AGENDA ITEM 5(a)
BOROUGH OF POOLE
REPORT TO COMMUNITY SUPPORT OVERVIEW GROUP
22 JUNE 2004
PROPOSAL FOR RE-DEVELOPMENT OF FOURWAYS
1. / PURPOSE1.1 / To agree a draft project plan for the re-development of Fourways within the context of formulating a strategy for services for physically disabled people.
2. / RECOMMENDATIONS
2.1 / The Community Support Overview Group is asked to:
(i) / Agree the concept of a Community Resource Centre to replace an exclusive day centre provision.
(ii) / Agree a project plan for the re-development to be progressed.
(iii) / Recommend to Cabinet the principle of disposing part of the site to the private sector in order to release capital for the redevelopment of the new Fourways e.g. housing.
(iv) / Agree the disbanding of the current working groups.
(v) / Agree the formation of a new Partnership board with Elected Member representation. The Boards remit will be to develop a strategy for services for physically disabled people, and as part of this to progress the re-modelling and redevelopment of the Fourways site.
(vi) / Agree that the Partnership Board will have the aim of achieving a 60% membership of disabled people.
(vii) / Agree in principle that the new Fourways should be externalised from Council control.
(viii) / To receive a further report in the Autumn of 2004 on progress and including procurement options.
3. / BACKGROUND INFORMATION
3.1 / An extensive programme of consultation and stakeholder engagement has been carried out since November 2002, particularly in response to the considerable lobby presented by existing service users and carers to the original proposals for closure. Further to the report going to Executive in April 2003 a project leader was appointed with the brief to, in liaison with stakeholders:
- Agree mechanisms for consultation.
- Identify the strengths and weaknesses of the existing service.
- Consider new forms of services.
- Discuss future management, funding and partnership arrangements.
From these many discussions an understanding and a commitment to a public community resource model of service has been reached, rather than a continuation of an exclusive specialist day centre model of provision.
3.2 / The three working groups which were established in January 2004 have provided an excellent means of providing the opportunity for existing service users and other stakeholders to formulate the concept of a resource centre. The groups have completed this phase of the work and there is now a need to focus activity within a Partnership Board which can also address wider strategic issues.
3.3 / To fully promote the contribution of disabled people it is proposed to appoint a disabled person as a paid Co-chair to the Board, and to elect disabled people through the support of Democratic Services.
3.4 / Alongside these discussions, officers from within Property Services have been in negotiations with the Dorset Trust regarding their proposal to build a 60 bed dementia centre. This development may need to be contained within the re-development of the site, but in a manner which does not compromise the needs of current and future service users of Fourways.
3.5 / Mental Health (Rethink) and Brain Injury Services (Headway) currently have separate facilities on the site. The proposed concept makes specific provision for these groups.
3.6 / Discussions are ongoing to determine whether a partnership with Health can be established on the site.
3.7 / Community groups have been consulted and have expressed a clear need for continuing to use Fourways facilities.
3.8 / The range of stakeholders reflects the considerable discussions that have been generated on issues such as specialist services, inclusion, stigma, prejudice and has revealed tensions between the differing needs and aspirations of individuals and groups of disabled people. Emerging from these extensive discussions is the need for a broad strategy to address the care, support and inclusion needs of physically disabled people.
3.9 / Considerable work still needs to be done in identifying capital resources to create a community resource centre. In the absence of funding within the Council’s capital programme the potential of disposing part of the site to the private sector would need to be considered. Any such capital receipt would need to be ring fenced for the site’s redevelopment. This would need to be agreed as an exception to the Council’s policy without setting precedent for any other capital projects.
3.10 / In order to become an attractive resource for disabled people and the general public, exploration would be needed with potential partners to identify additional revenue funding that they might bring to the project. The facility would for example need to offer services which disabled people might wish to purchase through utilising their direct payments. The facility would need to offer services which could attract revenue funding from the Learning Skills Council.
3.11 / It is anticipated that the community resource centre would need to be externalised from Council control as a consequence of social care legislation and guidance, principally that related to the provision of Direct Payments. Partnership and management models would require further investigation by the Partnership board and initial recommendations will be available in the next report to Committee.
3.12 / Future service users may use the new Fourways as part of their overall rehabilitation and support. It would form part of a range of services that strive to maximise independence and places for many would be time limited and subject to on-going review of assessed needs. There are some service users whose needs necessitate long term intensive support and this would be available.
4. / COMMUNITY RESOURCE
4.1 / Attached as Appendix B is a conceptual layout of what might be developed for current and future disabled people and the general public in Poole. This would not be a day centre in the traditional sense but a truly public building serving communities of Poole.
4.2 / It is anticipated that use of any of the activities / facilities would be booked by individuals in the same way as members of the public utilising leisure centres – although priority would be given to those disabled people carrying out activities as part of their rehabilitation and support.
