.g.health walks.WE WILL demonstrateactual healthcare costsavings generated frompreventative activity.With the large numberof over 50’s in thearea, WE WILL ensurethat preventativeactivity is prioritisedthrough the ExcellentAgeing programme.WE WILL achievedemonstrableimprovements in staffwell-being through theMotiv8Lincs programme.Building PROSPERITYHelping to develop the right environment fora growing economy – building on currentstrengths and creating new business sectorsMaximise ParticipationEncourage Volunteersand CommunityInvolvementWE WILL providesupport to WoodhallSpa Parish Councilto ensure that thetransfer and communitymanagement of JubileePark is successful.WE WILL helpcommunities and localorganisations to becomemore directly responsiblefor local facilities andservices e.g. CharlesStreet Rec Ground,London Rd Pavilion,Wainfleet Rd Pavilion.WE WILL extend theSportsforce volunteerdevelopment programmeto encouragevolunteering in a widerrange of Culturalactivities and events.WE WILL develop waysfor local volunteers toaccess training therebyimproving their chancesof securing employment.WE WILL train 24Master Gardeners tomentor and train others.Encourage MorePeople to be MoreActive, More OftenWE WILL continue toincrease the number ofEast Lindsey residentsbenefitting from 3x30minutes of physicalactivity per week by1% year-on-year.WE WILL support sportsclubs, arts groups andindividuals helpingthem to secure externalfunding, trainingand encouragingpeer support.WE WILL work withpartners to help peopleaccess taster sessions fora wide variety of leisureand cultural activities.WE WILL promote theGold Challenge as partof 2012 Games andensure opportunities toparticipate are available.WE WILL deliver atleast 2 new communitygarden projects.WE WILL work withGPs and commissioningconsortia to identifyand deliver activitiesthat appeal to patients.The Health Arts & Events and Sports Facilities services are responsible for achieving the Council’s culture and leisure objectives.The service’ annual delivery plans contain detailed actions, milestones and performance targets and are included as supporting Appendices to this document.Page 59

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Culture & Leisure Business Plan - Appendix ASports Facilities Service Delivery Plan 2011/12IntroductionThe Sports Facilities service coordinates the operation of Council owned sports facilities and works closely with other agencies to support communityaccess to the wider leisure facilities infrastructure. The service also has lead responsibility for beach safety management.The service has as £3.174M budget with approximately 75 staff supporting the operation of:• Leisure Centre• Swimming Pools• Sports Centres• Fitness Suites• Community Leisure Facilities• Leisure Projects• Beach Safety Management & Resort Quality AwardsActions Supporting the Culture & Leisure Business PlanThe table below sets out the high level service actions that will ensure the objectives for culture and leisure are met. The actions listed incorporate thosefrom the Leisure Options Appraisal where appropriate. Each of the centres has an improvement plan developed detailing the site specific actions andtargets.Page 61Grow a Strong Cultural EconomyCreate a Leisure & Culture destination to drive regenerationAction By When WhoOperate the service with a strong commercial approach setting targets for membership and incomegeneration at individual facility level to reduce centre operating subsidiesOngoingSports Facilities ManagementTeamDetermine the level, nature and location of any capital investment and develop a plan to guide this April 2011Business Manager Sports Facilitiesinvestment alongside rationalisation and refurbishment of existing facilities.Support the development of the Skegness Foreshore masterplan October 2011 Business Manager Sports FacilitiesMaintain Blue Flag and Quality Coast Awards accreditation for the three main resort beaches at Mablethorpe,Sutton-On-Sea and Skegness.Maintain Quality Accreditation Marks in Facilities i.e. Quest and Inclusive Fitness Initiative (IFI):– Horncastle Pool to maintain ‘Highly Commended’ Quest status and work towards achieving IFI at‘Registered’ level;– Embassy Pool to maintain ‘Highly Commended’ Quest status and work towards achieving IFI at‘Registered’ level;– Meridian LC to work towards Quest accreditation and maintain IFI at ‘Registered’ levelPromote the regional significance of Meridian LC and London Rd Pavilion as host venues e.g. ASA CountySwim Championships, Lincs County Cricket and international ‘exhibition’ events.March 2012March 2012March 2012Station Sports Centre ManagerSports Facilities ManagementTeamBusiness Manager Sports Facilities

Supporting Viable Culture & Leisure VenturesAction By When WhoRe-focus the current in-house facilities service across all areas to improve effectiveness and efficiency. Ongoing Sports Facilities ManagementTeamConsider the performance indicators being used to monitor the Sports and Leisure Facilities to ensure theyprovide the base line information that will highlight service improvement.April 2011 (thenannually)Business Manager Sports FacilitiesRe-assess the scale and scope of the future facility portfolio to deliver fewer, but better quality facilities, April 2011Business Manager Sports Facilitiesfocussed on the main urban areas and supported by a network of smaller community facilities in the ruralcommunities.Re-run the financial modelling for the facility operation, with the benefit of operational data from the April 2011Business Manager Sports FacilitiesMeridian Leisure Centre (and possibly from new facility developments).Review the impact of the ‘Merged Services’ agenda and the opportunities this may present for leisure facility April 2011Business Manager Sports Facilitiesmanagement (contracts in neighbouring authorities will be up for review/extension).Secure Meridian LC as the host venue for the Louth Driving Standards Agency April 2011 General Manager Meridian LCDetermine the appropriate future structure of Culture & Leisure services. June 2011 Senior Management TeamEstablish and implement the long term management model for leisure services (facilities).Review the options for including development services within the same model as facilities management, longterm.Establish October2011; ImplementOctober 2012October 2011Sports Facilities ManagementTeamBusiness Manager Sports Facilities;Business Manager Health Arts &EventsBusiness Manager Sports FacilitiesFinancial Modelling/Benchmark exercise considering Trust or Social Enterprise and what this would logically March 2012consist of.Review the delivery arrangements for Sports Facilities to ensure most efficient delivery model March 2012 Business Manager Sports FacilitiesMake best use of external funding opportunities to ‘pump-prime’ activities and initiatives. March 2012 Business Manager Sports FacilitiesDevelop strong ‘brand’ reputation and maximise website and social network marketing opportunities March 2012 Sports Facilities ManagementTeamPage 62Introduce Energy Management initiatives to reduce escalating utility costs e.g. light unit replacements andmovement sensors at Horncastle Pool.Promote Health & WellbeingAs opportunitiesariseSports Facilities ManagementTeamRaising Awareness of Health BenefitsAction By When WhoWork smarter using IT, website and social network marketing to promotions what the service has to offer. Throughout 2011/12 Sports Facilities ManagementTeamBalance the commercial management approach with the focus on increasing participation and improvedhealth outcomes.OngoingSports Facilities ManagementTeamDevelop GS4S into an annually sustainable event with maximum participation uptake July 2011 Sports Facilities ManagementTeamDevelop coached activities in conjunction with local major Clubs e.g. Grimsby ‘Town Football in theCommunity’July 2011Sports Facilities ManagementTeamDevelop staffing arrangements for linking outreach work directly back to facility activity e.g. GrahamWoodger Community Sports Coach (CSC) role working with primary schools to target children 6-11 yr old. (inconjunction with or as an exit strategy for HAE team)July 2011Sports Facilities ManagementTeamCSC role to coordinating a team of facility based coaches delivering holiday activity programmes in core September 2011 Sports Facilities Management2

venues and taster activities in key community hallsWork with a small network of community facilities as venues for outreach taster activities (in conjunctionwith HAE team)September 2011TeamSports Facilities ManagementTeamTargeting activities at those with health needAction By When WhoCentre improvement plans to highlight community profile and include initiatives aimed at targeting non/lowuserApril 2011 Sports Facilities Managementgroups.TeamDeliver the Bike 4 Life initiative through Meridian LC April 2011 General Manager Meridian LCProvide exit strategies for externally funded HAE development team initiatives Throughout 2011/12 Sports Facilities ManagementTeamBuild our links with GP practices developing HEELERS/ERS to suit the coastal/inland audiences May 2011 Sports Facilities ManagementTeamIntroduce targeted activity programmes in facilities for obese children e.g. Fit Kids – (Linking with HAE team)‘Fit Club’ holiday camp/boot camp type of programme.July 2011 Sports Facilities ManagementTeamWork with Tesco to secure an enhanced modern replacement health and sports centre for Mablethorpe September 2011 Business Manager Sports FacilitiesDevelop the Over 45s swim referral scheme in conjunction with the Lincs ASA September 2011 Sports Facilities ManagementTeamPage 63Maximise ParticipationEncourage Volunteers and Community InvolvementAction By When WhoProvide relevant Qualification courses to strengthen volunteer skills and improve employment potential e.g.RLSS National Pool Lifeguard Courses, First Aid at Work Qualification6 Courses per yearongoingSports Facilities ManagementTeamSupport the development of Clubs to improve their status in their sport e.g. Louth Storm Basketball Club Ongoing Sports Facilities ManagementTeamWork more with key partners to target activities and encourage greater participation and involvement e.g.Schools, Health Centres, Care FacilitiesOngoingSports Facilities ManagementTeamMaximise opportunities to link with neighbouring / nearby facilities e.g. Horncastle Playing Fields Association,to maximise the use of facilities available and create new opportunities for participation and involvementSeptember 2011 Sports Facilities ManagementTeamHelp communities and local organisations to become more directly responsible for local facilities and servicese.g. Charles Street Rec Ground, London Rd Pavilion, Wainfleet Rd Pavilion- Work with residents of Charles Street, Louth to enable them to establish a local Friends Group tobecome more involved in the operation and management of Charles Street Rec Ground;September 2011- Work towards having greater home club involvement in the operation of London Road PavilionMarch 2012Business Manager Sports Facilities- Work towards a transfer of Wainfleet Road Pavilion, Skegness to the Skegness Sports Associationonce the viable business operation is securedMarch 2013Provide support to Woodhall Spa Parish Council to ensure that the transfer and community management ofJubilee Park is successful.October 2011Business Manager Sports FacilitiesEncourage More People to be More Active More OftenAction By When WhoContinue to work with other local providers to open up facilities for use by the local community e.g. Holiday Ongoing Business Manager Sports Facilities3

Parks, Leisure ParksMarket sports facilities to other agencies e.g connexions, sure start, training providers… to maximise centrepromotion and ‘spin off’ opportunitiesOngoingSports Facilities ManagementTeamDevelop a loyalty/incentive scheme to reward those taking part in 3 activities per week July 2011 Sports Facilities ManagementTeamEnsure that the HEELERS/ERS schemes are structured around 3 sessions of activity per week May 2011 Sports Facilities ManagementTeamDevelop dynamic holiday activity programmes to provide testers/tasters for mainstream programmeactivities e.g. funkyart, circus skillsJuly 2011Sports Facilities ManagementTeamIncrease the number of sports disciplines being offered as part of facility’s mainstream activities March 2012 Sports Facilities ManagementTeamEstablish and support new and existing users forums such as the MLC Disability Forum to support thedevelopment of programmes, activities and initiatives:- - Establish users forums for Sport Clubs- - Establish user forum for Fitness members; and- - Establish user forum for Keycard holders.Target priority geographical areas to encourage Keycard and Membership take up e.g. SoS & Sandilands forStation SC.June 2011June 2011Sports Facilities ManagementTeamSports Facilities ManagementTeamWork to increase the number of schools using facilities by promoting activity days where possible. September 2011 Sports Facilities ManagementTeamFocus on achieving maximum occupancy of coach activity courses e.g. Waterwise, fitness classes May 2011 Sports Facilities ManagementTeamSupport the development of junior and girls/womens sports clubs to enhance junior and women/girlsdevelopment, club development and sport development opportunities:- Introduce Rugby and Football development activities at Wainfleet Road Pavilion, Skegness- Support Football, Cricket and Hockey development at London Road Pavilion, Louth- Create new sports development activity through the new Mablethorpe Health & Sports CentrePage 64June 2011OngoingSeptember 2012Sports Facilities ManagementTeam4

Performance and Outcomes MeasurementRef No.NI8National IndicatorDescriptionThe percentage of adultsparticipating in at least 30minutes of moderateintensity sport and activerecreation on 3 or moredays a weekTarget2010/1124.40%(LAA target)Actual asat Feb 11Target2011/12Target2012/1321.6% 22.6% +1% actualytdTarget2013/14+1% actualytdRefLocal IndicatorDescriptionActual2009/10Target2010/11Actual asat Feb 11Target2011/12Target2012/13Target2013/14CSPI4Throughput in 556,895 700,000 696,743 720,000 740,000 760,000Sports FacilitiesNumber ofCurrent FitnessSuite Membersa) FitnessMembers 2114 2500 3348 3550 3650 3750b) HEELERS 750 750 750 From HAE From HAE From HAE/ERS MembersNumber of30,000 37,954 38,000 38,500 39,000people activelyusing Keycardin last 12monthsKeycard holdersfrom targetgroups:a) Deprivedwards 7500 8863 9500b) Over 60s5,500 6916 6965Targets aim to(60-80)ensure keycardc) BEM holders are 300 415 380d) Disabilityproportion-ate1070 1572 1355e) Children andYoung PeopleXBVPI 119aSatisfactionwith culturaland recreationalactivitiesa) Sports andleisure facilitieswith thecommunityprofile.49%9,200 12738 11653Page 65

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Culture & Leisure Business Plan - Appendix BHealth, Arts & Events Service Delivery Plan 2011/12HEALTH, ARTS & EVENTS ANNUAL DELIVERY PLAN: 2011/20121.0 INTRODUCTIONThis document sets out actions and performance measures for the Health, Arts and Events Service for 2011/12. Itaccompanies the Culture and Leisure Business Plan, 2012 and Beyond, and contains detailed actions which areupdated annually.The Health, Arts and Events Service employs 49 staff, based at Manby, Marisco Medical Practice, Skegness Town Hall and theEmbassy Theatre, its only operational building. Of these staff, 31 are funded by ELDC and 18 are externally funded. There aresome casual / seasonal staff, particularly in the Theatre and Foreshore Team, and some volunteers. Together, they provide avaried range of discretionary functions which deliver outcomes identified in the Council’s Corporate Strategy and Culture andLeisure Business Plan.Page 67Corporate Strategy ObjectivesPEOPLE PLACES PROSPERITYEnabling people to get actively involvedin their communityContributing to environmentalsustainability & adapting to climateImproving quality of opportunity & lifechanceschangeDeveloping & nurturing the character &viability of our towns, villages & ruralareasHelping to develop the right environmentfor a growing economy – building oncurrent strengths & creating newbusiness sectorsCulture & Leisure Strategy ObjectivesPROMOTE HEALTH & WELLBEING MAXIMISE PARTICIPATION GROW CULTURAL ECONOMYRaise awareness of the Health Benefits Encourage Volunteers and CommunityInvolvementCreate a Leisure & Culture Destinationto Drive RegenerationTarget activities at those with healthneedsEncourage More People to be MoreActive, More OftenSupport Viable Culture & LeisureVenturesKey Principles:• To be adaptable & flexible, working closely with the community to provide relevant and valued services• To provide and enable high quality services through the most appropriate and efficient mechanisms• Aim to meet community needs and aspirations in a time of severe spending restraint• To know and understand our community and work in partnership with them• To be aware of the external environment and be prepared as far as possible for future challenges• To secure efficiencies through collaboration and partnership with other agencies and organisationsSemantha Neal Page 1 04/04/2011

HEALTH, ARTS & EVENTS ANNUAL DELIVERY PLAN: 2011/2012This plan also supports delivery of Lincolnshire’s Cultural Strategy and emerging Health and Well-Being Strategy.2.0 DELIVERY PLAN 2011/12What is theissue/ need?What benefit dopeople need or want?PEOPLE: PROMOTE HEALTH & WELLBEINGRaise awareness of health benefitsHigh levels of Increased knowledge andobesity, diabetes awareness of a healthyand CHD with lifestyle, how to stayassociated health healthy and preventinequalities,onset of illness.especially on thecoast but alsoinland.Page 68Low take up ofcurrent screeningprogrammes plusincreasedImproved lifeexpectancy.Improved health andwellbeing.Reduced levels ofobesity.Increased knowledge,testing, diagnosis andtreatment of conditionsWhat is the scope /scale needed?Engagement withcommunity in areasof deprivation andwith identified targetgroups.Community and workenvironments tosupport others toimprove health andwellbeing bysignposting.Aimed at all clientswho are unable toattend sessions orare outside the reachof main services.Aimed at those withhealth concerns notyet on schemesAll potential serviceusers in EL area.What is the bestway to achievethis? How?Work withcommunitygroups & othersdelivering healthservices in ELWork with GardenOrganic, BostonBorough Council& LSP HWB grouppartners to findvolunteersWork with GPsand others toidentify, train anddeployvolunteers.Through new IT &social media inclfacebook,youtube, etcGathering clientreviewsWork to supportservice providersincl Blood Donors,Terrence HigginsWhatresources willwe need?PCT £. Trainedstaff. IT accesse.g. facebook.Equipment.Consumables.HWB Fund £.Publicity.Volunteers.Land.Equipment.Publicity.Volunteers.Training. IT tomanage info.£ eg for makingfilms. Commsteam support.IT access tonew mediaStaff timeClient consentAccess tovenues andevents. Commssupport.What do weneed to do?Deliver Food forLife SchemeTrain 24 MasterGardeners tomentor andtrain others.Recruit & trainHealthChampions tosupport healthimprovement.Maximise use ofIT systems andsocialnetworking topromote health.Maximisepublicity of casestudy clientsEnable contactbetween publicand agencies egblood donors,LeadOfficer/sDC / LC /TBGL / RickAronSemantha Neal Page 2 04/04/2011LCCorporateStrategy1(a) 2(a),2(b), 2III,2IV, 2V,1(a), 1VIII,2(a), 2(b),2III, 2IV,2V,DC / LC 1(a), 1I,1IV, 2(a),2(c), 2I, 2IIDC / LC /CommsGL / AW

HEALTH, ARTS & EVENTS ANNUAL DELIVERY PLAN: 2011/2012prevalence Trust, etc screeningprogrammesWhat is theissue/ need?What benefit dopeople need or want?Target activities at those with health needsHigh levels of Improved lifedeprivation on the expectancy.coast withassociated health Improved health andinequalitieswellbeing.High level of healthneed and socialexclusions, oftenmissed by servicesPage 69Cost of long termsickness andassociated benefitsof activity inreducing long termhealth problemsReduced levels ofobesity.Improved healthoutcomes. Increasedintegration & reducedisolation of offenders.Improved healthoutcomes. Increasedintegration & reducedisolation of young peoplewith disabilities.Reduced pain & betterpain management. Longterm improved health &wellbeing. Ability toreturn to work, etcIncreased uptake ofhealth checks andsupport GPs to meetneeds of all residents -Improved health andwellbeing. Improvedaccess to exerciseWhat is the scope /scale needed?Coastal strip & areaswith highest levels ofdeprivation / healthneed.Partnership withprobation, allowingsecondment of healthtrainer.For all Linkageresidents wishing toimprove their healthand wellbeing in theirown community /familiar environmentOpen to all ELcommunity, liaisingwith GPs & localhealth organisationsAll EL - age rangeover 40yrs.For all EL residentswho wish to improvetheir families healthWhat is the bestway to achievethis? How?Exercise onprescription(coast). Multipartnerapproach.Trained staff towork withindividuals &groups in targetareas.Continue contractbetween ELDC &probation servicesMulti-partnerapproach bothexternal andinternal.Set up referralpathway, stafftraining andpromotion withphysios, etcWork with GPs tooffer support forthose identifiedas at riskWhole familyapproach toenable families toWhatresources willwe need?PCT £. ELDC £.Trained staff.PCT £.Trained HTs.Training levelsmaintained todeliver service.£ probationfunds. QualifiedHT.Trained exercisereferral staff.Training levelsmaintained todeliver service.Trained staff.Appropriatevenues andequipmentHealth Trainers,training.Health checksVenues: localGP surgeryTrained staffVenuesEquipmentWhat do weneed to do?Deliver ExerciseReferralScheme (Coast)Deliver HealthTrainersSchemeDeliver HealthTrainersProbationService contractBuild on linkswith Linkage todevelop &deliver healthschemes intheir serviceSet up painmanagementwork for postphysiotherapycareContact NHShealth checkslead to promotescreening &support servicesDeliver a familyhealth schemewith vol andLeadOfficer/sCorporateStrategyDC / LC 1(a), 1I,1IV, 2(a),2(b), 2III,2IV, 2V, 4VDC / LC 1(a), 1I,1IV, 2(a),2(b), 2III,2IV, 2V,4(c), 4VJB / DC /LC1(a), 1I,1IV, 1VII,2(a), 2(b),2III, 2IV, 2VDC / LC 1(a), 1I,2(a), 2(b),2III, 2IV,2V,DC / LC1(a), 2(a),2(b), 2III,2IV, 2V,DC / LC 1(a), 1I,2(a), 2(b),2III, 2IV,2V, 4(c), 4VDC / LC /MA1(a), 1I,1IV, 2(a),2(b), 2III,Semantha Neal Page 3 04/04/2011

HEALTH, ARTS & EVENTS ANNUAL DELIVERY PLAN: 2011/2012projects. and wellbeing own their health £ community orgs 2IV, 2V, 4VWhat is theissue/ need?Increasing olderpopulation, livinglonger, in poorerhealth, with one ormore long-termhealth condition.Page 70High levels ofMental Ill-Healthissues.Higher thannational averageamount of type IIdiabeticsHigh cost oftreatment services,pressure on publicWhat benefit dopeople need or want?Improved healthoutcomes. Increasedsocial contact andreduced isolation ofolder.Positive learningoutcomes for students.Improved health andhealthier lifestyles forclients.Improved mental health,self-esteem/confidence.Improved socialinteraction of potentiallyexcluded groupImproved managementthe condition by leadinga healthier lifestyle,through education andinformationProof of costeffectiveness ofpreventativeWhat is the scope /scale needed?All over 45’s in ELarea. Activities linkedto culture, leisure andcommunity facilities.Around 40 clients peryear for students towork with duringcourse module.Targeted programmeof cultural activitiesat individuals/ groupswith mental healthissuesGroup engagementwithin east Lindsey toimprove theknowledge ofdiabetes awarenessAll participants toELDC healthschemes. Entry & exitWhat is the bestway to achievethis? How?Exit from O45’sActivator role tosustain newgroups /activitiesExcellent Ageingcountywideprogramme.Excellent Ageingcountywideprogramme.Excellent Ageingcountywideprogramme. Buildon work withNatural EnglandExcellent Ageingcountywideprogramme.With Lincoln Uni3 rd yr studentsPartnershipapproachWhole healthteam approachworking closelywith diabeticspecialists in ELWorking with NHScolleagues. Datasharing betweenWhatresources willwe need?£. Trained staff.Venues.Equipment.Tutors.£. Trained staff.Venues. TutorsEquipment.What do weneed to do?Conclude Over45’s Activatorrole and sustainnew groups.Explore deliveryof Active@60scheme£. Trained staff. Adapt HealthTrainer Schemeto support 045s£. Trained staff.Venues.Equipment.Partner orgsExistingscheme.Students£. Co-ordinator.Knowledge oflocal groups torefer & receivereferrals.Trained staff todeliver specificdiabetessessionsStaff TimeNHS Lincssupport & infoExplore scopefor Green GymExercise workwith NE tocontinue.Develop/deliverHealth MOT’s &Exercise AdviceScheme for0ver 60sSupportindividuals toaccess culturalactivities andtrack outcomes.Plan and deliverspecific schemere diabetes withlocal healthpartnersDemonstrateactualhealthcare costLeadOfficer/sTR / SNMA / TR /SNLC / SNJB / MAJB / DCMACorporateStrategy1, 1V, 1VI,1VII, 2C, 2V1, 1V, 1VI,1VII, 2C, 2V1, 1V, 1VI,1VII, 2C, 2V1, 1V, 1VI,1VII, 2C, 2V2(a),2(b),2(c) 2I,2VDC / LC 1(a), 1I,1IV, 2(a),2(b), 2II, 2VJB / NHSLincsSemantha Neal Page 4 04/04/2011

HEALTH, ARTS & EVENTS ANNUAL DELIVERY PLAN: 2011/2012finances, risk topreventativeservice budgetsWhat is theissue/ need?Lack of formalexercise facilities inthe most ruralareas. Health whitepaper encouragesuse of green, blueand yellow areas.Page 71Budget reductions.Increased dataavailable. Need totarget resources toareas of greatestneed. Need toreduce duplicationbut address gaps inservices. Need todevelop integratedservices. Need tomonitor andevaluate outcomes.programmes.What benefit dopeople need or want?Improved lifeexpectancy. Improvedhealth and wellbeing.Reduced obesity.Improved access toexercise projects. Bettersocial integration. Taskscompleted in localenvironment.Improved flow ofinformation betweenagencies.Better health outcomesfor public sectoremployees.Clear direction for ELDCbusiness areas, linked tocountywide prioritiesinfo, GP info, NHScost formulae.What is the scope /scale needed?All EL residents whowish to improve theirhealth and wellbeingin the naturalenvironmentAll relevant partnersinvited. Focus on 1-2issues per year.1 fte. Primary focus iscoastal area & groupswith specific needs.All ELDC & CPBS staff& their familiesRelevant to all ELDCBusiness Areas, forwhole EL areaagencies on formulae savings frompreventativeactivityWhat is the bestway to achievethis? How?Identify deliverypartners, fundsand beach zones.Recruit and traincommunityvolunteers tosustain existingsessionsPromote thebenefits ofwalking, goodroutes and localorganisations.Multi-agencypartnership withHNC support.Public Health fundrole, managed inDistrict base.Engage withcountywidesteering groupTo sit undercountywidestrategy TBDWhatresources willwe need?Staff. Publicity.Equipment.Manage coordinationofproject. Trainedstaff. Training.EquipmentOfficer tomarket andpromotewalking. £xmarketingbudget.SN timeSN timePublic Health £for HNC postTBC (HWB Fundcountywide)SN timeWhat do weneed to do?Maximise use ofBeach / Coastand Water forhealth and sportactivitiesExtendopportunitiesfor outreachCommunityExercise, VirtualGyms, etcPromote andencouragewalking groups.Exploreopportunitiesfor themedwalks e.g. artsSupport LSPHealth & WellbeingGroupSupport HealthNetwork Co-OrdinatorAchieveimprovementsin staff wellbeingthroughMotiv8Lincsprogramme.Develop anELDC HealthStrategyLeadOfficer/sCorporateStrategyDC/LC/MA 1(a), 1I,1IV, 2(a),2(b), 2III,2IV, 2V, 4VDC / LC 1(a), 1I,1IV, 2(a),2(b), 2III,2IV, 2V, 4VDC/LC/MA 1(a), 1I,1IV, 2(a),2(b), 2III,2IV, 2V, 4VSNSNSN + HR(CPBS)SNSemantha Neal Page 5 04/04/2011

