available in large print · 2005. 3. 12. · mike harrison ian grant ian cantley hillingdon...

Meeting: Youth & Leisure Sub-Committee

Date: Thursday 17th February 1999 Time: 7.30p.m.

Place: Committee Room 5, Civic CentreUxbridge

Committee Administrator: Gillian BriceTel: 01895 250693

Press Enquiries: Roy Mills Tel:01895 250534 ..........Councillors on the Sub-Committee

Conservative Labour

Ray Puddifoot (Chairman)George CooperMichael Kilbey

Lindsay BlissMichael CraxtonCliff Pattenden

Advisory Members

Vacant Hillingdon Voluntary Youth Organisations NetworkVacantDhruti Shah

Hillingdon Voluntary Youth Organisations NetworkHillingdon Youth Council

Riki DhanjalJane CatchpoleVacantPeter Horn

Hillingdon Youth CouncilDisablement Association of HillingdonHillingdon Arts AssociationHillingdon Sports Council

Available inLarge Print

Mike HarrisonIan GrantIan Cantley

Hillingdon Federation of Community AssociationsHillingdon Horticultural & Allotments FederationRuislip Woods Management Advisory Group.........

You are invited to attend the above meeting. The agenda is attached.

David BroughHead of Committee Services

Smoking is not allowed in the Committee RoomParking is available to the public attending meetings in the Members Car Park, High

Street, Uxbridge.

DESPATCH DATE: 7 th February 2000

YOUTH AND LEISURE SUB-COMMITTEE – 17 FEBRUARY 2000

(1) Apologies for absence and to report any changes of membership

(2) Disclosure of any other business items in Part 1 and 2 to be raised byMembers.

(3) Disclosure of any other business items in Parts 1 and 2 considered urgent bythe Chairman .

(4) To confirm that the items of business marked Part 1 will be considered inpublic and any items marked Part 2 will be considered in private.

(5) To note none of the items fall within the provisions of Section 106 of the LocalGovernment Finance Act 1992

(6) Signature by the Chairman of the minutes of the meeting held on 11th

November 1999

(7) Report of the officers

Part 1 - PUBLIC

1. ‘Take a Break’ Arts for Carers Project Page 12. The Internet in the Library Service: Current Position and

Future Development

3. Lifelong Learning Strategy in Hillingdon Libraries Page 74. Code of Conduct for Youth Workers Page 14

5. Hillingdon Youth Council Page 196. Letting Policy for Major Events Page 217. Capital Investment Strategy – Spend to Save Initiative – Hayes

Pool Page24

8. Park Wardens Page 289. Allotment Improvements to Barnsfield Place, Uxbridge Page 3210. Lake Farm Management Advisory Group Page 3411. Manor Farm Site Landscape

(8) Any other business in Part I of the Agenda(9) Any items transferred from Part 1(10) Any other business items in Part 2(11) Any other item of business in Part 2 considered urgent by the Chairman

‘TAKE A BREAK’ ARTS FOR CARERS PROJECT ITEM 1

CONTACT OFFICER: Bryony FlanaganTELEPHONE: 01895 632488

SUMMARY

This report outlines in brief an arts development project for a group of sociallyexcluded members of the community

RECOMMENDATIONS

That Members note and approve the report, confirming support for furtherdevelopments

INFORMATION

1.1 The Arts Service in partnership with Hillingdon Carers received £9.500 from theModernising Social Services Fund for the 1999/2000 year to run a series of artsprojects for carers and respite care (during these activities) for the cared for.

1.2 These activities are:

• Asian textiles (six-week course)• Photography (six-week course)• Creative writing & poetry (six-week course)• Drama (taster day)• Music (two informal concerts)• ‘Culture Vulture Day’ (arts in central London, West End & the South Bank)

1.3 The aim of the project is to use the arts as a tool for promoting creativity,stimulation, development of new & existing skills, self-expression, confidence-building, networking & support and most importantly, having fun.

PROGRESS TO DATE

1.4 The Asian textile course was run in October & November 1999 at Christ Church(Uxbridge), and was run at maximum capacity. This was a multi-lingual course, andthe majority of participants coming from the Asian community. Carers were taught avariety of skills and produced stunning work. 100% of participants rated the course

as ‘excellent’, and are extremely keen to undertake further similar courses. Workwas displayed at Hillingdon Carers’ Millennium Party in January.

1.5 The creative writing & poetry course commences in early February, and 80%take-up has been achieved so far. This course is being held at the British Red Cross(Ruislip Manor). Carers will concentrate on skills to develop their self-expressionthrough short stories, poems, children’s writing, and other mediums.

1.6 The drama taster day is also being held in early February, and has receivedabout 70% take-up. This is a day focussing on drama, but also encompassingmovement, sound, art and relaxation.

1.7 A creative photography course begins in March and has already reached 100%capacity. Held at Frays Adult Education Centre (Uxbridge), the course will introduceand develop skills and techniques for photography as a hobby.

1.8 The music concerts (one at Compass Theatre & Arts Centre and one inUxbridge) will be held in May, with the ‘Culture Vulture’ day in the summer.

FUTURE PLANS

1.9 The Arts Service has just submitted a bid to the same fund for £9,900 for2000/2001 to continue this work. The enthusiasm from carers for these activities hasbeen overwhelming. It seems that the partnership has identified and met a realcommunity need with this project.

LEGAL IMPLICATIONS

1.10 There are no legal implications for this report

RESOURCES IMPLICATIONS

1.11 Project support costs will continue to be funded from within existing resources.

BACKGROUND DOCUMENTS

Nil.

THE INTERNET IN THE LIBRARY SERVICE: ITEM 2CURRENT POSITION AND FUTURE DEVELOPMENT

CONTACT OFFICER: Trisha GrimshawTELEPHONE: 01895 250700

SUMMARY

This report sets out the current position on Internet access in the Library Service andits integral role in further development of the Service.

RECOMMENDATIONS

1. That members note and approve the content of the report.

2. That members agree the amendment to Internet policy as indicated in 2.7

INFORMATION

2.1 On November 4th 1999 the Library Service launched Internet access in all thelibraries in the system. This enabled and supported a number of important servicedevelopments. Library users can now access the Internet and its information andcommunication resources via the public terminals in all the libraries. The system hasbeen set up so that a seamless link can be developed between the Internet, thelibrary catalogue and the community information database. The Service is one of thefirst in the country to start the integration of the Internet sites and links within thelibrary catalogue. As well as providing access in each library to a vast range ofinformation, this development has made the Library Service accessible from home,workplace and school at times convenient to users. Members of the library canrenew their books or place a reservation on an item using the Internet connection,outside the actual opening hours of the libraries.

2.2 The launch was preceded by a period of intensive staff training during which alllibrary staff received basic training on using the Internet. Members of staff weretrained as trainers, using training materials developed in-house by the CentralLibrary Manager. During October 1999, the staff were able to practise accessing theInternet using the Libraries, Arts and Information Service Home Page. The LibraryService Website has been constructed by a member of staff, in close co-operationwith Corporate IT, providing the user with information about the services providedand hot links to council pages and external sites.

2.3 As part of the Service programme of user education, library users are offered theopportunity of introductory sessions on the Internet provided by the communitylibrarians. The training is largely based around the library website and the Boroughweb site, using the links provided. The session includes the general demonstration of

a number of search engines, and a search for some sites picking up the particularinterest of the library user. The range of computer skills and experience possessedby the trainees/library users is considerable. Many have never touched a computer orused a mouse before. Around 275 training sessions have been provided.

2.4 Members of the public have also been keen to use the new facility directlythemselves. During the course of November and December 1999, the equivalent ofmore than 4000 half-hour slots were taken up. At least 50% of use has been at theCentral Library in Uxbridge followed by Manor Farm Ruislip, Eastcote, Ruislip Manor,Ickenham and Yiewsley Libraries. Although people use the terminals right throughoutthe day, the heaviest booking period is between 1.30 p.m. and 3.30 p.m. At themoment use in the morning outstrips the evening.

