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Community Services

Committee

Thursday 12 March 2015 at 7.30pm

There will be a presentation from Achieve Lifestyle after the fire precautions have been read

Council Chamber Runnymede Civic Centre, Addlestone

Members of the Committee Councillors Miss M N Heath (Chairman), J J Wilson (Vice-Chairman), Mrs D V Clarke, Mrs V Dunster, Mrs M T Harnden, R J Mackin, M G Nuti, B W Pitt, Mrs G Warner and N Wase-Rogers.

AGENDA Notes:

1) Any report on the Agenda involving confidential information (as defined by section 100A(3) of the

Local Government Act 1972) must be discussed in private. Any report involving exempt information (as defined by section 100I of the Local Government Act 1972), whether it appears in Part 1 or Part 2 below, may be discussed in private but only if the Committee so resolves.

2) The relevant 'background papers' are listed after each report in Part 1. Enquiries about any of the

Agenda reports and background papers should be directed in the first instance to Miss C Pinnock, Democratic Services, Law and Governance Business Centre, Civic Centre, Station Road, Addlestone (Tel. Direct Line: 01932 425627). (Email: [email protected]).

3) Agendas and Minutes are available on a subscription basis. For details, please ring Mr B A Fleckney on 01932 425620. Agendas and Minutes for all the Council's Committees may

also be viewed on www.runnymede.gov.uk. 4) In the unlikely event of an alarm sounding, members of the public should leave the building

immediately, either using the staircase leading from the public gallery or following other instructions as appropriate.

5) Filming, Audio-Recording, Photography, Tweeting and Blogging of Meetings Members of the public are permitted to film, audio record, take photographs or make use of social

media (tweet/blog) at Council and Committee meetings provided that this does not disturb the business of the meeting. If you wish to film a particular meeting, please liaise with the Council Officer listed on the front of the Agenda prior to the start of the meeting so that the Chairman is aware and those attending the meeting can be made aware of any filming taking place.

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Filming should be limited to the formal meeting area and not extend to those in the public seating area.

The Chairman will make the final decision on all matters of dispute in regard to the use of social

media, audio-recording, photography and filming in the Committee meeting.


If you need help reading this document please contact the Council on 01932 838383 and we will try to provide a reading service, a large print version, or another format.


LIST OF MATTERS FOR CONSIDERATION PART I Matters in respect of which reports have been made available for public inspection

Page

1. FIRE PRECAUTIONS

5

2. NOTIFICATION OF CHANGES TO COMMITTEE MEMBERSHIP

5

3. MINUTES 5

4. APOLOGIES FOR ABSENCE

5

5. DECLARATIONS OF INTEREST

5

6. COMMUNITY DEVELOPMENT BUSINESS PLAN 2015/16

5

7. 8. 9. 10. 11. 12.

SURREY PHYSICAL ACTIVITY STRATEGY 2015 – 2020 COMMUNITY MEALS FAMILY SUPPORT PROGRAMME PHASE TWO KING GEORGE V PLAYING FIELDS – POLICY FOR FUTURE USE THE ORCHARD COTTAGE, CHERTSEY – FUTURE USE RUNNYMEDE PLEASURE GROUNDS – PROPOSED IMPROVEMENTS

8

10

12

15

18

21

13. EXCLUSION OF PRESS AND PUBLIC

24

PART II Matters involving Exempt or Confidential Information in respect of which reports have not been made available for public inspection a) Exempt Information 14. SURREY HEATH – JOINT WORKING 26 b) Confidential Information (No reports to be considered under this heading)


1. FIRE PRECAUTIONS The Chairman or a nominated Member of the Committee will read the Fire Precautions which set out

the procedures to be followed in the event of fire or other emergency. 2. NOTIFICATION OF CHANGES TO COMMITTEE MEMBERSHIP 3. MINUTES To confirm and sign, as a correct record, the Minutes of the special meeting of the Committee held

on 12 February 2015, as attached at Appendix ‘A’. 4. APOLOGIES FOR ABSENCE 5. DECLARATIONS OF INTEREST If Members have an interest in an item please record the interest on the form circulated with this

Agenda and hand it to the Legal Representative or Democratic Services Officer at the start of the meeting. A supply of the form will also be available from the Democratic Services Officer at meetings.

Members who have previously declared interests which are recorded in the Minutes to be

considered at this meeting need not repeat the declaration when attending the meeting. Members need take no further action unless the item in which they have an interest becomes the subject of debate, in which event the Member must leave the room if the interest is a disclosable pecuniary interest or if the interest could reasonably be regarded as so significant as to prejudice the Member’s judgement of the public interest.

6. COMMUNITY DEVELOPMENT BUSINESS PLAN 2015/16 (COMMUNITY DEVELOPMENT)

Synopsis of report: This report informs Members of progress made against last year’s Community Development Business Plan and provides a summary of the Community Development Business Centre/Team Plan for 2015/16, to be approved. The full plan is attached at Appendix ‘B’.

Recommendation: The Community Development Business Plan for 2015/16 be approved.

1. Context of report 1.1 A corporate-wide Performance Management Framework (PMF) has been established to

assist Members and Officers with the decision making process. The general purpose of the PMF is to bring about improvements and/or take remedial action in the event of service or financial challenges.

1.2 To complement the PMF, a Business Planning Cycle has been introduced. This involves

completing an annual Business Centre/Plan. This plan sets out the key drivers/influences, objectives, performance/activity indicators, links to the Sustainable Community Strategy and links to the Corporate Business Plan for the teams/functions under their responsibility for the forthcoming year. The plan follows a standard corporate template.

2. Report 2.1 The full Business Plan can be seen in Appendix 'B'. Members are advised that the last year

has seen considerable change within Community Development. There have been a number of internal restructures due to a range of factors, including the setting up of the customer services centre and a number of staff taking voluntary redundancy/severance.

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2.2 Specific changes over the last 12 months have included a new structure within the Green Spaces team and creating a Community Development team to support the work of all the service areas. This has provided the section with some additional resources to deliver a broader range of events and activities.

Key Achievements in 2014/15 2.3 There have been a number of significant achievements over the last year including: ● the transfer of Thorpe Village Hall to Thorpe Players ● an increase in the numbers taking part in Surrey Youth Games ● significant work in the four target ward groups for Community First and the

Personalisation and Partnership Prevention Fund ● Chertsey Museum WWI and Magna Carta exhibitions ● Community Safety Events for Older People and Junior Citizens ● continuing to develop services for Older People ● partnership working with Surrey Heath Borough Council ● new Play Area at Pooley Green ● outdoor Gyms installed ● roll out of the GPS and Care Call service ● review of Independent Retirement Living schemes (IRL) and Social Centre

Management at Grove Court and Manor Farm ● refurbishment of Beomonds IRL Key Areas for Improvement 2014/15 2.4 There have also been some disappointments such as the delay in getting the Tea Time

meals service set up, although this was due predominantly to the partnership work with Surrey Heath, which reduced staff availability to progress this initiative. This situation impacted on overall meals numbers, which were down over the year to date. In other areas progress on some projects has also been delayed due mainly to a lack of resources.

Purpose of the Business centre 2.5 Community Development was formed following the merger of a range of community focused

functions across the Council in early 2013. There are a wide range of purposes and objectives. Community Development aims to:-

a) work together with partners in the public, private, voluntary and faith sectors

to address barriers and challenges faced by communities and individuals across the borough living within areas of relative deprivation

b) ensure that Runnymede has safe, healthy and vibrant communities; and c) provide a range of high quality, cost effective services for residents. Key Drivers/Influences 2.6 The key drivers/influences impacting on the Community Development Business Centre in

2014/15 are: ● Corporate Key Performance Indicators ● Target to achieve up to £3.4 million savings corporately by 2017 ● Generate additional revenue streams ● Crime and Disorder Strategy and Crime and Disorder Act ● RBC Open Space Study 2010 ● Ageing population ● Indices of deprivation ● Health and Physical Activity ● Welfare Reform ● Family Support Initiative Objectives for 2015/16


2.7 The objectives which have been set for 2015/16 include a number carried over from 2014/15. However, new ones include;

● Roll out phase 2 of the Family Support Programme ● Deliver the Magna Carta Sports Festival ● Develop more activities at Chertsey Museum ● Expand the GPS and Carecall service ● Identify new opportunities to expand the CCTV service e.g. Addlestone ONE ● Implement staff changes within Social Centres and IRL’s ● Introduce the Tea Time Meals service ● Progress the potential merger of Community Services with Surrey Heath ● New Play spaces at Marshall Place and Fernlands ● Develop a vision for Runnymede Pleasure Grounds Performance Indicators 2015/16 2.8 The Performance Activity Indicators for 2015/16 are:-

Performance Indicator Q1 (Apr-June)

Q2 (Jul-Sept)

Q3 (Oct-Dec)

Q4 (Jan-Mar)

Full Year (Apr-Mar)

Numbers attending holiday and sports activity programme

750

Number of Community Transport users

570

Number of Community Meals delivered

11,250 11,250 11,250 11,250 45,000

Number of Community Transport journeys

55,000

Percentage of Careline calls answered within 60 seconds

98.5% 98.5% 98.5% 98.5% 98.5%

Income as a percentage of overall cost for Safer Runnymede

34%

Percentage of available allotment plots let

95%

3. Council Policy 3.1 This Plan supports the achievement of the following priorities in the Sustainable Community

Strategy: ● A voice for Runnymede; ● An environment to be proud of; ● Healthy and vibrant communities; ● Revitalisation 4. Resource implications 4.1 The work outlined within the Business Plan will be carried out within existing budgets. Some

risks have been identified in particular with relation to increased workloads for some staff and sections from new contracts or partnership arrangements which will have to be monitored.

5. Legal implications 5.1 There are likely to be legal implications related to some of the objectives identified for

2015/16 which will be detailed in future reports to this committee or dealt with as part of any specific project work.

6. Equality Implications


6.1 The services within Community Development deliver to the most vulnerable in society and have a positive impact on individuals and communities.

(To resolve) Background papers 2014/15 Business Plan 7. SURREY PHYSICAL ACTIVITY STRATEGY – 2015 – 2020 (COMMUNITY DEVELOPMENT)

Synopsis of report: Active Surrey has produced a new physical activity strategy for Surrey. This report outlines the process for developing the strategy, setting out the key priorities and principles that have been identified along with actions to deliver the strategy.

Recommendation(s): 1. To endorse the proposed new Physical Activity Strategy for 2015 – 2020 and

commit to working in partnership with other agencies. 2. Use the strategy when reviewing or introducing relevant local strategies and

plans.

1. Context of report 1.1 Active Surrey, the County Sports Partnership, co-ordinates the delivery of physical activity

across the County and Boroughs. The current strategy runs until 2015 so they have been working on developing a new strategy for the next five years. This will be overseen by the newly appointed and independent Active Surrey Board.

1.2 Surrey is consistently in the top three counties for physical activity levels, which is good

news. However, there is still a large amount of inactivity, which can ultimately lead to serious health problems for example Obesity.

1.3 Two fifths of Surrey adults (360,000) do not exercise enough to meet health guidelines.

Activity also decreases with age; with an ageing population, this will become more challenging.

1.4 Physical activity includes a broad range of activities from organised sport through to dance,

play, gardening and walking. Therefore, there is an opportunity to get many more people active and feel the benefits of this.

1.5 The strategy has been developed through consultation with a broad range of stakeholders

including Boroughs and Districts, National Governing Bodies of Sport, voluntary sector, public health and community organisations. The aim is to have a co-ordinated approach to reduce health and social inequalities and utilise resources more effectively.

1.6 The strategy will also pull together information from national policy and research,

highlighting good practice and gaps that need to be filled. 2. Report 2.1 Physical inactivity has been identified as a ticking time bomb for public health. Tackling

inactivity will significantly decrease the risks of developing chronic illness and save money through use of physical activity as a preventative measure. It is also important to introduce and instil healthy behaviours at a young age.


2.2 Fortunately, Surrey has excellent sporting facilities, clubs and open spaces. At a time of diminishing resources, it is important to best use the facilities to improve physical activity levels. Active Surrey is best placed to help facilitate this.

2.3 The new strategy aims to build on the excellent work that has been delivered by all partners

in Surrey and further raise the profile of the benefits of physical activity. A copy of the draft strategy is attached at Appendix ‘C’.

2.4 The new strategy has three key overarching priorities, which are:- ● Start Moving – supporting all children and young people to have an active start in

life ● Move Every Day – Encouraging adults to build activity into their everyday lives ● Stay Moving – Supporting older adults to live longer and more active lives. 2.5 To deliver the priorities there are also three key principles that run through the strategy: ● Active Together – encouraging work across all sectors in partnership to develop

shared priorities and projects to highlight the importance of physical activity ● Active Longer – making physical activity a priority in health and social care ● Active Environment – using and shaping the natural and built environment to move

more in their everyday lives e.g. active travel. 2.6 In Runnymede a number of the priorities and principles are already incorporated into the

way we work. For example with the focus on activities for older people through our swimming, walking and other activity programmes.

2.7 As part of the strategy consultation process a number of headline actions have been

identified under the three priority headings. 2.8 In priority one, start moving identified actions include a need to: ● Develop Physical Literacy in early years ● Ensure school facilities meet the needs ● Raise the standard of PE and school sport ● Address drop off rates for example in teenage girls ● Facilitate the move from school sport into community clubs. 2.9 In priority two, move everyday identified actions include a need to: ● Improve community access to sports facilities ● Better coordinate sport provision for those with disabilities ● Promote the benefits of activity ● Reduce the physical activity gender gap currently 8% between men and women ● Increase access to green spaces ● Consider physical activity implications in new developments. 2.10 In Priority three, stay moving identified actions include a need to: ● A systematic approach to assessment and promotion of physical activity in primary

care and disease management ● Include physical activity training within primary care training ● Increase the availability of appropriate programme. 3. Resource implications 3.1 There are no specific resource implications identified. 4. Equality Implications 4.1 The strategy looks to engage all Surrey’s residents in physical activity. (To resolve)


Background papers None stated. 8. COMMUNITY MEALS (COMMUNITY DEVELOPMENT)

Synopsis of report: The Community Meals Service operates across the whole of Runnymede, delivering hot meals seven days a week. The take up of meals has dropped over the last 12 months and opportunities to promote and enhance the service have been considered and are detailed in this report.

Recommendation: To endorse the proposed marketing and promotional initiatives for the community meals service.

1. Context of report 1.1 The Community Meals service was previously delivered by Apetito but was brought in house

11 years ago. The meals are still provided by Apetito and the ovens in the four vans are leased from them. The vehicles are owned by us and the staff managed by Runnymede, based at Chertsey Depot.

1.2 There are currently four vans delivering Monday to Friday and two on a weekend; this

service was introduced in June 2012. Five staff deliver the service and work on a rota basis throughout the week.

1.3 The meals co-ordination is managed by staff at Chertsey Depot and is linked into the

community transport team. 1.4 There are currently approximately 160 users of the service. In 2011/12, there were 39,000

meals delivered and in the current year, it is estimated that there will be 42,000 delivered against a target of 45,000.

1.5 The drop off in numbers over the last twelve months can be attributed to a number of factors

including: ● People evacuated due to the floods in early 2014 who would have been the more

vulnerable members of the community ● Individuals moved into care homes or other accommodation ● More competition in the market place. 1.6 The delivery service does also offer added value for example with welfare checks where

staff may raise concerns about individuals that they visit. 2. Report 2.1 Officers were tasked by this Committee to look at how the Community Meals service could

be grown and promoted. One thing that was immediately identified was that the service had not been heavily promoted in the past as there was not perceived to be any competition. Currently, the service is marketed through Surrey County Council’s Adult Social Care team as part of their care packages, the existing centres in particular the weekend service, word of mouth, the A-Z service brochure and our website.

2.2 There are a number of regular core users but not everyone who may benefit from the meals

service is aware of what is on offer. There is also a bit of a stigma attached to community meals despite the fact that the meals are nutritional and comparable to the offer from private companies that advertise similar services.

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2.3 The service is not at full capacity and there is scope to provide an additional 20 – 30 meals per day, depending on location etc. which over the year would be approximately 7,300 – 10,950. One issue that has also been highlighted is the age of the vehicles, all of which are 10 years old. This could impact on the ability to grow the service in the future for example with the proposal for a new tea service.