HEALTH, ARTS & EVENTS ANNUAL DELIVERY PLAN: 2011/2012Statutory duty tosafeguard children& vulnerable adultsWhat is theissue/ need?Reduced harm for allvulnerable people.What benefit dopeople need or want?All vulnerablechildren & adults.What is the scope /scale needed?PEOPLE: MAXIMISE PARTICIPATIONEncourage Volunteers and Community InvolvementEL is remote frommajor Theatres /venues & access ishardPromoters are enabled tobook quality productions& widen access to thearts.All Culturalorganisations/ peoplein the district.Govt drive toincreaseparticipation &secure Legacy from2012 Olympic andParalympic GamesPage 72Govt Big Society &Localism agendas.Support third sectorincreasing theircapacity and skills.Support to peopleto develop skills /CV.Enhance ELDCactivities with newknowledge / skillsExtend access tocultural activityLimited training &employmentopportunities espon CoastIncrease local ownershipof SO Festival & sustainfor the longer termGroups & clubs gain newskills / energy to delivertheir ambitions.Better access to culturalopportunities. ImprovedH&WB for individualvolunteersPeople with existing skillsextend these by learningnew techniques from topcreative team.Increased experience,knowledge, confidenceand skills.Increased experience,knowledge, confidenceand skills. Improvedemployment chances.At least 4 community&/or business reps tocome on to boardAll Cultural clubs andgroups in EL. Anyonewishing to volunteerlocally or nationally(through VBase)Small number ofskilled tutors / artiststo develop own skillsand train others May-July 2011For 300+ volunteersfrom acrossLincolnshire to workwith top artistsSmall number ofadditional volunteersfrom Skegness areaThrough LincsSafeguardingBoardsWhat is the bestway to achievethis? How?In partnershipwith RCTS &event promotersIdentify peoplewith skills tomove the eventforwardCoordinate anddeliver training,provide £, advice& information andsupport Forumsas required, butwith clear exitstrategy for ELDCFollow upindividual leads,in conjunctionwith GT lead,Claire LimbWith Games Timeorganisers,recruit gold, silver& bronze volsBuild on Front ofHouse schemewith new peoplethrough CultureForce schemeSN / MA / DCtime. £ contrib.to LSCBWhatresources willwe need?£x. Staff time.Volunteers &venues.Staff timeStaff. £xdevelopmentbudget. ITsystem. Localknowledge.Links withindividuals andgroups.Staff time. Localknowledge. Roledescriptions. £for GamesTime. VBase ITStaff time.VBase ITsystem. £ fromGT & SO 2011Staff Time torecruit and trainnew volunteersEnsure ELDCSafeguardspeopleWhat do weneed to do?Support RuralCommunityTouring SchemeExtend SOProject Board toinclude externalrepsDeliver CultureForce to supportEL clubs tomeet theirambitions bysecuringenough qualityvolunteersSupport GamesTime to identify& train mentorsin the arts as aLegacy for SOGames TimeLegacy: secure300 volunteersfor GTRun volunteerscheme atEmbassy &extend to TIC &backstageSN/MA/DCHR (CPBS)LeadOfficer/sMASNCorporateStrategy1a, 1II, 1VMA / JT 1(a), 1V,1VII, 2III,2IV, 4(c),4II, 5III,5V, 5IVMA / JTJTPTS / MM/ JT1a, 1V, 1VII1a, 1V, 1VII1(VII)Semantha Neal Page 6 04/04/2011

HEALTH, ARTS & EVENTS ANNUAL DELIVERY PLAN: 2011/2012Increasing numberof young peoplewithout work.What is theissue/ need?Big Society /Localism agendabut uncertain localvolunteer andtraininginfrastructureSupport to small 3 rdsector groups tomanage communityinvolvement incultural activitiesPage 73Small and 3 rd sectorgroups and eventorganisers needsupport to manageevents safely andwiden access tocultural activitiesFunds for schemesis limited but isneeded to sustainsuccessful projectswhich support aWhat benefit dopeople need or want?Better peer support,shared expertise, jointworking and coordinationof activities.Groups are more viable.Individuals (residentsand visitors) have betteraccess to new culturalopportunities.Event organisers developskills and knowledge todeliver events safely andeffectively.Events widen culturaland visitor offer.Trusted scheme matchesneeds & volunteers.Volunteers develop skills& personal satisfaction.Young People from ELarea, identified byEBP colleaguesWhat is the scope /scale needed?All Cultural clubs andgroups in EL.Support to all localstakeholders who jointhe partnershipFor all choosing torun to enjoy the race& complete safelyIndependent localvenue with Board ofTrustees.Advice to all eventorganisers.Assessment of allevent plans providedby EL eventorganisers & referralto ELESAG asappropriate.1 Volunteer officer forEL area - could offerCulture Force servicecountywide.Liaise with EBP &Econ Dev toidentify tasksWhat is the bestway to achievethis? How?Allocate ELDCofficers to Forumsas namedcontacts. Agreeexit strategies.Support to recruitvolunteers toassist.Attending Boardmeetings as anobserver.Support tomanage externalfunds.Provide toolkit onwebsite. Giveadvice by phone /site visits, etcMonthly meetingsELDC, EMAS,Police, Fire &Rescue, LCC, etcFunding bids toexternal agencies.Staff. Youngpeople willingable to engageWhatresources willwe need?Staff time toattend meetingsStaff time.Volunteers.VBase systemStaff support.Bankrolling forfundsStaff timeBankrolling forfunds.Staff time.Staff time.Venues.RefreshmentsManagementtime. EL £towards £40Ktotal neededSupport youngpeople intowork & trainingWhat do weneed to do?Support EastLindsey ArtsForum (ELAF)Support ELSports ForumsSupportMablethorpeEventsPartnershipSupportMablethorpeMarathonSupport AlfordManor HouseHelp WoodhallSpa CottageMuseumProvide adviceto eventsorganisers, byemail / web /phone / visitsCo-lead and coordinateELESAGmeetingsSecure £ forvolunteer officerpost after 2012MA / DW 1VII, 2, 2a,2bLeadOfficer/sKLHMACFJTJB / CPBSJB / CPBSCFCFCorporateStrategy1a, IV, 1VII1a, IV, 1VII1(a), 1(VII),5(c), 5(III)1a, IV, 1VII1(a), 1(VII),5(III)5(II)JB / MA 1(a), 1V,1VII, 2III,2IV, 4(c),4II, 5C,5III,5V, 5VI, 5IVSemantha Neal Page 7 04/04/2011

HEALTH, ARTS & EVENTS ANNUAL DELIVERY PLAN: 2011/2012stronginfrastructureWhat is theissue/ need?Advice enables groups tosecure £ to achieve theirambitions.What benefit dopeople need or want?Many small groupsneed quality adviceon funding.Encourage More People to be More Active, More OftenNational changes toGPs enabling localdevelopment ofrelevant services.Govt scheme toencourage activityinspired by London2012 Olympic &Paralympic GamesPage 74Need more peopleto be physicallyactive for health &social benefitsPlay is importantfor socialdevelopment &active lifestyle.Lack of provision inrural areas.Uncertain future ofSchool SportPartnership &potential impact onsport & healthBetter health outcomesthrough timely &effective servicesMore opportunities forpeople to play sport andtry 'new' sports.Improved H&WB / Socialdevelopment.Better access to locallygrown food. Improvedphysical & mental health.Better community /social relationshipsYoung people identifypersonal developmentfrom engaging withservice and are satisfiedwith the service.More children and youngpeople having betterquality PE lessons tosecure participation now& in later life, supportingWhat is the scope /scale needed?East LindseyConsortium (inland);Skegness & CoastalConsortium. Allresidents who wish toimprove their health.All over 16's in EastLindsey.All school childrenwithin the Wolds SSPAnyone in EL areawanting to grow theirown food.Most rurally isolatedareas. Anycommunity in EL butesp with limitedaccess to otherfacilities.School children inEast Lindsey,particularly those atprimary schoolssurrounding MLCEL can offeradvice & couldsecure £ incomeWhat is the bestway to achievethis? How?Multi-agencypartnership.Understanding ofhealth needs,patientmotivation, etcPromote thenational GoldChallengeScheme.Support deliveryby the WoldsSchool SportsPartnershipWork with GardenOrganic, BostonBorough Council& LSP HWB groupto find volunteersMobile youth playprovision, visitingvenues suggestedThrough liaisonwith SSP andclose workingbetween HAE &Sports FacilitiesStaff time.Whatresources willwe need?SN timeLocal data onopportunitiesavailable. £ topromote locally& fill any gapsStaff timeHWB Fund £.Publicity.Volunteers.Land.Equipment.£ 2010/11underspend£100,000 peryear for 5 yearsfrom Big LotteryCCS/ Coaches/management/admin timeExplorecharging a feefor Grant AdviceWhat do weneed to do?Work with GPconsortia toidentify &deliver activitiesthat appeal topatients.Promote GoldChallenge &ensureopportunitiesare available.Support MiniYouth OlympicsprogrammeDeliver at least2 newcommunitygarden projects.Run FunkBusservice to31/08/11Secure externalfunding tocontinueFunkBus serviceProvide use ofMeridian for PElessons [providecoach & facility]for appropriateJB / MALeadOfficer/sSNMAMAGL / RickAronMAMAMA / AR /GWCorporateStrategy2b, 2IV2(b), 2VI2(b), 2VISemantha Neal Page 8 04/04/2011

HEALTH, ARTS & EVENTS ANNUAL DELIVERY PLAN: 2011/2012outcomes better health feeWhat is theissue/ need?Need to engagewith youngeraudiences & growaudiences for thefutureLack of learningprovision esp onCoastIncreased financialviability of Theatre.Page 75Extend range ofcultural activity.Need to extendparticipation inCultural activities tothose not yetinvolved.Need to engageharder to reachgroups/ individualsWhat benefit dopeople need or want?Young people reportincreased skills &confidence, & outcomesfrom working in realTheatre setting. Betterexam results. Raisedaspirations.Broaden Participation /experience of the theatreand benefits derivedfrom delivery of vibranttopical themesParticipants in tastersessions join clubs &groups or take up newactivity.Attendees include peoplewho might otherwise beexcluded. Staff recordactions to overcomebarriers.Participants report newskills, improved healthand well-being, newfriendships and increasedconfidence.What is the scope /scale needed?Local young peoplePotential to involveall secondary schoolswith 30 miles of PE25Local Schools,community groups,young people andfamiliesAll local peopleAll local peopleAll communities andindividuals across thedistrict, esp thoseleast likely to engageWhat is the bestway to achievethis? How?Work withexisting suppliersor employ staffWork closely withone school &invite others tojoin in future.Annualprogramming /AppropriateCharitable HireFeesAdding workshops& hands-onactivities into allfestivals &facilities. Ensuringlocal club info isavailable.Use equalityimpactassessments toidentify & reducebarriersWork withagencies, e.g.SoundLINCS,Lincs Dance,Orchestras LiveWhatresources willwe need?Staff/PublicityAdmin, Theatrespace, £Current theatreequipment plusminimal staffingto support.£ . Staff timefor liaison.Willingness ofeventorganisers tocontinue.£ for existingfestivals.Suitable venuesInfo about clubs& groups.Staff timeLiaison withspecialistgroups &agencies.Staff time, £x tocommissionprovidersWhat do weneed to do?Commission aYouth TheatreAcademySupportdelivery of theexpressive artsschool / examsEnsure Theatreprogramme hasevents foryoung peoplee.g. RockChallenge,Youth Festival &Play FestivalUse Festivals &events to runtaster sessions,filtering peopleinto existingclubs & groupsEnsure widestpossible accessto culturalactivitiesCommission artwork to addressneeds ofspecific groups& placesLeadOfficer/sSR / PTSSR / MMSRMAMAMACorporateStrategy1, 5(III)1, 1(a)1, 1(a)2, 2b, 2II,2VSemantha Neal Page 9 04/04/2011

Need to give youngpeople experienceof workplace & oflocal governmentWhat is theissue/ need?Young people have abetter understanding oflocal governmentWhat benefit dopeople need or want?HEALTH, ARTS & EVENTS ANNUAL DELIVERY PLAN: 2011/2012Any secondary schoolin EL areaWhat is the scope /scale needed?PLACES & PROSPERITY: GROW THE CULTURAL ECONOMYCreate a Leisure & Culture Destination to Drive RegenerationNeed for a yearroundprogrammeof cultural activitiesfor all tastes forresidents andtourists, to supporteconomy espoutside summerseason.Page 76Demonstrateeconomic impact ofcultural activityMaximise local gainfrom 2012 Olympicand ParalympicGames ambition tocreate a lastinglegacyEvidence of visitors fromEast Midlands & beyond.Theatre Impact = £7.77per visitor extra spend inlocal areaHigh quality programme.Extra revenue broughtinto local economy.Visitors state intention toreturn. Accommodationproviders report goodoccupancy.Numbers attendingevents are maintained &increased. Attendeesreport satisfaction.Businesses reportimproved income.Tickets sell well. Eventsafely delivered.Positive feedback fromresidents, visitors andstakeholders.Event is delivered safely.Visitors & businessesreport satisfaction withevent & its economicimpact.High quality festivalinvolves local peoplebut primarily aims todraw in visitors, espnew ones, and tochallenge poor imageof SkegnessHigh quality activitiesfor all ages for wholeEL area & open tovisitors / tourists inautumnTrial to test viabilityof offering futureoutdoor programmeEvents createcommunity spirit forlocals and attractvisitorsTwo outdoor events,peak season, forresidents & visitors inMablethorpe &Skegness.Work with schoolsand staff acrossELDCWhat is the bestway to achievethis? How?Develop annualprogramme usingdata fromprevious shows.Contract FestivalDirector, Safety &Production Teamsto deliver & PRAgency topromote theevent.Link WW toLincoln Bookfestival to drawmore attendees &contributors viaspecialist agencyWork withsuitable ExternalPromoterWork withcommunitygroups & othersto deliver highquality, enjoyableeventsStaff timeWhatresources willwe need?Staff timeVenue£600,000ELDC staff time& in-kindsupport. Localstakeholdersupport£10,000 ELDCAdditionalfunding securedby deliveryagencyStaffLicenceVenueStaffEquipment,VehicleVenueStaff time£ from ELDC &partnersSupportnational 11Million DayWhat do weneed to do?Provide quality,affordableprogramme atEmbassyTheatreDeliver SO 2011Festival safely,on time and onbudget.Deliver WoldsWords festivalon time and onbudget.Deliver Party inThe Park inTower GardensProvideseasonal eventsin SkegnessTower GardensSupportIlluminationsSwitch Ons inMablethorpeand SkegnessSN / DWLeadOfficer/sSemantha Neal Page 10 04/04/2011SRSN / JB /ELHJB / MACulturalSolutionsSR / CSCS / SRCF / MA /CS / RF /KF / SKCorporateStrategy5(c), 5(III)1II, 1V,1VII, 3II,4(c), 5I,5III, 5(c),5VI5(III)5(III)1(a), 1(VII),5(c), 5(III)

What is theissue/ need?Need for a yearroundprogrammeof cultural activitiesfor all tastes forresidents andtourists, to supporteconomy espoutside summerseason.Demonstrateeconomic impact ofcultural activityPage 77Maximise local gainfrom 2012 Olympicand ParalympicGames ambition tocreate a lastinglegacyPositive feedback fromresidents, visitors andstakeholders.What benefit dopeople need or want?Events attract & increasenumbers of participants.Businesses report goodtrade.Number of participants &spectators. Organisers &participants reportsatisfaction. Businessesreport benefits. Desire torepeat in future years.HEALTH, ARTS & EVENTS ANNUAL DELIVERY PLAN: 2011/2012For families living inor visiting Skegness& Mablethorpe in July& AugustWhat is the scope /scale needed?Summer bowlsseason in Skegness,Louth and WoodhallSpa for local &visiting bowlersTwo day outdoorevent, late season,for residents &visitors. Aim to growthe number ofparticipants &spectators.Three day outdoorevent, late season,for residents andvisitors alikeBeach zones, as perForeshoreMasterplan. YearroundactivityOutdoor swimmingevent held inCovenham Reservoir,Louth for residents &tourists aged 16+Employ staff andspecialist inputsto vary activities.What is the bestway to achievethis? How?Deliver directly in2011 but move tooutsourcing infutureWork with eventorganisers andstakeholders toensure safe,effective deliveryWork with theevent organisersand stakeholdersto ensure safe,effective deliveryWork withpartners tosecure. Deliveredby external org.ELDC to findvolunteers & helpto promote£casual staffequipmentbeachWhatresources willwe need?Staff timeSponsorsPotential leadorg for futureeventsStaff timeStaff timeVenueStaff timeVenuesELDC in-kindsupportNational seriessponsored byBritish Gas.Some ELDC £.Staff timeStaff timeDeliver BeachRangersschemeWhat do weneed to do?DeliveraccreditedBowlsTournamentsSupport secondyear of AMCAMotorcycleEventSupport Festivalof BathingBeauties to runa sustainable,high qualityFestivalSecure newevents, linkedto proposedzoning of thebeachesConfirmpossibility ofholding event atCovenhamReservoirMALeadOfficer/sMA / BWCS / CFCS / CFSN / JB /SRMA / CF5(c), 5VICorporateStrategy5(c), 5VI5(c), 5(III)1 (a),1(VII), 5(c),5(III)1VII, 2III,3(b), 4(c),4II, 5(c), 5I,5III, 5IV,5V, 5VIImproved volunteering East LindseySupport LincsSecure benefit JB1(a), 1II,infrastructure, event to residents and2012 Steeringto ELDC of1VII, 1VI,raise the profile of potential Olympic or Group. Liaise withTorch Relay, Big1VII, 2III,Cultural activities in EL, international athletes Regional CulturalScreen2IV, 3(b),support potentialwith the district/ programmer,programme, etc4(c), 5III,Semantha Neal Page 11 04/04/2011

HEALTH, ARTS & EVENTS ANNUAL DELIVERY PLAN: 2011/2012international athletes, etc Tourists LOCOG, etc 5IV, 5V, 5VIWhat is theissue/ need?Visitors & localsneed good sourcesof information onEL & activitiesPeople want a daybase for visits tothe coast. Protectheritage asset.Increasing interestin art in publiclocations, as alegacy of their workin events. Need tomanage reputation& other risks.Low awareness ofthe dangers & risksof coastal flooding.Low awareness ofwhat to do in thecase of a flood.Need to generatepositive dialogue,following OperationWatermark.Page 78Need to stimulate &support creativeindustries. Developlinks with Lincoln toWhat benefit dopeople need or want?Occupancy rates aresustained and increased.Visitors reportsatisfaction with service.Increased pride in area &own activities.Growth in tourism to thearea.Increase destination’sdesirability from newvisitors.Increased understandingof information onflooding & the action totake in the event of aflood. All households tohave a flooding plan inposition.At least one digital mediaitem included into SO2012 / Embassy Theatre/ FOBB.What is the scope /scale needed?All residents andtourists visiting thearea, all year roundAround 100 chalets inSutton on Sea andMablethorpe for letMethods to seekviews of residents &visitors. Use imagesof public artnationally &internationallyAll residents &visitors to the coast.Informationpresented in anunusual, engaging &non-threatening way.Exhibition becomes atouring item in EL &beyond.Find ways to extendthe Lincoln Festivalinto EL, by linkingwith existing eventsWhat is the bestway to achievethis? How?Staff. Website.Partnership withexternalorganisationsHire directly for2011 but markettest outsourcingfor the futureInvestigate viewson public artduring SO &FOBB. Draft an ELpublic artstrategy withpartners.Use a local hub toaccess residentsto engage andinform. Create anexhibition. Useinformation andprocedures incountywidestrategy. Findengaging &interactive artforms & artists toengage residentsof all ages.Meet with Lincolnorganisers toexplore optionsfor links. Link toWhatresources willwe need?Staff timeAccurate dataVenueStaff time &casual staffIT systemequipmentStaff time.£’s forexhibition.Funding &sponsorship todelivercommissionsStaff time. EAFunding for anexhibition &production ofinformation.Staff timeLinks to existingevents &venuesWhat do weneed to do?Provide aneffective TouristInformationServiceHire BeachChalet to visitsto Mablethorpe& Sutton on SeaEngage public &stakeholders ina debate onpublic art todevelop a publicart strategy forEL.Curate anexhibition tomark 60 thanniversary of1953 floods.Explore ways towork withLincoln DigitalArt FestivalLeadOfficer/sPTSCSLSLSJB / MACorporateStrategy5(c), 5(I)5(c)Semantha Neal Page 12 04/04/2011

HEALTH, ARTS & EVENTS ANNUAL DELIVERY PLAN: 2011/2012mix the visitor typein both areasor creating new ones.schools & collegesWhat is theissue/ need?What benefit dopeople need or want?Support Viable Culture & Leisure VenturesNeed to understandcurrent andpotential audiencebetter to targetpublicity.Reduce theCouncil’s subsidy tothe EmbassyTheatre by afurther £50K in2011/12, as thethird year of a 5-year programme tosave £250K.Page 79Promote culturalactivity to supportlocal economy andpersonal wellbeingNew people attendshows. New shows tried.Theatre financially moresecure.Increased income.More varied programme.More regular users.Increased Theatreattendance & income.Business partners reportgood returns.All operations are morecost effective and viablefor the future.What is the scope /scale needed?Feeds local andtourist economyAny viable activity togenerate income andfootfallAny viable activitywhich will reduce costand / or increaseincomeAny regional &national broadcastswhich will promotethe venue & the area.Group bookings forshows, esp lowseason, with room,food, coach & trainproviders.Potential to worktogether or take overthe operationWhat is the bestway to achievethis? How?Make better useof data to analysecurrent market &target newpeople. Use LOV& ACE data &networksResearch othervenues, audiencewishes & viableactivityResearch othervenues. Potentialfor ACE Bid. Talkto LCC officersTarget allprevious hirersnot booked for2011/12.Research allroving broadcastsand contact thesedirectly.Work with localpartners &transportproviders to setup packages.Work withpartners toexplore optionsWhatresources willwe need?Staff time.Databox info.Data capture.AudienceSurveys.Marketing £Staff timeStaff timeCapital FundingStaff timePrint & PublicityStaff timePrint & PublicityStaff timeLegal adviceLiaison withpartners.Staff timeLegal adviceWhat do weneed to do?Adopt a morecommercialapproach tomanagingEmbassyTheatre*Increasedaytime & lowseason use ofthe venue*Explore use ofUpstairs Roomeg LibraryDevelopConferenceBrochure &market venueTarget all rovingTV & radioshows to visitEmbassyExploredevelopingPackages egshow & dinner,show & roomExploreopportunitiesfor Harvey’s BarLeadOfficer/sPTS / CFSR / DDSN / SR /DDDDDDSR / JB /CL / DDSN / SR /JBCorporateStrategy5(c), 5(I)5(c), 5(I),5(III)5(c), 5(I),5(III)5(c), 5(I)5(c), 5(I),5(III)Semantha Neal Page 13 04/04/2011

HEALTH, ARTS & EVENTS ANNUAL DELIVERY PLAN: 2011/2012What is theissue/ need?Need to understandmarket & challengeown performanceagainst otherprovidersReduce Councilsubsidy to culturalactivities & promotecultural activity tosupport localeconomy.Page 80Need to adopt themost appropriate &cost effectivemethods forrunning facilities &servicesReview level & costof service providedWhat benefit dopeople need or want?Better working practisesidentified, implementedand outcomes recorded.Better working practisesidentified, implementedand outcomes recorded.Improved provision /quality. Reducedmaintenance and runningcosts to ELDCService specificationproduced & costed.Increased access toinformation 24/7.Reduced running costsReduced costs to ELDC.Partner agencies satisfiedwith new arrangementsReduced costs to ELDC.Awards still secured.Potential to supply /staff hospitality whenrequiredWhat is the scope /scale needed?Annual data providedSupports servicereview and planning.Private and localauthority venues insimilar locations.Countywide groups toidentify joint workingto reduce costsDemolish 33 chalets.Build 18 new ones, inblocks of 6 as sold, atMablethorpeReview service at allELDC (& SHDC) TIC’s& agree service levelThe Safety of allvisitors to the beach.All visitors to allbeaches in ELDC areaWork with SportsFacilities &partners toexplore optionsWhat is the bestway to achievethis? How?Partnership withexternalorganisations toreview policy,practice andperformanceWork with othervenues andevents to ensureeffective deliveryof culturalservicesAdvertise. Review1 Sept 11. Build ifenough demandfrom 1 Oct 2011Research. Discusswith CPBS &SHDC.Research selfservice booths,costs & successrate elsewhereReview withpartners toamend currentprovision.Review whatmust be done,what is done &scope to changeStaff timeWhatresources willwe need?Subscription feeProvision if infoto groupStaff TimeStaff timePromotionCapital £ContractorsStaff timeStaff time£ for ITequipment &trainingStaff time£ for equipment& signageVehicle & fuel£Staff timeExplore scopefor hospitalityat new SportsPavilionWhat do weneed to do?Work with theBRADA &National VenueManagersBenchmarkingGroupsWork withLincolnshireOne Venue,Festivals & ArtDevelopmentGroupsRedevelop theMablethorpe &Sutton BeachChaletsReview TICcriteria todefine serviceProvide an E-TIC with selfservicefunctionalityConsolidatewater safetyequipmentalong the coastIdentify cost toELDC to secureEuropean BlueFlag AwardSR / DDLeadOfficer/sSR / TWSR / MA /CF / ELHSN / SR /CSSN / PTS /DD +CPBSDD / PTSCS / PK /GHCorporateStrategy5(c)5(c),5(c), 5(I)3(b) & 5(c)DD 3(b), 3(c )Semantha Neal Page 14 04/04/2011