2.5 As an early indication of impact, the hits on the borough website increased from8,000 per day to 24,000 on the day the Internet went live in the library service. Seefigure A (from Corporate IT)

Figure A

2.6 The Library Service IT team are currently working on the software which willprovide a range of statistical information on use of the library website such as thenumbers of users renewing books or placing requests via the Internet or accessingthe library website outside library opening hours.

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2.7 To date, the Library Service has not encountered any significant difficulties inoperating the new service. The Youth and Leisure Sub-committee agreed theService Internet policy in November 1998. To prevent any virus problems, theService now proposes an addition to the policy which will prevent library usersdownloading to the hard disk or floppy disk from the Internet or the uploading from afloppy disk via the Internet.

2.8 In January 2000, the new messaging system (EMURL) using the Internet wasinstalled replacing the previous GEM system, which was a facility on the previouslibrary computer management system. This development enables contact betweenindividual members of library staff and groups of staff across the Service system and,additionally, is compatible with the Outlook system, which currently used within theCentral Library and most of the rest of the authority.

2.9 Future plans include the use of the Internet in a programme to increase theinterest of adult users in fiction, the possible development of reading groups, andexploring the use of the Internet for inter-library loans.

2.10 The major project for the Library Service is now the ICT training of all the staff ofthe Service. The Service has been allocated £82,000 for this purpose over threeyears from the New Opportunities Fund. This major training programme is a furthermeans of achieving the Government target of having all library authorities linked tothe New Library Network by 2002. This target also requires every public library to bean access point for the community to information and communications technology,and that library staff have the necessary skills to assist and guide people, and thatthe potential of these new information resources is fully exploited.

2.11 The training will provide a foundation in ICT based on the seven modules of theEuropean Computer Driving Licence (ECDL). These cover the basic concepts of IT,managing files, word processing, spread sheets, databases and informationnetworks.

2.12 There are four supplementary modules with the following general descriptions:supporting people’s learning; providing access to information via Internet, E-mail andCD-ROM; reader development and helping people to use public services.

2.13 There is a schedule of Advanced Training with a range of expected outcomes.Librarians will receive training in:

v in-depth search skills using the Internet, validating and signposting web sites - tohelp library users find their way around the information on the Internet.

v web design skills, setting up digital links, mounting and updating information – toprovide supported access to ICT in the Library and help people make the bestuse of technology.

v Analysis of user needs, awareness of information sources, information designand presentation – to advise people in the sources of information which bestmeet their needs and to understand the technology requirements of the users.

v Strategic view of the organisation and exploitation of the information resources ofthe library service, content creation skills.

v Training other staff and the public to use ICT effectively, designing learningmaterials and programmes.

2.14 The Service is presently at the planning stage of the project, talking to trainingproviders and assessing the possibilities of consortium arrangements with otherlibrary authorities in West London. This government-funded training initiative hascome at the best possible time for the Library Service as the infrastructure of networkand Internet access are in place in all Hillingdon libraries. At the moment the mostlikely method of training delivery is distance learning with provider and in-housesupport. For Hillingdon, the most effective means of delivering the training will be forindividual staff to be able to draw it down from the Internet. The training programmewill be spread over the allowed three years in order to cope with the costs andlogistics of providing cover. It is anticipated that each member of staff will have anindividual learning plan and will agree a learning contract which will set out both thecommitments of the Library Service and the member of staff. Current thinking is torun some advanced training alongside the foundation ECDL training from thebeginning, as there are already staff able to benefit.

LEGAL IMPLICATIONS

2.15 There are no legal implications.

RESOURCE IMPLICATIONS

2.16 The arrangements for using the external NOF training funding are includedwithin the main report. Otherwise, this is not a financial report.


Library computer management system-progress report. Youth & Leisure Sub-Committee, 30 September 1999

Policy on public access to the Internet. Youth & Leisure Sub-Committee,24th November 1998

lifelong Learning Strategy in Hillingdon Libraries item 3

CONTACT OFFICER: Susie LakeTELEPHONE: 01895 277798

SUMMARY

This report presents the Lifelong Learning Strategy for Hillingdon Library Service.

The Library, Arts and Information Service works in partnership with other agencieswithin the area through the Lifelong Learning Partnership and offers complementaryavenues of learning that can support the work of its partners and also forms ofalternative learning for those members of the community that are not supported bythe more formal routes. Priority is given to learning that assists the progression ofusers from a general enquiry gradually into a formal learning environment and thatfocuses on skills development that combat social exclusion.

RECOMMENDATION

That the Lifelong Learning Strategy for Hillingdon Library Arts andInformation Service is received and approved.

INFORMATION

3.1 The Library Service is an active member of the Hillingdon Lifelong LearningPartnership and has examined the role of the service within the community and inrelationship to other learning opportunities in the area (particularly the AdultEducation Service and Uxbridge College) and has identified a clear identity as topurpose.

3.2 The strategy has also been drawn up recognising government priorities in thegreen paper “The Learning Age: a Renaissance for a new Britain” (1998). There itidentified that by 2002 they wished all public library services to provide free Internetaccess to the public. In Hillingdon we complied with this in November 1999.

3.3 The service defines its role as:

• An information provider to the public regarding learning opportunities withinthe area.

• A facilitator for distance learning i.e. through use of the Internet

• A referral agent for the public, giving guidance to those learning agencies thatare most appropriate.

• A resource provider supporting existing course provision with materials forparticipants to independently use.

• A provider of learning packs for those members of the public that wish to learnindependently or privately in a non-course environment.

• A provider of facilities for those members of the public that wish to learnindependently or privately in a non-course environment.

• A resource provider supporting small local businesses in the development oftheir staff through using open learning packages. (NB. More formalisedlearning and training for businesses is seen as the role of other agencieswithin the Lifelong Learning Partnership)

3.4 The Library Service has identified specific target client groups who would benefitparticularly from the above, in addition to the general populace. These include:

• 16 – 25 year olds, who are seeking formal qualification training. TheGovernment in it’s white paper “Learning to Succeed – a new framework forpost –16 learning” has identified this as a priority group. The age group,particularly men, was also identified as a priority by the Hillingdon LifelongLearning Partnership in the “Audit of education and training provision”undertaken on it’s behalf by the NFER Centre for LEA Research andDevelopment.

• Those who are seeking formal courses to enhance their skills, careerprospects and fulfilment of life.

• The members of the community who are not yet seeking formal training butstill wish to enhance their skills, career prospects and fulfilment of life throughintroductions to subjects or their own personal learning plan.

• Students, who live, work or study within the area.

• Refugees and those on ESOL courses.

• Members of the community returning to work after career breaks.

• Members of the community who wish to increase their knowledge andconfidence, without formal education in order to participate more fully in familyand social life.

• Members of the community for whom formal education is not accessible .i.e.shift workers.

• Members of the small local business community who wish to develop staff, butfor whom time and money for formal training is limited.

Why the Library Service?

3.5 The public perceives the Library Service as providing valid and quality materials.It already is seen as a learning resource.

3.6 The library is a socially acceptable activity, especially important within somegroups of the community.

3.7 The library can offer a less institutional image than some other locations. Thiscould be particularly important to those that have had previous negative experiencesof education.

3.8 Many potential learners also face a difficulty in admitting to needing to enhanceskills and knowledge and would prefer to do so privately, rather than in a formal andpublic environment. Open and distance learning can meet this need.

3. 9Some potential learners also need to gain confidence in their ability to handle thesubject matter and formal learning before they are able to progress to recognisedtraining. Again individual learning meets this need.