2.4 The introduction of a teatime service has been mentioned in this committee previously and

plans are now on track to introduce this after Easter 2015. One of the stumbling blocks has been identifying where the packs would be produced and it has now been determined that the Woodham and New Haw Social Centre will do this.

2.5 Initially, all current meal users will be targeted with a trial offer over a week in early March

where they can book a tea pack for one day during that week. If they decide to take up the service there will be an introductory offer for the first month.

2.6 Community Development is considering how all the services are marketed and for specific

areas like Community Meals, we are looking at targeting non users. As part of the marketing mix, the following methods in addition to those already highlighted in paragraph 2.1 will be adopted:

● Flyers and posters – service specific ● Bin hangers at specific properties ● Special offers for new users ● Use of Streets Ahead, other internal publications, radio and newspaper editorials ● Target current telecare and GPS users. ● Send out information to the Independent Retirement Living facilities, and community

groups working with older people ● Include the service in a general brochure promoting all our services. 2.7 It is proposed that the new marketing initiatives will start from April in line with the new

financial year. This also gives time to produce and design any literature that is required. Of the current initiatives, further developing closer links with adult social care and health will be the most important.

2.8 A future initiative will be the introduction of choice based meals, which will be an additional

selling point for the service. A timescale for this has not been determined but it should be achievable in the next financial year.

2.9 Lunch clubs are also to be introduced at our independent retirement living sites using multi

portion trays delivered by the meals staff. This could lead to residents taking up the service on a more regular basis.

3. Resource implications 3.1 There are no specific resources implications as funding for the promotion of the service will

come out of existing budgets. In the short to medium term expenditure on replacement vehicles will need to be considered as the fleet are reaching the end of their economic life. The replacement vehicles may have to be leased rather than purchased due to the need for specific ovens to be provided but officers will look into the option and report back at a future meeting.

4. Legal implications 4.1 None have been identified. 5. Equality Implications 5.1 The expansion of the service will have a positive impact on the more vulnerable and house

bound members of the community by ensuring that they have regular meals and personal contact.

(To resolve) Background papers


None stated. 9. FAMILY SUPPORT PROGRAMME PHASE TWO (COMMUNITY DEVELOPMENT)

Synopsis of report:

The Family Support Programme has been operation in Runnymede since October/November 2013. The new phase of the programme is due to start in May 2015 and will run for five years and this report outlines the steps being taken to move towards the launch.

Recommendation(s): 1. The Family Support Programme continues to be supported in partnership with

Surrey Heath Borough Council provided that the Government funding continues to cover the operational costs of the programme.

2. The Head of Community Development in consultation with the Chairman be

authorised to extend the current agreement with Surrey Heath Borough Council. 3. The Head of Community Development in consultation with the Chairman enters

into an agreement with Surrey County Council setting out the arrangements and responsibilities for the new phase of the programme.

1. Context of report 1.1 The Family Support Programme (FSP) in Surrey is the name given to the Government’s

Troubled Families Programme. The aim of the programme is to turn around 120,000 families nationally and 1,050 families in Surrey by May 2015.

1.2 The Programme looks at families and their circumstances. Three criteria have been set

which determine if the family is worked with. These are: i) Members of the family are involved in crime or anti-social behaviour ii) There are children not in school within a family iii) Adults in the family are on out of work benefits. 1.3 Families need to meet the three criteria to enter the programme. However, there is flexibility

to work with families who meet at least two of the criteria but also meet some of the local criteria that have been set which include drug and alcohol abuse, domestic violence or a young person being NEET (not in employment, education or training) all of these are seen as being a high cost to the local purse.

1.4 At a meeting of the Housing Committee in September 2012 it was agreed that, the Director

of Housing, Leisure and Community Services could, in consultation with the Chairman and Vice-Chairman of the Committee, agree the final proposals. There was also the assumption that the programme would not cost the Council anything more than the funding provided by Surrey County Council (SCC).

1.5 In Surrey, it was agreed by all Borough and Districts that local teams would be set up

utilising the funding from SCC. It was felt that local delivery of the programme was very important and that local Boroughs and Districts were best placed to do this.

1.6 The allocation of funding from Surrey County Council to deliver the programme in

Runnymede was £165,000 with the target to turn around 76 families. After looking at the figures to determine the number of staff that could be employed it was felt that a standalone team in Runnymede was not viable. Early in 2013, discussions took place with Surrey Heath, who were also in phase two, to see if a joint approach would provide a better option.


Surrey Heath being allocated £170,000 and a target of 86 families. Surrey Heath (SHBC) and Runnymede Borough Councils (RBC) joined their troubled families grant funding together to establish a family support team across the two boroughs. Surrey Heath lead on this programme delivery and all staff are employed by SHBC. There is a service level agreement in place reflecting and governing this partnership.

1.7 The Local Family Support Team for Surrey Heath and Runnymede has been operational

since 5 November 2013. The team manager has been in post since September 2013 and set up this new service, establishing protocols, policies and pathways with key agencies to support effective collaboration, alongside successful recruitment of skilled and experienced staff.

1.8 The team consists of a Programme manager, administrator, four family co-ordinators and a

therapist across the two boroughs. 1.9 The programme is governed by central monitoring and has challenging ‘turn around’ targets.

To ‘turn around’ a family, all children of school age must attend school regularly without risk of exclusion, an adult within the home becomes employed and the ASB and criminality ceases. Monitoring of the programme is robust and the team reports to SCC on a weekly and monthly basis.

1.10 The Government funding for the programme is through a payment by results arrangement

whereby local authorities are paid £4,000 for each family turned around by the 2015 deadline. Some of this payment by results money was available in advance to ‘pump prime’ local services.

2. Report 2.1 Over the first 16 months of the programme the Family Support Team has received 116

referrals of which 70 have been accepted onto the programme. In addition, there have been 80 light touch interventions bringing a total of 150 families that have been worked with just 12 short of the target for May 2015. With referrals currently being considered, the numbers should be met by the target date.

2.2 The move into the second phase of the Family Support Programme (FS2) has already

started with any new referrals now being considered using the newly expanded criteria, which now includes:

● Parents and children involved in crime and ASB ● Parents and children with a range of health problems ● Families affected by domestic violence and abuse ● Children who need help i.e. with an early help assessment ● Adults out of work or at risk of financial exclusion and young people at risk of

worklessness ● Children who have not been attending school regularly. 2.3 In FS2 across the County it is expected that work will take place with 4,000 families over the

five years. This is a challenging workload and the breakdown per borough has yet to be finalised. However, with expanded criteria, the number of families will increase and families will have to be prioritised, based on need.

2.4 The Family Support Team which covers the two boroughs will need to be reinforced to meet

the new targets. It is proposed to have a dedicated team accommodated within the Civic Centre, working specifically with Runnymede families but still employed by Surrey Heath. The team in Runnymede will, provided the funding is available, consist of three co-ordinators, one of which will be a senior position.

2.5 The new FS2 programme in Surrey also refers to what are being known as place leaders or

network co-ordinators. Their role will be to work with local partners on delivering the interventions. It is not clear yet how this will work and who will take on this role but if the programme manager has more support through additional staff then they could probably take up some of this work.


3. Resource implications 3.1 The Government announced that £200m would be available to extend the Family Support

Programme post 2015. The payments by results will be reduced in FS2 but with an increased case workload this can help to offset this. In addition, there is some start-up funding held over from the first stage of the programme that can be carried forward.

3.2 Both Surrey Heath and Runnymede Borough Councils have both been clear that to run the

FS2 programme there is no funding internally that can be made available to cover staffing costs. Some funding has been made available through the Community First Programme to cover work with individual families in the first phase and this can also be looked at for FS2.

3.3 It is clear that the programme delivers real savings to other organisations through, for

example, a reduction in crime and improved school attendance. There is no mechanism to recover such savings and Surrey County Council has been looking at how this might be achievable.

4. Legal implications 4.1 In addition to an extension of the Memorandum of Understanding (MOU) with Surrey Heath

Borough Council, it has also been proposed that a MOU is developed between Surrey County Council and all the Boroughs and Districts for the next phase. This is currently being worked on.

5. Equality Implications 5.1 The programme supports the most vulnerable and disadvantaged members of the local

community and in particular children and young people. 6. Risk Management 6.1 The risks around the project relate primarily to those arising from safeguarding families and

individuals being worked with, especially children. In addition, there are significant risks to staff both from physical attack and the emotional stress that arises from the nature of the work.

6.2 There have in recent years been a number of high profile failures to protect vulnerable

children and at the heart of many of these have been failures of supervision and management. All staff are closely supervised by the Family Support Manager. The team has developed its own case management software in the absence of such software for the Surrey scheme. Regular casework reviews are undertaken by the Family Support Manager and reports of the discussion logged on the case management files.

6.3 The need to safeguard individuals within families, especially children, is taken very seriously.

A number of children have been referred into safeguarding following identification of significant risks through the work of the Family Support Team.

6.4 A system of clinical governance is in place to address concerns over staff welfare. All staff

are provided with monitoring devices that track their movements and allow them to summon assistance.

6.5 Data protection is a major issue for this project. The team has been set up as a paperless

service and all data is filed in password protected software. (To resolve) Background papers Agenda items from previous Community Services Meetings


10. KING GEORGE V PLAYING FIELDS – POLICY FOR FUTURE USE (COMMUNITY DEVELOPMENT)

Synopsis of report: The King George V Playing Fields is managed by Runnymede Borough Council under Trust as an open space. The Virginia Water Football Club (VWFC) is based at the fields and has plans to develop their playing facilities on site. It is proposed that a policy be adopted to address future use of the site by VWFC.

Recommendation: The Committee, sitting as trustees, is asked to consider and agree the suggested policy in paragraph 2.13 of this report for developments on the King George V Playing Fields and in particular, to determine if the proposed VWFC development supports their aspirations for the development and future use of the site.

1. Context of report 1.1 Virginia Water Football Club (VWFC) has been playing at King George V Playing Fields

(KGVPF) since 1969, when they took out a 28 year lease. This lease is currently held over since 1998 without renewal.

1.2 The VWFC has use of a clubhouse, which was constructed by the club; this together with

the land shown in the Plan at Appendix ’D’ forms the area leased by the Club. Other facilities on the KGVPF include a multi-use games area and play area. There are two tennis courts and a small clubhouse for Knowle Hill Tennis Club, which also has a lease from the Council.

1.3 The KGVPF are held in trust by the Council and Fields in Trust (FIT) have to be consulted

on any significant changes and their permission sought. For example, the tennis clubhouse required their consent before it was built.

1.4 Over recent years, VWFC has been going through some significant changes in their

management committee and financial arrangements. In the last 12 months, a new Chairman and financial backer have come forward who have worked within the Club to strengthen its playing base by creating several youth teams and additions to the senior team together with planning to develop and improve the Club’s on-site facilities.

1.5 The Club currently play their adult football in the Surrey Elite Intermediate Football League,

which is step 7 of the football Pyramid at the 11th level. Promotion would take the Club into the Combined Counties Division 1 which is at step 6, level10. For entry into this league, the ground needs to meet the requirements of the Football Association at grade H (Appendix 'E').

2. Report 2.1 The Council has had a number of meetings with VWFC to explore their proposals to develop

the Club. Officers supported their proposals to develop the youth teams but had serious misgivings about enclosing the main pitch on site, creating a further enclosed 3G or 4G artificial pitch and substantial enlargement of the Clubhouse, etc. As part of the discussions VWFC advised the Council that they wanted to put lighting on the pitch through an arrangement that the Football Association has with a company called Shared Access. In addition to lighting, Shared Access is funded by the mobile telephone companies to increase the availability of mobile phone masts and for the KGVPF a mast would be installed as an extension of one of the lighting columns. Shared Access has carried out similar installations at other clubs across the Country.


2.2 The benefit to VWFC of the lighting would be installation at no cost, enabling the club to train in the evening on site rather than paying for the use of facilities at Royal Holloway University. This would be a significant cost saving to the Club. Whilst officers were aware of the Club’s interest, no formal application has been made to the Council as the landlord and Trustee of KGVPF. In such cases, the Council would normally seek some consideration from the value of the annual income provided by the mobile phone operator for locating and operating a mobile phone mast on Council owned land or in this case land held in Trust. To date no financial information has been provided to Officers.

2.3 Shared Access has made a planning application for the lighting and mast installation and

this is due to be determined by the Planning Committee at its meeting on 11 March 2015. The recommendation is to grant permission, subject to conditions and the decision will be reported verbally to this Committee. Even if planning permission is granted FIT would also need to approve the scheme before it could go ahead. As the application to FIT has to be funded, Officers have adopted the approach of requiring the Club and/or Shared Access to make the application to FIT.

2.4 VWFC as part of their club development want the Clubhouse replaced. The current facility

needs significant improvement and they do not feel it is fit for purpose based on their plans for the club. VWFC apparently have a financial backer who is willing to invest significant funds into the development of the Clubhouse. However, as the proposed facility would provide for extended use of the bar facilities, car park extension and related changes, it is assumed that the investor will seek some return on the investment. Officers have not been provided with any detailed information, a business case or layout plans describing the proposals.

2.5 VWFC currently plays at step 7 of the football pyramid and has aspirations to move up the

leagues. This is unlikely to happen in the current year but if the team moves up the football leagues, the requirements for grounds become more rigorous in terms of the facilities that need to be provided.

2.6 The next move for VWFC would be into step 6 and as highlighted in 1.5, this would require

the ground to meet the requirements as set out in Appendix 'E'. There are a number of key changes to the ground, which would need to be carried out before a move into step 6 could be considered these being:

● The ground must be enclosed by a boundary, not necessarily of a permanent

nature. As a general rule, the minimum height, when measured from outside the ground, should be 1.83 metres.

● There should be at least 1 fully operational turnstile (which must be of the revolving

type) or a pay box where a charge for entry to the ground can be taken. In both cases adequate protection and security for the operator.

● The minimum covered accommodation must be 50. 2.7 None of the improvements in 2.6 required to meet the grounds standards for the next step

are felt by officers to be appropriate for the KGVPF. In addition these changes are unlikely to get FIT approval as they would have an impact on access to the fields and their openness. Floodlighting is also required at Step 6 but this may get planning and FIT approval.

2.8 The VWFC have been encouraged to look at alternative locations for their senior adult side

should their desire continue to be to move up the leagues. The number of Council owned locations are limited but officers will continue to work with VWFC on looking at suitable alternative sites in the local area.

2.9 VWFC reserve sides and junior teams could still continue to play games at the KGVPF and

the site could also be used for training. The financial implications of running a two site club though are quite significant when you consider any alternative facility would need to meet the standards as laid out in 2.6.

2.10 The aspirations that VWFC has for developing youth football is supported and even in the

last year they have made significant progress in developing teams in a number of age - 16 -


groups. To make the club sustainable in the future this is the right step for the club, as the junior players should feed into the adult teams in the future.

2.11 One of the reasons for officers holding discussions with VWFC was to explore co-location of

the Club with the Virginia Water Scouts who are currently in Trotsworth Hall and had been looking for an alternative venue for a number of years. The Scouts are only part owners of the Hall with the Crusaders who own the other 50%. Both are keen to sell their interest in the Hall to the developer of an adjacent site. This would leave the Scouts with no permanent base but with some capital for investment into a new facility.

2.12 Co-locating the Scouts with the VWFC provides an ideal solution utilising the existing

footprint of the clubhouse but for joint, if separate use. Unfortunately, VWFC have declined to proceed with a shared facility and so a second option would be for the Scouts to construct a standalone building next to the current or any new Club House and for both organisations to share use of the car park. VWFC felt a site on the other side of the KGVPF would be more appropriate for the Scouts, but this would intensify the development of KGVPF as a further car park would be required. Such an option is unlikely to secure the support of FIT and raises a number of challenges in respect of securing planning permission and so officers have not supported or progressed this option.

2.13 For a new lease to be agreed, clear information is required on the facilities to be provided on

the land demised by the Lease. Furthermore, any change in use or intensification of the enclosure of the playing fields would require the consent of FIT and potentially Planning Permission (for example turnstiles, seating/stands, a new Club House, etc). So the suggested policy is:

1. The Council, as Landlord, does not support the intensification of enclosure on the

KGVPF, as detailed in paragraph 2.6, other than to support relocating the Virginia Water Scouts on a site adjacent to the current VWFC building and with shared use of the car park.

