Asset Management, Culture & Housing Cabinet Member – Minutes – 26 June 2012
2 (2) THE BUTTERCROSS – INSTALLATION OF A PASSENGER LIFT – The Director of Places submitted a report seeking approval for the allocation of funding for the installation of a passenger lift at The Buttercross, Brigg.
The Buttercross building housed the Brigg Tourist Information Centre on ground floor level, with a meeting room on the first floor. The use and income generating potential of the meeting room was severely restricted. It did not currently allow for disabled access provision on the first floor.
The Disability Discrimination Act (DDA) 2005 and The Equalities Act 2010 (which in large had now replaced the DDA) aimed to protect disabled people and prevent disability discrimination.
The DDA required a council to ‘take reasonable steps to remove, alter, or provide means of avoiding physical barriers that make access to services impossible or difficult for disabled people’. The Equalities Act said ‘it is unlawful for service providers to treat disabled people less favourable because they are disabled’ and ‘service providers have to make reasonable adjustments for disabled people in the way they deliver their service’.
The Buttercross was a landmark grade II listed building in Brigg town centre. The potential was there to engage people and encourage them to use the function/meeting room and experience what was a prestigious building with some architectural merit and history.
The project was initially included within the Brigg Heritage Project bid discussions. However, it was felt at the group that if funding was made available earlier the project could potentially yield an income stream from capital investment immediately.
Resolved – That the proposal to take forward a project to install a passenger lift at The Buttercross, as set out in the report, be approved.
3 (3) SCUNTHORPE LEVY – COMMUNITY CENTRES – The Director of Places submitted a report seeking approval to draw from the Scunthorpe Special Expenses Reserves for works to replace community centre boilers.
There were 12 Community Centres in Scunthorpe. The council was responsible for the maintenance of the properties, although day to day running was the responsibility of each individual Centre Management Committee. They were funded from the Scunthorpe Special Levy.
A number of centres were struggling with ageing central heating systems, which needed replacing. As the systems were now obsolete, parts were becoming increasing difficult to source and could leave centres unable to operate in the event of a breakdown.
Three boilers were planned for replacement in Spring 2011, although, unfortunately the work had not been completed prior to the end of the financial year. The funding for the work had passed into Scunthorpe Special Expense Reserve. Three more boiler replacements were scheduled for progress as part of the planned maintenance programme for this year.
The investment in new boilers should assist in making the systems more efficient and thus reduce running costs and impact on the environment.
Resolved – (a) That the addition of the three schemes, as detailed in paragraph 3.1 of the report, to the current year programme, be approved, (b) that a virement of £45,000 from the Scunthorpe Special Expense Reserve be requested, and (c) that the proposal to replace a further three boilers in the council’s planned maintenance programme for 2012/13 be approved.
4 (4) ADDITIONAL WORKS – REAR OF SCUNTHORPE MARKET – The Director of Places submitted a report seeking consideration and approval for the allocation of funding for further works to the rear of Scunthorpe Market.
The Asset and Estate Management, Sport, Leisure and Culture Cabinet Member approved expenditure of £85,000 for works to the rear of Scunthorpe Market (minute 34 refers). The work was designed to remove external stalls and create a new car park. Following the demolition works a further inspection of the site had revealed that additional works were necessary to bring the site into use as a quality car park.
The report and accompanying appendix set out in full detail the extra works needed to the market to finish the demolition of the stalls and provide a new car park.
Resolved – (a) That the proposal to carry out the works detailed in Appendix 1 to the report be approved, and (b) that funding for the works as expenditure from the Property Trading Account be approved.
5 (5) NATIONAL PORTFOLIO FUNDING FOR 20-21 VISUAL ARTS CENTRE – The Director of Places submitted a report seeking approval to sign the formal agreement with the Arts Council England, Yorkshire, following acceptance of an application from the 20-21 Visual Arts Centre to become a National Portfolio Organisation (NPO).
In December 2011, the 20-21 Visual Arts Centre applied to the Arts Council to become one of their NPOs, the application was accepted earlier this year. Being accepted as an NPO recognised the work that the Centre does in providing artistic excellence and in nurturing talent.
As a NPO, the Arts Council had agreed to give the Centre a grant of up to £234,000 for the period of 2012-2015, which would go towards the costs of the Centre’s programme of work.
The Arts Council had drafted a formal agreement outlining the terms of the grant. The council was now required to accept the agreement.
Resolved – That the conditions outlined in the Grant Offer Letter be accepted.
The corresponding reports of the following items (Minutes 6, 7, 8 and 9 refer) contain exempt information as defined in Paragraphs 1, 2 and 3 of Part 1 of Schedule 12A of the Local Government Act 1972 (as amended).
6 (6) 20-21 VISUAL ARTS CENTRE CAFÉ – The Director of Places submitted a report updating the Cabinet Member on the outcome of the procurement process, and seeking agreement on a way forward for the 20-21 Visual Arts Centre café.
At the council’s budget meeting in February 2011, it was decided that the Art Centre’s subsidy to run the café would be removed. In November 2011, the Asset and Estate Management, Sport, Leisure and Culture Cabinet Member agreed to explore if there were any other agencies interested in running the café on the council’s behalf (minute 13 refers).
The full procurement process had now been completed. Although one local company had expressed in running the café, the proposal was unable to meet the budget target and as a result a company had not been found to run the café on behalf of the council.
Another procurement process had now begun to consider alternative governance for the whole of Sport, Leisure and Culture. The proposal was to include the café in the process, which means that options for the café would not be investigated in isolation.
Resolved – That Option 1, as detailed in paragraph 3.1 of the report, be approved.
7 (7) STAFF CHANGES AT 20-21 VISUAL ARTS CENTRE – The Director of Places submitted a report seeking permission to make changes to the staffing establishment at the 20-21 Visual Arts Centre.
In 2009, the 20-21 Visual Arts Centre was successful in gaining funding from the Arts Council England for a Touring Exhibitions Officer as part of its Regional Funded Organisation status. This allowed for an officer to be recruited for three years.
The Arts Council England had just agreed another three years of funding to support the continuation of the post of Touring Exhibitions Officer. The report summarised proposals following notification of the further grant funding.
Resolved – That changes to the staffing establishment, as set out in the report, be approved.
8 (8) REGRADING THE POSTS OF SENIOR FACILITIES MANAGEMENT OFFICER AND PERFORMANCE AND ADMINISTRATION MANAGER – The Director of Places submitted a report seeking approval for changes to the grades of two employees within the Facilities Management area of the council.
In November 2011, the Asset and Estate Management, Sport, Leisure and Culture Cabinet Member agreed changes in the way in which the generic administration was provided in Church Square House (minute 22 refers). This followed changes in the way the building was used as part of the WorkSmart programme. It was also agreed that the model adopted would apply at other buildings subject to WorkSmart changes.
The responsibility for managing the generic administration teams was assigned to the Facilities Management team in the council. This required changes to the duties and responsibilities of existing posts within the team.
The report set out details of the proposed changes, including financial implications.
Resolved – That the changes to the staffing establishment of the Facilities Management team, as set out in the report, be approved.
9 (9) PROPERTY TRANSACTION SCHEDULES – The Director of Places submitted a report for consideration, and where necessary, approval of a schedule containing the terms of all recently negotiated property transactions.
The schedules covered both operational and commercial property.
Resolved – That the schedules appended to the report be approved.