Increased demandfor Jolly plusincreased workloadfor ELDC staffWhat is theissue/ need?Set terms of lease /contract forconcessionairesLouth Town Hallbookings need tobe administered byELDC.Reduced ELDC &other funding incoming years.Ongoing health,skills and economicchallenges for ELDCresidents &businessesPage 81All HAE servicesmust meet theneeds they aim toaddress, plan tocollect data, reporttangible outcomes& use learning infuture planningNeed to plan viablefinancial future forGreater flexibility &control for SkegnessTown Council to use JollyFisherman mascotWhat benefit dopeople need or want?Concessionaires feelwell-informed. ELDCresponds effectively toquestions or concernsraised.Maximum income fromlettings.ELDC “free” servicesreceive £ contributionfrom service users toreduce costs or preventclosure. Could increaseparticipation / reducedrop out rates.Ongoing serviceprovision withoutincreasing Council Tax orcharging feesAll HAE services &activities can show theirvalue / impact.Outcome data supportssuccessful funding bids,contracts, etc to sustainservices.2 bids produced andsubmitted on schedule.HEALTH, ARTS & EVENTS ANNUAL DELIVERY PLAN: 2011/2012All residents &visitors to Skegness.Skegness TownCouncil takes controlWhat is the scope /scale needed?All Skegnessforeshoreconcessions, all year,liaising between them& other ELDC teamsBookings forcommunity andcommercial events inthe Town HallAny or all freeservices, dependingon value v risks /costs of takingincome.Any Council service,event or asset ofinterest to a sponsoror advertiser.All HAE services torecord inputs,outputs & outcomes(costs, throughputs,behaviour change,satisfaction levels), toreport & to comparewith others.For SO Festivalinitially as a stand-Support handoverduring first yearincl H&S riskassessmentsWhat is the bestway to achievethis? How?Liaison withexternalconcessions &with TechServicesReviewing overalloperation byELDC. Contactwith regular &new hirers.Liaise with serviceusers, researchexampleselsewhere, takelegal advice andreport toCouncillors.Identify allassets. Work withexternal agent toidentify value.Advertise to themarket.Evaluation isconsidered byevery officer inrelation to everyactivity, withsupport from CF.Reports sent toPortfolio Holders.Develop fundingbid, with internalStaff timeWhatresources willwe need?Staff timeStaff timeTraining inlicensing regsAccess toCaretakers.Staff timeLegal adviceStaff time£ for agent’s feeLegal &Financial adviceStaff. £ forsurveys /comment cards/ etc (pre/post)Large-scaleevaluation £ tobe costed intofunding bids.Staff timeSupport fromHandover ofJolly fishermanto Skegness TCWhat do weneed to do?Liaison withconcessions toensure licencesare adhered toAdminister thebookings forLouth TownHall, pending afull review.Explore optionsfor charging forservices egHealth clientspay rather thanreceiving a freeserviceSecure externalsponsorship,leading on thisfor the CouncilEnsure effectiveEvaluation ofHAE events andservicesDevelop EU Bid& ACE RFO bidSN / SR /CSLeadOfficer/sSemantha Neal Page 15 04/04/2011CSTW / SRSR / DC /LCSN / JBSN / CF /JB / SRSN / JB /LS + CPBSCorporateStrategy5(c)5(III)1I, 2V5(c), 5(III)

SO FestivalWhat is theissue/ need?Many agenciesdoing similar work.Pressure onfinances. Scope toshare expertise,reduce costs, workon join promotion,etcPage 82Need to diversify &strengthen the localeconomy & widenthe range ofemployment.Need to understand& overcomebarriersNeed to moderniseSkegness ForeshoreAt least 80% of fundingrequested is secured.What benefit dopeople need or want?Venues and services canidentify cost benefits andservice improvementsthrough collaboration.Detailed plans aredeveloped, includingfinancial and legalimplications / costs.More cost effectivepromotion – eitherreducing costs or keepingthese the same butachieving greater impactBetter liaison withexisting businesses.Clear action plan forfuture development withachievable outcomes.Funding secured. Newdevelopment supportsHEALTH, ARTS & EVENTS ANNUAL DELIVERY PLAN: 2011/2012alone activity,supported by ELDCfor 3-10yrs fundingWhat is the scope /scale needed?All cultural agenciesin ELDC areaLocal Authoritiesbordering ELDCAll Foreshorebusinesses &Theatre. Localcultural venues &eventsWhole District, overnext 3 years. Need todefine “culturalindustries”.Skegness Foreshoreand externalsupport, for fundsWhat is the bestway to achievethis? How?Initial discussionsto identify sharedchallenges andpotential benefitsWork to developdialogue withlocal venues &events. Identifycurrent costs &potential gainsNeeds externalsupport toidentify current &future scope.Work withChambers ofcommerce, etcDialogue withbusinesses &agencies able toprovide support &adviceWorking closelywith Econ Dev,CPBSMatched £Whatresources willwe need?Staff timeLegal AdviceSpecialistadvice reconstitutions /governance /financial optionsStaff timeStaff timeStaff timeStaff timeFundsfor SO Festivalfrom 2012onwardsWhat do weneed to do?Work withindependentvenues toidentify gains &efficiencies, inclthe potential fora local culturalfederation.Discuss optionsfor CulturalServices withWLDC, NELincs, & N LincsEncourage localculturalbusinesses towork togetherto market theareaDevelopunderstandingof number &contribution ofculturalindustries in EL& set targets forgrowthCreateconditions forculturalindustries toflourishSupport thedelivery of theLeadOfficer/sSN / JB /SRSN / JBSN / JB /SR / EconDevSN / JBEcon DevSN / JB /Econ DevSN / JB /SR / EconSemantha Neal Page 16 04/04/2011CorporateStrategy

HEALTH, ARTS & EVENTS ANNUAL DELIVERY PLAN: 2011/2012cultural offer & enhancesfestivals offer.ACE, SE & privatesectorForeshoreMasterplanDev3.0 Performance Measures 2011/12The service will identify inputs (how much it puts in), outputs (how much it has achieved) and outcomes (the benefit or impact of theactivity) through a variety of means, to consider:Quality (aesthetic / artistic) Efficiency Value / satisfaction Economic impactSocial impact Perceptions (safer) Personal outcomes (attitudes, behaviours, skills, satisfaction)Outcomes and MeasuresBase 2010/11 Actualperformance2011/12 TargetMore people gaining new knowledge and skillsMore people gaining new knowledge and skillsPage 83Profilea. Number of people supported by the Council to attend a training course ActualProfileb. Number of people completing a training course ActualProfilec. Number of people perceiving they have learnt new skills or knowledge ActualProfiled. Number of people intending to use new skills or knowledge within 2 months ActualProfilee. APS: KPI 4 Tuition Actualf. Individual case studiesParticipation in Culture and Sport ActivitiesParticipation in Culture and Sport Activitiesa. Total throughput in HAE delivered activitiesb. Total throughout in activities supported by HAEProfileActualProfileActualc. Percentage of users attending Embassy Theatre 3 or more times per yearProfileActuald. APS KPI 1 Participation ProfileSemantha Neal Page 17 04/04/2011

HEALTH, ARTS & EVENTS ANNUAL DELIVERY PLAN: 2011/2012ActualProfilee. NI8 Adult participation in sport and active recreation ActualProfilef. APS KPI 3 Club Membership ActualProfileg. APS KPI 5 Organised Competition Actualh. Individual case studiesMore people in paid and unpaid work and volunteeringMore people in paid and unpaid work and volunteeringPage 84Profilea. Total number of volunteers recruited ActualProfileb. Total number of volunteers placed ActualProfilec. Total number of opportunities available ActualProfiled. Economic value of volunteers placed ActualProfilee. Total hours/ days of volunteer placements ActualProfilef. APS KPI 2 Volunteering Actualg. Individual case studiesMore people reporting improved Health & well-beingMore people reporting improved Health & well-beingProfilea. Number of people seen by the Health Team ActualProfileb. Number of people of referred onto Heelers ActualProfilec. Number of people attending FFL sessions Actuald. Number of people on PHP's ProfileSemantha Neal Page 18 04/04/2011

HEALTH, ARTS & EVENTS ANNUAL DELIVERY PLAN: 2011/2012ActualProfilee. % ERS clients achieving goals ActualProfilef. % ERS clients continuing to exercise within ELDC auspices ActualProfileg. Number of people reducing/improving pain management ActualProfileh. Number of people increasing self esteem levels ActualProfilei. Number of people reducing/changing prescribed medication Actualj. Individual case studiesEmpowered and enabled communitiesEmpowered and enabled communitiesPage 85a. Number of clubs, groups, organisations & events given 1-1 support by the ProfileCouncil ActualProfileb. Number of external groups assisted with funding applications ActualProfilec. Number of grants successful in securing funding ActualProfiled. £x funding secured for external groups Actuale. Individual case studiesEconomic impact of Culture and health initiativesEconomic impact of Culture and health initiativesProfilea. Economic value of volunteers used ActualProfileb. Economic impact of events delivered ActualProfilec. Economic impact of Embassy Theatre Actuale. Amount (£) of income generated for Council car parks by Embassy Theatre/ ProfileSemantha Neal Page 19 04/04/2011

HEALTH, ARTS & EVENTS ANNUAL DELIVERY PLAN: 2011/2012events Actualf. Can we do something comparing costs of HAE against savings to other services Profilee.g. health, police etc? ActualProfileg. Amount of funding secured by HAE for Council events and services Actualh. Amount (£) of external cash funding or sponsorship secured to support or deliver ProfileCouncil events and activities Actuali. Amount (£) of external in kind funding or sponsorship secured to support ordeliver Council events and activitiesProfileActualj. Beach Chalet Occupancy Figuresk. Economic impact of Beach Chaletsl. Individual case studiesProfileActualProfileActualPage 86We are investigating the status of the following PI’s:• NI 110: young people participation in positive activities• NI 055: obesity among primary school age children in reception year• NI 056: percentage of primary school age children in Year 6 who are obese, with height and weight recorded• NI 057: children and young people’s participation in high quality PE and sport• NI 119: self-reported measure of people’s overall health and well-being• NI 120: all-age all cause mortality rates• NI 121: mortality rate from circulatory diseases at ages under 75• NI 122: mortality rate from all cancers at ages under 75• NI 137: healthy life expectancy at age 65* thoughts around Embassy Theatre include:- Cinema / film- Sports road shows, events, matches and activities- Olympic viewing hub / 2012- Indoor beach volleyball- Sports personalities on tour- Book launches and workshops (Harper Collins)- Link up with performance venue e.g. Royal Albert Hall. Tate has outposts, why not have a performance link-up with Embassy asan outpost?Semantha Neal Page 20 04/04/2011

Agenda Item 8EAST LINDSEY DISTRICT COUNCIL REPORTCOMMITTEE:EXECUTIVE BOARDDATE: 19 APRIL 2011SUBJECT:PORTFOLIO HOLDERWard(s) affected:BEACH CHALETS CONDITION SURVEY AND USAGECOUNCILLOR EDGINTON / GRISTAll Mablethorpe and Sutton on Sea wardsBrief description of report content and the decision being asked for:Summary:This report follows the adoption by Council on 15 December 2010 of a revisedCapital Programme, which incorporates a proposal to redevelop some of theCouncil’s beach chalets. It seeks permission to implement the project,providing further information on costs and timescales, recent occupancy levels,and the findings (including the cost implications) from the 2009 conditionsurvey of those chalets owned and let by the Council. The report also suggestsways to manage the chalets in a more commercial manner in the future.These proposals were discussed informally with local partners in 2009 and2010. A formal discussion with Mablethorpe and Sutton Town Council’sAmenities Committee took place on 17 January 2011. Comments from thesemeetings and from ELDC ward councillors are included below.Recommendations:That Members note the report and:1. Authorise officers to progress the chalet redevelopment project detailedbelow, at an estimated cost of £90K, to demolish 33 chalets (numbers103A to 134) at Queen’s Park, Mablethorpe, and to build up to 18 newchalets, to be offered for sale, subject to securing buyers for at least 6chalets by 1 September 2011 (para 3.8.1 & 3.15)).2. Authorise officers to establish the potential costs of closing anddemolishing chalets at Sutton on Sea, to build new chalets, on a similarbasis as that proposed for Mablethorpe, as a possible second phase ofdevelopment (para 3.8.2).3. Authorise officers to market test the chalets at the Central Promenade,Mablethorpe (para 3.8.3).4. Note that the Bathing Beauties are not currently available for hire andthat alternative letting arrangements are being considered (Section 4).This report has been prepared by:Semantha Neal - Tel: 01507 329487 – ext 255e-mail: semantha.neal@e-lindsey.gov.ukThis report was prepared after consultation with:The Business Manager and colleagues in Property and Technical Services TeamPage 87

ELDC ward councillors for Mablethorpe & Sutton on SeaMablethorpe and Sutton Town Council Amenities Committee (17/01/11)Mablethorpe Tourism ForumMablethorpe and Sutton Chamber of TradeMembers of Mablethorpe Neighbourhood Management BoardThis report is number 2 in a series of 3.This report has been signed off by:Councillor Edginton, Portfolio Holder, Regeneration and TourismJane Froggatt, Strategic DirectorThe following policies form a context to this report:N/AThis report is not a key decision included in the Forward Plan.LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW(papers relied on to write the report but which are not published and do notcontain exempt information)Minutes from Review of Beach Chalets in 2001/02 carried out under the ‘LeisureServices Best Value Fundamental Service Review’ (Appendix A)Consultation Survey, 2007 (Appendix B)Capital Project Scoring Proforma (Appendix C)Design Options (Appendix D)Letter from Mablethorpe and Sutton Town Council (Appendix E)OTHER HELPFUL PAPERS(papers which the report author considers might be helpful – this might includepublished material)Beach Chalet Condition Survey, 2009Local Government (Access to Information Act) 1985Is the report Exempt – NoPlease contact the person who has written this report or:Gary Sargeant – Business ManagerTel. No. 01507 601111 ext 204 email: gary.sargeant@e-lindsey.gov.ukfor more information about this report or the background papers.Page 88

1.0. BACKGROUND1.1. East Lindsey District Council lets beach chalets by 3 methods:a) Site licences to individual tenants, through Property Servicesb) Leased en bloc to a third party to sub-let, through PropertyServices. Chalets, 18-32 on the North Promenade, Mablethorpe, areleased to the café owner who manages lettings under an agreementwith ELDC.c) Let on a daily, weekly or whole-season basis, through Health, Artsand Events (HAE) Service.1.2. This report refers only to 1.1c, those chalets owned by ELDC and let tovisitors on a daily or weekly basis. No change is proposed to thoseELDC chalets leased on a long-term lease, through Property Services.1.3. At present ELDC has 106 beach chalets in active use, of which 101 areavailable for hire. 5 are used for offices, storage and the beachlifeguard service and are therefore not available for hire.27 on the Central Promenade, Sutton on SeaPage 89

16 on the Central Promenade, Mablethorpe58 at Queen’s Park, MablethorpePage 90

1.4. In 2001/02 a review of the beach chalets was carried out under the‘Leisure Services Best Value Fundamental Service Review’. The optionsrelating to beach chalets were identified then as:• Close all beach chalets• Refurbish all beach chalets• Provide additional beach chalets• Close chalets at North Promenade, Mablethorpe (supported)• Amend chalet opening periods at North Promenade• Refurbish chalets at North Promenade• Close chalets at Central Promenade, Mablethorpe• Amend opening periods at Central Promenade (supported trial)• Refurbish Chalets at Central Promenade• Close chalets at Queen’s Park, Mablethorpe• Amend opening periods at Queen’s Park (supported trial)• Refurbish chalets at Queen’s Park• Close chalets at Pierside, Skegness• Amend opening periods at Pierside, Skegness (supported trial)• Refurbish chalets at Pierside, Skegness• Close chalets at Sutton on Sea• Amend opening periods at Sutton on Sea (supported trial)• Refurbish chalets at Sutton on Sea1.5. The majority of options put forward were rejected due to the potentialcosts involved in implementing them. The section of the Reviewdocument relating to these options and the outcomes which wereagreed, summarised above, is attached as Appendix ‘A’.1.6. No full-scale review of the chalets has been undertaken since 2001/02.However, since then, the Skegness blocks have been outsourced andthe Bathing Beauty beach huts have been installed. These areconsidered in more detail in Section 4 below.1.7. This report takes account of other activity to review and developMablethorpe’s assets, such as the 21 st Century Mablethorpe work. Thissets a context of wider regeneration activity, against which theproposals in this report would ensure that ELDC is making the most ofthe existing traditional chalets, making a significant contribution to thequality of the visitor offer and supporting the heritage of the area,whilst seeking to run the service more commercially in future.Page 91

2.0. INTRODUCTION2.1. This report recommends options for the future management of theshort-let chalets in the context of the views of chalet users; thepotential capital costs for improvements; the current levels of usage;the current revenue running costs. It seeks to stimulate investorinterest in the existing chalet stock, as well as promoting scope forfurther private investment in the coastal areas more generally.2.2. A consultation was carried out with Sutton on Sea and Mablethorpechalet users (Appendix B) in the 2007 summer season, to assesssatisfaction and to canvass thoughts on possible improvements. Thesurvey showed that respondents valued the provision of the chalets,recording high levels of satisfaction. Issues raised regarding cleanlinessand booking procedures were resolved for the 2008 season. However,overall, there was concern that while hire fees increase each year tocover rising staffing and other costs, there are no changes orimprovements scheduled to improve the quality of the chalets.2.3. A full condition survey of the chalets was completed in Spring 2009.This set out the cost of urgent works, which were carried out before thechalets opened on 16 May 2009, funded from existing budgets at a costof £13,405. Without this, these chalets could not have been let. Thecondition survey shows ongoing costs for the next 5 years of around£223K to maintain the chalets but without improving their quality.2.4. This paper proposes a redevelopment programme, costing around£90K, allocated from the Council’s agreed capital programme, whichshould generate a capital receipt of around £234K, therefore realising asurplus of £144K which would allow the Council to undertake most ofthe ongoing work required to maintain the existing stock and pumpprime a further phase of redevelopment if appropriate.2.5. This development also seeks to prompt private investment in theexisting chalets, by market testing some of these, and to stimulatepotential new development by private individuals or businesses, in thechalets but also in the wider coastal environment.2.6. Chalets are available to hire from mid-May to mid-September, stayingopen for the annual Festival of Bathing Beauties. Occupancy figures forthe 2007/08, 2008/09, 2009/10 and 2010/11 seasons for all three siteshave been translated into percentages as shown below:Site 2007/082008/092009/102010/11occupancyoccupancyoccupancyoccupancyCentral Promenade,Sutton on Sea44% 42% 43% 37%Page 92

Central Promenade,MablethorpeQueen’s Park,Mablethorpe52% 37% 46% 41%32% 28% 36% 34%2.7. A clear pattern emerges from the detailed figures shown below:Central Promenade, Mablethorpe – Monthly Occupancy Rates:Season 2007 2008 2009 2010May 11% 18% 18% 24%June 24% 13% 14% 15%July 67% 51% 62% 57%August 81% 79% 94% 83%(100% w/c 8 Aug 09)September 53% 10% 21% 26%Queen’s Park, Mablethorpe – Monthly Occupancy Rates:Season 2007 2008 2009 2010May 5% 10% 16% 15%June 12% 11% 20% 26%July 27% 27% 36% 34%August 61% 61% 67% 64%September 27% 15% 20% 30%Sutton on Sea – Monthly Occupancy Rates:Season 2007 2008 2009 2010May 7% 15% 27% 12%June 11% 18% 15% 16%July 44% 45% 46% 39%August 99% 95% 95% 92%(100% w/c 1 Aug 09)w/c 15 09)September 28% 18% 19% 24%Page 93

2.8. Bookings are strong for the July and August school holidays,particularly at Sutton on Sea, but even in July and August at Queen’sPark in Mablethorpe, occupancy peaks at 67%. At all other times,occupancy rates struggle to break 20%, except for school holidays.Schools have worked hard to reduce term-time absences and thesefigures may reflect their success in this.2.9. In 2007 a benchmarking exercise showed that our hire fees were lowerthan elsewhere. Therefore in 2008, the complicated pricing structurewas simplified to a standard charge throughout the season and thehigher than inflation increase applied generated more income, but theoccupancy rate was slightly lower.2.10. To further stimulate occupancy levels, prices were frozen at 2008/09levels in 2009/10 and in 2010/11 and, responding to customerrequests, a half-day let was introduced. A promotions campaign wasrun with posters distributed across the District and beyond. The JollyFisherman went “on the road” to venues within 60 minutes drive-timeto promote all Coastal activities, making appearances at theLincolnshire Show, Nottingham’s Riviera beach and the RotaryConference in Bridlington. The chalets have had regional and nationalpublicity linked to the Bathing Beauties and the annual Festival.2.11. Freezing the prices and doing more promotions, with more peoplecoming to the coast on “staycations”, seems to have increasedoccupancy rates in 2009/10, with a small drop back in 2010/11.Bookings for 2011/12 are currently as expected for Mablethorpe, but alittle lower than expected for Sutton on Sea. In the last 2 years, therehave been some cancelled bookings with hirers often citing redundancyas the reason. The 2007 user survey and knowledge of current usersshows that the majority of hirers are “regulars” who have had a chaletfor 20-30 years. The increasing age of these customers may be a factorin any reduction in occupancy levels.2.12. This may indicate that, whilst there is a core of loyal users, overallthere is a dwindling market for the chalets. However, the high level ofenquiries about the Bathing Beauties (most of which did not becomebookings), and renewed interest nationally in beach chalets, mayindicate a market for better quality chalets. The 2007 user survey alsosuggested this might be the case. In these circumstances, there isample scope for new private investment in the foreshore.3.0. SUBJECT INFORMATION AND ISSUES/FACTS AND FIGURES3.1. The average annual expenditure per chalet in 2007 was £622.073.2. The average annual expenditure per chalet in 2008 was £494.683.3. The average annual expenditure per chalet in 2009 was £xxPage 94

Responsive Maintenance: Chalets current let by HAE ServiceCCCodeCC Name 2007/08 (Apr-Mar)2008/09 (Apr-Mar)Chalets 1-295313Chalets 1-18532853292009/10 (Apr-Mar)Central Prom Sutton £17,386.01 £5,931.65 £7,521.53Central Prom Mab £1,404.33 £7,791.68 £1,166.83Chalets 78-134 Queen’sPark Mab £2,636.47 £21,167.23 £7,473.99Total £21,426.81 £34,890.56 £16,162.353.4. The biggest cost each year is for responsive maintenance, which variesaccording to the amount of exterior painting required. A significantamount is spent each year repairing vandal damage. Unfortunately, in2009, the level of vandal damage in the early season seems to haveincreased following TV publicity of the chalets opening:Vandal DamageCost Cost Centre NameCentre53135328532953272007/08 (Apr-Mar)2008/09 (Apr-Mar)2009/10 (Apr-Mar)Chalets 1-29Central Prom Sutton £1,407.82 £2,201.81 £2,449.91Chalets 1-18Central Prom Mab £550.00 £340.25 £0.00Chalets 78-134 Queen’sPark Mab £2,449.52 £3,052.05 £1,130.00Beach Chalets 31-45Nth Prom Mab £459.26 £739.80 £71.39£4,866.60 £6,109.53 £3,651.303.5. In 2007 and 2008, the opening season was extended from 17 to 19weeks, but this resulted in increased running costs with no significantincrease in occupancy levels. Given the low demand outside of schoolholidays, and as the chalets are emptied and boarded up during theclosed season, and with staff hired only for the season, it would bevery costly to open the chalets outside the existing season, for examplefor the school Easter holidays. Equally ad hoc opening, for exampleduring a spell of good weather, would be very costly. Opening earlier orlater could also increase instances of theft and/or vandalism if thefootfall in the area is lower than in the main season.3.6. For the 2011 summer season, prices have been increased slightly tocover the cost of the national rise in VAT, with hires now costing£20.50 per day, £66.65 per week and £948.00 for the whole season.3.7. The income and running costs other than repairs, shown below, includeseasonal staff and cleaning materials, and are scrutinised regularly toidentify potential efficiencies.Page 95

Other Running Costs 2007/08 2008/09 2009/10(Apr-Mar) (Apr-Mar) (Apr-Mar)IncomeHire Charge 36,757 43,137 50,972ExpenditureEmployee Related Expenditure (Seasonal) 16,160 18,064 13,976Employee Related Expenditure (Salaried) 8,689 8,866 9,014Marketing & Promotions (includes printing) 162 310 501Equipment & Supplies 1,302 776 1,986Premises Related Expenditure 10,154 10,783 12,745Internal recharges (other departments) 9,767 16,694 25,476Total 46,234 55,493 63,697Net Cost excluding maintenance 9,477 12,356 12,7253.8 To better understand the long-term costs for the service, a conditionsurvey was undertaken by Technical Services. In brief, this shows that:3.8.1 Chalets 78-134 located at Queen’s Park, Mablethorpe are in agenerally average to poor condition, with chalets 78-120 in the ‘U’shape above the paddling pool area the most popular but also in theworst condition, followed by numbers 120-134, the least used andmost vandalised, most of which need extensive work to the doorthresholds, frames and ply panels at the rear. Planned maintenancework identified for financial years 2011/12 and 2012/12 includes:removal of asbestos heat pads, extensive door frame and wood panelwork, pre-paint repairs, external painting, electrical safety test, drainand gully work, slab and paved area work and various other repairs,totalling £62,400. The following 3 years’ costs would be in the region of£40,595.It is proposed that 33 chalets are demolished, with up to 18 of those inthe ‘U’ shape being rebuilt and sold. This area is the most popular as itoverlooks the paddling pool in Queen’s Park. This would be a pilotproject which, if successful, could be followed further phases of work.The 15 chalets not being replaced are those currently most vulnerableto vandal damage. These were not let in 2009 or 2010 due to theirpoor overall condition. There is sufficient capacity between Queen’sPark and Central Promenade to accommodate existing demand and,should demand increase in the future, more chalets could be built toreplace the 15 that are lost, subject to funds being available.3.8.2 Chalets located at Central Promenade, Sutton on Sea are in agenerally average to poor condition. Planned maintenance workidentified for financial years 2011/12 and 2012/13 includes: externalpainting, replace plywood decking, electrical safety test, drain and gullywork and various other repairs, totalling £27,000. The following 3year’s costs would be around £22,400.Page 96