2. The Council, as Landlord supports the erection of floodlights and a mobile phone

mast, subject to receiving planning permission, FIT permission and securing a reasonable commercial agreement with the mobile phone provider(s) with proceeds divided 50% to VWFC and 50% to the Trust.

3. A new lease be granted to VWFC for their existing use of the site and for any

material changes to require Landlord’s consent. 4. Any new lease should be granted for a maximum of 30 years, which would enable

VWFC to seek external funding from Sport England or other National Governing Bodies.

3. Policy implications 3.1 This Committee needs to consider the proposal from VWFC on the development at the

KGVPF and determine if they are in favour of the proposal. 3.2 The proposal to develop facilities would enhance the provision at the KGVPF. 4. Resource implications 4.1 Under the terms of any new lease, the charges would be based on a full market rate the

cost of which would need to be determined by an external valuer. 4.2 Income from the installation of the mobile phone mast would go to Shared Access to cover

the cost of installing the floodlights, and maintenance for 10 years. However, the Council as landowners normally require to be involved to ensure a full commercial offer is made by the mobile phone mast providers and at least a share of any income, which is recommended to be a 50%:50% division.


5. Legal implications 5.1 The contractual lease to VWFC has expired and VWFC are holding over under the security

of tenure provisions of Landlord and Tenant Act 1954, which gives VWFC renewal rights. VWFC may at any time on 6 months notice apply for a new lease on similar terms as previously granted. However, dependent on the proposed terms, any new lease may require the consent of FIT. VWFC have been advised of these requirements.

5.2 KGVPF was dedicated in 1960 as a public playing field as a memorial to the late King

George V under the provisions of the King George’s Fields Foundation. FIT administer all the King George V fields. FIT has the specific objective of protecting and improving playing fields and other outdoor facilities for sport play and recreation. FIT seeks to maintain the openness of public accessibility to the open spaces it protects. Such protection is achieved through the requirement to obtain FIT’s consent to grant a variety of interests in land including leases to sports clubs. FIT has published a process for obtaining consent and in the case of the grant of a lease the heads of terms together with their request form need to be completed and an undertaking provided regarding their costs. Where possible FIT, ask that the security provisions of the Landlord and Tenant Act 1954 are excluded, as it is not always appropriate for the method of management to stay the same.

5.3 KGVPF is held by the Council under a charitable trust and any income must be applied for

the purposes of the trust. 6. Planning Implications 6.1 The planning application for the lighting and mobile telephone mast is due to be considered

in March. This application will be considered on its merits and any further proposed developments on the playing fields would need to go through the same process.

7. Equality Implications 7.1 There are no specific equality issues identified. (To resolve) Background papers None stated. 11. THE ORCHARD COTTAGE, CHERTSEY – FUTURE USE (COMMUNITY DEVELOPMENT)

Synopsis of report: The Committee, sitting as trustees, is advised of the current situation relating to an empty residential property at the Orchard and Abbeyfield in Chertsey and is asked to make recommendations as to its future use.

Recommendation(s):

1. The Orchard Cottage be used for Housing purposes for the provision of

temporary accommodation for a household to whom the Council has a statutory duty under Homelessness legislation; and

2. Corporate Management Committee be requested to approve a supplementary revenue estimate in 2015/16 in the sum of £20,000 to fund the refurbishment of the property


1. Context of report 1.1 The Orchard and Abbeyfield is a public open space close to the centre of Chertsey and is

held by the Council as Trustee. The exercise of the Trustee function is delegated to this Committee and must be exercised in accordance with the terms of the Trust and in the best interests of the Trust.

1.2 The Orchard Cottage is a 3 bedroom property with two reception rooms located on the edge

of the open space and is an asset of the Trust. It is accessed via Staines Lane and Burley Orchard.

1.3 Until quite recently the cottage was occupied, via a service tenancy, by a member of staff

from the Green Space team. He was the Parks Officer with responsibility for all the Council’s staffed parks.

1.4 The previous occupier retired at the end of September 2014. As occupation of the lodge

was linked to his work through a service tenancy, he was required to vacate the property as soon as practicable. After a short period of time the Council was able to offer him alternative accommodation in Englefield Green, which he accepted and is now settling into.

2. Report 2.1 Over the last few months, Officers have been looking at a range of options for the future use

of the Cottage. 2.2 A new service tenancy was considered, but would not be of any discernible benefit to the

management of the Green Space service. It could also be problematic; as to establish a service tenancy, the occupation of the dwelling by the employee has to be directly and significantly for the further and better performance of the employee’s duties. Following organisational changes within the Green Space team and flexibility in working arrangements, it could be difficult to satisfy the fundamental criteria of a service tenancy, which could raise consequential issues of security of tenure after the employee has terminated their employment with the Council.

2.3 Housing Officers were made aware of the impending vacancy of the property and expressed

an interest in using it to provide temporary accommodation for families to whom the Council has a statutory duty.

2.4 However, some works are required to bring the property to an acceptable standard. The

kitchen and bathroom will require replacing and the heating and electrical installations will need to be upgraded, along with several other elements that will make the property suitable for use by Housing as Temporary Accommodation

2.5 If the proposal is approved, Housing Officers would project manage these renovations using

expertise from within the Housing Business Centre. This would ensure the works were specified and carried out to an appropriate standard by contractors with whom the Council has established contracts.

2.6 The total cost of these works have been estimated by Housing to be around £20,000 2.7 Housing could then manage and maintain the property to a good standard and at the end of

a 7 year lease would hand the property back to the Trust in a lettable condition with only fair wear and tear for the years of occupation.

2.8 The occupants’ tenure would be via a licence with no security of tenure and it is anticipated

that there would be an annual turnover of one tenancy change per year. 3. Policy framework implications 3.1 Current legislation sets out the duty that the Council has to provide suitable accommodation

to those who are homeless or threatened with homelessness. The Council has to arrange for the provision of temporary accommodation to people who fall within a number of priority categories defined by statute, pending a full assessment of their circumstances.

- 19 -


3.2 In November 2014 the Housing Committee agreed a Temporary Accommodation Strategy through which the Housing Business Centre would ensure that sufficient Temporary Accommodation (TA) was available to meet the Council’s statutory needs. The lease of this property is line with the aim to secure suitable long term facilities throughout the borough.

4. Resource implications 4.1 Officers have considered various options for renting the property and have considered all

the implications of each one. The Trust could obtain a higher rent (approximately £18,500 per year) by letting the house privately but then ongoing costs of this, combined with the risks of voids etc. make this a risky proposition.

4.2 The best option for the Trust is for the Trust to allow the Council to occupy the property for

housing purposes and for the Council to lend the Trust the £20,000 for the proposed improvements by funding the works itself and deducting the repayments from the income it generates.

4.3 Despite offering a rent lower than the Trust might achieve by renting the property privately,

the Council would charge the tenants a rent equivalent to £16,600 a year. From this would be deducted management and maintenance costs and a sum for repayment of the loan which would leave the Trust with an annual rent of £8,300 which is £2,000 more than the rent previously generated by the service tenancy.

4.4 By following this option, as well as generating additional income, the Trust’s asset would be

refurbished to a good standard and thereafter maintained. Once the costs of the works have been repaid, the Trust will also benefit from a higher annual income going forward.

4.5 If this arrangement is approved by Members it will be necessary for the Council to approve a

supplementary estimate in the sum of £20,000. These costs will be recouped from the Trust over a period of time from rental received by the Trust from the tenants.

4.6 The additional benefit of this last option is that not only is the Trust benefitted but an

additional unit of temporary accommodation could potentially save the Council up to £10,000 a year, the cost of housing a homeless family in the private sector.

5. Legal implications 5.1 The use of the property for housing purposes is within the objects of the Trust and any

rental received will be accounted for to the Trust. Any rental figure for the letting would need to be a market rent for the letting of the property.

6. Conclusions 6.1 Officers are recommending using the Orchard Cottage for Housing purposes as it will

enable the property to be brought into a lettable condition and be used as temporary accommodation for the homeless. The Trust will benefit from the refurbishment of the property and the income received. It will secure a guaranteed income for the Trust for the next 7 years.

(To resolve) Background papers None stated.


12. RUNNYMEDE PLEASURE GROUNDS – PROPOSED IMPROVEMENTS (COMMUNITY

DEVELOPMENT)

Synopsis of report: This report provides Members with more information regarding plans for improvements at Runnymede Pleasure Grounds which would update and enhance the visitor experience offered there.

Recommendation: Members are asked to note the progress that has been made to date and endorse Officers to continue preparing detailed designs and a business case, based on the outline proposals presented at the meeting.

1. Context of report 1.1 Runnymede Pleasure Grounds (RPG) is a public Open Space on the banks of the River

Thames, mid-way between Egham and Old Windsor. It is held by the Council as Trustee and the Trustee function is delegated to this Committee. It therefore falls upon Members of this Committee to exercise that function in accordance with the terms of the Trust and in its best interests.

1.2 In September 2013, this Committee received a report outlining proposals being considered

for updating the facilities at Runnymede Pleasure Grounds in order to improve the visitor experience. Members supported the proposed improvements in principle, subject to a detailed business plan being presented and the necessary finance being secured.

2. Report 2.1 In 2013, the Council had also been working in partnership with the National Trust, Surrey

County Council, Royal Holloway University of London, Brunel University London and others. The main focus of the partnership, at that time, was to develop a master plan which would prescribe a range of improvements to the wider landscape at Runnymede to strengthen links between existing, but disparate, visitor attractions (Air Forces, Magna Carta and JFK memorials, the National Trust lodges and RPG) and create a more cohesive and appealing visitor destination. Chris Blandford Associates (CBA) were appointed by the partnership to produce the master plan, which addressed these aims.

2.2 Following on from the master plan study, CBA were appointed by Runnymede Borough

Council in April 2014 to develop a ‘Vision’ specifically for Runnymede Pleasure Grounds based on a number of initial concept designs. The brief they were given set out six main principles:

● Improved connections - along the river, to the other attractions and Coopers Hill

beyond ● New Café and multi-use facilities - including opportunities for winter activity use ● Create a new ‘Play Destination’ which would attract visitors from a wide area ● Improve car parking ● Create a ‘year round’ experience ● Create enhanced riverside areas. 2.3 Their Design Feasibility Study Report sets out a conceptual’ Vision’ and a recommended

design option developed from a range of sketch option ideas. It was presented to the Council’s Corporate Leadership Team in July 2014.

2.4 This study was based on an assumption that an additional piece of land could be acquired

by the Council to provide additional car parking outside of the Pleasure Grounds. This acquisition did not occur, so early in 2015 CBA were asked to rework their proposals to bring all the necessary parking spaces back into the Pleasure Grounds. They were also


asked to allow for the inclusion of the statue of HM the Queen within the designs, should this gift be accepted by the Trust.

2.5 The latest conceptual vision will be presented to the Committee at the meeting. 3. Policy framework implications 3.1 It is a key strategic goal within the Sustainable Community Strategy that the Council

supports the 800th anniversary of the sealing of Magna Carta. These proposals would contribute towards that goal as a lasting legacy. The Sustainable Community Strategy also describes the Council’s aspiration to maintain our highly-valued parks and open spaces, as a central part of what makes Runnymede attractive.

3.2 The development of a vision for improvements to Runnymede Pleasure Grounds is one of

the objectives contained in the Community Development Business Centre Plan. 4. Resource implications 4.1 The details of the proposals are still being worked up and costs assessed in greater detail,

but at this stage, it is estimated that the total capital cost would be around £2,000,000. This would be a significant investment by the Trust and Members will need clear evidence of how the finances would work before being asked to make any decision to proceed.

4.2 It is recommended that an improvement scheme is implemented only if the capital and

revenue costs can be offset by an increase in income generated through greater visitor numbers/spend. To this end a detailed financial plan, weighing the capital and revenue costs against potential income and other benefits is being worked on and will be presented to Members in due course. This will also detail the range of options available for financing the investment.

4.3 The plan will also consider the various management arrangements available for running the

improved site and will make recommendations in this regard. 4.4 The costs of employing CBA to work on the conceptual designs to date is £13,700. This has

been funded partly by the Council £4,250 and partly by the Trust £9,450. The 2015/16 budget included a provision of £10,000 for consultants’ fees and some of this has been bought forward to this financial year to cover the costs falling on the Trust to date.

4.5 Should the Committee approve the proposals in their current form and ask Officers to

finalise designs and work up costings and income projections, further external support would be required.

4.6 For illustrative purposes, assuming a £2,000,000 loan is provided by the Council to enable

the works to be completed, the Trust could make the first repayment the year following completion of the works. A payment of £30,000, increased by 2.5% a year, would repay the Council over a 40 year period. For this to work, any proposals would need to generate an additional £30,000 a year in income over and above that already being made by the Trust.

4.7 The Trust currently operates with an annual surplus of approximately £20,000. As

previously reported to this Committee, if the proposals for accepting the gift of a statue of HM the Queen are approved, there is a risk that a majority of this income will be used up in insurance and maintenance costs (depending on the scale of the associated ground works). This would mean that if the normal amount of annual income is not generated due to adverse weather or any other reason, there may not be enough income generated to cover the annual loan repayments. However, initial work suggests that it should be possible to develop a scheme which results in a sufficient increase in income, by improving the visitor offer on site, to cover the loan repayments, although this may mean that a lesser scheme, with a lower capital cost, needs to be investigated.

5. Legal implications 5.1 The proposals put forward need to be considered against the backdrop of the legal status of

the land and the legal restrictions, which bind the Council as a result of that status. The Council is the Trustee of the Runnymede Pleasure Ground Charity (Reg Charity No.


305021) (RPG). RPG comprises of a gift of land, which was made to the Egham Urban District Council in 1928 by a local individual. A further piece of land, which adjoins the RPG, was conveyed in 1938 to Egham UDC as an endowment for the benefit of the RPG. In essence, this additional land is designed to be used to support the continued use of the RPG.

5.2 The 1928 conveyance declared that the RPG land would be held “upon Trust for the

perpetual use thereof by the Public for the purpose of exercise and recreation as an Open Space”. There then follow Trust provisions “in particular” for parking, impromptu games and winter games. There are also provisions to the effect that the land (especially the river bank) should be used primarily for the benefit of motorists, which by implication the Council has always believed means that such land is to be used as a place of resort for motorists rather than a place on which motoring takes place. This interpretation has enabled parking to be provided at the RPG.

5.3 The 1928 conveyance contains no provision for endowing the land and it has been the

Council’s view that the reference to Open Space is sufficient to infer that the land was acquired by the Egham UDC pursuant to powers contained in Section 9 of the Open Spaces Act 1906 (the 1906 Act). If this view is correct Section 10 of the 1906, Act provides that the Council:

“shall, subject to any conditions under which the estate…was so acquired – a) hold and administer the open space...in Trust to allow, and with a view to, the

enjoyment thereof by the public as an open space within the meaning of this Act and under proper control and regulation and for no other purpose; and

b) maintain and keep the open space …in a good and decent state… in addition, may inclose it or keep it inclosed….and may drain, level, lay out… (etc)…and

otherwise improve it and do all such works and things… (etc)…as may be requisite for the purposes aforesaid or any of them”.

5.4 Regulation can be achieved by passing byelaws under Section 15 of the 1906 Act and the

Council has made byelaws to regulate behaviour at the RPG under this statutory provision. 5.5 It is the Council’s view that the Trust created Section 10 of the 1906 Act supplants any Trust

in the 1928 conveyance which made the gift, otherwise the Trust provision which the parties to the 1928 conveyance had thought would be effective would be merely precatory. The Council further believes that the words (towards the beginning of Section 10) “subject to any conditions under which the estate …was so acquired” should be interpreted liberally as including reference to the Trust provisions in the 1928 conveyance. This would align Section 10 of the 1906 Act with Section 3 of the 1906 Act, under which a local authority can accept a conveyance of land for public recreation subject to pre-existing Trusts.