3.10 The library in some instances is open for times outside normal core businesshours. This provides a flexibility of accessibility for clients that are employed. Thisfactor is important for a range of clients, particularly those for whom childcare may bean issue. It also provides an increased opportunity for the Central Library in years tocome with the development of the Chimes shopping centre, when the public will belooking for ways of purposefully filling the time between the end of work and the startof an evenings social activities.

3.11 The Service provides access to resources that are beyond the general meansof the public. In that the same resource can be used in many ways, by different users,it provides an economic way of supporting students.

3.12 The Government has started to recognise the necessity to create Centres ofExcellence and that in some instances local provision is not appropriate. Smalllibraries do not have the space to house the range of resources required. TheCentral Library in Uxbridge is in a position to fulfil this role. The public wouldgenerally prefer to travel to somewhere that they were almost certain to find what theyrequire rather than to take a chance on local provision or in having to order resourcesand thus make two trips to their local library.

3.13 The Central Library in Uxbridge also offers other features that it enhances itsdesirability as a centre of excellence:

• The building is designed to facilitate disabled access.

• Many of the facilities such as word processing etc are alreadyavailable in the library and just require upgrading and re-presentingand thus is more cost effective than starting from new.

• Transport and shopping arrangements within the area mean that thepopulation generally visits Uxbridge on a regular basis. There isalready a large working contingent that can access provision duringlunch hours and after work. Although there are other facilities within theUxbridge area and the borough, the Central Library is unique amongstthese in its location and the ability for users to combine a visit to thelibrary with shopping and social activities in a short period of time andspace.

3.14 The Asset Management Review has the potential to extend the technologicalprovisions of the Central Library to other libraries in the borough, particularly throughdeveloping the use of the Internet for distance learning in integral learning centres.The review will also allow us to strengthen our links and work in collaboration with theAdult Education Service for a cohesive approach to learning in the borough.

3.15 Wherever possible the service is developing the Lifelong Learning Strategyfrom within existing resources. Where this is not possible, bids for external andgovernment funding are being made when appropriate. One bid for Open Learningmaterials has already been successful and others are in the process of submitting.The Library service will also be receiving Government funding for the training of staffin the use of information technology over the next three years.

3.16 The strategy is therefore divided into three stages. Stage One is that which wecan and are achieving already within existing resources. Stage Two are servicesthat are achievable with some additional funding, whilst Stage Three is dependant onexternal financial assistance becoming available.

Stage One:

• To be an information provider to the public regarding learning opportunitieswithin the area.

• Through the Internet to be a facilitator for distance learning and build links withthe University for Industry and BBC Education.

• To be a referral agent for the public, giving guidance to those agencies thatare most appropriate.

• To provide supporting resources for existing course provision for participantsto independently use.

• To re-present stock already in the system and group together a collection ofmaterials to form a Textbook collection that would be for reference only. Thusstudents would be aware that they should always be able to find materials tosupport their study.

Stage Two:

• The provision of learning packs for those members of the public that wish to learnindependently or privately in a non-course environment.

• Provision of facilities for those members of the public that wish to learnindependently or privately in a non-course environment. We already provide thetraditional facility of study spaces. However the service needs to expand it’sInformation technology such as our word processing facilities to all branchlibraries. We particularly need to expand these technological facilities to includethe ability to learn through the use of on-line distance learning on the Internet andCD ROMs.

• To be a resource provider supporting small local businesses in the developmentof their staff through using open learning packages. The Open LearningCollection is used by some traders in Uxbridge for this but needs to be properlymarketed.

• Develop the Open Learning Collection. It is currently in need of refreshment sincefunding has not kept pace with demand and rising costs. An injection of newstock is required. The focus should be on Basic Skills (i.e. numeracy, interviewskills etc.), Information Technology skills and Management Skills that supportlocal businesses (i.e. telephone skills, Health and Safety, Customer Care). Theservice, as part of the Lifelong Learning Partnerships Development Plan hasalready been successful in securing funds for this.

• The Library Service has already identified the need to provide English Languagecassettes to support the work of the Adult Education ESOL classes. This wouldparticularly assist the most disadvantaged within the community. This is not aservice currently provided, but could be for a limited injection of stock andequipment. A bid to the Adult Community Learning Fund in partnership withHillingdon Women’s Centre has been submitted.

• We need to ensure that the Information Technology suite within the CentralLibrary always provides the latest programs (i.e. Windows2000) with trainingprograms. This can be linked to Internet training, but it is also important that thepublic is able to learn independently.

• We need to consider not just loaning software but also maybe the hardware. i.e.for those learning English and borrowing cassettes, do we look at loaning

Walkmans? This would be especially applicable to students such as refugees orthose on Income Support. This again is part of the bid to the Adult CommunityLearning Fund.

Stage Three

• Provide a bookable multi-purpose Learning Centre/Meetings/Training Roomaccessible to the Public on Level 3 of the Central Library in Uxbridge. This couldbe used for drop in sessions with agencies such as the Careers Service. It couldalso provide a training facility to local businesses and thus also Income Generatein the long term. There are no small-scale conference facilities within Uxbridge.The room would be equipped with multiple computers and audio and visualfacilities. This would also fit in with long term government aims for library servicesand also with the Council’s Asset Management Review proposals for makingUxbridge a flagship library.

• Fund the post of a Learning Adviser. This would be a peripatetic post within theBorough working directly with the public. They would provide continuing guidanceand support for those wishing to learn independently. Their scope would covercareers guidance, funding support, provision of facilities, study skills training andgeneral encouragement and confidence building. Again a proportion of this iscontained within the bid to the Adult Community Learning Fund.

• Enlarge the provision of Technology at the Central Library in Uxbridge and somebranch libraries to include facilities to watch videos and listen to cassettes/CD’s.This would provide learning facilities to those that do not have access at home –refugees, students in bed-sits etc. It does mean the capital purchasing ofhardware and security.

• Investigate the provision of booths for watching digital television and using videoconferencing. Again, this would provide learning facilities to those that do nothave access at home, but we would have to purchase equipment etc.

3.17 Consideration needs to be given to facilitating access for different groups withinthe community. Decisions on this will impact on income made by the LibraryService. As services are developed then a policy for that will be made bearing inmind all considerations. These will then be reviewed annually with the Services Feesand Charges. Generally, the Governments principle of Free Information Provision isaccepted. Where this requires the provision of facilities, then a charge may bemade. The charge will though reflect the effects of social exclusion and be made inaccordance with council and government policy.

LEGAL IMPLICATIONS

3.18 I confirm that there are no legal implications.


3.19 The report identifies a number of proposals which require additional funding,either from base budget or from external sources. Without specific approvals foradditional budget or a successful bid for external funding these initiatives would needto be met from within existing resources or they could not proceed. A costingexercise is needed before any bids for additional resources could be formulated.


Lifelong Learning and Post 16. Education Committee report October 1999

“Audit of education and training provision” Hillingdon Lifelong Learning Partnershipand the NFER Centre for LEA Research and Development. 1999

Education, Youth and Leisure Asset Management Review. Education Committeereport October 1999

“Learning to Succeed – a new framework for post –16 learning” Government whitepaper 1999

“The Learning Age: a Renaissance for a new Britain” Government green paper1998.

CODE OF CONDUCT FOR YOUTH WORKERS ITEM 4

CONTACT OFFICER: Lenny KinnearTELEPHONE: 01895 250625

SUMMARY

This report presents a Code of Conduct for Youth Workers.

RECOMMENDATION

That the Sub-Committee adopts the Code of Conduct for Youth Workers inHillingdon.