As this site has the best occupancy rates, it is proposed that this ismaintained for the present, prioritising the Queen’s Park Mablethorpedevelopment, but that options for demolishing the existing Sutton onSea chalets are explored, as a possible second phase of development,once the outcome of the Queen’s Park phase is known.3.8.3 Chalets 1-16 located at Central Promenade, Mablethorpe are inreasonable overall condition and require little maintenance. Plannedmaintenance work identified for financial years 2011/12 and 2012/13includes: removal of asbestos heat pads, electrical safety test andmiscellaneous repairs, totalling £13,080. The following 3 years costswould be in the region of £5,770.It is proposed that these chalets be market tested to see if a leasearrangement can be agreed for these to be let privately, as is theposition with those on North Promenade, Mablethorpe. This would befor a fixed period, potentially for the 2011 season onwards, for 10years, with no option for the lessee to sell the chalets during that time.3.8.4 Chalets 16-17 on the North Promenade at Mablethorpe arecurrently used for storage. Planned maintenance work identified forfinancial years 2011/12 and 2012/13 will cost around £1,070 with £990required in the following 3 years and it is proposed that this work iscarried out.3.8.5 Chalets 18-32 on the North Promenade at Mablethorpe have beenleased to a private operator, but as they have tendered the lease, thisis currently being re-let by Property Services. Planned maintenancework identified for financial years 2011/12 and 2012/13 are estimatedat £17,340, with work in the following 3 years of £6,615. The Council’srepairing obligations currently exceed the rental income byapproximately £400 per annum.3.8.6 Chalets 33-45 at North Promenade, Mablethorpe were closedafter the 2001/02 Best Value Review. They do attract vandal damagebut cannot be demolished as they retain the dune to their rear.3.7 To complete all of the planned maintenance work identified in Year 1 andYear 2 (2011/12 and 2012/13) totals £120,890.3.8 To complete the works required in the following 3 years (2013/14 to2015/16) totals £76,370.3.9 This totals expenditure of £197,260 but will only bring the chalets back toa basic standard, without giving any improvement.3.10 As set out at 3.10.1 above, officers anticipate that demolishing 33 chaletsat Mablethorpe, repairing bases as necessary and building 18 new chaletswould deliver better quality provision (potentially taking account ofPage 97

environmental considerations). The new chalets would be designed astraditional beach huts (possible options are shown at Appendix D), similarto the existing stock. Planning Officers at ELDC do not anticipate anyproblems regarding planning permission. Buyers would be able to choosefrom an agreed colour palette to personalise their hut.3.11 To build all 18 new chalets requires an initial capital outlay of £90K, whichhas been incorporated into the revised capital programme. Each unitwould cost around £5K, with a one-off premium of £13K per unit,generating a return to the Council of £8K per unit. The capital receiptfrom sales would be around £234K, assuming that all 18 are built andsold. Assuming that the original investment returns to the capitalprogramme, this leaves £144K, subject to sales, a proportion of whichcould fund further phases of work.3.12 The new chalets would be available to purchase on a 15-year lease, withan initial premium being paid, in addition to a nominal rent at a rate of £1per year. The lease would be excluded from the Landlord and Tenant Act,preventing the lessee having an automatic right to renew the lease. Allrepairing and insurance responsibilities would lie with the purchaser.3.15 The new huts would be advertised throughout the 2011 summer seasonto advance sales. Provided that there was sufficient interest frompotential buyers (eg at least 6 of 18 units having secured buyers) by 1September 2011, the project would progress in blocks (eg 6 at a time) or,with full sales, in its entirety. Mablethorpe and Sutton Town Council hasrequested that any development does not happen piecemeal (AppendixE). By progressing in blocks as proposed, this will protect the financialinterests of the District Council, without detriment to the foreshorelandscape. If however, only one or two units had been secured by 1September review date, the project could either be put on hold andadvertised further or aborted completely.3.16 To allow time for appropriate consultation, design and planningapplications, no work would start on site before 1 October 2011, with thenew chalets being open for the 2012 season. Depending on the design,there is potential for the chalets to be built in sections, with theseconstructed off-site, which could speed up installation on site, minimisingdisruption in the area.Task Start CompletionDesign / permissions 19 April 2011 15 September 2011Advertising for sale 15 July 2011 Review 1 September2011 & ongoingPage 98

If at least 6 chalets have secured purchasers by 1 September 2011:Demolition / making good 1 October 2011 1 January 2012Construction on site 1 January 2012 31 March 20123.17 Further phases of development could follow if the pilot was successful. Ifall 106 units were redeveloped over 3-5 years, this would establish allCouncil-let chalets on the same footing, ie as long-term lets, managed byProperty Services. This would take away the need for ELDC to advertise,repair, clean and let the chalets, reducing the annual revenue runningcosts, set out at Section 3 above. However, it would also mean that therewere fewer daily or weekly lets, should all new or refurbished chalets besold. This can be reviewed once the first redevelopment is completed.4 SUPPLEMENTARY FACTS4.1 Chalets 33-45, the “Jellicoe” beach huts at the far end of the NorthPromenade in Mablethorpe, are not in use due to their very poor condition.These were the subject of a funding proposal put forward by LincolnshireCounty Council (LCC) for SeaChange Wave 3 funds. This programme wassubsequently shut down, but ELDC officers understand that LCC hasemployed Arts NK to explore ways to deliver the project. These chaletscannot be demolished as they physically form part of the retaining wall ofthe sand dunes and are integral to the sea defences.4.2 The Bathing Beauties chalets were available for hire in 2009 for the firsttime. There were many enquiries, as a result of national publicity, but onlyone booking. The main barrier for hirers was the lack of electricity, waterand windows.4.3 The Bathing Beauties chalets resulted from a design competition to reimaginethe beach hut. The competition succeeded in drawing worldwideattention to Mablethorpe and the East Coast. The concepts, developed bynational and international artists, designers and architects, were presentedas 2D sketches and 3D models which became a national touring exhibition.The project inspired the development of the annual Festival of BathingBeauties, which has now secured 3 year’s funding to keep the momentumof the initial project.4.4 The Bathing Beauties huts, although iconic as public art, have suffered inthe coastal climate. The original project budget only included constructioncosts, not those for ongoing repairs and maintenance. Where repairs andadaptations have been needed, ELDC has carried these out and has paidfor these. With the exception of Jabba, the Bathing Beauties are now asweather-proof as possible. Details are as follows:Page 99

4.4.1 ‘Jabba the Hut’, located in the dunes near Seaview car park, hasshifted on its base and is no longer structurally sound. The timber issodden and mould has developed inside. This cannot be treated asthe structure cannot be made watertight as the layers have parted,creating gaps which allow water in. Technical Services colleagueshave discussed the options to rectify this with the designers but thisis no longer being actively pursued as practical solutions have notbeen found. Jabba has also been vandalised on a number ofoccasions.4.4.2 ‘Camera Obscura’, ‘Come Up and See Me’ and ‘Halcyon’ wereoverhauled ahead of the 2009 season and ‘Halcyon’ was let for 1week, but a full refund had to be given as it leaked. Halcyon’soriginal roof covering has since been overlaid with acrylic sheet,capped with new timber bargeboards and ridge to prevent anyfurther deterioration of the structure. Vandalised glass tiles on theexterior of ‘Come Up and See Me’ have been replaced withmatching materials.4.4.3 ‘Eyes Wide Shut’ has been strengthened and stabilised with a newfoundation and supporting structure but the original door remainstoo heavy to be operated by potential hirers.4.5 Members are asked to note that the Bathing Beauties chalets are notcurrently available for hire but alternative options for their futuremanagement are being actively pursued. In the meantime, funding foraround £5K is being sought for interpretation boards to explain theirhistory and promote these as public art installations.5 COUNCILLOR COMMENTS – If no comments are received from oneor more of the Ward Members consulted state which Councillor(s)did not respond5.1 Councillor Edginton confirmed at his July and November 2009 portfoliomeetings that the proposals to demolish, rebuild and sell some chaletsshould be explored, whilst others are market tested to be leased. Heattended informal meetings with partners in June 2010 and receivedviews from a formal meeting of Mablethorpe and Sutton Town CouncilAmenities Committee in January 2011, agreeing this final report at hisportfolio meeting on 27 January 2011.5.2 This approach was outlined at Councillor Davie’s July 2009 Portfoliomeeting and he was supportive of the approach suggested.5.3 Councillor Grist, Portfolio Holder for Culture, Leisure and Environment hasalso expressed support for the proposals.5.4 Informal discussions with District Council ward Councillors forMablethorpe and Sutton on Sea were held on 8 October 2009.Page 100

5.4.1 Councillor Gooding felt there had been a lack of investment inthe chalets since 1974. He said he did not want to see anyreduction in the number of chalets, but would like to see newchalets built between the RNLI station and café, where there hadbeen chalets previously.5.4.2 Councillor Shields was happy with proposals regardingredevelopment but asked if Sutton on Sea should be prioritised ifthe chalets are in the poorest condition.5.4.3 Councillor Andrews was happy with the proposals forredevelopment.5.4.4 Councillors Poskitt and Mrs Burnett were sent a briefing noteprovided for the meeting and invited to send in comments.Councillor Howard attended the Town Councillors meeting.5.5 These members also received this report in January 2011 and theircomments are set out below:5.5.1 Councillor Gooding reiterated his view (5.4.1) that new chaletsshould be built between the RNLA station and café, before anywork was undertaken to Queen’s Park chalets. He also suggestedthat when any demolition was undertaken, this should be instages, rather than all at once.5.5.2 Councillor Poskitt asked that the new chalets should beadvertised for sale as soon as possible after an Executive Boarddecision on this paper, along with confirmation that the existingchalets are still open for business this summer. She askedwhether chalet owners would be allowed to sub-let these andwhether the lease would encourage owners to behave withconsideration to neighbouring chalet owners. She also soughtclarification that overnight stays would still be prohibited.5.5.3 Councillor Irene Burnett stated that she had some mixed feelingsabout these proposals but, having been to look at the chalets,appreciated the need to take action. She agreed that theseneeded to be demolished and the site made good, withreplacements to follow if needed and when the financial positioncould sustain this.5.5.4 Councillor Tony Howard commented that as Jabba hasestablished itself as a logo for Bathing Beauties and beach hutsin general, and has gained both national and internationaladvertising, it would be a shame if that were now lost. He felt itunlikely that the same would happen to the statue of Jolly inSkegness if it had deteriorated. He expressed concern that theBathing Beauties were constructed without being weatherproofPage 101

or connected to basic utilities. Councillor Howard also said thathe understands that at least one of the huts due for demolition isclassed as suitable for the disabled and that this should bereplaced or if possible, all made suitable for such use.5.5.5 Although the main proposal is for Mablethorpe, CouncillorsShields and Andrews also received the draft for comment.5.6 Officers had informal discussions with Mablethorpe and Sutton on SeaTown Councillors on 8 October 2009, noting the following comments:5.6.1 Councillor Parkhurst was concerned that a freeze in fees mightresult in a sudden rise at some point in the future.5.6.2 There was a query about having high and low season charges.This used to be the case before the structure was simplified. Itwas suggested this might apply in future on sites and at timeswhere occupancy was consistently high and the chalets thereforeattracted a premium.5.6.3 Councillor Daw queried what was meant by “making good” a sitewhere chalets were demolished, but not replaced. She wonderedwhether these spaces could be developed to add to the area, egwith play equipment.5.6.4 Councillors asked that any income from selling new chaletswould be ring-fenced for investment in the remaining stock.5.6.5 Councillors queried whether selling the chalets would be the bestoption. They were keen that the there should remain sufficientchalets available for daily and weekly hirers.5.6.6 Officers were asked to identify how many bases are currently insitu with no chalet on them and what condition they are in.(Officers identified 1 on Bohemia Parade and 2 on SouthPromenade Sutton-on-Sea, but these cannot be used currently).5.6.7 Officers were asked to consider whether there could be a single,or a cluster, of traditional beach huts, close to the BathingBeauties to maximise their use in advertising the service.5.6.8 Officers were asked to attend a meeting of the Town Council forformal discussion, prior to a decision being made at ELDC’sExecutive Board. (17 January 2011: see 5.7 below).5.7 The Mablethorpe and Sutton Town Council Amenities Committee wereformally asked to comment on the proposal at its meeting on 17 January2011. All Members agreed that the investment was welcome as theexisting chalets are looking tired and attract adverse comment. TherePage 102

was concern that if sold “off plan” and sales were low, only a limitednumber of new chalets might be built, leaving gaps. Clarification wasgiven that this report recommends that all 18 new chalets are built in thisphase, but that this is subject to guaranteed sales of 6 huts by 1September 2011 and may therefore be phased in blocks of 6 at a time.The previous request (5.6.4 above) to ring-fence income from sales forfurther re-development was repeated. There was also a strong view thatlease agreements should be rigorously enforced to ensure that the newchalets are well maintained, especially in this prominent location. TheCommittee asked to see the plans for the new chalets and to be kept upto date with developments as the project moves forward.5.8 A draft of this report went to Mablethorpe and Sutton Town Council’s FullCouncil meeting on 14 February 2011. A letter of response is attached atAppendix E, indicating that they would not like to see piecemealdevelopment taking place and would wish to be involved in agreeing adesign for the chalets. A formal response to this letter was sent.5.9 Representatives of Neighbourhood Management were present at themeetings on 8 October 2009. Their main concern was that additionalCCTV should be installed to prevent damage and reduce costs. They citedexamples of vandalism to existing chalets, although those quoted are inprivate ownership and not part of the Council’s stock considered by thisreport. Officers indicated that this would increase running costs for boththe District and Town Councils, but that costs could be sought.5.10 Discussion has taken place previously with Mablethorpe Tourism Forumand Mablethorpe and Sutton Chamber of Trade. During these meetings,concerns were raised about the poor condition of the chalets betweenQueen’s Park Mablethorpe and Sutton on Sea. Property Servicescolleagues have been made aware of the concerns. However, many ofthese are no longer controlled by ELDC.6 DISCUSSION / CONSIDERATION – ISSUES / CONCLUSION –including reasons for recommendation(s)6.1 Overall, the chalets provide a valued service to their customers, but costa considerable amount to run. The stock is ageing and, despite someincrease in occupancy rates, costs will continue to rise. This proposaloffers the opportunity to test a longer-term, more commercial approachto resolving these issues, which is also hoped to stimulate further privateinvestment in the foreshore.7 OTHER OPTIONS FOR CONSIDERATION (drawn from previoussections)7.1 Members may wish to market test the whole stock, cease the wholeservice, or continue the service without doing the redevelopment works.Page 103

8 PERFORMANCE MONITORINGSubject Deadline Responsible Officer8.1 Discussion with partners 8 Oct 09 S Neal / Cllr Edginton8.2 Second report to MT 19 Oct 09 S Neal8.3 Second report to Portfolio 18 Feb 10 S Neal / Cllr Edginton8.4 Further Report to MT 4 May 10 S Neal8.5 Capital Programme Agreed 15 Dec 108.6 Discussion with Town Council 17 Jan 11 S Neal8.7 Final report to Portfolio 27 Jan 11 S Neal / Cllr Edginton8.8 Report to Executive Briefing 3 Mar 11 S Neal / Cllr Edginton8.9 Report to Executive Briefing 22 Mar 118.10 Report to Executive Board 19 April 11 S Neal / Cllr Edginton8.11 Review of sales 1 Sept 11 S Neal / Cllr Edginton8.12 Potential start on site 1 Oct 11 G Sargeant9 RISK ASSESSMENT9.1 Works identified in the condition survey, needed to meet Health andSafety, DDA and other requirements were carried out to allow thosechalets to open for the 2009 season. (S Neal)9.2 If ownership of any chalets is to be transferred to others, the Council willneed to prevent neglect and to protect visual impact as these are veryprominent locations. (G Sargeant)9.3 A robust communications campaign will ensure that residents and visitorsunderstand this project as a positive development for the area which willsecure a better quality facility. The Town Council and other stakeholderswill be kept informed as the project progresses. (J Gilbert).9.4 Similarly, to maximise sales of the new chalets, a strong and very visualcampaign is needed on site which is updated regularly. (G Sargeant)10 . FINANCIAL CONSIDERATIONS/IMPLICATIONS10.1 These are detailed in the body of the report. In summary, maintenanceworks to the value of £223K are required to the chalets over the next 5years. This only keeps the stock at a basic level.Page 104

10.2 The capital cost of developing and selling 18 new chalets is estimated at£90K. The potential income is estimated at £234K, generating a revenuereceipt with full sales of £144K.10.3 The Council’s financial position, the ambition of its capital programme andthe current economic climate are all considerations in determiningwhether the options set out above are viable and/or contributesignificantly to achieving the Ambitions set out in the Corporate Strategy.10.4 This approach aims to establish the chalets service on a more commercialfooting, stimulating further private investment in chalets and the widerforeshore.11 . LEGAL CONSIDERATIONS/IMPLICATIONS11.1 A full investigation of the legal position will be required as part of any redevelopment,including seeking planning permission.12 . INCLUDE IF APPROPRIATE AND ONLY BRIEF EXPLANATION OFISSUE12.1 Environmental issues – chalets on the North Promenade form part ofthe sea defences. Demolition would require replacement with somethingto protect the defences and this would require Environment Agencyinvolvement. The current level of graffiti is damaging the visual impactand options to prevent this are being explored. (S Neal)12.2 Human Resources - None12.3 Section 17 - None12.4 FOI/Human Rights/Data Protection - None12.5 Equality and Diversity – some DDA amendments were required for thechalets to meet requirements. (R Frost).13 HOW DO THE ACTIONS/RECOMMENDATIONS CONTAINED IN THISREPORT DELIVER OUR COMMUNITY AND CORPORATE STRATEGIES?13.1 The Community Plan has ambitions around Coastal Regeneration. Thechalets are a component of the traditional seaside offer, which supportsthe economic vitality of the area.13.2 The Corporate Strategy 2007-12 has ambitions around economicprosperity. The chalets are a component of the traditional seaside offer,which contributes to the economic vitality of the area. Our ambition ofnurturing and developing our distinct and vibrant communities issupported by this scheme. The revised Corporate Strategy 2011-13identifies similar aims around economic prosperity and special places.Page 105

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Consultation ReportBeach Chalets 2007Prepared by the Performance and Consultation Team 17/10/07Page 111

TABLE OF CONTENTSItemPage No.Introduction 1Conclusion 1Recommendations 1Response Rate 1Data Analysis 2 - 5AppendicesAppendix ‘A’ – Questionnaire used 6 - 7Appendix ‘B’ – Base data 8 - 9Appendix ‘C’ – Comments made 10 - 23Appendix ‘D’ – Stakeholder feedback monitoring form 240Page 112

1.0 INTRODUCTION1.1 This report outlines the results of the consultation exercise undertaken during the2007 Summer Season with hirers of the Council’s Beach Chalets at Mablethorpeand Sutton-on-Sea.1.2 The aim of the exercise was to assess user satisfaction with the currentarrangements and canvass thoughts upon improvement.1.3 A copy of the questionnaire is attached at Appendix ‘A’ to this document2.0 CONCLUSION2.1 Respondents appeared to highly value the provision of chalets and recorded highsatisfaction levels. However, there were issues raised with cleanliness of chaletsand apparent changes to the booking system.3.0 RECOMMENDATIONS3.1 It is recommended that:Feedback from this exercise be used to inform future service delivery;The results of this consultation exercise be shared with staff at the earliestopportunityThat the results of this consultation exercise are fedback to stakeholders withinthree months of the issue of this report (please refer to Appendix ‘D’ to thisreport)4.0 RESPONSE RATE4.1 A total of 284 completed forms were received by the closing date whichrepresented a response rate of almost 37%. Over half the forms (55%) related tobookings at the chalets on Central Promenade , Mablethorpe with the remainderbeing split equally between the Queens Park and Sutton-On-Sea sites.1Page 113

5.0 DATA ANALYSIS(Base data obtained from this exercise is attached at Appendix ‘B’)(Please note that respondents are classed as those answering a question and thepercentages of respondents given are calculated excluding from the base those who didnot answer that particular question).Where percentages are rounded to whole numbers the total for a particular questionmay be 99% or 101%5.1 HIRER PROFILE5.1.1 Overall, the majority of respondents made one booking per year, this wasparticularly evident for weekly bookings with 77% of respondents being in thiscategory.5.1.2 Overall, the majority of respondents (54%) made their booking in person with39% booking by telephone.5.1.3 If an internet booking system were available almost 51% overall intimated thatthey would use it.5.1.4 Overall, 96% of respondents were likely to be hiring a chalet in 2008.5.1.5 Overall 96% of respondents considered that the Council should be responsible forproviding the chalets for hire and 38% would not visit the area if they were notavailable.5.2 PUBLICITY AND PROMOTION5.2.1 Respondents were asked to identify how they found out that chalets wereavailable for hire, response were as follows:Other 47%Word of mouth 28%Tourist Information Centre 20%Holiday Guide 8%Advertising Poster 5%Internet 1%Newspaper Advert 0%5.2.2 The main ‘other’ responses were from people who had previously hired chaletsover many years.5.3 BOOKING SYSTEM AND KEY COLLECTION5.3.1 Overall, 72% found the booking system ‘very easy’ and ranged from 77% forQueens Park site hirers to 65% for Sutton-on-Sea hirers.2Page 114

5.3.2 For those respondents who were dissatisfied with the booking system a fewexamples are shown below:“We have to book at the beginning of January so that we get the right chalet inAugust, and we used to be able to book in Mablethorpe but now it's Skegness”“When we asked about booking for the next year, we are told to ring in January ata specified date. We struggle to get through on the telephone and nearly alwaysare told that all the chalets are booked. The seasonal letting of chalets worksagainst non-Mablethorpe residents and day trippers!”“Sending a cheque. I would like to use a card”“Took us an hour to find the office - moved from the Dunes and badly/notsignposted”“The system is annoying! I would prefer to be able to book a chalet for more thanone week with at least one WHOLE weekend. At present we can only book extradays at the last minute although there are nearly always spaces available. Staff onthe ground are helpful, the system isn't”5.3.3 Feedback in respect of the staff involved with bookings and key collection waspositive with only one respondent considering staff difficult, unhelpful orunapproachable.5.4 VALUE FOR MONEY AND OVERALL SATISFACTION5.4.1 Overall, a quarter of respondents considered the chalets ‘Excellent Value’ half‘Good Value’ and a quarter ‘Fair’ or ‘Poor Value’. Example comments from thoseconsidering them ‘Poor Value’ are shown below:“£60 for a week + £28 for a week car parking. No concessions when it rained andwater came under the west door. When warm could not use because of flies.”“As chalets get older the price increases without any change or improvement. Thechalets have paid for themselves many times over, but this is not reflected in thecondition.”“Far too expensive - daily and weekly, but at the same time, handy andconvenient.”5.4.2 Overall, almost 97% of respondents were either ‘Very’ or ‘Fairly Satisfied’ with theservice provided, the only dissatisfaction being registered in respect of theQueen’s Park site for which example comments are shown below:“Every year the chalet gets more dilapidated. This year lots of water all over thefloor, glass in the gutter and the step fascia, full of nails, came off in the hands ofan 18 month-old. The locker was unusable as full of water and loads of cobwebsand spiders.”“The chalet was very neglected internally. Spiders and cobwebs were everywhereand the chalet had not been cleaned for some time. I was distressed, as I hadbrought people for the first time.”3Page 115

“Not clean enough and very dull and unwelcoming. Spiders and large cobwebseverywhere. We had a thorough clean ourselves”“The back window was very badly cracked and the back door would not shut.However, on reporting this to the chalet office, I was given another chalet nextdoor, which was OK, so I thought I was treated very well.”5.5 SUGGESTIONS FOR IMPROVEMENT5.5.1 Respondents were asked to convey any thoughts they had as to how the servicescould be improved, feedback could be generally categorised as follows: Toilet facilities (Sutton-on-sea) Cleanliness Maintenance Equipment provided / not provided Booking system5.5.2 Example comments are shown below for each site:Mablethorpe Central promenade“I have tried pre-booking over the phone and even offered to pay on credit card,but they won't accept the booking. I have to book once I have arrived. I do notlike this system”“I have written to ask for a ramp to be in place as we have difficulty in getting ourwheelchair up. The Council at Skegness said they would look into this. Still noramp. We have to go round the amusement park and struggle past the cafe,hence we have chalet no.1 so as not to disturb other people This is our 40th yearof coming here.”“1) Coat hooks please - currently situated over worktop, therefore of littlepractical use. 2) Space to place all 4 chairs on the rear balcony, when the sunmoves around. OR a wider doorway. 3) We feel much could be gained byextending the season. At least until the end of September. Perhaps even to thechildren's mid-term break in October, even if the hours were shorter. This wouldbe of great benefit to families.”Mablethorpe Queen’s Park“I have always booked by phone until this year, when I was told this was notpossible. I had to take the chance of getting 2 chalets together on the day. Iwould still like to be able to book by phone or Internet as we are a very busyfamily and are not able to book too far in advance due to other commitments”“We found the deck chairs old fashioned and unsafe. One of our party movedposition slightly and the chair collapsed. It could have been nasty, but fortunatelythey were alright. Couldn't you put a piece of wood which twists over the grooveto make them a little safer? Apart from this mishap we really enjoyed the use ofthe chalet.”4Page 116

“If you updated the kitchens and made sure that the keys were available whenbooking on arrival, that would be good. We had to wait for our chalet to becleaned and had to have the keys off the cleaners (very friendly). Also it would begood if we could have reserved a chalet - if they had all gone, having traveledfrom Leicester, it might have been a waste of a day”Sutton-on-Sea“A toilet block on the chalet level would be a great advantage. We found it difficultwith having disabled people with us.”“Please could we have a chalet turned into a toilet - as we get older we need thetoilet more often and find going up and down the steps hard going. If youprovided toilets on this level there could be a key just for the chalet users. Also, itwould be good if you could provide sit-up chairs - we old folk can't get out of deckchairs.”“The toilets to be nearer for my small children, but other than that we have hadan excellent week with the family. Many thanks.”5Page 117