5.6 The expression “open space within the meaning of this Act” refers to the definition in Section

20 of the 1906 Act, which defines “open space” as meaning: “any land, whether enclosed or not, on which there are no buildings or of which not more

than one twentieth part is covered with buildings and the whole or the remainder of which is laid out as a garden or is used for the purposes of recreation, or lies waste and unoccupied.”

5.7 Neither the 1928 conveyance nor the 1906 Act contain any express provision prohibiting the

erection of buildings on the open space; but the erection of a building of such a size or in such circumstances that the land ceases to be an open space within the meaning of Section 20 of the 1906 Act would be a breach of the Trust in Section 10 of the 1906 Act.

5.8 The 1928 conveyance contains no definition of “Open Space”, but the use of the capital

letters in this expression perhaps indicates that the term is used in the same way as in the 1906 Act. It is the opinion of the Council that it is possible to reconcile the provisions of the conveyance with the 1906 Act on the basis that building on up to 5% of the site would not recognisably prevent the land as a whole still being regarded as an “Open Space”.


5.9 Thus the erection of buildings covering less than a twentieth of the current total area of open space land would not be a breach of the Trust, provided that the remainder of the land given under the 1928 conveyance remains to be used for recreation purposes. The areas currently used for parking can continue to be used for recreation as visitors would continue to park for recreational purposes namely visiting the site. It should be noted that parking was envisaged in the 1928 conveyance as a legitimate use of part of the site.

5.10 When the proposed works to the RPG are considered against the legal framework set out

above it can be concluded that they would fall within the legal provisions, which govern the operation of such sites. As Members will note the legislative provisions in the 1906 Act provide for the land to be maintained for use by the public and allow for it to be kept in a good and decent state. The proposed works will facilitate the continued use of the RPG for recreational purposes.

5.11 In relation to the issue of securing funding for the proposed works care will have to be taken

as regards the terms on which such funding is obtained. In summary, it is permissible to use Trust land as security for any loan but in deciding whether to accept any such loan the Trustees are required to take professional advice on whether such a course of action is appropriate. The Trustees will have to consider the suitability of using Trust land to secure such a loan and the ability of the Trust to repay such a loan. Once details are available Officers will have to provide further advice to Members on the matter.

6. Equality implications 6.1 Issues around equalities, in particular the accessibility of new facilities will be considered as

detailed proposals are worked up. 7. Other implications 7.1 Other implications, as set out below, relating to this project will also need to be considered

as detailed proposals are produced. ● Environmental ● Crime and Disorder ● Staffing implications ● Disability Discrimination Act ● Sustainability implications / biodiversity ● Procurement ● Risk management ● Social inclusion ● Consultation Strategy ● Communications Strategy. 8. Conclusions 8.1 The designs presented at the meeting are conceptual and describe the current thinking

around the possible look and layout of new facilities at Runnymede Pleasure Grounds. If Members are supportive of these concepts, Officers will continue to develop more detailed proposals for further consideration.

(To resolve) Background papers None stated. 13. EXCLUSION OF PRESS AND PUBLIC OFFICERS' RECOMMENDATION that - the press and public be excluded from the meeting during discussion of the following

report under Section 100A(4) of the Local Government Act 1972 on the grounds that the report in question would be likely to involve disclosure of exempt information of


the description specified in paragraphs 1, 2, 3 and 4 of Part 1 of Schedule 12A of the Act.

(To resolve) PART II Matters involving Exempt or Confidential Information in respect of which reports have not been made available for public inspection a) Exempt Information Paras SURREY HEATH JOINT WORKING 1,2,3,4

b) Confidential Information (No reports to be considered under this heading)


Community Services Committee

Thursday 12 March 2015

Appendices Appendix Report Page no.

A Minutes 12 February 2015 2

B Community Development Business Plan 2015/16

6

C Surrey’s Physical Activity Strategy 2015 – 2020 (draft)

41

D King George V Playing Fields - Plan 51

E King George V Playing Fields – Football Association National Ground Grading

52

1

RBC CS 12.02.15

Runnymede Borough Council

COMMUNITY SERVICES COMMITTEE

12 February 2015 at 6.30pm

Members of the Councillors Miss M N Heath (Chairman), Mrs D V Clarke, Mrs M T Harnden, Committee Present: M G Nuti, B W Pitt, N H Prescot, P I Roberts, P Taylor, Mrs G Warner and

N Wase-Rogers.

Members of the Committee absent: None

Councillors J Broadhead, C A Browne, R J Edis, J R Furey, H W V Meares, Mrs G M Kingerley, D J Knight, M T Kusneraitis Mrs Y P Lay, Mrs M Roberts, G B Woodger and Mr Kevin Maguire from Crest Nicholson and Mr John Wickham from Murdoch Wickham also attended the meeting.

FIRE PRECAUTIONS

The Chairman read out the Fire Precautions.

NOTIFICATION OF CHANGES TO COMMITTEE MEMBERSHIP

The Group mentioned below had notified the Chief Executive of its wish that the changes listed below be made to the membership of the Committee. The changes were for a fixed period ending on the day after the meeting and thereafter the Councillors removed would be reappointed.

Group Remove from Membership Appoint Instead

Conservative Councillor Mrs V A Dunster Councillor R J Mackin Councillor J J Wilson

Councillor P I Roberts Councillor N H Prescot Councillor P Taylor

The Chief Executive had given effect to these requests in accordance with Section 16(2) of the Local Government and Housing Act 1989.

MINUTES

The Minutes of the meeting of the Committee held on 8 January 2015 were confirmed and signed as a correct record.

DECLARATIONS OF INTEREST

Councillor H W V Meares declared a non pecuniary interest in the item concerning the proposals for HM Queen Statue and groundworks in Runnymede Pleasure Grounds as he was providing assistance to Magna Carta Legacy Limited seeking to deliver the project. Although his interest was non pecuniary he left the room whilst the report was being discussed and did not participate in the debate or voting.

RESERVES POLICY FOR RUNNYMEDE PLEASURE GROUNDS

The Committee was reminded to consider the proposals for the reserves policy as Trustees of the Pleasure Grounds, a function delegated to them by full Council.

The Committee’s approval was sought to set aside a sum of £40,000 from the Trust’s reserves as a dedicated restricted reserve to deal with future flooding events with the balance of reserves remaining unrestricted. An operating level of £20,000 would be maintained in unrestricted reserves to cover unexpected expenditure. Officers advised that as at 31 March 2015 the Trust’s reserves were expected to be approximately £105,000.

The Trust’s reserves had built up and Members were reminded that improvement works approved at a meeting of the former Leisure and Environment Committee were in abeyance. They had been delayed owing to uncertainty over the proposals for a Magna Carta visitor centre and latterly pending

V:\Minutes\Community Services Committee\2015\Community Services 120215 Min.Doc

Appendix 'A'

Appendix 'A'2

RBC CS 12.02.15

proposals for other improvements on the land due to be presented to a future meeting of the Committee.

At the last meeting of the Committee in January 2015 Officers had reported significant flooding at the Pleasure Grounds, the net cost of which to make good the damage was £56,803, funded from the Trust’s reserves. The Council’s insurers had met £30,000 of costs.

The Committee agreed it would be prudent to set aside £40,000 for future flooding costs owing to the strong possibility of flooding re-occurring, noting this would be a new policy in line with guidance on financial management issued by the Charity Commission. It was also noted that should more funds be needed they could be drawn from the unrestricted reserves of approximately £20,000 per annum derived mostly from car parking income.

Some Members considered it worthwhile to revisit the Insurance premiums and it was agreed to submit a report to the next meeting in March 2015. Officers also confirmed that if there was a need for any unbudgeted expenditure approval from the Trust would be sought.

With regard to any risk to the Council as Trustees, the Committee was advised that responsibility lay with the whole Council and Members were covered by the general policy on indemnity.

RESOLVED that:

i) A dedicated restricted reserve in the sum of £40,000 be set aside forfuture flooding events with the balance of reserves remainingunrestricted in their nature; and

ii) Wherever possible an operating level of £20,000 be maintained inunrestricted reserves to cover for any unexpected expenditurerequirements

PROPOSED HM QUEEN STATUE AND GROUNDWORKS IN RUNNYMEDE PLEASURE GROUNDS

The Chairman advised those present that owing to the scheduled meeting of full Council in the Chamber at 7.30pm, there would be the option for the Committee to adjourn and re-convene immediately after the conclusion of Council if necessary.

The Committee received a detailed report setting out the policy, legal and financial implications for the Council acting as the Trustees of Runnymede Pleasure Grounds in respect of a proposal for a statue to be placed on site with associated ground works.

Officers introduced the report explaining that an opportunity had arisen for the Runnymede Pleasure Ground Trust to accept a gift of a statue of HM the Queen to be sited in the Pleasure Grounds which it was anticipated would attract additional visitors. If the Trust accepted the gift from Magna Carta Legacy Limited, it would also be asked to accept responsibility for on-going maintenance costs. This gift was separate to the improvement plans for Runnymede Pleasure Grounds, the business plan for which would likely be presented to the Committee in June 2015.

The proposals came with three broad options for groundworks (although there could be variations on these broad options) in which the statue would be set for which no funding had yet been secured. The designs ranged from elaborate formal gardens and pathways costing in the region of £750,000 to £800,000, to a more modest garden and pathways only option at £275,000 to £300,000. In addition, if no funding was forthcoming, a basic setting costing approximately £35,000 had been costed up. If funding was secured at a later date one of the better schemes for groundworks could be implemented, subject to how it fitted in with any other improvement works planned for the Pleasure Grounds.

The Trust was advised that Magna Carta Legacy Limited had applied for charitable status. If granted by the Charity Commission this could unlock up to £300,000 from financial pledges that had been made already, which would cover the cost of the statue.


3

RBC CS 12.02.15

The Trust was advised that its reserves could not be used to finance the statue but that a contribution to the groundworks was permissible, bearing in mind that if the gift was accepted the Trust would be responsible for as yet unknown maintenance and insurance costs.

Members were asked to note that representatives from Crest Nicholson and Murdock Wickham had

been invited to attend the meeting should there be any questions about the designs which were displayed at the meeting.

The Trust was aware that most of its income came from car parking; the basic design costing

£35,000 would not affect that income. However, if any of the other schemes were put in place there could be a loss of up to 35 spaces representing approximately £9,000 per annum, if they were not extra visitors during the off peak times to offset the loss. The Trust had enjoyed income from car parking of £77,700 in 2013/14.

Officers confirmed that with regard to insurance, the Council’s own insurers had stated that owing to

the proposed location of the statue, its vulnerability to vandalism and the material from which it was cast they were unwilling to provide cover for it. However, Magna Carta Legacy Limited had advised that they had found suitable insurers at a cost of £2,000 per annum, although full details were not available. Officers advised that if the Trust accepted the gift they would request information regarding what the policy covered and in what circumstances. Some Members expressed a degree of concern, commenting on the risk to the Trust and the unusually low quotation that was reported.

Members also sought information on what the minimum maintenance costs might be with regard to

the statue and the basic groundworks. As Trustees they were concerned not to commit funds which were as yet unquantifiable. Officers advised that maintenance costs, estimated to be a minimum of £8,300 per annum, would mostly be reactive as it was not possible to know whether the statue would be vandalised, how often it would need cleaning or whether insurance might cover some of these costs. It was suggested that a cap on maintenance costs could be considered. Members also sought details of security costs and whether these too would fall to the Trust. Officers were unable to advise a figure but suggested that the cost could be significant.

The difficulties of obtaining information on what was a gift from a private company as opposed to a

Council project were noted. Officers advised that the additional expenditure (including loss of car parking income) could amount to approximately £20,000 per annum leaving a much reduced surplus of £700 per annum.

Some Members considered that the gift of a statue of HM the Queen was an opportunity not to be

lost and would be an asset to the borough which would enhance the Pleasure Grounds and attract visitors. It was stated that the costs being discussed were insignificant compared with the potential income to be derived from increased numbers on site and if the other improvements works were also implemented.

Members were urged to consider the benefits that the statue might bring for the Trust. A Member

advised that the statue was the last to be commissioned by HM the Queen and she and her advisors had been consulted and were happy with the Pleasure Grounds as its location.

Other Members of the Committee considered it prudent to take into account the potentially

significant sums that might be diverted from the Trust’s reserves which were currently healthy in order to maintain the gift.

Other Members with experience of the Pleasure Grounds for many years felt that whilst it was an

interesting gift, the monies could be better spent improving the facilities on site such as the play areas, café and toilets as set out in the report which would give a greater level of on-going benefit to more people throughout the year. It was queried whether the statue was an appropriate feature for an Open Space. Concerns about the financial risk to the Trust were repeated.

Members were divided about the proposal and were also mindful that in order for the statue to be

delivered at the time desired by Magna Carta Legacy Limited, which was 14 June 2015, a timely decision was required. However, the Trust was advised that there was a need for proper and full consultation. Officers advised they would consult English Heritage (and the Secretary of State if required), regarding there being a ‘scheduled monument’ visible from the proposed site for the statue.


4

RBC CS 12.02.15

The question of Planning permission was raised. Officers advised that if the statue was as proposed in the plans and stood at less than 4m it would be considered as ‘permitted development.’ This being the case there was actually no requirement for formal consultation. However, Officers had advised a period of 14 days. Some Members did not feel this was sufficient.

Members were advised that they had the option to accept the gift in principle subject to satisfactory

information regarding maintenance costs and insurance; accepting that with the gift came responsibility and liability, or they could defer making a decision while these issues were discussed further and more information was forthcoming. It was noted that deferring the matter would present practical problems for Magna Carta Legacy Limited.

The Officer’s recommendation as set out in the agenda had been moved and seconded earlier in the

meeting. However, given the doubts expressed over the risks associated with accepting the gift, the mover and seconder accepted an alternative to part i) of the motion with parts ii) and iii) unchanged, to ensure the proposals were affordable to the Trust, if approved.

At this point the Committee was asked whether to defer the matter or make a decision now.

Members voted in favour of determination. A non-Committee Member did not have the opportunity to speak in full and asked for that fact to be

minuted, commenting that they had undertaken a significant amount of preparatory work for the meeting and raising concerns with regard to whether the project had the support of Officers and whether the project posed a reputational risk to the Council acting as Trustees, given the financial uncertainties and other matters that might pose a problem for the Trust in the future. Members were urged to have regard for the policy and legal implications.

The Trust was advised that they could decide to vote on the motion or adjourn. The Chairman

invited the Trust to vote on the alternative motion for i) set out below. The majority were in favour. They then voted on ii) approving a consultation period of 14 days, again the majority were in favour. A Member voted against ii) of the motion and commented that the reason for this was because they felt the consultation period was too short.

RESOLVED that:

i) the gift of the statue be accepted in principle, subject to final agreement on the location and satisfactory arrangements being made for insurance and maintenance at an affordable cost to the Trust;

ii) public consultation be undertaken for 14 days; and iii) the Chief Executive, Leader of the Council and Chairman of

Community Services Committee (or vice-Chairman in her absence) be authorised to review the responses to the public consultation and make a decision on whether the proposals can proceed

Chairman

(The meeting ended at 7.38 pm)


5

Community Development Business Centre Plan

2015/2016

Version control Author: Chris Hunt Date: 13/01/15 Version No: 1 Status: Draft

Appendix 'B'

Appendix 'B'

6

Contents

Content Page Section 1: Community Development Business Centre structure 3 Section 2: Community Development Business Centre overview 5 Section 3: Key drivers/influences for the business centre 12 Section 4: Team/function objectives and delivery tables 13 Section 5: Community Development Business Centre Performance Indicators 37 Section 6: Summary of the Community Development Business Centre’s contribution to Sustainable Community Strategy/Corporate Business Plan

38

Section 7: Risk and opportunity management 39 Section 8: Key action points for this business centre from the Corporate Business Plan

Runnymede Borough Council | Community Development Business Centre Plan 2015/2016 2

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Section 1: Community Development Structure:

Community Alarms Safer Runnymede Operation Parks Community Safety Community Meals Business Development Open Spaces Chertsey Museum Community Transport Allotments Community Halls Centres for over 55’s Cemeteries Partnerships/Policy Independent Retirement Living Family Support Sport and Health Projects

Chris Hunt Head of Community

Development

Darren Williams Community Services

Manager Independent Living

Les Bygrave Community Services

Manager Safer Runnymede

Peter Winfield Community Services

Manager Green Spaces

Community First


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Committee(s) and Sub-Committee(s): Community Services Committee Crime and Disorder Committee Englefield Green Committee Chertsey Meads Management Liaison Group Cabrera Trust Management Committee Addlestone Leisure Centre Joint Management Committee Partnerships: − Community Safety Partnership – including CIAG and JAG working with the Police, Fire Service, Health, Police Crime

Commissioners Office, Youth Support Service, Surrey County Council and other agencies. − Surrey Telecare Partnership − Wellbeing Centre – Partnership with Surrey County Council and Clinical Commissioning Group − Community Transport Operators Forum (includes “Move up a Gear”) funding − Personalisation and Prevention Partnership with Surrey County Council − South East Seven Partnership − CCTV Partnerships with Elmbridge BC, Epsom & Ewell BC, Spelthorne BC, St Peter’s Hospital, Thorpe Park, William Perkins

School and Wentworth Estates − Family Support Programme in partnership with Surrey Heath − Arts Partnership – with 9 other Boroughs and Surrey CC − Active Surrey − Basingstoke Canal − Surrey Museums − Magna Carta Surrey Partnership − Surrey Nature Partnership − Health and Wellbeing Partnership − Achieve Lifestyle − Alarm Monitoring for Surrey Heath BC − Surrey Wildlife Trust


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− Olive Matthews Trust − Friends of Chertsey Museum We also works closely with a range of agencies including many voluntary groups e.g. Voluntary Support North Surrey, Runnymede and Spelthorne CAB, Age UK, Alzheimers Society Surrey County Council, North West Surrey, Faith groups as well as local businesses.