INFORMATION

4.1 At its meeting on June 1999, the Sub-Committee approved a paper outlining aclarification of policy in various areas affecting the Youth Service including the areaof professional ethics and code of conduct. A staff working group was established todiscuss this issue and produce a draft report for committee. A useful report wasprepared but was superceded by a draft code of conduct produced by the NationalYouth Agency in October 1999. Both draft codes were discussed in some detail at asubsequent staff workshop and the Code of Conduct attached at Appendix 1 wasproposed as an appropriate framework for the conduct of youth workers inHillingdon.

4.2 It is proposed that the attached Code of Conduct is adopted by the Sub-Committee. It is intended that a training programme for youth workers, paid orvoluntary, is developed in the very near future and delivered service-wide betweenFebruary and April 2000.

LEGAL IMPLICATIONS



4.4 This is not a financial report.


Draft Code of Conduct producey by the National Youth Agency in October 1999.

CODE OF CONDUCT

YOUTH WORK IN HILLINGDON

The nature and purpose of youth work

The purpose of youth work is to facilitate and support young people’s growth throughdependence to interdependence, by encouraging their personal and socialdevelopment and enabling them to have a voice, influence and place in theircommunities and society.

Youth work is informed by a set of beliefs which include a commitment to equalopportunity and to young people as partners in learning and decision-making. Youthwork is recognised in that:

• it offers its services in places where young people can choose to participate;• it encourages young people to be critical in their responses to their own

experience and to the world around them;• it works with young people to help them make informed choices about their

personal responsibilities within their communities;• it complements school, college-based and work-based education and training by

encouraging young people to achieve and fulfil their potential; and• it works with other agencies to encourage society to be responsive to young

people’s needs.

Purpose of the statement of principles

The statement below outlines the basic principles underpinning the work with the aimof guiding the conduct of youth workers and managers and to serve as a focus fordebate and discussion about ethical issues in practice. It is not a rulebookprescribing exactly what youth workers should do in every situation. This would beimpossible to achieve, due to the variety of practice settings and types of work. Thestatement is intended to be used as a starting point for outlining the broad principlesof ethical conduct, raising awareness of the multiple responsibilities of youth workers(paid and voluntary) and their managers and the potential for conflict between theseresponsibilities.

The first part of the statement covers ‘ethical principles’ which include the way thatyouth workers should treat the young people they work with (for example, with respectfor their rights to make choices, without discrimination) and the kinds of values thatyouth workers are working towards (such as a just society). The second part of thestatement covers ‘professional principles’ which relate more particularly to how theyouth worker should act in the role of a practitioner with certain types of responsibilityand accountability. The practice principles listed under each general principle aremore specific, suggesting how youth workers would apply the broader ethical andprofessional principles. They are not exhaustive.

The term ‘youth worker’ in this statement is intended to include those who work inyouth work directly with young people and people who manage those working directlywith young people.

Ethical principles

Treat young people with respect

Practice principles would include:

• acting in a way that does not negatively discriminate against certain youngpeople on irrelevant grounds such as race, religion, gender, ability or sexualorientation;

• valuing young people for who they are and not using them as means to an end;and

• explaining the nature and limits of confidentiality and recognising that confidentialinformation clearly entrusted for one purpose should not be used for anotherpurpose without the agreement of the young person – except where there is clearevidence of danger to the young person, worker, other persons or the community.

Respect and promote young people’s rights to make their own decisionsand choices through the process of empowerment


• raising young people’s awareness of the range of decisions and choices open tothem and offering opportunities for discussion and debate on the implications ofparticular choices;

• offering learning opportunities for young people to develop their capacities andconfidence in making decisions and choices through participation in decision-making bodies and working in partnership with youth workers in planningactivities; and

• respecting young people’s own choices within a democratic and legalframework.

Promote and ensure the welfare and safety of young people


• considering the intended effects of activities and interventions and assessingwhether they have been achieved;

• ensuring staff and young people’s competence to undertake youth work activities;• warning the appropriate authority if there are thought to be risks or dangers

attached to the work; and• drawing to the attention of their employer and, if necessary, bringing to the

attention of those in power or the general public ways in which activities or

policies of employers may be seriously harmful to the interests and safety ofyoung people.

Contribute towards the promotion of social justice for young people and insociety generally


• promoting the participation of all young people, and particularly those who havetraditionally been discriminated against, in youth work and in society generally;

• valuing individual and collective action and encouraging young people and othersto work together on issues of common concern;

• challenging discriminatory behaviour on the part of young people, colleagues andothers; and

• drawing attention to unjust and discriminatory policies and practices and activelyseeking to change them.

Professional principles

Recognise the boundaries between personal and professional life


• taking care not to develop close personal, particularly sexual, relationships withthe young people they are working with as these may be against the law,exploitative or result in preferential treatment. Youth workers should befriendyoung people as part of their job, not become friends of young people;

• not engaging in work-related activities for personal gain or accepting gifts orfavours from young people or local people that may compromise theprofessional integrity of the work;

• avoid the use of inappropriate words and language; and• recognise good practice and the professional achievements of colleagues.

Accountability towards young people, their parents, employers, funders,wider society and other people with a relevant interest in the work


• being open and honest in all dealings with young people, enabling them toaccess information to make choices and decisions in their lives generally and inrelation to participation in youth work activities;

• ensuring that actions as a youth worker are in accordance with the law andCouncil policies and procedures;

• ensuring that resources under youth workers’ control are distributed fairly inresponse to need and that transactions are transparent;

• recognising that accountabilities to different groups may conflict and takingresponsibility for seeking appropriate advice and making reasonable decisionsin cases of conflict;

• reporting to the appropriate authority any suspicions relating to a young personbeing at risk of serious harm or danger, particularly of sexual abuse followingYellow Book procedures; and

• actively seeking opportunities to collaborate with colleagues and professionalsfrom other agencies.

Develop and maintain the skills and competence required to do the job


• only undertaking work or taking on responsibilities for which workers have thenecessary skills and knowledge;

• valuing education and training and constantly updating skills and knowledge; and• recognising when new skills and knowledge are required and seeking relevant

education and training.

Foster and engage in ethical debate in youth work


• developing awareness of youth workers’ own personal values and how theserelate to the ethical principles of youth work;

• re-examining these principles, engaging in reflection and discussion withcolleagues and contributing to the learning of the organisation where they work;

• developing awareness of the potential for conflict between personal andprofessional values, as well as between the interests and rights of differentindividuals and between the ethical principles in this statement; and

• recognising the importance of continuing reflection and debate and seeing thisstatement of ethical principles as a working document which should be constantlyunder discussion.

Work for conditions in employing agencies where these principles are bothdiscussed and upheld


• ensuring that colleagues, employers and young people are aware of thestatement of principles;

• being prepared to discuss difficult ethical issues in the light of these principlesand contributing towards interpreting and elaborating on the practice principles;and

• being prepared to challenge colleagues or employing agencies whose actions orpolicies are contrary to the principles in this statement.

HILLINGDON YOUTH COUNCIL ITEM 5

CONTACT OFFICER: Jennifer McGheeTELEPHONE: 01895 250642

SUMMARY

This report seeks to update the Sub-Committee on the current activities of theHillingdon Youth Council.

RECOMMENDATION

That Members note the content of the report which is for information.

INFORMATION

5.1 Hillingdon Youth Council has recently been consulted by the EnvironmentalServices Department regarding involving young people in Local Agenda 21.

5.2 The Youth Council intends to do this through:

- Forming an environment sub-committee of the Youth Council.- Involving young people in National Spring Tidy Month tidy up campaigns in their

local area.- Consultation exercises in local schools and youth clubs.

5.3 Hillingdon Youth Council has also been involved in consultation about the LakeFarm Regeneration. Suggestions for the site included:

- Child’s play park- Skate ramps- Tennis courts/basketball courts- An assault court- Information boards- Improve lighting to deter vandalism- A youth centre- A café

5.4 The Youth Council has also developed special interest, activity and action groupsincluding:

- HYPE editorial team – issue 7 due out in April.- Youth Conference Planning Team – planned and co-facilitated the ‘Stressed Up?

