Name

 Subject

Reason

Interest

Councillor Mrs

Beer

minute 74.

Police Authority meeting

employed by Devon and Cornwall Police

personal

(a)

the Devon and Somerset Fire and Rescue Service had invited scrutiny to participate in the consultation process on its corporate plan; members of the Overview and Scrutiny Management Board would consider this;

(b)

the Board had agreed the panel’s recommendations to Cabinet relating to the overview of the Allotments Service and review of policing and safety following Plymouth Argyle football match against Exeter City;

(c)

in order to achieve consistency, the reporting format of councillors’ attendance included within the quarterly reports would be changed;

(d)

following minor amendments, the budget and Corporate Plan 2011 scrutiny report had been agreed;

(e)

the Young Carers’ in Plymouth task and finish group had been commended for their excellent work and were also congratulated on the comprehensive and excellent quality of the scrutiny report; the report would be submitted to Cabinet with the inclusion of an additional recommendation.

(a)

the selection of the preferred bidder had been made by the Executive Programme Board; Cabinet would be requested to approve the award of the contract to the preferred bidder, Sports and Leisure Management Ltd, as a result of their submission of the most economically advantageous tender through the competitive dialogue process;

(b)

a business case had been approved by Cabinet on 15 July 2008 which identified that the three existing workforces (Plymouth City Council employees, Theatre Royal (Plymouth) employees and the Mayflower Leisure Trust II employees) would come together within the Plymouth Life Centre;

(c)

the Cabinet and Devonport Community Leisure Ltd had agreed that both Brickfields Sports Centre and the recreation ground facilities would be included in the Leisure Management contract;

(d)

if approved, Sports and Leisure Management Ltd would manage the following facilities on behalf of the Council –

?

Plympton and Mount Wise swimming pools 

?

Tinside Lido

?

Brickfields Sports Centre and recreation ground

?

Plymouth Life Centre (Central Park leisure pools and the Mayflower Leisure Centre would close once the Plymouth Life Centre was opened in autumn 2011).

(e)

adult swimming would be charged at £3.80 per session (there would be no set time limit on each session but this would depend on the pool’s programme); this remained the same as the existing arrangements across all the facilities;

(f)

the Plymouth Life Centre would provide an increased swimming provision to the City to that currently offered, the following facilities would be provided –

?

an Olympic sized 50 metre competition pool which could be divided by moveable booms to create three swimming pools (the smaller portion would be larger than Plympton pool);

?

a diving pool;

?

leisure pool including flumes;

(g)

the Devon Audit Partnership had been fully engaged throughout the competitive dialogue process, attended meetings and had been consulted at every stage on procurement to ensure that it has been undertaken efficiently, effectively and transparently;

(h)

an undertaking was made to provide copies of the full pricing structure for all panel members;

(i)

the core fees would increase on an annual basis by the retail price index (RPIx) excluding mortgage interest payments which was the same as the existing arrangements;

(j)

it was highlighted that the pricing structure had been set at the maximum level of charges; the contractor could take a commercial decision to charge less;

(k)

the preferred bidder, Sport and Leisure Management Ltd currently operated over 60 leisure contracts across the country and had been awarded ‘swimming provider of the year’;

(l)

the pricing structure across all the  ...  view the full minutes text for item 68.

(a)

programme governance;

(b)

programme work stream overview –

?

Plymouth Life Centre – progress;

?

Ice and associated facilities; 

(c)

project manager’s report.

(d)

with regard to the risks which had been identified within the project manager’s report, there were no concerns that the project would not be completed on time or within budget;

(e)

overspend on other major projects could be mainly attributed to the client requesting works that were not part of the original contract; the panel was assured that the budget for this project was strictly monitored;

(f)

there was the possibility that an under spend on the contingency fund would be achieved; the aim would be to return this money to the capital programme at the end of the project.

(a)

it was proposed that the scheme would be overseen by the Plymouth Life Centre and Leisure Related Projects Executive Board and scrutinised by the panel and the Devon Audit Partnership;

(b)

planning permission had been obtained in December 2010 and copyright had been secured on the design, so that the Council could deliver on a design and build basis;

(c)

the design had been developed to ensure that when the tender was issued it would be supported by a full NBS specification and drawings; in order to achieve this a structural engineer had been appointed to undertake certain elements of work, particularly with regard to the drainage elements of the work;

(d)

a Pre Qualification Questionnaire (PQQ) had been issued and 13 expressions of interest had been received; the top five companies had been short listed to tender for the contract;

(e)

the programme was as follows –

?

return of tenders

1 April 2011

?

presentation/interview (optional)

5 April 2011

?

selection of successful tenderer

7 April 2011

?

estimated service commencement

26 April 2011

(f)

the model for the Executive Programme Board which had been adopted within Community Services would be replicated in other departments across the authority;

(g)

there was no intention to take over the responsibility of all capital projects across the authority via the Community Services Executive Programme Board;

(h)

Ward Councillors had been fully engaged in developing these  proposals and would continue to be consulted through the process.

(a)

waste minimisation;

(b)

recycling and composting, including the main areas that had improved –

?

garden waste

?

household waste recycling centre

?

materials recovery facilities upgrade

?

trade recycling

(c)

recycling and composting; 

(d)

benchmarking with other local authorities;

(e)

household participation;

(f)

further initiatives to increase recycling;

(g)

kerbside glass collection scheme.

(h)

the kerbside collection of green garden waste had been extended to 30,000 properties in 2010; however it was not currently economically viable to roll out the scheme across all properties in the City;

(i)

at present, the materials recovery facility (MRF) did not have the facility to sort or process glass (it would cost approximately £4m to upgrade the facility); work was currently being undertaken to assess a viable operational method to collect glass before a full cost benefit analysis was undertaken on the various options;

(j)

there was a determination to implement glass recycling and it was hoped that this could be achieved in 2012 but this would be dependent on an upgrade to the MRF;

(k)

in order to achieve the recycling rate of 43 per cent  by 2019, educational work would continue (eg school visits, bus wraps, student packs, information disseminated via council tax bills);

(l)

the ‘real nappy’ initiative had been introduced to minimise the large amount of disposable nappies that were thrown away and ended up in landfill; the initiative had been well received within the City;

(m)

many supermarkets and other multi national organisations had signed up to the voluntary Courthauld Agreement to reduce packaging by 10 per cent.