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Section 2: Community Development overview Community Development Community Development was formed following the merger of a range of community focused functions across the council in early 2013. There are a wide range of purposes and objectives aiming, as it does, to (a) work together with partners in the public, private, voluntary and faith sectors to address barriers and challenges faced by communities and individuals across the borough living within areas of relative depravation, (b) ensure that Runnymede has safe, healthy and vibrant communities and (c) provide a range of high quality, cost effective services for residents. Community First Team – Manager: Chris Hunt

The overriding purpose of this team to meet the Council’s aim of having healthy and vibrant communities. The Team comprises of a range of staff that work together on specific projects or at facilities, due to the cross cutting nature of their work there is a lot of collaborative work within the team and with other areas of the Department and external agencies. Community Development Officers There are three Community Development Officers who cover a broad remit and includes older people, sports and Health, arts development and providing support to other areas such as the partnership officer. Initiatives this team work on include the Surrey Youth Games training and teams for the county event, sports awards, work with local clubs on accreditation, developing new health initiatives. Work with older people includes new initiatives to help them maintain their independence, supporting local community groups and making local people more aware of the services the Council offers. The estimated budget for this service in 2014/15 is £195,000. Leisure Centres This service is now provided by the Leisure Trust, Achieve Lifestyle and the role of Runnymede is to support the Trust. Achieve Lifestyle operate from 2 centres (Addlestone and Egham) and across the two sites. The membership of the two centres currently stands at over 3,000 and forthcoming investment in the Egham Gym should see this numbers increase further. The Councils Net Expenditure for Leisure Centres in 2014/15 is £500,000.


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Halls The Team has five full time staff members. Two halls are managed (Hythe and Chertsey) by the team and provide venues for a range of community activities, business and private users. Thorpe Village Hall was transferred to Thorpe Players on a lease in April 2014. The on site staff work five days over a seven day rota and the halls are available from 9am to 11pm daily Net Expenditure in 2014/15 is estimated to be £250,000 with approximately 2,500 bookings at the two halls. Museum Chertsey Museum provides a range of fine collections and information on the history of the borough. Amongst these is the Olive Mathews collection of dress and textiles, which has proven to be of significant interest to all generations. The Team has 1 Full Time and 6 Part Time staff along with a large number of volunteers. The museum has approximately 20,000 visitors p.a. In addition staff provide talks to schools and other bodies both at the museum and off site Net Expenditure in 2014/15 is estimated to be £177,000. Community Safety The Community Safety Partnership for Runnymede includes all the local key partners and the Community Safety Officer carries out tasks associated to this work. Work in this area includes the running of the JAG and CIAG meetings, collating crime statistics through on line reports and other local data and co-ordinating the work of the various agencies. Partnership Work The Partnership Officer is currently running 4 task groups in deprived areas and has been involved in developing the Community First programme. The officer also leads on Health and Wellbeing and has close working links with the voluntary sector and represents the Borough on many county wide initiatives. Family Support Programme The family support programme is Government funded and aims to work with families who hit three key criteria which are children not at school, unemployment and criminality. A team of six has been employed with Surrey Heath to deliver this programme across the two Boroughs. The current programme is due to be extended and run for a further five years from May 2015

Runnymede Borough Council | Community Development Business Centre Plan 2015/2016

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Community Services – Safer Runnymede : Manager Les Bygrave

The purpose of this team is to contribute to the broader safer communities agenda by working in close partnerships with Surrey Police and other agencies and through the provision of a 24 hour 7 days a week CCTV centre. This works links directly into the environment to be proud of theme of the sustainable community strategy. The Safer Runnymede Centre provides monitoring via CCTV for other Boroughs and private/public partners and also responds to all activations of the Community Alarm units installed by the RBC alarm team within the borough. The Team has the equivalent of 16 FTEs? In 2014 there were 633 CCTV sites monitored by Safer Runnymede, 300 of which are for South West Trains. In 2013/14 x incidents were reported by Safer Runnymede. In 2013/14 x out of hours messages taken. 62,676 calls were taken from vulnerable people using Careline in2013/14. The service continues to look at opportunities to obtain new contracts and Income has risen very significantly in the last 2 years net expenditure for 2014/15 is estimated to be £373,000. Community Services – Independent Living: Manager Darren Williams The Community Services team comprises of 37.8 fte and the estimated cost of the services for 2014/15 is £1millon. The service delivers on the healthy and vibrant communities strand of the community strategy. Community Alarms (Careline) This Team provides a range of equipment to vulnerable people including alarms, bed sensors, smoke alarms. These items help people to remain independent and living in their own homes.The team has 2 Full Time and 2 Part Time staff and there are in the region of 1,400 service users. New services introduced this year include the GPS in conjunction with Safer Runnymede. Community Transport This Team provides a range of transport services for adults and children with either learning difficulties or mobility issues including providing minibuses into Runnymede’s own Centres, support for local voluntary organisations and daily educational trips


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The Team has 5 Full Time and 5 Part Time staff and also utilises a number of casual staff. In 2013/14 it is estimated the total passenger numbers will be 60,000. Community Meals This Team supports vulnerable people in their own homes by delivering a hot nutritious meal 7 days a week.The1 Full Time and 5 Part Time members of staff provide the meals but also act as a daily wellbeing check for their customers who are amongst the most vulnerable in our community. There are approximately 43,000 meals delivered annually.. . Independent Retirement Living (IRL) There are 5 IRL schemes (Beomonds, due to open Spring 2015, Floral House, Grove Court, Darley Dene and Heatherfields) The IRL Team has 5 Full Time and 7 Part Time staff. Due to the nature of the provision the budget for sheltered housing is included in the HRA stock management and Supporting People budgets. Centres for Older People There are 3 Centres for Older People (Eileen Tozer, Manor Farm, Woodham and New Haw). Cleaning services are also provided at the Orchard dementia day care centre in Chertsey for the Alzheimers Society. Collectively the centres provide meals for in the region of 150 older people a day. They also provide a range of other support, information and recreationally activities, and have a large number of visitors who do not have a meal but who come to the Centres for help, support and entertainment. At the Manor Farm Centre a Wellbeing Centre is also being operated in partnership with other agencies and supports people with concerns about dementia or those suffering directly from the illness in an early stage. Manor Farm and Grove Court IRL are now managed by one manager across the two sites an internal handyman service is operated across the services.


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Community Services – Green Space: Manager Peter Winfield

The Green Space team makes an important contribution to three of the four Sustainable Community Strategy priorities. Our highly valued parks and open spaces help to provide an environment to be proud of and the opportunities for active lifestyles they, and the allotments, provide are key in supporting the aim of creating healthy and vibrant communities. The team also facilitate improvements to green space provision as part of the revitalisation agenda. The Green Space team has 18.5 fte and utilises a small number of casual staff. The estimated cost of all the services for 2015/16 is £1.4 million. Parks and Amenities The Council owns 369 hectares of open space land in the borough which is a very considerable area of land to maintain and is the equivalent of 576 full sized football pitches. The land managed is very varied and includes formal parks, woodland, play areas, bowls greens, football and cricket pitches and informal open spaces e.g. Chertsey Meads. The more formal parks are maintained by on-site staff and the remainder by staff based at the Civic Centre. In 2014 there were over 1276 sports bookings and 32 events in the Council’s parks and open spaces.


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Allotments 600 allotment plots are provided at 12 sites across the borough. Three sites are leased from the Council and self-managed by allotment associations, the remaining nine are directly managed by the Green Space team. Overall the allotments contribute to healthier lifestyles of 490 plot holders Cemeteries This team arranges and oversees around 150 interments a year which take place in one of the three operational cemeteries, the fourth in Addlestone is now at full capacity. They also maintain the fabric of these four sites together with that of 4 closed churchyards. Arboriculture Management of the Council’s tree stock is undertaken within the Green Space team. This involves scheduled tree inspections and providing tree related advice to Planning, Housing and other client departments. .


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Section 3: Key drivers/influences for the business centre Drivers and influences Internal drivers/influences

Key corporate drivers/influences • The SCS is trying to achieve against four priorities: A voice for

Runnymede, An environment to be proud of, Healthy and vibrant communities, and revitalisation.

• Key action points from the Corporate Business Plan (will follow once CBP written).

• Corporate Key Performance Indicators. • Target to achieve up to £3.4 million savings corporately by

2017. • Generate additional revenue streams • Customers to be encouraged to do more self-serving

Key drivers/influences of any business centre strategies/key documents

Strategies -

Crime and Disorder Strategy and Crime and Disorder Act 1998 RBC Open Space Study 2010

Drivers for change – Ageing population Indices of deprivation Child poverty

External drivers/influences Key community/consultation

drivers/influences

Community Safety Partnerships Residents Groups Task Groups

Key partner’s / supplier’s drivers/influences

Surrey CC - PPPF

- Dementia - Telecare

NW Surrey CCG - Dementia - Diabetes - Mental Health - Learning Disability - Frail Elderly

National key drivers/influences Health and Physical Activity Welfare Reform Family Support Initiative CCTV Surveillance Code of Practice Magna Carta


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Police - Police and Crime Plan

Section 4: Team/function objectives and delivery tables

a) Achievements in 2014

Team or function: Community First

Objective Outcome(s) Impact

Thorpe Village Hall Transfer

Transfer took place on the 1st April 2014 Local community management of the facility which to date has been successful.

Summer Holiday Programme in 2014

Ran over the summer holidays for 4 weeks Over 90 % capacity each week and covered all its costs.

Teams for the Surrey Youth Games

542 young people took part in the training and 211 participated in the games.

Getting new players into local clubs.

Running of the Target Ward Task Groups

The four target ward task groups continue to meet on a quarterly basis and a number of initiatives have been developed including further development of the Englefield Green Hub, job clubs, speech and language pilots and a high energy drink initiative. Funding for some activities has been allocated from the community first fund.

National recognised initiatives and community cohesion.

Roll out the Community First Initiative

Funding has been allocated for a number of projects including family support work, voluntary support north surrey IT update, catering equipment and boiler replacement at the Hub.

Links into the task group work and broader community development work.


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Family Support Programme in partnership with Surrey Heath

The programme has continued to produce good results and proposals to move into phase two from next May are being progressed. As of December 2014 38 families were undergoing intensive support with the programme.

Many families have been helped significantly by the programme which should lead to improved school attendance, reduced ASB and increased employment

Chertsey Museum WWI exhibition and events

The Runnymede Remembered exhibition opened in the summer and was preceded by a short ceremony at Chertsey War Memorial. A re-enactment took place at Abbeyfields in September 2014.

The exhibition, ceremony and re-enactment have all been well received locally and were a fitting commemoration of local residents who fought in the war.

Chertesy Museum Magna Carta Exhibition

Opening in January 2015 the exhibition will run for 12 months

The exhibition forms part of the Councils programme of activities to celebrate the 800 anniversary of Magna Carta and will be open to all to visit.

Deliver Junior Citizen

This event was run over two weeks in October once again in partnership with the Police. It was well received by the schools and over 700 pupils attended.

The focus of the event is keeping young people safe and the age targeted are those who are due to go to secondary school in 2015.


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Young Peoples Mental Health Pilot

Two events were held to identify a care pathway for young people in Runnymede. One lead by Young People during CAMHS Feeling Good Week 2014. Support was requested by young people from Youth Workers and teachers. The second event was facilitated by Public Health England and identified the need for agencies such as Youth Services and other professionals/voluntary organisations to ‘hold’ young people while waiting to access CAMHS A mental health resource directory has been produced and the information being supplemented to provide a leaflet for parents/young people and professionals to access services.

An important initiative targeting mental health problems in young people which can go

School homelink worker training

To be able to identify children who may be dealing with parents with alcohol issues at home. Children at risk of drinking alcohol. Provide practical advice on emotional management for children with anger management issues/low self-esteem as access to counselling is restricted. How to link in with other professionals for support

Making children safer in their own homes and getting professionals co-operating more effectively.

Community Development Structural Changes

Due to a number of staff taking voluntary severance there have been a number of changes in roles and new staff brought in.

There has been a need for some staff to take on additional responsibilities which they have done effectively. This has had a significant impact on the efficiency of the service


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Personalisation and prevention partnership funding for projects

The third year of funding has seen the introduction of a number of new initiatives. This has included the community projects fund where grants of up to £1,000 can be applied for by local groups, dementia training and sports activities for older people i.e. walking basketball and a second outdoor gym at Hythe Park. There have been recent discussions with the CCG about future funding.

Continues to keep older people independent, safe and improving the health outcomes.

Older peoples safety events

Three events were held targeting professionals and local residents These were funded by the Police Crime Commissioners office.

Aimed at raising awareness of scams and staying safe in the home.

Speech and Language Pilot

The Speech and Language pilot is being run with the Forest Estate, Englefield Green West and Chertsey St Ann’s task groups to improve the speech and language skills of reception class children so they can reach their full educational potential. Methods are being developed such as cued articulation to help the children who are 4 months or more behind with their speech and language skills to catch up. A pilot speech and language project for 1 year olds is also being developed.

Ensure children have the speech and language skills to enable them reach their full potential.


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Team or function: Community Services – Safer Runnymede


To set up the GPS location service.

The GPS tracking system which is monitored by safer Runnymede was introduced to keep vulnerable people safe by monitoring any movements outside a pre-set area. There have already been examples of where the system has helped to locate individuals. There are 17 current users.

Keeping vulnerable individuals safe in the community

To roll out the carecall service.

This new service was introduced which is a daily call to a vulnerable adult. To date we have 28 signed up. The calls are carried out by staff in Safer Runnymede.

Keeping vulnerable individuals safe in the community

Promotion of Safer Runnymede

There has been significant local publicity about our services including paper and radio articles on GPS. Channel five have also visited and there will be footage in a series of programmes due to be aired in March. They have asked to look at specific case studies where the GPS system has been utilised

The publicity will help to raise the profile of the service.


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Team or function: Community Services – Independent Living


To procure new buses for the community transport fleet

Four new buses are now on order we should be back up to full capacity by April 2015.

The new minibuses have low floor access to make them more suitable for people with disabilities.

To take on the courier work for RBC

This has been taken on and incorporated into the work of existing staff as they are out in the Borough.

Making better use of Council resources.

Review of staff structure in IRL and older peoples centres

The Grove Court IRL and Manor Farm Centre now have a joint Manager and assistant working across both sites.

Better use of staff resources and cross selling of services.


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Joint work with Surrey Heath

We were approached by Surrey Heath in July and since August the community services manager has been working half the week at Surrey Heath overseeing their services and producing a report on the potential future working relationship and changes within their service.

Potential to take on the services currently operating in Surrey Heath.

Beomonds IRL Scheme refurbishment

Work is due to be completed in early 2015 and re-opening fully in Spring 2015.