Chill Out!’ Youth Conference held in the Civic Centre on 3rd November 1999.- A group of HYC members also were involved in Amnesty International’s

campaign to stop the use of child soldiers which included a visit to DowningStreet to present a petition to the Prime Minister.

5.5 Future plans include:

- A website development group to develop and maintain a HYC website.- Young People’s Handbook group – to design and produce a Young Person’s

Guide to Hillingdon.- A Youth Exchange group of 12 young people going to Mantes La Jolie in

July/August 2000.

LEGAL IMPLICATIONS





Nil

LETTING POLICY FOR MAJOR EVENTS ITEM 6

CONTACT OFFICER: Richard ShawTELEPHONE: 01895 250648

SUMMARY

This report notes the current arrangements for the letting of Council owned land formajor events and proposes that a Christian Music Festival is allowed to take placeover the August Bank Holiday.

RECOMMENDATIONS

1. That the Sub-Committee notes the current arrangements for the letting ofCouncil owned land for major events as set out in paragraph 6. 2.

2. That the Sub-Committee agrees that the Christian Music Festival plannedfor August Bank Holiday is allowed to take place subject to the Council’slicensing process.

INFORMATION

6.1 A policy to cover the letting of Council owned land for the purpose of majorevents, was approved at the Leisure Sub Committee meeting on 4th December,1997. These were recommended to members in the immediate aftermath of anevent that had been totally mis-managed by the promoters and who weresubsequently successfully prosecuted.

6.2 The terms of the policy were designed to reduce the chance of a re-occurrence ofthis particular event. A further examination of these terms has been undertaken bythe officers and they remain substantially valid in their purpose of reducing nuisanceand ensuring good management of an event.

i. On receipt of request for site, establish who will be named in theagreement and, in the case of a company, undertake a search atCompanies House to establish credentials, otherwise obtain references,including bank reference.

ii. If the proposed event is based on music or is likely to contain a largeelement of music or will necessitate continuous public addressannouncements, then such event be limited to two days of no more than 9hours operating per day, i.e. 1100 to 2000 or 1300 to 2200, etc.

iii. The site hire fee should be negotiated by the officers on the basis of a flatfee (£1,000 per day minimum of £1,500 if the whole site is used) plus 5-10% of public admissions and concessions gross take, after the first£15,000 of income. The percentage would vary according to the likely cost

of setting up the site. (It does need to be borne in mind that HillingdonHouse Farm is very expensive to set up as there is no basic infrastructure.)

iv. Car parking should be free of charge and admission prices adjusted toreflect this. (This will reduce the temptation to find street parking to avoid acharge.)

v. The cost of enforcing any car parking restrictions imposed under the termsof the Licence shall be borne by the organiser if fines collected do notcover the cost. Organiser should pay the uncovered balance of costs.

vi. Fireworks should not be permitted on more than one day of any event andshould last for no more than 15 minutes unless the whole event is fireworksbased, that is, a themed concert or November 5 celebration.

vii. A deposit or bond for up to £20,000 be secured between 7 and 28 daysbefore the start date against any damage reinstatement and/or subsequentclearing of the site.

viii. Site hire fees should be paid in full 21 days in advance for the flat feeelement and within 14 days of the event for the percentage of grosselement. A deposit of £250 should be paid at the time of bookingconfirmation, non returnable in the event of cancellation within 3 months ofthe event taking place.

ix. Following the event, the site must be cleared and cleaned within 72 hoursof the event closing at the expense of the hirer.

x. No work – setting up or striking – to be undertaken between the hours of2200 and 0600 without prior permission of the Council.

xi. A Site Manager must be appointed and the name notified to the Council.This person should be responsible for all aspects of the site management.

xii. A list of the companies/individuals acting as sub contractors (containingaddress, contact name and telephone numbers) responsible for toilets,staging, lighting, sound systems, structures, etc to be provided to theCouncil at least 7 days before operating.

xiii. The organiser must have appropriate public liability insurance.

6.3 The particular request at present is for a Christian Music Festival to be held onHillingdon House Farm over four days but which involves broadcast sound on each ofthose days but not exceeding a total of 18 hours. Officers are satisfied in otherrespects that the event will be well managed and that the promoters are financiallysound and have the experience and expertise to stage it. The noise nuisance to

residents would not increase but be over 4 shorter periods rather than two lengthyperiods. This may even be preferable to some.

6.4 The event will also need to be either licensed or subject to conditions imposed bythe Safety Advisory Group (consisting of representatives from the Council and eachof the Emergency Services). The above policy, allied to the further conditionsrequired by the latter, should ensure a well run, safe event causing minimal nuisanceto local residents.

6.5 It is proposed that the Christian Music Festival is allowed to go ahead and thatofficers monitor its management and operation very closely to ensure that there is nounreasonable disturbance to local residents.

LEGAL IMPLICATIONS





Leisure Sub-Committee 4th December 1997

CAPITAL INVESTMENT STRATEGY ITEM 7

SPEND TO SAVE INITIATIVE – HAYES POOL

CONTACT OFFICER: Tim AtkinsTELEPHONE: 01895 250659

SUMMARY

This report seeks members approval for a Spend to Save Initiative as part of theCapital Investment Strategy for this financial year. £30k is required from the CapitalProgramme to provide a Health Suite including a Steam Room and Sauna at HayesPool. The existing Crèche will also be extended and improved. Projected incomeestimates suggest a minimum of a 100% return on the capital invested in the firstyear of operation.

The proposal offers an opportunity to pilot a small scale Spend to Save Initiative thatif successful will prove beneficial in developing an effective Capital InvestmentStrategy for the borough.

RECOMMENDATION

The Sub-Committee is recommended to approve the allocation of £30,000 inthe current year’s capital programme from the provision for match fundingprojects, to enable a Health Suite to be provided at Hayes Pool as describedin the report.

INFORMATION

6.1 The Policy Committee, at its meeting on 19th October 1999, approved inprinciple to allocate £30,000 from the current year’s capital programme for theprovision of a Health Suite at Hayes Pool subject to a detailed examination of theproposal by the Youth and Leisure Sub-Committee. This report includes the textpresented to the Policy Committee and attempts to allay the anxieties expressed byMembers when the initial report was discussed.

7.2 At the Policy Committee on 25th February 1999, members endorsed the scopeand structure of the Capital Investment Strategy. All proposals for new capital wouldbe covered by the Strategy. It was also proposed that the CIS will incorporateexternal funding and other innovative methods of making effective use of Councilcapital.

7.3 Three pilot initiatives were established; Information Technology, LocalEnvironmental Improvement Programme and Match Funding Provision.

7.4 The corporate team that oversees the CIS has set up three External FundingInitiatives including a Sports Lottery Bid at Kings College Pavilion/Eastcote Hockey

Club, a Heritage Lottery Bid at Fassnidge Park and a Partnership Funding Project atHighgrove Pool.

7.5 The CIS group is keen to develop Spend to Save Initiatives, however, this wasnot included in the initial February 1999 Policy Committee authority.

7.6 It is proposed to create a Health Suite at Hayes Pool. The health and fitnessmarket is continuing to boom in popularity. The ability to provide a full range of healthand fitness activities at one location is very attractive to customers. Hayes Poolcurrently offers a Gymnasium, Swimming Pool and Crèche. The addition of a HealthSuite, including a Sauna and Steam Room would allow Leisure Services to provide acompetitive ticketing package that would significantly improve the attractiveness ofthe leisure activities at Hayes Pool.

7.7 It is also proposed to extend and improve the Crèche increasing its capacity,attractiveness and hours of operation. The new and existing facilities will be moreaccessible, it will also assist the Council in tackling Social Exclusion in the Hayesarea.

