Agenda item

The Strategic Director of Social Care and Education has submitted a report to update the commission on position for each of the nine Play Associations that manage the adventure playgrounds across the city.

Members to note that this report is for information only.

The Strategic Director of Social Care and Education submitted a report to update the commission on the position for each of the nine Play Associations that manage the adventure playgrounds across the city.

The Deputy City Mayor for Social Care, Health and Community Safety introduced the report and noted that:

• This report had been requested at the previous meeting to include the specific combinations of support that had been offered.
• In addition to this, an additional meeting was being arranged with Ward Councillors and the play associations to look at those playgrounds that had not yet submitted sustainability plans to see if there were any other opportunities that could be taken up.
• It was stressed that the playgrounds were run by individual, independent charities, and whilst the Council could offer information and links the Council could not tell the organisations what they should do.  Therefore, the Council worked on facilitation rather than direct support.
• The Council wanted the playgrounds to succeed in the long term.
• The Council was in a financially dire situation.  With the information available at the time of the decision, it had looked as though the Council would be facing a Section 114 notice within the following 12 months.  In the event of a Section 114 notice, grants would cease immediately.  This would have left the playgrounds exposed and vulnerable, and the Council wished for the playgrounds to be successful.

The Commission was invited to ask questions and make comments and the officers and the Deputy City Mayor for Social Care, Health and Community Safety to respond. Key points included:

• Regarding a query as to whether grant monies could be spent on redundancy payments by the organisations, it was noted that whilst the Deputy City Mayor for Social Care, Health and Community had not been party to the legal advice to the organisations’ management committees, each organisation was independent, and their management committees were seeking advice on liabilities.  It was further noted that many volunteer sector organisations were set up in a way whereby there was no personal liability, although it was unknown if this was the case for these organisations.    The Council could not pay for both redundancy and running costs due to its financial position.  The route of open access play only had not been followed in the spirit of supporting staff.
• In response to a query on the use of Capital Funding by organisations, it was noted that four had applied for Capital Funding: Mowmacre, What Cabin, Goldhill and New Parks.  The Council had been working with the play associations to ensure that the correct processes were observed, particularly with regard to fencing that was needed.  With regard to Mowmacre and What Cabin, these were on Parks land, and as such a local consultation needed to be conducted as this would partly block public land for part of a school day.  In the case of Goldhill, alternative provision had been considered as it was noted that September was the quietest time of year and alternative provision picked up usage throughout the year.  A certain amount of money had been agreed for Goldhill.  With regard to New Parks, the nursery position was being looked at.
• In response to a query about extended leases and the transfer of assets, it was explained that in terms of leases, academy land remained as such.  With regards to the adventure playgrounds, if playgrounds produced a sustainability plan and a business case, once the business case was evaluated the council could issue a five year licence to occupy, and these were free of charge in terms of use for the site, usually there was a charge for the use of Council buildings, but this was not the case for playgrounds.  The licence was charged for, and this gave the organisations limited liability and helped the Council to support them.  Options were explored internally for community asset transfer and long leases, however, there had been complicated legal issues involved.  Any lease over seven years counted under the Council’s disposal policy under national legislation, and therefore different rules needed to be applied.  In asset transfer, it was necessary to say that the site was being offered for the local community and increased activity and would be open evenings and weekends, this would leave it open to other organisations coming in and taking over.  The Council had a legal duty to follow the best value route.  For example, if Highfields was put up for asset transfer, then theoretically another organisation who offered increased services and offered to pay a rent could offer to take over, and the Council would have a legal responsibility to take the best option, and this would not necessarily protect the adventure playground.  The licence process protected the play associations as best as possible; they had been secured in the short term whilst keeping a longer-term option open.  Additionally, with Highfields on Parks land and Goldhill being on education land, the government would need to be applied to for the disposal of the land.
• There had been discussions over what people from the organisations would like in terms of meetings, and logs had been kept of these conversations.
• Having security of tenure was seen as useful when applying for philanthropic funding, and the Council had provided letters of assurance to assist with this.  Evidence gathered from around the country showed that it was necessary to look at change in the operating model to make it sustainable.  Where play associations that offered open access play had changed their operating model to increase their range of services, they had been able to get long-term sustainability and thrive.  An example of this was Manchester Young Lives.
• The Deputy City Mayor for Social Care, Health and Community Safety, the Assistant City Mayor for Culture, Libraries and Community Centres and the officers involved were thanked for the effort they had put in to trying to get the best outcome.

AGREED:

1)    That the update be noted.

2)    That comments made by members of this commission to be taken into account by the lead officers.