To provide full accessible flats and facilities

Team or function: Community Services – Green Space


Green Space Team Restructure

The team was restructured with retirements and new staff brought in. Staffing in the manned parks was also reviewed to provide more resilience and better use resources.

There has been an opportunity to give staff more responsibility and bring in an apprentice to help a young person get work experience and training.

Pooley Green Play Area installation

A new £80,000 play area was constructed on Pooley Green Recreation Ground in Egham Hythe

The new play area has been well received and a n official opening took place in November 2014

Running of outdoor theatre event in Homewood Park.

For a second year an outdoor theatre event was put on at Homewood Park in Chertsey. This year the matinee was Alice Through the Looking Glass followed by Shakespeare’s the Tempest in the evening

The numbers were up on the previous year and the event was well received.


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Develop a vision of improvements for Runnymede Pleasure Grounds

Initial designs have been produced and will be reported to members before more formal consultation on the proposals.

These improvements would have a significant impact on the pleasure grounds and the facilities provided to customers.

Installed second outdoor gym.

A second PPP funded outdoor gym was installed at Hythe Park in Egham

Outdoor fitness equipment provide for use by the public free of charge

Accessible footpath extended

The second phase of a new accessible footpath at Frank Muir Memorial Field in Thorpe was completed in partnership with a local business

Improved access to the open space at significantly reduced cost to the Council

Installed outdoor table tennis table

A first PPP funded outdoor table tennis table was installed at Chertsey Recreation Ground

Outdoor sports equipment encouraging increased activity among the local population


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b) Targets for 2015

Team or function: Community First

Objective Outcome(s) Action Resources Risk/Opp. Reference

Roll out of phase two of the family support programme from May 2015

The team is proposed to be split across the two boroughs. The final number of families to be worked with over the five years has yet to be finalised.

Work with the manager to deliver the local outcomes. Engage with all partner agencies and encourage referrals.

National funding from May 2015. HRA funding through community first

Limited funding for work with the families.

Deliver of Community First Initiative

Work across the Borough with deprived communities and specific projects

Deliver on action plan that has been developed.

Split between the HRA and general fund. Match funding applied for specific projects.

Funding request turned down. Lack of human resources to deliver

Delivery of PPP projects

Projects have been identified to deliver better outcomes for older people

Work up existing projects and identify new ones for the future years funding

PPP funding of £180,000 from Surrey CC and the CCG trough the better care fund.

Funding is removed. Lack of resources to deliver all the projects in the time

Task Group Work in target wards

Continue to develop local links and involve partners in targeted work

Continue with task group meetings and delivery of action plans

Linked to Community First

Funding request turned down. Lack of human resources to deliver


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Magna Carta Sports Festival

All local schools to participate in the festival to be held at Royal Holloway 2nd – 12th June

Liaise with RHUL, Schools, NGB’s and Active Surrey on developing the festival

RBC has allocated £10,000 as part of the Magna Carta celebrations budget. Sponsorship is also being sought.

Lack of take up by the schools. Funding available doesn’t cover the cost.

Junior Citizen Event targeting all year 6 pupils. Focusing on staying safe. To run in October 2015.

Regular meetings to develop the event in partnership with the Police

Many organisations provide their time free. The cost of the booklets will need to be funded.

Funding not available. Poor take up by the schools.

Chertsey Museum Events

Increase the number of events and activities in particular for young people in the holidays. Celebrate the Museums 50th anniversary

Develop a programme of activities.

Limited funding is available but assistance from the community development team in developing a programme. Sponsorship can also be investigated.

Lack of interest in activities. Lack of funds.


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Team or function: Community Services – Safer Runnymede


Community Alarms

To continue to promote and develop the GPS Location Service to local residents and outside the Borough

Provide increased revenue stream by supplementing community driven services.

Look at ways to continually improve the service through the purchase of additional infrastructure and equipment

Safer Runnymede Manager Independent Living team RBC Legal and Governance RBC Finance 3rd party suppliers

1) Existing service level impact. 2) Staff resourcing. 3) Capital expenditures vs income streams. 4) 3rd Part providers – potential to impact commercial reputation.

To continue to develop the Carecall service identifying new opportunities to sell the service both within and outside the Borough.

Provide increased revenue stream by supplementing community driven services

Identify opportunities to promote and market the service to new clients/partners.

Safer Runnymede Manager Independent Living team RBC Legal and Governance RBC Finance 3rd party suppliers

1) Existing service level impact. 2) Staff resourcing. 3) Capital expenditures vs income streams.


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CCTV/ANPR

To identify any opportunities to assist partner boroughs (Spelthorne/Elmbridge/ Epsom & Ewell) in the development and expansion of existing CCTV system

Potential Increased revenue at contractual pro-rata rates. Ongoing

Provide technical expertise and previous project delivery mechanisms to assist partners. Ensure partners are made aware of any technological advances (e.g. Microwave Wireless data delivery) that may afford a cost-effective solution for system expansion.

Safer Runnymede Manager RBC Legal and Governance RBC Finance 3rd party suppliers (Central Security System – CCTV maintainers/consultants)

1) Existing service level impact. 2) Staff resourcing.

To identify any opportunities to assist partners at Ashford and St.Peters NHS Trust in the development and expansion of existing CCTV systems.

Potential Increased revenue – CCTV monitoring service.





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To identify any opportunities to assist partners at Thorpe Park in the development and expansion of existing CCTV systems.

Potential Increased revenue – CCTV monitoring service. Ongoing




To identify opportunities to develop a new CCTV system for Wentworth Golf Club.

Potential Increased revenue – CCTV monitoring service. Ongoing




To identify opportunities to monitor CCTV for Integra Business Park Egham – Enterprise Group.

Potential Increased revenue – CCTV monitoring service

Ensure potential partners are made aware of benefit to linking local security measures to Safer Runnymede.

Safer Runnymede Manager RBC Legal and Governance

Minimal

To identify opportunities to develop a new ANPR system for Esher Place Estate, Esher, Surrey.

Potential Increased revenue – ANPR monitoring service

Provide technical expertise and previous project delivery mechanisms to assist partners.

Safer Runnymede Manager RBC Legal and Governance Surrey Police



30

To work closely with the developers of the new Addlestone One development.

Identifying opportunities to add paid for services into the project.

Provide technical expertise on what additional services can be included into the new development.

Safer Runnymede Manager Head of Commercial Services

Capacity to take on the new services.

Team or function: Community Services – Independent Living


Introduce tea service to further enhance Community Meals operation

7 day cold tea provision introduced by Summer 2015

Menu’s to be devised Interest gauged Products procured Delivery method agreed

PPPF monies to be utilised Independent Living team to manage

Work load in other service areas

Successfully procure new minibuses

Community Transport fleet enhanced by arrival of new vehicles to replace ageing minibuses

Delivery of new buses in April 2015

Capital Community Services Manager – IL Procurement Legal

Work load in other service areas Late delivery of vehicles

Merger of Community Services with Surrey Heath Borough Council

Shared staff structure across the two Boroughs. Generating additional revenue for Runnymede.

Negotiate with Surrey Heath on the transfer with a target date of July 2015

Community Services Manager Independent Living Manager Legal Finance

Surrey Heath do not agree to the merger Financial benefits are not as predicted.


31

Carry out Consultation for Dial a Ride charges

New charging system introduced for Dial a Ride journeys

Information letters Consultation events

Existing team member’s Work load in other service areas

Implement the staff changes within the IRL and social centres

Provide an enhanced service and allow managers to further develop the provision within the sites.

Recruitment and employment of new staff

Existing team Failure to fill posts. Service improvements are not realised.

Investigate Income Generation opportunities for Community Transport

Group Travel Community Training programme

Identify opportunities Promote Review

Existing team Work load in other service areas

See GPS/Carecall above


32

Team or function: Community Services – Green Space


Facilitate a greater number of activities in parks and open spaces

Encourage more people to use and enjoy their local green spaces. Provide opportunities for local people to take part in healthy activities for children to engage with and learn about local green spaces. Provide more volunteering opportunities

− Work within the Green Space team and with external partners and providers to develop a range of outdoor activities, events and volunteering opportunities

− From within existing team and budgets

Lack of interest in new events and activities

Increase opportunities for income generation from parks and open spaces

Increased income − Re-let concession for the sale of ice creams in key parks

− Investigate opportunities for additional catering concessions in parks

− Maximise the use and income from sports facilities in parks

− From within existing team

− RBC parks may not be financially viable in terms of catering concessions


33

Develop a vision for improvements to Runnymede Pleasure Grounds

A definitive plan of improvements to be developed including details of potential income and costs. To include a funding strategy

− Work with the Trustees, the Magna Carta Partnership and senior management to develop a plan of funded improvements

− Implement improvements on site according to the agreed timescales

− Designs to be worked up by external landscape architects, but managed by staff within existing team

− External funding will need to be identified and obtained

− Additional income may not cover capital cost

− External funds not obtained

New play spaces at Marshall Place and Fernlands open spaces

Two new play spaces created on sites which have none currently. Utilises funding from developers

− Consult with local community on content and design of play spaces

− Tender for proposals from suppliers

− Procure construction of selected design

− Requires external project management resource

− Opportunity to provide additional play facilities for local children

Cemeteries Identify changes and trends in the needs of users and develop the cemetery service to reflect these

A service which is better aligned to the needs of the community

− Review and update the

regulations pertaining to the cemetery service

− Survey users and the public regarding the existing service and potential changes

− Implement changes based on survey results

− From within existing

team

− Significant

resources may be required to develop the service in certain areas identified


34

Allotments

Promote a move to self-management for Council managed sites

More self-sufficient allotment sites More control passed to plot holders Reduced site management input from RBC

− Identify site most likely to

accept self-management and work with plot holders to achieve it

− From within existing

team

− Resistance from

some plot holders to self-management


30 35

Section 5: Community Development Business Centre Performance Indicators 2014/15 Target Actual

Performance Indicator Q1

(Apr-June)

Q2 (Jul-Sept)

Q3 (Oct-Dec)

Q4 (Jan-Mar)

Full year (Apr-Mar)

Q1 (Apr-June)

Q2 (Jul-Sept)

Q3 (Oct-Dec)

Q4 (Jan-Mar)

Full year (Apr-Mar)

Current status Trend

Numbers attending holiday and sports activity programme

1500 542 1217

1759

Green

Number of Dial a Ride members/ subscribers 570 598 693 Green

Number of Community Meals delivered 11250 11250

11250 11250 45,000 10340 10417 10083 Red

Number of Community Transport journeys 55,000

Percentage of Careline calls answered within 60 seconds 98.5% 98.5% 98.5% 98.5% 98.5% 99.95 99.95 99.5 Green

Income as a percentage of overall cost for Safer Runnymede

34%

Percentage of available allotment plots let 95%


36

Section 6: Summary of the Community Development Business Centre’s contribution to Sustainable Community Strategy

Priority 1. A voice for Runnymede

2. An environment to be proud of

3. Healthy and vibrant communities 4. Revitalisation

Key action points from

CBP

- consultation with users on changes to the service - Magna Carta Celebration events

- QE II Fields - continue to work with other agencies ensuring the Borough is a safe place to live and work -Maintaining the green environment

- Embed Family Support - Deliver Community first

Initiative - Task group work in

target wards - Surrey Youth Games

Training - Activities for older

people. - GPS Location Service - Introduce Community

Meals Tea Service - Facilitate a greater

number of activities in parks and open spaces

- Provision of IRL and Social Centres to support the older and vulnerable residents

- Provision of transport for older and vulnerable people

-Improvements to green space provision - developing provision by identifying merger and service improvement opportunities.

Objectives See section 4 above


37

Performance indicators

See section 5

Section 7: Risk management The Risk and Resilience Manager will view these sections and work with Business Centre Managers to update the Corporate Risk Register. Any risks identified during the year which are not shown here should be shared with the Risk and Resilience Manager. Risk assessment Please use the matrix on the next page to identify the appropriate numbers for the table. Please also fill the Rating cells with the appropriate colour as shown below.

Ref * Issue Consequences

Impact area Life and limb Reputational Financial Legal Other

Probability Impact** Risk Rating

Control Measure(s)

Probability ***

(Post control measures)

Impact*** (Post

control measures)

Rating (Post

control) Owner

Service area 1 (Community Services)

1.1 Potential Surrey Heath partnership takes human resources away from RBC delivery

Impact on RBC services and users

Reputational & financial

3 4 12

Employ additional staff to help deliver integration and development of the partnership

3 2 6 CH/DW

1.2 To ensure high

Impact on facilities,

Life and Limb, 3 5 15

Review 2 5 10 DW/PS


38

standards of Health and Safety and training are maintained within the service

individual users and staff

reputational and financial

current and implement new procedure, risk assessments etc. Identify needs and undertake staff training

Service Area 2 (Safer Runnymede)

2.1 Taking on of new contracts or loss of existing ones

Impact on the workload and staff resources

Reputational and Financial

5 3 15

Review and monitoring of staff workloads and staffing levels

5 2 10 LB

*Use the business centre’s name abbreviation used in Corporate Key Performance Indicators followed by numbers e.g. Finance and IT service area 1 would be FIT1.1 etc **Assess the level of risk with no mitigation in place *** Assess the new level taking into account the mitigation factors – note, the probability may or may not change Risk matrix When assessing a risk for the first time you should assume there are no controls already in place. The subsequent assessment is completed with the controls in place. The assessor should assign values for the identified ‘likelihood’ of occurrence (A) and the severity of the ‘Impact’ (B). By multiplying ‘A’ and ‘B’ together you get the rating score, which gives an indication of how important the risk is. The thick black line is the “line of tolerance”. Those risks that are plotted above the line (score 10 – 25) are “out of tolerance” and will be referred to the Corporate Risk Register for further oversight and support.

LIK

ELIH

OO

Certain 5

5 10 15 20 25 Likelihood of Occurrence

(A)

Severity of Impact (B)


39

Probable 4

4

8 12 16 20 1 – Highly unlikely to

happen

1 – Negligible impact

Possible 3

3 6 9 12 15 2 – Unlikely to happen

2 – Only a small effect

Unlikely 2

2 4 6 8 10 3 – Possibly will happen

3 – Noticeable effect

Highly unlikely

1

1 2 3 4 5 4 – Probably will happen

4 – Serious problem with

significant impact

Negligible 1

Small 2

Noticeable 3

Serious + Significant

4

Critical + Considerable

5

5 – Certain to happen

5 – Critical issue and

considerable impact

IMPACT (B)

Green = Low risk, Amber 9 = Medium risk, Amber 10 –12 high risk, Red = High risk Section 8: Key action points for this business centre in the Corporate Business Plan Please list below the relevant key action points for this business centre from the Corporate Business Plan (CBP). CBP key action point number

Key action point description


40


41

Surrey’s Physical Activity Strategy 2015 – 2020

Draft version (13 Feb 2015)

Introduction

Physical activity helps us feel good, helps us grow well and achieve at school, improves our physical health and reduces the risk of developing many illnesses. We can experience winning (and losing!) together with teammates or feel pride in conquering a personal challenge. It can support us to live independently as long as possible and can reduce social isolation. Being active is a sure and enjoyable way to improve our mental and physical wellbeing (see Appendix 1). But many of us are simply not active enough.

In Surrey there are a large number of people who would benefit from being more physically active and there are many opportunities in daily life to be active. Our challenge is to bring the two together by:

• Encouraging and supporting less active people to change their behaviour.

• Enabling people to be more active, whether through more accessible/better qualityorganised activities, through making active travel an easier choice, or by ensuring ournatural and built environment supports active choices rather than creating barriers.

• Identifying what is currently happening and where provision or promotion of servicesdoes not match the needs of specific population groups, and put that right where wecan.

This strategy aims to encourage everyone in Surrey to be more active and therefore gain the many benefits that being active can bring - whatever our age or ability. We need to spread the message so that, throughout our lives, we can all:

Start Moving Move Every Day Stay Moving

This strategy has been developed by Active Surrey, the County’s Sports and Physical Activity Partnership, with input from its wide range of partners and stakeholders who will continue to help drive it forward through detailed action plans. The organisations are all keen to play their part but we can make a greater impact across our county by encouraging other organisations to align strategies and plans that impact on physical activity with the priority areas identified in this strategy. By working together more effectively we can make better use of existing resources and make a real difference to the lives of Surrey’s residents.