7.8 The total cost of the project will be £30k. The works proposed are as follows:

Building work and plant £25,500Improvements to Crèche £ 4,500

Total Cost £30,000

7.9 If the capital is released before the end of December the building works could beundertaken and Health Suite be in operation before the end of this financial year.

7.10 Using minimum numbers the income and usage projections are estimated at:

Health Suite and Swim10 per day at £3.50

Gym, Health Suite and Swim10 per day at £5.00

Daily Income

£35.00

£50.00

Annual Income

£12,250

£17,500

Total £85.00 £29,750

7.11 Providing a Health Suite, with access to a Gymnasium and Swimming Pooloffers a very attractive leisure opportunity. Most private health and fitness operatorscannot offer these facilities with access to a Swimming Pool. Furthermore, the ratesare very competitive.

7.12 Hayes Pool is one of the sites identified for redevelopment in Education, Youthand Leisure’s Asset Management Review proposals.

7.13 Even if the proposal to build a new pool and community building goes ahead,the new facilities would have to be built prior to the existing Pool’s closure.

7.14 If the project progressed quickly following the outcome of the public consultationexercise in July 2000, it is likely to take at least 2 years to complete. By this timeconservative estimates will have provided income 2 – 3 times the amount of capitalinvested. Furthermore, the majority of the plant and equipment could be re-used in anew facility.

Additional Information

7.15 The initial report was presented to the Policy Committee since the criteria forthe Capital Investment Strategy only allows for matched funding initiatives. Thisproject proposes a spend to save initiative, that is reliant on an initial capitalexpenditure. Considering the nature of the proposal and the short time frame inwhich income can be generated to create a positive return, there were limitedopportunities for external or partnership funding. Officers took the view that thisproject was sufficiently attractive to warrant the one-off expenditure of £30K for anannual return of at least that sum, particularly since the sauna and steam roomequipment can be moved to another site if the pool is replaced. The annual incomerange is calculated at between £30K and £89K.

7.16 At Policy Committee an explanation was sought for the reason why such anapparently good idea had not been proposed before. In fact, this proposal wasconsidered in 1997. It was not implemented at that stage because the quote for thebuilding work alone was £26,000 compared to £9,250 currently. At that time, officersconcluded that the cost was too high to justify expenditure since sufficient budget wasnot available.

7.17 Members may also be concerned that an unsuccessful vertical solarium schemewas tried at Hayes pool in 1994. This particular scheme was an initiative of the poolmanager without reference to customer preferences. The solarium was an automaticcoin operated machine located in the entrance lobby. The solarium project wasunsuccessful since prospective customers were very reluctant to, in effect, standnaked in an open foyer with only an automatic door between them and othercustomers. The solarium was removed within a year without any use.

7.18 Two sauna units were installed in the male and female changing rooms in 1985.These were withdrawn in 1995 following problems that arose in the male changingroom due to undesirable characters using the facility. Average income over the tenyear period began at £15K per annum and reduced to £6K per annum as a directresult of the problems. The new proposal is to install a unisex facility in an open areaadjacent to the poolside. This area will be much easier to supervise and will be moreacceptable to customers.

7.19 Since the original 1997 proposal and the previous solarium and saunaschemes, the Leisure Service has developed a much stronger customer focus and

enterprising culture amongst manager and staff. The increased income generated atHayes Pool by this approach has already led to significant improvements in facilitiesincluding the changing room lockers and the restoration of the diving boards. Theservice has developed the fitness suite proposal in response to customer demandand market analysis. Staff are confident of and committed to making this schemesucceed in order to create income which can be used for further improvements.

LEGAL IMPLICATIONS



7.21 The pilot funding established in the current year’s capital programme was setwith the purpose of gaining experience that would help the future development of thecapital strategy. In this context it would not be unreasonable to consider a Spend toSave Initiative. The sum requested is containable within the overall provision of£250k in the capital programme. The project has clear targets for usage andincome, by which to judge success. If successful there will be a recurring revenuebenefit of £29,750.


Policy Committee 25th February 1999.Policy Committee 19th October 1999.Policy Committee 21st December 1999.

PARK WARDENS ITEM 8


SUMMARY

This report explores the context and public concerns underlying the demand for adevelopment of a Park Warden Service. It outlines the objectives of and a possiblemodel for such a service and proposes that this issue is considered further in thelight of work being undertaken on the possible transfer of Parks and Open Spacesfrom Education, Youth and Leisure to Environmental Services.

RECOMMENDATION

That Members note the content of this report and agree to receive a furtherreport and specific recommendations in June 2000 as set out in paragraph8.12 and 8.13.

INFORMATION

8.1 A Best Value review of Parks and Open Spaces has been carried out during1999/2000, the outcome of which will be reported to the Education Committee on14th March 2000. The review has been thorough and will result in the production ofan action plan which will be implemented over the next four years. The content of theaction plan will underpin the implementation of the Parks and Open Spaces Strategywhich will be finalised as part of the review. The strategy and action plan will bedesigned to reflect public expectations of a modernisation of parks services inHillingdon. The recommendations of the review will include the establishment of aPark Warden Service as an essential precursor to any parks improvementprogramme since it will be essential to protect any future community investment.

8.2 The Council’s Community Safety Strategy 1999-2002 comments that “neglectedand vandalised areas can allow a fear of crime to develop, which discouragespeople from venturing out with confidence. Frequent gatherings of noisy and unrulygroups can also be intimidating. If allowed to exist unchecked, these elements resultin a climate where criminal behaviour occurs routinely and communities endure apoor quality of life.” This description of the relationship between neglected publicareas and fear of crime unfortunately reflects reality in many of Hillingdon’s parks andopen spaces at present.

Public Consultation

8.3 The annual Residents’ Opinion Survey carried out by RSGB (a market researchcompany) asks 1,000 Hillingdon residents questions about local issues. Concernsabout Parks and Open Spaces arise every year and tend to concentrate on dogfouling, litter, vandalism and the general lack of good recreational facilities.

8.4 MORI were commissioned to undertake in-depth interviews with residentsthrough focus groups in February 1999 with residents of different ages and ethnicbackgrounds. These focus groups again raised concerns regarding dog fouling,litter and Travellers’ incursions.

8.5 During the past couple of years officers have met regularly with newly formedparks Management Advisory Groups at Fassnidge, Barra Hall and Lake Farm.There have been additional meetings with “Friends” groups and residentsassociations supporting Churchfield Gardens, Frithwood, Hillingdon House Farmand Cavendish Recreation Ground among others. Detailed and lengthy discussionswith a number of committed local residents have unearthed deep frustration at theCouncil’s inability to effectively deal with anti-social behaviour, vandalism, dogfouling, litter and Travellers’ incursions. Residents have expressed a wish to enjoysafe and secure access to good quality parks with a range of recreational facilitiesand well organised leisure activities and events throughout the year.

8.6 Most recently, as part of the Best Value Review of Parks and Open Spaces,Bernadette Vallely and Associates produced a January 2000 report on a publicconsultation of 414 mainly local residents. 61% of those surveyed visited parks oftenor sometimes, usually for fun and exercise, playing with children, nature and relaxing.26% felt unsafe in parks and open spaces and the main reason given for feelingunsafe in Hillingdon’s parks were “no park keepers or wardens,” “young teenagersusing areas to congregate”, “vandalism and mugging” and “poor lighting”. If theCouncil can ensure safe access to parks then it is likely that more people will visitthem more often, increasing their enjoyment of leisure time and improving thegeneral quality of life in Hillingdon.