APPENDIX ‘A’Beach Chalet Users Survey 2007As a beach chalet user your views upon how we can improve the service are important to us. Wewould therefore be pleased if you could spare a few minutes to answer the questions below and returnthe form to us in the pre-paid envelope provided by no later than Tuesday 18th September 2007.1 At which location do you usually hire your beach chalet? (Please tick ONE only)Central Promenade............ Queens Park ..................... Sutton on Sea...................2 How many times per year do you usually hire a chalet?Once Twice More than TwiceDaily HiringWeekly Hiring3 How do you usually book your chalet? (Please tick ONE only)In Person ......................... By Post ............................ By Telephone....................4 Would you use an Internet booking system if available?Yes...............................No................................5 How easy do you find the chalet booking form and system of booking?Very Easy............ Fairly Easy .......... Fairly Difficult ...... Very Difficult .......6 If 'Fairly or Very Difficult', please explain why?7 When booking your chalet and collecting your keys, how did you find the staff? (Please tickall that apply)Helpful................ Flexible............... Knowledgeable .... Efficient ..............Difficult............... Unhelpful ............ Unapproachable ...8 How did you find out that the chalets were available for hire?Tourist Information Centre............................ Holiday Guide..............................................Internet...................................................... Newspaper Advert .......................................Advertising Poster........................................ Word of Mouth ............................................Other .........................................................Please specify 'Other'6Page 118

9 How would you rate the 'value for money' of the hiring fees?Excellent Value .... Good Value.......... Fair Value............ Poor Value...........10 If 'Poor Value', please explain why?11 Overall how satisfied were you with the chalet you hired?Very Satisfied ...... Fairly Satisfied..... Fairly Dissatisfied. Very Dissatisfied ..12 If 'Very or Fairly Dissatisfied', please explain why?13 Do you think that you will be booking a chalet again next season (2008)?Yes...............................No................................14 If 'No', please explain why?15 Who do you think should be responsible for providing these beach chalets?The Council....................... A Private Company ............ Other...............................Please specify 'Other'16 If there were no beach chalets to hire, would you still visit the area?Yes...............................No................................17 If you would like to make any suggestions on how the provision of beach chalets could beimproved, please do so in the box below.Data collected from this consultation exercise will only be used for the purpose of service improvementand will be processed in accordance with relevant legislation, in particular the Data Protection Act1998. If you have any queries with the questionnaire, please contact the Council's Performance andConsultation Team on (01507) 329557 or by e-mail to policy&performance@e-lindsey.gov.uk7Page 119

APPENDIX ‘B’Beach Chalet Users Survey 2007As a beach chalet user your views upon how we can improve the service are important to us. Wewould therefore be pleased if you could spare a few minutes to answer the questions below and returnthe form to us in the pre-paid envelope provided by no later than Tuesday 18th September 2007.1 At which location do you usually hire your beach chalet? (Please tick ONE only)Central Promenade............ 22.2% Queens Park ..................... 55.6% Sutton on Sea................... 22.2%2 How many times per year do you usually hire a chalet?OnceTwice More than TwiceDaily Hiring 44.1% 36.6% 19.3%Weekly Hiring 76.9% 18.8% 4.4%3 How do you usually book your chalet? (Please tick ONE only)In Person ......................... 53.9% By Post ............................ 6.7% By Telephone.................... 39.3%4 Would you use an Internet booking system if available?Yes............................... 50.6% No................................ 49.4%5 How easy do you find the chalet booking form and system of booking?Very Easy............ 71.5% Fairly Easy .......... 23.1% Fairly Difficult ...... 4.3% Very Difficult ....... 1.1%6 If 'Fairly or Very Difficult', please explain why?100.0%7 When booking your chalet and collecting your keys, how did you find the staff? (Please tickall that apply)Helpful................ 88.0% Flexible............... 26.5% Knowledgeable .... 36.0% Efficient .............. 60.1%Difficult............... 0.0% Unhelpful ............ 0.0% Unapproachable... 0.4%8 How did you find out that the chalets were available for hire?Tourist Information Centre............................ 20.1% Holiday Guide.............................................. 8.1%Internet...................................................... 1.1% Newspaper Advert ....................................... 0.0%Advertising Poster........................................ 5.3% Word of Mouth ............................................ 27.9%Other ......................................................... 46.6%Please specify 'Other' 100.0%8Page 120

9 How would you rate the 'value for money' of the hiring fees?Excellent Value .... 24.5% Good Value.......... 49.8% Fair Value............ 23.1% Poor Value........... 2.5%10 If 'Poor Value', please explain why?100.0%11 Overall how satisfied were you with the chalet you hired?Very Satisfied ...... 60.3% Fairly Satisfied..... 36.5% Fairly Dissatisfied. 2.2% Very Dissatisfied .. 1.1%12 If 'Very or Fairly Dissatisfied', please explain why?100.0%13 Do you think that you will be booking a chalet again next season (2008)?Yes............................... 96.3% No................................ 3.7%14 If 'No', please explain why?100.0%15 Who do you think should be responsible for providing these beach chalets?The Council....................... 95.9% A Private Company ............ 1.5% Other............................... 2.6%Please specify 'Other' 100.0%16 If there were no beach chalets to hire, would you still visit the area?Yes............................... 62.5% No................................ 37.5%17 If you would like to make any suggestions on how the provision of beach chalets could beimproved, please do so in the box below.100.0%Data collected from this consultation exercise will only be used for the purpose of service improvementand will be processed in accordance with relevant legislation, in particular the Data Protection Act1998. If you have any queries with the questionnaire, please contact the Council's Performance andConsultation Team on (01507) 329557 or by e-mail to policy&performance@e-lindsey.gov.uk9Page 121

APPENDIX ‘C’Central Promenade Beach Chalet Users CommentsQ6 – If 'Fairly or Very Difficult', please explain why?2 nd October 200742: Wanted to book before coming but were unable to do so.125: When we asked about booking for the next year, we are told to ring in January ata specified date. We struggle to get through on the telephone and nearly alwaysare told that all the chalets are booked. The seasonal letting of chalets worksagainst non-Mablethorpe residents and day trippers!157: We never receive a booking form any more. It is often quite difficult to getthrough by phone until later in the day, and the chalets we prefer for our 2-weekstay are often booked or we have to change chalets half way through our holiday!205: Sending a cheque. I would like to use a card.Q8 – How did you find out that the chalets were available for hire? (Other)12: Using them for 40 years16: You send me a letter every year.18: By walking past and asking someone25: Have been hiring them for a number of years41: Asked in person59: Had one for the last 46 years.69: Had one for 40 years.94: Came as a child with parents and now come with my family.99: Been coming for years, used to be sent reminders, but now phone at beginning ofJanuary.119: We saw details at the booking office while on holiday in Mablethorpe125: have been holidaying at Mablethorpe for 45 years and have always known aboutthe chalets.126: Been coming for 52 years.157: We have been using chalets for the past 35 years without a break158: Have used the chalets many times160: We are locals and have always known164: Knew from earlier years and knowledge of living in Louth196: I've been coming to Mablethorpe since I was a child and the family has alwayshad one.198: Relatives already had a chalet and they booked it for us.222: Have been having a beach chalet for over 50 years228: Gran had them 45 years ago.229: 45 years ago255: Saw the office on Central Prom256: Walking past and seeing the booking office.261: Long term memory269: Been using them for 30 years273: Previous visits10Page 122

Q10 – If 'Poor Value', please explain why?243: Far too expensive - daily and weekly, but at the same time, handy andconvenient.Q14 – If 'No', please explain why?11: Only if the price comes downQ17 – If you would like to make any suggestions on how the provision of beach chaletscould be improved, please do so in the box below.11: Chalets are good when you have children. Too dear for OAP.12: They require painting inside.15: I have tried pre-booking over the phone and even offered to pay on credit card,but they won't accept the booking. I have to book once I have arrived. I do notlike this system.16: I hired a chalet from Monday to Thursday but was charged for the whole week. Iknow you have to make money but as an OAP it is a lot of money. I suggest a feeof £10 a day if your book like this would be a lot better. Also, the access to thechalets for disabled people - a lot of disabled cannot climb the stairs so a rampnow and again along the length of the chalets would be a lot better.17: A small cooking ring could be provided for food.18: Q12 - I was not happy because my 5yr old daughter stood on a rusty drawing pin.The First Aider sorted her foot out but I will be writing to complain.41: Q12 - No cutlery - tea spoons42: Accept daily bookings in advance.49: When out of English school holiday season if price was not so high perhaps therewould be a bigger uptake, resulting in higher revenue to help maintain thechalets.59: Please leave the chalets alone at Mablethorpe. The chalets bring people together.They come back year after year to meet their seaside friends. Some come downfrom Scotland just to see their friends and they have many friends. Q15 - Privateno good. If not broke don't mend it. Stick with it.69: Regular customers that come year after year should get priority or able to bookfor the following year before they leave Mablethorpe73: Free up the three or four that are used for other things i.e. the Beach Team, deckchairs etc.81: I have written to ask for a ramp to be in place as we have difficulty in getting ourwheelchair up. The Council at Skegness said they would look into this. Still noramp. We have to go round the amusement park and struggle past the cafe,hence we have chalet no.1 so as not to disturb other people This is our 40th yearof coming here.86: Would come if no chalets but would miss it very much if couldn't book it.94: As a family man, over the years our family has used your chalets and we miss thegas ring for warming babies bottles, boiling eggs etc. As a family base for ourholidays, we need some method of feeding the children when they want it. Q12 -Most years in late season we get a plaque of harvest flies, ladybirds etc andbecause the roof space does not get cleaned the spiders and cobwebs accumulateand cause concern.95: I would like to be able to book a chalet over the phone, even if I had to pay with adebit card.96: Should be made available from Easter.11Page 123

120: As a first time user for the chalet, I was very pleased with the helpfulness of thestaff and pleased with the overall condition of everything. I will use one again nextyear.123: Internet booking and an availability chart would be a distinct advantage.124: Perhaps a light for darker evenings?125: Provide more of them (there certainly used to be). Keep prices reasonable -remember it's about providing a service to attract visitors and not a means ofsolely raising council revenues!126: The chalets are becoming expensive. You have very little outlay and lowmaintenance. From mid July to early September prices should not increase.132: Please keep in Council hands for public use - a vital public amenity.142: Don't let a private company run the chalets157: As regular visitors for the same 2 weeks every year, it would be more helpful if wecould book the chalet we want when we leave, paying a deposit, and the rest ofthe fee on January 2nd.158: We would be unable to bring disabled people in holiday without a chalet as a base.On Sat, 4th August at 4.40pm we were unable to collect the keys as no-one wasin the office. The times for collection should be clearly documented on informationleaflets that tell you where to collect the keys. This is an admin rather than staffproblem.159: Extra deckchairs160: The things we found was not good was the state of the toilets. It would also help ifthere were some showers available.164: A 'fridge to store milk and other food essentials in. Even if we have to pay that bitextra for its use.196: Level the floors as there are chunks out of the floor. Perhaps a light. Too small foranything else.213: Provision of cutlery. Plates, cups and kettle provided but no cutlery.221: Clearer signage to where the chalets are booked. Q12 - Not enough crockery touse in the last chalet we hired and not tea spoons.223: It would make an improvement if there was a water heater to wash pots up andwash children's hands and feet after playing in the sand.228: More cups and spoons. Cleaner toilets.242: Could improve toilet blocks, which seem to be poorly lit.253: Excellent for everything except when we were having a meal - no cutlery, butotherwise it was great. Had a great day. Mrs Fish.256: Just some cleansing hand soap and paper towels availability (wall mounted toprevent theft). Central Promenade chalets could do with some ramp access forthe disabled.257: The status quo will do us fine.261: 1) Coat hooks please - currently situated over worktop, therefore of little practicaluse. 2) Space to place all 4 chairs on the rear balcony, when the sun movesaround. OR a wider doorway. 3) We feel much could be gained by extending theseason. At least until the end of September. Perhaps even to the children's midtermbreak in October, even if the hours were shorter. This would be of greatbenefit to families.269: Too dear for OAP's (comment made at q9 conflicting with choices) Reduce theprice, they only cost £9.00 per week when we first hired them and since thenhave gone up 49%271: Needed cleaning (comment made at q10- contrary to answer chosen at q9)273: The beach chalets are the best in the country. Mablethorpe beach chalets makeMablethorpe stand out, they are 100% for Mablethorpe12Page 124

Mablethorpe Queens Park Beach Chalet UsersCommentsQ6 – If 'Fairly or Very Difficult', please explain why?2 nd October 200710: Took us an hour to find the office - moved from the Dunes and badly/notsignposted21: Went to the foreshore chalet and a gentleman filled in the form.31: We had arranged a month ago to come to Queens Park for a day with somefriends who had never been. We eventually found the telephone number to phoneup and book a chalet for the day, only to be told we couldn't do that. It wouldhave been easier if we could have booked and paid before the day.65: Would like to secure booking by phone or Internet as opposed to calling in officein the day or before.74: Rang telephone no. on booking form rec'd (we had a chalet for 2 weeks last year)but had to phone 3 times before getting anyone to pick up during the day. Wantedto pay on phone (I'm sure I did last year) but had to phone Skegness for this. Noanswer on Friday in day. Got through next Tues.84: The system is annoying! I would prefer to be able to book a chalet for more thanone week with at least one WHOLE weekend. At present we can only book extradays at the last minute although there are nearly always spaces available. Staff onthe ground are helpful, the system isn't206: I was unable to book by phone, as the day was a treat for others I was anxiousthat all the beach huts would have been hired. In the event they were hardly usedso lots of choice.232: Because the booking office is at Skegness276: As a user of public transport I would like to know that I’m hiring a chalet beforetraveling - it affects the sorts of things that I need to take to Mablethorpe. Thechalets can all be booked for weekly users although it doesn't look as if they areall made readyQ8 – How did you find out that the chalets were available for hire?4: Used in previous years, although difficult this time as TIC number not available.6: Local10: Already knew21: Personal knowledge26: Always had a chalet with parents when a child.27: Been coming since we were kids29: Regular annual visitor30: Used as a child. Knew they were there.32: We have been using the chalets for at least 40 years and have always been wellsatisfied.35: As a support group we have had a beach chalet for the last 14 years.44: We have been booking chalets at Mablethorpe for almost 60 years, and myparents long before that.45: I live here.46: We've been coming to Mablethorpe for 30 years and spent many happy holidaysusing the beach chalets.13Page 125

50: Always had a chalet when we come54: I have been hiring a chalet for over 35 yrs - with my children and now mygrandchildren.55: Previous use in 70's and 80's childhood holidays66: Have holidays here.67: Have been using them for many years so usually just check that they are availableagain.74: Used chalet as a family for over 55 years.75: Saw notice on promenade - asked at cafe.77: Only hired once but know about them from visiting Mablethorpe previously.84: Previous renter90: Been visiting for the past 40 years97: Have been holidaying in Mablethorpe for many years and have hired chalets loadsof times.102: Seen them and used before.103: We live in the area106: Regular user107: Regular user.112: We always have one - for many years113: Long term Mablethorpe visitor.122: Live locally128: Had chalet for over 50 years135: From hiring for many years as holiday makers137: Been hiring for years141: We book every year143: Live in Mablethorpe144: We have hired chalets for years149: Used them with grandparents when a child150: We have been coming for many years152: Through the Council. It was not very easy to find on the Internet162: Just saw they were there for hire whilst on the beach 2 years ago165: Been coming for 63 years and always had one.168: Been coming to Mablethorpe for over 50 years and had a chalet since early 1950s.169: Local knowledge170: Walked past the office on the Promenade171: Have been visiting Mablethorpe for many years and have had chalets at the Park.173: ELDC have been booking a chalet since 2000174: Have visited Mablethorpe annually since before these chalets were built - since1931.178: Day trip - 45 years ago179: Through family. We've been hiring chalets for over 50 years at various locations.184: Have known from my youth185: By walking past the information chalet189: Been coming to Mablethorpe for 48 years plus part of family live aroundMablethorpe.201: Have had a beach hut for many years.202: Live locally and used for 2 years203: As a child, our family always hired a beach chalet.206: We have seen them when visiting.211: Self discovery215: Have hired them for years but had to visit TIC as system has changed since thelast time I booked.14Page 126

217: They have just always been available in the last 40 years when required by myfamily.220: We saw them when we visited Mablethorpe226: Saw them and thought they would be suitable for us. Told they were available tohire at the cafe.232: Because we have had one for the past 35 years244: Have been using for several years.245: Regular user.252: Asked the owner of the place where we stayed.258: Asked at the hire shop264: We have hired them over several years266: family holidays272: Hired one previously278: By visiting for holidays since 1948279: Have been having a chalet for last 30 years282: went and asked284: Been using them for the past 50 yearsQ10 – If 'Poor Value', please explain why?44: £60 for a week + £28 for a week car parking. No concessions when it rained andwater came under the west door. When warm could not use because of flies.113: As chalets get older the price increases without any change or improvement. Thechalets have paid for themselves many times over, but this is not reflected in thecondition.162: Not clean enough and very dull and unwelcoming.245: The chalets are dirty, especially storage box and open drain. Wooden workingsurface is filthy.279: Had same two weeks last year - paid lessQ12 – If 'Very or Fairly Dissatisfied', please explain why?26: Poor state of repair43: No 86 was very dirty. Cobwebs all over - full of spiders and earwigs.44: The reasons above (Q10) should speak for themselves. After 60 years + ofholidaying at Mablethorpe, it's time to call it a day. Too much greed and avarice -that's why the place is empty!84: Every year the chalet gets more dilapidated. This year lots of water all over thefloor, glass in the gutter and the step fascia, full of nails, came off in the hands ofan 18 month-old. The locker was unusable as full of water and loads of cobwebsand spiders.113: The chalet was very neglected internally. Spiders and cobwebs were everywhereand the chalet had not been cleaned for some time. I was distressed, as I hadbrought people for the first time.162: Not clean enough and very dull and unwelcoming. Spiders and large cobwebseverywhere. We had a thorough clean ourselves.172: Cupboard missing. No drawer. Tap not working well. Double doors and drawersyears ago were much better.216: The back window was very badly cracked and the back door would not shut.However, on reporting this to the chalet office, I was given another chalet nextdoor, which was OK, so I thought I was treated very well.245: The chalets are dirty, especially storage box and open drain. Wooden workingsurface is filthy.15Page 127

Q14 – If 'No', please explain why?32: We are both well over 80, we have to wait till someone else goes and takes uswith them.44: Since WW11 I have seen many, many changes, none to the benefit of holidaymakers who love the old place.68: Occasional visitor to the area170: We probably won't holiday in Mablethorpe next year as we like to try differentparts of the UK. If the facility were at other beaches we would do it again.185: Unsure where we will be taking our holidays is 2008226: Because my sister and I brought our Mum away for a few days break and I live inMiddlesex.252: Because we won't be coming any more - too old and walking is not so easy now.258: Would not book for a week again as could only use for 2 days due to bad weather.Q15 - Who do you think should be responsible for providing these beach chalets?28: Whoever looks after them best31: Whoever would give value for money and well-maintained chalets!44: Someone who cares about the place and are not there to rip people off!101: The Council and private companies should work together.112: No thoughts on this, as long as they are there!168: As long as chalets are well maintained and clean and reasonably priced, it doesn'tmatter who is.284: Don't mind as long as they are well maintained.Q17 – If you would like to make any suggestions on how the provision of beach chaletscould be improved, please do so in the box below.2: Q12 - Covered in sand inside.6: To have cutlery supplied, especially teaspoons.10: Make it easy for folks to find the booking office. Spending an hour looking is nofun, and the locals didn't know either!14: Please make sure you get the people to clean the dog muck up after them.27: While we were there, quite a lot of people asked us how much it cost to hire themfor the day. If the hourly hire was a bit cheaper we think more people would hirethem when visiting for the day. e.g. £10 per day.29: I would visit the area but would be totally lost without my beach chalet.30: I think the booking office should be clearly signposted since moving from theDunes.31: These chalets are a feature of Mablethorpe/Sutton.35: We have disabled children so a beach chalet is the first thing we look at when wevisit an area. Please keep up the good work.43: Keep them cleaner and don't keep putting up the cost each year.44: I won't be coming any more. Read this form, take notice of what is said and actaccordingly before you become a ghost town completely.50: Q16 - But would miss them a lot if not there. Deckchairs are not comfortable andcan be dangerous. Would be nice to have folding chairs. Thank you.53: Could be cleaner54: I have always booked by phone until this year, when I was told this was notpossible. I had to take the chance of getting 2 chalets together on the day. I16Page 128

would still like to be able to book by phone or Internet as we are a very busyfamily and are not able to book too far in advance due to other commitments.55: Unable to book ahead, even out of the busy period65: This is an excellent service for families - babies to pensioners. Not manyamenities for all age ranges.67: Q10 - However, no table in Chalet 105 this year. Q16 - Yes, but sadly.68: Could something be done to prevent rain water form seeping under the doors andlie in pools on the floor? It was quite difficult to store things during the day, andno facility for 'mopping up', just a broom.72: To be able to pay by credit card.74: Should have plastic drain cover enclosing drain - unhygienic, as most peopleprepare food there and the drain is below the work surface. Last year ours had adistinct smell of toilet usage and we spent a lot of Domestos etc. Some peopletoo lazy to visit toilets. More waste bins required on Prom - one near us is alwaysfull, although I know it was emptied daily.75: Cloths for wiping down the draining board would have been useful, as would basiccutlery (although I brought my own - does it get nicked?). Chalet proved a greatsuccess on a mixed-weather day!76: To be able to book on-line or over the telephone for daily bookings. We come as agroup and knowing if we have a couple of chalets before we arrive would be anadvantage.78: Extra toilet facilities79: Please advertise the prices.80: Wish it was open a little later as would like to stay into September this year.83: Improved in cleanliness to previous years. Very nice!84: General repairs and clean up needed. If the chalets were the same standard asthe beautifully renovated paddling pool area, it would be wonderful. The staff dotheir best but it must be disheartening for them.85: Cleaning spot on. Could do with modernising a bit. Pots etc clean and necessary.87: Cutlery would be useful. Spotless apart form spiders and flies, but understandcannot help that - cannot blame the cleaners for that.88: Provide hanging hooks both inside and outside. Q12 - Not enough hooks insideand no bins at all.90: No issue with system/service.97: It wouldn't be as enjoyable of there were no chalets and we had nowhere to sit,make lunch, chat and enjoy.98: Please revert to the crockery for 6 people. We always bring additional mugs etc incase of visitors. Also, it would be an idea if additional deckchairs could be hired forchalet use (on a weekly basis). The metal work on the porches on the QueensParade chalets could do with some work.101: Cover up the exposed drain, as it gets smelly. The space outside the chalet by thepullover at Queens Park should be designated to tem only. It was aggravatingwhen mobility scooters were using it to bypass pedestrians using the promenade.103: The deckchairs are not suitable for all e.g. disabled and elderly have problemsgetting up, that's if they manage to sit in one in the first place!105: None - good value for money - nice and clean.106: Provision of tea plates would be helpful. There are only the larger plates provided.107: A wider range of plate sizes would be better.108: I think the interior needs painting in light colors. Door catches need to berenewed and kept oiled. I found the chalet was excellent value but it could havedone with a bit of TLC.109: The drainpipe/hole covered with a door (or boxed in) but removable for anynecessary maintenance would be more pleasing to the eye I think. In our chalet17Page 129

(QP114) the burn hole over the sink could be covered with a notice or postermaybe. Screws protruding from the door frame (poolside) caught our clothing.112: We have had chalets for 40 years - please don't take them away! They areperfect. Keep up the good work!113: Make the booking office more accessible, where visiting cars (day trippers) canpark and book 'freely', then find and pay at the car park nearest to the chalet. Ihad to park twice (illegally) before finding the booking office.114: Could do with some cutlery, but equipment OK - clean pots. Furniture needsmodernising a bit, or tables painted in the Queens Park chalets. Q5 - Difficultgetting someone in the office at Mablethorpe - easy on the day calling in.121: They are so convenient when you have children.122: Do not hand over to a private company! I dread to think what prices anddifficulties there would be if handed over to a private company! This system issimple and works extremely well.129: When hiring a chalet for a week, being able to purchase a weekly parking ticketwould be useful.130: We found the deck chairs old fashioned and unsafe. One of our party movedposition slightly and the chair collapsed. It could have been nasty, but fortunatelythey were alright. Couldn't you put a piece of wood which twists over the grooveto make them a little safer? Apart from this mishap we really enjoyed the use ofthe chalet.137: Please keep the beach huts143: There is no cutlery available as there used to be, but as I know now I can supplymy own. Strangers cannot.147: Excellent value. Had a great day.152: If you updated the kitchens and made sure that the keys were available whenbooking on arrival, that would be good. We had to wait for our chalet to becleaned and had to have the keys off the cleaners (very friendly). Also it would begood if we could have reserved a chalet - if they had all gone, having traveledfrom Leicester, it might have been a waste of a day.153: Have extended awnings to increase the porch area on days when the weather isnot so good.162: Regularly thoroughly cleaned, not just a 3 minute one each, as we observed. Q13- We have got to hire one next season, as have got children.165: A dustpan would be helpful as you only provide a brush and we can't get all therubbish out of the chalet.166:168: Provision is adequate but need maintaining regularly so they don't fall intodisrepair and become eyesores. To attract more customers, notices could be putnear the chalets saying about how to hire them, as when we sit down outside ourwe are often asked the question. Would really like railings and the mesh fenceremoved as it spoils our view, but suppose Health & Safety wouldn't allow that!172: Make sure there's no dog mess around. We need more water pressure. Chaletrailings need attention - rusty and dangerous. Toilets near the paddling pool needto be cleaner - are dirty and smell. We need more dustbins on the Promenade.173: In front of No 100 were empty weed-filled containers this year. Why? A lack offlowers all around this year. Why? Rates keep going up - I pay them!174: Regular maintenance and a programmed replacement of fittings.179: A small dustpan would be useful to make it easier to sweep chalets out.185: Some basic cleaning utensils would have been useful i.e. cleaning cloths anddetergent.187: Locks could be better maintained. A little oil to help the bolts slide easier would behelpful.18Page 130