This physical activity strategy provides guidance to strategic leads, policymakers, commissioners and providers on the key approaches and priority groups we need to focus on to improve activity levels in Surrey. But everyone has a role to play in increasing levels of physical activity and therefore health and wellbeing – whether in our school, our work, our community or home, as we travel and how we plan and use our built and natural environment. Help us to implement this strategy to make Surrey the most active county in England by 2020.

The Active Surrey Board

Appendix 'C'

Appendix 'C'42

Physical activity includes sport, dance, play,

gardening, walking and cycling (see Appendix 2).

Why are we focusing on physical activity?

It is only in the past 50 years that physical fitness and activity have become non-essential in our daily lives. National statistics show year-on-year declines in walking and cycling rates as car ownership continues to increase, we have less active jobs, more labour saving appliances and more screen based technology for home entertainment. The result is that we walk less, sit down more, and allow gadgets to do the work for us - during this time, physical activity levels have declined by 20% in the UK with projections indicating a further 15% drop by 2030. The physical demands placed on our bodies are so low that we are becoming fatter, less fit and in many ways less healthy as a nation.

There are clear and significant health inequalities in relation to the prevalence of physical inactivity according to income, gender, age, ethnicity and disability. According to the Health Survey for England (2008) and analysis of the annual Active People Survey, the following groups have lower levels of physical activity:

• Females, starting from adolescence• Adults, especially older adults• BME groups• People living in low-income household groups• People living with a disability

The extent of people meeting the recommended levels of physical activity decreases with age, which has been related to specific life transitions such as moving schools (in particular primary to secondary), adolescence, leaving school, moving house, having children and retirement. According to research the greatest drop-off in activity levels is seen in the teenage years, in particular in girls. People with a disability are half as likely to take part in physical activity and sport and their experiences are less positive than non-disabled peers.

Some of the key findings for Surrey:

• Over 360,000 adults are not active enough to meetChief Medical Officer (CMO) health guidelines (atleast 150 minutes per week at moderate intensity)

• One in four of the adult population (210,000people) are classed as physically inactive, that is,they fail to achieve 30 minutes of moderateintensity activity per week. They fall into the CMO’s“high risk” category and are at a much greater riskof developing serious chronic diseases

• 55,000 children and young people are overweightor obese

• 56% of Surrey adults want to do more sport

The Surrey Joint Strategic Needs Assessment1 (JSNA) on Physical Activity (2013) gives full details of the state of the county, its needs, the gaps in knowledge and recommendations for action. This Strategy will put the JSNA recommendations into action.

1. Surrey JSNA Physical Activity Chapter: http://www.surreyi.gov.uk/Viewpage.aspx?C=basket&BasketID=58

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A national and local priority

Many national advisory papers, reports and strategies have been published over the last few years which provide detailed background information and evidence and should be read in conjunction with the Surrey Physical Activity Strategy 2015-2020. They all demonstrate that physical activity is firmly in the national spotlight, showing an increasing drive to improve the health of the nation and tackle health inequalities. Recognition of the need to invest in preventative health is growing, with a need to focus on staying healthy and promoting wellbeing.

The Department of Health published a report in 2011 on the volume, duration, frequency and type of physical activity required for the population to achieve the range of benefits of being active. Start Active, Stay Active was aimed at the NHS, local authorities and a range of other organisations that develop services, advocating a partnership approach to increasing physical activity levels across the country. The Government’s national ambition for physical activity (2012) remains to (year on year) reduce the numbers of adults classed as inactive and to increase the numbers meeting the Chief Medical Officer’s guidelines. (See Appendix 4 for a summary of the CMOs’ guidelines).

In January 2012, the Government published the ‘Public Health Outcomes Framework’ which includes two key outcomes in which physical activity can play a role in increasing healthy life expectancy and reducing differences in life expectancy. (See Appendix 3 for current statistics related to PHOF 2.13i and 2.13ii).

The same year, the Department for Culture, Media and Sport’s (2012) Creating a sporting habit for life, focused much attention on addressing the drop off rates in sport in teenage years and early adult life. Sport England-funded programmes like Sportivate and Satellite Clubs are currently showing impact in this age group.

In 2013, UK Active produced a report entitled Turning the Tide on Physical Inactivity recommended a number of ideas including asking local authorities to: prioritise and resource physical inactivity programmes to the same level as other top tier public health risks; partner with all local activity and sports providers to deliver a local ambition of a one per cent reduction in inactivity year-on-year for the next five years; and ensure that their green spaces are developed to make them safe and accessible and integrated into their leisure and physical inactivity strategies.

And in 2014, the Local Government Association, UK Active, Public Health England and the County Sports Partnership Network published Everybody Active Every Day, a framework for national and local action to address the national physical inactivity epidemic. It identified priorities for the next 10 years which included researching gaps, building evidence, and implementing action across settings and life course, and provided a range of national and international best practice on what works to raise physical activity levels. The framework looks for providers and commissioners to:

• change the social ‘norm’ to make physical activity the expectation

• develop expertise and leadership within professionals and volunteers

• create environments to support active lives

• identify and up-scale successful programmes nationwide.

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The 2012 National Policy Planning Framework sets out principles local plans should reflect in order to achieve sustainable development, ie, that meets current needs without compromising the ability of future generations to meet their own needs. The scope of a local plan is broad but one of the key principles is promoting healthy communities which play, sport and active recreation fit well as well as others establishing community cohesion and a sense of place.

In 2013 the Government launched an all-party commission on physical activity. The commission took evidence about transport planning and the design of the urban environment as well as sport and health. Its first report (2014) emphasised the need to take action to increase the amount of physical activity taken by children and adults. It includes recommendations for making workplaces more active and reinforces the need to ensure that infrastructure encourages activity, incorporating cycleways, places to walk and access to recreation. It emphasised the need to improve cross-sector working, to design physical activity back into our everyday lives and make physical activity a lifelong habit.

In 2013, Surrey produced a Joint Health and Wellbeing Strategy with a key vision to “improve the health and wellbeing of Surrey people”. The strategy was drawn up by the Surrey Health and Wellbeing Board which consists of Borough, District and County councillors and staff, GPs and other partners who work together to achieve the shared vision of improving health and wellbeing in Surrey. The public were also widely consulted on the strategy which has the following priorities:

• Improving children’s health and wellbeing• Developing a preventative approach• Promoting emotional wellbeing and mental health• Improving older adults’ health and wellbeing• Safeguarding the population

Whilst physical activity is specifically mentioned as a key part of developing a preventative approach, it can play an integral role in supporting each of these priorities. This Physical Activity Strategy reflects these aims by having a focus on young children, older people, disabled people and promoting ways to bring activity into everyday life.

Other key local strategies include:

• Surrey Children & Young People’s Strategy 2012-17• Surrey Cycling Strategy 2014

Figure 1: the predicted changing shape of Surrey’s (ageing) demographic profile over time

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Where do we want to get to? The vision for Surrey in 2020

In Surrey we want to increase the number of people being active at the levels that will promote their health and wellbeing. We want to make physical activity a priority in people’s everyday lives and, by 2020, ensure Surrey is the most active county in England.

We know that for all these aims those on a low income, women, those from minority ethnic groups and those with a disability are less active than the general population. Our action plan takes this into account.

We need to take both a universal and a targeted approach. Building activity into everyday life can impact on all of us (a universal approach), whilst the early years, older people, disabled people and those in primary care or social services are a focus for more targeted intervention.

THE VISION By 2020, to be the most active county in England

KEY PERFORMANCE INDICATORS KPI 1: By 2020, achieve a 2.5% increase in adults Baseline: 60.4% [APS 7 (2013)]

being active for 150 mins per week Target: 62.9%

KPI 2: By 2020, achieve a 2.5% decrease in adults Baseline: 23.5% [APS 7 (2013)] not being active for at least 30 mins/week Target: 21.0%

KPI 3: By 2020, achieve a 2.5% increase in adults Baseline: 41.1% [APS 8 (2014)] playing sport once per week Target: 43.6%

Other KPIs will be developed as part of our detailed action planning work

PRIORITIES • START MOVING: Supporting all children and young people to have an active start in life.

• MOVE EVERY DAY: Encouraging all adults to build activity into their everyday lives.

• STAY MOVING: Supporting older adults to live longer and more active lives.

PRINCIPLES: • ACTIVE TOGETHER: Working in partnership across all sectors to develop shared priorities

and projects and to highlight the importance of, and benefits from, everyone moving more.

• ACTIVE LONGER: Working together to make physical activity a priority in health and socialcare.

• ACTIVE ENVIRONMENT: Using and shaping the natural and built environment toencourage residents to move more in their everyday lives (including active travel).

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HEADLINE ACTIONS

START MOVING• Expand the role of children’s centres / early years in developing physical literacy

• Ensure school facilities meet sporting, physical activity and active travel needs

• Raise the standard of PE & school sport in all Surrey schools

• Help the most inactive get moving

• Address drop-off rates in teenage girls

• Provide more opportunities to progress from high quality school sport to excellentcommunity clubs

MOVE EVERY DAY • Improve community access to sports facilities

• Better coordinate countywide sport provision for those with disabilities

• Promote the benefits of activity, including active travel, to workplaces (especiallysedentary workers)

• Reduce the physical activity gender gap

• Increase access to green spaces, particularly by those with the poorest health (mental &physical)

• Consider physical activity implications when planning projects and housing developments

STAY MOVING • Implement a systematic approach to assessment/promotion of physical activity in primary

care generally, and specifically within disease management pathways

• Include physical activity training (prevention and treatment) within primary care trainingactivities

• Increase availability of appropriate programmes in various settings

Implementation, monitoring and evaluation

This five year strategy highlights the importance of increasing physical activity levels for the health and wellbeing of the population and identifies the key measures that will be needed within Surrey to achieve increased levels of activity.

Each aim has a high level action plan as shown above. A more detailed action plan will be created to implement, monitor and evaluate the strategy. In turn these actions will have their own project plan as required. Organisations will be encouraged to align strategies and plans that impact on physical activity with the priority areas identified in this strategy.

Whilst all agencies, working in partnership, have a role to play, effective leadership and coordination of effort is needed. Accountability for achieving these actions will be with the Active Surrey Board and ultimately the Health and Wellbeing Board. An annual progress report on the key actions will be undertaken.

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Appendix 1: the health and social benefits of being physically active

Being active is hugely beneficial – not just for our health, it can also improve other aspects of our daily lives:

• It prevents and helps to manage over 20 conditions and diseases including coronaryheart disease, type 2 diabetes, stroke, mental health problems, musculoskeletalconditions and some cancers4. It can also be part of the treatment for theseconditions6.

• It has a positive effect on wellbeing, mood, sense of achievement, relaxation andrelease from daily stress4.

• It reduces the risk of depression, dementia and Alzheimer’s2.

• It improves the health of those with a physical or mental disability8.

• In childhood it aids healthy growth and development, maintenance of energy balance,mental wellbeing and social interaction. In adolescence, activities that stress the boneare important for bone health and reduce the risk of osteoporosis1 .

• Sport can improve educational attainment, teach important life skills, divert youngpeople from crime and foster social inclusion6, 9.

• Active children are less likely to smoke, or to use alcohol/get drunk or take illegaldrugs7.

• Increasing physical activity levels has been shown to reduce the risk of prematuredeath by 20 – 30%

• Being active can help older people to maintain independence and promotes happinessand mental health and wellbeing11.

• Active travel such as walking and cycling can reduce congestion and improveproductivity in the workplace3.

• Active outdoor recreation can help protect our local green spaces as more people useand enjoy them.

• It reduces the strain on NHS budgets: inactivity costs Surrey £13 million a year throughdisease treatment, sickness absence and premature death3. When compared to thosewho are active, an inactive person, on average, spends 38% more days in hospital andvisits their GP6% more often10.

1. Department of Health (2004) At least five a week: evidence on the impact of physical activity and its relationship to health. 2. Department of Health (2011) Start Active, Stay Active: A report on physical activity for health.3. Department of Health (2009a). Be Active, Be Healthy: A Plan for Getting the Nation Moving.4. National Institute for Health and Clinical Excellence (NICE). (2013). Physical activity: brief advice for adults in primary care.5. Macmillan (2011) The importance of physical activity for people living with and beyond cancer: A concise evidence review.6. Castelli, D.M. Hillman, C.H. Buck, S.M. Erwin. H.E. (2007); Physical fitness and academic achievement in 3rd- and 5th-grade students.7. Physical Activity Task Force (2002); Let’s Make Scotland More Active – A Strategy for Physical Activity. Edinburgh: TSO 8. US Department of Health and Human Services (2008). Physical Activity Guidelines for Americans.9. Sport England (2013) Economic Value of Sport. http://www.sportengland.org/media/177230/economic-value-of-sport.pdf10. Sari, Nazmi (2008). Physical inactivity and its impact on healthcare utilisation.11. http://www.chroniclelive.co.uk/news/north-east-news/newcastle-university-study-shows-lifestyle-

8616223?dm_i=1IYM,36F0W,8903UG,BDUPS,1

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Appendix 2: Defining physical activity

It is important to understand the scope of this strategy and what is meant by physical activity. We will focus on the activity measured by the Active People Survey, a large, annual telephone survey of adults (14+) in England, commissioned by Sport England. The survey measures participation in sport, active recreation and everyday activity, and provides details of how participation varies from place to place and between different groups in the population. The activities are measured in bouts of 10 minutes and include: sport, recreational cycling, recreational walking, walking for active travel purposes, cycling for active travel purposes, dance and gardening. Occupational activity or work in the home is not included and therefore it will not be considered for development as part of this strategy.

PHYSICAL ACTIVITY

Expenditure of calories, raised heart rate

EVERYDAY ACTIVITY

• Active travel (cycling/walking)• Gardening• Housework• DIY• Occupational activity

ACTIVE RECREATION

• Recreational walking• Recreational cycling• Active Play• Dance

SPORT

• Sport walking• Regular cycling (>30 mins/week)• Swimming• Exercise and fitness training• Structured competitive activity• Individual pursuits• Informal sport

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Appendix 3: Rates of physical activity, sport and active commuting in Surrey

<30 mins activity

30-149 mins activity

150+ mins activity

1 x 30 mins sport

Commuting on foot

Commuting by cycle

England 28.9% 15.5% 55.6% 35.8% 10.7% 3.0%

Surrey 23.5% 16.1% 60.4% 41.1% 8.6% 2.2%

Elmbridge 21.9% 17.3% 60.8% 42.2% 6.2% 3.2%

Epsom and Ewell 20.5% 20.9% 58.6% 39.4% 8.2% 2.5%

Guildford 21.9% 15.4% 62.7% 41.2% 12.0% 2.6%

Mole Valley 22.2% 16.4% 61.4% 44.7% 9.7% 1.9%

Reigate and Banstead 20.0% 13.7% 66.3% 42.7% 9.0% 1.7%

Runnymede 24.3% 13.5% 62.2% 41.7% 9.9% 2.9%

Spelthorne 29.2% 12.7% 58.1% 34.4% 6.3% 2.7%

Surrey Heath 27.9% 15.7% 56.4% 44.6% 7.3% 1.7%

Tandridge 19.8% 21.8% 58.4% 41.8% 7.0% 0.9%

Waverley 27.2% 16.1% 56.7% 39.2% 9.2% 1.5%

Woking 25.1% 14.9% 60.0% 39.8% 8.9% 2.7%

Sources: APS 7 (2013) APS 7 (2013) APS 7 (2013) APS8 (2014) Census 2011 Census 2011

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Appendix 5: Chief Medical Officer (CMO) Guidelines 2011

In July 2011, The Chief Medical Officers (CMOs) of England, Scotland, Wales and Northern Ireland published new guidelines for physical activity. The report emphasised the importance of physical activity for people of all ages and also highlights the risks of sedentary behaviour. The recommendations for different age groups are as follows:

EARLY YEARS (under 5s) Physical development involves providing opportunities for babies and young children to be active and interactive and to improve their skills of coordination, control, manipulation and movement. Children should be supported in developing an understanding of the importance of physical activity.