Community Benefits

8.7 The community benefits of establishing a Park Warden Service are wide ranging.The service objectives would be to:

• Provide a visible security presence in parks.• Ensure a proactive approach to dealing with problem areas and a quick

response to public complaints.• Protect future investment in parks.• Enforce local bye laws.• Support the Community Safety Strategy 1999-2000 by reducing the level of

crime and disorder in public areas.• Support local community based park watch schemes.• Protect against anti-social behaviour including vandalism, litter, drinking and

drug use.• Protect against Traveller incursions, car dumping, fly tipping and motorcycling.• Protect against particular problems including bullying of younger children and

roaming dogs.• Open and close gates in cemeteries and enclosed parks.

8.8 It is anticipated that Park Warden core duties could be supplemented withactivities related to grounds maintenance contract monitoring, including Housing andSocial Services establishments and non-specialist tree inspections.

Outline of Possible Service

8.9 Officers are liaising with other boroughs while considering whether to opt for ageneral park warden service or a parks constabulary. Either option will provide amobile borough-wide service although parks constabulary may provide bettersecurity through the recruitment of ex-service personnel who are already trained andfamiliar with dealing with conflict situations.

8.10 It is estimated that a minimum of six full time staff will be required to provide ayear round daylight hours service. Staffing levels may need to be supplemented byrecruiting casual staff during the summer months. The estimated cost of the ParkWarden Service is calculated as follows:

Staffing (x6) 107,000Casual cover 17,100Vehicle Leasing (x3) 9,400Fuel 4,600Uniforms 1,800Accommodation 3,500Equipment 2,400Telecoms 2,200Training 3,000

£151,000

8.11 The above calculations are based upon six staff with three vans. Officeaccommodation and a mess room is available in the Fassnidge Park small yard andthe Uxbridge location is ideal in being central to the borough and close to the CivicCentre. The total cost of £151,000 may be subject to adjustment depending on jobevaluations and the actual cost of each element of the service. The training elementwill cover knowledge and skills required to deliver service objectives includingdealing with aggression, multi-ethnic awareness, contract monitoring, non-specialisttree inspections and child protection.

Next Steps

8.12 Following the decision of Policy Committee in September 1999, officers havebeen investigating the transfer of responsibility for the management of Parks andOpen Spaces from Education, Youth and Leisure Services to EnvironmentalServices. It has been agreed that any final recommendations on this matter shouldbe made following the completion of the Best Value Reviews of Parks and OpenSpaces and Grounds Maintenance (both of which will conclude in March 2000). Inthe light of these reviews and the final recommendations by officers on the transfer ofservices it may be possible to identify a range of existing resources which could beredirected to provide a service based on the outline above. This could be possible

because some of the existing work undertaken in respect of work on parks, trees andwoodlands, on travellers and protection, on security and on grounds maintenanceinspection would be undertaken by the Park Warden Service.

8.13 Officers, therefore, will take forward the proposals for Park Wardens as theydevelop recommendations on the possible transfer of services. These will bereported to Members in June 2000.

LEGAL IMPLICATIONS

8.14 The power to appoint Park Wardens is contained in Section 77 of the PublicHealth Acts Amendment Act 1907.


8.15 No funding has yet been identified for this proposal. Before any final decisionwas taken by Members, specific funding would need to have been identified (i.e.compensating savings elsewhere or additional budget approval from Education (oranother) Committee).


Community Safety Strategy

ALLOTMENT IMPROVEMENTS TO BARNSFIELD PLACE,ITEM 9

UXBRIDGECONTACT OFFICER: David Bryant

TELEPHONE: 01895 250416

SUMMARY

This report seeks to update the Sub-Committee on the progress made and actionstaken on refurbishing the Barnsfield Place allotment gardens.

RECOMMENDATIONS

1. That the Sub-Committee notes, for information, the statementappertaining to the awarding of the contract for the refurbishment of theBarnsfield Place allotments to Leadbitter Construction under standingorder 63:3(a).

2. That the Sub-Committee notes the progress to date.

INFORMATION

9.1 Officers reported to this Sub-Committee at its meeting on 3rd June 1999 thatpreliminary costings were drawn up for the proposed refurbishment scheme andconfirmation was awaited of acceptance of the proposals from the plot holders.

9.2 Hillingdon Allotment Federation have completed their consultation with therepresentatives from Barnsfield Place allotment site and the refurbishment scheme isagreed.

9.3 Prior to going out to tender for the works officers had occasion to meet with theNotting Hill Housing Trust and Leadbitter Construction to discuss works that weretaking place within the housing development currently being built on the portion ofland that was formerly part of the allotment garden.

9.4 At the meeting it was clear that the works were such that they would have aneffect on the allotment gardens refurbishment works and could have meant delayingthe refurbishment of the allotments until the works to the housing development werecompleted. There could have been potential for some duplication of works.

9.5 As a result of this and in light of the fact that Leadbitter had both the equipmentand the personnel already on site, negotiations were entered into with LeadbitterConstruction for the refurbishment works.

9.6 Upon submission of a quotation from Leadbitter and in consultation with theAllotment Federation, the costings and works details were appraised andconsidered reasonable.

9.7 An order was placed to the value of £45,700 for the works in accordance withstanding order 63:3(a) as, in the opinion of officers, it would not have been eitherprudent or practical to delay the project as this would have meant missing theopportunity of utilising the recourse already available on site and it would almostcertainly have meant that the plot holders currently displaced would have missed thespring planting season having already missed the winter season.

9.8 Works on the site commenced in early January and are progressing well, it ishoped that all works will be fully completed during the last week of February or firstweek of March. Following completion, officers intend to invite plot holders from theBroadwater site in Harefield to visit the new development. It is hoped that theirprevious scepticism will be overcome and that progress on redeveloping theBroadwater site will result.

LEGAL IMPLICATIONS

9.9 Standing Order 63:3(a) says that competitive tenders shall not be required ormay be negotiated if the Appropriate Delegated Officer is satisfied that it is notreasonably practicable or prudent in meeting the Council’s objectives to obtaincompetitive tenders.

9.10 It also provides that a written statement detailing the action taken shall beproposed and submitted to the next meeting of the appropriate Committee or Sub-Committee for information.




Youth and Leisure Sub-Committee June 1999 and September 1998.

LAKE FARM MANAGEMENT ADVISORY GROUP TEM 10


SUMMARY

This report proposes the establishment of a Lake Farm Management AdvisoryGroup.

RECOMMENDATION

That the Sub-Committee approves the establishment of a Lake FarmManagement Advisory Group.

INFORMATION

10.1 At its meeting on 3rd June 1999 this Sub-Committee received a progress reporton the Lake Farm regeneration project. In February 1999 the Lake Farm SteeringGroup proposed that a new group be formed to advise the Council on futuredevelopments at Lake Farm. The project has since been supported by the “Friendsof Lake Farm” since their first meeting in April 1999. It was agreed to formallyconstitute the group as a recognised body.

10.2 Officers used the Fassnidge Park MAG constitution as the model for drafting aconstitution for the Lake Farm MAG. This was last discussed at the “Friends of LakeFarm” meeting in December 1999. The proposed constitution is attached as anAppendix to this report.

10.3 The Sub-Committee should note that the membership list in the proposedconstitution includes those organisations who have been represented at recent LakeFarm meetings plus four co-opted members who requested nomination following apostal consultation in November 1999.

10.4 The “Friends of Lake Farm” have requested that the additional office oftreasurer be included in the constitution. Members are reminded that previousMAG’s have been set up to advise the Council on matters, including funding,appertaining to Council managed facilities on a partnership basis. Amenity FundAccounts have been set up to hold funds to support developments. These publicaccounts are subject to Council reporting and audit procedures and can carry fundsacross financial years. Amenity Fund Accounts are the responsibility of thedesignated Officer In Charge. The office of treasurer is not a necessary requirementunder this system since all transactions are accounted for through the Council financesystem.

LEGAL IMPLICATIONS



10.6 There are no financial implications. The Chief Finance Officer agrees with thecomments in paragraph 4 on why a treasurer post is not appropriate.