188: A makeover inside would make it look nicer.189: Better doors and locks for security. A bit more comfy/modern outdoor seating.Maintenance - water coming in through bottom of chalets and little ledges of doorways; wheelchair and child-friendly railings at bottom of flagged front of chalet atQueens Park - people on bikes and old people using scooters coming passed whenthey have a large Prom at the front, which is dangerous when small childrenaround and rather annoying when you are sat out on chairs at front. It's more theelderly with the damn scooters that are worse. Thanks.190: Internet booking would be an advantage, also catering for families of 6 not 4.193: As both door steps are high, a dustpan would be useful as it is difficult to sweepout the dirt with just a brush.200: It would be helpful to be able to book a chalet over the phone for just one day.201: Some form of heating for cold weather.203: We couldn't make a day booking over the phone and was told to just turn up asthere was plenty of availability. Everything was fine, but would have felt happierhaving a definite booking. Q12 - Location very good. Good base for the day. Niceto have running water in the chalet.204: I thought when we had a chalet previously there were knives, forks and spoons,but we only found a dirty plastic spoon. Otherwise it was fine. Thank you.206: Would be nice to book by phone even for 1 day. This completed survey probablydoesn't help very much as it was a first time experience for us. However, it willdefinitely be a regular feature in our lives from now. We had a wonderful,wonderful day. Great facility. Thank you.211: A small coin-box type fridge (pay-as-you-go)214: Weekly bookings should be day/day, not just Saturday to Saturday. Not every onetakes their weekly holidays from Sat. to Sat. I take mine Monday to Monday.Weekly rate is reasonable. Daily rate is very expensive.216: I live in Lincoln and I think buses from Lincoln to Mablethorpe are very poor. I'msure a better bus service would bring more Lincoln people to Mablethorpe, whichI'm sure would bring more daily chalet bookings.217: The provision of a wind breaker.219: I think the Internet booking system would be very useful for payment, chaletavailability and selection. The chalet makes a good base for family activities and isvery much appreciated.226: A small fold-up table to play cards on or put drinks on.230: Windows that open and close properly would be a good idea. A dustpan andbrush. A small fridge would be fantastic, especially when really hot. It doesn'thave to be brilliant just something to keep food and drink cool. They don't have tobe switched on all year round. The chalets need repairing, especially round thebase where to wood is rotten. A coat of brightly colored paint inside would be a lotbetter than dark varnish. Finally, we found great difficulty in finding a WC openafter 8pm, which proved awkward, as 1 of our party was heavily pregnant.231: There are not many bins along the sea front. Previously our chalet had a shelf, alarge wall cupboard and a drawer - all were missing in this year's chalet. Thetoilets need to be regularly checked.232: Better deck chairs. Also, someone checking tenants who are rowdy.244: Would like to be able to book on line, as we come for the beach not the town oramusement. At the height of the season it's quite a gamble to come on spec!245: Would like to see a formica working surface instead of a filthy germ-laden woodenone.251: Information printed on the receipt as to the exact times for return of chalet keys.Also, information re: the hire of chalets for one day only or part of a week.19Page 131

252: Make sure the bolts are checked before renting out. Our chalet (no. 82) wasbroken into and the bottom bolt was not secure.264: Provide spoons266: I found it easier to deal with the Tourist Information Centre in Mablethorpe asthey had a secure letterbox for returning keys. We left early and I felt the box atthe foreshore office was not as secure268: Once found where to book on seafront by person was ok Nice place butnowhere to go if didn't have chalet to hire in Mablethorpe - lovely view, pleasantpeople, helpful staff in the office and the cleaners did their jobs.275: Could extend the late summer period276: A dust pan would be helpful. The season is much shorter that it used to be whichis regrettable. No Sunday bus service has reduced our opportunities to get toMablethorpe for chalet use. Services to Louth too limited. Weekly hire begins toolate on Saturday for users or public transport. There should be a number ofchalets always reserved for daily hire. Public toilets should state opening timesthat are adhered to with later opening in long daylight. Q10 - Prices 'off-peak'have risen significantly279: More people would hire the chalets in September if the prices were lower281: A bit tired/worn. For the elderly/infirm deckchairs a bit low, better with patio stylechairs and folding table would be very useful283: We prefer them being Council run and can only praise highly the staff who areinvolved in the booking, cleaning and maintenance of the chalets.284: Dustpan (After this week central heating)Sutton on Sea Beach Chalet Users Survey 2007Q6 – If 'Fairly or Very Difficult', please explain why?2 nd October 2007156: We have to book at the beginning of January so that we get the right chalet inAugust, and we used to be able to book in Mablethorpe but now it's Skegness.225: We suggest, pay the full amount on booking and if not turned up by 10.00am thenyou re-let, as we traveled from away with our 90 yr old mother (birthday treat)we didn't know for sure whether we'd get one.Q8 – How did you find out that the chalets were available for hire?3: I have known that the chalets have been for hire for many, many years9: Previous hires22: We have used these chalets for the last 30 or so years24: Being using them for years33: ELDC - although they were not fully informed, did give me the number.34: Used to come in the 1950s!38: By chance52: Saw chalet booking office on the promenade.57: On regular trips to Sutton on Sea58: From living in the area62: Been coming for 40 years63: We have used the system for many years20Page 132

115: And previous experience.117: Used before134: We have been coming to Sutton on Sea for over 44 years and have always usedthe chalets.151: Live locally155: I've known for over 50 years156: We have been booking a chalet for over 20 years181: Mum has been coming for 73 years (on and off) and saw the first ones being built.207: Using them for years208: Regular visitor to Sutton on Sea for 59 years209: Site office open and we went in and asked (Sutton on Sea).210: Mother first used them when she was a child.224: When walking at Sutton on Sea and seeing the booking chalet.225: Seeing them237: Used to hire as a child246: Many years of use and hiring in previous years.247: Went to booking office on beach front.248: Hired for 8 years250: Known/used for many years262: past experience263: called in to book on day of arrival, penultimate week of season so never anydifficultyQ17 – If you would like to make any suggestions on how the provision of beach chaletscould be improved, please do so in the box below.3: To be able to book day hire in advance by telephone.9: The chalet was clean and tidy and perfectly suitable for it's purpose.19: A toilet block on the chalet level would be a great advantage. We found it difficultwith having disabled people with us.22: A small fold-away table would be handy. We love the Sutton on Sea chalets - weare on the 3rd generation of our family taking holidays here and we hope manymore will follow.24: Silly material to use for football area at rear of chalets (metal) - the noise! Woodat rear of the goal would be OK! Fabric of huts needs checking - You are nearlyfalling through with some of the floors.33: Q12 - The chalet could have been cleaner, but I appreciate the difficulty given thesand and windy conditions. Q15 - The chalets are a public facility in the sameway as the toilet and paddling pool. Q16 - If no chalets I would only come onreally warm days for a short time and probably not until the babies were older.The chalet ensured we could come whatever the weather so we were able to planahead. Q6 - It took me some time to find the phone number and also to ring whensomeone was there.34: At the beginning of the season (23rd-30th June) we expected the chalet to bevery clean, with bolts oiled and locks turning smoothly and were ratherdisappointed. However, Mavis was very efficient and sorted out the hanging cableand moved us to a chalet without a dangling cable! The gentleman whom we sawin the office was also very friendly. Q10 - Disappointed that we had no directorchairs. It seems quite dangerous in such a confined space to still have the oldfashioned deck chairs, with H & S so prominent these days. During a shower ofrain and with young children around, we feared trapped fingers. Q11 - Chalet notvery clean on arrival and no dustpan available so couldn't sweep it out ourselves.38: Q16 - More likely to visit when there are beach chalets.21Page 133

39: I would like to re-emphasize the point of placing showers just off the beach. Yourhave a water supply at the chalets and drainage nearby, so why not? Please,please, please ban dogs from the beach - owners allow them to do their businessknowing that the tide will wash it away. DISGUSTING.40: A little longer season opening. I would like to say the chalet was very clean.48: The overall standard of the beach huts was excellent, but there was a floorboardon No. 6 chalet that needs seeing to.61: Q9 - Value is excellent for weekly hire but only fair value for daily hire.62: Q9 - The hiring fees are a bit pricey. Put double doors on front and back again.63: Possibly to release some of the empty spaces for private development - newchalets NOT commercial development. Q12 - the notices on the electricity supplywere quite faded and not easy to follow if you had no prior experience.104: We tend to come at short notice and Sutton is always full through the summer. Asmall number available on the day would be a good idea.115: Q12 - there were two chipped beakers.117: There is a fairly steep concrete step in front of most of the chalets. It is dangerousfor small children. I have two grandchildren aged 2yrs and 3yrs. It should bealtered. Also, smaller mesh around the rear veranda. Health & Safety should beparamount.134: A dust pan and hand brush for the chalet. Coat hooks would be handy. Make surethe small windows open for fresh air.151: Chalets at Central Prom are not as good as Sutton or Queens Park.155: Q10 - A toilet for the chalet folk on the top would be very much appreciated and Iwouldn't mind paying a small amount to hire a key. Q6 - We have to book on the2nd or 3rd Jan in order to book the chalet we would like. Very difficult to getthrough though the ladies are very helpful when I do. Also, I understand thedoors were altered to close inwards but would be possible to alter these as it limitsthe seating space? Also, would it be possible to have a dustpan to brush the sandonto?156: Q12 - Please could we have a chalet turned into a toilet - as we get older we needthe toilet more often and find going up and down the steps hard going. If youprovided toilets on this level there could be a key just for the chalet users. Also, itwould be good if you could provide sit-up chairs - we old folk can't get out of deckchairs.161: Disabled access at Sutton on Sea was excellent. Disabled access at Mablethorpewas very poor. The chalet condition was also poor at Mablethorpe.181: Get Internet booking available, with the option of selecting a particular numberchalet. Booking for the season to commence on a given date, as shown on theInternet.182: The use of a beach chalet is essential for a family holiday - the freedom andflexibility it provides gives peace of mind and a base whatever the weather. It is inkeeping with the character of Sutton on Sea, but we also think the 21st C beachhut competition is a master stroke!192: Would be helpful if chalets could be booked on line.207: Book on line and be able to choose a chalet number.209: For the Council to own more because there are never enough to rent in the privatesector.224: More hooks for hanging towels or clothes.225: A piece of mesh should be placed along the bottom of the veranda about 1 meter.I had an item roll off my knee and falling to the ground below. It was glass andcould have injured pedestrians passing by.237: We had a great time - just great.22Page 134

240: More cups - only had 4. Dustpan and brush. Small bin. Repair works carried out- our bottom windowpane was boarded up, which was OK but it should be doneproperly.241: I think they should be opened until the very end of September as people stillholiday and come on day trips, as I often have.246: Provide a small dustpan as well as the brush so you can sweep and collect up thesand trailed in every day. Dry the locker space under the bench seat so it can beused to store dry beach wear and sports equipment.247: The toilets to be nearer for my small children, but other than that we have had anexcellent week with the family. Many thanks.248: I feel regular, annual hirers should be given a preference booking day over thegeneral public. If you are busy/away on the first booking day you can easily missout on your chosen weeks in the summer/school holidays.250: Use an answer phone for out of hours.259: As your town cater for the elderly and disabled quite well it would be a great helpto us to have some toilets on the same level as the chalet, even if only for thedisabled with a key.260: By providing a toilet on the Prom, in view of my advancing years.262: half-day hire would be nice, we often take half a day to get here!263: Double doors front and back, the way they used to be (maximise on space)Dustpan and brush in every chalet. Q15 - Private companies usually means 'moreexpensive’, could be a public/private partnership274: I would love information on any chalets that are available on a lease or topurchase: Mrs McKelvey 58 Brigsley Road Waltham N.E. Lincolnshire DN37 0LA(copy passed to A. Stocks and Estates and Valuation 17/9/07)280: Toilet facilities inadequate although well kept. Available toilet facilities not easy forelderly or disabled people due to steps down from the promenade23Page 135

Monitoring of feedback to stakeholdersAPPENDIX ‘D’Included within the Council’s Communications Strategy is a requirement to demonstratethat we have updated relevant stakeholder groups post consultation and we would bepleased if you could provide an update of the action taken with regard to thisconsultation exercise by completing and returning the section below within three monthsof the date of this report.Assistance with reporting key messages and actions to stakeholders is available from theCouncil’s Consultation Team – if you wish them to arrange the feedback, pleasecomplete the relevant sections of the form below-----------------------------------------------------------------------------------------------Consultation Title Beach Chalets 2007|Date Report Issued17 th October||||Responsible Officer Foreshore ManagerWho do you wish to perform feedback ? Service ManagerWhich of the following methods have you used / would like used?Notice at venue Local media WebsiteConsultation Team||East Lindsey MessengerOther (please specify)Letter to consultee||Date of feedback (if performed by service)Comments|||||||24Page 136

APPENDIX CEast Lindsey District CouncilPrioritising Capital ProjectsPROJECT PRIORITISATION SCORE CARDPROJECT TITLE: Beach Chalet RedevelopmentTOTAL SCORE: 28 CAPITAL BUDGET (ELDC): £90,000Stage 1: Initial Prioritisation (Score maximum of two categories).Category Criteria Points ExplanationA There is a mandatory legal requirement to 12provide the service or asset that enablesthe service to be provided and thatobligation cannot be met in any other way.B There is a demonstrable priority need to 12replace the asset/service in an essentiallylike for like basis (save for improvementsin technology) as the existing asset is atthe end of it’s useful life.C There is an expectation by the government 10that the council should undertake aparticular course of action although it maynot be currently statutory and there is alikelihood of some form of sanction beingapplied against the council if thatexpectation is not met.D This is an “Invest to Save” project with at 10least an outline Business case detailing theinvestment and return opportunitiesassociated with the project.E Project meets objective(s) in one of theCouncil’s approved strategy documents8 ED Strategy – DiversifyTourist Product(other than the Corporate Strategy).F Matched funding is available of at least 850% of the projects costs.G Funding is required to supplement a S106 6agreement and that funding must be metin the year in question.H Project meets service plan objective(s) orhas previously been approved to be putforward as a bid by Members.4Stage 2: Criteria for adding/deducting additional points (add 2 points for each Aim added to).Category Aims for the District/Aims for the Council Points ExplanationI 1. Raise aspirations, learning and skills2. Grow businesses and attract investment3. Improve and develop the tourist2experience4. Clear distinct identity for all ourcommunities5. More active community participation indecision making6. Harmonious, safe and inclusivecommunities7. Access to public services for all8. Flexible housing to meet communityaspirationsPage 137

JKLM9. Reduce health inequalities10. Broader participation in sports, artsand leisure11. Reducing impact of financial inequality12. Develop and promote our customerfirst programme13. Use technology to improve our servicefor customers14. Listen and learn from our customers15. Manage resources in anenvironmentally sound manner16. Have an open culture based on ethicalstandards17. Promote good practice on equality andgovernance18. Achieve value for money 219. Implement flexible and genericworking20. Share service delivery with partners21. Performance focused leadership22. To be an employer of choiceImprovement beyond essential2requirement to existing service (i.e. to astandard beyond that necessary to replaceexisting asset no longer usable) wherethere is a proven need and demonstrablebenefit. This includes recommendationsfollowing Audit Commission inspectionsand invest to save decisionsThe project is considered necessary for thehealth and safety of the general publicand/or council employees and has beenidentified as suchProjects that enhance the relationship withthe Council’s partners and in so doingachieve Council Aims and Ambitions1. Projects result in a reduction in therevenue budget from date of completion(after any payment to reserves). (Add 2points per £10,000 per annum)2. Projects result in increased net revenuecosts (deduct 2 points per £10,000)3. Project results in net capital receipt forthe Council (2 points per £100,000 net)2 Town Council/TourismForum1 R&M savings1 Net capital receipt£144kTOTAL POINTS SCORED (STAGE 1&2) 28Panel Moderation 16/09/2010Page 138

APPENDIX DEast Coast Beach HutsA typical image of east coast beachhuts reflecting traditional style whilstaddressing present day issues ofmaintenance and the potential forvandalism.Page 139

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Agenda Item 9EAST LINDSEY DISTRICT COUNCIL REPORTCOMMITTEE:EXECUTIVE BOARDDATE: 19 TH APRIL 2011SUBJECT:PORTFOLIO HOLDERWard(s) affected:PERFORMANCE FRAMEWORK APRIL 2010 TOFEBRUARY 2011COUNCILLOR MRS DOREEN STEPHENSONN/ABrief description of report content and the decision being asked for:Summary:This report considers performance against the Council’s PerformanceFramework for the period 1 st April 2010 to 28 th February 2011.Recommendations:That Executive Baord note the performance report and consider any furtheraction in respect of over or under-performance.REASON:To achieve published performance objectives.This report has been prepared by:Richard Garbutt - Tel: 01507 329557e-mail: richard.garbutt@e-lindsey.gov.ukThis report was prepared after consultation with:N/A – Monitoring reportThis report is number 10 in a series of 10.This report has been signed off by:Assistant DirectorThe following policies form a context to this report:N/AThis report is not a key decision included in the Forward Plan.Page 143

LIST OF BACKGROUND PAPERS AS REQUIRED BY LAW(papers relied on to write the report but which are not published and do notcontain exempt information)1. N/AOTHER HELPFUL PAPERS(papers which the report author considers might be helpful – this might includepublished material)1. Corporate Strategy / Delivery Plan 2010-11Local Government (Access to Information Act) 1985Is the report Exempt – NoPlease contact the person who has written this report if you wantmore information about this report or the background papers.1.0. INTRODUCTION1.1. The appendices to this report provide both summary and detailedinformation of cumulative performance for the Performance Frameworkand Corporate Improvement Programme.1.2. Appendix ‘A’ provides a summary overview whilst Appendix ‘B’ providesa detailed breakdown over Corporate Strategy Ambitions.2.0. BACKGROUND2.1. The Council’s Performance Framework provides for monthly reportingof performance data against key corporate performance indicators andprojects within the Corporate Improvement Programme. Progressagainst actions contained in the annual Delivery Plan is reportedquarterly.3.0. SUBJECT INFORMATION AND ISSUES/FACTS AND FIGURES3.1. National and Local Performance Indicators3.2. The report details current and prior year performance (where relevant)for the suite of national and local indicators to be monitored byExecutive Board.Page 144

3.3. Corporate Improvement Programme3.4. Updates are given under each ambition for those projects identified formonthly reporting to Executive Board.4.0. SUPPLEMENTARY FACTS4.1. None5.0. COUNCILLOR COMMENTS – If no comments are received fromone or more of the Ward Members consulted state whichCouncillor(s) did not respond5.1. N/A6.0. DISCUSSION / CONSIDERATION – ISSUES / CONCLUSION –including reasons for recommendation(s)6.1. The Council’s Officer Management Team meets monthly to formallyconsider key corporate performance and this is supplemented bymonthly reports to Executive Briefing plus individual Portfolio briefings.7.0. OTHER OPTIONS FOR CONSIDERATION (drawn from previoussections)7.1. None8.0. PERFORMANCE MONITORING8.1. N/ASubject Deadline Responsible Officer9.0. RISK ASSESSMENT9.1. No risks from this report alone but failure to address underperformancemay have corporate implications.10.0. FINANCIAL CONSIDERATIONS/IMPLICATIONS. PLEASE ALSOINCLUDE NAME OF OFFICER RESPONDING10.1. No risks from this report alone but failure to address underperformancemay have financial implications.11.0. LEGAL CONSIDERATIONS/IMPLICATIONS. PLEASE ALSOINCLUDE NAME OF OFFICER RESPONDING11.1. None from this report alone.Page 145

12.0. INCLUDE IF APPROPRIATE AND ONLY BRIEF EXPLANATION OFISSUE. PLEASE ALSO INCLUDE NAME OF OFFICER RESPONDING12.1. Environmental issues - None from this report alone.12.2. Human Resources - None from this report alone.12.3. Section 17 - None from this report alone.12.4. FOI/Human Rights/Data Protection - None from this report alone.12.5. Equality and Diversity - None from this report alone.13.0. HOW DO THE ACTIONS/RECOMMENDATIONS CONTAINED INTHIS REPORT DELIVER OUR COMMUNITY AND CORPORATESTRATEGIES?13.1. The achievement of performance targets and other actions will deliverthe Corporate Strategy.Page 146

Appendix ‘A’Performance Management Framework and CorporateImprovement Programme Report for Executive BoardPage 1471 st April 2010 to 28 th February 2011Report By: Performance and Consultation Team

CORPORATE SCORECARD (Key Indicators as determined by Management Team\Areas ofconcern)Page 148Summary descriptionTo Trend Summary description TodatedateOur Customers Our OperationsNI 15 Serious violent crime per 1,000 population ☹ ☹Residual Household waste per household ☹Benefit claims correctly calculatedu☹Municipal waste re-used, recycled or composted☺ ☺NI 154 Net additional new homes provided Municipal waste land-filled☺ ☺NI 155 Number of affordable homes providedPercentage of planning applications determined:NI 157(a) Major applications in 13 weeks☺NI 156 Number of households living in temporaryaccommodationNI 181 Average time processing Housing/Council Taxbenefit new claims and change events (days)☺☺u☺☺Percentage of Council Tax collectedNI 157(b) Minor applications in 8 weeks☺NI 157(c) Other applications in 8 weeksTrend☺ Percentage of Non-Domestic Rates collected ☹Our Staff and Members Income –☺LI19 Rental Income InvoicedLI20 Percentage of rent collected☺Average number of working days / shifts lost peremployee due to sickness absenceLI KPI16Percentage of annualbudget over/(under)spent:☺u☺Our ResourcesRevenue Expenditure☹ ☺Capital Expenditure☹ ☺Key: Cumulative Performance:Performance Trend:u☺ = on or above target = positive performance trend ☺ = will meet annual target = below targeted performance but within agreed tolerance= static performance trend= may not meet annualtarget☹ = below agreed tolerance levels and requiring an action plan = negative performance trend ☹ = will not meet annual targetuuu☺☺

OVERVIEW REPORTMilestones Re-PlannedProject Milestone To FromNoneProjectLSP ImprovementPlanRegenerationProject Closure ReportsStatusClosure report being preparedClosure report awaitedStatus RedRiskPage 149

IMPROVING ECONOMIC PROSPERITY Appendix ‘B’IndicatorCodeSummary DescriptionActual2009/10Target2010/11CumulativeActualPrior MonthCumulativeTargetFebruary2011CumulativeActualFebruary2011ForecastMarch2011PerformanceTrendNI 151 Overall employment rate (working age) 68.63% See comment below:Please note: calculation of this indicator has now changed as a result of changes to the classification of 'working age', which is now based for both menand women on 16-64 (FY 07/08 = 71.45%, FY 08/09 = 75.00%)NI 152 Working age people on out-of-work benefits 15.34% See comment below:NI 152 Proxy - Key out of work benefits' claimant levels in all East Lindsey (includes job seekers, incapacity benefits, lone parents and others on incomerelated benefits). There may be future recalculations of this indicator as a consequence of the re-classification of 'work age'.Working age people on out-of-work benefits in the worstNI 15329.1% See comment below:performing neighbourhoodsNI 153 Proxy - Key out of work benefits' claimant levels in the wards in East Lindsey in the top 10% most deprived wards in England (Mablethorpe North,Mablethorpe East, Chapel St Leonards Ingoldmells Scarbrough St. Clements). There may be future recalculations of this indicator as a consequence ofthe re-classification of 'work age'.uNI157a % of Major applications decided in 13 weeks 59.52% 75% 80% 75% 79% ☺ 75%Page 150NI157b % of Minor applications decided in 8 weeks 89.98% 85% 87% 85% 87% ☺ 85%NI157c % of Other applications decided in 8 weeks 92.39% 94% 93% 94% 93% 93%NI 171 New business registration rate No DataNI 172NI 173EPT31EPT34Percentage of small business in an area showingemployment growthFlows onto incapacity benefits from employmentRental Income InvoicedPercentage of rent collectedNo Data9.60%(Mar 09to Feb10)Data notavailableData notavailableData unavailableData unavailableNI 173 Proxy - Employment and Support Allowance (ESA)and Incapacity Claimants in East Lindsey (Working Age).£2.05m £2m £1.9m £1.94m £1.94m ☺ £2m92% 90% 97% 90% 98% ☺ 90%uu☺☺

Corporate Improvement Programme UpdateProjectNameProjectManager(PortfolioHolder)Milestones DueImproving Economic ProsperityDateAchievedRiskUpdateRegeneration Jon Burgess None Project complete – awaiting closure reportEND OF IMPROVING ECONOMIC PROSPERITY SECTIONPage 151

NURTURING OUR DISTINCTIVE AND VIBRANT COMMUNITIESPage 152IndicatorCodeSummary DescriptionActual2009/10Target2010/11CumulativeActualPrior MonthCumulativeTargetFebruary2011CumulativeActualFebruary2011NI 15 Serious violent crime per 1,000 population 0.3 0.28 0.35 0.26 0.36 ☹ 0.38 ☹One serious violent crime committed in February 2011NI 16 Serious acquisitive crime per 1,000 population 8.18 7.86 6.72 7.25 7.46 8.15 Difference between actual and target of 0.21 for the period April 2010-February 2011 equates to 30 crimesNI 20 Assault with injury crime rate per 1,000 population 5.42 4.78 4.69 4.53 5.04 ☹ 5.48 ☹Difference between actual and target of 0.51 for the period April 2010-February 2011 equates to 72 crimesNI 32 Repeat incidents of domestic violence Data awaited 27% 15.5% Reported QuarterlyNI 35 Building resilience to violent extremism 1 Annual assessmentNI 36 Protection against terrorist attack Data awaited Annual External assessmentNI 47 People killed or seriously injured in road accidents 57NI 48 Children killed or seriously injured in road accidents 5Annual AssessmentWOD Number of Elected Members with a personal18 development plan33 50 0 0 0 0 ☹The new PDP programme will be introduced as from June 2011 (jointly with SHDC)ForecastMarch2011PerformanceTrend

Corporate Improvement Programme UpdateProject NameLSP Improvement PlanTo Nurture our Distinctive and Vibrant CommunitiesProject Manager (PortfolioHolder)John Medler(Cllr E Mossop)Milestones DueNoneDateAchievedRiskUpdateClosure report being preparedEND OF NURTURING OUR DISTINCTIVE AND VIBRANT COMMUNITIES SECTIONPage 153