1. Physical activity should be encouraged from birth, particularly through floor-based play andwater-based activities in safe environments.

2. Children of pre-school age who are capable of walking unaided should be physically activedaily for at least 180 minutes (3 hours), spread throughout the day.

3. All under 5s should minimise the amount of time spent being sedentary (being restrained orsitting) for extended periods (except time spent sleeping).

CHILDREN AND YOUNG PEOPLE (5–18 years) 1. All children and young people should engage in moderate to vigorous intensity physical

activity for at least 60 minutes and up to several hours every day. 2. Vigorous intensity activities, including those that strengthen muscle and bone, should be

incorporated at least three days a week. 3. All children and young people should minimise the amount of time spent being sedentary

(sitting) for extended periods.

ADULTS (19–64 years) 1. Adults should aim to be active daily. Over a week, activity should add up to at least 150

minutes (2½ hours) of moderate intensity activity in bouts of 10 minutes or more – one way to approach this is to do 30 minutes on at least 5 days a week.

2. Alternatively, comparable benefits can be achieved through 75 minutes of vigorous intensityactivity spread across the week or a combination of moderate and vigorous intensity activity.

3. Adults should also undertake physical activity to improve muscle strength on at least two daysa week.

4. All adults should minimise the amount of time spent being sedentary (sitting) for extendedperiods.

OLDER ADULTS (65+ years) 1. Older adults who participate in any amount of physical activity gain some health benefits,

including maintenance of good physical and cognitive function. Some physical activity is better than none, and more physical activity provides greater health benefits.

2. Older adults should aim to be active daily. Over a week, activity should add up to at least 150minutes (2½ hours) of moderate intensity activity in bouts of 10 minutes or more – one way to approach this is to do 30 minutes on at least 5 days a week.

3. For those who are already regularly active at moderate intensity, comparable benefits can beachieved through 75 minutes of vigorous intensity activity spread across the week or a combination of moderate and vigorous activity.

4. Older adults should also undertake physical activity to improve muscle strength on at leasttwo days a week.

5. Older adults at risk of falls should incorporate physical activity to improve balance and co-ordination on at least two days a week.

6. All older adults should minimise the amount of time spent being sedentary (sitting) forextended periods.

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Appendix 'D'

Appendix 'D'

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H – July 2011

NATIONAL GROUND GRADING - CATEGORY H

(appropriate to entry to NLS Step 6)

NB When considering any developments of the ground to comply with the requirements of this grade, clubs are recommended to bear in mind the criteria for higher gradings which might be achieved for minimal additional expense.

1. GROUND

It must be possible for spectators to view the match, either standing or seated, for the full length of at least 2 sides of the playing area. Where a side is designated as spectator-free, measures must be in place to ensure there is no unauthorised access.

The location of the ground, in so far as its relation to the conurbation whose name the club bears, or is traditionally associated with, must meet with the approval of both The Football Association and the Board of Directors or Management Committee of the league of which it is in membership.

1.1 Security of Tenure

Where a club does not own the freehold of their ground, evidence of adequate security of tenure must be provided.

1.2 Ground Share

Ground sharing is permitted in accordance with the provisions of individual league rules and the Regulations for the Establishment and Operation of the National League System. . 1.3 Capacity

There is no minimum safe capacity at this level but a club should be mindful that the minimum requirement for Grade E is 1,000.

1.4 Boundary of Ground

The ground must be enclosed by a boundary, not necessarily of a permanent nature. As a general rule, the minimum height, when measured from outside the ground, should be 1.83 metres. It should be noted that at higher grades (E and above) the boundary fence should be of a construction to prevent viewing from outside the ground.

1.5 Clubhouse

There must be a clubhouse facility either on the ground or in the near vicinity and which must be open on match days to provide refreshments to spectators. NB for Grade G and above, the clubhouse, if not on the ground, must be immediately adjacent to it.

1.6 Car Parking

There should be adequate car parking facilities on or adjacent to the ground. Car parking within the ground may not be acceptable.

1.7 Pitch Perimeter Barrier

Subject to the provisions detailed below, there must be a permanent fixed barrier ideally 1.1 m high as measured from the spectator side, of sound construction (eg concrete and steel) and free from all sharp edges, surrounding the pitch on all sides that may be occupied by spectators. Existing barriers/rails not at 1.1m high may be acceptable, provided they meet the requirements set out in 1.7 of the Appendix.

Appendix 'E'

Appendix 'E'

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The barrier, if other than solid wall type of construction may be infilled. Advertising boards are acceptable as a means of infill.

There must be a minimum of 1.83 metres, ideally 2 metres, between the touchline, goal line and the pitch perimeter barrier.

Immediately in front of an area of seated accommodation the boundary of the playing area may be indicated by means other than a permanent fixed barrier, provided the Club is able to provide assurances that no spectator be allowed to stand in this area to watch the match.

Where there is a walkway in front of a standing terrace which is itself fronted by a crush barrier that has itself been subject to an annual risk assessment and, if necessary, tested, an alternative to a fixed barrier (e.g. A-frames) may be used, provided no spectators are allowed to stand in this area to watch the match. The Club must implement a safety management system to ensure this and also to protect the integrity of the playing area.

NB where A-frames are utilised instead of a fixed barrier, they must be continuous.

(See also Appendix)

1.8 Pitch Standards

The playing surface must be grass, unless otherwise authorised by the Competition’s Board of Directors or Management Committee, must be of the highest possible standard. It must be level and free from surface depressions and excessive undulations.

The maximum slope allowable shall not exceed an even gradient of vertical to horizontal 1: 41 in any direction. NB When a new pitch is being developed or significant improvements made to a pitch, the gradient of 1:41 would not be acceptable and the pitch must be constructed in accordance with and with reference to the FA Performance Quality Standard.

The playing surface must be maintained to the highest possible standards.

Set out below is the view of the International FA Board and FIFA with regard to artificial surfaces:

“The Board recognised the advances in artificial surface technology and the major benefits of using artificial surfaces in areas of climatic problems. It also recognised that artificial surfaces allowed multiple and extended use of facilities in urban environments. The Board mandated FIFA to create clear procedures for the use of artificial surfaces, to unify the quality system and apply it worldwide, taking into consideration the best resources and knowledge available.”

The matter is therefore under review.

Where an artificial surface is installed, the FA Performance Test must be completed by no later than 28th

February each year and the result and details submitted to the league by 31st March. Any remedial

work must be carried out once the season ends and the pass Performance Test Certificate submitted to the League by 31

st May.

1.9 Playing Area

The playing area must be a minimum of 100 metres x 64 metres and must conform to the requirements of the Laws of the Game.

Goalposts and goal net supports should be of professional manufacture and conform to the relevant safety requirements and to the requirements of the Laws of the Game.

(See also Appendix)

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1.10 Technical Area

Two covered trainers’ boxes clearly marked “Home” and “Away or Visitors” must be provided unless adequate provision is made in a seated stand. They must be on the same side of the pitch ideally either side of the halfway line, ideally both equidistant from it and ideally a minimum of 3 metres apart and provide an unobstructed view of the playing area.

NB When new boxes are being constructed or installed, they must be on each side of the half way line, equidistant from it and a minimum of 3 metres apart.

Each box should accommodate at least 8 persons on fixed seats or benches. Where bench seating is provided, a minimum of 0.5 m must be allowed for each person (i.e. 8 persons require a minimum of 4 metres.).

Portable trainers’ boxes are permitted but must be securely fixed when in use.

A technical area must be marked out, in accordance with the guidance contained in the ‘Laws of the Game’ booklet.

1.11 Secure Walkway

There must be a safe, unimpeded passage for players and match officials between their dressing rooms and the pitch.

(See also Appendix).

1.12 Floodlighting

Floodlights must be provided to an average lux reading of at least 120. No single reading can be less than one quarter of the highest reading so as to ensure an even spread of light. NB When installing a new system, clubs are advised to check any planning restrictions for its use.

Reading shall be on a grid of 88 markings (8 across, 11 down) evenly spaced with the outside readings falling on the pitch boundary line. The average of all the readings is taken to be the average illumination level in lux of the floodlighting installation.

The lux values must be tested every two years in accordance with current guidelines by an approved independent contractor. Floodlights must be retested after any significant alterations. Existing certification will be accepted provided that the test was carried out within the last two years unless work has been carried out at the ground which may have affected previous readings.

An "approved" contractor is one which is in possession of the NICEIC (National Inspection Council for Electrical Installation Contracting) Approved Contractors' award or ISO 9000/BS 5750 (International Standards Organisation/British Standard) or is a member of the Electrical Contractors' Association.

The contractor must, when detailing the lux values, give confirmation in writing of the date when the illumination test equipment used was last calibrated.

When new or improved installations are being planned, an average lux reading of at least 180 should be provided.

1.13 Public Address System

A public address system is not compulsory for this grade but clubs must be mindful that it may be necessary to convey information to spectators in the event of an emergency.

1.14 Entrances

There should be at least 1 fully operational turnstile (which must be of the revolving type) or a pay box where a charge for entry to the ground can be taken. In both cases adequate protection and security for the turnstile operator must be incorporated.

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1.15 Exits

The location and number of ground exits must be approved by a competent person and comply with the requirements of the Guide to Safety at Sports Grounds.

All exits must be clearly signed, ideally with “running man” signs, and are to be kept clear and free from obstructions.

1.16 Lighting

(See Appendix)

1.17 Adjoining Pitches

Where deemed that they are likely to interfere with the playing of a match, ball games will not be played on adjoining pitches whilst a match is in progress.

1.18 Emergency Access

Access must be provided for the emergency services and maintained free from obstruction.

2. SPECTATOR FACILITIES

2.1 Spectator Accommodation

The minimum covered accommodation must be 50.

Covered accommodation must be of sound construction of timber/steel/brick/concrete or any combination of these materials. Existing timber stands are only acceptable subject to a fire risk assessment conducted by a competent person.

Any seating must afford a good view of the pitch and be clean, functional and in good condition. Bench seating will be permitted provided that it is in good repair and that individual spaces (min 500mm) are clearly marked.

Standing spectators are not allowed in or near a seated spectator stand where they can obstruct views.

Areas where spectators are not permitted to stand must be clearly marked with yellow hatched markings.

Hard standing to a minimum width of 0.9 metre, measured from the spectator side of the pitch perimeter barrier, must be provided on at least 2 sides of the ground. The surface must be of a bound material. Spectators must not be permitted to access any end/side without hard standing.

2.2 Press Seating

There is no requirement for dedicated press seating.

2.3 Terracing

Where terracing is provided, it must comply with the requirements of the Guide to Safety at Sports Grounds. All terracing must be in a sound condition. Terracing that is crumbling, has grass/weeds growing through it or has broken or loose concrete will not be accepted.

2.4 Toilets

Toilets must be located within the ground and must be accessible both to male and to female spectators. NB Where it is necessary to exit the ground to gain access to toilets located in an adjacent clubhouse, these may be deemed acceptable, provided no great distance is involved.

A minimum of 2 WCs must be provided.

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In addition, wash hand basins, with running water, warm air hand driers and/or paper towels, together with a supply of toilet paper, must be provided in each toilet area.

These facilities may be of the temporary or mobile kind but should be connected to the mains supply or alternative drainage system and be fully accessible with permanent access.

All toilet areas must be in working order, with a roof and operational lighting, and maintained to a high level of cleanliness.

The location of all toilet facilities must be indicated with appropriate signage.

2.5 Refreshment Facilities

2.5.1 Directors/Committee/Guests

Refreshments must be made available for visiting officials and guests.

2.5.2 Ground Refreshment Facilities

Refreshment facilities must be provided at the ground or the clubhouse. These facilities may be of a temporary or mobile type.

2.6 Disabled Facilities

(See Appendix)

2.7 Segregation

When segregation is in operation, there must be adequate toilet facilities and refreshment facilities in each segregated area in addition to the appropriate means of egress and exit.

3. DRESSING ROOM FACILITIES

3.1 Players

Separate dressing rooms must be provided for both teams within the enclosed area of the ground. The dressing rooms must be of sound construction and be of a permanent nature. Existing dressing room dimensions will be acceptable provided they are a minimum of 12 square metres, excluding shower and toilet areas. Where clubs are planning to build new dressing rooms these must be a minimum size of 18 square metres, excluding shower and toilet areas.

Each dressing room must have the following:

A shower area comprising of at least 4 showerheads

1 wash hand basin located outside the shower area.

(All the above must have hot and cold running water)

At least 1 WC in a cubicle

There must be a treatment table which is clean and in good condition in each dressing room unless there is a separate medical room available for the use of both teams.

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3.2 Match Officials

The size of the match official’s dressing room must be a minimum of 4 square metres, excluding shower and toilet areas. When new dressing rooms are being constructed the match officials’ room should be a minimum of 6 square metres in size, excluding shower and toilet areas.

Each match officials’ dressing room must have the following:

at least 1 showerhead

1 wash hand basin

at least 1 WC in a cubicle. This must be for the exclusive use of the match officials but need not necessarily be en suite

Provision must be made for separate dressing rooms for male and female match officials.

Where new dressing rooms are being constructed or existing are being re-designed, separate purpose built facilities for male and female match officials must be provided.

There must be an audible electronic warning device (bell or buzzer) in working order located in the match officials’ dressing room, and which is linked to the players’ dressing rooms.

All dressing room areas must be maintained to a high standard of cleanliness and be heated, well ventilated, free from damp and secure on match days.

4. MEDICAL

A stretcher must be provided for the removal of injured players from the pitch.

(See also Appendix)

APPENDIX

1. GROUND

1.7 Pitch Perimeter Barrier

It is important to distinguish between a pitch perimeter barrier/rail which exists to separate spectators from the playing area and a crush barrier which has been constructed and tested according to the requirements of the Green Guide. Where the structure cannot be designated as a crush barrier, e.g. its height exceeds 1.1m, the maximum depth of standing behind it is limited to 1.5m and this must be borne in mind in any capacity calculations.

It is recognised that the above may not be an issue for normal attendances but, when a larger crowd is anticipated, the Club should be mindful of the associated management issues and, if necessary, take professional advice.

Whatever system is employed, a club should be mindful of its responsibility to ensure spectator safety and minimise the possibility of unauthorised incursions on to the playing area.

1.9 Playing Area

Reference should be made to the Goalpost Safety information published by The Football Association and, in particular, it should be noted that the use of metal cup hooks is prohibited.

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1.11 Safe Walkway

The design of the safe walkway will inevitably differ from ground to ground and it will rarely guarantee the safe passage of players and match officials unless supplemented by stewards. A club should implement procedures appropriate to the particular structure and be ready to respond to on the field situations which might affect spectator behaviour.

1.16 Lighting

Whilst their installation is strongly recommended, neither working nor emergency lighting is any longer a grading requirement. Clubs are reminded that they have a responsibility to ensure the safety of spectators entering, leaving and moving about the ground and, if a ground is used in non-daylight hours, adequate artificial lighting should be provided. Further, consideration must be given by a club to its procedures in the event of a power failure.

2. SPECTATOR FACILITIES

2.5 Disabled Facilities

A club must take full account of the needs of disabled spectators and be mindful of its obligations under the provisions of the Disability Discrimination Act 1995. Reference made should be made to the publications / data sheets issued by both The Football Association and the Football Foundation.

No specific requirement is currently included in the ground grading criteria but The Football Association strongly recommends that access is provided to both a covered viewing area and toilet and refreshment facilities.

4. MEDICAL

All clubs must provide first aid equipment, including a stretcher, for the use of players and spectators. Its location in the ground, if other than in a dedicated treatment room, should be clearly marked by notices placed in the dressing rooms for teams and match officials.

There must be a nominated and suitably qualified person in attendance to assist with spectator problems unless the St John Ambulance Brigade, Red Cross Society or other capable agency are in attendance. The requirements of the Guide to Safety at Sports Grounds are for one first aider per 1000 anticipated spectators, with a minimum of two.

If a crowd of less than 2000 is anticipated, known and practiced arrangements should be in place to summon either a doctor or NHS ambulance alternative. For crowds of over 2000, an experienced crowd doctor should be in attendance.

NB The above in no way purports to be a comprehensive list of Health and Safety issues which it is the responsibility of a club to address. Clubs are recommended to arrange regular safety audits conducted by persons with the appropriate expertise.

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