Youth and Leisure Sub Committee 3rd June 1999.

London Borough of Hillingdon

Leisure Service

Lake Farm

Management Advisory Group

Constitution

1. Definitions

1.1. The name of the Management Advisory Group (MAG) shall be theLake Farm MAG

1.2. The ‘Officer in Charge’ shall be the designated member of staffappointed by the Council to liase with the Lake Farm MAG

2. Purpose

2.1. To advise the Council on the development and management of LakeFarm and the preservation and development of its ecological andsocial quality to ensure continued use by the public for leisure andrecreational pursuits.

3. Objectives

3.1 To provide a forum for new ideas and proposed developments.

3.2 To receive reports from the Officer in Charge and to review progress.

3.3 To agree an annual costed action plan with the Officer In Charge. Theaction plan should clearly set out what tasks are required to maintainthe quality of the park and what is to be undertaken, includingestimated costs and persons responsible.

3.4 To assist in fund raising towards resources or projects complementaryto those provided through designated Council budgets.

3.5 To monitor the management and administration of the Amenity FundAccount.

3.6 To agree an annual report with the Officer In Charge including details ofprogress under the agreed action plan, together with an income andexpenditure report.

3.7 To provide additional reports and information as reasonably requestedby the Council via the Youth & Leisure Sub Committee.

3.8 To encourage MAG members to undertake training events organisedto enhance their ability to contribute effectively to the MAG and to theLeisure Service.

3.9 To ensure the MAG’s actions are consistent with :

3.9.1 The aims of the Leisure Service in managing Lake Farm;

3.9.2 The need to empower local residents through involving them inthe decision making process;

3.9.3 The need to encourage equal opportunities for all users andseek to ensure access to all residents and visitors regardless ofage, disability, race, ethnic origin, creed, sex or sexualorientation; and,

3.9.4 The policies and procedures of the Council.

4. Membership

4.1. The MAG shall consist of :

4.1.1 Three representatives appointed by the Council via the Youth &Leisure Sub Committee;

4.1.2. A representative of each of the following organisations :

London Wildlife TrustBritish Waterways

Hillingdon Athletics ClubHayes & Harlington Local History SocietyStockley Park ConsortiumWest Drayton Mountain Bike ClubHayes Police Station

12th Hayes Scouts9th Hayes BrowniesDistrict Commissioner Hillingdon GuidesDr. TripplettsMinet Junior SchoolTownfield Youth CentreHillingdon Youth CouncilBotwell Tenants & Residents AssociationLake Farm Tenants & Residents AssociationHayes Town Tenants & Residents AssociationBrook Green Tenants & Residents AssociationAvondale Tenants & Residents Association

4.1.3 A maximum of five co-opted members.

4.2 Elected members of the MAG shall be appointed for up to four yearsending on the 31st May in the year of election of the Council. Membersshall remain in office until the appointment of their successors.

4.3 The member organisations listed in 4.1.2 above shall be permitted to change theirnominated representatives from time to time.

4.4 Representatives of organisations and co-opted members shall be votingmembers of the MAG unless this right is waived by writing to the Secretary.

4.5 The Officer in Charge and any other staff representatives shall be non-voting members of the MAG.

4.6 The MAG may invite additional advisors to attend meetings asappropriate. Advisors shall attend in a non-voting capacity.

4.7 The MAG may appoint working groups for special purposes to report backto the MAG.

4.8 An individual member of organisation may resign membership at anytime by giving notice in writing to the Secretary. The resignation shalltake effect on receipt of such notice and shall be reported to the nextmeeting of the MAG.

4.9 The MAG may agree to terminate or suspend individual ororganisational membership for good reason provided the issue isdiscussed in a full meeting. There will be a right of appeal to theCouncil via the Youth & Leisure Sub Committee.

4.10 Membership shall be terminated automatically upon failure to attendthree consecutive meetings.

5. Annual General Meetings and Special General Meetings

5.1 There shall be an Annual General Meeting (AGM) in May each year.

5.2. Honorary officers of the MAG, consisting of Chairman, Vice-Chairmanand Secretary, shall be appointed at the AGM. Only voting membersshall be eligible to be elected as honorary officers.

5.3. The AGM shall receive the annual report, reports from the Chairman,Officer In Charge and others as appropriate.

5.4. The dates of meetings of the MAG shall be decided at the AGM.

5.5. The AGM shall be held in public.

5.6. A Special General Meeting (SGM) may be called at the discretion ofthe Chairman at any time or upon receipt of a written request to do sosigned by at least three voting members. The written request mustinclude a clear statement of the reason for the request. The secretaryshall give members at least 10 working days notice of a SGM statingthe matters to be considered and for no other purpose.

6. Meetings

6.1 A minimum of three meetings of the MAG shall be held each year apartfrom the AGM and any SGM.

6.2 Observers shall be welcome at MAG meetings.

7. Conduct of Meetings

7.1 No formal business shall be transacted at any meeting of the MAGunless a minimum of 30% of voting members are present (quorum). Ifthere is no quorum, the meeting may continue but decisions must bedeferred until a later meeting.

7.2 In the event that no quorum is present at any meeting, the meeting shallstand adjourned and be reconvened 14 days later. Those votingmembers present at that meeting shall be deemed to form a quorum.

7.3 The order of business at every meeting shall be :

7.3.1 To choose a person to preside if the Chairman and Vice-Chairman are absent;

7.3.2 To agree the minutes of the previous meeting which shall thenbe signed by the person presiding;

7.3.3 To receive reports;

7.3.4 To consider items raised on the Agenda; and,

7.3.5 To consider any other business accepted by the Chairman.

7.4 Reports to be received by each MAG meeting as follows:

7.4.1 Requests from user groups for changes or improvements tofacilities or activities provided at Lake Farm;

7.4.2 Views from local residents’ associations;

7.4.3 A list of public events scheduled to occur in Lake Farm in thefollowing quarter; and,

7.4.4 Any other written reports requested from the Officer in Charge,members of the MAG or third parties.

7.5 All matters requiring a decision shall have a proposer and a seconderand be decided by a simple majority of those present and entitled tovote. Individual members shall have one vote. In the case of a tie, theChairman shall have a second or casting vote.

7.6 Reminder notices of each MAG meeting and copies of all writtenreports for consideration at the meeting shall be given to all memberswith ten working days notice.

7.7 The Agenda shall be displayed on a notice board at Lake Farm atleast ten working days prior to any meeting.

7.8 Minutes shall be kept of the attendance, proceedings and resolutionsof the MAG and be available for inspection. The signed minutes shallbe displayed on a notice board at Lake Farm but excluding anyreferences of a confidential nature.

7.9 The signed minutes shall be circulated to the Leisure Service at theCivic Centre.

8. Finance

8.1 An Amenity Fund Account will be set up for use by the MAG. TheOfficer in Charge will have responsibility for the account.

8.2. All financial transactions resulting from activities or events promoted bythe MAG shall be passed through the Amenity Fund Account. TheMAG shall not operate independent funds.

8.3. The MAG may agree expenditure from the Amenity Fund Accountsubject to the published procedures.

8.4. The MAG may not employ any paid staff.

9. Constitution

9.1. Changes to this constitution may only be proposed at an AGM andsubject to the approval of the Council via the Youth & Leisure SubCommittee.

9.2 All matters requiring interpretation of this Constitution shall be referredto the Head of Service.

10. Winding Up

10.1 Any proposal to wind up the MAG shall be subject to a vote at an AGMor a SGM called for that purpose. At least 60% of voting membersmust be in support of the motion.

10.2. The Council, through the Youth & Leisure Sub Committee, shall beempowered to wind up the MAG at its discretion.

available in large print · 2005. 3. 12. · mike harrison ian grant ian cantley hillingdon...

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