REDUCING INEQUALITY TO IMPROVE QUALITY OF LIFEIndicatorCodeSummary DescriptionActual2009/10Target2010/11CumulativeActualPrior MonthCumulativeTargetFebruary2011CumulativeActualFebruary2011ForecastMarch2011PerformanceTrendPage 154NI 8The percentage of adults participating in at least30 minutes of moderate intensity sport and activerecreation on 3 or more days a week19.24% 22.4% 21.6% 22.4% 21.6% 21.6%Proportion of active Key-Card users attending 3or more times per week19.24% 19% 14.68% 11.93%NI 141Percentage of vulnerable people achievingu92.6% 80% 100% 80% 100%independent living☺ 100%NI 142Percentage of vulnerable people who areu99.5% 90% 98.4% 90% 98.6%supported to maintain independent living☺ 98.6%NI 154 Net additional new homes providedDatau600 220 228 240awaitedNI 155 Number of affordable homes providedData Dataawaited awaited74 74 96NI 156Number of households living in temporaryaccommodationNI 159 Supply of ready to develop housing sitesDataawaited135% Annual assessmentNI 170The amount of previously developed land that hasData16.864habeen derelict or vacant for more than 5 yearsawaitedAnnual assessmentNI 170 Percentage split of brownfield (BF) / Greenfield DataProxy (GF) residential planning permissionsawaitedNo data -NI 181The time taken to process Housing/Council Taxu8.28 13 8.21 13 7.98benefit new claims and change events☺ 9Transition to the new ways of working/resources lost to training/year end are likely to have a temporary detrimental impact on performance withinacceptable tolerances.NI 187Tackling fuel poverty - People receiving incomeDatabased benefits living in homes with a low energy 20.78%awaitedefficiency ratingReturn no longer required33 45 26 45 26 ☺ 28 ☺☹☺☺☺

Corporate Improvement Programme UpdateProjectNameMemberDevelopmentProgrammeProjectManager(PortfolioHolder)JohnMakinson-Sanders(Cllr J Webb)To Reduce Inequality to Improve Quality of LifeMilestones DueNoneDateAchievedRiskUpdateWork has continued on the development ofthe year 1 process and documentation. Thiselement will be finalised at a meeting on 10March 2011. Only year 3 activities will thenremain outstanding but will be addressedprior to the end of the financial year.END OF REDUCING INEQUALITY TO IMPROVE QUALITY OF LIFE SECTIONPage 155

PUTTING RESIDENTS AT THE HEART OF ALL WE DOIndicatorCodeSummary DescriptionActual2009/10Target2010/11CumulativeActualPrior MonthCumulativeTargetFebruary2011CumulativeActualFebruary2011ForecastMarch2011PerformanceTrendNI 182Satisfaction of businesses with local authorityregulatory services73% 73% 69% 73% 69% 69%Corporate Improvement Programme UpdatePage 156Project NameProjectManager(PortfolioHolder)To put Residents at the Heart of all we doMilestones DueDateAchievedRiskUpdateNoneEND OF PUTTING RESIDENTS AT THE HEART OF ALL WE DO SECTION

GREEN, OPEN AND ETHICALIndicatorCodeSummary DescriptionActual2009/10Target2010/11CumulativeActualPrior MonthCumulativeTargetFebruary2011CumulativeActualFebruary2011ForecastMarch2011PerformanceTrendPage 157NI 185NI 186CO2 reduction from local authority operationsPer capita reduction in CO2 emissions in theLA areaDataawaitedDataawaited12.5%DataawaitedAnnual assessmentNI 191 Residual household waste per household 395.05 380kg 328.07kg 351kg 360.87kg 390kg ☹NI 192Percentage of household waste sent for reuse,recycling and composting56.33% 55% 57.04% 54% 55.93% ☺ 55% ☺NI 193 Percentage of municipal waste land-filled 43.67% 45% 42.96% 46% 44.07% ☺ 45% ☺NI 194NI 195NI 196Air quality – percentage reduction in NOX andprimary PM10 emissions through localauthority’s estate and operationsPercentage of sampled public land assessedas having significant or heavy levels of:Litter,Detritus,Graffiti,Fly-postingPerformance in reduction in incidence andincrease in enforcement of fly tippingDataawaited10%11%1%0%Dataawaited4%8%1%1%Annual assessmentNational data collection requirement suspended1 2 2 2 2 ☺2☺

Corporate Improvement Programme UpdateProject Name ProjectManager(PortfolioHolder)LDFAnneShorland(Cllr Cooper)Milestones DueTo be Green, Open and EthicalDateAchievedRiskUpdateWorking on options for growth – growth formsstill coming back in from the Parishes. Shouldhave options for mid May 2011END OF GREEN, OPEN AND ETHICAL SECTIONPage 158

ASPIRATIONAL, HIGH-PERFORMING COUNCILIndicatorCodeSummary DescriptionActual2009/10Target2010/11CumulativeActualPrior MonthCumulativeTargetFebruary2011CumulativeActualFebruary2011ForecastMarch2011PerformanceTrendPage 159NI 179 Value for money £1.221m 3% Quarterly reportingPercentage of annual budget over/(under)spent:Data0%-3% -5% 0% -5%KPI16Revenue Expenditure awaited☹Capital ExpenditureDataawaitedWOD01Average number of working days/shifts lostper employee due to sickness absence9.72 9.25 5.54 8.97 6.18 ☺ 7.25-23.81% -16.24% 0% -19.51% ☹ 0% ☺FIN02 Use of Resources score 2 2 Assessment ceasedFIN14WOD16Unqualified Audit OpinionThe Level of the Equality Standard for LocalGovernment to which the Council conformsDataawaitedYes Yes Yes Yes ☺ Yes ☺Achieving Achieving Annual assessmentWOD17 Investors in People (IIP) Achieved Achieved Annual assessmentu☺☺Corporate Improvement Programme UpdateProject NameProjectManager(PortfolioHolder)To be an Aspirational, High Performing CouncilMilestones DueDateAchievedRiskUpdateNoneEND OF ASPIRATIONAL, HIGH-PERFORMING COUNCIL SECTIONEnd of Report

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Agenda AnnexDRAFT MINUTES FROM AREA COMMITTEES HELD SINCE THE LASTEXECUTIVE BOARD MEETINGAreas if any identified where the Executive Board should be takingaction/be made aware of relevant issuesArea CommitteeRecommendation(s) requiring action or notingAlford and SpilsbyArea Committee –08 March 2011Minute Number 37RESOLVEDThat the Executive Board be requested to consider thefollowing message:-“Members of the Alford and Spilsby Area Committeeagree that Area Committees are a valued mechanismin providing a voice for the community and withoutArea Committees, Parishes would be working inisolation to the District Council. Increasedparticipation from the public would however befavoured.”Louth AreaCommittee –28 February 2011Members were advised that the Minutes from the LouthArea Committee Meeting held on 10 th January 2011had been received and noted by Executive Board on15 th February 2011. The Chairman read out therelevant extract from the Executive Board Minutes andMembers disagreed with their suggestion that it was acommunications issue and considered the responseunacceptable.It was considered that only one Louth car park hadbeen on the priority list, which had detrimentallyaffected businesses within the town. Upon being putto the vote it was, thereforeRESOLVEDThat the Executive Board be requested to reconsiderthe resolution, based on the Minutes of the Meetingheld on 10 th January 2011 (Minute No. 34 refers).Minute Number 34:-“Members agreed that a formal resolution beforwarded to the Executive Board and it wasRESOLVEDPage 161

1. That the Executive Board be made aware ofconcerns and issues expressed at the Meeting ofLouth Area Committee on 10 th January 2011, inrespect of extreme weather conditionsexperienced recently and requested to ensurethat in the event of any future inclement winterweather, resources be made available, fromcontingency funds if necessary, to clear carparks, the bus station and the market place atan early stage to enable normal business andleisure activity to carry on as usual in Louth.2. That consideration be given by the ExecutiveBoard, to ring-fencing some income from carparks to be used as 'invest to save' contingency,if necessary.”Skegness AreaCommittee –None.21 March 2011Horncastle AreaCommittee –None.4 April 2011Page 162

Minutes of a Meeting of the Louth Area Committee held in the CouncilChamber, Louth Town Hall, Eastgate, Louth on Monday, 28th February,2011 at 7.30 pm.PRESENTCouncillor Ms. L.M.A.W. Koumi (Chairman)Councillor Mrs. P.F. Watson (Vice-Chairman)Representing East Lindsey District Council: Councillors A. Grist,G.E. Horton, J.D. Hough, M. Preen and P.E. Sturman.Representing Lincolnshire County Council: Councillors J.D. HoughMrs. P.F. Watson.Representing:-Louth Town CouncilLouth Town CouncilMr. I. RussellDr. C. RolphCanon S. HoldawayMr. K. BattyMs. S. DoddsCouncillor F.G. CoongheCouncillor Mrs. J. Makinson-SandersEnvironment AgencyHead Teacher, Monks Dyke Technology CollegeChair of Governors, Cordeaux SchoolCfBT (Council for British Teachers)Save Our SchoolsOfficers attending the Meeting: James Gilbert (Communications Officer)and Cath Pearson (Member Services Officer).38. INTRODUCTIONS:The Chairman welcomed everyone to the Meeting and introduced officersand invited guests. In addition, Inspector Mark French and LeeWilloughby, Neighbourhood Sergeant, Lincolnshire Police, were introducedto Members.39. APOLOGIES FOR ABSENCE:Apologies for absence were received from Councillor H. Marfleet(representing Lincolnshire County Council), Councillor D. Smith(representing East Lindsey District Council) and Councillors A. Leonardand J.R. Macdonald (representing Louth Town Council).40. DECLARATIONS OF INTEREST (IF ANY):At this point in the Meeting, Members were invited to declare any relevantinterests. No declarations were received.41. MINUTES:The Minutes from the Meeting held on 10 th January 2011 were confirmedand signed as a correct record, subject to the following amendments:-LAC 29Page 163

Louth Area Committee28.02.2011That Councillor Mrs. P.F. Watson be removed from the two declarations atMinute No. 28, page no. LAC 20.That “Town Centre Partnership Working Group” be amended to read“Louth Town Council's Market Working Group” in the declarations made byCouncillors Mrs. J. Makinson-Sanders and A. Leonard at Minute No. 28,pages LAC 19 and LAC 20.Members were advised that the Minutes from the Louth Area CommitteeMeeting held on 10 th January 2011 had been received and noted byExecutive Board on 15 th February 2011. The Chairman read out therelevant extract from the Executive Board Minutes and Members disagreedwith their suggestion that it was a communications issue and consideredthe response unacceptable.It was considered that only one Louth car park had been on the prioritylist, which had detrimentally affected businesses within the town. Uponbeing put to the vote it was, thereforeRESOLVEDThat the Executive Board be requested to reconsider the resolution, basedon the Minutes of the Meeting held on 10 th January 2011 (Minute No. 34refers).42. ACTIONS:With regard to the first action on page 19 of the Agenda, the Chairmanadvised Members that the flood warning siren had been withdrawn byLCC, as the equipment had become outdated and been replaced withFlood Warning Direct, a more modern and flexible system.Concern was again expressed that the RADAR gates to Railway Walk hadnot been installed, despite the expectation that this work would becompleted by the end of February 2011 (as detailed at page 17).Members were referred to the response detailed at Appendix 1 to theaction sheet (page 21), which provided details regarding the table tennisincrease from January 2011 at the Meridian Leisure Centre. The Chairmanindicated that this issue had also been raised by the Overview Committee.43. CHAIRMAN'S UPDATE:Members noted the following updates from the Chairman:-Driving Standards Agency (DSA)The Chairman confirmed that letters had been sent to the DrivingStandards Agency, the Prime Minister and Sir Peter Tapsell MP, on behalfof the Louth Area Committee, expressing grave concerns at the proposedLAC 30Page 164

Louth Area Committee28.02.2011closure of the Louth Test Centre. Members noted that responses hadbeen received from the DSA and Sir Peter Tapsell MP, with anacknowledgement from the Prime Minister.The Vice-Chairman informed Members that the DSA had been offered theuse of an office at the Meridian, 2-days per week, with an offer to fund thefirst year’s rent from her Councillors’ Community Initiative Scheme.However, this proposal had still to be agreed by the Transport Minister.Nipper/Bus RoundtableMembers were informed that whilst LCC had announced the withdrawal ofsome local bus services, the Nipper would continue on its currenttimetable after 1 st April 2011 for the time being.Tritton KnollMembers were advised that the National Grid had recently advised thedevelopers of the Triton Knoll offshore wind farm project, namely RWENpower, that they had identified possible new and alternative options forthe grid connection location, which could lie outside of East Lindsey.Given this information, RWE had decided to put their work on thesubstation application for Triton Knoll on hold until National Grid couldconfirm whether the connection point for their scheme still lied within EastLindsey or moved elsewhere.Louth Cattle MarketMembers noted that the current position with regard to the Louth CattleMarket was that the site was not being marketed and the Council was notin discussion with any developers regarding the future of the site.Louth Town Centre ManagerMembers were informed that ELDC had received over 40 enquiries for theapplication pack, with 13 completed applications being submitted beforethe deadline date of 25 th February. Members noted that a number ofapplicants had previous town centre management or retail investmentexperience from areas throughout the UK. Interviews for the post weredue to be held on 8 th March.44. PUBLIC FORUM:The Chairman invited members of the public to raise any issue that wasnot included on the Agenda. The following issues were raised:-Louth Town Council’s move to The Court HouseConcern was expressed at Louth Town Council’s decision, taken in privateand without consultation with local Council Taxpayers, to vacate the TownHall and purchase the former Court House for a sum of £200,000, in timesLAC 31Page 165

Louth Area Committee28.02.2011of austerity. Obviously further costs would be incurred to coverrefurbishment of the building and associated running costs.A Louth Town Council representative suggested the poser of the questionmight like to attend the Meeting of Louth Town Council, which was due totake place on 1 st March and raise the issue during the public session.Further concerns were expressed with regard to the future use of theTown Hall, once vacated by Louth Town Council and it was agreed that awritten response would be obtained from ELDC and forwarded directly tothe poser of the question. In addition, the Chairman suggested that anupdate be presented to the next Meeting of the Louth Area Committee.Dog FoulingReference was made to a number of complaints relating to the amount ofdog faeces on pavements in the town, which had increased during 2011.A list of the worst affected pavements would be sent to the CorporateSupport Officer, to forward to the relevant Section at ELDC for attention.In response to a query raised, Members noted that two Dog Wardenswere currently employed across the district. Members considered thatdog owners needed to take more responsibility and should clear up aftertheir dogs.(NB: Councillor F.G. Coonghe left the Meeting at 8.05pm).45. FLOODING:The Chairman invited Ian Russell, Environment Agency, to provide anupdate regarding the proposed flood alleviation scheme and ongoingmaintenance work and Members noted that the following work hadalready been undertaken:-• a walk through the River Lud, to remove obstructions and carry outlocalised desilting works, which included Hubbards Hills;• liaison with the Co-op, who supported removal of shopping trolleysdeposited in the river to ensure this was not an issue in the future;• the provision of telemetry equipment along Ramsgate and StewtonBeck, to identify future blockages;• the Environment Agency were keen to remind residents not todeposit things in the watercourse.Members were advised that recent changes had been made to floodwarning symbols, which were defined in the Briefing Note attached atAppendix B to the Minutes of the Meeting held on 10 th January 2011 andwere available on the Environment Agency’s website (www.environmentagency.gov.uk).Reference was made to ‘Exercise Watermark’, which was a nationalemergency response exercise, testing communications, reactions,evacuation procedures etc. for a severe flooding event along the eastLAC 32Page 166

Louth Area Committee28.02.2011coast. The event would take place between 7 th and 11 th March 2011 andwould involve the emergency services and several other agencies.With regard to the proposed flood alleviation scheme, Members wereadvised that Louth remained a top priority for improvement. Mr. Russellstated that the Environment Agency was keen to develop the scheme andjoint funding from Lincolnshire County Council/East Lindsey DistrictCouncil/Environment Agency and other external contributors had beenallocated. In addition, Louth Town Council had agreed, in principle, tosupport future maintenance of the scheme.Mr. Russell advised Members that the internal appraisal and outline designfor two reservoirs would commence during 2011/12. Members wereassured of continued liaison with the landowner prior to submission of theplanning application, with construction of the contract programmed tocommence during 2013/14. It was hoped that the two storage reservoirs(one 10 acres and one 14 acres) would be completed during 2015.Mr. Russell pointed out that this development would not take the land outof use and would not be flooded constantly.Responding to questions, Mr. Russell confirmed that provision of silt trapswould be considered in the design detail to prevent top soil from beingremoved from the land and the cost of future maintenance was estimatedbetween £10,000 to £17,000 per year depending on requirements, butwould vary year to year.Mr. Russell concluded that it was necessary for all partners to support thescheme and share the cost. Whilst several Members expressed concernregarding future maintenance, all were pleased to see the project movingforward.The Chairman thanked Mr. Russell for his update.46. PROPOSED SCHOOLS' ACADEMY:The Chairman welcomed Dr. Rolph, Canon Holdaway and Mr. Batty to theMeeting.Dr. Rolph informed Members that a meeting had taken place, at the endof 2010, when local school governors had discussed issues arising fromfalling roles/standards in local secondary schools. Members were advisedthat it was necessary to explore a range of options to maximise futurestudent intake and ensure the continued delivery of an extensivecurriculum for the benefit of local schoolchildren. Several options wouldbe considered, which included the option to form an Academy, but as yetno decision had been taken on the preferred option. It had, however,been acknowledged that the best way to secure future success andmaintain standards would be to combine into one organisation – be thatan Academy or through the Local Education Authority. Members notedthat discussions were at a very early stage, but there was fullLAC 33Page 167

Louth Area Committee28.02.2011commitment from those involved to focus on the best solution forstudents.Members were assured that full consultation with parents, staff andmembers of the public would be undertaken, once the preferred optionhad been confirmed. Dr. Rolph stated that the current elected Board ofGovernors, comprised parents, staff and members of the local community,who had jointly agreed the need to work together and had recognised thatto do nothing was not an option. Dr. Rolph commended the Board ofGovernors for their approach so far.Canon Holdaway informed Members that it had been predicted therewould be approximately 500 less children in secondary education acrossLincolnshire, within the next 10 years and therefore one or two localschools could close if this issue was not addressed. Reference was madeto significant changes affecting future funding for both sixth formprovision and special needs. Canon Holdaway considered it was better tocollaborate than to compete, in order to be able to offer a comprehensivecurriculum and welcomed the opportunity to work together.In conclusion, Canon Holdaway stressed that it was imperative that youngpeople received a sustainable, good quality comprehensive education,which was controlled and delivered locally. The option to do nothingwould not be in the best interests for the young people of the future.Mr. Batty reiterated concerns regarding future funding and falling rolesand stated that some minority subjects were in danger of disappearing.Members were informed that whilst Mr. Batty was not a representative ofLincolnshire County Council, he advised that they currently had no opinionon this issue. Members were informed that whilst no decision had yetbeen made, a single leadership structure was the most viable option.Members were again assured that full consultation would be undertaken.Mrs. S. Dodds, ‘Save our Schools’ campaigner, expressed severe concernswith regard to the formation of an Academy, which would privatise theeducation service and the resultant decrease in Elected Governors wouldreduce accountability. Grave concerns were also expressed with regard topotential changes to terms and conditions for teaching staff andhighlighted that the quality of teaching and learning was a key issue.Mrs. Dodds stressed that once an Academy was formed, educationprovision could never be returned to Local Authority control. Mrs. Doddspointed out that whilst there was a legal requirement for the governingbody to consult regarding Academy status, this could take place after anydecision had been made. Therefore, Mrs. Dodds requested that fullconsultation be undertaken, prior to any decision being taken andsuggested a public meeting be held.Dr. Rolph reiterated that the idea of an Academy was only one possiblesolution being explored and agreed to the suggestion of a public meeting.Canon Holdaway emphasised that the agreed solution would be taken inthe best interest of local students and would have to be sustainable forLAC 34Page 168

Louth Area Committee28.02.2011the future. Furthermore, local people would be encouraged to put forwardtheir views.A member of the public disagreed with comments made regarding failingstandards in smaller schools, as John Birkbeck School was performingwell.One Member stressed that he supported the idea of partnership working,but it was imperative that consultation be undertaken before the idea ofdirection had been decided, otherwise consultation could be consideredspurious. It was suggested that whilst the Local Authority had taken aneutral stance, Members were referred to a letter from the CfBT, whichoutlined support for an Academy objective and therefore CfBT’sindependence was questioned. The content of the letter was read out toMembers.Canon Holdaway disputed suggestions of a conspiracy theory and stressedthat decisions would be made by the elected governing bodies, whichwere fully committed to consultation. Reference was made to the possibleinclusion of King Edward VI Grammar School, who were keen to developstrong links but were not interested in becoming part of an organisation atthis stage.(NB: Councillor Mrs. P.F. Watson declared a personal interest due tobeing a Trustee of King Edward VI Grammar School and remained in theMeeting during discussion and voting thereon.)Mr. Batty indicated that the consultation process for Academies differed toother school arrangements and LCC, in adopting a neutral stance, hadindicated they would like schools to consider all possible options, includingsponsorship. Whilst CfBT were possible Academy sponsors, there was nointerest in proposals for an Academy in Louth.With regard to the potential loss of music from the curriculum, as aminority subject, reference was made to a previous assurance that musicwould be maintained throughout the county. Mr. Batty confirmed that amusic service would be available to help schools develop, but this subjectwould probably not form part of the curriculum.Dr. Rolph reaffirmed a commitment to fully consult on proposals andwould include letters to parents, press release and a possible publicmeeting.In response to a query raised by a Member, Mr. Batty confirmed that CfBTstood for ‘Council for British Teachers’, who had been contracted by LCCto monitor schools’ performance and to offer support.A member of the public referred to a small primary school in the Loutharea, whose success was attributed to joint working arrangements andimproved monitoring of standards, proving the model works. MembersLAC 35Page 169

Louth Area Committee28.02.2011were advised that the school had managed to retain its special identityand numbers had doubled.During further discussion, reference was made to sixth form provision, thepracticalities of teachers or students travelling between school sites(including transport provision), the minimum number of students requiredto cover pay for teachers and the future sustainability of the LincolnshireEducation Authority.In conclusion, Dr. Rolph reminded Members that discussions were at avery early stage and asked for people to put their trust in the governingbodies to fully explore all options to obtain the best solution for youngpeople.The Chairman thanked everyone for contributing to the Meeting.47. CULTURAL EVENTS 2011/2012:Members received details of cultural events for 2011/12, attached at page23 to the report presented.One Member asked why the London Mozart Players did not appear in the2011 calendar of events. The Corporate Support Officer agreed toinvestigate and report back.A Louth Town Council representative announced that both Fayresorganised by the Town Centre Partnership had been oversubscribed.48. PREVIOUS AND FUTURE AGENDA ITEMS:Members noted the list of previous and future agenda items.49. VENUE OF THE NEXT MEETINGThe venue of the next Meeting was yet to be determined.50. DATE OF NEXT MEETING:Members noted that Meeting dates for the forthcoming year were yet tobe agreed by Council.The Meeting closed at 9.55 pm.LAC 36Page 170

Minutes of a Meeting of the Alford and Spilsby Area Committee held in theWilloughby Village Hall, Church Lane, Willoughby on Tuesday, 8th March,2011 at 7.00 pm.PRESENTCouncillor J.M. Swanson (Chairman)Councillor S.W. Eyre (Vice-Chairman)Representing East Lindsey District Council: Councillor G. Allan andCouncillor Mrs. J. Pears.Representing:-Councillor T. JarnellCouncillor P. RawsonCouncillor P. GrantCouncillor Mrs. P. Wilson-BrownCouncillor Mrs. D. MorleyMrs. M. SylvesterCouncillor N. SylvesterCouncillor N. RobertsCouncillor G.K. WatsonMrs. M. SpenceCouncillor D. BainsCouncillor R. MoodyAlford Town CouncilAlford Town CouncilSpilsby Town CouncilBilsby and Farlesthorpe Parish CouncilBilsby and Farlesthorpe Parish CouncilHuttoft Parish CouncilHuttoft Parish CouncilMumby Parish CouncilOrby Parish CouncilOrby Parish CouncilToynton All Saints Parish CouncilWest Keal Parish CouncilAlso in attendance:-A.K. WhiteWilloughbyCharlotte Turner Simpson Pegus Residents AssociationJ. Keal Pegus Residents AssociationE. Savage Pegus Residents AssociationOfficer attending the Meeting: Katie Odling (Senior Member ServicesOfficer) and Jonathan Burgess (Corporate Support Officer).30. APOLOGIES FOR ABSENCE:Apologies for absence were received from Councillors C.J. Webb (EastLindsey District Council), G. Marsh (Lincolnshire County Council). D.Sisson (Halton Holegate Parish Council) and A. Buckley (East Keal ParishCouncil).31. DECLARATIONS OF INTEREST (IF ANY):At this point in the Meeting, Members were invited to declare any relevantinterests. No such interests were received.32. MINUTES:ASAC 1Page 171

Alford and Spilsby Area Committee8.03.2011The Minutes of the Meeting held on 7 December 2010, were confirmedand signed as a correct record.33. INTRODUCTIONS FROM THE CHAIRMAN:The Chairman welcomed all to the Meeting and thanked Willoughby VillageHall for their hospitality.34. CHAIRMANS UPDATE:Members received an update from the Chairman in respect of thefollowing:-Events in East Lindsey – Members noted the briefing paper attached tothe Agenda which encouraged groups planning or organising an event inEast Lindsey to inform the Council who may be able to provide furtherassistance. The Council would also upload details of the event on to theCouncil’s website. Full details were contained in the briefing note.A representative from Willoughby advised that Willoughby Summer Farewas due to take place on July 16, 2011.Comprehensive Spending Review – CCTV Provision 2011/12 –Members noted the briefing paper attached to the Agenda. Members wereadvised that at the Council Meeting held on 2 March 2011, Membersapproved to reduce control room cover to single operator during theweek, whilst keeping double staffing at the weekends and during the weekfor other busy periods as school summer holidays, bank holidays andevents like the SO Festival. Members were informed further that thisoption would generate a saving of £83,000.A discussion ensued regarding the effectiveness of the CCTV service andthe impact on the Council’s budget and other service areas. Membersconsidered that if the service was removed this might encourage more lowlevel crime in the towns. The Ward Member for Alford advised that AlfordTown Council was insuring its own cameras with no contributions frombusinesses. Councillor Allan considered that CCTV had replaced patrollingPolice Officers, particularly in Alford and this view was supported by otherMembers present.In Spilsby, CCTV was still in operation, however, footage was only viewedwhen it was thought a crime had been committed.Members considered it might be useful to get the opinion of all Parishesregarding the effectiveness of CCTV. Furthermore, it was suggested thatthe Police be invited to a future Meeting to provide information on crimestatistics and how effective CCTV was and its benefits to the community atlarge.Discussion continued in respect of Police response times. One Memberadvised that she lived in Orby and it was apparent that many PoliceASAC 2Page 172