4.3 / Creation of a public facility would offer many opportunities for the wider community to engage. Examples of how services could be available to both the wider disabled community and community in general are as follows – for example:
- A key part would be the provision of adult learning facilities (which would potentially attract Learning Skills Council Funding);
- Potential for a gymnasium suitably equipped for use by people with disabilities promoting good health and building active communities;
- Café/community information resource centre linking into the Council’s Customer First Initiative;
- Flexible use by a range of community groups throughout the day and evening;
- A central production catering unit providing meals to the community and those who use the centre (could be off site).
4.4 / In order to facilitate this any future building would need to be built to disability living standards in accordance with the Disability Discrimination Act 1995. In addition, specialist equipment would be required to support those with higher levels of disability.
5. / EQUALITY STANDARDS IMPACT ASSESSMENT
5.1 / This project seeks to promote social inclusion at all levels and in particular service user involvement in planning, design and on-going management. In doing so this project would fully support and promote the Authority’s commitment to Equality Standards.
6. / PROJECT PLAN
6.1 / Attached as Appendix C is a first draft representation of critical events and decisions on a projected time-line. The Partnership Board would include Elected Service Users, disabled people, officers from several service units, Elected Members and key partner agencies. Consultation with disabled people and community groups will be ongoing throughout. The plan is ordered sequentially. However, activity in pursuit of this plan may not happen sequentially given the dynamic nature and multiplicity of strands connected to this project.
6.2 / There are essentially 6 key strands to the project plan:
- Reporting mechanisms;
- Consulting mechanisms;
- Site options;
- Building options;
- Funding options;
- Current and potential partners.
6.3 / It is anticipated that these headings will be adopted by the Partnership Board and thereby provide continuity and a framework for future work and research.
7. / CONCLUSION
7.1 / This report makes recommendations based on the outcomes of extensive discussions with individuals and groups who have an interest in the Fourways site further to the decisions taken by the Executive Committee in April 2003. The redevelopment of Fourways is at a point where agreement has been reached on a concept. Acknowledgement is given to the considerable detailed work that is required to meet not only the needs of existing service users but also future service users, and importantly of how the redevelopment can contribute to the wider community needs of the Borough of Poole. The discussions have exposed the differing needs and perspectives of stakeholders and future action now needs to progress the Fourways redevelopment within a broader strategy for physically disabled people.
BACKGROUND PAPERS
None
Charlie Sheldrick
Head of Adult Social Services (Provider)
01202 261030
PLEASE NOTE: PLAN AND APPENDIX C ARE UNAVAILABLE ELECTRONICALLY
2nd June 2004
Contact Officer: Jeff Russell, Principal Officer
Cheryl Adams, Project Leader (Fourways)
01202 261029
(Fourways) Appendix A
BACKGROUND
- Executive Committee Report - 5 November 2002
(Recommendation for closure)
- Campaign “Save Fourways”
- Review Board – Nov 2002, March 2003
Carers, Service Users, Officers of the Council, Elected Members, advocates and representatives from Community Groups.
- Care PAG (Policy Advisory Group) – 10 March 2003.
Principles agreed for continuation of Fourways service:
-No change is not an option.
-All current Poole service users, regardless of their level of assessed needs, to continue to receive a service without detriment.
-A redeveloped service as part of a broader range of services for disabled people will be re-provided on the Fourways site.
-Person Centred Planning will determine the configuration of a new service.
-Choice of specialist and integrated services need to be offered.
-Day centre based provision will continue to be part of the future service provision.
-Future management and provision of the services on the site should be based on a partnership model.
-The release of resources from the Fourways site should in the first instance address the continuing needs of disabled people as defined within the Disability Discrimination Act.
-Service Users, Carers, Voluntary Organisations, staff and Elected members need to be a continuing part of the project development at Fourways.
- Executive Committee – April 2003
- Appointment of Project Leader – Start date August 2003.
- Open meetings - August 2003 – present:
Users, carers, community groups
- Meetings with Initial Stakeholders:
Health Trusts, Adult Learning, Headway, Rethink, Employment service, Cultural services, Adult Commissioning, Housing and Community services, Poole Council for Voluntary services, Pro-Disability, Poole Forum.
- Open Workshops launched by Leader of the Council:
28 October 2003 and 5 December 2004.
2 x open invite to service users, elected members, community groups, carers and other interested parties.
- 3 Working Groups established: January 2004 – present:
Finance and Future Management Arrangements
Service Content and Building Specification
Community Involvement and Partnership Development
- Leader’s Budget Speech: Feb 2004:
Reaffirmed commitment to reprovision.
- Project Plan Group:
Consultation with working groups, community groups and employees.
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