Alford and Spilsby Area Committee8.03.2011Officers were unfamiliar with this area. The Vice-Chairman advised thatOrby came under the Mablethorpe beat and Orby was right at the oppositeend of this boundary.Members agreed they would like to see Neighbourhood Panel Meetingsadvertised more widely to attract more members of the community as notmany people were aware of these or their purpose.In light of concerns raised, it wasRESOLVEDThat the Community Cabinet be requested to consider inviting arepresentative of the Police to attend a future Meeting to discuss Policeattendance at Area Committee Meetings and to provide information on thedifferent Police beat boundaries35. LINCOLNSHIRE CARERS PARTNERSHIP:Ms Sarah Oliver, Carers’ Lead at Lincolnshire County Council, thankedMembers for their kind invitation to the Meeting. She informed Membersthat around 1 in 6 people in the community were carers, but many did notconsider themselves to be as they were caring for a spouse or elderlyparent if they were adults, or for a parent or sibling if they were childrenof school age. Members were also informed it was anticipated that thenumber of carers in the County would increase dramatically in the nextcensus which was due to be carried out in March 2011, as thequestionnaire for the previous census did not ask specifically about carers.According to current statistics, there were around 66,000 registeredcarers in the County.Members noted that, as a result of the work of the Lincolnshire Carers’Partnership, many carers in the community were able to accessinformation and support to help them with their role on a day-to-daybasis. Ms Oliver showed Members the Information Pack and newsletterthat could be accessed freely to help carers manage their personalsituation and possibly avoid a crisis.Ms. Oliver continued the presentation by informing Members that carerscould be taken for granted, sometimes by those they cared for but also bythe community at large. This situation meant that many carers struggledto cope, especially those young carers who were at school and studyingfor exams, for example. The existence of the Partnership had helpedmany people and there was now improved access to assessments of homesituations and support follow-ups by the Lincolnshire Carers’ Team. TheCarers’ Emergency Response Scheme was also very well received and wasaccessible to all carers 24 hours a day and 7 days a week. Members alsonoted that a website was being developed and was due to be launchedvery soon, which would provide information to carers and public alike.ASAC 3Page 173

Alford and Spilsby Area Committee8.03.2011Public awareness of the role of the carer was being raised by attendanceat such Meetings as the Alford and Spilsby Area Committee and otherorganisations. However, Members’ noted that carers depended on thesupport from the County Council and the District Council to make theirneeds known to the community at large, especially the 440 registeredyoung carers in the district.Members were informed awareness was essential when young carers werefaced with the hospitalisation of the person they were caring for, as thenormal situation was that they were considered to be minors andtherefore not privy to information on the progress of their relative. Youngcarers considered this to be very upsetting and frustrating when oftenthey were the only close relatives the patient had.Ms Oliver informed Members that the Lincolnshire Carers’ Partnership hadcompiled a list of the schools in the County that supported a Carers’ Groupor that had staff who supported young carers. Although a good number ofschools were included on the list there was still a long way to go toachieve full support in schools across the County.The Chairman thanked Ms. Oliver for her presentation and attendance atthe Meeting, following which she left the Meeting.36. BUDGET IMPLICATIONS FOR TOWN AND PARISH COUNCILS:The Corporate Support Officer presented a report in respect of the CouncilBudgets 2011/12 and beyond. A copy of the report is attached atAppendix A to these Minutes.Planning regime – Members were informed the Councils PlanningDepartment was continuing to improve its service to become more costeffective and customer accessible. In the near future, the reception atTedder Hall would see a dedicated member of staff present at all times todeal with customer queries. A direct dial to the Planning Department wasalso being introduced.Recycling rates – Reference was made to the impact on the Councilshould recycling targets not be met. One East Lindsey District Councillorinformed Members that the Council had excelled and was currently aleading recycler in the country.Further discussion ensued and reference was made to the future aims ofthe Council to prevent any further increases in Council Tax levels, theeconomic projections for the next five years, business investments,unemployment, road infrastructure and Parish preceptsThe Chairman thanked the Corporate Support Officer for the update andMembers for their contributions to the debate.37. PREVIOUS AND FUTURE AGENDA ITEMS:ASAC 4Page 174

Alford and Spilsby Area Committee8.03.2011Members noted the list of previous and future agenda items detailed onthe Agenda front sheet.The Chairman took the opportunity to gain a better understanding of theview on Area Committees.A consensus of opinion agreed Area Committees were a valuedmechanism in providing a voice for the community and it was consideredthat without Area Committees, Parishes would be working in isolation tothe District Council. Increased participation from the public wouldhowever be favoured.It was agreed to relay this message to the Executive Board for theirconsideration.RESOLVEDThat the Executive Board be requested to consider the followingmessage:-“Members of the Alford and Spilsby Area Committee agree that AreaCommittees are a valued mechanism in providing a voice for thecommunity and without Area Committees, Parishes would be working inisolation to the District Council. Increased participation from the publicwould however be favoured.”38. VENUE FOR THE NEXT MEETING:The date time and venue of the next Meeting would be advised in duecourse.The meeting closed at 9.30 pm.ASAC 5Page 175

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Minutes of a Meeting of the Skegness Area Committee held in the SportsPavilion, Skegness Grammar School, Vernon Road, Skegness, PE25 2QSon Monday, 21st March, 2011 at 7.00 pm.PRESENTCouncillor K. Milner (Chairman)Representing East Lindsey District Council: Councillor P. Leivers.Representing:-Councillor Mrs. C. DraperCouncillor G.D. LongCouncillor Mrs. H. NewcombeCouncillor J. Arnott-WatsonSkegness Town CouncilSkegness Town CouncilChapel St Leonards Parish CouncilIngoldmells Parish CouncilOfficers attending the Meeting: Ann Good (Democracy Manager), KatieOdling (Senior Member Services Officer) and James Gilbert(Communications Officer).Also in attendance:-Sarah OliverJohn WoodCarers’ Lead, Lincolnshire CarersPartnershipCarer20. APOLOGIES FOR ABSENCE:Apologies for absence were received from Councillor J. Byford, C.J. Davieand P. Kemp (East Lindsey District Council), Mrs. J. Shuttleworth(Skegness Town Council), J.L. Dodsworth (Burgh Le Marsh Town Council),Mrs. C. Mason (Anderby Parish Council), M. Smith (Lincolnshire CountyCouncil)21. DECLARATIONS OF INTEREST (IF ANY):At this point in the Meeting, Members were invited to declare any relevantinterests. No such interests were received.22. MINUTES:The Minutes of the Meeting held on 17 January 2011, were confirmed andsigned as a correct record.23. CHAIRMAN'S UPDATE:Members received updates in respect of the following: Council Budgets2011/12 and beyond, Events in East Lindsey, Comprehensive SpendingReview – CCTV Provision 2011/12 and a further update from the SkegnessSAC 1Page 177

Skegness Area Committee21.03.2011Town Centre Manager (a copy of this update was circulated at the Meetingand is attached at Appendix A to these Minutes).Exercise Watermark – Members received a verbal update following therecent Operation Watermark from the Communications Officer, Mr. JamesGilbert.During the week commencing 7 March 2011, the Council took part in anational emergency flooding exercise, which tested the arrangementsacross Lincolnshire to respond to service wide area flooding. The exercisetested the County’s preparedness while also testing a number of other keyrecommendations from the Pitt Review and other recent flood reviews.The exercise used scenarios based on severe weather conditions includingflooding from the sea, rivers, surface water and reservoirs.Members noted there would be a central core exercise that would takeplace nationally in the future, which would involve governmentdepartments and would be supported by regional exercises and locallybased community events.Members were informed the District Council’s involvement in the exercisewas mainly at the recovery stage and the exercise was designed also toprovide the Council with an indication as to the resources it could deployto deal with an emergency.The Communications Officer advised that on the whole the exercise wassuccessful. The next step would be to compile a full review of the exerciseto look at lessons learned and how things may need to be done in thefuture.It was agreed that an update would be provided at a future Meeting.24. LINCOLNSHIRE CARERS PARTNERSHIPMs Sarah Oliver, Carers’ Lead at Lincolnshire County Council, thankedMembers for their kind invitation to the Meeting. She informed Membersthat around 1 in 6 people in the community were carers, but many did notconsider themselves to be as they were caring for a spouse or elderlyparent if they were adults or for a parent or sibling if they were children ofschool age. Members were also informed it was anticipated that thenumber of carers in the County would increase dramatically in the nextcensus which was due to be carried out in March 2011, as thequestionnaire for the previous census did not ask specifically about carers.According to current statistics, there were around 66,000 registeredcarers in the County.Members noted that, as a result of the work of the Lincolnshire Carers’Partnership, many carers in the community were able to accessinformation and support to help them with their role on a day-to-daybasis. Ms Oliver showed Members the Information Pack and newsletterSAC 2Page 178

Skegness Area Committee21.03.2011that could be accessed freely to help carers manage their personalsituation and possibly avoid a crisis.Mr. John Wood, Carer, continued the presentation by informing Membersthat carers could be taken for granted, sometimes by those they cared forbut also by the community at large. This situation meant that manycarers struggled to cope, especially those young carers who were atschool and studying for exams, for example. Mr Wood informed Membersthat the existence of the Partnership had helped many people and therewas now improved access to assessments of home situations and supportfollow-ups by the Lincolnshire Carers’ Team. The Carers’ EmergencyResponse Scheme was also very well received and was accessible to allcarers 24 hours a day and 7 days a week. Members also noted that awebsite was being developed and was due to be launched very soon,which would provide information to carers and public alike.Public awareness of the role of the carer was raised by attendance at suchMeetings as the Skegness Area Committee and other organisations.However, Members’ noted that carers depended on the support from theCounty Council and the District Council to make their needs known to thecommunity at large, especially the 440 registered young carers in thedistrict.Members were informed awareness was essential when young carers werefaced with the hospitalisation of the person they were caring for, as thenormal situation was that they were considered to be minors andtherefore not privy to information on the progress of their relative. Youngcarers considered this to be very upsetting and frustrating when oftenthey were the only close relatives the patient had.The Communications Officer advised Ms. Oliver about the CarersEnterprise and also support from the Royal British Legion and agreed topass on information regarding these organisations following the Meeting.He also invited her to include information in the October edition of theEast Lindsey Messenger Magazine where the partnership could be widelypromoted to East Lindsey residents. It was also agreed that leaflets aboutthe partnership would be distributed at all Customer Service Centres andon market stalls. An ELDC representative, also a Town Councillor followedup and added that perhaps information could be included in the SkegnessTown Council newsletter.The Chairman made reference to the Councillor Community Initiative Fundin terms of funding and the Corporate Support Officer agreed to e-maildetails of this scheme to Ms. Oliver following the Meeting.Councillor P. Leivers, as Carers’ Champion took the opportunity to informMembers about recent events the partnership had organised and alsofuture plans for Carers Week.The Chairman thanked Ms. Oliver and Mr. Wood for their presentation andattendance at the Meeting, following which they left the Meeting.SAC 3Page 179

Skegness Area Committee21.03.2011(N.B: Ms. Oliver and Mr. Wood left the Meeting at 7:40pm.)25. SKEGNESS YOUTH COUNCIL:The Chairman invited Ann Good, Corporate Support Officer to provide anupdate in respect of the Skegness Youth Council on behalf of the AreaYouth Development Worker, Ms. Debbie Chambers who unfortunately wasunable to attend the Meeting. Members were informed Debbie hadadvised she was keen to build on the link the Area Committee hadestablished and wished to attend a future Meeting.The Corporate Support Officer advised the last Skegness Youth ForumMeeting had discussed the involvement in Skegness Town CouncilMeetings, working with the Town Council and their intention to invite aMember to a future Forum Meeting.The Chairman and Vice-Chairman of the Forum had also advised theywould like to attend a Meeting of the Skegness Area Committee after theMay 2011 elections. They also wished to invite a District Councillor alongto their Forum after the elections. The Corporate Support Officer advisedshe would be happy to take these matters forward in the new 2011/12Council year.The Chairman thanked the Corporate Support Officer for providing anupdate.26. PUBLIC FORUM:There were no questions from members of the public.27. VENUE FOR THE NEXT MEETING:It was suggested that the next Meeting of the Skegness Area Committeeshould be held at Anderby Village Hall.28. DATE OF THE NEXT MEETING:The date of the next Meeting would be confirmed.The meeting closed at 8.05 pm.SAC 4Page 180

Minutes of a Meeting of the Horncastle Area Committee held in HorncastleCollege, Mareham Road, Horncastle, LN9 6BW on Monday, 4th April, 2011at 7.00 pm.PRESENTCouncillor C. Leyland (Vice-Chairman)Representing East Lindsey District Council: Councillor P.M. Harness,Councillor Mrs. F.M. Martin, M.B.E. and Councillor P.N. Phillipson.Representing Lincolnshire County Council: Councillor W.J. Aron.Representing:-Councillor Mrs. L. BakerCouncillor Mrs. P.A. Crisp BeardCouncillor D. ClarkeHorncastle Town CouncilHorncastle Town CouncilWoodhall Spa Parish CouncilSarah OliverJohn WoodCharlotte StanleyMichael KnaptonPam CowlishawCarers’ Lead, Lincolnshire Carers' PartnershipCarerYoung CarerHeritage Trust of LincolnshireWoodhall Spa Cottage MuseumOfficer attending the Meeting: Semantha Neal (Business Manager, Health,Arts & Events) and Katie Odling (Senior Member Services Officer).42. APOLOGIES FOR ABSENCE:Apologies for absence were received from Councillors Mrs. S. Cambell-Wardman, Mrs. J.E. Hill, Mrs. L.M. MacKenzie and S.W. Newton (EastLindsey District Council), R. Dales (Bucknall, Tupholme and WaddingtonParish Council), C. Hill (Horsington Parish Council), K. Baguley (HorncastleTown Council) and A. Hodgson and Mrs. J. Elborn.43. DECLARATIONS OF INTEREST (IF ANY):At this point in the Meeting, Members were invited to declare any relevantinterests. No such interests were received.44. MINUTES:The Minutes of the Meeting on 10 January 2011, were confirmed andsigned as a correct record.45. CHAIRMAN'S UPDATE:Members received an update from the Chairman in respect of thefollowing: -HAC 1Page 181

Horncastle Area Committee4.04.2011Green Waste Collection Service – Green waste collections were shortlyresuming and details of the collections could be found on the Council’swebsite under the ‘Waste Collection – Postcode finder’ section.Parish Councillor Update – This item was deferred to a future Meeting.Stanhope Hall – Members received an update from Councillor B. Aron inrespect of progress to date. Members were informed the project wasmoving forward positively and within budget. The contractors had begunwork and a Meeting was due to take place with WREN? next weekregarding funding. Members commended the work of the Stanhope HallGroup and the positive improvements that were being made to the hall.Jubilee Park – Members were informed that on Friday, 1 April 2011,Jubilee Park had been informally handed over to Woodhall Spa ParishCouncil (WSPC). The Operation and Funding Agreement and the TP1asset transfer documentation would be completed week commencing 4April but as of 1 April the Park was under the management of WSPC.The Caravan Park remedial works were well underway and on schedule forcompletion by 14 th April. In addition, the year one revenue funding wouldbe released to WSPC in early April once all documentation had beenformally signed off. The capital refurbishment of the pool would beundertaken during the closed season 2011/12 and an agreement hadbeen reached for the demolition of the café, which had now unfortunatelycome to the end of its life. Members noted this work would be undertakenas soon as possible as part of the agreed capital budget for the project.Thanks were expressed to Officers at East Lindsey District Council whohad agreed to continue to provide support over the next 2 years to theproject and also their assistance to ensure the smooth transfer andoperation of the park.Finally, it was intended that the Jubilee Park community transfer projectwould be submitted as a Big Society Award nomination through thenumber10.gov.uk website and Colleagues at both ELDC and WSPC wouldbe liaising to submit the nomination.Visit Lincolnshire – Members were advised Lincolnshire County Council(LCC) had approved not to fund the project to the extent it had donepreviously; however, a press release which had been published earliertoday confirmed that the core of Visit Lincolnshire, namely its databasesand website, had been purchased by LCC. It was important to note thatthis was a temporary measure and more of a safety net to maintain theservice in the short term. Members noted that in light of this, a letter hadnot been sent to Lincolnshire County Council to express the concerns ofthe Horncastle Area Committee at the disbanding of Visit Lincolnshire asevents have moved on apace.Lincolnshire Carers Partnership – Members received an update from theCarers’ Lead, Sarah Oliver, John Wood (Carer) and Charlotte Stanley(Young Carer).HAC 2Page 182

Horncastle Area Committee4.04.2011Ms Sarah Oliver, Carers’ Lead at Lincolnshire County Council, thankedMembers for their kind invitation and introduced John Wood, Adult Carerand Charlotte Stanley as Young Adult Carers. She informed Members thataround 1 in 6 people in the community were carers, but many did notconsider themselves to be as they were caring for a spouse or elderlyparent if they were adults or for a parent or sibling if they were children ofschool age. Members were also informed it was anticipated that thenumber of carers in the County would increase dramatically in the nextcensus which was due to be carried out in March 2011, as thequestionnaire for the previous census did not ask specifically about carers.According to current statistics, there were around 66,000 registeredcarers in the County.Members noted that, as a result of the work of the Lincolnshire Carers’Partnership, many carers in the community were able to accessinformation and support to help them with their role on a day-to-daybasis. Ms Oliver showed Members the Information Pack and newsletterthat could be accessed freely to help carers manage their personalsituation and possibly avoid a crisis.Mr John Wood, Carer, continued the presentation by informing Membersthat carers could be taken for granted, sometimes by those they cared forbut also by the community at large. This situation meant that manycarers struggled to cope, especially those young carers who were atschool and studying for exams, for example. Mr Wood informed Membersthat the existence of the Partnership had helped many people and therewas now improved access to assessments of home situations and supportfollow-ups by the Lincolnshire Carers’ Team.Mr Wood concluded by informing Members that public awareness of therole of the carer was being raised by attendance at such Meetings as theHorncastle Area Committee and other organisations. However, Members’noted that carers depended on the support from the County Council andthe District Council to make their needs known to the community at large,especially the 440 registered young carers in the district.Charlotte Stanley, young adult carer, then presented her views on thesupport they had received from the Lincolnshire Carers’ Partnership andstressed that without this help they would not have been able to succeedin their education and continue to study at the present time. Charlottehad been caring since the age of 5 and was a Member of the LincolnshirePartnership Group, which met every quarter. The group invitedprofessionals to the meetings by way of accessing further help and adviceand progressing the partnership.The Group was also working towards being a part of the Healthy SchoolsAgenda. Charlotte informed Members that awareness was essential whenyoung carers were faced difficult situations, particularly in school. MsOliver continued and advised that the Lincolnshire Carers’ Partnership hadcompiled a list of the schools in the County that supported a Carers’ Groupor that had staff that supported young carers. Although a good number ofHAC 3Page 183

Horncastle Area Committee4.04.2011schools were included on the list there was still a long way to go toachieve full support in schools across the County.Members were informed of the involvement of the Rotary Club who hadprovided an opportunity to send 25 carers to a production at the EmbassyTheatre in Skegness. The issue for some Carers was transport; however,donations had enabled transport to be provided for the young carers,which had been gratefully received. A Ward Member for Horncastleagreed to take this to the Horncastle Rotary Club and Lion Theatre to seeif any further donations could be obtained.The Chairman thanked the representatives of the Lincolnshire CarersPartnership for their informative presentation and attendance at theMeeting.46. PUBLIC FORUM:There were no questions from members of the public.47. AREAS OF INTEREST:Members received presentations in respect of the following:-(N.B: An apology was received from Mr. P. Bonner of the Aviation HeritageCentre who was unable to attend the Meeting at short notice.)Heritage Trust of Lincolnshire (HTL) – Members received information in respect of HeritageTrust of Lincolnshire from Mr. Michael Knapton. Members were informed HTL aimed toassist in the conservation and enhancement of the historic environment of the county. TheTrust endeavoured to involve the local community and visitors by improving access to allaspects of heritage, by offering opportunities to learn about the past and by organisingheritage projects and events to celebrate the diverse heritage of the county.The Trust was supported by County and District Councils, nationalheritage bodies and through commercial activities and sponsorship andcarried out a wide range of activities. The Heritage at Risk Project is anational pilot set up to:• Investigate and record the county's historic and archaeologicalheritage and make it available to all• Save and renovate threatened historic buildings and make themsuitable for new uses• Encourage private individuals, local societies and the business andcommercial sector to work with the Trust on imaginative heritageprojects• Help the people of Lincolnshire, young and old, to understand andtake pride in their county• To promote the rich and diverse heritage of the county for thebenefit of local people and visitors.Members were informed all volunteers received training, which includedpractical experience over a period of time and courses were offered toimprove people’s knowledge throughout the project.HAC 4Page 184

Horncastle Area Committee4.04.2011Over 3000 surveys (of 9000 required) had been returned to date, and 300of these were from residents in East Lindsey. It was hoped these figureswould double in the next year.Members noted an event was recently held in Louth to promote theorganisation and encourage volunteers to sign up and a further eventwould be held in Alford on 14 May 2011. Currently there were 220volunteers in Lincolnshire.Members noted more information could be found on the website atwww.lincshar.org.uk.The Chairman thanked Mr. Knapton for his presentation, following whichhe left the Meeting.Woodhall Spa Cottage Museum – Members received a presentation fromMrs. P. Cowlishaw. Mrs. Cowlishaw provided some backgroundinformation about the organisation and how it had begun. Members notedthe Cottage Museum first opened its doors in 1987 and had, so far,welcomed over 30,000 visitors. It was a small community museummanaged by between 30 and 40 volunteers and a Board of Directors, all ofwho had been provided with training in museum management.Members were advised the exhibits included a wide range of photographsand memorabilia featuring the activities and development of the Spa.These were substantially based on a collection from the Wield family whooccupied the museum building in its original form.Members were informed about a number of events which the museum hadorganised/been involved in, namely, the War Memorial which was so wellreceived that the organisation was now in the process of arranging afurther memorial for 2011.After having previously secured a Heritage Lottery Grant of £64k, theMuseum was looking to submit an application for 2 nd round funding,however, this had been put on hold due to the recent arson attack whichhas resulted in the need for an entirely new build. It was anticipatedplans would need to be put on hold un till December 2011.Members agreed this was a fantastic organisation, which attracted manyvisitors each year and helped local businesses attract additional trade, thisimproving the economy of Woodhall Spa and the surrounding area.The Chairman thanked Mrs. Cowlishaw for her interesting presentation,after which she left the Meeting.Horncastle Festival – Councillor Mrs. Martin provided information toMembers in respect of the Horncastle Festival, which was an eventthought up by Horncastle Town Council progressing from Horncastle Now.A community based Committee had been formed to look at ideas for thefestival which will include a talent show that the local community couldenter. Market stalls could also be hired and food outlets had been bookedHAC 5Page 185

Horncastle Area Committee4.04.2011for the first Festival, which was due to take place on 12 June 2011. Theevent has great support from all local organisations and the organisers areliaising with ELDC’s events team regarding the logistical arrangements.A provisional date had been set for the Christmas Festival and this wasscheduled to take place on 11 December 2011, subject to the success ofthe Summer event48. COUNCIL BUDGETS 2011/12 AND BEYOND:Members noted the contents of the briefing note in respect of the Councilbudget for 2011/12 and beyond.49. FOOTPATH - CORONATION WALK, HORNCASTLE:This item had been included on the Agenda at the request of HorncastleTown Council and the Chairman invited Councillor Bill Aron to providefurther details.Councillor Aron began by circulating a number of photographs to Membersshowing Coronation Walk and the footpath in its existing state.The footpath was owned by East Lindsey District Council, therefore,Councillor Aron requested that they be requested to reinstate the footpathwhich had deteriorated.The Corporate Support Officer advised that she would be happy to takethis forward with Officers at ELDC however advice that had been receivedprior to the Meeting had suggested that there could be an issue with treeroots on the riverside of the road and this has been of some concern inthe past. It was therefore important that a discussion was held withELDC’s Tree Officer and with the Environment Agency regarding all issuesin respect of the surface. Another key issue of course was resources.Councillor Aron provided the Meeting with a number of useful contacts atLCC, which he agreed to forward to the Corporate Support Officerfollowing the Meeting.Members agreed this area needed addressing as the footpath could beseen as a health and safety issue.The Chairman thanked Councillor Aron for the information.50. PREVIOUS AND FUTURE AGENDA ITEMS:Members noted the items included on the Agenda sheet.51. ITEMS FOR NEXT MEETING:A discussion took place regarding the value of the Area CommitteeMeetings. Members considered that perhaps the boundary of theHAC 6Page 186

Horncastle Area Committee4.04.2011Horncastle area was too vast and could be a reason for low attendance byParish and Town Council’s as the Agenda items were not relevant to them.A suggestion was put forward to look at how the Area Committee couldbetter engage with its Parishes to ensure there was that link with theDistrict Council, which was both financially viable and informative.Members requested an item for the next Agenda, which invited variousParish Councils to come and give their opinion on how they would like tosee Area Committees move forward in the future.52. VENUE OF THE NEXT MEETING:It was agreed that the next Meeting would be held at Horncastle College,Mareham Road, Horncastle. The date of the next Meeting would beconfirmed in due course.The meeting closed at 8.30 pm.HAC 7Page 187

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